Дисертація присвячена вирішенню актуального та важливого науково-прикладного завдання, яке полягає у створенні й дослідженні моделей та методів протиризикового управління стейкхолдерами організаційного проекту у сфері обслуговування літаків в умовах поведінкової економіки. Розширено термінологію управління організаційними проектами через введення поняття «організаційний проект у сфері обслуговування літаків». Розроблено модель оточення організаційного проекту у сфері обслуговування літаків в умовах дії політичних, економічних, соціальних, технологічних, правових та екологічних факторів, а також з врахуванням факторів поведінкової економіки. Запропоновано таргетний метод протиризикового управління стейкхолдерами організаційного проекту у сфері обслуговування літаків, який полягає в управлінні кожним стейкхолдером шляхом зниження впливу їх ризиків та факторів поведінкової економіки на оточення проекту. Удосконалено метод PESTLE-аналізу за рахунок введення нових факторів поведінкової економіки, який дає змогу проаналізувати стейкхолдерів організаційного проекту у сфері обслуговування літаків з точки зору закономірностей поведінкової економіки. Дістала подальшого розвитку інформаційна модель взаємодії стейкхолдерів організаційних проектів усфері обслуговування літаків за рахунок зменшення впливу ризиків кожного стейкхолдера з урахуванням факторів поведінкової економіки. Апробовані результати досліджень у практиках управління організаційними проектами.^UThe thesis is devoted to the solution of the current and important scientific and applied problem which consists in creation and study of Risk management of stakeholders in organizational projects in the sphere of maintenance of aircrafts within the framework of the behavioral economy. The terminology of organizational project management has been expanded through the introduction of the concept of «organizational project in the field of aircraft maintenance», namely the creation of a new enterprise for the provision of aircraft maintenance services to ensure the efficiency of their operation in a limited time and resources. The list of stakeholders in the organizational project in the field of aircraft service has been identified, and it includes the following: Project Team headed by Project Manager, Aircraft service personnel, Initiator, Customer, Owner, Investor, Competitors of the main project participants, Authorities, Licensors, Community groups and organizations, Contractors / suppliers, other stakeholders, Consumers. In turns, in order to identify the risk groups and list the risks of an organizational project in the field of aircraft service, the author suggested that the stakeholders should be divided into internal and external, and grouped by type of risk. Internal stakeholders include: project team headed by project manager; aircraft service personnel; initiator; customer and owner. External stakeholders include: investor; competitors of the main project participants; authorities; licensors; community groups and organizations; contractors and suppliers; other stakeholders; consumers of final products. The risks of the stakeholders, which may arise during the implementation of the organizational project in the field of aircraft servicing, have been identified, including risks of the project team; risks of the initiator (customer and owner); investor risks; competitors' risks; risks of authorities and licensors; risks of community groups and organizations; contractor / supplier risks; other stakeholder risks and consumer risks. The model of the environment of the organizational project in the sphere of aircraft servicing under the conditions of political, economic, social, technological, legal, environmental and behavioral economics has been developed: euphemistic overconfidence, anchoring, Dunning-Kruger effect, procrastination, overfunding of tasks, revaluation of monetary resources, dispersion of goals. Taking into account behavioral economy factors, in addition to reducing the impact of conventional PESTLE factors, increases the stakeholder management of organizational projects in the field of behavioral economy aircraft. An information model for stakeholder interaction of an organizational project in the field of aircraft service has been developed by developing an OBS project template, which shows which project team will communicate with certain stakeholders in accordance with the communication plan. The PESTLE analysis method has been improved by introducing new behavioral economics factors, which allow analyzing the stakeholder organization in the field of aircraft service in terms of their impact on the project environment factors other than political, economic, social, technological, legal, environmental, and behavioral economy. A targeted method for risk management of stakeholders in an organizational project in the field of aircraft service has been developed, which consists in managing each stakeholder by reducing the impact of their risks and behavioral factors on the project environment. To implement this method, a project stakeholder risk matrix is built, which is based on the identification of risk groups that may arise from the activities or inaction of the project stakeholders, in particular: project team risks; risks of the customer (initiator and owner); investor risks; competitors' risks; risks of authorities and licensors; risks of community groups and organizations; contractor / supplier risks; risks from other stakeholders; end-product consumer risks, and managing the most critical risks among those classified as critical, using PESTLE + BE analysis. The step-by-step algorithm proposed by the author to use the targeted method of risk management of stakeholders in an organizational aircraft service project is to identify the most critical risks among those classified as critical using PESTLE + BE analysis and to develop, based on the data obtained, management measures the most critical risks. The results of studies in the practice of managing organizational projects have been tested. Due to the use by the author of the models and methods of risk management of the stakeholder organization organization project in the field of aircraft servicing it has allowed to reduce the level of unforeseen expenses by 15% compared to other similar projects. In addition, time costs were optimized by 25%, which is a product of the author's models and methods.