This study considers an agile model for the organization of activities of a project-oriented transport company. Building a project-oriented company (project-oriented management) requires an appropriate theoretical base. The agile model of transport company operation has been developed, for which the cycles have been determined, the content of each cycle has been defined, and the flow of information has been simulated. The transformation of information in each cycle of the model has been characterized, taking into consideration the operational specificity of transport companies’ activities. A given model was compared to the main stages of a project’s lifecycle. Two indicators have been proposed such as the degree of project uniqueness and the degree of project complexity that reflect the corresponding project characteristics. The complexity of the project’s operational activities refers to the number of elements and their alternatives. Part of the project is an «operation» that forms a unit of the project’s network schedule. The uniqueness of the project of operational activities means the difference between the current project and other projects, already implemented or is being implemented by the company. The estimation formulae for these indicators have been derived. The proposed indicators for the given example have been calculated; the interpretation of the results has been proposed. The calculation results have demonstrated the adequacy of input-output data and the practical applicability of these indicators. These metrics are not limited to the context of an additional project specification. Their level is proposed to be used in the processes of estimating the time of individual project periods and the agile model’s cycles within the initial stage ‒ creating a product concept model and preparing for implementation. In addition, these indicators could be used effectively for employee remuneration.

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The object of this research is to assess the quality of project management processes. The conducted research is aimed at developing a method for assessing the quality of project management processes in accordance with modern requirements for management and its results. The study is based on the entropy concept of management, and entropy is considered as an integral indicator for assessing the quality of management processes, characterizing the «controllability» of the project and «confidence» in certain results of the project. It is proposed to use information entropy as an indicator of management quality, which is understood as the ability to assess and minimize, through preventive or adaptive measures, uncertainty or negative impact from outside and inside on the project, that is, to ensure the success of the project. The main factors influencing the level of entropy of the project are determined. It is substantiated that the role of management is to counteract entropy and create such conditions for the implementation of the project, under which its level tends to be acceptable. Only under this condition can the quality of management be defined as «high level» or «sufficiently high level». A scale for assessing the entropy level of a project is proposed, which is substantiated by experimental studies of the entropy level of various projects. The concept of «entropy index» of the project is introduced into consideration, as a relative indicator of the level of entropy of the project. The proposed approach is illustrated on the example of a specific project, which substantiated the adequacy of the results of applying the approach to the logic and experience of project implementation, and also demonstrated the practical applicability of the approach for assessing the level of project entropy and management quality. The results obtained make it possible to assess the quality of management processes at each stage of the project life cycle in order to identify problems early; and also form a theoretical basis for the further development of tools to ensure and improve the quality of project management processes.

Quality management is one of the areas of knowledge in project management and implies two components - the quality of the product and the project management processes quality. In modern literature, considerable attention is paid to the first component - the quality of the product. It is explained by the fact that this direction is connected both ideologically and methodically with quality management system (QMS), international quality standards, which is well represented in various modern research. The project management processes quality is a property of the management system and reflects its ability to successfully control and implement a project. Since the success of a project is the achievement of the project's goals and intended results in a timely manner within the established budget constraints, the management processes quality is associated precisely with ensuring the project success. This understanding of the management processes quality is considered as the basis in this study. Naturally, the presence and degree of such a property as the management processes quality should be assessed both at the beginning and throughout the entire project life cycle. This allows, on the one hand, to assess and monitor the project success; on the other hand, to identify problems in order to take adequate corrective actions. In this study, entropy is considered as an integral indicator for the project management processes quality, characterizing the project "manageability" and "confidence" in certain project results. This is a new approach essence to the information entropy use, which does not contradict existing theories and approaches, but complements and develops them. In this research, taking into account the entropic concept, it is proposed to use the information entropy as an indicator of project management processes quality, which is considered as the management system ability to minimize, through preventive or adaptive measures, uncertainty or negative external and internal impact on the project to ensure the project success.