MODEL OF GENERAL TRANSFORMATION OF PROJECT MANAGEMENT OF INDUSTRIAL ENTERPRISES IN UKRAINE

Abstract

The Russian military's open attack on Ukraine served as a catalyst for the transformation of project management within industrial enterprises. This conflict brought about a range of new and complex challenges that industrial enterprises had to rapidly address, adjust their operations for, and implement novel project management methodologies. Consequently, the article is aimed at conducting a systemic investigation of the model for the comprehensive transformation of project management in Ukrainian industrial enterprises. The research results have yielded a series of significant conclusions that could impact the future development and practice of project management within industrial enterprises in the context of military conflicts. It has been demonstrated that the model of project management transformation must be flexible and tailored to the specificities of the military-economic environment. It should encompass aspects that enable the adaptation of project management to the realities of a military conflict, such as security considerations, agile project management methods, as well as contingency and corrective plans. Considering the diverse range of potential scenarios in the development of a military conflict, the transformation model should be context-adaptive and incorporate variations based on the scenario. The implementation of contingency and corrective plans is a crucial aspect of this adaptation. The implementation of contingency and corrective plans requires careful planning and consideration of various factors, such as reserve stock, alternative suppliers, production and assortment flexibility, algorithms for responding to changes, and the testing of new adjustments. The prospects for further research in this direction could focus on developing tools that assist industrial enterprises in forecasting possible development scenarios and risks of a military conflict. These tools would aid in adapting their project management model according to the specifics revealed by the extensive information obtained. Creating such tools may involve the development of analytical models, forecasting systems, the use of artificial intelligence for analyzing large datasets, and the design of scenario-based planning instruments.