INTEGRATED PROJECT-PROCESS ARCHITECTURE FOR MANAGING CONSTRUCTION ENTERPRISES UNDER CONDITIONS OF DIGITAL TRANSFORMATION

Abstract

The article substantiates the theoretical and methodological foundations for forming an integrated project-process architecture for managing construction enterprises under conditions of digital transformation. The relevance of the topic is determined by the dual nature of construction activity, which simultaneously combines the implementation of unique, non-repetitive investment-construction projects and the execution of stable, cyclically repeated business processes such as procurement, quality assurance, occupational safety, document management and resource provisioning. The paper argues that digital transformation, in particular the diffusion of Building Information Modeling, common data environments, enterprise resource planning systems, project management information systems and business process management systems, creates the technological precondition for overcoming this fragmentation and for building a genuinely integrated managerial architecture. A level-based conceptual model of project-process integration is proposed, encompassing strategic, tactical, operational and control levels of management, each of which combines project-oriented and process-oriented components synchronized through a cross-cutting digital integration layer. The architecture’s structural elements, its governing principles, and the mechanisms of coordinated interaction between the project and process contours are characterized in detail, including data exchange loops, single sources of truth, role-based process ownership, and integrated key performance indicators. The article also outlines the organizational, technological and human-resource barriers that hinder digital-enabled integration in Ukrainian construction enterprises, including insufficient digital maturity, fragmented information systems, and weak regulatory support for BIM implementation. Based on the conducted analysis, the author formulates practical recommendations for constructing an integrated management system capable of ensuring transparency of managerial decisions, reduction of cross-functional gaps, improved predictability of project outcomes, and sustainable competitive advantages of construction enterprises operating in conditions of dynamic and uncertain business environments.