INFORMATION SUPPORT ARCHITECTURE OF THE PROJECT MANAGEMENT OFFICE FOR MANAGING DIGITAL TRANSFORMATION PROGRAMS

Digital transformation in organizations is generally implemented not as a single project but as a coordinated set of interrelated initiatives. For example, a bank modernizing its core system may simultaneously develop a new digital customer channel and undertake cloud migration. Such initiatives are commonly linked by a shared sponsor, limited resources, and a cumulative expected benefit that cannot be adequately assessed within the boundaries of an individual project. Accordingly, the transition from project-level to program-level management introduces additional information requirements. These include understanding inter-project dependencies, coordinating the allocation of scarce technical specialists across initiatives, and monitoring benefits whose realization depends on the combined outcomes of several projects. Although conventional project management information systems (PMIS) effectively support schedule, cost, and risk monitoring at the project level, they do not necessarily provide the information required for these program-level tasks. As a result, project management offices (PMOs) may need to develop additional reporting and coordination mechanisms. This article addresses this information gap. The risks associated with digital transformation projects are systematized into five groups: technological, financial, organizational, data-management, and strategic. Corresponding risk management measures are also considered, taking into account findings from critical-success-factor research and the specific volatility faced by Ukrainian organizations implementing digital transformation under wartime conditions. A four-level architecture for information support of digital transformation program management is proposed. It comprises data collection at the project level, aggregation at the program level, decision support for the project management office, and a strategic level linking the program with the organization’s digital transformation portfolio. The architecture incorporates a dependency map, consolidated resource allocation, benefit-tracking indicators, aggregated risk information, and benefit-realization reporting. Three conditions necessary for its effective functioning are identified: a shared data taxonomy applied across program projects, an adequate level of PMO process maturity, and a regular management practice in which aggregated information is used to support decisions. The proposed architecture provides practical guidance for project offices coordinating concurrent digital transformation initiatives and establishes a basis for further empirical validation across industries.