Risk management and compliance in corporate project management on the Russian market: integration of regulatory requirements and risk mitigation

Introduction. Project management in companies operating on the Russian market in 2025–2026 is carried out amid a rapidly increasing complexity of the regulatory environment. The tightening of advertising legislation, the introduction of turnover-based fines for violations in the field of personal data, and the expansion of the Federal Antimonopoly Service's powers in the area of digital market control create fundamentally new challenges for the project activities of commercial organizations. The relevance of the study is driven by the need for systemic tools that enable the integration of compliance procedures into the project life cycle.

Purpose. To develop a model for integrating risk management and compliance procedures into the management system of commercial and marketing projects of companies operating under increasing regulatory pressure on the Russian market.

Methods. The methodological basis of the study comprised methods of systematic analysis of academic literature, comparative analysis of domestic and foreign approaches to project risk mitigation, as well as content analysis of regulatory legal acts of the Russian Federation in the areas of advertising regulation, competition protection, and personal data processing.

Results. The analysis of the evolution of risk management approaches in project activities made it possible to identify a natural transition from fragmented response to violations toward the systemic embedding of compliance procedures into the project life cycle. A new type of project risk has been identified – regulatory-compliance risks, generated by the simultaneous tightening of requirements in the areas of advertising legislation, antimonopoly regulation, and personal data protection. An original model has been presented that combines three regulatory control circuits (advertising, antimonopoly, and personal data) into a unified project risk mitigation system.

Conclusions. The article demonstrates the necessity of transitioning from a fragmented to a systemic approach in managing regulatory risks of projects. The practical significance is determined by the possibility of using the proposed model by project managers and marketing departments in developing internal compliance policies and assessing risks at the stages of project initiation, planning, and implementation.

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