Evolution of the IT Project Manager’s Role under Hyperautomation of Corporate Processes

Abstract

The article examines how hyperautomation changes the role of the IT project manager in large corporate environments and explains the shift from manual coordination to event-driven process orchestration. The study addresses the growing complexity of distributed IT operations, stricter regulatory expectations, and the limits of managerial routines built on fragmented communication, manual checks, and dependence on individual actors. The article is designed as a conceptual paper grounded in literature on operational resilience, human error, distributed coordination, and project management, with SOAS used as an illustrative architecture rather than as a validated case study. The central contribution is a conceptual model of the IT orchestrator, a project leader who defines event logic, routing rules, validation layers, and escalation paths across interconnected systems. The analysis shows that hyperautomation changes the managerial object of work. Attention shifts toward process architecture, exception design, latent vulnerability mapping, and control of integration delay. A competency profile for the IT orchestrator is proposed. The article may be useful for researchers of digital governance, IT project managers, business process architects, and digital transformation leaders.