Digital Transformation of Project Management in a Large Energy Holding Company: An Organizational and Technological Model

The article proposes an organizational and technological model for improving project management in a large diversified energy holding company, aimed at enhancing the efficiency of the corporate project management system (CPMS) under conditions of accelerated digital transformation, software import substitution, and tightening requirements for critical information infrastructure (CII) facilities. Based on an analysis of IT project management approaches at four of Russia\'s largest energy companies (PJSC Rosseti, En+ Group, PJSC Gazprom, PJSC Inter RAO), systemic limitations of current practice are identified, and a three-level improvement model is substantiated: at the organizational level – the introduction of the Digital Asset Owner (VCA) role; at the technological level – a transition to a domestic PPM platform with dual-circuit integration of the production and financialeconomic circuits; at the financial level – bank monitoring of projects using the digital ruble and smart contracts. Individual components of the model have been piloted at PJSC Inter RAO taking into account industry-specific factors and regulatory requirements.