Inclusive project management opportunities in national economy development

83 DOI: 10.15587/978-617-8360-18-4.CH3 Oleksandr Ponomarov, Tetiana Artomova, Tetiana Ostapenko, Yevheniia Osypova, Kostiantyn Lupanov, Iryna Ihnatieva © The Author(s) of chapter, 2025. This is an Open Access chapter distributed under the terms of the CC BY license 3INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT ABSTRACT The section presents the results of a comprehensive study of inclusive project management as a tool for transforming the national economy in the face of global challenges. The authors examined the methodological foundations of inclusivity in project management, analyzed international experience, and conducted an empirical assessment of the relationship between inclusive practices and innovative capacity using the example of ten countries. The results obtained confirm the hypothesis of the positive impact of inclusive management on human capital development, economic sustainability, and innovative growth. The constructed regression model demonstrated a high level of correlation between the inclusion index, human development, and innovation index, as well as the multiplicative effect of social diversity. For the first time, four approaches to inclusive project management (socially oriented, institutional, innovative, gender-inclusive) were systematized and practical recommendations were developed taking into account international standards. A critical analysis of Ukrainian realities was conducted, barriers were identified, and directions for further research were outlined— from dynamic econometric modeling to the impact of inclusive practices on local community development. KEYWORDS Inclusive governance, project management, human capital, innovative capacity, economic sustainability, social participation, gender equality, sustainable development, econometric modeling, post-war recovery. In the current conditions of globalization and the growth of socio-economic interdependence of countries, the problem of inclusive development is becoming particularly urgent. In the context of sustainable economic growth, ensuring equal access to opportunities for all social groups, including vulnerable, low-mobility segments of the population, representatives of national minorities, persons with disabilities, women, youth and the elderly, is becoming a priority. One of the tools for implementing this approach is inclusive project management, which acts not only as a mechanism for achieving social justice, but also as a factor in increasing efficiency and innovation in management systems. The relevance of the study is due to the fact that inclusive approaches to project management have the potential to have a positive impact on the qualitative transformation of economic structures, stimulating entrepreneurship, attracting new groups to economic activity and creating added value at the 84 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES national level. An analysis of the practical activities of many countries has shown that inclusive project management contributes to increasing labor productivity, forming flexible and sustainable teams, as well as increasing the level of trust in institutions. Despite the existence of separate studies devoted to inclusivity in the context of management or social development, the integration of an inclusive approach into project management at the level of state economic policy remains understudied, especially in countries with transforming economies, such as Ukraine. Moreover, the lack of adapted tools and mechanisms complicates the implementation of inclusive practices in the real project environment. Thus, the study of inclusive project management opportunities in the context of national economic development is extremely timely and socially significant. The aim of the article is to substantiate the theoretical foundations, analyze international experience and develop practical recommendations for the integration of inclusive project management into the strategic paradigm of national economic development. The scientific novelty of the study lies in the attempt to: — determine the role of an inclusive approach as a tool of socio-economic transformation; — develop a systemic model of the impact of inclusive project management on macroeconomic indicators; — propose adaptive mechanisms for implementing inclusive practices in project management in the context of Ukrainian realities. 3.1 THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF THE STUDY The concept of inclusivity comes from the broader discourse of sustainable development, where it is interpreted as a social model that guarantees equality of opportunities, participation and access to resources and processes for all categories of the population. The theoretical basis is formed by A. Sen’s ideas about capabilities— the ability of an individual to realize their own potential under favorable conditions of the environment[1]. His approach focuses not on GDP growth, but on expanding the spectrum of life opportunities of individuals, which correlates with the goal of inclusive project management— to involve all social groups in the processes of project development, implementation and evaluation. M. Porter and M. Kramer[2] in the concept of Creating Shared Value (CSV) emphasize that business should create not only economic, but also social value. Their model is intertwined with project management, because projects can be a platform for integrating the goals of inclusivity and business efficiency— for example, through the employment of people with disabilities in IT projects or taking into account gender balance in teams. The concept of inclusive growth has also been developed in the works of authors such as R. Ranieri and R. Ramos[3], who proposed to consider inclusivity through the prism of a broad distribution of the benefits of economic development, with an orientation towards sustainability and human capital. According to D. Khang and T. Moe[4], project management in developing countries should be adaptive to the socio-cultural context, which is a direct challenge for inclusive approaches. At the same time, CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 85 J. Thomas and T. Mengel[5] believe that inclusivity contributes to strengthening interpersonal relationships in teams and increasing the long-term viability of projects. To achieve the objectives of the study, a combination of qualitative and quantitative methods of analysis was used, which corresponds to the interdisciplinary nature of the topic: — content analysis of more than 80 publications from the Scopus, WoS, EBSCO databases, covering the years 2015–2024; — SWOT analysis was used to identify the strengths and weaknesses of implementing an inclusive approach in Ukrainian conditions; — case analysis of the programs “Inclusive City” (UNDP), “Community for All” (GIZ), “Women in Business” (EU4Business)— as examples of effective project inclusion; — comparative analysis— assessment of the difference in approaches to inclusion between countries with different levels of development and their consequences for macroeconomic indicators. Based on a literature review and analysis of practices, three leading paradigms of inclusive project management were identified: 1. Socio-oriented approach. The main goal is to include marginalized and vulnerable groups (people with disabilities, migrants, LGBTQ+ representatives, women in rural areas, etc.) in all stages of the project life cycle. An example is the UN Women program in Ukraine, which involves women in entrepreneurship through microgrants. This approach is mainly used in public, educational or social projects. It is based on the principles of gender equality, accessibility and participation, set out in Sustainable Development Goals 5, 10, 11. 2. Institutional-adaptive approach. Its essence is to adapt organizational policies, management culture and processes to the requirements of a diverse environment. For example, giant companies such as Google or Accenture implement diversity & inclusion policies in their own internal projects. Such organizations modify recruitment procedures, training, change management, communication channels in accordance with the needs of employees with different backgrounds. 3. Innovation-economic approach. It is based on the fact that diversity in the team stimulates creativity, new business models and innovation. According to a McKinsey study[6], companies with a high level of ethnic and gender diversity have a 33–35% higher probability of financial success. Inclusive project management in this paradigm is seen as a tool for increasing competitiveness. For example, startups that include people with disabilities in their development create products with greater market accessibility (universal design). OECD studies[7] prove that inclusive policies in the project environment directly affect the following macroeconomic factors: — reduction of unemployment among vulnerable groups of the population; — increase of labor productivity by attracting new human capital; — increase of entrepreneurial activity among women and youth; — reduction of social spending of the state due to strengthening of economic participation of citizens. In the Scandinavian countries (Sweden, Norway), introduction of inclusive standards in state projects has become one of the key factors of macroeconomic stability. The toolkit of inclusive management covers a number of standards and frameworks that help to integrate principles of D&I (diversity and inclusion) into project processes: 86 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES — ISO 26000: Guidance on Social Responsibility— a framework document that defines the principles of ethical, responsible management, including inclusion as a component of corporate policy[8]; — PMI (Project Management Institute) Diversity Framework— a model for assessing the level of inclusion in project teams[9]; — GPM Global P5 Standard for Sustainability in Projects— includes indicators of gender equality, equal access to resources, social responsibility in project management[10]; — UNDP Project Appraisal Framework[11]— integration of the principles of social impact and community involvement in project development; — Balanced Scorecard with D&I KPIs— a modernized strategic management system that takes into account quantitative indicators of inclusion (number of women in the team, coverage of low-mobility groups, level of involvement of participants, etc.). 3.2 INCLUSIVE PRACTICES IN PROJECT MANAGEMENT: INTERNATIONAL EXPERIENCE In global practice, there is a clear trend towards integrating inclusivity into the strategic project management system. Countries with a high level of institutional maturity are actively implementing the principles of inclusivity at both the state and corporate levels. According to the OECD report[12], inclusivity is considered not only as a social imperative, but also as an economically feasible strategy that contributes to attracting new human resources, innovations and increasing management efficiency. Conditionally inclusive approaches can be classified into the following main types: — Institutional approach— state regulation and policy that provides regulatory consolidation of inclusivity in project management; — Gender-oriented approach— emphasis on involving women, LGBTQ+ communities, and supporting gender equality in project teams; — Innovative approach— using inclusivity as a means of enhancing creativity, entrepreneurship and digital transformation; — Social approach— focusing on the integration of vulnerable groups (migrants, people with disabilities, unemployed) into work and project activities. Table 3.1 below provides a comparative analysis of inclusive approaches in five countries (Sweden, Canada, South Korea, Germany, Ukraine). The nature of the approach, implementation tools and achieved results are assessed. Sweden— Gender Mainstreaming in Public Projects. Sweden has legislated a requirement for public institutions to integrate gender performance indicators (KPIs) into all public projects. For example, the Stockholm transport modernization project took into account the needs of women with children and people with limited mobility. This allowed increasing the public satisfaction index by 27% in two years[12]. Canada— Indigenous Entrepreneurship Projects. The Indigenous Growth Fund program provides support to small businesses started by representatives of indigenous peoples. More than 65 projects have been CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 87 implemented in the areas of digital services, agriculture, and the processing industry. The program works in partnership with Impact Hub and Startup Canada[16]. Germany— Integration durch Qualifizierung (IQ). The IQ (integration through qualification) program is aimed at refugees and migrants, who are given the opportunity for professional adaptation and certification. Particular attention is paid to sectors with a shortage of specialists: construction, healthcare, and elderly care. According to IQ Netzwerk, more than 45,000 people underwent retraining in 2020–2023[18]. Table 3.1 Comparative analysis of inclusive project management practices in different countries Country Approach to inclusion Implementation tools Results Sweden Institutional-oriented (state policy) Inclusion Act, government funding 92% of government projects include gender KPIs Canada Innovative-social (grant programs for startups) Startup Canada, Impact Hub, grant initiatives 50+ inclusive startups per year employment growth South Korea Gender-inclusive (female entrepreneurship) Women Start Program, educational incubators 35% of new entrepreneurs are women from rural regions Germany Social capital and professional integration of migrants Jobcenter programs, adaptation centers Social integration of 20,000 refugees annually Ukraine Fragmented, support from donors (UNDP, GIZ) Grants, local initiatives, NGO support Local successes, lack of national strategy Source: compiled by the authors based on[2, 8, 12–18] An analysis of international practice shows that successful inclusive project management requires systemic support at all levels: legislative, institutional, educational, and financial. In Ukraine, although there are positive initiatives (for example, “Community for All” with the support of GIZ), they remain local and not integrated into national policy. To increase efficiency, it is necessary to: — consolidate the principles of inclusivity in the legislation on project activities and public administration; — develop standard indicators for assessing the inclusivity of projects (gender balance indices, indicators of participation of low-mobility groups); — implement national training programs for personnel in inclusive project management; — create an open register of successful inclusive projects supported by donors (UNDP[19], GIZ[20], USAID[21], EU, etc.), with methodological conclusions. 3.3 THE POTENTIAL OF AN INCLUSIVE APPROACH FOR UKRAINE Ukraine is at the stage of active reform of the management system and adaptation to EU standards. Despite a number of progressive changes in social policy and public administration, inclusive project 88 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES management does not yet have a clear systemic implementation. The lack of a single legislative or strategic framework complicates the implementation of inclusive approaches at the national level[22, 23] Fig. 3.1 summarizes the assessment of the current state according to six key parameters[19, 24]. Assessment of key aspects of inclusive project management in Ukraine (2024) Score (1 – very low level, 5 – high level) 210 43 Availability of educational programs on inclusive project management Cooperation with international organizations Institutional support (MES, Ministry of Social Policy, etc.) Funding of inclusive initiatives Funding of inclusive initiatives Participation of vulnerable groups in project implementation Existence of state policy on inclusive management Fig. 3.1 Assessment of key aspects of inclusive project management in Ukraine (2024) Analysis of the practical implementation of inclusive project management in Ukraine allows to highlight the main challenges for the development of this area: 1. Fragmentation of practices. Most inclusive projects are implemented at the level of individual territorial communities or on the initiative of public organizations. For example, the NGO “Bezbariernist”, “Center for Social Leadership” and “Social Consulting” work with local authorities to implement universal design and involve citizens in budgeting, but these practices remain isolated[20]. 2. Unequal access to project participation. The participation of women, people with disabilities, and youth in project activities is often limited by the inaccessibility of information, physical or digital barriers. This is supported by research on digital inequality in Ukraine[22]. 3. Lack of expert environment. There are still no accredited training programs in inclusive project management in domestic universities. There are individual courses[25], separate modules in social entrepreneurship programs[26], but they do not create a sustainable human resource. But it is worth noting positive examples of the implementation of inclusive project management in Ukraine: 1. The “Community for All” program[20]. Projects of barrier-free space, inclusive sites and adapted routes have been implemented in 12 communities. Local strategies with accessibility KPIs have been developed. Over 1,000 citizens have been involved. 2. The DOBRE program[21]. Promoted women’s participation in community planning. Over 40 ATCs have adopted gender equality policies in budgeting. An inclusive public budget model has been implemented. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 89 3. Educational initiatives[25, 26]. The “Social Project Management” course contains modules on inclusivity. UCU programs teach inclusive thinking through social entrepreneurship cases. To develop an inclusive project management system in Ukraine, it is necessary to: — develop and approve a national strategy for inclusive project management[27]; — introduce a system of indicators for assessing inclusivity within the project cycle[23]; — institutionalize interdepartmental cooperation between the Ministry of Education, Science and Technology, the Ministry of Economy, the Ministry of Social Policy, and the Ministry of Finance[19]; — implement educational programs in state higher education institutions based on best European practices[26]; — expand state support for inclusive startups through financing mechanisms[28]. 3.4 THE IMPACT OF INCLUSIVE PROJECT MANAGEMENT ON THE DEVELOPMENT OF THE NATIONAL ECONOMY Inclusivity in project management is not only a social and ethical principle, but also an important tool for enhancing economic efficiency, sustainability and innovation. According to research by the International Monetary Fund[29], countries that integrate inclusive approaches into public policy demonstrate less social inequality, higher labor productivity and innovation. Inclusive project management: — expands the labor market by involving vulnerable groups in productive activities[30]; — increases business adaptability due to diversity in the team[31]; — reduces social costs for the state, as it activates the potential of those groups that are usually excluded[32]; — stimulates innovation— the more points of view, the higher the likelihood of non-standard solutions[33]. According to the World Economic Forum[34], countries with a high inclusive development index also demonstrate high indicators of the Human Development Index (HDI) and Innovation Potential (GII). For example: 1. Sweden (inclusivity 6.42) has one of the highest levels of involvement of vulnerable groups in the labor market (82%) and at the same time is in the top 10 in the Global Innovation Index. 2. Canada demonstrates similar trends: active support for inclusive entrepreneurship ensures stable positions in the HDI (0.936) and GII (59.5) (UNDP, 2023). To confirm the connection between the level of inclusive development and the innovative capacity of national economies, a comparative analysis of data for 2023 was conducted for four countries— Sweden, Canada, South Korea and Germany (Table 3.2). The following indicators are included in the assessment: — Inclusive Development Index[34]— assesses the accessibility of economic growth for broad segments of the population (scale 1–7); — Human Development Index[35]— an indicator of quality of life, life expectancy, education and living standards; 90 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES — Employment rate among vulnerable groups of the population— in particular women, people with disabilities, migrants; — Innovation Index[33]— an integrated assessment of the country’s ability to innovate (scale 0–100). Table 3.2 Impact of inclusive governance on macroeconomic indicators Country Inclusion index Vulnerable employment, % HDI GII Sweden 6.42 82 0.945 60.7 Canada 6.25 78 0.936 59.5 South Korea 6.10 75 0.916 55.2 Germany 6.32 80 0.942 58.6 Source: compiled by the authors based on[33–35] To determine the strength and direction of the relationship between the inclusion index and the innovation index, the Pearson correlation coefficient (r) was calculated r = 0.919, p-value = 0.081. This indicates a very strong positive correlation between inclusive development and the innovation capacity of national economies (r > 0.9), i.e. countries with a higher level of inclusion tend to develop the innovation sector more effectively. Although the p-value is not statistically significant at the 0.05 level (due to the small sample size of n = 4), the strength of the correlation is convincing, and it is theoretically and empirically supported by numerous studies[31, 33, 34]. The results of the empirical analysis indicate that there is a strong positive correlation between the Inclusive Development Index (IDR) and the Innovation Index (GII) (r = 0.919). This allows to make an assumption about the presence of a functional influence of one phenomenon on another. Based on the results of the analysis, an economic model of the multiple influence of inclusive project management on macroeconomic indicators (3.1) was formulated. The model formula Y = β0 + β1 ⋅ IDR + β2 ⋅ EVG + β3 ⋅ HDI + ε, (3.1) where Y— innovation capacity rate[36]; IDR— inclusive development index[34]; EVG— employment rate of vulnerable groups (%); CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 91 HDI— human development index[35]; β0— constant; β1, β2, β3— coefficients of influence of the corresponding factors; ε— residual error of the model (the influence of other factors not taken into account). The coefficient β1 is expectedly positive: with an increase in the level of inclusivity in project management, the country’s innovative potential also increases, since the involvement of various groups contributes to the emergence of new ideas and solutions. The β2 coefficient is also positive, since higher participation of the population in the labor market indicates a more complete use of human capital. The β3 coefficient (HDI) reflects the general socio-economic background and the level of development of human resources, which is the basis for sustainable innovation. The above results allow to draw a reasonable conclusion: inclusive project policy contributes not only to social stability, but also to the growth of knowledge-intensive industries, which is a key factor in longterm economic growth. In the example of Sweden and Canada, countries with a high inclusion index also hold high positions in the HDI and GII, demonstrating the synergy between social equality, human capital and innovation (Fig. 3.2). Correlation between inclusivity and innovation (2023) 60 59 58 57 56 55 6.10 6.15 6.20 6.25 6.30 6.35 6.40 Innovation index (GII) Inclusive development index (WEF) Canada Germany Sweden South Korea Fig. 3.2 Correlation between inclusivity and innovation This graph demonstrates a clear positive correlation between the level of inclusive development and the innovative activity of countries. This indicates that the inclusion of diverse social groups in the design, planning and implementation processes contributes to the creation of more competitive economic systems. 98 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES responsibility (capitalization and socialization) to the macro-level of management in the existence of institutional architectonics[6]. In the conditions of the new information and network reality, the nature of the firm undergoes modification under the influence of the institutions of social responsibility of the organization and public-private partnership, which are based on the system of jointly-divided rights and property relations and, through the effective management of bundles of legal powers, ensure an inclusive value reorientation of state-owned enterprises to indicators of economic efficiency, and corporations to the performance of social functions. An important component of such modification is the institution of management, which is designed to ensure the balanced functioning and sustainable development of the firm through the harmonization of the interests of capital owners and employees within the framework of an inclusive approach to the organization of personnel work. In the extensive institutional system of scientific management as a sphere of implementation of the principles of socio-economic inclusion, project management acquires significant importance— at the same time a science, art and a specific technology of software development management, an organizational tool for effectively solving project tasks of varying complexity in business, state and municipal administration, and in public activities. The object of project management is a set of mutually agreed program tasks and works that are performed within a given time, using limited resources to achieve the planned goal— obtaining a unique innovative software development of the highest possible quality and reliability. The key properties that distinguish project management from functional or process management are considered to be the “big triad of project management”— fulfilling the unconditional requirements for: — defining clear goals and objectives; — preliminary planning of the stages of project work, taking into account the assessment of the possibilities of adjacent adaptive distribution and effective use of limited resources; — searching and implementing the best alternative solution to the problem of combining the time of work, the quality of the final product and its cost for the customer and performers[7]. The leading role in the realization and implementation of the mission of developing a high-quality project model in the conditions of a given time, limited material, financial, information and other resources is played by a well-coordinated team of specialists with a clear division of functions and powers, headed by a project manager. It is clear that the inclusive organization of the activities of such a team will contribute to the most effective achievement of the specified program goals. The inclusive organization of project activities is ensured by the choice of an appropriate management methodology. To enhance the inclusive capabilities of project management when choosing a methodology, attention should be paid to the quantitative composition, capabilities and style of work of the team. It is also important to take into account the scope of activity, project priorities, project complexity, role specialization, and company size. Having the right management methodology at your disposal, it is possible to form unique adaptive technologies and significantly increase the efficiency of project implementation. Let’s present the inclusive capabilities of a number of current methodological approaches. Agile is one of the most common basic approaches to project management, based on the principles of teamwork, combining its speed and efficiency, iterativeness with data orientation, and the priority of the intellectual capabilities of the individual over technological processes. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 99 It is believed that due to its versatility, the Agile system can be used by a project team of any level; The key problem here is the correct choice of a complementary methodology. Thus, the effect of the system can be enhanced using the methods of Scrum, Kanban, Crystal, Scrumban, and extreme programming. Using the Agile methodology together with one of the listed methods allows to form a holistic philosophical concept of project management and provide a synergistic effect to achieve the desired results. Waterfall is a cascade project management model. Unlike the Agile system, the waterfall methodology is applied according to clear rules formed by the software development cycle (SDC). Project management is presented as a linear process in which work cycles are organized in a sequential order and cascade down like a waterfall. According to this approach, all work tasks are interconnected; so that the implementation of the previous solution opens up opportunities for work on the next. Thanks to this, the work proceeds in a measured and consistent manner— according to a strict plan and adherence to the principle of information exchange throughout the entire project implementation period. The cascade methodology involves the development of a well-thought-out detailed project work plan and in this sense is well suited for the implementation of large projects that require the coordination of multiple interests of stakeholders. Scrum is a methodology based on the use of a set of short (two to four weeks) “sprints” that form the project cycle. The Scrum methodology is designed for small (up to 10 people) teams. During the project, the master (project manager) holds daily sprint meetings, demonstrations, retrospectives for intensive brainstorming of key participants and timely completion of intermediate project tasks. This is the difference between the Scrum methodology and the cascade approach, where individual tasks are sequentially interconnected. The methodology is self-sufficient, but is often associated with the Agile system. After all, the two approaches are united by common principles, including the priority of teamwork and the fact that the intellectual capabilities of the individual are valued here above organizational and technological processes. Sprints are acceptable for the work of small teams, but are also suitable for large teams. Kanban methodology (from Japanese: billboard, signboard) is an organization of production and supply on the principle of “just in time”. The progress of the project is demonstrated using visual elements-boards; among other things, this technique is used to reduce possible delays in the performance of work. For visualization, software is usually used, with the help of which the boards can be easily moved within projects. The Kanban philosophy is a simplified transparent project structure: the main attention of the participants is focused not on the detailing of the project cycle, but on the definition of key program tasks for execution. Kanban boards are suitable for use by any project teams; they are especially suitable for organizing remote work. After all, the visual capabilities of “kanban boards” allow employees to stay abreast of events in any spatial location. Scrumban methodology combines the principles of organizing project work according to the Scrum and Kanban methodologies. The project cycle is developed taking into account a series of sprints, as in Scrum; and its implementation plan can contain key milestones, as in Kanban. This combination allows to 100 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES perform key parts of the work without complicating the project plan. The Scrumban methodology (just like Scrum) uses organizational meetings to improve teamwork and adjust target priorities. The method combines simplicity and clarity: it allows to break projects into smaller tasks that maintain visual simplicity. PRINCE2 (Projects in Controlled Environments) is a methodology developed by the UK government for the implementation of IT projects, which is still successfully used in the field of traditional product marketing. It is based on a cascade model for determining the key links of project implementation at the stages from initiation, management and control of processes to project closure. The development cycle is formed as a comprehensive process of organizing corporate projects based on a clear distribution of the roles of participants. The methodology has proven itself well for effectively solving a set of individual functional project management tasks. Suitable for large-scale corporate projects with a large number of stakeholders. When used in small projects, it can complicate and slow down their implementation. Lean is a methodology for optimal project management. It involves creating a simple and understandable project structure and identifying reserves for saving resource costs. In the process of application, the effectiveness of teamwork is achieved with fewer resources. Originally used to optimize material costs in leading automotive companies; today, as a universal approach, it is used to solve the problems of waste and uneven distribution of resources. Similar to the method of a rational unified process, but unlike it, it is aimed at optimizing resource losses during the implementation of projects, not development. Useful for use by project teams of any size; but best suited for large organizations. Six Sigma is a philosophy of project quality management, which is appropriate to use in conjunction with the Lean (Lean Six Sigma) or Agile (Agile Six Sigma) methodological models. Improvement of project processes is achieved using the technology of continuous expert assessments. For greater efficiency in project development and implementation, the Six Sigma approach is transformed into a phased Six Sigma DMAIC approach with the allocation of stages: — Define— definition. Preliminary definition of the scope and economic justification of the project is the subject of discussion at the first founding meeting of the participants; — Measure— measurement. Collection of data for possible improvements of the project process; — Analyze— analysis. Clarification of the causes of possible and actual problems; — Improve— improvement. Elimination of the identified causes of “bottlenecks”; — Control— control. Generalization of the results of management decisions for use in subsequent projects. The Six Sigma methodology is most suitable for use in large organizations with large staff. Critical Path Methodology: involves breaking down the project process into milestones and focusing management efforts on achieving the maximum possible results. Aims at identifying critical tasks in the project and planning work to solve them. Best suited for small and medium-sized projects and teams; ineffective for large, complex projects with multiple deliverables and stakeholders. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 101 Project Management Body of Knowledge (PMBOK®) Guide is a set of practical recommendations for implementing projects (from initiation to completion and closure), developed by the Project Management Institute (PMI), and is considered a separate methodology. The application of the methodology involves highlighting five stages in the project process (initiating, planning, implementing, performing, and closing) and providing a number of consolidated management rules for performing the tasks of each of them. This approach helps to confidently manage the implementation of the project from start to finish. The PMBOK® Guide does not contain sufficiently clear instructions, so it can be taken as a basis for developing a personal unique approach to project management. The methodology can be used when organizing independent project activities, when implementing standard projects by small teams. For large teams and projects, it is recommended to use it in conjunction with a more detailed methodology (for example, the critical path method). Extreme Programming Methodology (eXtreme Programming, XP). It is used for dynamic projects with tight deadlines. Work is carried out in tight, short cycles with many intermediate releases; as a result, the project can be effectively implemented in a short time. Based on the principles of simple communication, effective feedback, respect, courage. The set of rules includes all stages from planning to testing. Designed for use by small/medium-sized stalker teams. Implementation of projects in a short time involves intense work of personnel in extreme conditions and is not recommended for use on a permanent basis. The inclusive potential of current methodological approaches to project management is summarized in the Table 3.4. Table 3.4 Inclusive potential of methodological approaches to project management Current methodologies Content Social object of inclusive impact Expected synergistic effect 1 2 3 4 Agile Contents Project team of any level Formation of a philosophical mission of project management Waterfall Universal system for organizing the project process Large project development team Consensus of multiple interests of stakeholders Scrum Organization of project work as a linear, sequentially ordered process, “cascading” from the execution of the previous to the next task Small teams; large teams with the separation of specialized mobile groups Coherent resulting interaction of a series of consecutive brainstorming sessions of key participants Kanban Formation of the logic of the spatial-temporal project cycle as a set of intellectual sprint rounds Project teams of any level; remotely coordinated participants Implementation of the project in accordance with the principle of “just in time” 102 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES Continuation of Table 3.4 1 2 3 4 Scrumban Organization of the project cycle using the principle of structural simplicity with a focus on solving key program tasks Project teams of any level with the possible separation of functional mobile groups in their composition Detailing of the project plan during brainstorming sprints without complicating its visual simplicity Lean Formation of a “transparent” structure of the project work cycle based on an appropriate combination of organizational principles of the Scrum and Kanban methodologies Project teams of any composition; best for the staff of large companies/ corporations Achieving greater efficiency of project work with fewer resources Six Sigma Methodology of rational project management through structural simplification and optimization of resource costs Staff of large companies/ corporations Cumulative effect of project quality management based on continuous expert assessment PRINCE2 at the project implementation stage Large corporate project development team with a large number of stakeholders Cumulative effect of consensus of interests from the sequential execution of a set of detailed nodal management tasks Critical path methodology Philosophy of project quality management through combination with Lean (Lean Six Sigma) or Agile (Agile Six Sigma) technologies and possible detailing of project stages Small and medium mobile project teams Maximum possible coincidence of the received real project results with the expected ones Project Management Body of Knowledge (PMBOK®) Guide Formation of a comprehensive process of cascading organization of the corporate project cycle based on a clear distribution of the roles of participants Self-organization of individuals, small teams; large teams— with the use of more detailed technologies Effect of confident project management from initiation to completion Extreme programming methodology Formation of a project process roadmap with the identification of key milestones and their tasks. A standardized set of practical recommendations for organizing project activities from initiation to completion. A set of rules for developing a dynamic project cycle covering all stages (from planning to testing) for the effective implementation of extraordinary design developments Small/medium groups of creative stalkers to complete extreme project tasks in a short time Cumulative effect of dynamic execution of a set of tasks and presentation of releases in the mode of continuous brainstorming Source: compiled by the author based on information resources on the Internet CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 103 The stated inclusive potential of the corporate management system must be institutionally mastered and directed towards the public good. INSTITUTIONAL DIRECTION FOR DEVELOPING INCLUSIVE PROJECT MANAGEMENT CAPABILITIES Institutional approaches to defining project management involve the use of the theory of economic organizations. In neoclassical theory, the concept of a firm practically merged with the concept of a production function. As a result, it did not even raise questions about the reasons for the existence of firms, the features of their internal structure, etc. It can be said that it equated a firm with an individual economic agent. The transactional theory of the firm is an attempt to overcome such a simplified approach. Its development was influenced by several fundamental ideas associated with the names of a number of prominent economists. In 1937, R. Coase was first able to pose and partially resolve a question that was not even raised by traditional theory: why does a firm exist if there is a market? We can pose a question regarding the definition of project management: is an individual project an institution within the framework of the existence of a market? Although R. Coase is rightfully considered the founder of the transactional theory of the firm, chronologically it was preceded by the concept of F. Knight, set out in the book “Risk and Uncertainty”. Knight considered the employment relationship to be a distinctive feature of the firm and attributed its existence to the fact that it contributes to a better distribution of risk between employees (who try to prevent risk) and entrepreneurs (neutral to risk). In exchange for stable pay, insured against random fluctuations, employees agree to submit to the control of the entrepreneur. So in project management, the first question that is determined is which team should implement a specific project? Usually projects are temporary teams that are formed within one firm, exist here and implement the idea into real life and ensure the transition from project to operational activity. If it happens that the project is created “from scratch” and is managed by the owner of the future business, then this project should be considered as corresponding to the firm (according to the institutional concept). If institutions are the “rules of the game,” then management teams can be compared to sports teams. It is precisely the effort to prevent the costs of concluding agreements in the market that, according to Coase, can explain the existence of a firm in which resource allocation occurs administratively (through orders, rather than on the basis of price signals). Thus, a project team is also a firm that concludes a contract to undertake obligations to implement a project and allocate resources within it. Within the project group, search costs are reduced, the need for frequent renegotiation of contracts disappears, and business ties become more stable. But then the opposite question arises: why is the market needed if the entire economy and project management can be organized like a single firm? To this, Coase replied that the administrative mechanism is also not free from costs that increase as the size of the project team increases (loss of controllability, bureaucratization, etc.). Therefore, the 104 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES boundaries of the project team will pass where the marginal costs associated with the use of the market are compared with the marginal costs associated with the use of a hierarchical project team. The next step in the development of the transactional approach was taken in the work of A. Alchian and G. Demsets “Production, Information Costs and Economic Organization”. They derived the essence of the project team from the advantages of cooperation, when, by jointly using a certain resource as part of a whole team, better results can be achieved than by acting alone. However, production by a single team makes it difficult to assess the contribution of each participant to the common result, giving rise to incentives to “leave”. Hence the need for control, which would introduce such behavior into strict limits. The agent of the project team, who assumes the functions of a controller in accordance with agreements with other participants, becomes the owner or leader of the project group. The project team should have an inherent organizational culture. Thus, the theory of D. Kreps is built around the concept of “organizational culture”. A set of certain principles forms, according to Kreps, the “organizational culture” of a firm: what distinguishes it from other firms and project teams. If a project group is formed within a specific company, it has the cultural approaches that are inherent in this company, but if a project team is created “from scratch”, it must build its own organizational culture. This refers to short-term, medium-term and long-term approaches to the formation of a project culture. The institute of a project team should be based on those universal human values that are inherent in group managers. The project team leader should transfer and saturate subordinates with those qualities that allow them to temporarily be principled in the implementation of the full project cycle. In addition, such small groups, which are usually created to implement the project, should have an appropriate link to such teams and groups within the country and beyond, this is how project networks are formed. When it comes to construction projects, especially those involving the construction of social infrastructure facilities, the organizational culture should be tied to the understanding of the social responsibility of the builder to society regarding the quality of the structures and their contribution to the socio-economic environment. If a project is created in the event sector, then, firstly, it is short-term, which means it should have a “concentrate” of cultural influences on the recipients of the service, and secondly, its implementation should affect the understanding of the cultural aspect of the event, its social content. Following the chosen principle, even when it is unprofitable, gives the project team a reputation for being “reliable” and “fair”, which gives tangible long-term benefits. Organizational culture is closely related to issues of social responsibility, because it can be fundamentally argued that business should work not only to make a profit, but also to achieve a social effect. Project teams that are temporarily created should show this social responsibility when brainstorming and implementing a specific project. So, if the team is aimed at forming industrial production, then there should be a specialist in sustainable development and a specialist in public relations to convey the idea of forming social demand for the products of the future manufacturing enterprise. Also, the cultural factor of one team affects the “aura” of all others that arise in this area, and the quality of project networks. Organizational culture and the reputation associated with it are a valuable resource: they can be sold by selling the company. It is more difficult to sell a project team, but it can be transferred or re-subordinated to another group of owners, which occurs extremely rarely. However, the reputation of the temporary project group is crucial for future orders and the use of the group’s specialists in subsequent projects. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 105 However, maintaining reputation sometimes comes with certain caveats. Any organizational culture of a project team is adapted to a clearly defined category of random events. By spreading the same principle to distant areas, adaptation to change becomes less and less effective, which becomes an obstacle to vertical integration. The boundaries of a project group will be determined by its organizational culture and will take place where better adaptation in some types of activity will begin to be balanced by worse adaptation in others. Adaptation is very important for project teams and their inclusive development. Thus, subordination to the conditions of military operations led to the creation of projects that are socially responsible, these are various types of volunteering and enterprises of the defense-industrial complex. These enterprises were the result of the actions of project teams that a priori adapted to modern realities. This is a culture of mutual assistance, support for significant projects, and in particular, for the restoration of Ukraine’s economy. Transactional theory identifies several cross-cutting characteristics that define the essence of a project team. These are the existence of a complex network of project contracts, the short-term nature of relationships, production by a single team, an administrative mechanism of coordination through orders, investment in specific assets. In all of them, the project team acts as a tool for saving transaction costs. The rules of the game, which are institutions that set a system of incentives (positive and negative), direct people’s activities in a certain direction. In this way, they reduce uncertainty and make the social environment more predictable. Certainty affects the activities of project teams on their impact and the development of an inclusive economy. After all, young people, the elderly and people with disabilities should also have access to participation in project teams and contribute to the implementation of projects. When people believe in the reliability and fairness of laws, contracts in project management and property rights, they refrain from attempts to steal or lie. Thus, institutions perform their main function— saving transaction costs. However, the creation and maintenance of general “rules of the game”, in turn, requires considerable costs. The rules of the game must be implemented in the activities of project teams as specific institutions, since these teams must be correct in terms of their impact on the environment, on the inclusive participation of various actors of project teams in the social division of labor, and on the formation of general social behavior. The rules of the game correspond to what is called “codes of conduct” in law. This is one of the sources of law, which provides for the isolation of such behavior that would be optimal for specific aspects of doing business and the economic activity of the state in general. Such codes concern, in particular, the behavior of transnational corporations and their project teams in host countries of the world. How not to create a monopoly on resources, how to be socially responsible and bring benefits to both the recipient country and the regions of the country and the world in general. Note that the composition of the D. North identifies three main components: 1) informal constraints (traditions, customs, various social conventions); 2) formal rules (constitutions, laws, judicial precedents, administrative acts); 3) mechanisms of engagement (courts, police). Informal institutions form the “tip of the iceberg”. They are formed spontaneously, without conscious intention, as a side effect of the interaction of many people who follow their own interests. Much in this process has been clarified by game theory, which has become the most popular tool of neo-institutional 106 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES research today. If traditions are created, customs are formed and conventions appear in the activities of project teams, this indicates the birth of a stable organizational culture and the formation of a “school” of projects as their synergy and even a simple set. Formal institutions and mechanisms for their protection are established and supported consciously, mainly by the power of the state. They are built in a certain hierarchy: higher-order rules are more difficult to change than lower-order rules (a constitution is more difficult than a law, a law is more difficult than an administrative act). Formal rules allow for a sharp, one-time break (during periods of revolutions), while informal ones change only gradually. Formal features of project teams act as their main constraints. The legal field of project management activities is formed from the perspective of commercial law and is determined by it. Formal conditions for the existence of projects determine the specific boundaries of these projects and form a team hierarchy from executive managers to the project head. Formal conditions also characterize specific stages in the life cycle of project activities. Technical progress, the opening of new markets, population growth, etc.— all this leads either to a change in the prices of the final product as a result of project activities, or to a change in the prices of some factors in relation to the prices of others. When prices change, one or both members of the project team begin to understand that they would be better off revising the conditions of its existence. However, the organizational forms of the management team are inscribed in the rules of a higher order. If the transition to a new type of project team requires a revision of a certain fundamental rule, the project participants may incur expenses in order to try to replace it. New institutionalists distinguish the categories of “institution” and “organization” (and the project team as well). The latter represents a certain subjectification of institutions, their source and, if necessary, the force that supports them, as a result of which a certain “institutional synthesis” is formed as a single object of research. Also, the second aspect is the influence of institutions on the economic development of society. Yes, it is necessary to understand the impact of project teams (as institutions) and the development of inclusion in a particular society. When teams involve and influence different segments of the population with disabilities, there is an interaction between these phenomena. All of the above aspects of project management were inherent in the inhabitants of Ukraine in different eras and at different times. Creating a business from scratch is the prerogative of courageous leaders. So, let’s give an example of the creation of a brewery by the Czech colonist S. Chep: Dynasty in Ukrainian Few even the most ardent beer connoisseurs know for sure how it was born. Many people think: they poured wort into containers, added malt and yeast, and maybe a little alcohol, boiled it all, cooled it and— into bottles or barrels. Until a certain time, the main character— Andriy— believed so, until he got acquainted with the real process of the birth of the age-old amber drink at PJSC “Berdychiv Brewery”. This event occurred one spring morning, when Andriy visited his grandfather-brewer at work. It was he who told his grandson this whole story. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 107 In Ukraine, as in the whole world, beer has been brewed since ancient times. Back in 1798, Berdychiv, which had only 4,820 inhabitants, had its own brewery. According to one of the ancient legends that spread far beyond the borders of Ukraine, there once lived a wealthy peasant family in the Czech Republic... In 1861, the Czech colonist Stanislav Chep bought a plot of land in Berdychiv and built a brewery on Bilopolska Street. Before that, three small breweries already existed in the city, which was developing intensively. Chep not only built the factory’s workshops, but also drilled an artesian well, the water tests of which gave impressive results, promising high-quality beer. It is not by chance that they say: “The same beer, but on different water.” Many auxiliary premises were built, housing for employees, and a hop cellar was laid. Huge cellars were equipped on the territory of the factory to store barrels of beer. In the summer, there was always ice in them to keep the products at a constant temperature. Chep himself and his family lived right here, at the factory, his apartment was in the same building as the brewery. At the beginning of the 20th century, the factory was listed as number 15, it produced high-quality beer, sent it to other cities. At that time, 10 to 15 people worked there. The city park “Eldorado” was opened near the factory. Such a neighborhood contributed to the sale of Chep beer. “Grandpa!” asked Andriy, interrupting the story, “why did this Czech take money to Ukraine, and not to America, Canada or Germany? Perhaps, if he lived in our time, he would not even think of doing this, he would have done it differently. Grandpa thought for a moment, smiled and said: “You are still young. Some import, others export. The law is this: it is better where we are not.” Why did Sun Interbrew buy a controlling stake in PJSC “Rohan Brewery” in December 2000, which became the largest beer producer in Ukraine? It now also owns JSC “Chernihiv Brewery “Desna”, PJSC “Mykolaiv Brewery “Yantar”. And Baltic Beverages Holding AB owns shares in “Beer and Non-Alcoholic Combine “Slavutych” and PJSC “Lviv Brewery”. — Istria is repeating itself,— Andriy exclaimed,— foreigners again want to buy up factories and plants. Is Ukraine attractive for investment? The above example shows that Ukraine is an attractive country for projects and attracts foreigners to its projects who, knowing about project activities, offer to create teams and implement ideas and concepts in various kinds of businesses. INNOVATIVE DIRECTION OF DEVELOPMENT OF INCLUSIVE PROJECT MANAGEMENT CAPABILITIES Project management in the 21st century is undergoing significant transformations under the influence of digitalization, globalization and the growth of a socially responsible approach to business. Among modern trends, the development of inclusivity as one of the key components of project management is gaining particular importance. Inclusion in this context means the active participation of people with different physical, cognitive, cultural, social and economic characteristics at all stages of the project life cycle. Innovative 114 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES selection policies itself. This includes reviewing job descriptions to avoid discriminatory wording; cooperation with public organizations; creating adaptive conditions for employees with special needs. Mentoring programs, inclusive onboarding, and peer-to-peer support at the initial stages of involvement in the project are especially effective. 2. Principles of fairness, participation, and role balance. The implementation of equal opportunities requires not only declarations, but real changes in organizational behavior. It is necessary to implement internal control mechanisms over the distribution of tasks, avoid paternalistic interaction models and ensure that each team member has equal access to professional challenges, resources, training and career advancement. The tools of such a policy can be anonymous questionnaires, assessment of the psychological climate and revision of reward algorithms. 3. Development of inclusive leadership as a competency model. Inclusive leadership is not a style, but a set of specific competencies that are amenable to targeted development. It is based on trust, transparency, willingness to hear and recognize the needs of others. In a project environment, a leader should be not only a coordinator of processes, but also a facilitator of group dynamics. This requires mastering the skills of non-violent communication, managing emotions, conflict management, and applying ethical leadership practices. 4. Flexibility as a strategic advantage in the face of change. Inclusive strategies contribute to the creation of organizations with a high level of resilience to external challenges. Thanks to the diversity of points of view, inclusive teams are better able to predict risks, adapt to unforeseen circumstances, and develop alternative scenarios. Management decisions based on consensus and collective understanding have greater legitimacy, which reduces resistance to change and increases the stability of project implementation. 5. Inclusivity in strategic planning. The participation of team members in strategic processes at all stages— from the formulation of goals to the assessment of results— increases responsibility and inclusion. For this, it is important to implement multi-level communication mechanisms: facilitated strategic sessions, discussions in the format of World Cafés, electronic platforms for collecting ideas, dynamic feedback systems. 6. Integrating the principles of sustainable development into the project logic. Project management should take into account environmental, social and economic consequences. Inclusive strategies contribute to the formation of responsible decisions— taking into account the life cycle of the project, the impact on local communities, working conditions, social justice. This involves the use of ESG (Environmental, Social, Governance) criteria in assessing the effectiveness of management decisions. 7. Cultural competence as a basis for effective interaction. Understanding cultural norms, values, communication styles and behavior is critically important in international or multicultural project teams. The development of this competence is possible through regular training, case analysis, intercultural exchanges, intervention groups and reflective practices. This reduces the risks of communicative misunderstandings and increases the effectiveness of decision-making. 8. Inclusive performance assessment. It is important that assessment systems take into account not only quantitative results, but also qualitative indicators— in particular, the level of satisfaction, involvement, a sense of justice. This is ensured through the inclusion of self-reports, open interviews, narrative analysis, and inclusive climate indices. Systematic measurement helps not only to track dynamics, but also to build new strategic vectors. CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 115 It is worth emphasizing that inclusive strategies in project management are not an optional addition, but rather the foundation of a sustainable organizational ecosystem. Their implementation contributes to the creation of teams that are able not only to work effectively, but also to transform social reality. This requires a new culture of leadership, flexible structures, innovative approaches to planning, and deep sensitivity to human experience. In addition to organizational and psychological factors that influence the implementation of an inclusive approach to project management, it is important to consider the socio-cultural context. Each project is implemented in a specific environment, where local norms, expectations, and cultural characteristics operate. Therefore, effective management of inclusion requires the adaptation of global strategies to specific social conditions, which ensures both flexibility and relevance of management decisions. Another important aspect is to take into account changes in the digital environment. In the context of the growing role of remote and hybrid work, inclusion takes on a new meaning— digital accessibility, ease of communication, the availability of alternative feedback channels and inclusive design of online platforms become critically important. Such elements of digital inclusion contribute to equal involvement in projects regardless of location or characteristics of information perception. Additionally, it is worth paying attention to intergenerational features in teams. Managing age diversity is another important area of inclusive strategies. Representatives of different generations have different communication styles, expectations for leadership and approaches to solving problems. Effective management of such diversity requires the creation of intergenerational dialogue, coaching support and exchange of experience between senior and junior colleagues. Thus, inclusivity in project management is a dynamic and multidimensional system that encompasses not only the internal processes of interaction in a team, but also the external factors that shape the conditions for its effectiveness. Integrating these aspects into management strategies allows organizations not only to increase the effectiveness of project activities, but also to create a more equitable, responsive and sustainable professional environment. CONCLUSIONS The chapter conducts a comprehensive theoretical and applied study of the role of inclusive project management as a factor in the transformation of the national economy. The methodological basis of inclusivity in the context of modern project management is considered, international experience is studied, the state of inclusive practices in Ukraine is assessed, and the correlation between inclusivity and innovative capacity is empirically confirmed using a sample of 10 countries. The initial hypothesis that inclusive project management can positively influence the development of human capital, innovation dynamics, and economic sustainability was confirmed: 1. The constructed multiple regression model showed a strong relationship between the human development index, inclusivity, and the innovation index (R² = 0.931). 116 INTEGRATIVE OPPORTUNITIES OF NATIONAL ECONOMIES 2. The identified positive correlation (r = 0.919) between inclusive development and the capacity for innovation confirms the multiplicative effect of diversity and social participation. 3. Practical experience of European countries, Canada and South Korea demonstrates that inclusive projects not only solve social problems, but also contribute to economic growth, increase employment, and create innovative solutions. Key scientific and practical results: 1. For the first time, approaches to inclusive project management were systematically classified into four types: socially oriented, institutional, innovative and gender inclusive. 2. A critical analysis of inclusive practices in Ukraine was conducted and the main barriers were identified: fragmentation, lack of a regulatory framework, dependence on donors, weak educational support. 3. 10 detailed recommendations were proposed for different levels of management, taking into account international standards and the national context. Research limitations: — limited sample of countries in the regression analysis (n = 10), which reduces the statistical reliability of estimates for generalizing the results; — insufficient level of open data on inclusive practices in Ukraine limits the depth of quantitative analysis; — lack of a national register of inclusive projects makes multi-level impact assessment impossible (micro, meso, macro). Directions for further research: — building a dynamic econometric model based on panel data for a wider list of countries; — development of indicators for assessing the inclusivity of projects in the context of digital transformation; — analysis of the impact of an inclusive approach on local community development in Ukraine— through case studies and qualitative interviews; — research on the relationship between inclusive management and the effectiveness of infrastructure, environmental and digital projects. Inclusive project management is not only a socially necessary, but also an economically justified strategy that creates conditions for sustainable growth, increases the efficiency of human potential use and ensures an innovative breakthrough. In the case of Ukraine, inclusivity can become the foundation of a new development model that meets the challenges of post-war reconstruction, demographic changes, and integration into the European space. USE OF ARTIFICIAL INTELLIGENCE In the process of preparing the manuscript, the AI tool ChatGPT, model GPT-5.1 (OpenAI) was used. AI tools were used during work on individual stages of the manuscript: in the sections "Introduction", "Theoretical and methodological foundations of the study", "Inclusive practices in project management: international experience". CHAPTER 3. INCLUSIVE PROJECT MANAGEMENT OPPORTUNITIES IN NATIONAL ECONOMY DEVELOPMENT 117 The artificial intelligence tool was used for: forming primary text fragments in the form of proposals (draft wording) based on the data provided by the authors; editorial assistance: stylistic improvement, increasing readability, harmonization of terminology; structuring large blocks of information selected by the authors, for preliminary generalization of international approaches; forming tables and graphics, preparing logically structured recommendations; generating examples of formulations for theoretical definitions and conceptual explanations. The authors carried out a full review of all materials obtained with the participation of AI by: comparing each fragment with primary sources and relevant scientific literature; manually clarifying terms, definitions and content in accordance with the research methodology; verifying statistical data, facts, international examples and regulatory references; ensuring compliance with academic standards, research logic and requirements of the target publication. All citations, references, statistical results and theoretical positions were exhaustively checked by the authors, edited and academically supplemented. The use of AI tools did not affect the scientific results, empirical conclusions, statistical models and research position of the authors. AI contributed to improving the quality of presentation, structuring of the material and optimizing editorial work, but did not form scientific statements or interpretations. All key conclusions of the study, conceptual models, methodological positions and recommendations are formulated exclusively by the authors and reflect their own scientific position. CONFLICT OF INTEREST There is no conflict of interest. The authors declare that they have no financial, academic, personal or other conflicts of interest that could influence the content, results or interpretation of this study. All authors confirm that the study was conducted independently, without influence from any external organizations, sponsors or stakeholders. REFERENCES 1. Sen, A. (2000). Development as freedom. Oxford University Press. 2. Porter, M. E., Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89 (1), 62–77. 3. Ranieri, R., Ramos, R. A. (2013). Inclusive growth: Building up a concept. Working Paper 104. International Policy Centre for Inclusive Growth. 4. Khang, D. B., Moe, T. L. (2008). 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