ADAPTATION OF PROJECT MANAGEMENT METHODS UNDER SANCTIONS PRESSURE: TOOLS AND MODELS FOR SUSTAINABLE INDUSTRIAL DEVELOPMENT

Abstract

Under systemic sanctions and institutional transformations, Russian industrial enterprises are facing the urgent need to adapt project activities to new geopolitical and economic constraints. The disruption of stable external economic ties, deficit of technological solutions, rising transaction costs, and limited investment resources render traditional project management models ineffective. This paper aims to conceptualize and systematically analyze adaptive project management approaches in a resource-constrained environment caused by sanctions pressure. The study substantiates the transition to hybrid project management frameworks that integrate elements of Waterfall, Agile, Lean, and Stage-Gate methodologies, and proposes tools for scenario-based planning, multifactor assessment of investment feasibility, and reorganization of project offices through digital infrastructure. The scientific novelty of the paper lies in the development of a methodological framework for adapting project management under exogenous constraints, including the application of stress-testing tools, portfolio reprioritization, and reconfiguration of resource flows. The results can be applied to the design of sustainable development strategies for industrial enterprises and to the formulation of anti-crisis project regulations at both corporate and industry levels.