IT projects are carried out in the context of the constant development of rapidly obsolete technologies and the variability of user expectations. Implementation of IT projects is closely related to risks, the nature of which depends on factors such as subject area, technology used, number of involved developers, etc. Risk management (RM) is multivariate, which determines the search for comprehensive solutions to increase the effectiveness of RM in projects. For IT projects, this problem is particularly relevant due to the backlog of knowledge gained from technology development and intangible results that limit the possibilities of initial planning and risk control. The object of the article's research is the RM process of IT projects. The subject of the study is to determine the issue of selecting and using RM methods and models, taking into account the peculiarities of IT projects. Two groups of methodologies are allocated: methodologies-standards and methodologies based on system development lifecycle (SDLC). PMBOK and ISO 21500 are referred to standard methodologies. The classification of project management (PM) methodologies is generalized. PM methodologies based on system life cycles include flexible Scrum methodologies, Kanban and extreme programming, as well as cascading PM methodologies using the critical path method (CPM) and critical chain project management (CCPM) projects. As a result of the analysis of the main characteristics of IT projects, the peculiarities of the application of methods and models in the management of risks of IT projects in comparison with projects in other fields are determined. The received recommendations can be used for decision-making in the management of IT projects when the project goals are achieved through the correct identification, assessment, and risk control..

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The article defines the role and significance of the foresight in the strategic management of regional development in the conditions of globalization and digital transformation of the economy, discloses ways of promoting the regional foresight in the development of regions, presents the characteristics of the directions of regional foresight assistance in solving global problems, substantiates the potential directions of the regional foresight. Foresight is a systematic approach to identifying and analyzing future trends and challenges, as well as developing strategies to address them. Foresight technologies, which involve systematic and structured research into possible futures, have the potential to provide valuable information for strategic decision-making. Ways in which regional foresight can contribute to regional development include anticipating and responding to change; promoting innovation and competitiveness; increasing stability; strengthening cooperation and partnership. Climate change, technological and demographic changes, globalization, political instability, resource management, infrastructure development, social and cultural diversity, management and policy development are among the directions of regional foresight's contribution to solving global problems. The most relevant areas of development of the regional foresight are such as increasing the use of data and analytics, expanding cooperation and involvement of interested parties, integration with other policy areas, emphasis on stability and sustainability. Regional foresight can contribute to global challenges by helping regions anticipate and adapt to change, fostering innovation and cooperation, building resilience and sustainability, and contributing to a more peaceful and prosperous world. In light of these global challenges, foresight can help regions develop strategies that are better suited to a complex and rapidly changing global environment. By engaging in foresight, regions can anticipate and adapt to change, foster innovation and collaboration, and build sustainable, resilient communities.

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Abstract. The analysis of the activity of agricultural enterprises indicated its inherent high degree of risk. Unlike other industries, a significant share of integrated risk for agriculture is weather risk. It is this risk that necessitates the diversification of agricultural marketing into three forms: with a deficit of the main commodity product of the agricultural enterprise in the market; with the balance of sales and supply and with the market surplus of marketable products. It is pointed out that in order to reduce the risk, a significant number of medium-sized producers rely on multi-product production and management has to simultaneously make use of all the intended forms of marketing. It has been established that the marketing activities of agricultural enterprises for a number of reasons: established tradition, lack of financial resources, etc. are often sporadic, fragmented, not a systematic, purposeful activity with defined goals, well considered tools, adequate funding and resources. Therefore, a number of specific steps have been proposed for the implementation of effective agribusiness: changing the traditional way of thinking; formation of a holistic systematic approach to marketing policy as a single coordinated complex of management and marketing; thorough study of the market of products manufactured by the agricultural enterprise, and the formation of the forecast for the next season. To strengthen marketing activities and conduct effective agribusiness, algorithms have been developed to gain a competitive advantage. It is shown that agricultural marketing today is becoming a broader field of activity than providing pure production and marketing using the main levers — price, product, sales and communication. It must best meet the needs and requirements of consumers, in particular, by shifting the main emphasis from price and sales aspects to communication. This is one of the main ways to ensure the function of agribusiness efficiency. It is proposed to use the experience of developed countries and more widely employ modern information technologies of management and marketing, in particular, decision support systems and analysis of risks and forecasts for the next period. The following ways are proposed for the use of modern decision support systems, risk analysis and forecasts in Ukrainian agricultural management and marketing: cooperation, use of these information systems on the basis of lease or, less relevant, expert risk assessment. A mathematical method of taking into account the degree of risk in the business processes of agricultural enterprises is proposed. Keywords: marketing, management, management, manager, agricultural management, agribusiness, information technology marketing. JEL Classification M11, M31, Q13 Formulas: 1; fig.: 3; tabl.: 0; bibl.: 22.