Управління портфелем проєктів: напрямки розвитку у взаємозвязку штучного інтелекту інструментів і емоційного інтелекту команди

The article analyzes research on project and portfolio management, as well as known standards and methodologies, in the context of their possible use for the development of the proposed AEI (Artificial and Emotional Intelligence) portfolio management approach. Modern directions for the development of portfolio management are identified – a systematic approach to multi-project management, a hierarchical set of project activity artifacts, the presence of regulations for portfolio management processes, the use of specialized IT tools for managing project portfolios, the use of elements of artificial intelligence to perform individual tasks of project portfolio management, portfolio management by a separate team of specialists, the use of creative portfolio management technologies and models and methods for developing portfolio management competencies in portfolio team members, and the introduction of stricter requirements for construction project portfolios in Ukraine, which are being implemented during the war caused by russian aggression against Ukraine. A previously unsolved part of the scientific problem has been identified – the creation of models and methods for managing a portfolio of construction projects based on the use of elements of artificial intelligence in decision support tools and emotional intelligence of the portfolio management team. AEI portfolio management has been proposed – cross-portfolio artificial-emotional intelligence management for use in construction project-oriented organizations. The elements that can be laid down as the basis of such an approach have been characterized: classical methodologies and standards for portfolio management, flexible Agile methodology, elements of artificial intelligence for use in project-oriented IT technologies, emotional intelligence of portfolio management team members, cross-portfolio corporate standard for project activity management The main features of such elements are highlighted and their suitability for use in the specified context is assessed. Taking into account the specifics of the proposed approach, the portfolio management classification is expanded for the further development of such classifications, new classification features are proposed (using emotional intelligence, using a combination of artificial intelligence portfolio management tools and emotional intelligence of the team, using a dominant approach to integrating the project management system in the organization) and types of portfolios according to such features. A mosaic model of AEI portfolio management is proposed, a description of this model in set form is given. A SWOT analysis of the proposed AEI portfolio management approach is conducted, its strengths and weaknesses are highlighted, as well as opportunities and threats that may arise when using it. A conclusion is made regarding the high potential of its effectiveness. Areas of further research in the chosen direction are formulated. Conclusions from the conducted research are formulated.