Organizational Models for Managing Parallel Construction Projects in Regional Development

Gocha Kalandadze

Gocha Kalandadze

Keywords: regional development, construction projects, multi-project management, construction portfolio, project coordination, resource allocation, organizational models

Abstract

This article addresses the problem of managing parallel construction projects within the context of regional development. The study was conducted as a systematic review of scientific publications and aims to identify organizational mechanisms that ensure the coordinated implementation of a large number of interrelated construction projects. Particular attention is given to the transformation of management challenges when moving from individual projects to construction programs and project portfolios. A comprehensive analysis of contemporary approaches to resource coordination, project management office organization, portfolio management, and digital integration of construction processes was carried out. The findings indicate that as the number of simultaneously implemented projects increases, the primary management challenge gradually shifts from the level of individual projects to the level of inter-project coordination. It is demonstrated that neither complete project autonomy nor rigid centralized control can fully address the complexities of a multi-project environment. Based on the analysis, the author developed the Hybrid Multi-Site Construction Management Model, which combines centralized construction portfolio coordination, autonomous site-level management, and a unified information environment. The proposed model extends existing perspectives on organizational principles for multi-project construction management and may be applied in the planning and implementation of regional development programs. The article may be of interest to construction company executives, project management professionals, regional development program managers, and researchers in the field of construction management.

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