DIGITAL TRANSFORMATION OF PROJECT MANAGEMENT OF CONSTRUCTION COMPANIES BASED ON AGILE AND LEAN APPROACHES

Abstract

The article examines the peculiarities of project management at construction enterprises in the context of digital transformation with a particular focus on the application of Agile and Lean (lean production) approaches. The increasing complexity of construction projects, the uncertainty of external economic conditions, and the growing impact of digital technologies necessitate a revision of traditional project management models. An analysis of the Lean toolset is conducted from the perspective of its adaptability and practical implementation in construction projects, taking into account the specific organizational and technological characteristics of the construction industry. The study identifies promising directions for the implementation of Agile and Lean approaches in the construction sector across key stages of project realization, including design, planning, coordination, and execution of construction works. Particular attention is paid to the potential of iterative planning, continuous feedback, and cross-functional collaboration to improve project performance and the quality of managerial decision-making. The advantages of using flexible management methods are substantiated, including increased process transparency, reduced time required for the approval and coordination of managerial decisions, improved communication among project stakeholders, and a lower level of project risks. At the same time, the limitations and risks associated with the application of Agile approaches in construction projects are analyzed, especially in the context of a high level of formalization, strict regulatory requirements, and standardization of construction activities. As the most effective direction for the development of project management at construction enterprises, the use of a hybrid model is proposed, combining elements of classical project management with Agile and Lean approaches. The implementation of such a hybrid model ensures an optimal balance between structured control mechanisms and the necessary managerial flexibility, thereby enhancing the adaptability and resilience of construction enterprises under conditions of digital transformation and a volatile modern business environment.