Selecting the optimal approach to managing digital transformation projects in the construction industry

Currently, various industries and sectors are actively digitalizing. The construction sector is no exception. The use of BIM modeling and digital twin technologies helps reduce project implementation time and the number of errors, improve safety, and generally optimize the management of capital construction projects at all stages of the life cycle. However, the process of transformation and transition of construction companies to the next level is not clearly defined and structured. Therefore, more than two-thirds of digital transformation projects fail. Companies typically implement this transition through trial and error, despite the existing foundation in project management. The research objective is to select the most appropriate project management methodology for those transitioning to digital management of construction projects. Methods. This paper presents a comparative analysis of the three most common project management approaches: Waterfall, Agile, and Hybrid. Given the specifics of construction projects, the most important criteria for comparing methodologies were identified: clarity and comprehensibility of algorithms, documentation, deadlines, and adaptability (flexibility). Using the analytical hierarchy process (AHP) method, the optimal option was identified. Results. The classic (waterfall) approach is the most preferable for digital transformation projects in construction project management. Conclusion. The choice of a cascade (waterfall) approach is primarily due to the complexity of the digitalization process and the need to describe and document subsequent algorithms for working with virtual models. Subsequently, as organizations accumulate the necessary experience and competencies, they can move to hybrid and even agile approaches. For mature cloud organizations, the agile management model is becoming the standard operating mode.