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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.

Models and methods of management of agricultural sector projects based on the principles of the circular economy are considered. The conceptual model of management of circular economy management technology development projects is given. A conceptual model of the management of circular economy projects is provided, which provides for three levels of management and ensures strategic sustainability. As an example of management, the business model of creating an agrarian-industrial complex of energy-independent enterprises based on the principles of the circular economy is considered. The model covers the integral infrastructure of the creation of an agrarian-industrial complex from the point of view of the application of hybrid methodologies of project management and the program of innovative development. At the same time, in addition to process models of the waterfall life cycle, Agile models and project management methods are used. In the process of considering the business case, the architecture and scheme of interaction of the program with the environment during its implementation are defined.

Emotional infection is considered as a social and psychological mechanism of transferring the mental mood of the manager to the virtual project team and stakeholders of the projects. Emotional impact in the face of direct contact and the inclusion of the virtual team members in certain mental states have an impact on the effectiveness of project management. The main objective of emotional infection analysis is educated and creates the organization of new behavior in adverse, deadly, and aggressive external conditions the manager or virtual team. In times of global crisis and depression 2.0, the emotional behavior of the innovation 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 communication 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 virtual team of innovative projects, these influences have been transformed into a competent model for managing these projects.

Energy is a universal category and have a relevant meaning for each type of system. For organizations energy is a resource used in the energy exchange process with the external environment. Energy exchange, dissipation, interaction with the external environment by the form of "external part of the structure" of the organization and temperature as an indicator of the effectiveness of this interaction in the context not only economically but also with uncertainty - all this is the result of the second thermodynamics law universality. The development of entropy management concept and the idea of considering organizations as an analogue of a thermodynamic system, which is characterized by energy exchange processes within the system and with the external environment, grounds to the necessity to expand the set of indicators of the organization’ state in this context. The functions of states include enthalpy, that reflects the amount of energy available for transformation into heat according to accepted understanding. Enthalpy in the context of organizations reflects the "available resource" of the system for energy exchange with the external environment and maintaining the structure of the system. The purpose of this study is to substantiate and analyze the enthalpy equation for organizations. This approach is approved by the development of the idea to apply the thermodynamics laws to the management of organizations. In the framework of this study, the equation of enthalpy change based on the Gibbs-Helmholtz equation is proposed. This equation unifies the increase of free energy, entropy and uncertainty (information entropy). Enthalpy in this approach assesses the energy potential of the organization. Formulas for calculating the relevant indicators of changes in the realized energy potential and dissipation are proposed, that, in fact, make it is possible to evaluate the quality of management as the quality of entrepreneurial energy.