Introduction: The success of non-government organization (NGO) projects requires specific competencies: technical skills as well as management and soft skills. Results indicate that the identified 11 competencies of the Project manager are being practiced at all levels of NGOs and some competencies are more important than others. These competencies are Adaptability, Span of Abilities, Communication, Interpersonal Skills, Personal Qualities, Management Skills, Leadership, Ethics, Local Networking, Capacity building and Change Management. The current research identified and ranks the significant competencies of project managers and examines how these competencies influence project success. Objective: This study aims to investigate the competencies required by project managers for the success of International non-government organizations (INGO), NGOs and Community-Based Organizations (CBO) projects. Furthermore, it examines the extent to which these competencies differ at INGOs, NGOs and CBOs. Methods: Data was collected through online Google Docs from 228 respondents comprising Project managers, Project team members, Project Coordinators and Chief Executive officer/director/board of governors working in INGO, NGOs and CBOs of Pakistan. The data was analyzed using Smart PLS 3.3.2. Results: The results illustrate that project managers’ competencies have a significant correlation with project success (PM success, Project profile, Project Impact, Project stakeholder). The top five highly ranked competencies are interpersonal skills, Capacity building, Communication, leadership, Networking and local knowledge respectively. Interpersonal Skills and Capacity Building are the top two common competencies in all NGOs with slight variations in ranking. Leadership and management skills play a pivotal role in INGOs whereas Communication Networking and Local Knowledge are more stressed in NGOs and CBOs, respectively.
A structured questionnaire was developed using Google Docs and distributed to 900 NGO professionals via email and LinkedIn. This approach was chosen due to the nature of NGO work and the busy schedules of the respondents. Additionally, data collection was facilitated through a well-known NGO platform, which further dispersed the questionnaire to a large number of NGO professionals working in different regions of Pakistan. A total of 228 responses were received and recorded. Among these, 79 were from professionals in international NGOs, 101 from national NGOs and 48 from community-based organizations at the grassroots level. The sample included professionals from local, national and international organizations operating in various sectors such as education, health, agriculture, construction, disaster risk reduction (DRR) and women’s economic empowerment. The respondents comprised project managers, program managers, project coordinators, project team members and executive officers/directors/board of governors. Participants were instructed to rate the role each project manager competence (PMC) played in the success of their projects using a 5-point Likert scale. The data was collected from five regions of Pakistan: Punjab, KPK, Baluchistan, Sindh and Gilgit Baltistan & Kashmir. This comprehensive approach ensured a diverse and representative sample, allowing for a thorough assessment of project manager competencies across different contexts.
The study reveals several key findings regarding project manager competencies in the NGO sector. First, essential interpersonal skills such as teamwork, negotiation and trust-building are critical for the success of NGO projects, as they facilitate effective collaboration and knowledge transfer among team members. Project managers play a vital role, requiring strong negotiation skills to optimize limited resources while fostering trust-based relationships with stakeholders. Additionally, the capacity building of staff and the empowerment of local organizations are crucial for ensuring project sustainability and timely completion, especially given the unique challenges faced by NGOs. The research also indicates a significant positive correlation between project manager competencies—specifically communication, leadership and interpersonal skills—and overall project success. Notably, the study ranks these competencies, identifying leadership, capacity building, communication and interpersonal skills as the most influential, while personal qualities are deemed less impactful. Overall, this research contributes to the existing literature by providing a comprehensive assessment of project manager competencies across various types of NGOs in Pakistan.
This study contributes significantly to understanding project manager competencies in the NGO sector in Pakistan, yet it has certain limitations. Firstly, the research is geographically confined to Pakistan, which may limit the generalizability of the findings to other contexts and countries. Secondly, the study focuses solely on the NGO sector, which might not reflect the dynamics and challenges present in different sectors. Additionally, the sample size, although sufficient, may not capture all variations within the industry, particularly considering the diverse range of projects managed by NGOs. Lastly, the study employs a cross-sectional design, capturing data at a single point in time, which limits the ability to infer causality or observe changes over time.
The findings of this study have several practical implications for NGOs. Organizations should develop targeted competency development programs for project managers, prioritizing leadership, capacity building, communication and interpersonal skills, as these were identified as the most influential for project success. Revising recruitment and selection processes to assess these competencies effectively is crucial; this might involve competency-based interviews, behavioral assessments and evaluations of past project experiences. Establishing robust performance evaluation systems can help in continuously assessing and improving project managers’ competencies, with regular reviews and feedback mechanisms such as coaching and mentoring. Promoting knowledge sharing and collaboration through communities of practice can facilitate continuous learning and the exchange of best practices among project managers. Integrating the identified competencies into overall project management practices will ensure that project managers are well-equipped to handle the challenges of their roles and achieve successful project outcomes.
In order to increase project success in NGOs, the study offers many managerial implications. Managers should concentrate on providing their project managers with extensive training programs that enhance their interpersonal, communication, leadership and capacity building abilities. Effective assessments of candidates’ skills should be incorporated into recruitment procedures. Systems for evaluating performance need to be strong, with frequent assessments and feedback mechanisms built in to help pinpoint areas that need work. Supervisors should also create communities of practice where project managers may share best practices and experiences in order to promote a culture of ongoing learning. Furthermore, incorporating the recognized proficiencies into every stage of project administration would guarantee that managers are adequately equipped to tackle the distinct obstacles associated with non-governmental initiatives. A strategic investment in these areas will improve project outcomes and the success of the business as a whole.
The result of this study will help project and program managers focus more on the identified competencies to increase the likelihood of project success. This study contributes to the project management literature, guides policymakers and project managers.
