DIGITAL TRANSFORMATION OF BUSINESS PROCESSES IN A CONSTRUCTION COMPANY

Abstract

The construction industry is undergoing a phase of profound technological transformation, driven by the development of digital technologies and increasing demands for efficiency, timeliness, and cost of project implementation. Despite the obvious potential of digitalization, a significant portion of Russian construction companies continues to use outdated linear-functional management models characterized by data fragmentation, paper-based document flow, and low operational efficiency. Materials and Methods. The study analyzes the evolution of construction technologies, classifies modern technological solutions, and assesses their impact on business processes. Methods of structural analysis, business process modeling, matrix ranking of processes, and economic efficiency assessment are used. The research objective is to develop a methodological approach and practical recommendations for improving the business processes of a construction company to transition to a digital management organization. Results. Thirteen key business processes of a construction company are identified and structured, grouped by activity type. They are ranked by importance, problematic nature, and potential for change, allowing the identification of three highest-priority processes: “Investment and Construction Project Management”, “Design and Construction Preparation”, and “IT Systems Development and Maintenance”. A target model of the key process “Investment and Construction Project Management” (in IDEF0 notation) is developed, reflecting the transition from a traditional linear-functional structure to a digital platform model based on a Common Data Environment (CDE), end-to-end BIM, and an ERP system. Conclusion. Digital transformation of construction company business processes is a strategic necessity for improving operational efficiency, management transparency, and competitiveness. The proposed approach, based on prioritizing processes by critical success factors and IDEF0 functional modeling, enables a systematic transition to a platform-based management model with a Common Data Environment (CDE) and end-to-end BIM. The projected economic effect of implementing the proposed solutions is positive and reaches significant values with moderate investment. The key drivers of this effect are reduced material and logistics costs, reduced administrative expenses, and optimized project implementation timelines.