Reengineering of territories: structure and composition, organizational patterns and resource provision

Introduction. Scientific and technological progress, changes in consumer demand and production capabilities of the construction industry, nature and climate change, sanitary, environmental and geological changes make implemented area development (planning) solutions obsolete. Renewal, qualitative reconstruction and transformation of territories resolve contradictions between consumer needs and characteristics of urban planning solutions. The reengineering of areas (sites) is an effective response to the community demand for a comfortable and safe environment (territory) for living activities. Processes of transformation and reorganization of territories encompass various reengineering methods. Materials and methods. The subject of this research is the reengineering of areas. The authors present its organizational pattern, encompassing renovation and reclamation. They have identified and described the reengineering events, that may result in a number of land site transformations. The criteria that characterize the organization of actions towards the reengineering of areas are described. Research methods include structural and functional analysis. Results. The authors have found that the reengineering of areas deals with the choice of a management pattern (for exa­mple, a general contractor agreement, an engineering services provision agreement, or a consolidated solution). It is observed that the action/workflow management methods and patterns determine the breakdown of participants by the stages and types of reengineering works. An assessment of business and production processes is provided subject to the management patterns applied to the reengineering of areas. Conclusions. A limited choice of organizational patterns is applicable to the reengineering of areas due to the limited choice of activities. It is emphasized that the number of organizational patterns designated for the reengineering of built-up areas will be larger due to their modifications associated with a particular set of participants acting within the framework of event/workflow management methods (a general contractor or an engineering services provider). The conclusion is that in the future organizational patterns, applicable to reengineering, will determine the distribution of functions and provision of resources.