**6. Conclusion**

The list of project manager competencies has become more and more extensive to the point of obscuring project managers' core competencies and it was time to address it.

Thus, the objectives of the present study were to verify with project coordinators their perception of the relevance of the different competences identified in the literature and to investigate the correlation between these competences of project managers and the success of ID projects in a developing country, such as Burkina Faso (Africa). Our results show that engagement, result orientation, conscientiousness, ability to deal with ambiguity and change, integrity and honesty, ability to work in a team, project requirements and objectives, project knowledge, leadership and ability to deal with stress appeared at the top 10 aspects in terms of relevance. Our correlational analysis identified 33 competencies which are correlated positively and significantly to the success of ID projects. Of these 33 competencies correlated with project success, most are non-technical, i.e. human, behavioral or contextual. All of which further informs practitioners' thinking about the competencies they need to bring to the fore when carrying out their projects.

Our study group pointed out theoretical implications, such as the growing focus on soft competencies, but also practical aspects, such as the need of an update on project management education to fill the gap between education and the real world [13]. Because of the importance given to the human and behavioral aspects, this research will be a challenge on an educational level, because this type of competencies requires learning methods that go beyond traditional practices [14]. Finally, future studies could investigate the current relationship between soft and hard competencies, comparing their importance to project success [13].

*Project Coordinator Competence and the Success of International Development (ID) Projects… DOI: http://dx.doi.org/10.5772/intechopen.110058*
