Different types of projects require different sets of project management competences
DOI:
https://doi.org/10.5585/gep.v13i2.22446Keywords:
Competence, Project management institute, International project management association, Individual competence baseline, Association for project management, Project managementAbstract
The professional's performance during the life cycle of a project is directly related to the application of project management competence. The description of these competences can be evidenced in standard project management guides provided by project management entities. The main institutions that promote the dissemination of these guides are: Project Management Institute (PMI), International Project Management Association (IPMA) and Association for Project Management (APM). Based on this context, this editorial commentary sheds light on the usability of such guides, which are generic, prescriptive and often do not have a solid research base. Furthermore, a discussion that should be fostered is that project management competences may differ depending on the type of project, business segment, or industry. It should be noted that this distinction helps classify projects according to their type. Thus, it is necessary to reflect on the impacts of different competencies for the project professional and their adherence to the type of each project.
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