INTELLIGENT MODELS FOR VALUE MONITORING IN PROGRAMS AND PROJECT PORTFOLIOS

This article proposes a conceptual model integrating the Earned Value Management (EVM) method with sustainable development indicators to monitor the value of programs and project portfolios. The study addresses the growing need to reconcile traditional project management tools with long-term societal value, especially in the context of Ukraine’s post-conflict recovery and large-scale infrastructure, energy, and social initiatives. Conventional EVM techniques effectively control time, cost, and scope but lack mechanisms to capture ecological, social, and economic dimensions that define the true long-term value of projects. This gap creates a disconnect between established management practices and stakeholder expectations aligned with the Sustainable Development Goals (SDGs). The research analyzes recent scientific approaches and international standards (PMI, ISO, IPMA) related to value measurement, emphasizing the multidimensional nature of value encompassing economic, social, environmental, technical, and symbolic aspects. It highlights the necessity of adapting EVM to incorporate sustainability metrics and stakeholder priorities, enabling a comprehensive assessment of project outcomes beyond immediate outputs. The proposed Value Monitoring Model (VMM) integrates classical EVM parameters (time, cost, scope) with sustainability and impact indicators (CO₂ emissions, job creation, labor productivity) to form a composite Value Monitoring Index (VMI). This index quantifies the contribution of projects and portfolios to national sustainable development targets, facilitating transparent, evidence-based decision-making. The model includes a five-stage implementation process: stakeholder requirements collection, indicator mapping, result aggregation, dynamic monitoring via integrated dashboards, and feedback-driven adaptive management. A practical application example demonstrates the model’s ability to quantify the gap between current performance and stakeholder needs, track progress in renewable energy targets for Ukraine, and calculate value realization ratios. The approach supports early identification and correction of sustainability issues during project execution. In conclusion, the model offers a robust framework for aligning project management with long-term societal goals, enhancing transparency, and supporting strategic planning in Ukraine’s recovery efforts. Future research will focus on refining mathematical models for indicator weighting and validating the approach with real-world data.