The Key Project Managers’ Competences for Different Types of Projects

  • Margarida Dias
  • Anabela Tereso
  • Ana Cristina Braga
  • A. Gabriela Fernandes
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 275)


This paper describes a quantitative research approach for identifying key project managers’ competences for different types of projects. By identifying the perceived most valuable project manager competences, as having the most potential for increased contribution to project management (PM) performance, practitioners and organizations can select their priorities when developing their PM practices. The 46 competences (technical, behavioural and contextual) provided by IPMA (International Project Management Association) were surveyed through an online questionnaire. Three dimensions to distinguish project types were used: application area, innovation and complexity. Completed questionnaires were received from 96 project managers from Portugal. The results showed that 13 key competences (20%) were common to the majority of the projects. Most of these are behavioural competences, such as: ethics, reliability, engagement, openness, and leadership. It was also observed a clear correlation between technical competences and project complexity.


Project management (PM) PM success Project types PM competences 


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Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  • Margarida Dias
    • 1
  • Anabela Tereso
    • 1
  • Ana Cristina Braga
    • 2
  • A. Gabriela Fernandes
    • 1
  1. 1.CGIT Research CentreUniversity of MinhoGuimarãesPortugal
  2. 2.ALGORITMI Research Centre, School of EngineeringUniversity of MinhoGuimarãesPortugal

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