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By the implementing an enterprise development program, the existing key competence of the organization may undergo significant changes. Also introducing innovations, you can get not only benefits, but additional problems and even risks. It should be noted that an organization may have more than one key competence, especially when we deal with changes in the management structure or entering new markets. For this class of tasks, the classical linear optimization problem does not fit, since it does not take into account the additional conditions that arise when an organization transitions from one state to another, precisely due to the implementation of the development program. Therefore, to solve this problem, we need a dual problem. The subject of research in this article is the process of introducing key competence, as the main component of the management of innovative projects in the organization. Objective: to develop a tool for introducing key competence into an organization's work by solving a dual linear optimization problem. Tasks: to analyze the factors influencing the results and the possibility of introducing key competence in the organization's activities, to obtain a general algorithm for the transition from direct to dual competence. Research methods: logical generalization, analysis and synthesis, structural analysis. Results: The article considers the key competence of the enterprise as the main component of the management of innovative projects, which the company implements. Shown her place and the role that she plays. A project description model has been developed, which describes processes that take into account the impact of the production and economic system on project implementation. The article proposes a general algorithm for constructing pairs of dual linear optimization problems. The existing schemes of transition from a direct problem to a dual one are meaningful. Considering this fact, a generalized algorithm for generating pairs of related problems has been proposed and strictly proved. Formalization of the developed scheme makes it easy to get the correct pairs of dual problems. It is shown that the analysis of the key competence of the enterprise makes it possible to offer a new base for the formation of a strategic plan, the implementation of which will lead to the emergence (support) of a sustainable competitive advantage, as well as assess its potential in terms of financial plan and capabilities of the enterprise or business system as a whole. Conclusions: The tools for analysis and implementation of key competence in the organization's activities have been developed. The results obtained in during the study allow us to state that a new base has been proposed for the formation of a strategic plan for the development of an enterprise, the use of this base will lead to a sustainable competitive advantage, which will become possible when implementing key competences in the process of changing the management structure. Taking into account that an organization can have more than one ke...

When analyzing the causes for the failure of previous programmes, the following issues are usually focused on: whether the results of the programmes were timely, whether the budget was not exceeded, and whether the results met certain quality parameters. In some cases, the analysis can testify that the programme was completed successfully, the team acted successfully, settlements with suppliers were completed, and stakeholders and users were satisfied. But much rarely the question arises, whether the organization is really ready for the changes that the programme implements. The subject matter of the study in this article is the process of introducing changes to the activities of an organization. The goal is to develop a tool for analyzing the possibility of introducing changes to the work of an organization. The objectives are to consider specific aspects affecting the results and the possibility of introducing changes to an organization; to consider and justify the main problems and sources of resistance to changes; to develop a model for assessing the intensity of resistance to changes. The following methods were used while studying the set problem -logical generalization, analysis and synthesis, structural analysis. The following results were obtained: the model was developed for calculating the total resistance to the programme of changes or transformations, taking into account the intensity of programme implementation and its successful completion. The possibility to assess the level of resistance to changes is suggested, this level can be both high and low since the personnel of an organization and especially its management body can be satisfied with the stability of the company. The features of change programmes were analyzed and the main problems related to the personnel were specified. The problems were divided into two components: a component which relates to the organization management body and a component that is directly linked to the team working on the programme. Conclusions. The start-up tool for analyzing the implementation of the change programme in an organization was developed, that is, if the resistance to changes is higher than the organizational potential of a company, there cannot be any benefits from implementing the programme of changes. Therefore, the general resistance to changes in the organization should be reduced and only after that any change programmes and projects can be considered.

The subject of research in this article is knowledge management in the training of specialists in project-oriented organizations, in particular, higher education institutions. The purpose of the work is to develop a cognitive model of knowledge management for the formation of educational programs in the training system. Objectives of the study: to consider the concepts and mechanisms of knowledge management of organizations; to form a cognitive model of the knowledge management mechanism; to consider system indicators of cognitive model; to analyze the structural features of the cognitive model. The following methods are used in the work: project management methodology (knowledge management areas), system approach, cognitive and graph models. Results. The article provides a definition of "knowledge management", discusses the conditions under which the necessary knowledge and information will be available to perform tasks. The issue of consideration the specifics and features of the educational institution is discussed. Knowledge management methods are used in the construction of the educational process at the university. The main functions in the practical activities of the organization are given: mediation, export, internalization, cognition. Forms of practical implementation of knowledge management are also considered: educational organization, knowledge library and strategic awareness. The article also considers the possibility of the main provisions of the theory of knowledge management in the educational process, as improving the quality of training is the goal of any educational system. The article develops a cognitive model of the knowledge management mechanism, on the basis of cognitive analysis revealed useful patterns that reflect the influence of factors of different physical nature on the results of training. Conclusions. Cognitive modeling can be the key to rapidly improving the effectiveness of knowledge management in training. The classical approach to knowledge management requires a high level of employee involvement in relevant processes, as they need to identify knowledge, share it, record it and apply it. Cognitive modeling can reduce this requirement as it streamlines the processes of identifying, capturing, storing, and sharing knowledge. In addition, they increase the applicability of knowledge by offering appropriate context for the student. The accumulated experience of cognitive modeling of complex organizational management systems allows on a fundamental basis to approach the study of knowledge management mechanisms in the training of specialists. It is proposed to use the obtained results to configure knowledge management mechanisms in order to improve the quality of training.

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