Conceptualization of multi-project activity in the construction sector
Abstract
The relevance of the research. This article explores the conceptual foundations of multi-project activity in the construction sector as a systemic approach to managing portfolios of interrelated projects executed under conditions of limited resources, tight deadlines, and high risk.The purpose of the study. It is argued that the nature of construction as an industry requires not only the parallel execution of numerous projects at different stages of their life cycle, but also the alignment of strategic, tactical, and operational decisions within a unified multi-project framework. The article analyzes key classification approaches for multi-project environments, identifies a typology of inter–project linkages, and highlights factors that influence the manageability and effectiveness of multi-project governance in construction firms.Research methods. An original model for the conceptualization of multi-project activity is proposed, comprising a strategic module, a resource and risk synchronization module, and a communication loop that ensures timely coordination among project offices. Findings show that establishing a multi-project platform enhances responsiveness to external changes, optimizes team workload, shortens project cycle durations, and improves the quality of investment program delivery. The role of digital tools (such as BIM, ERP, and PMIS) in supporting multi-project environments is also examined. Emphasis is placed on the importance of analytical decision support, visualizing resource allocations, identifying inter–project conflicts, and maintaining transparent real–time reporting. Conclusions. The results hold practical relevance for developers, general contractors, and heads of project offices seeking to develop an effective portfolio management model that incorporates integrative and systemic methodologies. In the long term, implementing the proposed model could catalyze a transformation in organizational culture, increase decision–making transparency and enterprise resilience to external shocks, and foster synergy between strategic priorities and the actual project ecosystem.
Full text
62 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ © ×ÓÏÐÈÍÀ Þ. À., ÏÎËDzÊΠÌ. Î., ÎÊÑÅÍ×ÓÊ Ð. Î., ÀËÅÊѪªÍÊÎ Â. Î., 2025 ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² IJßËÜÍÎÑÒ² ÓÄÊ 69.003:005.8 ×ÓÏÐÈÍÀ Þ. À., ÏÎËDzÊΠÌ. Î., ÎÊÑÅÍ×ÓÊ Ð. Î., ÀËÅÊѪªÍÊÎ Â. Î. Êîíöåïòóàë³çàö³ÿ ìóëüòèïðîºêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ Àêòóàëüí³ñòü äîñë³äæåííÿ. Ó ñòàòò³ äîñë³äæåíî êîíöåïòóàëüí³ çàñàäè ìóëüòèïðîºêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ ÿê ñèñòåìè óïðàâë³ííÿ êîìïëåêñàìè âçàºìîïîâ’ÿçàíèõ ïðîºêò³â, ùî ðåàë³çóþòüñÿ â óìîâàõ îáìåæåíèõ ðåñóðñ³â, ÷àñîâèõ îáìåæåíü òà âèñîêî¿ ðèçèêîâîñò³. Ìåòîþ äîñë³äæåííÿ. Îá´ðóíòîâàíî, ùî ñïåöèô³êà áóä³âíèöòâà ÿê ãàëóç³ ïåðåäáà÷ຠíå ëèøå ïàðàëåëüíå ôóíêö³îíóâàííÿ ÷èñëåííèõ ïðîºêò³â íà ð³çíèõ ñòàä³ÿõ æèòòºâîãî öèêëó, à é íåîáõ³äí³ñòü óçãîäæåííÿ ñòðàòåã³÷íèõ, òàêòè÷íèõ òà îïåðàö³éíèõ ð³øåíü â ºäèí³é ìóëüòèïðîºêòí³é ñèñòåì³. Ïðîâåäåíî àíàë³ç îñíîâíèõ ï³äõîä³â äî êëàñèô³êàö³¿ ìóëüòèïðîºêòíîãî ñåðåäîâèùà, âèçíà÷åíî òèïîëîã³þ âçàºìîçâ’ÿçê³â ì³æ ïðîºêòàìè, à òàêîæ íàâåäåíî ÷èííèêè, ùî âïëèâàþòü íà êåðîâàí³ñòü òà åôåêòèâí³ñòü ìóëüòèïðîºêòíîãî óïðàâë³ííÿ â áóä³âåëüíèõ êîìïàí³ÿõ. Ìåòîäè äîñë³äæåííÿ. Çàïðîïîíîâàíî àâòîðñüêó ìîäåëü êîíöåïòóàë³çàö³¿ ìóëüòèïðîºêòíî¿ ä³ÿëüíîñò³, ÿêà âêëþ÷ຠñòðàòåã³÷íèé ìîäóëü, ìîäóëü ñèíõðîí³çàö³¿ ðåñóðñ³â òà ðèçèê³â, à òàêîæ êîìóí³êàö³éíèé êîíòóð, ùî çàáåçïå÷óº îïåðàòèâíó âçàºìîä³þ ì³æ ïðîºêòíèìè îô³ñàìè. Ðåçóëüòàòè äîñë³äæåííÿ. Âñòàíîâëåíî, ùî ôîðìóâàííÿ ìóëüòèïðîºêòíî¿ ïëàòôîðìè äîçâîëÿº ï³äâèùèòè ãíó÷ê³ñòü ðåàãóâàííÿ íà çîâí³øí³ çì³íè, îïòèì³çóâàòè íàâàíòàæåííÿ íà âèêîíàâö³â, ñêîðîòèòè òðèâàë³ñòü ïðîºêòíîãî öèêëó òà ïîêðàùèòè ÿê³ñòü ðåàë³çàö³¿ ³íâåñòèö³éíèõ ïðîãðàì. Òàêîæ ðîçãëÿíóòî ðîëü öèôðîâèõ ³íñòðóìåíò³â (BIM, ERP, PMIS) ó ï³äòðèìö³ ìóëüòèïðîºêòíîãî ñåðåäîâèùà. Íàãîëîøåíî íà âàæëèâîñò³ àíàë³òè÷íî¿ ï³äòðèìêè óïðàâë³íñüêèõ ð³øåíü, â³çóàë³çàö³¿ ðåñóðñíîãî çàâàíòàæåííÿ, âèÿâëåííÿ êîíôë³êò³â ì³æ ïðîºêòàìè òà çàáåçïå÷åííÿ ïðîçîðî¿ çâ³òíîñò³ â ðåæèì³ ðåàëüíîãî ÷àñó. Âèñíîâêè. Îòðèìàí³ ðåçóëüòàòè ìàþòü ïðàêòè÷íå çíà÷åííÿ äëÿ äåâåëîïåðñüêèõ ñòðóêòóð, ãåíï³äðÿäíèõ îðãàí³çàö³é ³ êåð³âíèê³â ïðîºêòíèõ îô³ñ³â, ÿê³ ïðàãíóòü ñôîðìóâàòè åôåêòèâíó ìîäåëü óïðàâë³ííÿ ïîðòôåëåì áóä³âåëüíèõ ïðîºêò³â ç óðàõóâàííÿì ³íòåãðàö³éíèõ òà ñèñòåìíèõ ï³äõîä³â. Ó ïåðñïåêòèâ³ âïðîâàäæåííÿ çàïðîïîíîâàíî¿ ìîäåë³ ìîæå ñòàòè îñíîâîþ äëÿ òðàíñôîðìàö³¿ óïðàâë³íñüêî¿ êóëüòóðè, ï³äâèùåííÿ ïðîçîðîñò³ ð³øåíü ³ ñò³éêîñò³ êîìïàí³é äî çîâí³øí³õ øîê³â, à òàêîæ çàáåçïå÷åííÿ ñèíåð㳿 ì³æ ñòðàòåã³÷íèìè ïð³îðèòåòàìè êîìïàí³¿ òà ðåàëüíèì ïðîºêòíèì ñåðåäîâèùåì. Êëþ÷îâ³ ñëîâà: ìóëüòèïðîºêòí³ñòü, áóä³âíèöòâî, ïðîºêòíå óïðàâë³ííÿ, ñèíõðîí³çàö³ÿ ðåñóðñ³â, ñòðàòåã³÷íå ïëàíóâàííÿ, ðèçèêè, öèôðîâ³ ³íñòðóìåíòè, ïîðòôåëü ïðîºêò³â.
63 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ïîñòàíîâêà ïðîáëåìè. Ñó÷àñíèé áóä³âåëüíèé ñåêòîð ôóíêö³îíóº â óìîâàõ áàãàòîôàêòîðíî¿ ì³íëèâîñò³, ùî ñóïðîâîäæóºòüñÿ âèñîêèì ð³âíåì ïðîºêòíî¿ íàñè÷åíîñò³, îáìåæåííÿì ðåñóðñ³â, ÷àñîâèì òèñêîì ³ ïîñèëåííÿì âèìîã äî ÿêîñò³ ðåàë³çàö³¿ ³íâåñòèö³éíèõ ïðîãðàì. Ó öüîìó êîíòåêñò³ ìóëüòèïðîºêòíà ä³ÿëüí³ñòü — òîáòî îäíî÷àñíå óïðàâë³ííÿ ñóêóïí³ñòþ âçàºìîïîâ’ÿçàíèõ ïðîºêò³â — ñòຠíå âèíÿòêîì, à òèïîâèì ôîðìàòîì îðãàí³çàö³¿ âèðîáíè÷î–³íâåñòèö³éíî¿ àêòèâíîñò³. Ïðîòå, ïîïðè ¿¿ ïîøèðåí³ñòü, óïðàâë³íñüê³ ï³äõîäè äî ìóëüòèïðîºêòíîñò³ ÷àñòî çàëèøàþòüñÿ íåñèñòåìàòèçîâàíèìè, ôðàãìåíòàðíèìè àáî îð³ºíòîâàíèìè ëèøå íà îêðåì³ àñïåêòè (íàïðèêëàä, êàëåíäàðíå ïëàíóâàííÿ àáî ðîçïîä³ë ðåñóðñ³â). Îñîáëèâî ãîñòðî ïîñòຠïðîáëåìà â³äñóòíîñò³ ö³ë³ñíî¿ êîíöåïòóàëüíî¿ ìîäåë³, ÿêà á ³íòåãðóâàëà ñòðàòåã³÷íå ïëàíóâàííÿ, ñèíõðîí³çàö³þ ðåñóðñíèõ ïîòîê³â, óïðàâë³ííÿ ðèçèêàìè òà öèôðîâå çàáåçïå÷åííÿ â ºäèíèé îïåðàö³éíèé êîíòóð. Áåç òàêî¿ ìîäåë³ çðîñòຠ³ìîâ³ðí³ñòü êîíôë³êò³â ì³æ ïðîºêòàìè, äóáëþâàííÿ çóñèëü, ïåðåíàâàíòàæåííÿ âèêîíàâö³â, çá³ëüøåííÿ âàðòîñò³ ðåàë³çàö³¿ òà çíèæåííÿ êåðîâàíîñò³ ïîðòôåëåì. Ìåòà ñòàòò³. Êëþ÷îâèì çàâäàííÿì ðîáîòè º ðîçðîáëåííÿ êîíöåïòóàëüíî¿ ìîäåë³ ìóëüòèïðîºêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³, ÿêà äîçâîëÿº ï³äâèùèòè êåðîâàí³ñòü ïîðòôåëåì ïðîºêò³â, çàáåçïå÷èòè åôåêòèâíå ñòðàòåã³÷íå ïëàíóâàííÿ, óçãîäæåííÿ ðåñóðñíèõ ïîòîê³â òà îïåðàòèâíå ðåàãóâàííÿ íà ðèçèêè. Ó ìåæàõ äîñë³äæåííÿ àêöåíòîâàíî óâàãó íà ñèñòåìíîìó óçàãàëüíåíí³ êëþ÷îâèõ åëåìåíò³â ìóëüòèïðîºêòíîãî óïðàâë³ííÿ, çîêðåìà ñòðóêòóðíî–ôóíêö³îíàëüíî¿ îðãàí³çàö³¿ ïðîºêòíîãî ñåðåäîâèùà, ³íòåãðàö³éíèõ ìåõàí³çì³â ì³æ ïðîºêòàìè, ðîë³ öèôðîâèõ òåõíîëîã³é ó êîîðäèíàö³¿ ïðîöåñ³â. Ìîäåëü, ÿêó ïðîïîíóºòüñÿ, îð³ºíòîâàíà íà ï³äâèùåííÿ àäàïòèâíîñò³ òà åêîíîì³÷íî¿ åôåêòèâíîñò³ áóä³âåëüíèõ êîìïàí³é â óìîâàõ âèñîêî¿ äèíàì³ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² IURII CHUPRYNA, MIROSLAV POLZIKOV, ROMAN OKSENCHUK, VLADYSLAV ALEKSIEIENKO Conceptualization of multi-project activity in the construction sector The relevance of the research. This article explores the conceptual foundations of multi-project activity in the construction sector as a systemic approach to managing portfolios of interrelated projects executed under conditions of limited resources, tight deadlines, and high risk. The purpose of the study. It is argued that the nature of construction as an industry requires not only the parallel execution of numerous projects at different stages of their life cycle, but also the alignment of strategic, tactical, and operational decisions within a unified multi-project framework. The article analyzes key classification approaches for multi-project environments, identifies a typology of inter–project linkages, and highlights factors that influence the manageability and effectiveness of multi-project governance in construction firms. Research methods. An original model for the conceptualization of multi-project activity is proposed, comprising a strategic module, a resource and risk synchronization module, and a communication loop that ensures timely coordination among project offices. Findings show that establishing a multi-project platform enhances responsiveness to external changes, optimizes team workload, shortens project cycle durations, and improves the quality of investment program delivery. The role of digital tools (such as BIM, ERP, and PMIS) in supporting multi-project environments is also examined. Emphasis is placed on the importance of analytical decision support, visualizing resource allocations, identifying inter–project conflicts, and maintaining transparent real–time reporting. Conclusions. The results hold practical relevance for developers, general contractors, and heads of project offices seeking to develop an effective portfolio management model that incorporates integrative and systemic methodologies. In the long term, implementing the proposed model could catalyze a transformation in organizational culture, increase decision–making transparency and enterprise resilience to external shocks, and foster synergy between strategic priorities and the actual project ecosystem. Keywords: multi-project management, construction, project leadership, resource synchronization, strategic planning, risk management, digital tools, project portfolio.
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 64 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ êè ïðîºêòíî¿ ä³ÿëüíîñò³, êîíêóðåíö³¿ òà ðåñóðñíèõ îáìåæåíü. Àíàë³ç îñòàíí³õ äæåðåë ³ ïóáë³êàö³é. Ïèòàííÿ ìóëüòèïðîºêòíîãî óïðàâë³ííÿ àêòèâíî ðîçãëÿäàºòüñÿ â ñó÷àñí³é ë³òåðàòóð³ ç ïðîºêòíîãî ìåíåäæìåíòó òà îðãàí³çàö³éíîãî äèçàéíó. Ó ïðàöÿõ Ãàðîëüäà Êåðöíåðà (Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 12-òå âèä., Wiley, 2017) [1] ïðåäñòàâëåíî ñèñòåìíèé ï³äõ³ä äî ïîðòôåëüíîãî óïðàâë³ííÿ ³ç ðåêîìåíäàö³ÿìè ùîäî ³íòåãðàö³¿ BIM, ERP ³ PMIS ó ïðîöåñ êîîðäèíàö³¿ ðåñóðñ³â . Ðîäí³ Òåðíåð (Handbook of Project-based Management, 3-òº âèä., McGraw-Hill, 2008) [2] àêöåíòóº óâàãó íà îðãàí³çàö³éíèõ ñòðóêòóðàõ, ùî âïëèâàþòü íà ðåçóëüòàòèâí³ñòü ìóëüòèïðîºêòíèõ ñåðåäîâèù . Âèêëàä îñíîâíîãî ìàòåð³ðàëó. Ó ñó÷àñí³é áóä³âåëüí³é ãàëóç³ ìóëüòèïðîºêòíà ä³ÿëüí³ñòü ñòàëà îäíèì ³ç âèçíà÷àëüíèõ ôîðìàò³â îðãàí³çàö³¿ âèðîáíè÷î–óïðàâë³íñüêèõ ïðîöåñ³â. Âîíà ïåðåäáà÷ຠîäíî÷àñíó ðåàë³çàö³þ ê³ëüêîõ ïðîºêò³â ó ìåæàõ îäí³º¿ êîìïàí³¿ àáî õîëäèíãîâî¿ ñòðóêòóðè çà óìîâ ñï³ëüíîãî âèêîðèñòàííÿ ðåñóðñ³â, óçãîäæåíîãî ñòðàòåã³÷íîãî óïðàâë³ííÿ é öåíòðàë³çîâàíîãî ïëàíóâàííÿ. ³äõ³ä â³ä ³çîëüîâàíîãî, ë³í³éíîãî ï³äõîäó äî óïðàâë³ííÿ îêðåìèìè áóä³âåëüíèìè îá’ºêòàìè çóìîâëåíèé çðîñòàííÿì ñêëàäíîñò³ ïðîºêòíîãî ñåðåäîâèùà, íåîáõ³äí³ñòþ ãíó÷êîãî ðåàãóâàííÿ íà çì³íí³ ðèíêîâ³ óìîâè, ³íñòèòóö³éí³ âèìîãè òà ³íâåñòèö³éí³ ãîðèçîíòè. Ìóëüòèïðîºêòí³ñòü ó áóä³âíèöòâ³ ïåðåäáà÷ຠ³íòåãðàö³þ òåõí³÷íèõ, óïðàâë³íñüêèõ òà åêîíîì³÷- íèõ ñèñòåì ó ºäèíó ïëàòôîðìó, äå âñ³ àêòèâíîñò³ êîîðäèíóþòüñÿ íà ð³âí³ ïîðòôåëÿ. Âîäíî÷àñ ïðîºêòè ìîæóòü áóòè ð³çíîãî ìàñøòàáó, òðèâàëîñò³, òèïîëî㳿 — â³ä æèòëîâèõ êâàðòàë³â äî ëîã³ñòè÷íèõ ïàðê³â ÷è ³íæåíåðíî¿ ³íôðàñòðóêòóðè — àëå ôóíêö³îíóþòü ó ðàìêàõ ñï³ëüíî¿ êîðïîðàòèâíî¿ ïîë³òèêè, ðåñóðñíîãî áþäæåòó òà öèôðîâî¿ åêîñèñòåìè.  îñíîâ³ ö³º¿ ä³ÿëüíîñò³ ëåæèòü ³äåÿ åôåêòèâíîãî áàëàíñóâàííÿ ì³æ ïàðàëåëüíèìè ³í³ö³àòèâàìè, ùî äîçâîëÿº áóä³âåëüíèì ï³äïðèºìñòâàì çá³ëüøóâàòè îáñÿãè âèðîáíèöòâà áåç ïðîïîðö³éíîãî çá³ëüøåííÿ âèòðàò [15]. Íàóêîâö³ òðàêòóþòü ìóëüòèïðîºêòíó ñèñòåìó ÿê ôîðìó îðãàí³çàö³¿, â ÿê³é ì³æïðîºêòíà âçàºìîä³ÿ íàáóâຠñòðàòåã³÷íîãî çíà÷åííÿ. Êëàñè÷í³ äîñë³äæåííÿ Ð. Àð÷èáàëüäà òà Ã. Êåðöíåðà ñôîðìóâàëè ï³äâàëèíè óïðàâë³ííÿ ìóëüòèïðîºêòàìè â ì³æíàðîäí³é ïðàêòèö³, àêöåíòóþ÷è óâàãó íà ïðîáëåìàòèö³ ðîçïîä³ëó îáìåæåíèõ ðåñóðñ³â, óçãîäæåííÿ ïð³îðèòåò³â òà ïîáóäîâè ³ºðàðõ³é óïðàâë³íñüêî¿ â³äïîâ³äàëüíîñò³ [16]. Íà äóìêó Ä. Òåðíåðà, ìóëüòèïðîºêòíå ñåðåäîâèùå ôóíêö³îíóº ÿê ñêëàäíà äèíàì³÷íà ñèñòåìà, â ÿê³é ïðîºêòè íå ëèøå êîíêóðóþòü ì³æ ñîáîþ, à é âçàºìíî âïëèâàþòü íà ñòðàòåã³÷íó ðåàë³çàö³þ ö³ëåé ï³äïðèºìñòâà [17]. Ñó÷àñí³ ï³äõîäè, çîêðåìà ó ïðàöÿõ Ì. Ì. Çàäîðîæíîãî, ðîçãëÿäàþòü ìóëüòèïðîºêòíå óïðàâë³ííÿ íå ò³ëüêè ÿê ìåõàí³çì êîîðäèíàö³¿, àëå ÿê ñïîñ³á ï³äâèùåííÿ àäàïòèâíîñò³ ï³äïðèºìñòâà, éîãî çäàòíîñò³ ìàñøòàáóâàòè ä³ÿëüí³ñòü ³ ïåðåðîçïîä³ëÿòè ïîòåíö³àë çàëåæíî â³ä çì³íè çîâí³øíüîãî ñåðåäîâèùà [18]. Îñîáëèâî àêòóàëüíèì öåé ôîðìàò ñòຠäëÿ êîìïàí³é, ÿê³ âåäóòü îäíî÷àñíî äåê³ëüêà áóä³âíèöòâ ó ð³çíèõ ðåã³îíàõ ÷è íàâ³òü êðà¿íàõ. Ó òàêèõ óìîâàõ âèíèêຠïîòðåáà ó ñòàíäàðòèçàö³¿ ïðîöåñ³â, ôîðìóâàíí³ óí³ô³êîâàíèõ ³íôîðìàö³éíèõ ìîäåëåé, ºäèí³é ñèñòåì³ ìîí³òîðèíãó âèêîíàííÿ, êîíòðîë³ ðåñóðñíèõ ïîòîê³â ³ ôîðìóâàíí³ ³íòåãðîâàíî¿ çâ³òíîñò³. Öèôðîâ³ òåõíîëî㳿, çîêðåìà ñèñòåìè ERP, CRM, BIM–ïëàòôîðìè, ñòàþòü êðèòè÷íî âàæëèâèìè äëÿ ï³äòðèìàííÿ áàëàíñó ì³æ ïðîºêòàìè, îïòèì³çàö³¿ ëîã³ñòèêè, ñêîðî÷åííÿ âèòðàò ³ óïðàâë³ííÿ ðèçèêàìè â ðåàëüíîìó ÷àñ³ [1]. Íèæ÷å íàäàíèé ðèñóíîê 1, ÿêèé äåìîíñòðóº îñíîâí³ åòàïè òà ñêëàäîâ³ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³, àêöåíòóþ÷è óâàãó íà êëþ÷îâèõ àñïåêòàõ ïëàíóâàííÿ, óïðàâë³ííÿ ðåñóðñàìè òà êîìóí³êàö³ÿõ. Êîíöåïòóàë³çàö³ÿ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ ïåðåäáà÷ຠïåðåõ³ä äî ³íòåãðîâàíîãî óïðàâë³ííÿ ê³ëüêîìà ïðîåêòàìè îäíî÷àñíî. Öå âèìàãຠðîçðîáêè íîâèõ ï³äõîä³â äî óïðàâë³íñüêèõ ïðîöåñ³â, ÿê³ äîçâîëÿþòü îäíî- ÷àñíî îïòèì³çóâàòè âèêîðèñòàííÿ ðåñóðñ³â, çàáåçïå÷èòè ñâîº÷àñíå âèêîíàííÿ çàâäàíü ³ äîñÿãòè âèñîêî¿ åôåêòèâíîñò³ [3]. Îïòèì³çàö³ÿ ðåñóðñ³â º ùå îäí³ºþ âàæëèâîþ îçíàêîþ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³. Êîìïàí³¿ ïîâèíí³ ìàòè ñòðàòåã³þ, ùî äîçâîëÿº åôåêòèâíî âèêîðèñòîâóâàòè ÿê ô³íàíñîâ³, òàê ³ ìàòåð³àëüí³ ðåñóðñè. Âàæëèâîþ ÷àñòèíîþ ö³º¿ ñòðàòå㳿 º ðîçïîä³ë ðåñóðñ³â ì³æ ïðîåêòàìè òàêèì ÷èíîì, ùîá êîæåí ïðîåêò ìàâ äîñòóï äî íåîáõ³äíèõ ðåñóðñ³â áåç çàòðèìîê ³ ïåðåíàâàíòàæåíü. Öå âèìàãຠðåòåëüíîãî ïëàíóâàííÿ òà ìîí³òîðèíãó âèêîðèñòàííÿ ðåñóðñ³â ó ðåàëüíîìó ÷àñ³. Íèæ÷å ïîäàíî òàáëèöþ 1, ùî ³ëþñòðóº îñíîâí³ îçíàêè ìóëü-
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 65 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ òèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ òà â³äïîâ³äí³ åëåìåíòè óïðàâë³íñüêèõ ïðîöåñ³â äëÿ ¿õ îïòèì³çàö³¿[2].. Ìóëüòèïðîåêòíà ä³ÿëüí³ñòü âèìàãຠá³ëüø ðåòåëüíîãî ïðîãíîçóâàííÿ ïîòåíö³éíèõ çàãðîç òà âèÿâëåííÿ âçàºìîçàëåæíîñòåé ì³æ ïðîåêòàìè, ÿê³ ìîæóòü âèêëèêàòè çàòðèìêè àáî äîäàòêîâ³ âèòðàòè. Öå ïåðåäáà÷ຠâèêîðèñòàííÿ ñó÷àñíèõ ìåòîä³â óïðàâë³ííÿ ðèçèêàìè, çîêðåìà, òàêèõ ÿê SWOT–àíàë³ç, PEST–àíàë³ç, àáî ³íø³ àíàë³òè÷í³ ³íñòðóìåíòè [4]. Ïåðøèé ï³äõ³ä, ÿêèé âàðòî ðîçãëÿíóòè, — öå êëàñèô³êàö³ÿ çà òèïîì ïðîåêò³â [5].  çàëåæíîñò³ â³ä ¿õ ñïåöèô³êè òà ñêëàäíîñò³, áóä³âåëüí³ ïðîåêòè ìîæóòü áóòè ïîä³ëåí³ íà ³íôðàñòðóêòóðí³, æèòëîâ³, êîìåðö³éí³ òà ïðîìèñëîâ³. Êîæåí òèï ïðîåêòó âèìàãຠâëàñíîãî ï³äõîäó äî óïðàâë³ííÿ, îñê³ëüêè êîæåí ç íèõ ìຠñâî¿ õàðàêòåðèñòèêè, ðåñóðñè, à òàêîæ òåõí³÷í³ òà åêîíîì³÷í³ âèìîãè. Äðóãèé ï³äõ³ä — öå êëàñèô³êàö³ÿ çà åòàïàìè æèòòºâîãî öèêëó ïðîåêòó. Òóò ìîæíà âèä³ëèòè ïðîåêòè íà åòàïàõ ïðîåêòóâàííÿ, áóä³âíèöòâà, åêñïëóàòàö³¿ òà äåàêòèâàö³¿ àáî äåìîíòàæó. Óïðàâë³ííÿ ìóëüòèïðîåêòíîþ ä³ÿëüí³ñòþ íà êîæíîìó ç öèõ åòàï³â ïåðåäáà÷ຠâèêîðèñòàííÿ â³äïîâ³äíèõ ³íñòðóìåíò³â äëÿ ïëàíóâàííÿ, êîíòðîëþ òà îö³íêè åôåêòèâíîñò³, ùî ñïðèÿº îïòèì³çàö³¿ âèòðàò òà ìàêñèì³çàö³¿ ðåçóëüòàòó [6]. Ðèñóíîê 1. Ñêëàäîâ³ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [1] Îçíàêà êîíöåïòóàë³çàö³¿ Îïèñ îçíàêè Âàæëèâ³ óïðàâë³íñüê³ åëåìåíòè Ãíó÷ê³ñòü óïðàâë³íñüêèõ ïðîöåñ³â Àäàïòàö³ÿ óïðàâë³íñüêèõ ñòðàòåã³é äî çì³í òåõíîëîã³÷íîãî òà ðèíêîâîãî ñåðåäîâèùà Ñòðàòå㳿 àäàïòàö³¿, ìîí³òîðèíã çì³í, ãíó÷êå ïëàíóâàííÿ Îïòèì³çàö³ÿ ðåñóðñ³â Ðàö³îíàëüíå âèêîðèñòàííÿ ô³íàíñîâèõ, ëþäñüêèõ ³ ìàòåð³àëüíèõ ðåñóðñ³â Ðîçïîä³ë ðåñóðñ³â, ìîí³òîðèíã âèêîðèñòàííÿ ðåñóðñ³â, ïëàíóâàííÿ ²íòåãðàö³ÿ íîâèõ òåõíîëîã³é Âïðîâàäæåííÿ íîâèõ óïðàâë³íñüêèõ òà òåõíîëîã³÷íèõ ð³øåíü äëÿ çàáåçïå÷åííÿ åôåêòèâíî¿ êîîðäèíàö³¿ ì³æ ïðîåêòàìè Âèá³ð òåõíîëîã³é äëÿ óïðàâë³ííÿ ïðîåêòàìè, ³íòåãðàö³ÿ íîâèõ ³íñòðóìåíò³â äëÿ êîíòðîëþ òà êîìóí³êàö³¿ Êîîðäèíàö³ÿ ì³æ ïðîåêòàìè Óçãîäæåííÿ ðîáîòè ð³çíèõ êîìàíä äëÿ çàáåçïå÷åííÿ åôåêòèâíîãî âèêîíàííÿ âñ³õ ïðîåêò³â Êîìóí³êàö³ÿ ì³æ ïðîåêòàìè, ñï³ëüí³ çóñòð³÷³ äëÿ âèçíà÷åííÿ ïð³îðèòåò³â Àíàë³ç âçàºìîçâ’ÿçê³â ì³æ ïðîåêòàìè Îö³íêà âïëèâó îäíîãî ïðîåêòó íà ³íø³ äëÿ óíèêíåííÿ ìîæëèâèõ ðèçèê³â ³ íååôåêòèâíîñòåé Îö³íêà ðèçèê³â, ñòðàòåã³÷íå ïëàíóâàííÿ, âçàºìîä³ÿ ì³æ êîìàíäàìè Òàáëèöÿ 1. Îçíàêè êîíöåïòóàë³çàö³¿ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [3]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 66 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Òðåò³é ï³äõ³ä ïîëÿãຠâ êëàñèô³êàö³¿ çà îáñÿãîì òà ìàñøòàáîì ïðîåêòó. Çàëåæíî â³ä öüîãî ïðîåêò ìîæå áóòè ìàë³ñòþ, ñåðåäí³ì àáî âåëèêèì. Âåëèêà ê³ëüê³ñòü ìàëèõ ïðîåêò³â ìîæå âèìàãàòè îäíîãî ï³äõîäó äî óïðàâë³ííÿ, â òîé ÷àñ ÿê âåëèê³, áàãàòîôóíêö³îíàëüí³ ïðîåêòè ïîòðåáóþòü ³íòåíñèâíî¿ êîîðäèíàö³¿ òà âèêîðèñòàííÿ á³ëüø ñêëàäíèõ óïðàâë³íñüêèõ ñòðàòåã³é [7]. Äàë³ ïîäàíî ðèñóíîê 2, ÿêèé íàî÷íî ïîêàçóº êëàñèô³êàö³éí³ ï³äõîäè äî ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³, âêëþ÷àþ÷è òèïè ïðîåêò³â, åòàïè æèòòºâîãî öèêëó òà êëàñèô³êàö³þ çà îáñÿãîì ³ ìàñøòàáîì ïðîåêòó. ßê çàçíà÷àþòü Ìåðåä³ò ³ Ìàíòåëü, êëàñèô³êàö³ÿ ïðîºêò³â çà êðèòåð³ÿìè ñêëàäíîñò³, òðèâàëîñò³ é âàðòîñò³ äîçâîëÿº àäàïòóâàòè óïðàâë³íñüê³ ìîäåë³ äî ðåàëüíèõ óìîâ ðåàë³çàö³¿ çàâäàíü ³ ï³äâèùèòè òî÷í³ñòü ïðèéíÿòòÿ ð³øåíü íà ð³çíèõ ð³âíÿõ óïðàâë³ííÿ [8]. Âèä³ëåííÿ ìàëèõ, ñåðåäí³õ òà âåëèêèõ ïðîºêò³â äຠçìîãó åôåêòèâí³øå îðãàí³çóâàòè âíóòð³øí³ ïðîöåñè, çìåíøèòè íàäëèøêîâå íàâàíòàæåííÿ íà óïðàâë³íñüêèé àïàðàò ³ çíèçèòè âèòðàòè íà àäì³í³ñòðóâàííÿ, ùî â ðåçóëüòàò³ ñïðèÿº äîñÿãíåííþ âèùî¿ ðåçóëüòàòèâíîñò³ ïðîºêòíî¿ ä³ÿëüíîñò³. Òàêèé ï³äõ³ä óçãîäæóºòüñÿ ç ïîãëÿäàìè Ëàðñîíà ³ ¥ðåÿ, ÿê³ ï³äêðåñëþþòü, ùî ñòðàòåã³ÿ óïðàâë³ííÿ ìຠáóòè ïðîïîðö³éíîþ ìàñøòàáîâ³ òà ñêëàäíîñò³ êîíêðåòíîãî ïðîåêòó [9]. Ìàë³ ïðîºêòè, ÿê ïðàâèëî, ìàþòü îáìåæåíèé áþäæåò, êîðîòê³ ñòðîêè ðåàë³çàö³¿ òà çàëó÷àþòü íåçíà÷íó ê³ëüê³ñòü ðåñóðñ³â. Âîíè çàçâè÷àé âèêîíóþòüñÿ â ìåæàõ îäí³º¿ ôóíêö³îíàëüíî¿ îäèíèö³ é íå âèìàãàþòü ãëèáîêî¿ êîîðäèíàö³¿. Çà âèñíîâêàìè Êåðöíåðà, ìàë³ ïðîºêòè õàðàêòåðèçóþòüñÿ íåâèñîêèì ð³âíåì ðèçèêó, ùî äîçâîëÿº çàñòîñîâóâàòè ñïðîùåí³ ñèñòåìè óïðàâë³ííÿ, ÿê³ ì³í³ì³çóþòü àäì³í³ñòðàòèâí³ âèòðàòè. Ó ðîáîòàõ ³äåìàíà é Ôðàíêà íàãîëîøóºòüñÿ íà íåîáõ³äíîñò³ âïðîâàäæåííÿ ñèñòåì óïðàâë³ííÿ ïðîºêòàìè, òàêèõ ÿê MS Project àáî àíàëîã³÷- í³ ïðîãðàìí³ êîìïëåêñè, ùî äîçâîëÿþòü ôîðìàë³çóâàòè ïðîöåñè ïëàíóâàííÿ, êîíòðîëþ òà çâ³òíîñò³ [10]. Êð³ì òîãî, ñåðåäí³ ïðîºêòè çàçâè÷àé âèìàãàþòü åòàïíî¿ îö³íêè ðèçèê³â, ìîäåëþâàííÿ àëüòåðíàòèâ ³ ðîçðîáêè ìåõàí³çì³â øâèäêîãî ðåàãóâàííÿ íà â³äõèëåííÿ â³ä ïëàíó. ßê çàçíà÷ຠϳíòî, íà öüîìó ð³âí³ îñîáëèâîãî çíà÷åííÿ íàáóâຠ³íòåãðàö³ÿ ôóíêö³îíàëüíèõ ï³äðîçä³ë³â, ùî ï³äâèùóº ãíó÷- ê³ñòü óïðàâë³íñüêî¿ ñèñòåìè òà çìåíøóº éìîâ³ðí³ñòü ðåàë³çàö³¿ íåóçãîäæåíèõ ð³øåíü [11]. Âåëèê³ ïðîºêòè, ó ñâîþ ÷åðãó, îõîïëþþòü íàéøèðøèé ñïåêòð ðåñóðñ³â, ÷àñòî ìàþòü çàãàëüíîíàö³îíàëüíå àáî ñòðàòåã³÷íå çíà÷åííÿ, ³ ïåðåäáà÷àþòü ó÷àñòü âåëèêî¿ ê³ëüêîñò³ ñòåéêõîëäåð³â. Âîíè õàðàêòåðèçóþòüñÿ âèñîêèì ð³âíåì ðèçèê³â, çíà÷- íîþ òðèâàë³ñòþ, áàãàòîñòóïåíåâîþ ñòðóêòóðîþ Ðèñóíîê 2. Êëàñèô³êàö³éí³ ï³äõîäè äî êîíöåïòóàë³çàö³¿ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ â áóä³âåëüíîìó ñåêòîð³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [5, 6, 7]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 67 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ óïðàâë³ííÿ ³ ïîòðåáóþòü êîìïëåêñíî¿ êîîðäèíàö³¿. Çã³äíî ç ï³äõîäàìè Áóðêå òà Ãàðð³ñîíà, óïðàâë³ííÿ âåëèêèìè ïðîºêòàìè âèìàãຠôîðìóâàííÿ îêðåìèõ ïðîºêòíèõ îô³ñ³â, âïðîâàäæåííÿ ñòðàòåã³÷íîãî êîíòðîëþ, ñòâîðåííÿ ðåãëàìåíò³â ìîí³òîðèíãó òà âèêîðèñòàííÿ ERP– ³ BIM–òåõíîëîã³é. Òàê³ ïðîºêòè ïåðåäáà÷àþòü íå ëèøå òåõí³÷íå êåð³âíèöòâî, à é ïîë³òè÷íó, þðèäè÷íó òà ³íñòèòóö³éíó ³íòåãðàö³þ íà âèñîêîìó ð³âí³ [3]. ßê ïîêàçàíî â òàáëèö³ 2, êîæíà êàòåãîð³ÿ ïðîºêò³â — ìàë³, ñåðåäí³ òà âåëèê³ — ìຠ÷³òêî âèçíà÷åí³ õàðàêòåðèñòèêè, ùî âïëèâàþòü íà âèá³ð óïðàâë³íñüêèõ ³íñòðóìåíò³â, ð³âåíü àâòîìàòèçàö³¿, òèïîâó ñòðóêòóðó îðãàí³çàö³¿ òà ìåõàí³çìè êîíòðîëþ. Òàêà òèïîëîã³çàö³ÿ äîçâîëÿº àäàïòóâàòè óïðàâë³íñüêó ìîäåëü äî ìàñøòàáó ïðîºêòó, ï³äâèùóþ÷è åôåêòèâí³ñòü ðåàë³çàö³¿ çàâäàíü, îïòèì³çóþ÷è âèòðàòè òà çíèæóþ÷è ðèçèêè, ïîâ’ÿçàí³ ç íåâ³äïîâ³äí³ñòþ ìåòîä³â óïðàâë³ííÿ ôàêòè÷íèì óìîâàì âèêîíàííÿ. Çàñòîñóâàííÿ êëàñèô³êàö³¿ ïðîåêò³â çà ìàñøòàáàìè íå ëèøå ïîëåãøóº îðãàí³çàö³þ ðîáî÷èõ ïðîöåñ³â, àëå é äîçâîëÿº ï³äïðèºìñòâàì áóäóâàòè ñòðàòåã³÷íî çâàæåíó ñèñòåìó óïðàâë³ííÿ. Ðîçóì³ííÿ ñïåöèô³êè êîæíîãî òèïó ïðîåêòó äຠìîæëèâ³ñòü äëÿ òî÷íîãî ïëàíóâàííÿ åòàï³â ðåàë³çàö³¿, ïðàâèëüíîãî ðîçïîä³ëó ðåñóðñ³â òà âèçíà÷åííÿ êëþ÷îâèõ ïîêàçíèê³â åôåêòèâíîñò³ (KPI). Öå, ó ñâîþ ÷åðãó, äîçâîëÿº ì³í³ì³çóâàòè óïðàâë³íñüê³ ðèçèêè, çàáåçïå÷èòè ñâîº÷àñíå âèêîíàííÿ çàâäàíü ³ äîñÿãòè âèñîêî¿ ðåçóëüòàòèâíîñò³ [12]. Íèæ÷å ïðåäñòàâëåíèé ðèñóíîê 3, ÿêèé ïîêàçóº, ÿê êëàñèô³êàö³ÿ ïðîåêò³â çà ìàñøòàáàìè âïëèâຠíà óïðàâë³íñüê³ ïðîöåñè òà åòàïè ¿õ ðåàë³çàö³¿. Çàñòîñóâàííÿ êëàñèô³êàö³éíîãî ï³äõîäó äຠìîæëèâ³ñòü ïîáóäóâàòè ãíó÷êó ³ àäàïòèâíó ñèñòåìó óïðàâë³ííÿ, äå êîæåí ïðîåêò ìຠ÷³òêî âèçíà÷åíó ñòðàòåã³þ, ñòîñîâíî éîãî ìàñøòàáó ³ ñïåöèô³êè. Òàêà êëàñèô³êàö³ÿ òàêîæ äîçâîëÿº åôåêòèâíî óïðàâëÿòè ðèçèêàìè. Äëÿ êîæíîãî ìàñøòàáó ïðîåêòó ìîæíà âèçíà÷èòè ñïåöèô³÷- í³ ìåòîäè óïðàâë³ííÿ ðèçèêàìè, ùî â³äïîâ³äàþòü éîãî ñêëàäíîñò³ òà ìàñøòàáàì.  ðåçóëüòàò³, ï³äïðèºìñòâà îòðèìóþòü çìîãó íå ò³ëüêè âèêîíàòè ïðîåêòè â÷àñíî, àëå é ç ìàêñèìàëüíîþ åôåêòèâí³ñòþ âèêîðèñòàííÿ ðåñóðñ³â [4]. Óïðàâë³ííÿ ðèçèêàìè º êëþ÷îâèì åëåìåíòîì ïðè îðãàí³çàö³¿ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³, îñîáëèâî â áóä³âåëüíîìó ñåêòîð³, äå ïðîåêòè ìîæóòü áóòè âåëèêèìè, ñêëàäíèìè ³ äîâãîòðèâàëèìè. Ó ñèòóàö³¿, êîëè êîìïàí³ÿ çä³éñíþº ê³ëüêà ïðîåêò³â îäíî÷àñíî, âàæëèâî ìàòè ñèñòåìó óïðàâë³ííÿ ðèçèêàìè, ÿêà äîçâîëèòü ì³í³ì³çóâàòè íåãàòèâí³ íàñë³äêè âçàºìî䳿 ì³æ ïðîåêòàìè ³ çàáåçïå÷èòè ¿õ óñï³øíå âèêîíàííÿ [13]. Ïîñò³éíà îö³íêà ðèçèê³â íà êîæíîìó åòàï³ ïðîåêòó äîçâîëÿº ñâîº÷àñíî âèÿâèòè ïîòåíö³éí³ ïðîáëåìè ³ çä³éñíèòè êîðèãóâàëüí³ ä³¿ ùå äî òîãî, ÿê ö³ ïðîáëåìè ïåðåðîñòóòü ó ñåðéîçí³ ïåðåøêîäè äëÿ âèêîíàííÿ ïðîåêò³â. Íèæ÷å íàäàíà òàáëèöÿ 3, ùî ïîêàçóº îñíîâí³ ìåòîäè óïðàâë³ííÿ ðèçèêàìè â ìóëüòèïðîåêòí³é ä³ÿëüíîñò³ áóä³âåëüíèõ ï³äïðèºìñòâ òà ¿õ ðîëü ó çìåíøåíí³ íåãàòèâíèõ íàñë³äê³â äëÿ âçàºìî䳿 ïðîåêò³â. ϳñëÿ àíàë³çó ìåòîä³â óïðàâë³ííÿ ðèçèêàìè, âàæëèâî çàçíà÷èòè, ùî ñèñòåìàòè÷íà ³ ïîñò³éíà îö³íêà ðèçèê³â º êëþ÷îâîþ ñêëàäîâîþ â ìóëüòèïðîåêòí³é ä³ÿëüíîñò³. Öå ñòຠîñîáëèâî âàæëèâèì â óìîâàõ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³, äå ìîæëèâ³ñòü âçàºìî䳿 ì³æ ïðîåêòàìè ìîæå ïðèçâåñòè äî ïåðåõðåñíèõ ðèçèê³â — êîëè ïðîáëåìè â îäíîÒàáëèöÿ 2. Óïðàâë³íñüê³ õàðàêòåðèñòèêè ïðîºêò³â çà ìàñøòàáàìè Êðèòåð³é Ìàë³ ïðîºêòè Ñåðåäí³ ïðîºêòè Âåëèê³ ïðîºêòè Òðèâàë³ñòü Äî 6 ì³ñÿö³â 6–18 ì³ñÿö³â ³ä 18 ì³ñÿö³â ³ á³ëüøå Áþäæåò Îáìåæåíèé (ì³ñöåâèé ð³âåíü) Ñåðåäí³é (âíóòð³øí³é ï³äðîçä³ë ï³äïðèºìñòâà) Çíà÷íèé (äåðæàâíèé/³íâåñòîðñüêèé ìàñøòàá) ʳëüê³ñòü ó÷àñíèê³â Íåâåëèêà êîìàíäà ʳëüêà êîìàíä àáî äåïàðòàìåíò³â Áàãàòîð³âíåâà ñòðóêòóðà ³ç çîâí³øí³ìè ñòåéêõîëäåðàìè Òèïîâà ñòðóêòóðà ˳í³éíà àáî ôóíêö³îíàëüíà Ìàòðèöÿ àáî ïðîºêòíî– îð³ºíòîâàíà Ïðîºêòíà ç áàãàòîð³âíåâèì êåð³âíèöòâîì Íåîáõ³äí³ñòü àâòîìàòèçàö³¿ ̳í³ìàëüíà (Excel, Trello) Ïîì³ðíà (MS Project, Bitrix24) Âèñîêà (ERP, BIM, SAP, Oracle Primavera) Îñíîâí³ âèêëèêè Òî÷í³ñòü îö³íêè, ðåñóðñí³ îáìåæåííÿ Êîìóí³êàö³ÿ, êîíòðîëü ñòðîê³â òà âèòðàò Êîîðäèíàö³ÿ, ðèçèêè, ïðîçîð³ñòü, â³äïîâ³äàëüí³ñòü Ìåòîäè êîíòðîëþ Îïåðàòèâíèé ùîäåííèé êîíòðîëü Ïåð³îäè÷í³ çâ³òè, êîíòðîëü â³õ ²íòåãðîâàíèé ìîí³òîðèíã, àíàë³òèêà, çîâí³øí³é àóäèò Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [8, 9, 10]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 68 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ðèñóíîê 3. Êëàñèô³êàö³ÿ ïðîåêò³â çà ìàñøòàáàìè òà ¿õ óïðàâë³íñüê³ ï³äõîäè Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [12] Òàáëèöÿ 3. Ìåòîäè óïðàâë³ííÿ ðèçèêàìè â ìóëüòèïðîåêòí³é ä³ÿëüíîñò³ áóä³âåëüíèõ ï³äïðèºìñòâ Ìåòîä óïðàâë³ííÿ ðèçèêàìè Îïèñ ìåòîäó Âïëèâ íà âçàºìîä³þ ì³æ ïðîåêòàìè Îö³íêà òà ìîí³òîðèíã ðèçèê³â Îö³íêà é âèÿâëåííÿ ðèçèê³â íà êîæíîìó åòàï³ ïðîåêòó ̳í³ì³çóº íåñïîä³âàí³ ïðîáëåìè òà çàòðèìêè, çíèæóº ðèçèê ïåðåíåñåííÿ ïðîáëåì ç îäíîãî ïðîåêòó íà ³íøèé Ðîçïîä³ë ðèçèê³â Ðîçïîä³ë ðèçèê³â ì³æ ï³äðîçä³ëàìè òà ó÷àñíèêàìè ïðîåêòó Äîçâîëÿº çìåíøèòè âïëèâ íåãàòèâíèõ ôàêòîð³â íà ³íø³ ïðîåêòè, çìåíøóþ÷è éìîâ³ðí³ñòü íàêîïè- ÷åííÿ ðèçèê³â Ñòâîðåííÿ ðåçåðâ³â Ôîðìóâàííÿ ðåçåðâ³â ÷àñó òà ô³íàíñ³â äëÿ ïîêðèòòÿ ðèçèê³â ϳäâèùóº çäàòí³ñòü ïðîåêòó ïåðåæèâàòè íåïåðåäáà÷óâàí³ ñèòóàö³¿ áåç øêîäè äëÿ ³íøèõ ïðîåêò³â Ðèçèê–ìåíåäæìåíò çà äîïîìîãîþ IT Âèêîðèñòàííÿ ïðîãðàìíèõ ïðîäóêò³â äëÿ óïðàâë³ííÿ ðèçèêàìè Ïîêðàùóº êîìóí³êàö³þ ³ çàáåçïå÷óº øâèäêó àäàïòàö³þ äî çì³í, çìåíøóþ÷è íàñë³äêè äëÿ ìóëüòèïðîåêòíî¿ ä³ÿëüíîñò³ Àíàë³ç éìîâ³ðíîñò³ òà âïëèâó Îö³íêà éìîâ³ðíîñò³ òà âïëèâó êîæíîãî ðèçèêó Äîçâîëÿº çîñåðåäèòèñü íà íàéá³ëüø êðèòè÷íèõ ïðîáëåìàõ, ùî äîïîìàãຠóíèêíóòè ¿õíüîãî íåãàòèâíîãî âïëèâó íà ³íø³ ïðîåêòè Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [13] Òàáëèöÿ 4. ϳäõîäè äî óïðàâë³ííÿ ðèçèêàìè â ð³çíèõ òèïàõ ïðîåêò³â Òèï ïðîåêòó ϳäõ³ä äî óïðàâë³ííÿ ðèçèêàìè Âïëèâ íà ìóëüòèïðîåêòíó ä³ÿëüí³ñòü Ìàëèé ïðîåêò Ïðîñòèé ìîí³òîðèíã ðèçèê³â, ì³í³ìàëüí³ ðåñóðñè äëÿ óïðàâë³ííÿ ̳í³ìàëüíèé âïëèâ íà ³íø³ ïðîåêòè, ïðîñò³ø³ ñòðàòå㳿 óïðàâë³ííÿ Ñåðåäí³é ïðîåêò Ðåòåëüíå ïëàíóâàííÿ ðèçèê³â, âèêîðèñòàííÿ ìåòîä³â ïðîãíîçóâàííÿ Âïëèâ íà ³íø³ ïðîåêòè ìîæëèâèé ÷åðåç ïåðåêðèòòÿ ðåñóðñ³â Âåëèêèé ïðîåêò ²íòåãðîâàíèé ðèçèê–ìåíåäæìåíò, âèêîðèñòàííÿ ñó÷àñíèõ òåõíîëîã³é Âèñîêèé âïëèâ íà ³íø³ ïðîåêòè, ïîòðåáóº ïîñò³éíî¿ êîîðäèíàö³¿ ³ êîðèãóâàíü ó ðåàëüíîìó ÷àñ³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [14]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 69 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ ìó ïðîåêò³ ìîæóòü âïëèíóòè íà âèêîíàííÿ ³íøèõ. Òîìó âàæëèâèì º êîîðäèíàö³éíèé ï³äõ³ä, ÿêèé äîçâîëÿº çìåíøèòè âïëèâ öèõ âçàºìîçâ’ÿçê³â, ùî ìîæå áóòè äîñÿãíóòî ÷åðåç öåíòðàë³çîâàíå óïðàâë³ííÿ ðèçèêàìè. Äàë³ ïîäàíî òàáëèöþ 4, ÿêà ïîêàçóº, ÿê ð³çí³ ìåòîäè óïðàâë³ííÿ ðèçèêàìè ìîæíà àäàïòóâàòè äëÿ ìàëèõ, ñåðåäí³õ òà âåëèêèõ ïðîåêò³â ó ìóëüòèïðîåêòíîìó óïðàâë³íí³ áóä³âåëüíèìè ï³äïðèºìñòâàìè [14]. Âèñíîâêè ϳñëÿ ðîçãëÿäó ï³äõîä³â äî óïðàâë³ííÿ ðèçèêàìè äëÿ ð³çíèõ òèï³â ïðîåêò³â ó ìóëüòèïðîåêòí³é ä³ÿëüíîñò³, ìîæíà çàçíà÷èòè, ùî êîæåí òèï ïðîåêòó âèìàãຠñïåöèô³÷íîãî ï³äõîäó äî óïðàâë³ííÿ ðèçèêàìè, ÿêèé â³äïîâ³äຠéîãî ñêëàäíîñò³, ðåñóðñíèì âèìîãàì òà òåðì³íàì âèêîíàííÿ. Âàæëèâî ðîçóì³òè, ùî ìàë³ ïðîåêòè âèìàãàþòü ì³í³ìàëüíèõ çàòðàò íà óïðàâë³ííÿ ðèçèêàìè, îñê³ëüêè ¿õíÿ ñêëàäí³ñòü º íèçüêîþ, àëå ³ âîíè ìîæóòü ñòâîðþâàòè çàòðèìêè äëÿ á³ëüøèõ ïðîåêò³â ÷åðåç íåäîñòàòíþ óâàãó äî äð³áíèõ äåòàëåé. Ñïèñîê âèêîðèñòàíèõ äæåðåë: 1. Artto, K. A., & Dietrich, P. H. (2004). Strategic business management through multi–projects: A case of project–based firms. International Journal of Project Management, 22(6), 443–453. https://doi. org/10.1016/j.ijproman.2004.06.003 2. Müller, R., & Turner, J. R. (2007). The Influence of Project Manager Characteristics on the Success of Project Management. International Journal of Project Management, 25(5), 60–69. https://doi. org/10.1016/j.ijproman.2007.06.002 3. Ãåðàñèì÷óê, Î. (2025). Ìóëüòèïðîºêòíå óïðàâë³ííÿ áóä³âåëüíèìè ïðîåêòàìè òà îðãàí³çàö³éí³ ï³äõîäè. Äèñåðòàö³ÿ íà çäîáóòòÿ íàóêîâîãî ñòóïåíÿ äîêòîðà åêîíîì³÷íèõ íàóê. Êè¿âñüêèé íàö³îíàëüíèé óí³âåðñèòåò áóä³âíèöòâà ³ àðõ³òåêòóðè. 4. Äçþáèíñüêà, Î. Â., Äðîáèøèíåöü, Ñ. ß., Êèñëþê, Ä. ß., Ðîòêî, Ñ. Â., Ñàì÷óê, Â. Ï., Ñèí³é, Ñ. Â., Ñóíàê, Ï. Î., Óæåãîâà, Î. À., ×àïþê, Î. Ñ. (2023). Áóä³âíèöòâî òà öèâ³ëüíà ³íæåíåð³ÿ. Ìàã³ñòåðñüêèé êóðñ: Íàâ÷àëüíèé ïîñ³áíèê. Ëóöüê: ËÍÒÓ. 5. Multiple Project Management. (n.d.). Mastt. Retrieved from https://www.mastt.com/guide/multiple–project– management?utm_source=chatgpt.com 6. ×óïðèíà Þ.À. Çàëó÷åííÿ ïðèêëàäíèõ ïåðåâàã bim–òåõíîëîã³é äî ìåòîäèêè ³ ïðàêòèêè ôîðìóâàííÿ æèòòºâîãî öèêëó ïðîåêò³â â ñêëàä³ äåðæàâíèõ ö³ëüîâèõ ïðîãðàì, ÿê³ âò³ëþþòüñÿ áóä³âåëüíèì êëàñòåðîì. // Åêîíîì³êà òà äåðæàâà. 2019. ¹ 2 7. Mosaic Projects. (2024). Project Size and Categorisation – Guideline Updated. Retrieved from https:// mosaicprojects.wordpress.com/2024/07/01/project– size–and–categorization–guideline–updated/ 8. Õóë, Ê., & Äþ Ïëåññ³, Þ. (2002). Ðîçðîáêà ñèñòåìè îö³íêè êóëüòóðè óïðàâë³ííÿ ïðîåêòàìè. Äîïîâ³äü, ïðåäñòàâëåíà íà äîñë³äíèöüê³é êîíôåðåíö³¿ PMI® 2002: Ìåæ³ äîñë³äæåíü òà çàñòîñóâàíü óïðàâë³ííÿ ïðîåêòàìè, ѳåòë, Âàøèíãòîí. Íüþòàóí–ñêâåð, Ïåíñèëüâàí³ÿ: ²íñòèòóò óïðàâë³ííÿ ïðîåêòàìè. 9. Wideman, R. M. (2001). Total Project Management of Complex Projects: Improving Performance with Modern Techniques. AEW Services. Retrieved from https://www. researchgate.net/publication/228467516_Total_ Project_Management_of_Complex_Projects_Improving_ Performance_with_Modern_TechniquesResearchGate 10. Pinto, M. B. (1990). Determinants of Cross–Functional Cooperation in the Project Implementation Process. Project Management Journal, 21(2), 13–20. Retrieved from https://www.wcu.edu/pmi/1996/J91JUN13.PDF 11. Ben Aija, K., & Kjiri, L. (2015). Project portfolio selection: Multi–criteria analysis and interactions between projects. arXiv. Retrieved from https://arxiv. org/abs/1503.05366arXiv 12. Cockburn, A. (2001). Agile Software Development. Addison–Wesley Professional. Retrieved from https:// en.wikipedia.org/wiki/Cockburn_Scale 13. Ìîðîçîâ, Â. Â., Êàëüí³÷åíêî, Î. Â., & Òóðëî, Þ. Ã. (2011). Óïðàâë³ííÿ ïðîåêòàìè ðîçâèòêó ï³äïðèºìñòâ (1– øå âèä.). Êè¿â: Óí³âåðñèòåò åêîíîì³êè òà ïðàâà «ÊÐÎÊ». 14. Chernyshev, D., Ryzhakova, G., Honcharenko, T., Chupryna, I., & Reznik, N. (2023). Digital administration of the project based on the concept of smart construction. In V. Kreinovich, S. Thach, N. Nguyen, & V. Reddy (Eds.), Lecture Notes in Networks and Systems (Vol. 495, pp. 1316–1331). Springer. 15. Àð÷èáàëüä, Ð. (2012). Øåñòèñòàä³éíà êîìïëåêñíà ìîäåëü æèòòºâîãî öèêëó ïðîºêòó, âêëþ÷àþ÷è åòàïè ³íêóáàö³¿/äîö³ëüíîñò³ òà ï³ñëÿïðîºêòíî¿ îö³íêè. PM World Journal, 1(5). Retrieved from https://pmworldlibrary.net/ wp–content/uploads/2013/08/PMWJ5–Dec2012– ARCHIBALD–DI–FILIPPO–Featured–Paper.pdf 16. Gassmann, O. (2010). The future of open innovation. R&D Management, 40(3), 213–221. https://doi. org/10.1111/j.1467–9310.2010.00605.x 17. Òåðíåð, Ä. (2009). Ìóëüòèïðîºêòíå ñåðåäîâèùå â óïðàâë³íí³ áóä³âíèöòâîì. Journal of Construction Engineering and Management, 136(7), 8–18
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 70 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ 18. Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley. Retrieved from https://library. ucyp.edu.my/wp–content/uploads/2024/01/ Kerzner–Harold–Project–management–a– systems–approach–to–planning–scheduling–and– controlling–2017–Wiley–libgen.li_.pdf 19. Shpakova, H., Chupryna, I., Ivakhnenko, I., Zinchenko, M., & Plys, N. (2024). Tools for assessing the competitiveness of a construction company as a contractor in public–private partnership projects. In 2024 IEEE 4th International Conference on Smart Information Systems and Technologies (SIST) (pp. 473–481). 20. Turner J.R. Handbook of Project-based Management: Leading Strategic Change in Organizations: 3rd ed. – New York: McGraw-Hill, 2008. – 452 p. – ISBN978-0-07-154974-5. – [Electronic resource]. – Access mode: https://www.accessengineeringlibrary.com/ 21. Strohmeier S. Digital Human Resource Management: A conceptual clarification – SAGE Journal, 2020. – [Electronic resource]. – Access mode: https://journals.sagepub. com/doi/full/10.1177/2397002220921131. References: 1. Artto, K. A., & Dietrich, P. H. (2004). Strategic business management through multi–projects: A case of project–based firms. International Journal of Project Management, 22(6), 443–453. https://doi. org/10.1016/j.ijproman.2004.06.003 2. Müller, R., & Turner, J. R. (2007). The Influence of Project Manager Characteristics on the Success of Project Management. International Journal of Project Management, 25(5), 60–69. https://doi.org/10.1016/j. ijproman.2007.06.002 3. Gerasymchuk, O. (2025). Multi–project management of construction projects and organizational approaches. Dissertation for the degree of Doctor of Economics. Kyiv National University of Construction and Architecture. 4. Dzyubynska, O. V., Drobyshynets, S. Ya., Kyslyuk, D. Ya., Rotko, S. V., Samchuk, V. P., Syniy, S. V., Sunak, P. O., Uzhegova, O. A., Chapyuk, O. S. (2023). Construction and Civil Engineering. Master’s Course: Textbook. Lutsk: LNTU. 5. Multiple Project Management. (n.d.). Mastt. Retrieved from https://www.mastt.com/guide/multiple–project–management?utm_source=chatgpt.com 6. Chupryna Yu.A. Involving the applied advantages of BIM technologies in the methodology and practice of forming the life cycle of projects as part of state target programs implemented by the construction cluster. // Economy and State. 2019. No. 2 7. Mosaic Projects. (2024). Project Size and Categorisation – Guideline Updated. Retrieved from https:// mosaicprojects.wordpress.com/2024/07/01/project–size–and–categorisation–guideline–updated/ 8. Hoole, K., & Du Plessis, Y. (2002). Developing a Project Management Culture Assessment Framework. Paper presented at the PMI® 2002 Research Conference: Project Management Research and Applications Frontiers, Seattle, WA. Newtown Square, PA: Project Management Institute. 9. Wideman, R. M. (2001). Total Project Management of Complex Projects: Improving Performance with Modern Techniques. AEW Services. Retrieved from https:// www.researchgate.net/publication/228467516_Total_Project_Management_of_Complex_Projects_Improving_Performance_with_Modern_TechniquesResearchGate 10. Pinto, M. B. (1990). Determinants of Cross– Functional Cooperation in the Project Implementation Process. Project Management Journal, 21(2), 13–20. Retrieved from https://www.wcu.edu/pmi/1996/ J91JUN13.PDF 11. Ben Aija, K., & Kjiri, L. (2015). Project portfolio selection: Multi–criteria analysis and interactions between projects. arXiv. Retrieved from https://arxiv.org/ abs/1503.05366arXiv 12. Cockburn, A. (2001). Agile Software Development. Addison–Wesley Professional. Retrieved from https://en.wikipedia.org/wiki/Cockburn_Scale 13. Morozov, V. V., Kalnichenko, O. V., & Turlo, Y. G. (2011). Project Management of Enterprise Development (1st ed.). Kyiv: KROK University of Economics and Law. 14. Chernyshev, D., Ryzhakova, G., Honcharenko, T., Chupryna, I., & Reznik, N. (2023). Digital administration of the project based on the concept of smart construction. In V. Kreinovich, S. Thach, N. Nguyen, & V. Reddy (Eds.), Lecture Notes in Networks and Systems (Vol. 495, pp. 1316–1331). Springer. 15. Archibald, R. (2012). A six–stage comprehensive model of the project life cycle, including incubation/feasibility and post–project evaluation stages. PM World Journal, 1(5). Retrieved from https://pmworldlibrary.net/ wp–content/uploads/2013/08/PMWJ5–Dec2012– ARCHIBALD–DI–FILIPPO–Featured–Paper.pdf 16. Gassmann, O. (2010). The future of open innovation. R&D Management, 40(3), 213–221. https://doi. org/10.1111/j.1467–9310.2010.00605.x 17. Turner, D. (2009). The multi–project environment in construction management. Journal of Construction Engineering and Management, 136(7), 8–18