Comparative analysis of problems and barriers in IT project management in Russian and international practice in the context of digital transformation

   The objective of the article is to identify and systematize key problems of IT project management impeding their successful implementation, through a comparative analysis of global and Russian experience under the conditions of geopolitical and economic turbulence of 2024–2025.

   The study is based on a theoretical analysis of project management evolution, as well as an empirical analysis of statistical data from reports by the Standish Group, McKinsey, KPMG, and Russian analytical agencies. A method of classifying problems into "factual" and "value-based" was applied for the in-depth diagnosis of the causes of project failures. It has been established that, despite the development of tools (Agile, DevOps), the share of unsuccessful projects globally remains high (up to 66 %), and in Russia, it is exacerbated by specific factors: sanctions pressure, the need for emergency import substitution, and cultural resistance to change. The hypothesis that the root causes of failures lie not in the technical domain, but in the area of value, communication, and risk management has been proven. A contradiction was revealed between the hierarchical organizational culture of Russian companies and the requirements of agile methodologies.

   It is concluded that it is necessary to transition from directly copying Western methodologies to creating hybrid domestic management models based on a sovereign technology stack and proactive risk management using intelligent systems.

   An attempt has been made to substantiate a comprehensive approach to overcoming the identified barriers, based on the synthesis of hybrid methodologies, import substitution strategy, and artificial intelligence technologies.

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