Substantiation of Management Innovations in the Processes of Creation of Project Values at Enterprises

This is the authors' abstract. We don't add key points for this paper.

The project value management model proposed in the work reveals a certain sequence of actions and tools for identifying, balancing, creating, checking relevance, and tracking the long-term consequences of using the project value, largely solves unresolved theoretical issues, provides not only the formation of conditions for ensuring the project value in all its manifestations and for a wide range of stakeholders but also tracking of the long-term results and creation of a knowledge base in the post-project period, which increases the efficiency of the project activities of the company and its competitiveness. The approaches formed during the study regarding the positioning of stakeholders, the identification of the impact of each of them on the project and the ranking of their value expectations together with methodological recommendations to ensure a balance of the project’s value characteristics are the prerequisites for creating the expected value for each project stakeholder and reducing the risk of conflict of interest. The successful implementation of the company's value direction in terms of its project activities involves the introduction of a number of organizational measures, among which the priority ones include, as an analysis of the practice of enterprises in the field of electricity supply services shows, the inclusion of the recommendations proposed in the work into corporate provisions for project management, as well as the creation of structural units, which, based on generalized experience and knowledge, would form and implement a set of tasks for project value management in their activities. This is one of the key components to ensure the effectiveness and efficiency of project-oriented enterprises.