Ways to Improve Construction Efficiency

Principles of configuring agent interactions in a complex labor environment of it projects

Serhiy DANILOV — 2025-11-25

In the modern context of information technology development, the management of labor processes in complex IT projects acquires the features of self-organization and dynamic adaptation. The article examines the principles of configuring agent interactions within the labor environment of IT projects as a tool for enhancing the efficiency of team management. The agent-based interaction model makes it possible to consider each team member as an autonomous agent capable of making decisions, adapting behavior to the task context, and interacting with other elements of the system within a distributed environment.

Conceptual foundations have been developed for constructing the architecture of agent interactions, based on the principles of cognitive exchange, communicative coherence, flexible role distribution, and multilevel task management. It is determined that the key factor in the effectiveness of such interactions is the balance between agent autonomy and centralized process coordination. A systematic classification of agent configuration types is proposed: hierarchical, decentralized, hybrid, and cognitively adaptive, which differ in the level of information connectivity and the system’s response speed.

The study also investigates the impact of cognitive factors on the dynamics of interactions between agents, such as trust, intellectual compatibility, role specialization, and the ability for collective learning. A model for assessing the effectiveness of agent interaction is proposed, using indicators of performance, informational transparency, decision synchronization level, and team adaptability index. It is established that the configuration of agent connections directly determines the speed of decision-making, the coherence of actions, and the level of project innovation activity.

The results of the study have practical significance for building multi-agent IT team management systems, developing algorithms for adaptive resource allocation, and creating cognitive project management dashboards. The proposed principles can be used to optimize communication processes, reduce the risk of conflicts, and enhance the resilience of organizational structures under conditions of high labor environment complexity.

Digital tools for monitoring, modeling, and supporting the life cycle of energy-adapted building solutions

Denis SOBOL — 2025-11-25

This paper examines modern digital tools that facilitate the management of the life cycle of energy-efficient buildings. It describes how the integration of sensor systems, cloud services, analytical platforms, and digital twins creates a unified management system that enables buildings to autonomously respond to environmental changes. Such solutions ensure continuous information exchange across all stages – from design to operation – allowing for timely detection of deviations, planning of maintenance activities, and forecasting of energy consumption.

A model is proposed that integrates three core processes – monitoring, modeling, and digital support. Monitoring enables real-time tracking of technical systems, recording of indoor climate indicators, energy consumption levels, temperature, humidity, and equipment performance. Modeling allows the analysis of collected data, the development of forecasts, evaluation of energy efficiency solutions, and the creation of energy consumption scenarios that account for external factors. Digital support, in turn, ensures a continuous connection between the physical building and its virtual counterpart – the digital twin, which provides opportunities for what-if analysis and data-driven decision-making based on accurate simulations.

Particular emphasis is placed on the advantages of analytical software such as Power BI, Tableau, and Qlik, which enable data integration from multiple sources, the creation of interactive control dashboards, and the visualization of complex processes in a clear and accessible format for both managers and technical specialists. Based on these tools, a Key Performance Indicator (KPI) system has been developed, encompassing energy, technical, economic, and environmental dimensions of building performance.

The use of digital technologies makes it possible to transition from reactive to proactive management, where the system not only responds to events but also anticipates them. This approach helps reduce energy costs, extend equipment life cycles, enhance user comfort, and ensure the stable operation of buildings. Furthermore, it contributes to shaping a new philosophy of construction management focused on sustainability, energy conservation, and effective interaction between humans, technology, and the environment. Digital tools thus become not merely instruments of automation but the foundation of intelligent building management in the digital age.

Tools for multi-criteria decision optimization in multiproject management

Miroslav POLZIKOV — 2025-11-25

In today’s highly dynamic business environment and increasingly complex management processes, construction and engineering companies face the challenge of making decisions that must account for a wide range of interrelated criteria. Traditional approaches focused on a single objective – such as minimizing costs or shortening project durations – are becoming ineffective in complex multiproject systems, where each managerial decision has a multidimensional impact on overall performance.

Multi-criteria optimization provides a scientifically grounded framework for reconciling conflicting objectives by combining the flexibility of analytical methods with the precision of mathematical modeling. The integration of Pareto optimality principles, compromise programming, the Analytic Hierarchy Process (AHP), and evolutionary algorithms such as NSGA-II enables the generation of multiple alternative decision options that take into account both short-term operational needs and long-term strategic priorities of an organization.

The practical application of multi-criteria models in multiproject management contributes to the automation of project coordination processes, rational allocation of resources, and reduction of conflicts within corporate ecosystems based on ERP and PPM platforms. Such systems form the foundation for flexible portfolio management, where each project element is integrated into a unified information and analytical space.

The incorporation of cognitive analytics, machine learning, and fuzzy logic enhances the adaptability of management systems and their ability to respond effectively to environmental uncertainty. Multi-criteria optimization emerges as a core tool for building next-generation analytical management models that not only improve the accuracy and resilience of managerial decisions but also lay the groundwork for a transition toward predictive and analytical management in modern multiproject environments.

Evolution of scientific approaches to detecting the causes of destructive processes within the organizational and technological system of construction

Mykhailo MALYKHIN — 2025-11-25

Construction is one of the most complex and risky areas of economic activity, where numerous technological, organizational, economic and social factors are combined. In such conditions, the occurrence of destructive processes is inevitable, but the effectiveness of the industry depends on the ability to detect, analyze and neutralize them in a timely manner. Destructive phenomena manifest themselves in the form of planning failures, incoherence of participants' actions, overspending of resources, technological violations and a decrease in the quality of the final result. Their nature is systemic, which requires an interdisciplinary approach to diagnostics and management. Scientific approaches to the study of the causes of destruction in construction production have undergone significant evolution – from intuitive and descriptive methods to analytical and digitally-oriented management models. If in the past attention was paid mainly to economic and technical aspects of efficiency, now the issues of system management of stability, adaptability and digital interaction of components of the organizational and technological structure are gaining increasing importance. Digitalization technologies play a significant role in the development of modern methods of analyzing destructive processes – in particular, BIM, ERP, CRM and Big Data Analytics systems. They create the opportunity not only to record deviations, but also to predict their occurrence by analyzing accumulated data in real time. Static models have been replaced by cognitive and analytical systems capable of self-learning and adaptation, which significantly increases the accuracy of management decisions. The study focuses on the need to transition from reactive strategies to predictive and analytical management, when the causes of destruction are determined not after the fact, but in the process of forming management decisions. It was found that the key factors of destructive processes are insufficient integration of information systems, organizational inertia, lack of managerial competencies and the absence of a unified methodology for assessing the sustainability of production systems. A conceptual model is proposed in which construction production is considered as an open system that constantly interacts with a dynamic external environment. This approach allows classifying destructions by their source of origin – technological, economic, social or informational – and determining the nature of the relationships between them.

Formation and evaluation of the effectiveness of an adaptive enterprise investment management system

Andriy KOZAK — 2025-11-25

Modern economic conditions require enterprises to implement new management models capable of ensuring efficiency, flexibility, and resilience to dynamic changes in the market environment. One of the most promising directions in this context is the development of an adaptive investment management system that integrates strategic, analytical, financial, and digital components into a single, cohesive architecture. The article provides a theoretical and practical justification for the concept of building such a system, outlining its operational principles, structural levels, and mechanisms for adapting to external and internal transformations.

The adaptive system is viewed as an evolutionary management structure capable of self-learning and adjusting its parameters in real time based on data analysis and predictive modeling. The core principles of its design include flexibility, integration, resilience, and technological advancement. The implementation of these principles ensures synchronization between an enterprise’s strategic goals and current economic conditions, minimizes risks, enhances investment efficiency, and promotes sustainable enterprise development.

Particular attention is devoted to digital tools that serve as the technological foundation of the adaptive system, such as analytical platforms Power BI and Tableau, artificial intelligence, machine learning, Big Data, ERP, and BI analytics. These technologies enable the creation of an integrated information-analytical platform that supports real-time decision-making, ensures visualization of performance results, monitors KPIs, and facilitates comprehensive risk analysis.

The results of the study confirm that the implementation of an adaptive investment system increases profitability, shortens the duration of investment project implementation, reduces uncertainty, and creates favorable conditions for scaling managerial decisions within a digital environment. Thus, the proposed concept possesses both theoretical significance and practical value, contributing to the enhancement of enterprise competitiveness under modern economic challenges.

Integration of artificial intelligence and bim technologies to ensure regulatory compliance and energy efficiency of buildings

Mykola FEDORCHENKO — 2025-11-25

The modern development of the construction industry is characterized by increasing demands for quality, energy efficiency, and compliance with regulatory standards, which necessitates the deep digitalization of design and management processes. The integration of Artificial Intelligence (AI) and Building Information Modeling (BIM) technologies establishes a new data management architecture, where design, technical, structural, and energy information are unified into a single intelligent system. This approach enables the automation of regulatory compliance verification, energy efficiency forecasting, and real-time decision-making processes.

AI serves as a key analytical tool capable of processing large datasets from BIM models and identifying deviations from design or regulatory parameters. The use of machine learning algorithms allows for predicting building behavior under various operational scenarios, assessing the influence of climatic and structural factors, and proposing optimal architectural and technological solutions. As a result, a dynamic digital environment is formed, where artificial intelligence becomes the core of a self-learning management system, and the BIM model serves as its informational foundation.

The use of the digital twin concept ensures a comprehensive representation of a building’s energy, technical, and spatial characteristics. This enables simulations, the analysis of design alternatives, energy loss calculations, and verification of compliance with state and international standards (DBN, ISO, EN). Such an approach provides architects, engineers, and facility managers with a powerful tool for making informed decisions based on real-world data.

The combination of AI and BIM not only enhances energy efficiency but also fosters a transition to intelligent design, where the system can autonomously detect inefficiencies, adjust models, and recommend optimal structural parameters. This results in reduced time and financial costs, minimized design risks, and improved quality of architectural and construction documentation.

Engineering and structural solutions for enhancing the stability of reconstructed buildings

Timur KUZMIN — 2025-11-25

The engineering and structural stability of reconstructed buildings determines the ability of their load-bearing systems to maintain equilibrium, shape, and functionality under various types of loads. During the reconstruction process, changes occur in the geometry, stiffness characteristics, and working conditions of structures, which necessitates a new approach to design and evaluation of their reliability. The influence of element modernization on the overall stability of the system makes it essential to analyze the stress–strain state, taking into account the interaction of materials, joints, and supports.

A particularly important role is played by the combination of analytical and numerical calculation methods, which ensure precise identification of zones of critical stresses, deformations, and loss of equilibrium. The finite element method makes it possible to model complex spatial systems, including defects, openings, and strengthening zones. Analytical approaches – Hooke’s law, equilibrium equations, and Euler’s formulas – make it possible to assess the strength reserve and critical stability parameters for individual elements. This combination of methods forms the basis for a comprehensive assessment of the effectiveness of reconstruction measures.

One of the key directions for improving stability is the strengthening of load-bearing elements. The use of steel reinforcement, jacketing, and composite materials allows for a significant increase in the load-bearing capacity of structures without dismantling or excessive increase in the building’s weight. Composites, such as carbon and basalt fibers, are characterized by high strength, low weight, and corrosion resistance, which ensures the durability of reconstructed structures. The application of such materials is particularly effective for historical or socially significant buildings, where minimal intervention in the existing structure is a critical requirement. The efficiency of different strengthening methods is evaluated through specific performance indicators – the ratio between the increase in load-bearing capacity and the cost. Comparative analysis confirms that composite systems demonstrate the highest technical results with long-term economic advantages. The combination of steel reinforcement with composite strengthening provides a balanced solution with optimal parameters of stability, cost, and technological complexity.

System of organization and functioning of mechanisms for ensuring the operational safety of buildings

Oleksandr TYSLENKO — 2025-11-25

The system of organization and functioning of mechanisms for ensuring the operational safety of buildings is considered as an integrated multi-level structure that combines technical, analytical, informational, and managerial components. In modern conditions of urban development intensification and the increasing complexity of architectural and structural solutions, it is essential to shift from fragmented methods of technical inspection to comprehensive management of operational reliability. The foundation of this process lies in the creation of digital-analytical monitoring systems capable of continuous observation of structural conditions, risk identification, material degradation forecasting, and prevention of emergency situations.

Operational safety of buildings is understood as the ability of a structure to maintain functionality, structural integrity, and user comfort throughout its entire life cycle. It encompasses technical stability, energy efficiency, resistance to external impacts, and adaptability to changes in the technogenic environment. The functioning of such a system is based on a multi-level architecture in which each level – from sensor monitoring to management decision-making – performs a specific function while remaining integrated into a unified information space.

The system includes diagnostic, analytical, prognostic, managerial, and digital modules that together ensure a closed data processing cycle. Sensor units collect primary parameters of the technical condition, analytical modules perform their evaluation, prognostic modules model development scenarios, and managerial modules implement preventive measures. The interaction among these components determines the system’s efficiency in preventing technical failures.

A key element of the concept is the notion of serviceability – a condition under which a building maintains its functionality without exceeding serviceability limit states (SLS). This concept is consistent with national and international standards, including EN 1990:2002 (Eurocode), ISO 13822:2010, and DBN V.1.2-14:2018. According to these documents, serviceability is evaluated not only by the strength and stability of structures but also by comfort, energy efficiency, vibration stability, and durability.

Conceptual principles of knowledge management in integrated systems for the implementation of construction projects

Iurii CHUPRYNA — 2025-11-25

Knowledge management is viewed as a strategic factor in ensuring the efficiency and innovativeness of construction projects in the modern dynamic environment. The information and cognitive potential of project teams becomes a key resource that determines the competitiveness, resilience, and adaptability of organizations. Unlike material resources, knowledge possesses a nonlinear nature – it is continuously renewed, enriched through participants’ interaction, and transformed as a result of the digitalization of management processes. The article substantiates the concept of an integrated approach to knowledge management, which ensures a continuous cycle of knowledge creation, accumulation, transfer, utilization, and renewal throughout the life cycle of a construction project.

Knowledge is interpreted as a dynamic system of interaction among experience, information, and analytics. The role of digital platforms, BIM technologies, and cloud-based knowledge repositories is emphasized as essential tools for integrating knowledge flows among project participants. The effectiveness of knowledge management is based on the coherence of information flows and the bidirectional communication between architects, engineers, contractors, and clients.

A methodological approach to quantitative measurement of knowledge efficiency is developed through specific indices – the Knowledge Utilization Efficiency Coefficient and the Integration Interaction Index. These indicators reflect the level of information exchange, response speed, reuse of solutions, and the degree of digital integration. The proposed models of the synergistic effect of knowledge management and the diffusion of knowledge over time demonstrate how collective learning enhances team performance and reduces decision-making time.

The practical significance of the study lies in the creation of a conceptual model of knowledge management that combines horizontal (intra-team) and vertical (managerial) information flows. This combination forms an integrated informational environment where knowledge acquires self-replicating properties, and collective competence grows geometrically. The proposed system establishes a foundation for the development of an intellectual management culture that ensures sustainability, flexibility, and effectiveness of construction organizations in the context of the industry’s digital transformation.

Architectural vulnerability during wars, natural disasters, and technological threats as a factor in the loss of sacred heritage

Valentyn HYRIA — 2025-11-25

Sacred architecture is one of the most valuable carriers of humanity’s spiritual and cultural memory, yet it demonstrates the greatest vulnerability during periods of war, natural disasters, and technological threats. The destruction of temples, monasteries, and sanctuaries leads not only to the loss of unique architectural forms but also disrupts the spiritual continuity of cultural identity. Architectural vulnerability under such conditions is considered a multifactorial process, in which physical, natural, social, and symbolic factors interact.

Wars test not only the structural integrity of buildings but also the spiritual resilience of societies. The deliberate destruction of sacred sites becomes an act of cultural genocide aimed at erasing collective memory. Natural disasters, in turn, reveal the material aging of temples and the technological limitations of past eras, while technological threats – pollution, vibrations, and climate fluctuations – cause hidden yet continuous structural degradation. The study emphasizes that the preservation of sacred heritage has both material and spiritual dimensions. Physical restoration of temples is impossible without resacralization of the space – restoring its original meaning through community participation, ritual practices, and the revival of historical memory. Several analytical models for assessing architectural resilience are proposed, including an integral vulnerability index, an equation of the structural-semantic energy of a temple, and a model of spiritual regeneration.

Particular attention is given to the role of digital technologies – 3D scanning, laser photogrammetry, and digital twins – that make it possible to record the condition of sacred structures and create precise virtual replicas to preserve them in the event of destruction. Thus, digital representation becomes a new form of memory that extends the life of architecture in virtual space. Architectural vulnerability emerges not only as a characteristic of physical structure but also as an indicator of a society’s spiritual maturity. Where preservation occurs – even in digital form – culture demonstrates its responsibility and awareness of its historical continuity. The preservation of sacred architecture is, therefore, an act of spiritual resistance that affirms humanity’s dignity and its capacity for renewal despite destruction.

Integration of digital technologies into the process of construction project management: analytical and informational dimensions

Valeriy KOLOMIIETS — 2025-11-25

The integration of digital technologies into the process of construction project management forms a new paradigm of planning, control, and decision-making in the industry. The development of digital platforms, artificial intelligence, IoT systems, ERP, and BIM technologies transforms classical static management models into dynamic, analytically oriented systems capable of responding to changes in real time. Digitalization ensures the creation of a continuous flow of information among all participants in the project cycle, providing conditions for automated rescheduling of works, resource optimization, and risk management.

A key role in this process is played by intelligent platforms that implement the principle of reconfigurable planning. They enable rapid adaptation of schedules and control procedures depending on changes in the external and internal environment. This approach allows for improved forecasting accuracy of time and cost, reduced deviations, and greater transparency in project implementation. The integration of IoT technologies, artificial intelligence, and cloud solutions creates opportunities for analytical management in real time.

Scenario modeling, digital twins, and GIS systems form the basis for developing predictive scenarios of project development. They make it possible not only to model alternative implementation options but also to assess risks, formulate response strategies, and create prerequisites for the resilience of construction enterprises to unforeseen changes. As a result, the integration of digital technologies into construction management ensures the transition from reactive to proactive management, where decisions are made based on real data and analytical models.

Thus, the modern digital ecosystem of construction project management combines tools for forecasting, analysis, optimization, and control, forming a comprehensive architecture capable of self-adaptation to new conditions. This opens prospects for creating “smart” construction enterprises, where every element – from design to operation – is subordinated to a unified information and analytical logic.

Evolution of concepts regarding the duration of the construction process: from regulatory approaches to integrated project planning models

Andriy BLONNYI — 2025-11-25

The evolution of concepts regarding the duration of the construction process reflects a profound transformation in project management approaches under dynamic market conditions. From rigidly regulated normative systems, where time was viewed as a fixed constant, the construction industry has transitioned to integrated models that consider the multifactorial, uncertain, and stochastic nature of temporal processes. Early approaches were based on standardized indicators focused on unified conditions for performing work; however, practical experience demonstrated their limitations due to the underestimation of external influencing factors. With the advancement of analytical and digital technologies, duration began to be perceived as a dynamic indicator of managerial system efficiency. Models emerged that account for the interdependence of time, resources, and financial indicators, as well as the system’s ability to respond to deviations. A particularly significant role in this evolution was played by network methods – CPM and PERT – which laid the foundation for the critical path principle. The subsequent development of stochastic and fuzzy models made it possible to treat time not as a rigid constraint but as a variable management resource.

In the digital era, the concept of duration is integrated with BIM modeling, KPI indicators, and analytical platforms that enable scenario planning, risk forecasting, and real-time schedule management. As a result, time ceases to be a passive element of control and transforms into an active management tool that ensures system flexibility and adaptability. Project duration is now regarded as the outcome of the interaction between technological, organizational, economic, and behavioral factors that determine the overall resilience of the construction process. In modern management, it becomes a criterion of enterprise maturity, reflecting not only the pace of task execution but also the quality of decision-making, communication efficiency, responsiveness to change, and the degree of digital integration.

Thus, the current interpretation of duration in construction has shifted from a purely calendar-based perspective to a system-analytical one, where time is viewed as a strategic asset capable of enhancing enterprise competitiveness, ensuring project resilience, and supporting continuous industry development. The evolution of approaches to duration management demonstrates that the future of construction lies in the creation of adaptive, digitally driven systems in which duration becomes a key parameter of strategic planning, fully integrated into the overall architecture of project management.

Assessment of trends and factors influencing the diversification of activities in the construction sector

Anatoliy BOSHTAN — 2025-11-25

In today’s context of economic instability and global transformations, the construction industry faces the need for a profound restructuring of its development strategies. One of the key tools for ensuring the resilience and competitiveness of enterprises is the diversification of activities, which not only minimizes risks but also creates new growth vectors. This study focuses on assessing the trends and factors influencing the diversification process in the construction sector, as well as determining the role of digital technologies and the regulatory environment in this transformation. The article systematizes the main directions of diversification – horizontal, vertical, functional, and regional – and analyzes their interaction with both external and internal determinants. It examines the influence of public policy, institutional frameworks, technological innovation, and the level of digital maturity of enterprises on the intensity of diversification processes. It has been established that modern companies are shifting from narrowly specialized business models to multifunctional structures capable of operating simultaneously in construction, asset management, energy efficiency, and digital services. Particular attention is paid to the impact of digital transformation, especially the implementation of BIM, IoT, AI, ERP, and PMIS systems, which act as catalysts for functional diversification. The study proposes analytical formulas for measuring the level of institutional attractiveness, digital penetration, and adaptive elasticity of enterprises, allowing for a quantitative assessment of their diversification potential. It has been revealed that sustainable diversification is possible only when a balance is achieved between internal resources (financial, human, digital) and external challenges (economic, regulatory, technological). The findings indicate that diversification has evolved from a defensive response to an active strategic mechanism for development, where flexibility, analytics, and digital integration serve as key factors of long-term efficiency. The concept proposed in the article allows diversification to be viewed not merely as a reaction to external challenges but as a proactive tool for shaping the future of construction companies within the digital economy.

Formation of scientific foundations for system monitoring under conditions of spatial and functional transformation of urbanized areas

Kyrylo KRYVDA — 2025-11-25

System monitoring of urbanized areas emerges as a fundamental component of managing contemporary cities, where spatial and functional processes evolve with unprecedented speed and complexity. Its essence lies in the creation of a unified information and analytical environment that integrates ecological, social, engineering, and managerial parameters of urban development. Monitoring ensures continuous feedback between environmental dynamics and managerial decisions, forming the basis for forecasting, adaptation, and the adjustment of spatial strategies. In the digital era, this function expands through the use of Geographic Information Systems (GIS), sensor networks, satellite observation technologies, artificial intelligence, and cloud platforms that enable the integration of multi-level data in real time.

System monitoring of urban space takes on the features of an adaptive system capable of identifying trends, assessing relationships between spatial changes and socio-economic processes, and determining critical points of development. Its structure is based on the principles of systematization, continuity, scalability, integration, and flexibility. The core idea is that observation of the city should not be limited to recording its current state but should evolve into an intelligent mechanism for prediction and decision support. This approach transforms the role of monitoring – from a purely technical control tool into a strategic element of urban management.

Within the framework of spatial and functional transformation, system monitoring serves as a mechanism for balancing development, resilience, and environmental comfort. Its implementation enables timely responses to change, assessment of resource efficiency, identification of potential risks, and optimization of the urban spatial structure. The modern city functions as a complex, multi-level system in which every decision affects the environment, infrastructure, and quality of life. In this context, system monitoring becomes not only a technological platform but also a scientific concept that combines analysis, forecasting, and management into a single model. Its mission is to ensure the sustainable, safe, and flexible development of urban areas, where data become a strategic resource for shaping the future.

Integrative model of flexible management: a synergetic combination of scrum, bim, and lean approaches

Bohdan SHCHERBAN — 2025-11-25

The modern construction industry operates under constant change driven by digitalization, dynamic market processes, and increasing project complexity. Effective management in such an environment requires a shift from linear hierarchical systems to integrative models that combine flexibility, visual analytics, and lean production principles. The flexible integrative management model, built on the synergistic combination of SCRUM, BIM, and Lean approaches, provides a foundation for adaptive responses to the challenges of contemporary construction. It involves the interaction of three management levels: SCRUM – as a methodology for iterative planning and team collaboration; BIM – as a digital platform for coordination and data visualization; and Lean – as a concept of continuous improvement and waste elimination. This combination ensures a balance between decision-making speed, resource efficiency, and the quality of final results.

The model is based on the principle of cyclical improvement: data obtained from the BIM platform are analyzed through the lens of Lean metrics and used to refine SCRUM iterations. This creates a continuous improvement loop where errors become an informational resource for development. The integrative system allows simultaneous control over time, cost, and quality indicators, forming an analytical basis for forecasting and risk management. In practice, such a model enhances project transparency, reduces conflicts, and accelerates managerial decision-making.

The synergy of SCRUM, BIM, and Lean creates a collaborative decision-making environment where project participants interact through a unified digital model, and each team can respond promptly to changes. The integrative model not only eliminates duplication of functions but also fosters the emergence of new managerial roles – versatile professionals capable of combining technological, communicative, and analytical competencies. This forms the foundation for transitioning from fragmented structures to self-organizing teams and transforms project management into a continuous process of learning and adaptation.

The integrative model of flexible management provides organizations with strategic stability and competitive advantage by enabling rapid adaptation to market changes, cost reduction, risk mitigation, and quality improvement. It represents not only a technological innovation but also a new managerial paradigm that unites flexibility, digital transparency, and system thinking in the field of construction management.

Ensuring system integration of participants in the investment and construction process, including investors, contractors, and stakeholders

Yuriy TSYMBALYSTY — 2025-11-25

System integration of participants in the investment and construction process is a key condition for the efficiency of modern projects operating within a complex, multi-level environment characterized by numerous financial, technological, and social interconnections. Its essence lies in the creation of a unified informational and managerial environment where the investor, contractor, and stakeholders act according to a coordinated decision-making logic, jointly set goals, monitor results, and ensure transparency in collaboration. Such integration goes beyond ordinary coordination, evolving into a structured mechanism for harmonizing strategic, tactical, and operational actions.

In modern construction practice, system integration is implemented through a combination of institutional mechanisms and digital platforms – BIM, CDE, and ERP – which ensure end-to-end information exchange, risk management, and synchronization of activities in real time. The investor forms the financial and analytical framework for management, the contractor is responsible for technical implementation, while stakeholders establish the regulatory and social context that influences the project’s pace and quality. Balance between these levels is achieved through a unified planning system, KPI alignment, digital interaction standards (ISO 19650), and adaptive monitoring mechanisms.

The integration model ensures dynamic alignment between the investor’s strategic priorities, the contractor’s operational processes, and stakeholder expectations. It contributes to the elimination of conflicts of interest, reduces coordination delays, and strengthens transparency and trust among participants. The key principles include data openness, shared responsibility, digital compatibility, and adaptability to external change. Digital convergence that combines CDE, ERP, and BIM systems forms the basis for integrated management, where each participant has a clearly defined role, access to relevant information, and analytical tools for decision-making. Within such an environment, management evolves from reactive to predictive – decisions are made based on analytics and scenario modeling.

This approach enables construction enterprises to achieve resilience, efficiency, and predictability in project implementation of any scale or complexity. It represents a transition toward a new paradigm of coordinated management, where technology, data, and collaboration merge into a unified system of continuous improvement and strategic control.

System of analytical indicators for assessing the effectiveness of management decisions in construction and investment activities

Oleksii MOLODKO — 2025-11-25

The system of analytical indicators in construction and investment activities serves as a key element in ensuring the validity, adaptability, and effectiveness of managerial decisions. Its purpose is to create a quantitative and qualitative foundation for evaluating the efficiency of management actions in a multifactor environment characterized by high uncertainty and inherent industry risks. These indicators make it possible to measure not only achieved results but also the quality of the decision-making process itself, revealing patterns and interdependencies between project parameters and the level of managerial influence.

The analytical indicator system in construction has a cascading structure that encompasses strategic, investment, operational, resource, and risk levels. It is based on the interconnection between indicators of different management tiers, ensuring a “cause-and-effect” logic and enabling the prompt identification of managerial gaps. A distinctive feature of this system is the integration of “hard” quantitative metrics (ROI, budget performance, risk dynamics) with “soft” indicators (employee satisfaction, communication quality, stakeholder trust). To aggregate data, weighted coefficients, fuzzy logic methods, and expert evaluation techniques are applied.

Special attention is given to analytical models that allow for measuring the dynamics of decision effectiveness over time, such as the composite management efficiency coefficient, system adaptability indicators, management reactivity measures, and the scenario stability index. Through these models, management gains not only a retrospective evaluation of results but also the ability to forecast future trends.

The implementation of an analytical indicator system transforms management from an intuitive process into an analytically grounded one. This enables the digital transformation of managerial processes, the integration of analytics into BIM and ERP environments, and the development of information-diagnostic platforms with data visualization dashboards. Consequently, the analytical indicator system becomes not only a tool for evaluation but also a means of enhancing strategic flexibility, ensuring enterprise resilience, and increasing competitiveness in the construction and investment market.

Creating a system of economic incentives for the implementation of innovative products and solutions

Volodymyr DOLHOPOLOV — 2025-11-25

The formation of an effective system of economic incentives for the implementation of innovative products and solutions is a fundamental condition for developing an innovation-driven economy and enhancing the competitiveness of enterprises. Its essence lies in creating a balanced structure of direct and indirect mechanisms of influence that provide not only financial support for innovations but also a favorable institutional environment for their realization. Such incentives act as moderators of economic behavior, directing economic agents toward adopting innovative decisions even under conditions of high uncertainty.

The system of economic incentives is based on the combination of financial, tax, administrative, informational, and regulatory instruments. Its key characteristic is adaptability – the ability to respond to changing market and technological conditions. Within the innovation stimulation model, a significant role is played by the interrelationship between the size of the incentive, the level of risk, and the innovation activity of enterprises. It has been established that even strong financial incentives lose their effectiveness in environments with high institutional risks or low trust in the regulatory system.

The institutional environment serves as the main filter for the perception of incentives. When effective legal guarantees, property rights systems, and mechanisms for monitoring funding compliance are absent, economic incentives fail to translate into real actions. Therefore, the economic efficiency of incentives should not be considered in isolation but rather in correlation with the quality of institutions, the level of transparency, and the governance structure.

The development of an incentive system requires a balance between supply-side instruments (tax benefits, subsidies, grants) and demand-side tools (public procurement of innovations, guarantees, export support). It is advisable to combine short-term financial measures with long-term mechanisms for building innovation infrastructure – technology parks, incubators, and venture funds. Such an approach creates an “affordable risk” environment that facilitates the transition from isolated innovative actions to a sustainable innovation culture.

The proposed concept of the incentive system covers three levels: the state (strategic and regulatory), corporate (investment and operational), and partnership (cluster and network). Each level involves specific mechanisms – from tax credits and innovation vouchers to programmed financing and repayable grants. Their effectiveness is determined by the system’s ability to synchronize the interests of investors, innovators, and society.

Theoretical foundations of management of construction enterprises under conditions of deviations

Yuriy VOVKOVYCH — 2025-11-25

The theoretical foundations of managing construction enterprises under conditions of deviations form the scientific and methodological basis for ensuring the stability and efficiency of the industry’s operations in situations of uncertainty. Deviations in construction refer to any changes in time, cost, quality, or work scope parameters that occur during project implementation. Their emergence is a natural consequence of the complexity, multifactor nature, and dynamism of the construction environment. Therefore, deviation management is considered not as a reactive function, but as an active component of strategic planning.

Modern management theory for construction enterprises is based on the principles of process orientation, adaptability, system integrity, and risk-based thinking. Management under deviation conditions involves continuous monitoring of key performance indicators, analysis of discrepancies between planned and actual values, evaluation of their causes and impacts, and the implementation of corrective mechanisms. Controlling models are applied to integrate financial, temporal, resource, and quality indicators into a unified information system.

Among the main management tools are plan–fact analysis, forecasting methods, risk assessment, and process management. A significant role is played by digital management systems (ERP, BIM, PMIS), which enable real-time monitoring and process adjustment. Theoretical approaches rely on the concepts of variance management, risk management, and adaptive management, which allow for minimizing the influence of unforeseen factors and increasing the flexibility of the organizational structure.

The key idea is that deviations do not always have a negative character. They can serve as sources of innovation and process improvement if the management system includes mechanisms for their analysis and for using the experience gained in future projects. Consequently, deviation management is viewed as an integrated element of corporate culture, forming an enterprise’s ability for self-organization and sustainable development.

Thus, the theoretical foundations of management under deviation conditions combine traditional project management tools with modern approaches in digital analytics, risk management, and behavioral decision-making models. This ensures the development of flexible, adaptive, and resilient construction enterprises capable of operating effectively even in unstable environments.

The economic nature of crisis phenomena in the activities of construction enterprises: sources, phases, and organizational-structural manifestations

Oleksandr SIEDINKIN — 2025-11-25

The economic nature of crisis phenomena in construction enterprises encompasses a systemic set of factors that shape the instability of their production, financial, and organizational structures. Crisis processes arise not only as a result of macroeconomic fluctuations or financial disruptions but also as reflections of internal dysfunctions that accumulate within the enterprise management system. Their sources have a multilevel nature – ranging from institutional and industry-level factors to intra-organizational causes. It is precisely this multidimensionality that determines the complexity of forecasting and overcoming crises.

The construction industry, due to its capital intensity, project duration, and dependence on external financing, is particularly vulnerable to crisis disturbances. Any change in resource costs, tax conditions, or regulatory frameworks can transform into systemic deviations affecting all levels of enterprise activity. At the same time, internal factors – inefficient management, overloaded structures, and the absence of adaptive strategies – can turn temporary instability into a deep organizational crisis.

The economic nature of crisis phenomena is defined by imbalances between expenditures and revenues, resources and needs, strategic objectives and operational decisions. Each phase of crisis development – from latent to acute and chronic – is accompanied by characteristic changes in managerial behavior, communication patterns, and power structures. External shocks (inflation, military actions, declining investment activity) intensify internal contradictions, which manifest as financial deficits, staff outflow, and violations of executive discipline.

The organizational and structural manifestations of a crisis are expressed through the loss of functional integrity, weakened control, interdepartmental conflicts, and the breakdown of horizontal links. In the final phase, administrative paralysis occurs, leading to a loss of manageability. However, it is precisely at this stage that mechanisms of anti-crisis renewal may emerge – restructuring, digitalization of management, and the implementation of risk-oriented strategies.

Integration of BIM technologies into the strategy of business process optimization of a construction enterprise

Dmytro RIZUN — 2025-11-25

The integration of BIM technologies (Building Information Modeling) into the strategy of business process optimization of a construction enterprise shapes a new management model oriented toward data, transparency, and analytical interaction. BIM serves as the central element of digital transformation, ensuring the comprehensive integration of architectural, engineering, financial, and logistical processes within a unified information-analytical environment. This approach creates prerequisites for synchronization among all structural units of the enterprise, reduces managerial errors, and increases the efficiency of decision-making.

A key effect of BIM implementation is the formation of an end-to-end digital cycle in which information is continuously updated and used for planning, control, and forecasting. BIM technologies enable integration with ERP, CRM, and SCM systems, creating an analytical “core” of management that unites the technical, economic, and organizational levels of enterprise activity. Digital models allow multidimensional analysis of processes in 4D–6D formats, taking into account temporal, financial, and operational parameters.

The efficiency of BIM depends on the maturity level of its implementation – from the isolated use of 3D models to fully developed digital twins that reflect the real state of an object in real time. Such an environment strengthens the potential of predictive analytics, creates conditions for risk management, cost optimization, and quality control throughout all stages of a construction project’s life cycle.

Integrating BIM technologies transforms management processes from reactive to proactive, where data analytics becomes the foundation for strategic decision-making. The digital interaction between humans, technology, and information forms a new management culture in which cognitive flexibility, systems thinking, and analytical transparency play key roles. BIM evolves beyond a design tool into an intelligent platform for sustainable development, efficient resource utilization, and increased competitiveness of construction enterprises.

Research on key concepts of economic technologies and their application in the development business

Roman OKSENCHUK — 2025-11-25

In the modern development business, economic technologies serve as a key factor in shaping an efficient, analytically grounded, and resilient management system. They combine digital tools, financial models, and analytical methodologies that transform the processes of planning, construction, and property operation into a single continuous value management cycle. The essence of economic technologies lies in the integration of managerial, informational, and investment functions within a digital environment that ensures transparency, accuracy, and adaptability of decision-making.

Development companies use these technologies to create flexible project management models, enhance the efficiency of resource planning, forecast risks, and establish new formats of interaction with clients and partners. Digitalization of management enables a shift from intuition-based decisions to data-driven management, where the leading role is played by ERP, CRM, and BIM systems, KPI dashboards, and Business Intelligence tools. In the context of development activity, economic technologies create the foundation for sustainable growth, reduction of operational costs, and strengthening of enterprise competitiveness. They enable the management of not only financial flows but also brand value, reputational risks, and levels of social responsibility – factors that have become particularly significant under the influence of global ESG trends.

A crucial role belongs to the integration of big data analytics and machine learning, which make it possible to forecast market trends, demand for real estate, and evaluate potential implementation scenarios for investment projects. This facilitates the transition to a new management paradigm – analytically-driven development, in which every decision results from multilayered digital analytics.

Thus, economic technologies become not only a means of improving business efficiency but also the foundation for the strategic resilience of companies operating in a volatile economic environment. Their application defines an enterprise’s capacity for innovation, managerial flexibility, and integration into the global processes of the digital economy.

Models of adaptive management under changing economic conditions in the real estate market

Bohdan MYKYTCHENKO — 2025-11-25

Adaptive management under volatile economic conditions is becoming a decisive factor for the development sector, where long investment cycles, high risks, and dependence on external factors converge. The growing economic turbulence, currency fluctuations, inflationary pressures, and regulatory transformations create an environment in which conventional management models lose their effectiveness. Adaptability emerges not only as a survival mechanism but also as a strategic development tool that ensures resilience, flexibility, and rapid managerial responsiveness.

The essence of the adaptive approach lies in the continuous adjustment of actions, strategies, and processes in accordance with the changing external environment. In the field of real estate development, this model integrates digital technologies, business analytics, forecasting, and scenario planning. The foundation of modern adaptive architecture is the integration of information systems – BIM, ERP, CRM, and Business Intelligence – which provide end-to-end control over financial, technical, and operational processes. As a result, management acquires a proactive nature focused on preventing deviations rather than eliminating their consequences.

Economic instability generates the need for flexible decision-making systems based on analytical instruments such as GAP, FMEA, and PESTEL analyses. These methods help identify strategic gaps, anticipate critical risks, and forecast external influences, forming a multilevel adaptation framework. In combination with digital KPI dashboards, they create a structure of adaptive controlling that records key performance indicators in real time, ensures informational feedback, and enhances managerial transparency.

The effectiveness of adaptive management depends not only on technological advancement but also on an organization’s readiness for internal transformation. Flexible management systems require decentralization of decision-making, delegation of authority, transformation of corporate culture, and the implementation of Agile and Lean Construction principles. This approach minimizes institutional barriers, accelerates communication, and shortens the time lag between risk detection and managerial response.

The development of adaptive models in the real estate business enables the integration of big data analytics, artificial intelligence, and machine learning to build predictive models that account for changing demand, resource costs, and macroeconomic parameters. Systematic implementation of these approaches shapes a new management paradigm – dynamic, analytically grounded, and digitally integrated.

Adaptive management in real estate development transforms the very logic of strategic thinking: from reactive responses to anticipatory forecasting, from fixed plans to variable scenarios, from intuitive decisions to data-driven analytical models. As a result, companies gain the ability not only to maintain stability under crisis conditions but also to turn market fluctuations into a catalyst for innovative growth, creating new competitive advantages in the global environment.

The role and significance of the developer’s operational activity in the construction sector

Yevhen IVINSKYI — 2025-11-25

The operational activity of a developer occupies a key position in ensuring the efficiency and stability of the construction sector. It encompasses the entire life cycle of a construction project – from initiation to commissioning – and determines the success of each implementation stage. The developer performs the functions of organizer, coordinator, and integrator, combining the management of resources, finances, risks, and quality. Modern operational activity is based on the principles of strategic flexibility, digital integration, and system-oriented management. Through the use of innovative technologies such as BIM (Building Information Modeling) and ERP (Enterprise Resource Planning), the developer creates a transparent system of planning, control, and forecasting. The development of digital platforms facilitates the integration of all participants in the construction process, improves communication efficiency, and reduces risks. Operational activity includes project, financial, risk, quality, and time management, ensuring the interconnection between the company’s strategic goals and its practical tasks at every level. A key factor of effectiveness is the developer’s ability to maintain a balance between economic feasibility, technical parameters, and social responsibility.

Risk management has become an integral element of operational activity, covering the identification, assessment, insurance, and mitigation of potential threats. The integration of sustainable development principles, environmental standards, and energy efficiency into development practice forms a new management paradigm. As a result, the developer’s operational activity not only ensures the effectiveness of individual projects but also contributes to the formation of an innovative, socially responsible, and competitive construction industry.

Additionally, operational activity includes the coordination of all stakeholders in the construction process – investors, contractors, architects, engineers, government authorities, and end users. A well-organized communication system allows the developer to ensure timely decision-making and coherence of actions among all project participants. In modern conditions, particular importance is given to the use of analytical platforms and business intelligence systems that make it possible to forecast market changes, model project development scenarios, and develop effective strategies for responding to external factors. The use of data management tools transforms operational activity into a dynamic ecosystem in which decisions are made based on objective information and predictive indicators.

Structurization and models of strategies for neutralizing investment risks in the construction industry

Oleksiy BODIANSKYI — 2025-11-25

Investment risks in the construction industry are among the key factors affecting the stability and profitability of projects. They are shaped by economic, political, technological, and legal changes that directly influence the financial outcomes of development companies. Effective risk management is based on their structuring, systematic classification, and the selection of optimal neutralization strategies. A comprehensive approach to risk management allows not only to minimize potential losses but also to increase the investment attractiveness of enterprises.

Within construction projects, financial, legal, environmental, technological, and organizational risk models are applied, each requiring targeted control measures. The use of strategies such as insurance, diversification, hedging, establishment of reserve funds, and contractual mechanisms makes it possible to minimize the negative impact of internal and external factors. Applying a systematic approach enables risk analysis at every stage of project implementation – from design to commissioning. Risk modeling based on analytical tools (SWOT, PESTEL, and GAP analyses) increases the accuracy of forecasting and the effectiveness of managerial decision-making.

Particular attention is given to the integration of modern information technologies that ensure real-time risk monitoring, resource optimization, and process control. The neutralization of risks in construction has a strategic nature and involves creating the conditions for sustainable industry development. The introduction of innovative management models enhances the financial resilience of enterprises, reduces losses from unforeseen events, and ensures the efficiency of the investment process.

The structuring of risks, combined with adaptive neutralization strategies, forms the foundation of a modern construction project management system focused on forecasting, preventive actions, and long-term business stability. This approach strengthens the competitiveness of the industry, builds investor confidence, and increases the attractiveness of the investment market.

Formation of a cluster model of stakeholders taking into account the interdependence of interests, resources, and influences

Yehor ANANKO — 2025-11-25

The formation of a stakeholder cluster model in construction development is a key stage in creating a management system based on the interdependence of interests, resources, and influences. In today’s environment of complexity and dynamism in development processes, traditional hierarchical management approaches are losing effectiveness, giving way to network-based models built on the principles of complementarity and mutual balance. The cluster model ensures the integration of participants in the construction process into a unified system, where the efficiency of interaction is determined not only by the distribution of resources but also by the structure of communications, the level of trust, and the alignment of interests. The foundation of cluster formation is the vector model of multidimensional stakeholder positioning in the I–R–V space (Interests – Resources – Influences). Its application makes it possible to determine the degree of interdependence between actors and identify potential zones of instability. Each cluster functions as an adaptive subsystem with its own management logic, depending on the dominant type of connections – resource-based, interest-based, or political. Determining the threshold limits of interaction helps to prevent destabilization and maintain dynamic equilibrium within the system.

Particular attention is given to the concept of resource complementarity, according to which stability is achieved through the mutual balancing of deficits. Stakeholders are viewed not as autonomous actors but as interconnected nodes of exchange, where one participant’s resource compensates for another’s shortage. This approach promotes a shift from competition to cooperation, which is critically important for enhancing the resilience of development clusters. Additionally, the model considers the dynamic aspect – the changing roles of stakeholders depending on the project phase. This ensures adaptation to external environmental changes and maintains institutional flexibility. The use of formalized interaction indicators (Ψ, Ω, Θ) allows for the quantitative assessment of connectivity levels and the identification of critical coordination points. The integration of these parameters into the management system creates a self-regulating mechanism that enables the prediction of network tension and its timely mitigation.

The proposed cluster model combines mathematical analytical tools with the managerial logic of modularity, making it an effective instrument for strategic planning under uncertainty. It provides a balance between centralized control and decentralized initiative, creating the preconditions for sustainable industry development and strengthening the competitiveness of development systems.

Theoretical approaches to the economic structurization of a construction enterprise

Taras YAKYMCHUK — 2025-11-25

The economic structurization of a construction enterprise is a fundamental process that determines its operational efficiency, stability, and ability to adapt within a changing market environment. It encompasses the formation of a rational organizational and functional model, the optimization of the resource base, financial flows, and management processes. In its classical interpretation, structurization is viewed as the organization of all economic elements of an enterprise in accordance with the principles of efficiency and sustainable development. Under modern conditions, this process acquires a dynamic nature, taking into account digitalization, management automation, and the need for rapid response to external challenges.

A construction enterprise functions as a complex system in which economic structurization ensures the coordination between production, financial, personnel, and technological subsystems. Its key aspects include resource-based, financial, organizational, and institutional approaches. The resource-based approach focuses on the optimal utilization of material, labor, and financial resources. The financial aspect relates to modeling capital flows, managing investments, and selecting effective sources of financing. The organizational approach defines the management structure, interaction between departments, coordination mechanisms, and the distribution of functions. The institutional approach considers the influence of legislation, industry standards, and state regulation on the economic structure of the enterprise.

Modern economic structurization is oriented toward digital transformation, integrating information technologies, artificial intelligence, BIM, and ERP systems into management processes. This integration allows for greater precision in planning, control, and forecasting. Of particular importance is the enterprise’s financial model, which combines internal and external resources, forming a balanced system for project support. Effective structurization contributes to improved labor productivity, reduced costs, and strengthened market competitiveness.

Thus, theoretical approaches to the economic structurization of construction enterprises are based on a synthesis of classical economic principles and modern digital solutions aimed at ensuring sustainable development, management efficiency, and adaptability to economic change.

Use of resource management systems (erp, bim) in industrial construction

Oleksandr IVANYNA — 2025-11-25

The integration of Enterprise Resource Planning (ERP) and Building Information Modeling (BIM) systems in industrial construction forms a new management paradigm focused on digital synchronization, transparency, and improving efficiency across all stages of a facility’s life cycle. The development of these technologies makes it possible to unite financial, material, temporal, and geometric data within a single information environment that ensures end-to-end resource management – from planning to operation. ERP systems provide centralized control of resource, financial, logistics, and personnel flows, while BIM focuses on visual and analytical modeling of the facility. Their integration creates an intelligent management platform capable of responding to changes in real time.

The core idea lies in the creation of a Common Data Environment (CDE), where information is synchronized among all project participants, minimizing the risk of data duplication or loss. ERP systems gain direct access to BIM model parameters, allowing for the automatic updating of cost estimates, delivery schedules, work volumes, and equipment utilization levels. Through the use of API connections, IFC and COBie formats, and cloud-based platforms such as Autodesk Forge or Trimble Connect, an integrated interaction between systems is achieved. Such solutions enable simulated forecasting, model-based execution (MBE), and the creation of a Digital Twin of the facility.

In industrial construction, ERP and BIM function not only as technical tools but also as strategic mechanisms for enhancing efficiency – reducing cost overruns, optimizing logistics, shortening implementation timelines, and controlling risks. Mathematical models describing ERP+BIM interactions, including analytical efficiency functions and digital deviation risk vectors, make it possible to quantitatively assess the results of digital integration. Efficiency is treated as an integral function dependent on the level of digital maturity, the speed of data updates, and the system’s scenario adaptability.

Thus, the use of ERP and BIM in industrial construction provides the foundation for establishing a digital management ecosystem in which decisions are based on reliable data, and processes are monitored in real time. This approach improves planning accuracy, enhances project resilience, and strengthens the competitiveness of the construction industry.

Analysis of the structure and factors determining the economic parameters of multiproject interaction in the construction industry

Myroslav POLZIKOV — 2025-11-25

Multiproject interaction in the construction industry reflects a complex system of economic, financial, organizational, and temporal interconnections between projects within a unified portfolio. It forms a specific type of economic architecture in which the performance of each project is determined not in isolation, but through a network of mutual influences. The key factors defining the economic parameters of such a system include resource interdependence, joint financing, regulatory constraints, technological overlaps, and temporal correlations in project execution. Each of these factors manifests through synergistic or conflict effects that shape the dynamics of an enterprise’s financial stability.

Effective management of multiproject interaction requires the application of a factor – structural approach that enables the quantitative description of nonlinear interactions among portfolio elements. The proposed model of integral efficiency E(t) treats financial outcomes as a function not only of individual project profitability but also of interdependence coefficients δᵢⱼ(t), which measure the strength of cross-influences between projects. This approach allows identifying both synergy effects (shared resource use, procurement optimization) and cannibalization effects (internal competition, resource overload).

Of particular importance are cross-financial loadings that arise from fund transfers between projects to maintain liquidity. They play a dual role – providing short-term portfolio stabilization while simultaneously creating risks of long-term instability through depletion of internal reserves. The mathematical function of financial tension Fₙᵗ(t) reflects the dynamics of these processes, accounting for time lags, compensatory flows, and the degree of mutual financial dependency among projects.

Factor–structural analysis in multiproject systems serves as a key forecasting tool. It enables the identification of nodal portfolio elements where risks concentrate and the determination of critical points of destabilization. Its application lays the foundation for developing digital twins of construction enterprises and implementing analytical monitoring systems that ensure proactive risk management. Consequently, multiproject interaction is viewed not as a set of isolated processes but as a unified dynamic economic system whose efficiency depends on the coherence, adaptability, and resilience of its internal interconnections.

Organization of technological processes when performing dismantling works of destroyed real estate objects

Ivan PEREGINETS — 2025-11-25

The article considers innovative methods of organizing technological and management processes when performing dismantling work on destroyed buildings and structures. This topic is relevant for the restoration of housing stock, industrial, administrative and commercial buildings, and infrastructure of settlements that were destroyed as a result of Russian military aggression. In this work, significant attention is paid to the technical aspects of dismantling, which ensure the effective implementation of the technological process, as well as environmental requirements aimed at decarbonization with a reduction in negative impact on the environment. Construction waste management methods are highlighted, which include recycling from: utilization, processing and reuse of the obtained raw materials. Optimal algorithms for performing dismantling work on structural elements are proposed, which take into account improved safety principles and minimize risks to people and the environment. An economic analysis of the effectiveness and environmental feasibility of using various dismantling methods and technologies is carried out, and their impact on the quality of secondary products is considered. Examples of the use of special equipment, inventory and robotic systems with remote control of dismantling work are given. The impact of organizational and technological solutions on the quality and speed of work and their environmental component is studied. The fundamental differences between traditional and modern dismantling methods are revealed with an emphasis on the implementation of integrated innovative approaches to work. The economic and environmental feasibility of using secondary resources in new construction projects as an element of a closed cycle that ensures sustainable development of community territories is proven.

The results of the work can be used to develop local and regional plans for the restoration of territories, improve work technologies, and the regulatory framework, and form national and regional development strategies.