**2. Competencies in project management as support for knowledge management**

In today's globalized world, knowledge management has become an essential tool for achieving economic growth, corporate development, and competitiveness. Knowledge management must also involve a balance between good practices and productive processes [2]. Therefore, acquisition of knowledge (generation of ideas and opportunities) as well as its implementation in processes, where it can be put into practice, is of great importance [3].

Knowledge can be defined as the combination of experience, know-how, values, information, perception and ideas that create a framework of mind that helps people to assess and generate new ideas, knowledge and experience [4]. Human capital (HC) plays a key role in knowledge since it adds value to the knowledge and competences of the organization's people, and the capacity to generate them is useful to achieve the organization's mission [5, 6].

Generally speaking, HC refers to the knowledge acquired by people increasing their productivity and adding value to his contribution. HC includes the employee's personal contacts and relationships, as well as other individual qualities such as reputation, loyalty, multitasking or flexibility.

Drawing on the International Project Management Association model on Project Management, the study examines different behavioral competence elements. With a project management approach, the book draws on the theoretical notions as well as the professional experience of the stakeholders and mainly on trainers.

Despite being related to the management of knowledge in project management processes and thus to human capital, technical and contextual competencies are somewhat independent of an individual's attitudes and skills in the performance of his or her tasks. While it is indeed necessary to possess knowledge, it is also necessary to know how to transfer it to create value in the organization, and it is here that behavioral competencies play a fundamental role in the value creation chain.

The book presents a modest vision about project-based training and learning and the competence demands of organizations to end with a chapter on the traceability of intra- and interpersonal competences between the training field and the labor market using the guide as a support tool IPMA ICB® [1].
