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Existing Intelligence Models for managing innovative projects and programs have been explored. The competency-based approach is considered the basis for building a Dynamic Integrated Intelligence Model for managing innovative projects and programs. The proposed architecture of two groups of competence at a high level and five groups of Competencies lower level of the Dynamic Integrated Intelligence Model for Managing Innovation Projects. The Dynamic Integrated Intelligence model has two groups of high levels – Fluid intelligence and Crystallized intelligence. The lower-level model is presented by seven groups of interrelated competencies: strategic, managerial, emotional, social, cognitive, business, and technical. Each group of competencies of the Dynamic Integrated Intelligence Model is defined. The Dynamic Integrated Intelligence Model (DIIM) is a framework that helps individuals and organizations develop and enhance their ability to adapt to change and uncertainty. It is based on the idea that intelligence is not a fixed trait but rather a dynamic set of skills and abilities that can be developed and improved over time. By developing and enhancing these four components of intelligence, individuals, and organizations can become more adaptable, innovative, and resilient in the face of change and uncertainty. The dynamic integrated intelligence model can be applied in an Agile environment to enhance the cognitive and social-emotional skills of Agile team members. Applying the dynamic integrated intelligence model in an Agile environment can lead to better teamwork, enhanced problem-solving abilities, and improved project outcomes. The organization competence-based IPMA Delta model was used to assess the project team’s competence level. As an example of the application, the Dynamic Integrated Intelligence Model to the implementation of the double degree project of the Kyiv National University of Civil Engineering and Architecture and the Dortmund University of Applied Sciences.

The role and place of inspiring intuition and creativity in the management of innovative projects and development programs of organizations are considered. A conceptual model of the interaction of inspiring intuition and creativity in the process of managing innovative projects is presented. The influence of inspiring intuition and creativity on the life cycle of innovative projects for the development of knowledge and management technologies is determined. The key competencies and strategic priorities of the organization for the implementation of the strategy of sustainable development are considered. In the research process, two models of sustainable development based on the use of innovative projects and programs were selected. The first model, the Strategic Sustainable Development Framework (FSSD), defines three levels of creative competences – linear, literal and holistic. Within the framework of this model, the qualitative influences of individual competencies on the formation of inspiring intuition are determined by example. The second model is related to the application of knowledge and competencies in the management of innovative P2M projects and programs. Within this model, priority competencies have been identified that shape the inspiring intuition of project managers. Within the framework of the evaluations, a matrix of qualitative influences on inspiring competence in the processes of implementation of innovative projects and programs was built.

The paper considers the problem of the establishment of an effective model of the formation of digital tracks (footprint) of projects and the development of educational programs in the minds of digitalization. The life cycle of projects, knowledge, that technology of management of the sutta will speed up and the processes of digitalization will shape up to the end of their digital traces and so on. Technological and technological complexity of development projects to improve their performance in innovation. The trend is to form the main challenges in the development of project management systems and programs in the minds of the digitalization of the suspension. The model of the formulation of the digital track of projects has been propagated, allowing the internalization of the project in the inter-singularity. A model of using the methodology for the formation of a digital track to the development of educational programs has been introduced. The project and the design power are realized in the minds of the formulation of that dynamic change in the digital track, the reality of the structure of such a ball is designated in the given prediction. Analyse the type of elements in the digital track of the project, allowing for the classification of these elements. The link was assigned to the digital track of the project and this information lack of value, the main options of positive and negative in the flow of the digital track on a successful project were established through the reduction of information lack of value. The dynamics of the digital track of the project was analysed and the relationship between the life cycle of the lighting project and the triviality of the digital track was established. Concentric model of methodology, the formulation of the digital track of the project allows the structure of all the explicit information in the format of the subordinate spiral. This form is structured, allowing a compact package of all data on the project, process, organization and development. Encouraging the digital step of the project to allow the formulation of new models and methods for managing the development of competence in educational projects.

The subject of this article is the transformation of project management systems, programs and project portfolios in the context of the interaction of the infodemic and pandemic in the COVID-19 environment. Infodemiс, ahead of the pandemic, is filled with rumours, conjectures and speculation at the first stage, creating an atmosphere of fear and panic. At the same time, Agile methodologies, systems of knowledge and competencies of project and program managers come to the fore in project management. The basis of the changes lies in changing the decision-making paradigm in the management of projects and programs in the "infodemiс - pandemic" system. The goal is to study the models of interaction and mutual influence of the pandemic (infodemiс) information support during the development of the COVID-19 pandemic for the application of modern methodologies of flexible methodologies in managing projects and programs at all levels of the state and society. The key challenges to a successful project and program management are Agile Transformation. Today there is an intuitive transition to the use of flexible project and program management methodologies, which does not bring the expected results. The research results allowed the authors to build a model of interaction "infodemiс - pandemic). This model can be used to analyse the mutual influence of the information envelope in each country on the distribution of the coronavirus and project management to minimize the negative consequences of the pandemic. Conclusions : This article explores the phenomenon of "infodemiс" that occurs during the global crisis of the COVID-19 pandemic. It is proposed to apply the Agile transformation of the project management system and pandemic programs, taking into account the influence of informational "noise" in the mental space of global society. The model can significantly improve project preparation by transforming Agile management with a focus on stakeholder value systems. At the same time, it is important to use the opportunities to accelerate and increase the effectiveness of project implementation using Agile umbrella tools such as Kanban, P2M, Kaizen and others. Disinformation, which includes false claims about a "cure", conspiracy theory and misleading information about the spread of the virus will expand. The effectiveness of the response to control this "infodemiс" is likely to vary from country to country and will depend on public confidence in the authorities. New developments, including the detection of outbreaks of the virus in almost all countries of the world, the publication of epidemiological data and the start of clinical trials of the vaccine, are likely to lead to new misinformation, which will hamper efforts to control the pandemic.

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 organisationl development of project, programs and project portfolios management systems with drivers of agile transformation is considered. Fust 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 agile project and programs management. The article explores modern approaches to leadership formation when applying agile methodologies of its specificity from 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 Agile transformation of organisation are considered. The studies were conducted based on a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. 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, Resourcefulness, Negotiation, 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 for Agile transformation of organization.

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.

In this paper, the action-entropy concept is applied to the modelling of the "infodemic-pandemic" systems. From the action-entropy concept, the specificity of the "infodemic-pandemic" systems is that each project forms a certain contribution to the formation and dynamics of action entropy. According to this concept, "infodemic-pandemic" is considered as a system that exchanges biological resources, action and information with the environment, which determines the presence of informational (structural) entropy and action entropy. Moreover, the latter is the result of the existing order in the organization which is determined by the structure and implementation of business processes. The action-entropy concept operates with such categories as "action", "entropy", "free action", "dissipation" and allows using action-entropy to assess the state and dynamics of the "infodemic-pandemic" systems. This study presents the universal formalization of action entropy for various organizations and its expression for project-oriented organizations. The action entropy of organizations is determined by information entropy, total action and the ratio of the achieved level of action efficiency to the "ideal" level. The relationship between action entropy and informational (structural) entropy of project-oriented organizations is established. It is determined that when adding a new project to the current totality, the organization must ensure a balance between the growth of uncertainty (information entropy) and action efficiency. The method of "decomposition" of the total action entropy of the "infodemic-pandemic" systems is presented in the form of the sum of local action entropy for projects and programs. The effect of adding a new project to the structure of the "infodemic-pandemic" systems on its integrated action entropy is investigated. The presented results form a new look at the qualitative assessment of both an individual project and the entire set of projects of the "infodemi-cpandemic" systems.

The article deals with the problems of emotional behavior in the "Infodemic vs. Panicdemic vs. Pandemic" modeling COVOD-19. In the process of managing COVID-19 projects, managers try to model creative behavior and are based on creative technologies. Emotional behavior is considered as a social and psychological mechanism of transferring the mental mood of the manager to other stakeholders of the COVID-19 projects, 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 subject of this article is the development of hybrid methodologies for managing IT projects, programs and project portfolios. Significant reductions in the life cycles of programs, which contain projects of different lines of activity and different management methodologies, for example, waterfalls with a rigid life cycle and Agile with a flexible methodology life cycle, require the use of convergence tools to form “hybrid” methodologies. The goal is to develop a convergent approach to building hybrid project management methodologies in terms of decision-making processes in project management based on various platforms. Results of the studies were obtained using a convergent approach to building methodologies for managing projects and programs. A substantial model of the resulting hybrid methodology for managing projects and programs is presented. Conclusions: Hybrid methodologies for managing projects and programs are becoming more popular in this category of programs. The main reason is the presence in the program of components with different life cycles, and, consequently, methodologies that require integration and harmonization. The methodology is tested by the practice of using mechanisms of hybrid multilevel management of projects and programs. The study of hybrid infrastructural program management methodologies is defined by the practice of introducing different components of programs. The application of the hybrid project management methodology allowed the authors to execute different projects in essence within the stipulated timeframe with the given budget and quality of construction projects and projects of creation of information and communication management systems. Further areas of research are related to the elaboration of harmonization, integration, convergence and actualization mechanisms.

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.