Kompetencje sztucznej inteligencji a sukces projektu – analiza trendów badawczych
DOI:
https://doi.org/10.15611/pn.2026.2.05Słowa kluczowe:
sztuczna inteligencja, zarządzanie projektami, kompetencje kierowników projektów, kompetencje cyfroweAbstrakt
Cel: Celem artykułu jest systematyczna analiza literatury dotyczącej kompetencji kierowników projektów związanych ze sztuczną inteligencją (AI) oraz ocena, w jaki sposób kompetencje te są ujmowane w kontekście zarządzania projektami.
Metodyka: Badanie przeprowadzono zgodnie z metodyką PRISMA 2020, wykorzystując analizę bibliometryczną (VOSviewer) oraz jakościową analizę treści. Do analizy bibliometrycznej włączono 38 publikacji, a jakościowej – 26 prac, zakodowanych w czterech kategoriach kompetencji: technologicznych, poznawczych, decyzyjnych i etyczno-organizacyjnych.
Wyniki: Literatura koncentruje się głównie na technologicznym wymiarze AI, a kompetencje kierowników projektów są opisywane marginalnie i niespójnie. Dominują kompetencje technologiczne i decyzyjne, natomiast poznawcze i etyczno-organizacyjne pozostają słabo rozwinięte, a spójny model AI kierownika projektu nie istnieje.
Implikacje i rekomendacje: Modele kompetencji kierowników projektów wymagają rozszerzenia o elementy AI, w kompetencje rozumienia AI, pracę z danymi, decyzje wspierane algorytmicznie i etykę technologii. Ramy DigComp 2.2 mogą wspierać ich uporządkowanie.
Oryginalność/wartość: Artykuł prezentuje lukę między rosnącą rolą AI a obecnymi modelami kompetencji kierowników projektów oraz wyznacza kierunki dalszych badań.
Pobrania
Bibliografia
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Prawa autorskie (c) 2026 Katarzyna Marek-Kołodziej
Utwór dostępny jest na licencji Creative Commons Uznanie autorstwa – Na tych samych warunkach 4.0 Miedzynarodowe.
Accepted 2026-03-18
Published 2026-07-23
