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 "infodemiсpandemic). 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.

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The subject of this article is the development of hybrid methodologies for managing projects, programs and project portfolios. Significant reductions in the life cycles of infrastructure 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 infrastructure projects and programs. A substantial model of the resulting hybrid methodology for managing infrastructure projects and programs is presented. Conclusions: Hybrid methodologies for managing infrastructure 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 infrastructure 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 infrastructure management systems. Further areas of research are related to the elaboration of harmonization, integration, convergence and actualization mechanisms.

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Розглядається структура та функції механізмів формування проривних компетенцій у програмах інноваційного розвитку організацій. Розглянуто концентрична модель проривних компетенцій в інноваційних програмах організаційного розвитку. Проведено аналіз публікацій в галузі управління розвитком компетенцій в проектах і програмах. Досліджено структури компетенцій в контексті відомих методологій управління інноваційними проектами та програмами. Сформована модель проривних компетенцій в управлінні інноваційними проектами, яка базується на трьохрівневому поданністратегічний, тактичний і операційний рівні. Розглянуто специфіку застосування компетентнісного підходу в управлінні проектами на основі формули успіху щодо інновацій, які формують технічні, технологічні та організаційні прориви. Це забезпечує лідерські позиції організацій щодо інноваційного розвитку. Визначено властивості компліментарних цінностей і їх міграції при реалізації інноваційних програм в середовищі зацікавлених сторін. Ключові слова: успіх проекту, модель, підприємництво, контекст, розвиток організації, проривна компетенція, інноваційні проекти.