Models of Management of Innovative Projects in the Context of Digital Transformation of the Business Environment

Purpose: The study assesses the effectiveness of innovation project management models under digital transformation and proposes an integrated approach for Ukrainian enterprises. Design/Methodology/Approach: The paper combines qualitative and quantitative analysis methods. Using six literature sources, the paper rated the Waterfall, Stage-Gate, Agile, and Hybrid (Agile + Stage-Gate) models for flexibility, control, responsiveness to change, and suitability for digital innovation. The digital intensity of enterprises, taken as readiness for the top-rated models, is the integration point. A regression relates the share of innovatively active enterprises in 2022 to the Eurostat Digital Intensity Index in 28 countries (27 EU member states and Norway). Research Limitation: Eurostat data do not record which models enterprises use, so adapting hybrid models to enterprises with different levels of digital maturity needs enterprise-level research. Findings: The results confirmed a statistically significant positive relationship between digital intensity and innovation activity across countries. The comparison rates the hybrid model as the most effective. According to the regional comparison, such models are common practice in most EU countries, whereas in Ukraine their implementation remains gradual and fragmented. Practical Implication: The study recommends a gradual transition of Ukrainian enterprises to hybrid models and stronger digital competencies of personnel. Social Implication: Modern management models support sustainable digital transformation and enterprise competitiveness. Originality/Value: The study proposes an integrated hybrid model of innovation project management with three levels (strategic: Stage-Gate; tactical: Agile; operational: digital tools and team competencies) and links its applicability to enterprises' digital intensity.