Mapping Competences for Successful Project Management in the Public Sector: A Model Proposal

Abstract

The paper proposes a conceptual framework of individual competences necessary for successful project management in public sector organizations. Based on the specific characteristics of the public sector and drawing on the concepts of New Public Management, the paper analyzes project management through the lens of ICB4 (Individual Competence Baseline) and PM2 (Project Management Methodology). The integrative literature review method is reflected in the structuring of the areas proposed by ICB4, exploring their applicability within PM2 and vice versa. The paper examines various methods of competence assessment, including exams, reports, and differences in competence levels evaluated within the 4-L-C certification system, with the aim of proposing a conceptual framework. In addition to professional and scientific analysis, the paper provides practical recommendations for enhancing the competence framework in public sector projects. A review of the existing literature has identified a research gap—the absence of a specific conceptual framework that integrates the competences proposed by ICB and PM2. The justification for this study lies in the practical application of the conceptual framework to support better-informed decision-making, increase productivity, and achieve improved results, which are key factors for developing competences among public sector personnel.