Today, many organizations often face the problem of selecting rational necessary methodologies for an effective program, portfolio and project management. As a rule, in specific unique conditions for the implementation of programs and projects, it is difficult for organization methodologists to choose a methodology "suitable" for the goals and scope of the functional coverage of projects from the methodologies presented on the global "market". If applying systematically approaches the problem of creating a methodology, then it is obvious that a "boxed" product in such a situation cannot be ideally suited, since this product was developed for certain application conditions that do not coincide with the specifics of the organization. This problem sets the task for project management methodologists to either adapt the "box" methodology or develop their own, for the specifics of the projects of this organization, under the conditions in which it operates. Considering management methodology as the language of effective stakeholder interaction, the importance of using classical methodologies is a priority. A sound project management methodology will guide the project manager through a controlled, manageable and visible set of activities to achieve project results. However, the development of a new qualitative methodology is a very costly undertaking that requires highly qualified methodological resources, versatile professional experience, time, etc. In professional cases, when solving this problem, managers-methodologists follow the path of adapting existing methodologies. Adaptation of methodologies can go with the use of convergence and/or hybridization.
The situation is different with the use of hybridization methodologies. In conditions of low maturity of PM, if there are professional methodologists in the organization, the hybridization of PM methods can be very effective. An experienced PM methodologist can take two or more PM methodologies that are not directly suitable for the implementation of enterprise portfolio projects, create an optimal hybrid version of a single methodology, selecting from each of the original methodologies those elements that are necessary for the specifics of a particular project portfolio of a given enterprise.
In this process of creating a hybrid methodology, the developer, using Occam's principle, cuts off "unnecessary" elements (functionally unclaimed or elements that duplicate functions) of methodologies. Thus, the hybridization of methodologies is the result of the active influence of methodologists on the initial "input" set of methodologies.
In conditions of a high level of maturity of PM, both convergence and hybridization of methodologies can be used. In this combined process, convergence can proceed as a synergistic objective action of methodological transformation with a relatively insignificant ("passive") influence of methodologists, and hybridization, on the contrary, is realized with the active influence of a methodologist acting like a sculptor, cutting off everything "superfluous" from a stone-blank.
In general, from the point of view of time parameters and changes in management structures in the development of PM methodologies, convergence technologies can be conditionally classified as evolutionary, and hybridization technologies as revolutionary. It should be noted that convergenc e and hybridization can be carried out simultaneously, giving a synergistic effect.
Both convergence and hybridization imply the creation of a methodology for complex multifunctional projects, consisting not only of a relatively small set of basic elements, but of an expanded set that meets the whole variety of project characteristics, criteria for its success, and features of the organizational structure in which it is implemented. That is, both of these technologies are effective for "heavy" multi-element methodologies.
Convergent technologies for the development of PM methodologies are relatively well developed
(see, for example, [
Hybridization of PM methods in the context of digitalization and artificial intelligence environment
The most fruitful application of hybridization of PM methodologies in the life of a digital society, is in automatic systems, in particular in cyber management systems.
Almost all existing project management methodologies are designed for the human environment,
the ordinary human intellect. However, artificial intelligence is still significantly different from
human intelligence. The main differences between artificial intelligence and natural intelligence are,
first of all, in empathic, and sensory abilities, the use of a complex of sensations, the analysis of
nonverbal information flows, in the use of the collective unconscious and hereditary (genetically
transmitted) information space. In some PM methods, an important role is assigned, for example, to
such management decision-making tools as intuition [
In today's digital society, there is a great need to develop new PM methodologies. And at the current stage of these developments, hybridization can be the most effective. After creating a pool of PM methodologies for the digital environment using hybridization methods, it makes sense to use convergence mechanisms as well.
There is a need for the development of intelligent PM methodologies that generate control methods in natural, artificial and combined intelligence environments.
The difference in the hybridization of the development of PM methodologies is that in these methodologies both objects, subjects, and management processes are fundamentally different.
If in traditional PM methodologies we do not think about many aspects including, for example, in the "Subjects of management and behavioural competence" block that affects decision-making, then in the hybrid methodologies "Natural-artificial intelligence", these aspects require careful development. Hybrid methodologies "Natural-artificial intelligence" need to expand the elements that are the structure of the functional behavioural properties of artificial intelligence.
The following goal-setting concepts - are "result, value, output and outcome, performance". Expectations and accepted concepts focused development projects on the result - result, added value (value) - value, product and result - output and outcome, performance efficiency within the remainder of the life path of the product and organization – performance. Each of the concepts takes its place in the general system of development of knowledge systems and project management methodology.
The situation is different with the use of hybridization methodologies. In conditions of low maturity of PM, if there are professional methodologists in the organization, the hybridization of PM methods can be very effective. An experienced PM methodologist can take two or more PM methodologies that are not directly suitable for the implementation of enterprise portfolio projects, create an optimal hybrid version of a single methodology, selecting from each of the original methodologies those elements that are necessary for the specifics of a particular project portfolio of a given enterprise.
In this process of creating a hybrid methodology, the developer, using Occam's principle, cuts off "unnecessary" elements (functionally unclaimed or elements that duplicate functions) of methodologies. Thus, the hybridization of methodologies is the result of the active influence of methodologists on the initial "input" set of methodologies.
In conditions of a high level of maturity of PM, both convergence and hybridization of methodologies can be used. In this combined process, convergence can proceed as a synergistic objective action of methodological transformation with a relatively insignificant ("passive") influence of methodologists, and hybridization, on the contrary, is realized with the active influence of a methodologist acting like a sculptor, cutting off everything "superfluous" from a stone-blank.
In general, from the point of view of time parameters and changes in management structures in the development of PM methodologies, convergence technologies can be conditionally classified as evolutionary, and hybridization technologies as revolutionary. It should be noted that convergence and hybridization can be carried out simultaneously, giving a synergistic effect.
Both convergence and hybridization imply the creation of a methodology for complex
multifunctional projects, consisting not only of a relatively small set of basic elements, but of an
expanded set that meets the whole variety of project characteristics, criteria for its success, and
features of the organizational structure in which it is implemented [
Convergent technologies for the development of PM methodologies are relatively well developed
(see, for example, [
Hybridization of PM methods in the context of digitalization and artificial intelligence environment
The most fruitful application of hybridization of PM methodologies in the life of a digital society, is in automatic systems, in particular in cyber management systems.
Almost all existing project management methodologies are designed for the human environment,
the ordinary human intellect. However, artificial intelligence is still significantly different from
human intelligence. The main differences between artificial intelligence and natural intelligence are,
first of all, in empathic, and sensory abilities, the use of a complex of sensations, the analysis of
nonverbal information flows, in the use of the collective unconscious and hereditary (genetically
transmitted) information space. In some PM methods, an important role is assigned, for example, to
such management decision-making tools as intuition [
In today's digital society, there is a great need to develop new PM methodologies. And at the current stage of these developments, hybridization can be the most effective. After creating a pool of PM methodologies for the digital environment using hybridization methods, it makes sense to use convergence mechanisms as well.
There is a need for the development of intelligent PM methodologies that generate control methods in natural, artificial and combined intelligence environments.
The difference in the hybridization of the development of PM methodologies is that in these
methodologies both objects, subjects, and management processes are fundamentally different [
If in traditional PM methodologies we do not think about many aspects including, for example, in the "Subjects of management and behavioural competence" block that affects decision-making, then in the hybrid methodologies "Natural-artificial intelligence", these aspects require careful development. Hybrid methodologies "Natural-artificial intelligence" need to expand the elements that are the structure of the functional behavioural properties of artificial intelligence.
There are five application principles of hybrid project, program and portfolio management methodology (Figure 1).
A. The principle of centralization project, program and portfolio management is the concentration of strategic and most important decisions.
The advantages of centralization include decision-making by those who have a good representation of the work of the company as a whole, occupy high positions and have extensive knowledge and experience; elimination of duplication of work and the associated reduction in overall management costs; ensuring a unified scientific and technical, production, marketing, personnel policy, etc.
The disadvantages of centralization are that decisions are made by persons with poor knowledge of specific circumstances; a lot of time is spent on the transmission of information, and it is lost; lowerlevel managers are practically eliminated from making decisions that are subject to execution.
B. The principle of decentralization project, program and portfolio management is the delegation of authority to a lower company management body (structural unit, official) to make decisions or give orders on behalf of the entire company or unit within certain limits. The need for this is due to the growth in the scale of production and its complication, when not only one person, but also a whole group of people is not able to make and control all decisions, and even more so to carry them out. Decentralization has many advantages, among the main ones being the possibility of quick decisionmaking due to the involvement of middle and lower-level managers, the absence of the need to develop detailed plans and the weakening of bureaucratization.
At the same time, with decentralization, there is a lack of information, which inevitably affects the quality of decisions made; the scale of thinking is changing and the circle of interests of managers is narrowing - feelings can take precedence over reason; the unification of rules and decision-making procedures becomes more difficult, which increases the time for coordination and "shaking". The higher the degree of decentralization, the greater the independence, and independence of grassroots units, which can lead to disintegration and separatism. That is why decentralization can be allowed only within certain limits. A large company should be more decentralized because the number of decisions made in the centre and the number of their approvals grow exponentially and eventually exceed the technical capabilities of the management system.
The need for decentralization increases in geographically dispersed organizations, as well as in an unstable and rapidly changing environment, since there is often not enough time to coordinate with the centre of actions that must be carried out immediately. Finally, the degree of decentralization depends on the experience and qualifications of the managers and employees of the respective departments. The more experienced and qualified people are on the ground, the more rights they can be given, the greater responsibility placed on them, and instructed to make difficult decisions on their own.
C. The principle of coordination project, program and portfolio management of the activities of structural divisions and employees of the company. Depending on the circumstances, coordination is either entrusted to the units themselves, jointly developing the necessary measures, or may be entrusted to the head of one of them. However, most often, coordination is entrusted to a specially appointed leader, who has a staff of employees and consultants.
D. The principle of using human project, program and portfolio management competence is as follows: the bulk of decisions are made not by the entrepreneur or the chief manager unilaterally, but by employees of those levels of management where decisions must be implemented; performers are focused primarily not on direct instructions from above, but limited areas of action, powers and responsibilities; higher authorities solve only those issues and problems that lower ones are not able (or do not have the right) to solve.
E. The principle of effective use of project, program and portfolio management stakeholders. As you know, the sphere of influence of business includes a whole range of related activities. The specialists who perform them are called satellites (companions, assistants) of the business. They contribute to the company's relations with the outside world: contractors, and the state represented by its numerous bodies and institutions.
3. Convergence, integration and actualization processes in the hybridization of project management methodologies
At the present stage, the basis of project management can be a new philosophy - the philosophy of instability, which radically changed the concept of the world structure, rethought the role of chaos in the world, considering it as a source of order and organization, legitimized the principles of pluralism, relativism, indeterminacy. The philosophy of instability postulates the idea of abandoning monism, logocentrism, and linearity, but the starting point of its worldview and methodological strategies is the idea of openness, plurality, multivariate and nonlinear worldviews, chaos and chance as creative principles. This is because society now has a variety of worldviews and philosophical principles of interpretation and management practices, defined as organizational and organizational activities of people.
The methodological basis of the convergent approach to project management is also formed by general scientific approaches and methods (systemic, functional, institutional, historical, comparative, etc.), which will contribute to a comprehensive and comprehensive analysis of the phenomenon of management. New opportunities for improving and developing innovative approaches to project decision-making to ensure the success of the project will create and use their subject area (Figure 1).
Centralization
PPPM Stakeholders
PPPM
Decentralization
PPPM Competenses
PPPM
Coordination
PPPM
Thus, the effectiveness of a convergent approach to project management depends largely on the personal determinant: only a creative, diverse, result-oriented person who does not shirk responsibility for decisions, can succeed in project activities. In addition to professional knowledge and skills, a modern manager must have personal competencies that are especially relevant in conditions of economic instability: resilience, responsibility, discipline, ambition, determination, and propensity to innovate.
The question is not whether “traditional” PM methodologies and “nefwor, dAevgeilloep”ment
information technology methodologies can be combined. Here the problem is rather in terminology
and the replacement of simple entities. In modern business, it is widely believed that there are "old"
and there are "new" project management methodologies. If we consider the actual essence of the
applied "old" methodologies, then it consists of the use of well-planned, developed packages of
documents for the entire life cycle of the project. Documents, starting from the concept, technical
specifications, tasks, passport, project charter and up to an integrated project management plan with
all regulations and systematically developed management processes (for example, following PMBoK
PMI, ICB4 IPMA, Agile and PM2). We will consider the development of competence in the context
of the implementation of innovative projects and programs. At the same time, information and
communication technologies will be the key driver. The main hypothesis of the study is that the key
factor in the successful implementation of innovative projects and programs is the active development
of a system of competencies in management processes, the creation and migration of values based on
modern project management methodologies such as PMBoK 7 [
The success of projects and programs can only be managed by focusing on the vectors of value
creation for various stakeholder groups, using trends to accelerate development, the convergence of
knowledge, timely change in management paradigms, and understanding the philosophy of life cycles
[
The return from a proactive to a reactive management method is associated with the transformation of a challenge into a problem. The period of proactivity is the period of transformation of a call into a problem. The approach to evaluating the proactive period is used in software systems development projects based on the Agile methodology. For example, in such a definition as proactive protection of a project or program, means a set of technologies that are used in information and communication systems. The main goal is to identify potentially dangerous software and eliminate its influence or the program code itself within running software systems. Unlike other technologies, they alert and attempt to block dangerous activity rather than detecting a known malicious program on the system. At the same time, a model of active bifurcation points is used, which are tied to life cycle events and change the priorities of the project or program components for the implementation of one of the strategies - anti-crisis, stabilization and sustainable development.
The philosophy of stakeholder management is based on the fact that their claims are legitimate and therefore subject to accounting. At the same time, it should be noted that those interpretations of the stakeholder concept that limit the legitimacy of their claims should be rejected on economic grounds, as they ignore the fact that the organization's resources are limited. Unlimited satisfaction of requirements is impossible since this will cause a shortage of an exchange product. For their part, the interested parties in many cases do not intend to give up their claims without resistance. In practice, this leads to the emergence of political processes in relations between groups, in particular, to the struggle for the distribution of material and other benefits.
Let us consider a generalized model of infrastructure programs being implemented by companies from several countries.
Projects substantiate the expediency of using genomic representations of portfolio management
methodologies, programs and projects of the organization [
We will analyze the application of genomic representations of management methodologies, taking into account the existing problems of financial organizations, and the turbulence of the internal and external environment. We will divide the problems into four groups: goal definition, goal achievement, organizational competence and organizational behaviour.
As an example, consider the phased formation of methodologies. The use of interaction
mechanisms depends on the level of maturity of project management in the organization [
The knowledge carrier of the methodology is formed according to this model. The formalized model of the genome of the methodologies is written as follows.
In this model, we distinguish two mechanisms: systematization within each level and harmonization between the levels of the model.
The harmonization mechanism provides system processing of models of each level. At the same time, the elements of each level are systematized based on the adjacency matrix.
The integration mechanism ensures the formation of a holistic model of the hybrid methodology. Such integration depends on the specifics of each methodology that is included in the hybrid.
The actualization mechanism implements comprehensive testing of the hybrid methodology for gaps and ambiguities.
The convergence mechanism ensures the interpenetration of best practices (solutions) within the applied methodologies.
The updating mechanism is preparing a hybrid implementation methodology.
Each of these mechanisms has a complex structure, and entry and exit functions. Such mechanisms will be defined in detail in future publications by the authors.
For example, relationships at the first level between principles and approaches are systematized by an adjacency matrix. At the same time, the elements of the matrix determine the system compatibility of individual principles and approaches. A value of 0 determines the inconsistency of the elements or the absence of their mutual influence, 1-full consistency and maximum mutual influence. Similarly, matrices are formed at other levels of the model. The task of the systematization mechanism is to determine the system compatibility of the selected elements of the methodologies. In this case, the term "genetic code of a project (program)" will mean its system model, which includes the initial idea of the "vision" of the product of the project or program, an integrated process for the development of a certain functional activity, built for the entire life cycle of the project, tools for its interaction with the external environment. At the same time, the genomes of project management methodologies, and project and program portfolio management have the same helical structure for different content.
On this basis, the methodology of convergent development in the management of innovative
digitalization projects has been formed [
The first and second concepts consider the parameters of the system in a dynamic state, and the third - is in a static state.
The first concept is displayed as the evolution of competencies, the result of which is convergent similarity. This means the similarity of the competencies of management systems, based not on their industry characteristics, but on a close set of features that have formed independently in different digitalization systems. The main reason for convergent evolution is the similarity of the nature of the influence of external factors on these competency systems.
Since project management is one of the types of human activity, accompanied by the use of a
certain arsenal of competencies within the framework of methods, tools and tools for practical
implementation, there is a whole range of conceptual models that have been formed based on
numerous experimental studies and theoretical generalization of the best world practice. The
chronology of the development of competency systems and project management methodologies
reveals the gradual application of interdisciplinary integrated approaches associated with the
awareness of the negative consequences of excessive focus on the narrow specialization of
competencies and insufficient use of methods for their synthesis [
Since interpenetration occurs as a result of ensuring the innovativeness of digitalization processes
in various fields of science, technology, education, etc., it is an interweaving and interaction of
competency elements. At the same time, organizational pathologies are formed regarding the
interaction of competencies [
The second concept is related to the process of formation of new systems of competencies due to
the convergence of the characteristics of systems. This happens in digitalization projects as a result of
the mutual movement of competencies toward each other. In this case, the key issue is the
sustainability of development and the flexibility of the system of competencies [
To implement the second concept, it is necessary:
to determine the main components of the process of convergence of competencies of
management systems in the formation of new methodologies;
propose criteria for comparing the system characteristics of objects in their convergence
concerning competencies [
Developed using the convergent approach of competencies, methods and models become
practically the only way to create and use innovative methodologies in the field of IT and
digitalization project management [
Intuitive creativity is a logical consequence of the competent preparatory work of the mind, intense
substantiation of the problem, idea, and design. This type of creativity is characterized by the
following competencies as integrability, integrity, completeness of its results, a high level of foresight
and proactivity, providing intuitive creativity of real nature and orienting digitalization projects
towards technological breakthroughs [
To achieve success in the competent solution of innovative problems, new requirements are formed for the personality of the project manager, taking into account his competence and ability for innovative thinking, the ability to use systems convergence models in the formation of new methods for making unique decisions in project and program management. Many leading domestic and foreign scientists are engaged in the questions raised. But in most cases, their research is reduced to the issue of choosing the best methodology from the existing ones for certain conditions, and the issue of expanding competencies through the methods of convergence and integration of systems of various branches of science is practically not considered.
The third concept provides tools for determining the degree and measure of similarity of systems
in the "as is" state to assess the necessary competencies for the successful management of innovative
projects for the implementation of information technologies and the digitalization of social activities.
Digitalization projects are managed in a certain environment, which is a complex of various
(economic, technological, social, cultural, etc.) factors [
We will consider the development of competence in the context of the implementation of innovative projects and programs. At the same time, information and communication technologies will be the key driver. The main hypothesis of the study is that the key factor in the successful implementation of innovative projects and programs is the active development of a system of competencies in management processes, and the creation and migration of values based on the competence of managers. Competence structures are considered as dynamic system that changes under the influence of innovations and innovative projects and programs, as a system of competencies is subject to development and erosion simultaneously due to the influence of external and internal factors. The application of modern methodologies for managing the development of complex socioeconomic systems is increasingly associated with the use of innovative ideas, methods and approaches borrowed from other sciences. Transdisciplinary is becoming the main feature of the sciences that study complexity and evolution. The current state of economic, social, and technical systems creates new requirements for digitalization and management processes, and decision-making within the competence of stakeholders. To do this, analogy methods are actively used to create new methods and decision-making models borrowed from other areas of knowledge. To enable the use of such methods, it is necessary to consider: the degree of complexity of control systems in various industries; degree of convergence of these systems; competence and innovative thinking of the stakeholders of the innovative project.
The convergence hypothesis is a statement that no matter how different management systems are in the process of innovative development, inefficient outdated competencies are discarded while retaining effective ones and introducing new competencies that innovative projects and digitalization products need. Therefore, competencies after gradual selection become relatively similar. This is largely facilitated by the innovative development of knowledge systems, methodologies, techniques and technologies, which reduce the difference between the management systems of various industries, creating a single methodological basis, while taking into account the specifics of projects and programs. At the same time, according to the convergence hypothesis, if the control object at the initial stage is farther from the position of stable equilibrium, the rate of its development will be higher than that of the system that is closer to the equilibrium state. Accordingly, in the long run, differentiation can be smoothed out. A process that is opposed to convergence - "divergence" is used in control systems to determine movement along different trajectories. At the same time, fundamentally new competencies appear that require the development of the competence of stakeholders
In recent years, the understanding has come that project management, is a special art that can be
distinguished and studied. Project management methodology is completely different from the purely
technical methodology that is often associated with most projects [
Project management is not something extraordinary - it is the most effective means of achieving results. For better or worse, depending on the skill, intuition and luck of managers, projects should always be manageable.
The situation is most obvious in the case of project management in the construction industry, in
numerous government organizations, aerospace research, medicine, electronics, etc. Unfortunately,
different people put different meanings into the term project management, and, naturally, there are
different opinions about what and who is involved in such management. Related to this is a certain
diversity of the new and dynamically developing profession of project manager. As a result, however,
it is difficult to find a real connection here, especially where modern, innovative, interdisciplinary
coordination is needed [
Projects are carried out by people with their respective skills and abilities. But the number of
people and their qualifications change during the life cycle of the project following the level of effort
involved. Consequently, many of the project participants are required only for a relatively short time.
Therefore, the project should be led by a team led by a project manager [
In real life, the project team is also required only temporarily. However, much attention must be paid to the selection and coordination of its members, ensuring that they clearly understand the roles and responsibilities in the temporary organizational environment. This is where human resource management comes into play.
Consequently, there is a need for a constant forecast of the final result, including the consumed resources. Based on such a forecast, especially if the forecast is poor, it is possible to change direction by applying control.
Control makes sense if all project participants clearly understand their roles and responsibilities the result of careful planning and coordination. In addition, the current state of the project becomes apparent after its comparison with the planned one. Often such a comparison can only be made by interpreting both the external and internal design environment. All this relates to communication management.
But the presence of people and communications is not enough to successfully implement the
projects, programs and portfolio of projects [
The uncertainty of projects is an objective factor and is associated with probability and risk. A professional project manager will take steps to reduce the possibility of realizing a less favourable outcome by reducing the risk of the project if this can be achieved effectively. This brings us to the need for a concise understanding of the nature of the project in the first place, especially if it is innovation and cross-sectoral. All these functions are performed in risk management.
Any project starts with the idea of changing someone or something. Ideas for changing the world
around us (including ourselves) appear in various areas of human activity - science, art, production,
economics, everyday life, etc. These ideas can capture functions of various scales, from rebuilding the
country's economy and renovating a factory to buying a vacuum cleaner. Some of these ideas provide
the study of the secrets of the universe and the universe by mankind [
From this, it follows that the world of projects is limitless and can be defined in a huge number of various features that divide projects into categories: research, product development, cultural development, financial and innovation activities, etc.
From where and how the idea of the project is born, its characteristic features depend. We do not think about why a cat has a kitten, and an elephant has a baby elephant.
Projects are born in a certain environment and very often in the same agony as all living things. The environment of the project "feeds" it with various ideas, approaches, tools, resources (including money) and means of solving the problems of the project - it forms the environment of the project. As for a person, clothing, housing, habitat and communication, etc. form an environment.
The specifics of managing innovation projects and the problems of dynamic leadership lies in the particular innovation of the tasks that project managers constantly have to solve, and the low level of performance culture among project participants: customer, investor, financing organizations, project managers, project performers, surrounding organization, control services (technical, financial, tax, etc.).
In this case, project management is considered a universal language of communication between project stakeholders. From the unambiguous and professionally correct understanding of the language of project management, the result of the implementation of an innovation project largely depends on the selected criteria (time, cost, quality, etc.).
The main problems of managing innovation projects are formed around the following factors [
In real practice project managers apply a conceptual model with five domains of competencies: 1. Emotional Intelligence (EI) competencies of Result Orientation, Initiative, Flexibility, and Self-Confidence;
2. Social Intelligence (SI) competencies of Empathy, Influence, Networking, and Distributed Team Leadership. They also showed significantly more cognitive competencies in Systems Thinking and Pattern Recognition;
3. Cognitive Intelligence (CI) competencies being key to effectiveness in Acquisitions of knowledge, Creativity and Innovation, Artificial Intelligence and Modeling in an organization; 4. Business intelligence (BI) competencies like Strategy, Culture and Values, Planning and Control, Opportunity and Risk Management.
5. Technical intelligence (TI) competencies: vision of the product and result, technical, technological and organizational solutions in the implementation of the project, work in conditions of uncertainty and innovation, clear definition of boundaries and work with the context.
The hybrid model of Competencies Intelligence for managing Innovation Projects is shown in Figure 2. The approach to achieving a particular goal depends on the situation. The guiding intelligence principles are the elements of the prospective competency as well as the technology solution used to build the solution. This choice starts with what the best is already available and then what needs to be built on top of that. This will be the technological architecture. We also face complexity and uncertainty, which means that every situation requires a different approach. Therefore, the various Agile approaches are commonly referred to as "Frameworks", they are the starting point from which the approach must gradually evolve. When you start a project, you study the lessons learned, choose a certain structure, and realize that this choice is an assumption that has not yet been proven to be correct. Work empirically when testing this assumption or hypothesis through an experiment. Such a hypothesis must be formulated in such a way that it can be falsified. We often adjust in small steps and sometimes you need to radically change the way of working. A clear, inspiring and supportive vision for the product or result to be delivered gives meaning to the higher goals the organization wants to achieve. It provides direction and sets boundaries. When there are many uncertainties and a changing context, it is often impossible to specify goals and requirements for the result. Therefore, the command continues to communicate with the user. The focus and boundaries of the product vision allow us to constantly improve it with the help of sub-goals. We then work in a plan-do-check-act mode until we achieve results. Consider the mechanisms of intellectual support for 5D models based on their Smartification. Emotional intelligence is supported by the Smartification mechanism based on flexibility, self-management, emotional contagion, and result orientation competencies. Smartification of the socio-intelligence mechanism is determined based on the active use of social networks, distributed teams, and empathy. Smartification of cognitive intelligence is based on Acquisitions of knowledge, Creativity and Innovation, Artificial Intelligence and Modeling in an organization.
The proposed hybrid Intelligence Competencies model for managing Innovation Projects includes five domains of competencies. These domains are the emotional, social, cognitive and baseness and technical competencies. Each domain has a set of basic interrelated competencies. Hybridization process gives the possibility to develop Intelligence mechanisms for the hybrid model. To support of the success an innovation project, a benchmark level of competencies assessment is used. It allows for the identification of the low level of some competencies and, at the stage of project initiation, plans the necessary corrective actions to develop insufficient project competencies. The example of the program for the preparation of masters with double diplomas confirmed the effectiveness of the proposed model. The given step-by-step process model allows us to successfully carry out innovation projects. The following issues should be highlighted as areas for future research: hybridization of competence domain by intelligence mechanisms for managing innovation projects; managing the uncertainty in the value creation process of innovation project; creation of effective assessment models and tools for each domain of competence.
The authors express their deep gratitude to the German Academic Exchange Service (DAAD),
financed from funds by the Federal Foreign Office, for its financial support of the “Virtual Master
Cooperation Data Science(”Project-ID: 57513461) [
Guide). Seventh Edit,ion