The diversity of business scenarios, the large scale of projects, and the complexity of organizational relationships that enterprise project management faces challenge the theoretical logic of constructing the platform ecosystem based on the context of enterprise management. This paper employs Huawei’s practices as examples to develop a theoretical framework for constructing the platform ecosystem, following the logic of “motivation-process-outcome”. The paper reveals that the role of digital platforms in constructing the platform ecosystem has shifted from digital empowerment on project management to a deeper level of digital enablement on project management. Further, from the perspective of “empowerment” to “enabling”, a path for constructing the platform ecosystem based on “platform development - capability construction - relationship reconstruction” is formed. In addition, from the perspective of “improving project management efficiency” to “innovating project management value”, the value creation mechanism is formed, focusing on the transformation of “core capabilities” and “project delivery models. The conclusions of this paper hold significant theoretical and practical value for the platform ecosystem construction and value creation within the context of enterprise project management.