project-oriented approach, as the relationship management techniques with company strategy

In the development of modern methods of project management, it is evident that project-oriented approach is not in any individual cases, but quite the contrary – is increasingly becoming the standard way of managing the company. More and more types of work in organizations run as projects, including – in the field of strategic management. Shifting the mana-gement on strategic planning, it is a characteristic feature of modern management, existing in a market economy. This article discusses a number of important issues related to the main problems of project-oriented modern enterprise management: lack of communication mana-gement with strategic planning, the need to assess the effectiveness of project management, planning of projects and operational management of projects. An example in which the parties presented the problem of project management without regard to real strategic objectives of the company. Formed requirements for a new methodology for assessing project management systems, taking into account the clear relationship with the management of the company’s strategy and, as a consequence – the best integrity of the performance of the project approach.

Purpose. Identify the key problems of the modern approach to project-based management, to identify and prove the example of the need for relationship management methods applied to the strategic objectives of the company.

Methodology. The methodology used, based on a systematic approach to evaluating the effectiveness of project management in enterprises; methods of empirical research, methods of economic and statistical analysis, the theory of comparative assessment of the effectiveness of management solutions.

Results. Revealed and presented the problematic side of design-oriented management on the example of IT-companies. Formed requirements for a new methodology for assessing pro-ject management systems, taking into account the clear relationship with the management of the company’s strategy and, as a consequence – the best integrity of the performance of the project approach.

Practical implications. The given results and conclusions necessary for further development of a unique methodology for assessing the effectiveness of corporate project management systems, taking into account the clear relationship with the management of the company’s strategy and, as a consequence – the most holistic approach reflecting the effectiveness of the project in one way or another company.