Practical problems of implementing project management in the construction-engineering sector[Практические Проблемы Внедрения Проектного Управления На Предприятиях Строительной Отрасли]

Over the past twenty years in Russia, the topic of project management as the most promising and innovative approach to the implementation of goals and a factor in the economic development has been actively discussed in scientific papers and Internet. At the same time, this management approach to be unforced for the construction-engineering sector as a project-oriented one. The purpose of the work was to find out how flexible project management methodologies relate to the specifics of the construction-engineering sector in Russia, and what problems may arise when implementing them in large construction companies in practice. Based on the economic observation of a company that performs complex works on the construction of oil and gas facilities, the analysis of practical data and theoretical foundations of the issue was carried out using inductive, analytical and synthetic research methods. As a result, it is revealed that most of the factors of the internal and external environment of a large construction enterprise contribute to the development of a mechanistic management configuration, which is in contradiction with the practices of project management. In particular, this may be manifested in the discrepancy between the management model adopted in the company and the level of delegation of authority and responsibility required for the successful functioning of project structures. It is proved that the attempt to implement a matrix project structure in the company at the middle management level while maintaining the matrix method of organizing the interaction of services with the head office leads to triple subordination and overloading of professionals. It is found out that a linear-functional structure in a compartment with strict formal ties, relentless control and centralization of power are the most natural for the operating core of a large construction enterprise, but this management model leads to low adaptability and demotivation of production units. Conclusions are drawn about the need to develop new effective forms of organizing the work of construction-engineering departments that ensure the adaptation of project management methods to the specifics of construction-engineering production; the importance of a comprehensive and consistent approach to the implementation of project management in all structural parts of the company is confirmed.