ORGANIZATIONAL STRUCTURE MODEL CHOICE OF THE BUSINESS PROCESS DIGITALIZATION PROJECT IN THE SYNCRETIC MANAGEMENT CONTEXT

Abstract

The article is devoted to research of the scientific basis of creating models and methods of digitalization business processes projects management. The problem of developing such a project within the scope of syncretic management and developing an organizational structure for managing such a project is posed. Formulated principles of syncretic management of the project of digitalization of business processes. These principles include: maintaining the integrity of the methodologies governing individual systems; ensuring that methodologies are not mixed at the upper relative to systems level (at the project level); existence within syncretic management of adaptive interfaces between separate methodologies, which (interfaces) would ensure their (methodologies) integral application within separate systems; ensuring coordinated management of syncretism at the level of the organization that implements projects, programs and project portfolios. Scientific tasks for the implementation of syncretic management aimed at the implementation of the specified principles are set. The example of the application of the proposed principles and identified scientific problems within a separate case of digitization projects, which concerns the reengineering of business processes of purchases in the IT company, is described. The model of the stages of the project of digitization of the procurement business process is proposed. The analysis of the most widely used models (notations) for describing business processes was carried out. The model of digitization of the IT company's procurement business process using Flowchart notation is proposed. The model of the organizational structure of the enterprise that will implement the digitalization project is proposed. The organizational structure of the enterprise has features of a balanced matrix structure is proposed. It is noted that when the enterprise transitions from the implementation of a separate project to a program of digitalization projects, such a structure can be developed into a strong matrix. Since the implementation of project programs, in order to ensure a synergistic effect from their overall implementation, requires the support of the program office, which must be subordinated to the first person of the enterprise. The SWOT analysis of the proposed models was conducted, which substantiates their scientific and practical value. Prospects for further research in the chosen direction are outlined.