CONCEPTUAL APPROACHES TO FORMING A PROJECT-PROCESS MANAGEMENT MODEL FOR CONSTRUCTION ENTERPRISES

Abstract

The article investigates conceptual approaches to the formation of a project-process management model for construction enterprises. The construction sector represents one of the most dynamic and structurally complex segments of the national economy, characterized by high project uniqueness, significant resource intensity, and a substantial level of risk under conditions of economic instability. Traditional management approaches – either purely project-oriented or exclusively process-oriented – do not fully satisfy the management needs of modern construction organizations. The relevance of the study is determined by the need to develop an integrated conceptual framework that systematically combines the advantages of project management and process management in a unified adaptive model. The scientific novelty of the research lies in the development of a structured project-process management model comprising six functional blocks: strategic, project, process, digital, resource, and control. The strategic block ensures alignment of all management processes with the enterprise’s mission and strategic goals through a balanced system of key performance indicators. The project block is based on PMBOK methodology and covers the full project lifecycle from initiation to closure. The process block is built on BPMN notation and ISO 9001 quality management standards, ensuring operational stability and repeatability of core business processes. The digital block integrates BIM technologies, ERP systems, project management platforms, and cloud analytics tools, acting as a technological catalyst for the transformation of the entire management system. The resource block provides optimal allocation of human, material, and financial resources across both projects and processes. The control block implements a continuous improvement mechanism based on the Kaizen philosophy with real-time KPI monitoring. The proposed model has been validated through analysis of leading construction enterprises and can be applied to organizations of various scales and specializations. The article contains comparative analysis tables, a structural diagram of the model, and a digital toolkit for its implementation.