Process-analytical approach to managing the operational activities of a developer

The subject of the research is the process–analytical approach to managing the operational activities of a development company, which combines structural, process–related, and analytical mechanisms to ensure operational efficiency. The focus is on the developer’s operational processes as a set of interrelated actions that include design, supply, budgeting, quality control, risk management, sales, and the commissioning of facilities. The subject involves analysing how digital tools, resource management systems, business analytics, and monitoring mechanisms are integrated into managerial functions, forming a unified process–analytical model. Particular attention is paid to the interaction between processes and data, as analytical modules provide forecasting, deviation assessment, operational optimisation, and greater management flexibility. The study examines the structure of managerial decisions, the logic of process functioning, the identification of key performance indicators, and the scalability of the model under various conditions of developer operations.The purpose of the article is to develop a scientifically substantiated model of the process–analytical approach to managing a developer’s operational activities, combining the process logic of operations with analytical data interpretation. The article aims to identify key principles, tools, and structural elements that ensure integrated control over operational processes, enhance decision–making quality, and strengthen managerial adaptability in the context of continuous dynamics of the construction environment.The purpose of the study also lies in summarising the evolution of approaches to operational management and justifying the feasibility of integrating them into a unified process–analytical system based on digital models, KPIs, business analytics instruments, and control systems.The methodology of the study is based on the analysis of process–based, analytical, and integrated approaches to operational management described in the file. An evolutionary approach is used as the foundation, allowing the examination of changes in managerial models from functional to integrated. The research relies on structural–comparative analysis, which made it possible to contrast four key management paradigms: functional, process, analytical, and integrated. The methodology also includes an analysis of the developer’s operational processes from the perspective of their structure, interconnections, types of activities, and the role of data. A process approach is applied to identify key stages of development—design, logistics, budgeting, quality control, risk management, and sales.An analytical approach is used to determine the role of data in the model: KPIs, digital dashboards, BI modules, forecasting tools, and elements of scenario analysis. This made it possible to define the logic of the analytical module’s functioning and its influence on operational decisions.Research Results. As a result of the study, a comprehensive model of the process–analytical approach to managing a developer’s operational activities has been formed. It has been established that effective management requires the integration of process logic with analytical tools, enabling increased accuracy of managerial decisions, cost optimisation, and transparency of operations. The results highlight that each stage of operational activity must be supported by appropriate analytical infrastructure—KPI monitoring, digital management dashboards, BI analytics, deviation control, and forecasting models. Such integration enables real–time monitoring of relationships between processes and data, detection of inefficiencies, and forecasting of risks. The study also shows that the greatest effect is provided by an integrated model combining the advantages of functional, process, and analytical approaches. It allows simultaneous management of processes, data, resources, and performance indicators, forming a resilient operational system capable of adapting to market uncertainty. Moreover, the results demonstrate the potential of digital platforms—BIM, ERP, BI—in creating a unified management infrastructure for the developer, which increases transparency, controllability, and predictability of operations.Conclusions. The study allows us to conclude that the process–analytical approach is the most promising model for managing a developer’s operational activities under modern challenges. Unlike traditional approaches, it provides a comprehensive view of operational processes, enabling them to be considered as interconnected elements of a unified system in which data play a key role. The synthesis of theoretical and methodological provisions presented in the file shows that modern operational models cannot be implemented without an analytical component that provides control, forecasting, and adjustment of processes. Data obtained from ERP systems, digital protocols, quality control, logistics modules, and financial indicators form the basis for decision–making, creating an information platform for building an effective operational model. Integrating the process and analytical approaches into a single model enables the developer to achieve high operational resilience, reduce risks, ensure process transparency, and adapt to external environmental changes. This model becomes particularly relevant under conditions of high competition, increasing requirements for speed of execution, cost control, and construction quality.