Building an operational management system for a construction contractor and developer. Uzbekistan

SCOPE OF WORK COMPLETED:

● An end-to-end operational management system for projects and construction production was built — from planning and resource allocation to execution control and reporting

● Interaction processes between functional blocks were set up: production, technical, commercial, and administrative — gaps and overlaps were eliminated, ensuring manageability at all levels

● A training program for management and engineering staff was developed and implemented — focusing on practical tools of project management and construction production

RESULTS:

● A sustainable operational model capable of scaling with project portfolio growth without loss of manageability was formed

● The maturity of the team's managerial and engineering competencies was increased — personnel transitioned from reactive management to a systematic approach

● Full reproducibility of operational processes was ensured without engaging external consultants: the company acquired ownership of a self-sufficient management system