ECONOMIC AND MATHEMATICAL MODELLING OF STRATEGIC MATURITY OF PROJECT MANAGEMENT IN THE ENERGY SECTOR

Abstract

The relevance of the article is determined by the current challenges of Ukraine's energy system, which, despite massive Russian missile attacks, has joined the European system and gained energy independence. In the context of energy terror, effective project management in the energy sector is an important and urgent issue for the Ukrainian energy sector, which is not only a tool for implementing individual initiatives but also a key factor in the sustainable development of enterprises, determining their ability to transform, adapt and succeed in the face of modern energy challenges. The article proves that the development of an effective project management model is of great strategic importance for energy companies, as it ensures their flexibility, risk resilience, resource efficiency, and ability to innovate. The integration of digital technologies, flexible management methodologies, environmental approaches, risk management, and staff development are key factors that contribute to the successful implementation of projects and ensure the sustainable development of enterprises in the current global economy. The global energy transformation, which involves the transition to more sustainable, environmentally friendly and digitalised solutions, places new demands on companies in the industry, forcing them not only to adapt their management models but also to integrate modern project management methods. In this context, the concept of project management maturity becomes especially relevant, which allows assessing the level of development of an enterprise in terms of project management efficiency, decision-making flexibility, and the level of digital technology implementation in management processes. It has been established that the difference in the maturity levels of energy companies determines their ability to implement advanced technologies such as artificial intelligence, blockchain, big data, and the Internet of Things, which are key elements of digital transformation. Enterprises with a high level of project maturity demonstrate significantly better performance, management flexibility, and economic sustainability, while less adapted companies risk losing competitive advantages due to outdated management approaches, low process integration, and lack of strategic risk management. The key role of effective project management in the energy sector is argued, which is not only a tool for implementing individual initiatives, but also a key factor in the sustainable development of enterprises, determining their ability to transform, adapt and succeed in the face of modern energy challenges. The article details the indicators of energy sector enterprises operating in the project management format, which go through a complex process of evolution, including gradual improvement of management approaches, adaptation of technologies, optimisation of the organisational structure and formation of strategic goals in accordance with the dynamic challenges of the energy market. It has been determined that within this development, some companies demonstrate a high level of project management maturity, ensuring effective planning, resource allocation and implementation of innovative technologies, while others face difficulties in scaling processes, insufficient coordination between departments and low project implementation efficiency.