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The structure and functions of mechanisms of development and erosion of competences in innovative projects of the introduction of information and communication technologies are considered. The factors of development and erosion of competencies have been determined and the model of assessment of competences and competencies for successful implementation of information and communication technologies on the example of the preparation of masters in project and program management has been determined. A new paradigm for building a project team competence development model for ICT creation and implementation is proposed based on a balance of innovation project competency development factors and their erosion in the implementation process. Three concepts of competence evolution are identified. The first concept is defined by the convergent similarity of competencies of management systems. The second is related to the process of formation of new competencies through the approximation of the characteristics of knowledge systems due to the mutual movement of each other. The third concept is ensured by determining the degree and degree of similarity of systems as they are to assess the competencies required for successful management of innovative projects. The factors of development and erosion of competencies in the management of innovative projects of ICT implementation have been investigated to adequately respond to the changing profile of competencies of innovative projects. At the same time, the new modelling paradigm allows the project manager to form effective programs for acquiring certain competencies for team members and other stakeholders. The proposed model of the factors of development and erosion of the competency system is verified by examples, which confirmed its adequacy and effectiveness. The results of modelling the erosion of competences in the implementation of the project of development of the system of distance learning under the program "EuroMPM" are presented. At the same time, Blok Week, held in Dortmund, Germany and in Kyiv at the Department of Project Management at the Kyiv National University of Civil Engineering and Architecture in joint teams of international student teams, proved the adequacy of the proposed model of leadership formation for students with eroding old competencies.

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion : The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

The Project Management methodology became one of the bases for the development of the ChNPP. The subject of research is the process of development the project management capability for infrastructure program based on the Chernobyl case. Objective: to develop and apply a tool for development key competence as the organization capability for managing infrastructure program using Chernobyl NPP experience. Tasks: to analyze the historical facts, factors influencing the organizational competence and the possibility of introducing key competence in the organization‘s activities, to obtain a general algorithm for the development project management capability. Research methods: historical analysis, logical generalization, analysis and synthesis, structural analysis. Results: The article considers the key competence of the organization as the main component of the management capability of the complex program the company implements. The facts given above say that the activity which is carried out on a platform of the Chernobyl NPP, in many aspects is innovative and at creation on the Chernobyl NPP of an effective Knowledge Management System of project implementation experience, this knowledge can be applied as the professional development of acting project managers of the ChNPP (for example, to development of target courses), and to transfer of the accumulated experience (through realization of the benchmarking mechanism) to external costumers. The weighed system approach to Knowledge management according to the Methodology of project management can not only render invaluable service to system of preparation of the personnel of the NPP, but also to promote definition of possible ways of collecting, storage and commercial realization of intangible assets of the Conclusions: The state-owned enterprise ChNPP stands at the border of a radical reorganization, when project-oriented business management is implemented alongside the existing standard organizational structure of business management. The activities at the Chernobyl NPP site are in many respects innovative and must be taken into account when organizing work. In order to create an effective project management system, the professional knowledge of the existing Chernobyl NPP project managers must be applied, and the accumulated experience (through the implementation of the benchmarking mechanism) to external customers must be transferred. A weighted systemic approach to knowledge management in accordance with the project management methodology can not only provide an invaluable service to the NPP personnel training system, but also help to identify possible ways of collecting, storing and selling intangible assets.

Emotional infection is considered as a social and psychological model of transferring the mental mood of the manager to other stakeholders of the information system creation projects, emotional impact in the face of direct contact, and the inclusion of the individual in certain mental states that affect to the success of management. The object of emotional infection technology is the manager or group, the task was to educate, educate and create the organization of new behaviour in neither adverse, complementary but nor contradictory internal and external conditions. In times of crisis, the emotional behaviour of the Information system project manager and his infection with the project team is exacerbated by external uncertainty. The stakeholder infection model is based on an understanding of the life cycle of the project manager, which is presented as a curve for personal changes of the manager of Information system projects and programs. Emotions are considered in content, reflecting the various aspects and meanings that caused them. To apply the psychophysiological model for assessing the impact of the emotional state of the stakeholders of Information system projects success, these influences have been transformed into a competent model for managing these projects. Examples of changes in the competence of the manager and the project team in the case of a wall and asthenic emotions are given.

The article deals with the problems of emotional infection of the stakeholders of the innovation SMART Government project in a crisis. In the process of managing innovative projects, managers try to model creative behaviour and are based on creative technologies. Emotional infection is considered as a social and psychological mechanism of transferring the mental mood of the manager to other stakeholders of the innovative project, emotional impact in the face of direct contact, and the inclusion of the individual in certain mental states that affect the effectiveness of management. The main object of creative technology is the manager or group, and the task was to educate, educate and create the organization of new behaviour in adverse, deadly and aggressive external conditions. In times of crisis, the emotional behaviour of the project manager and his infection with the project team is exacerbated by external uncertainty. The stakeholder infection model is based on an understanding of the life cycle of the project manager, which is presented as a curve for personal changes of the manager of innovative projects and programs. Emotions are considered in content, reflecting the various aspects and meanings that caused them. To apply the psychophysiological formula for assessing the impact of the emotional state of the stakeholders of innovative projects, these influences have been transformed into a competent model for managing innovative projects. Examples of changes in the competence of the manager and the project team in the case of a wall and asthenic emotions are given.

The problems of IT project management are considered in the context of competence development. The competence of the team is defined as a development driver. The model of the IPMA International Project Management Association ICB 4.0 and IPMA Delta (OCB) are used as a reference competence model. The Agile methodology model is used for the competence patterns assessment the IT project managers team and the entrepreneurial potential of the IT project team. Two models are used as patterns for analyzing the success of the team's activity. One of them is the assessment model of the “strategic, behavioral and technical” competencies, according to the ICB 4.0, during the IT project implementation. The next is the innovative development model inclusive of the tolerance boundary in the competency assessments. These models allow evaluating the IT project team's activities patterns for its successful completion.