Dear readers,

All the many different types of construction management organization forms that are not part of the general contracting or design-build system can be classified as construction management type organizational forms.

 One of the most common organizational forms of effective interaction between all participants in the construction investment process is project
 management, which is the targeted management of all human, financial, material and energy resources required to ensure effective management processes through the following criteria: time, cost, quality, alignment of changes in the project with stakeholders.

Large project management systems, which take 2-3 years to implement, implement a systematic approach to solving complex problems of regional or even national importance.

The main differences between programmatic and project management systems result from differences in the duration and complexity of projects. The main effect of a programme management system is that it generally provides a lower final project cost (mostly fixed-price contracts).

The reason for this is to create so-called synergy effects in the programme management system and to deepen the specialization of the firms involved in the project or programme. The organizational forms of management and contractual relationships in construction are the focus of the main articles in this issue.

Sincerely,
Peter Grabovy,
Editor-in-Chief