Complexity of cyber-physical digital marketing product development projects
DOI:
https://doi.org/10.15276/opu.2.72.2025.16Keywords:
cyber-physical product of the project, complex IT project, multi-team development, communications, digital marketing, inter-team interaction, artificial intelligenceAbstract
The article shows that the relevance of the study is due to the increasing complexity of IT projects aimed at developing cyber-physical products in the field of digital marketing, which combine hardware components, sensors, software, analytical modules and elements of artificial intelligence. It is substantiated that such projects are characterised by a high level of integration between the physical and digital environments and a multi-team structure, which complicates the management process. It is revealed that the key problem is ensuring effective inter-team communication and synchronisation of actions between groups of developers, marketers and analysts, since any changes in technical or software components without timely coordination create risks of asynchrony, loss of data, requirements and violation of the deadlines for completing the IT project. The research objective is formulated, which is to substantiate approaches to improving communications management in IT projects for the development of cyber-physical digital marketing systems by creating an integrated intellectual model of information interactions between teams. To achieve the goal, modern scientific approaches to managing complex multidisciplinary IT projects are analysed, and the features of communications in cyber-physical systems are highlighted. A model of the communications system is proposed, which includes three levels: infrastructure, information-communication, and analytical. The principle of constructing a network map of interactions between teams is developed, in which each connection is characterised by the frequency, delay and quality of exchange. A mathematical model of the communications graph G (V, E, W) is constructed, taking into account weight coefficients reflecting the intensity of information flows. The application of methods of intelligent data analysis and artificial intelligence for automatic detection of risk relationships, analysis of the state of information flows and formation of management recommendations was introduced. The possibilities of using the constructed system for automating the management of multi-team IT projects, forecasting asynchrony risks and increasing the efficiency of decision-making in the process of developing complex cyber-physical products were analysed.
Downloads
References
Zabarna, E., & Liubchenko, V. (2024). To the issue of digitization of the service sector in Ukraine. Proceedings of Odessa Polytechnic University, 69(1), 134. DOI : 10.15276/opu.1.69.2024.14.
Palma, F. E., Fantinato, M., Rafferty, L., & Hung, P. C. (2018). Enhancing project management for cyber-physical systems development. Proceedings of the Federated Conference on Computer Science and Information Systems, 15, 747–750. DOI: 10.15439/2018F258.
Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) and the standard for project management (7th ed.).
Palma, F., Fantinato, M., Rafferty, L., & Hung, P. C. (2020). CPS-PMBOK: How to better manage cyber-physical system development projects. In Enterprise Information Systems (pp. 154–181). Springer. DOI:10.1007/978-3-030-40783-4_9.
Cederbladh, J., Kamburjan, E., Manrique-Negrin, D. A., Mittal, R., & Weber, T. (2024). Experiences and challenges from developing cyber-physical systems in industry-academia collaboration. Software: Practice and Experience, 54(6), 1193–1212. DOI: https://doi.org/10.1002/spe.3312.
Putii, I., & Teslenko, P. (2024). Analysis of modern approaches to managing complex IT projects. Management of Complex Systems Development, (59), 81–88. DOI: https://doi.org/10.32347/2412-9933.2024.59.81-88.
Kosmala, K., Marszalek, A., & Rudawska, E. (2024). Communication in project team management - Identification of research gaps and direction for future research. European Research Studies Journal, 27(Special Issue A), 732–751. DOI: 10.35808/ersj/3746.
Bannikov, V. (2022). Improving the communications management process during project implementation: Tools and methods. Economy and Society, (41). DOI: https://doi.org/10.32782/2524-0072/2022-41-20.
Abdul, O., & Kozlovski, E. (2023). The role of communication management within the virtual team in an international projects-based organisation. Archives of Business Research, 11(9), 205–218. DOI: https://doi.org/10.14738/abr.119.15534.
Simon, D., & Reicher, R. (2025). The role of inter-project communication and continuous risk management strategy in a maintenance facility: A case study. Corporate & Business Strategy Review, 6(1), 75–84. DOI: https://doi.org/10.22495/cbsrv6i1art7.
Pirozzi, M., Apponi, F., Liburdi, E., Quagliarini, A., & Remediani, E. (2025). Effective project communication: Navigating stakeholder engagement in the AI-powered era. PM World Journal, 14(1). Retrieved from https://pmworldlibrary.net/wp-content/uploads/2025/01/pmwj148-Jan2025-Pirozzi-Apponi-Liburdi-Quagliarini-Remediani-Effective-Project-Communication.pdf.
Marqués, A. (2024). Communication in IT: Strategies for managing teams, stakeholders and successful projects. Independently published.
Milska, K. O. (2024). Designing the user interface in service delivery systems. Information Technologies and Systems in the Document Science Sphere, 88–89.
Kordunov, S. Y. (2025). Automation of IT project management using modern tools (Jira, Trello, Monday). Achievements of the Economy: Prospects and Innovations, (20). DOI: https://doi.org/10.5281/zenodo.16480693.
Rovenska, V., Smirnova, I., & Latysheva, O. (2023). Communications and conflict management in operational and IT projects. Bulletin of the Azov State Technical University. Series: Economic Sciences, (1/38), 12–20. DOI: https://doi.org/10.31498/2225-6725.1(38).2023.280727.
