Research of the toolkit features for the evaluation and development of project-oriented management in a full cycle engineering company

Introduction. Analysis of existing foreign and Russian project management maturity models revealed the absence of tools for assessing the maturity of project management, which would take into account the specifics of the functioning of engineering companies and the implementation of engineering projects. The uniformity of such models limits the list of evaluated aspects of project management, which does not allow to fully cover the project management processes operating in engineering companies. Such processes should include engineering, management of intangible assets, control and acceptance of the results of engineering works, management of construction and installation works, and so on. To solve the problem, it is necessary to develop special tools for the assessment and development of project management, which will take into account engineering-specific processes. The toolkit will allow to quantify the degree of implementation of the project approach to the activities of an engineering company and to plan the continuous improvement of the processes and tools of project management in it. The subject of the research is the development of tools for assessing and developing project-oriented management in a full-cycle engineering company. Materials and methods. Applied the method of comparative analysis, survey method and method of semi-structured interviews. Results. The article formulates the features of project management in engineering companies. The main types of maturity models of project management are considered, their distinctive features are revealed. Tools for the evaluation and development of project management for the Russian engineering company full cycle are formulated. The assessment of the levels of formalization of project management processes was carried out, their current and target states were determined. Set of measures for the development of processes and tools of project management is planned. Conclusions. The toolkit for project management evaluation and development proposed in the article allows to carry out structural analysis of project management processes and the level of their formalization, to implement improvements based on the results of evaluation not only in the engineering company under consideration, but also in project-oriented organizations implementing similar projects.