Organizational and economic mechanism of investment project management as a factor in the development of a high-tech enterprise

This article clarifies the concept of “organizational and economic mechanism of the investment project management system of a high-tech enterprise” as a complex of interconnected organizational, economic, legal, and managerial elements that ensure the formation of goals, the allocation of resources, the application of management methods, and the coordination of the participants' activities at all stages of project implementation. A two-level structure of the mechanism is proposed and schematically shown, including the strategic level (project manager, goal setting, resource allocation, and control of final results) and the process level (process managers, the transformation of input requirements and resources into specific results, responsibility for the results of specific processes, product quality, and its compliance with requirements). Five groups of mechanism elements are identified, namely, strategic (methodological, marketing, financial and economic, design, and technological tools), process (planning, coordination, resource allocation between processes, time and cost control), supporting (organizational structures, legal norms, information, technical and technological, and personnel support), coordination and control (feedback, deviation monitoring, corrective actions, risk and change management), and resulting (assessment of economic, social, and technological effects). Key goals and objectives are defined for each level. For the strategic level, this is the achievement of a strategically significant result within the constraints of time, budget, quality, and resources; for the process level, this is the implementation of the investment plan with the required characteristics. It is substantiated that the presence of a closed feedback loop, delineation of areas of responsibility, and assessment results impart adaptability to the mechanism, allowing for timely adjustments to goals, deadlines, budget, and organizational decisions. It is concluded that effective investment project management in a high-tech environment requires not disparate tools, but a holistic mechanism with two-way links between management levels