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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.

Project management methodology is widely used in various aspects of educational activities, including in the field of adult education. In-service training projects implemented by higher education institutions in the field of adult education, mainly at public expense, are limited, on the one hand, in terms of implementation, which leads to the impossibility of increasing project implementation time, then in the amount of funding regulated by relevant provisions and resolutions on the organization of professional training (advanced training) of specialists, and on the other hand, the internal regulations and rules of educational institutions on the organization of training and implementation of educational projects in the field of higher education, aimed at working with students. At the same time, the implementation of such projects is subject to increased requirements for their quality. Under such conditions, the implementation of educational projects of professional development is quite difficult. Teams of educational projects of advanced training are formed mainly of persons selected from among the internal employees of the educational institution, who are able to work with an adult audience. To form such teams, it is necessary to take into account the peculiarities of adult learning, the peculiarities of educational projects of professional development and the peculiarities of the teams of such projects. Accordingly, the management of such teams is associated with certain personnel risks that may affect the success of the project. In turn, working with teams whose members have a high creative potential requires effective  management methods, one of which is the process of forming a single, coherent team of like-minded people who can effectively achieve the project goal. A method of forming teams of educational projects of advanced training, obtained as a result of cross-evaluation of qualities (creativity) of team members of such projects, taking into account their personnel risks and "degrees of trust", is proposed. It is concluded that this method allows the head of the educational project to increase the efficiency of decision-making on team building or planning of executors for the educational project of professional development, by selecting applicants with the highest "degrees of trust".

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