Abstract
The study examines the unique challenges and opportunities presented by heavy industry projects across various regions. With an emphasis on the influence of geographical, economic and sociocultural factors on the successful adaptation of a project culture, the analysis penetrates not only macroeconomic indicators and infrastructural development, but also corporate values and local management practices. Using integrative methodology, in particular comparative analysis and case studies, the essential aspects that must be taken into account for effective project management in this industry are identified. The article offers a set of applicable, regionally specific recommendations. This study not only complements the existing academic base on project management in heavy industry, but also focuses on the urgent need to adapt established methodologies in accordance with regional characteristics. The introduction of comparative analysis between different regions can enrich the knowledge base and contribute to the formation of integral methodologies for project management in heavy industry. The work offers a comprehensive analytical toolkit for assessing the effectiveness of project culture in the era of globalization and regional differentiation.
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