Abstract
<jats:p>This article examines the change in management paradigms in the IT sector in the context of globalization, which is based on a strategic transition to the concept of "value delivery". It emphasizes the fact that there has been an evolution from the classic "Iron Triangle" to the principles of antifragility. It is this that is a critical factor in ensuring the viability of projects in a VUCA environment. This necessitates a move away from rigid, linear planning towards dynamic organizational capabilities that can thrive under constant pressure and market volatility. Despite the wide variety of flexible and cascade methodologies, most IT organizations face the problem of the lack of objective tools for a logically justified choice of the optimal management model. The article summarizes the ideas of fundamental researchers like H. Kerzner, T. DeMarco, G. Alleman, and also analyzes the evolution of international standards PMBOK 7, ISO 21502 and PRINCE2. Relevant domestic research on the development of standards and the transformation of methodological aspects of PMBOK was taken into account, which, together with the analytics of 2DC Team, allowed us to synthesize global requirements for stability with the need for high adaptability. The main problems include the subjectivity of decision-making regarding the choice of methodologies, the lack of holistic diagnostic criteria, and the gap between theoretical standards and practical challenges of the BigTech industry. This leads to the emergence of "bureaucratic friction", inefficient use of resources, and loss of business feasibility of the project at the implementation stages. The study is aimed at developing and substantiating the author's logical-analytical model, which is based on 10 key criteria-sensors for the objective choice of management approaches at IT enterprises. The main criteria for the assessment are regulatory complexity, talent density, architectural coherence, result measurability (through OKRs) and the VUCA index. These parameters function as integrated indicators that allow managers to calibrate their strategy based on the specific architectural and environmental constraints of each unique project. The phenomenon of the dependence of the choice of methodology on the level of maturity of the company's internal technological platform was identified. Digital transformation in the context of project management provides instrumental convergence and creates the basis for the transition to AI-driven Project Management. This allows you to automate value delivery cycles, using professional ecosystems and artificial intelligence for dynamic correction of management approaches based on Big Data analysis. The article emphasizes the need to integrate the principles of antifragility and hybrid models to overcome modern turbulent challenges. Using the proposed model, organizations can increase the accuracy of tool selection, ensuring stable value generation and high product quality even in conditions of extreme uncertainty and global competition.</jats:p>