ECONOMIC AND MANAGERIAL INNOVATIONS IN THE ADMINISTRATION OF THE PORTFOLIO OF CONSTRUCTION PROJECTS OF THE DEVELOPER COMPANY: DIAGNOSTICS AND ASSESSMENT OF OPERATIONAL PRODUCTIVITY

Анотація

<strong><em>Abstract</em></strong> <em>The scientific hypothesis of the research adopted in the work determined that the dominant business trajectory of the processes of formation and administration of the portfolio of housing construction projects of the developer company (P</em><em>HCP</em><em>-D</em><em>C</em><em>) is the economic and organizational mechanism of interaction of the institutional participants of the projects. If the </em> <em>includes commercial housing construction projects, then the interaction of the developer company with other institutional participants of the project must take place in the format of joint investment institutes (in particular, CF</em><em>F</em><em>), which requires the presence of a manager of the housing construction fund (asset management company - AMC).</em> <em>In accordance with the new concepts regarding the purpose of the operating system of the developer company (in the field of commercial housing construction), an analytical toolkit has been developed and substantiated, which corresponds to the format of the Eurocodes of BIM technologies, as well as to the procedures and indicators of regulation and evaluation of the operational activities of construction participants. which are defined by the International Financial Reporting System and National Accounting Standards (Regulations). Based on the phases of the investment and operational-production cycle of projects, the toolkit based on work is preventive, it should be attributed to the "pre-start project" stage (as part of the pre-investment phase) of the project. According to the final target orientation, the toolkit should predict the future results of the operational system of the developer enterprise, which implements projects as part of the PHCP-DC</em> <em>autonomous (within separate budgets, consolidated estimates and the institutional environment of the participants, subordinated to the AMC) strategic economic units and has and the structure of PHCP-DCto ensure both the greatest synergy (from the accepted alternative of combining individual projects into a single portfolio) and the lowest possible (in the circle of institutional participants and stakeholders) risk levels of implementing a housing construction investment program as part of several real projects.</em>

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