Integrated project program management in the nuclear-power engineering as a driver for the interindustrial development of export-based contractors of the Russian Federation

Abstract

Abstract Modern approaches to implementation of nuclear power plant construction projects all over the world are based on a symbiosis of project and process-based management, which are transformed within the conditions of information economy into integrated management that increases the efficiency of the project by combining capabilities and interests of all participants in the investment cycle. In the world market of nuclear power plant construction leading positions of the State Atomic Energy Corporation «Rosatom» create an environment for a highly efficient technology transfer, and also determine fundamentally new opportunities that offered for all high-tech domestic companies. It should be noted that in the context of globalization, participants number limitation of nuclear power plant construction projects’ integrated project management exclusively by structures of the owner, designer and contractor, which often included in «Rosatom» State Corporation, transforms project into an isolated system that does not have the potential for strategic interindustrial development. Under present circumstances, it seems appropriate to consider the process of managing a projects program in the field of nuclear power plant construction, which allows synchronizing strategic activities of domestic high-tech export-based contractors in order to achieve a common synergistic effect and ensure high economic competitiveness and technological leadership of each participant.