THE MECHANISM OF PROJECT MANAGEMENT IN CONSTRUCTION WITH INVOLVEMENT OF INDEPENDENT CONSULTANT

In the context of Ukraine’s post-war recovery and increasing European integration aspirations, the effective management of construction projects has become a strategic imperative. The complexity of modern construction projects, growing environmental and sustainability requirements, and involvement of multiple stakeholders highlight the limitations of traditional management models in Ukraine, particularly the linear scheme involving a client, general designer, and general contractor. These models often fall short in ensuring robust planning, quality assurance, timely delivery, and budget adherence – key challenges that are especially critical during national reconstruction efforts. This article investigates an alternative approach: engaging an independent consultant, commonly known as a Project Management Consultant (PMC), as a core mechanism of project governance. The consultant plays a dual role: as an impartial intermediary representing the client’s interests and as a qualified project manager capable of harmonizing the goals of all project stakeholders. The article analyzes the advantages of such involvement through international case studies. Also, the author evaluates international project management standards such as PMBOK® Guide, ISO 21500, and PRINCE2, and reviews standard forms of construction contracts like FIDIC and NEC that formalize the consultant’s role in construction projects. The analysis of Ukraine’s regulatory environment reveals the lack of comprehensive national standards for project management and inconsistencies in the legal definition and qualification requirements for independent consultants, which limit broader involvement of such specialists. The study concludes with recommendations to harmonize Ukraine’s legal and regulatory framework with international practices, develop a professional standard for independent project managers, and pilot PMC-based models in strategic construction sectors. The proposed approach offers a practical pathway to improve efficiency, transparency, and quality in Ukraine’s reconstruction process.

Authors

Publication Details

Journal
Eastern Europe economy business and management
Published
2025-01-01
DOI
https://doi.org/10.32782/easterneurope.47-8
Primary Topic
Construction Project Management and Performance
Type
article
Field-Weighted Citation Impact
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article

THE MECHANISM OF PROJECT MANAGEMENT IN CONSTRUCTION WITH INVOLVEMENT OF INDEPENDENT CONSULTANT

Maksym Dronov
Eastern Europe economy business and management
Construction Project Management and Performance
article

THE MECHANISM OF PROJECT MANAGEMENT IN CONSTRUCTION WITH INVOLVEMENT OF INDEPENDENT CONSULTANT

Maksym Dronov
article en

Abstract

In the context of Ukraine’s post-war recovery and increasing European integration aspirations, the effective management of construction projects has become a strategic imperative. The complexity of modern construction projects, growing environmental and sustainability requirements, and involvement of multiple stakeholders highlight the limitations of traditional management models in Ukraine, particularly the linear scheme involving a client, general designer, and general contractor. These models often fall short in ensuring robust planning, quality assurance, timely delivery, and budget adherence – key challenges that are especially critical during national reconstruction efforts. This article investigates an alternative approach: engaging an independent consultant, commonly known as a Project Management Consultant (PMC), as a core mechanism of project governance. The consultant plays a dual role: as an impartial intermediary representing the client’s interests and as a qualified project manager capable of harmonizing the goals of all project stakeholders. The article analyzes the advantages of such involvement through international case studies. Also, the author evaluates international project management standards such as PMBOK® Guide, ISO 21500, and PRINCE2, and reviews standard forms of construction contracts like FIDIC and NEC that formalize the consultant’s role in construction projects. The analysis of Ukraine’s regulatory environment reveals the lack of comprehensive national standards for project management and inconsistencies in the legal definition and qualification requirements for independent consultants, which limit broader involvement of such specialists. The study concludes with recommendations to harmonize Ukraine’s legal and regulatory framework with international practices, develop a professional standard for independent project managers, and pilot PMC-based models in strategic construction sectors. The proposed approach offers a practical pathway to improve efficiency, transparency, and quality in Ukraine’s reconstruction process.

Eastern Europe economy business and management(2(47))
Openalex Percentile: Top 82%
Construction Project Management and Performance
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