Инфраструктурный проект в критической информационной системе: Манифест интегративного управления ИС

The article presents the experience of implementing a complex infrastructure project in a critical information system (CIS) — migrating an electronic document management system (EDMS) to new computing capacities, a new network, and import-substituted OS and DBMS without downtime. It is shown that classical project management methodologies (PMBOK, ITIL, PRINCE2, Agile) and change management models (Lewin, Kotter, ADKAR) do not provide recipes for conditions where formal levers, a team, and resources are absent. Based on 26 years of CIS management experience and reflective practice analysis, the necessity of going beyond methodologies is substantiated. Eight principles of integrative management are formulated (including the "fifth strategy" of risk response, testing in a production environment, rollback as a diagnostic tool, and the "tuning fork mode") along with ten practices that complement PMBOK and ITIL. The role of the project manager as an integrator is revealed — one who sees the whole picture, takes responsibility for the result, and manually assembles disparate functions. The material is illustrated with case studies from managing a distributed EDMS with 10,000+ users and 3,000+ legal entities. The article is intended for IT directors, project managers, and critical IS management specialists.