Organizational resistance to change management has been an urgent issue in enterprises for more than 100 years, but in the 21st century it has become a determining factor in corporate transformations. Investments in technology, automation, and innovation alone do not guarantee success if employees actively and successfully resist the transformation process. The evolution of the best practices for overcoming organizational resistance in enterprises has been considered. The study focuses on management strategies that prioritize rapid decision-making and cost efficiency. The authors’ approach to classifying resistance types (individual, group, general, and from top management) and their correlation with the stages of change implementation has been presented: planning, implementing, and consolidating changes in company’s practical activities. The best practices of overcoming organizational resistance have been highlighted, forming three types of strategies such as “People are more important than changes”, “Business is more important than change”, and “Changes are necessary for survival”. Moderate resistance can be helpful in facilitating discussion and clarifying the goals of changes, while strong resistance on several levels can lead to delays, increased costs, and further project failure. By rethinking traditional theories and relating the best practices to modern business dynamics, the study offers a comprehensive methodology for effectively managing organizational resistance within the framework of the proposed strategies.

The issues of developing future engineers’ supra-professional skills such as systems thinking and teamwork, as well as forming responsibility for decision-making and understanding the impact of engineering activities on society and environment have been considered. The procedure for organizing students’ project activities to develop socially oriented projects aimed at ensuring urban sustainable development, considering the economic, legal and environmental agenda, has been presented. The approach presented in the study is aimed at broadening the horizons and developing systems thinking among future engineers through a comprehensive analysis of urban environment, as well as an active creative civic position.

The purpose of the study is to consider the practical application of SWOT analysis tools as an element of strategic management that allows project-oriented companies to effectively assess internal and external development factors. The main elements of SWOT analysis have been considered (weaknesses and strengths, opportunities and threats). It has been demonstrated how their research can help in determining strategic directions of competitiveness development. An example of the use of this toolkit in the activities of JSC Atomtechenergo project-oriented company, a key player in the Russian nuclear energy market, has been presented. The macroenvironment of the company has been studied by identificating favorable factors and challenges, an internal analysis of the company’s strengths and weaknesses has been conducted, and the SWOT analysis results have been presented. Based on the analysis, the management tasks and directions of further development have been determined.

Based on a study of the current state of managerial thought in the Society 4.0 concept and a comparison of the requirements for project management of Society 5.0, the author tries to answer important questions: what is the basis for the forming/changing managerial thought in the context of globalization; what are the roots of the issues of changing the design of thinking and human behavior in the global digital environment of society; where to look for reasons in the errors of business informatics, management features, and unreasonable/unconscious actions of a modern person; how to improve management in business informatics and effectively form the required competencies when training specialists for this sphere of activity in modern conditions of globalized society. These and other relevant issues facing the training system of business informatics and management have been considered, and the issue of the evolution of human culture in the light of project thinking has been reflected. Based on the analysis results, the main aspects of the transformation of managerial thinking of project activities in Society 5.0 have been formulated. The study results show that during the transition from a unipolar world order to a multipolar one, the role of the human-oriented approach in project activities and the importance of forming behavioral competencies of project management specialists increases, and goal setting fundamentally changes.

The basic principles, issues, and methods of planning projects work for developing and implementing integrated accounting systems that help with projects of varying complexity and scale have been described. A simple planning algorithm has been considered, which is applicable in most similar projects. The importance of setting goals and assigning tasks has been emphasized, and a review of planning and plans types has been conducted. Methods for assessing the complexity of tasks in relation to projects for developing and implementing integrated accounting systems have been proposed. It has been emphasized that competent planning is accompanied by working with risks, resources, and time, which contributes to the timely and effective plan implementation.

Regenerative project management is a new direction of project management that develops the ideas of sustainable development. It is aimed at the active restoration and prosperity of ecological, social, and economic systems. The conceptual foundations of regenerative project management, its relation to the regenerative economics concept, and the possibilities of its application within the framework of the ICB4 and GPM P5™ international standards have been investigated. The evolution of economic systems from traditional and green to sustainable, restorative, and regenerative has been analyzed, and their impact on three key components of sustainability such as economy, society, and ecology has been demonstrated. Special attention has been paid to the ICB4 and GPM P5™ international standards, which integrate the principles of sustainable and regenerative management, including ecosystem restoration, biological diversity, and adaptability. The study is theoretical in nature. The prospects for further research include practical cases analysis, the search for the use of the regenerative management principles in other international standards, a methodology and algorithm for selecting criteria for regenerative projects development. The study contributes to project management development by proposing a transition from the sustainability concept to regenerative management as a strategy for long-term prosperity.

The subject of the study is the size of information technology project team. The purpose of the study is to summarize the results of the analysis of the optimal size of information technology project team. The research methodology is a systematic review of the literature. The study results indicate that the range found in all the articles reviewed ranges from 5 to 7 people. The articles emphasize sensitivity of team size to parameters such as the results complexity and the context uncertainty and innovativeness. The existence of an optimal team size can be explained by the fact that when it reaches a certain number, social ties among participants become more complicated, which leads to a deterioration in coherence, a decrease in the quality of communications, tension among participants, trust erosion, and other losses in both work coordination and social relations. The results obtained can be applied in project management for creating new information technology products. At the same time, using the optimal team size is not limited to standardizing its size, but is accompanied by various organizational practices development. As a further work, it is interesting to conduct empirical studies of the optimal team size in different national contexts. The existence of an optimal team size is supported by empirical evidence, expert opinions, and data modeling results. Using the optimal team size in practice can lead to an increase in projects effectiveness, but requires a set of measures implementation.

The purpose of the study is to provide an overview of the methods and cases of using AI agents in the project management sphere. In the context of the rapid growth in the number of teams and individual specialists using digital technologies, as well as in the context of an increase in the number of stakeholders and business processes acceleration, traditional approaches to project management are losing their effectiveness and require rethinking. The architecture, operation principles, and AI agents’ autonomy levels have been considered, and a comprehensive analysis of existing practices for their implementation in project activities has been carried out using the example of popular digital platforms. Special attention has been paid to the authors’ personal experience in developing and applying an AI agent in a planning system, including the difficulties identified in interpreting user requests, integrating with external services, and maintaining user trust. The influence of raw and unstructured data on automated solutions effectiveness has been emphasized, and ways to minimize such risks have been proposed. The final part contains recommendations on architecture and strategy for integrating AI into project processes, considering the specifics of tasks, the needs of teams, and the degree of criticality of decisions made.

The purpose of the study is to identify the relationship between the degree of project management system development in regional authorities and the level of regional social and economic and political development. The object of the study is project management system in state civil and municipal service. The subject of the study is the impact of the level of project management system development in state civil and municipal service in the Russian regions on the level of regional social, economic, and political development. The study was based on open ratings data, and methods of content analysis and comparison were also used. The main elements that can characterize developed project management system in the Russian regional and municipal authorities have been identified. Based on the open sources content analysis, 50 regions have been analyzed, and three key groups have been identified. The analysis of three open ratings of regional development revealed the relationship between the high level of regional development and a well-developed project management system in regional authorities. The relationship between the regions from the catching-up group and the lower positions of these territories in the presented ratings has been determined.