Modern projects are implemented in conditions of high uncertainty and a dynamic external environment. Project managers should respond promptly to unexpected changes in requirements, market conditions, and other factors. This article addresses the issue of enhancing adaptability in project management. It presents a literature review on the integration of change management with project management as well as a comparative analysis of traditional and agile methodologies. It is demonstrated that conventional approaches are insufficiently effective in environments characterised by frequent changes, whereas agile methodologies significantly increase project success rates by enabling rapid adaptation to new conditions. Based on best practices, an original algorithm – FASTADAPT – is proposed: a nine-step sequence for project managers designed to facilitate systematic responses to unforeseen changes. The stages of the algorithm are described in detail, and recommendations for its practical implementation are provided. Using real-world case studies, it is shown that applying FASTADAPT reduces response time to change by 30–50%. The article concludes by highlighting the advantages of the proposed approach in increasing project resilience to external influences. It also outlines current limitations and suggests directions for future research, including the need for empirical validation of the effectiveness of FASTADAPT across various industries.

The article focuses on project management activities in the field of information technology (hereinafter referred to as IT) which is the object of the study, and the tools used to manage the scope of such projects (the subject). Scope primarily refers to requirements for a product, service, or other project deliverable. The article identifies the challenges organisations face when using the most popular requirements management systems – local electronic documents in conjunction with email systems as well as wiki-type systems. These include, in particular, contradiction and inconsistency in requirements. The Docs as Code approach and DocOps (Documentation Operations) practices are highlighted as solutions to these challenges, defining a set of developers’ tools and practices to manage the scope of IT projects.

In this work, the author describes practical experience in managing a portfolio of IT-projects (IT – information technologies) within the business structure of Yandex. The article examines the specific features of organising the work of the cross-service Q-commerce (quick commerce) team: it details the stepby-step process of managing the portfolio and individual projects, presents the artifacts used and the procedures implemented. Special attention is given to the use of a hybrid approach that combines elements of classical project management and Agile-frameworks. Particular emphasis is placed on project prioritisation mechanisms, resource management under constraints, and organisation of interaction between related teams. The article will be especially useful for IT project managers involved in the implementation of complex integration projects in large companies. The solutions described can be adapted for other industries, taking into account the specific characteristics of the relevant field.

This article analyses the Access to Public Procurement Opportunities (hereinafter referred to as AGPO) programme and explores ways for its improvement through project management. The AGPO programme, implemented in Kenya, aims to overcome socioeconomic inequality and expand economic opportunities for the most marginalised groups: youth, women, and persons with disabilities. The study relies on qualitative analysis methods using secondary data, including case studies and analysis of official reports and scientific publications. The study identifies key barriers to the effectiveness of AGPO and proposes an institutional solution – the creation of a dedicated programme management office (hereinafter referred to as PMO) within AGPO. The research findings can be used by government agencies in Kenya and other developing countries to develop strategies and reform socially oriented procurement programmes, increase their transparency, inclusiveness, and effectiveness. Promising areas of research are an empirical assessment of the impact of AGPO on target groups after the implementation of the proposed changes as well as a comparative analysis of the effectiveness of various management models of similar programmes in different countries. The study demonstrates that the success of government programmes like AGPO in expanding economic opportunities for marginalised groups depends not only on political will but also on the presence of a professional management structure. The establishment of a PMO is seen as a key step in overcoming institutional and operational challenges, ensuring sustainability, and achieving the stated goals of expanding economic opportunities for vulnerable groups.

The article presents the historical development of one of the most important forms of interaction between state power and private enterprise in countries of the federal type – public-private partnership (hereinafter referred to as PPP). The following world powers came forward as research objects: the United Kingdom of Great Britain and Northern Ireland, the French Republic, Canada, and the United States of America. However, first of all, the authors of the article presented and disclosed the main terms and their characteristics, such as genesis, partnership ofthe state and business, and also analysed their own programmes aimed at the development of interaction of the state and private business (for example, Private Finance Initiative, Private Finance 2) as well as development centres (such as the global centre Partnerships United Kingdom, the federal coordination centre Mission D’appui aux Partenariats Public-privé (Fr. Mission of Support of PPP) and others. Accordingly, after conducting a historical analysis, it was established that, firstly, the role of the state in the implementation of PPP projects is decisive, as in most cases it is their initiator and main organiser, and, secondly, the basis of the construction and further development of this form of interaction is the formation of its institutional environment based on legal norms, specialised public authorities, the country’s political course.

The paper examines, from a scientific and practical points of view, the issue of implementing an investment policy relevant to the socio-economic development of the Russian Federation (hereinafter referred to as RF, Russia), one of the tools for which is the mechanism of project financing. Based on the analysis of interpretations of the studied phenomenon by experts, the authors substantiate the expediency of supplementing the interpretation of the term based on the theoretical provisions of the process approach. As a result, the authors’ approach to the list of process groups for managing the project financing mechanism is formulated and their synchronisation with project management process groups is proposed. This opens new areas of research on the mechanism in the context of project management theory. Its features in Russia are revealed, and advantages in the implementation of large infrastructure projects are argued. The financial mechanism of the “Project Finance Factory” (hereinafter referred to as Factory) is revealed – a joint initiative between VEB.RF and the Ministry of Economic Development of the RF, whose activities are founded on the provision of financial resources to borrowers on the basis of a syndicated lending agreement. The innovations aimed at improving the Factory are considered, the authors’ interpretation and justifications for a positive assessment of the improvements are presented. Along with this, there are reserves for increasing the effectiveness of the mechanism under consideration. The authors summarise that the Factory, due to its significant contribution to the development of key sectors of the Russian economy, is an institutional mechanism for interaction between the state and business.