Purpose. Formalization of the main stages and methods of project portfolio formation for a metallurgical enterprise, taking into account the strategy of its sustainable development.Methodology. To characterize each element and the subsequent presentation of the corresponding weight indicator, based on which the selection of portfolio components will be performed, the classical method of hierarchy analysis is used. This method allows assessing the priorities of sustainable development of the enterprise relative to its general goal.findings. A development portfolio model has been presented that combines three elements in the interaction: economics, technology, and environmental analysis. Each of these elements is characterized by five criteria. Based on the hierarchy analysis method, it is reasonable to evaluate each of the potential components to justify their inclusion in the portfolio by integrated assess ment. The sequence of stages of the methodology for selecting projects to the portfolio of sustainable development of a metallurgi cal enterprise is described. To determine the innovativeness of projects, criteria are proposed that characterize their suitability.originality. A fundamentally new model of the development portfolio has been proposed, combining three elements in the interaction: economy, technology and environmental analysis. For the first time, criteria have been proposed for determining the innovativeness of projects that characterize the suitability of technologies for the particularities of the enterprise. A new method of forming an enterprise development portfolio using the hierarchy analysis method is presented.Practical value. As a result of the research to form the basis of project proposals, experimental training was conducted for mid level personnel of a metallurgical enterprise. After conducting preliminary studies, a database of project proposals was formed for the sustainable development portfolio of the enterprise.

The article discusses the methodological aspects of portfolio management of organizations development in conditions of behavioral economy. It is shown that the success of the organization’s development portfolio is impossible without taking into account the dominant values of the organization. The article discusses conceptual provisions, methods and models that form the basis of value-oriented management of project portfolios. The conceptual foundations of the value-oriented portfolio management of organizational development are based on models of project life cycles, the formation of a vision for the development of organizations based on the evolutionary theory of values in dynamic environment. The existing concepts, models and methods of managing projects portfolios of organizational development are analyzed. Establishing the correspondence of the dominant levels of organizational values to the established practices of project management showed that the management of project portfolios should be considered from the perspective of a fundamentally new paradigm - as a systematic activity for the development of organizations based on the values that dominate the organization. The types of organizational cultures in accordance with the evolutionary theory of values are considered. The model of value-oriented development of the organization has been further developed and given an understanding of the essence of the spiral nature of the systems development and allows the implementation of joint measures for the organizations development in the form of projects portfolio. It is shown a model for diagnosing the state of organizational values at the stages of the system life cycle to determine a strategy for adapting organizational values to the requirements of the external environment. The method of competitive analysis of portfolio components has been improved to form the composition of the organization’s development portfolio by applying the principles of value-oriented and reflective management to make managerial decisions. The practical application of technology for value-oriented management of the enterprise development portfolio as a complex organizational and technical system is considered.

The article discusses issues related to the implementation of modern transformational development technologies in the field of reforming local self-government through the formation of capable united territorial communities. The article claims that today in Ukraine the first evolutionary stage of voluntary community unification has already been passed and now Ukraine is moving on to the next stage - community unification by the principle of ability. This second stage of decentralization involves a radical reduction in the number of districts through the unification and creation of new capable administrative and territorial units at the subregional level. This necessitates a change in the functions of local governments from the implementation of the existing external strategy, to structures that independently develop strategies and tactics, and are responsible for their decisions to the residents of the communities. The role and specific features of capable united territorial communities, as public law units that have all the necessary resources to solve local issues provided for by law, are described. It is proved that strategic goals require a systematic, step-by-step technology for the development and implementation of both strategic and tactical levels. However, among specialists from local economic development, certain gaps in understanding how to turn strategies into tactical development plans through projects and programs have been identified. Although project management has all the necessary tools to create mechanisms for implementing the developed strategy. It is the lack of knowledge on the practical application of well-known project management tools, which causes failures in the implementation of strategies. The article notes that the failure in the developed strategy implementation can be due to both shortcomings in the development of the strategy itself and errors in the development of tactical measures for its implementation. Highlighted shortcomings in the training of project competencies of persons related to the development of program-targeted documents in the newly united territorial communities. The development of transformational tools for united territorial communities through the integration of strategic planning and tactical project management is proposed.

Human behavior is the most common cause of project management failure. Behavioral economics is interdisciplinary in nature and allows you to identify the psychological basis for making a project manager decisions that lead to success or failure in projects. The personality of the project manager, project teams, and a special project environment continue to dominate the analysis of human behavior in project management. The article may be of interest to scientists and project management practitioners. The aim of the work is to study the principles of decision-making in project management and the influence of behavioral economics on them. The objectives of the article are to determine the impact of behavioral economics on project management as a system, to compare the methods of hard and soft systems approaches in planning and decision-making, to develop principles and sequence of actions for project integration. Methods. When writing the article, a behavioral approach, a systematic approach, decision-making methods, heuristic methods, a soft systemic approach, a hard systemic approach, a logical-structural approach, and integration methods were used. The results of the work are to harmonize the principles of PMBoK project management standards of the announced 7th edition, ISO 21500, ISO / IEC 15288 with the principles of the management economics approach. Providing system integration based on a soft systemic approach to management, allows to more fully take into account the human factor when making decisions and serve as a tool for implementing the principles of behavioral economics. A comparative analysis of the hard and soft systemic approaches is carried out and their main differences are identified. Effective integration requires organizational, administrative and behavioral skills in managing people. The principle of innovation, the principle of flexibility to change, the principle of combined compensation and the principle of combined value are the four principles of integration. Scientific novelty. The work further developed methodological approaches to substantiating the creation and further formation of a unique mental space for project activities, by ensuring the using of methods and approaches of behavioral economics. Practical significance. The results obtained are aimed at improving methodological approaches to decision-making in project activities based on ensuring the implementation of the principles of behavioral economics. Ensuring the principles and sequence of actions for the integration of the project is aimed at increasing the number of successfully implemented projects.

The article deals with the methodological aspects of implementing the organization’s strategy through project portfolio management. The existing concepts, models, and methods of organizational development portfolios management are analyzed. The types of organizational cultures are considered in accordance with the evolutionary theory of values. The article shows that the success of the implementation of the organization’s development strategy is impossible without taking into account its dominant values. The organization development model links the spiral nature of systems development and the organization’s strategy in the form of a project portfolio. The model of the projects’ portfolio formation based on the definition of organizational values at the stages of the life cycle of the system is shown. The application of the competitive analysis method for the projects’ portfolio formation using the principles of value-oriented and reflexive management for making management decisions is presented.