Most information on the Obolon structure is derived from two boreholes in the western part of the crater. The lowest part of the section in the deepest borehole is composed by allogenic breccia of crystalline basement rocks overlain by clast-rich impact melt rocks and suevites. Abundant shock metamorphic effects are planar deformation features (PDFs) in quartz and feldspars, kink bands in biotite, etc. Coesite and impact diamonds were found in clast-rich impact melt rocks. Crater-fill deposits are a series of sandstones and breccias with blocks of sedimentary rocks that are covered by a layer of crystalline rock breccia.Crystalline rock breccias, conglomeratic breccias, and sandstones with crystalline rock debris have been found in some boreholes around the Obolon impact structure to a distance of about 50 km from its center. Those deposits are always underlain by Lower Triassic continental red clay and overlain by Middle Jurassic marine clay. The K-Ar age of impact melt glasses is 169 Ma, which corresponds to the Middle Jurassic (Bajocian) age. The composition of crater-fill rocks within the crater and sediments outside the Obolon structure testify to its formation under submarine conditions.

The effective work of housing and utility service providers is closely related to the development projects they implement. Anti-risk management is an important component of development project management. The analysis of the main directions of the development projects of housing and communal services providers is carried out, the limitations in which they function are given, the principle model of building the organizational structure of the management of development projects is described, the research methodology and architecture, a conceptual model of anti-risk management in the development projects of housing and communal services providers is proposed for carrying out further scientific research. An essential lever for increasing the effectiveness of anti-risk management in the development projects of providers of housing and communal services is the possibility of adjusting priorities regarding the implementation of development projects in real time due to the introduction of management automation and decision-making algorithmization, a process approach to risk management and management decision-making, and a dynamic organizational structure of project management development Automation of management and algorithmization of management decision-making allows all participants of development projects to be in one information system: to build a logical sequence of tasks, to determine the project path, to create an uninterrupted material flow with the minimization of necessary stocks, to establish transparency and control for stakeholders of development projects, etc. Algorithmization of decision-making allows timely prevention of project volume growth, low productivity, cost overruns, lack of time, resources, decision-making based on incomplete information, incompetence of development project participants. The dynamic organizational structure of management of development projects stimulates the coordination of actions and quick resolution of issues, education of the personnel reserve, establishment of communication, etc.

The object of research in the work is the processes of anti-risk management of projects for the development of providers of housing and utility services (PHUS). Particular attention is required to limit the management of the activities of the PHUS, related to the specifics of the housing and utility services sector. They have a significant impact on the need for the PHUS to constantly adjust the direction of efforts. They force companies to constantly monitor the progress of their projects and redirect resources. The priority should be development projects with the highest and fastest financial results with minimal risks. An essential lever for improving the effectiveness of anti-risk management in the projects for the development of PHUS is the possibility of adjusting the priorities for the implementation of these projects as much as possible in real time. This study developed a method of anti-risk management of development projects for housing and utility services providers, which consists in integrating such approaches into a single process, such as the implementation of management automation and decision-making algorithms. As well as the implementation of a process approach in risk management and decision making; implementation of benchmarking; and building a dynamic organizational structure for managing development projects The scheme of the method of anti-risk management of projects for the development of housing and utility services providers includes the following steps: – formation of a register of projects for the development of providers of housing and utility services; – identification of limitations of projects for the development of providers of housing and utility services; – implementation of automation of management and algorithmization of decision-making in the management of projects for the PHUS development; – application of a process approach in risk management and decision-making in the management of projects for the PHUS development; – building a dynamic organizational structure for managing development projects; – implementation of benchmarking in the management of projects for the PHUS development; – adjusting the PHUS priorities for the implementation of development projects in real time; – increasing the effectiveness of anti-risk management by directing the main resources to the PHUS development projects with minimal risks and the most significant economic result. The integration of all the above blocks into the anti-risk management of PHUS development projects makes it possible to increase the efficiency of managing these projects by directing the main resources to them with minimal risks and the most significant economic result. This, in turn, will improve the performance of providers of housing and utility services in terms of increasing income and reducing costs.

In this study, the application of ergonomics principles in managing development projects for utility service providers (USP) is proposed. Based on the analysis of previous work, the need to increase the efficiency of managing USP development projects through ergonomic resource utilization is determined. The implementation of ergonomics principles that can be applied in the process of realizing an improved method of forming a dynamic organizational structure for managing USP development projects is discussed.