Multi-Criteria Decision Analysis of Project Management Competencies—A Case Study of Pakistani Non-Governmental Organizations (NGOs)

A structured and specified project management competency framework plays a significant role in accomplishing the goal of non-governmental organization in line with its mission and strategic plan. However, constrained resources and extended requirements from the donors and stakeholders in non-governmental organization (NGO) in Pakistan emphasize the necessity of a tailored, adaptable project management competencies framework to meet project requirements. Considerations have been given to project managers’ competencies in prior literature. Still, limited study exists on identifying the project management competency dimensions, especially in the NGO sector of Pakistan. In this research, we have studied the project management competencies, dimensions “Strategic and Business Management”, “Leadership” and “Technical Project Management”. Keeping in view the expertise and diversity, the opinions of subject matter experts from NGO sectors across Pakistan was taken. The data was collected through the questionnaire using pairwise comparison and analyzed by using the Analytical Hierarchy Process (AHP), which falls under the umbrella of MDCM. The results of the study of the NGO sector concluded that the competency dimension “Strategic and Business Management” has the most significance, followed by “Leadership and “Technical Project Management”. In the hierarchy of the competencies by their global weights is as follows, Strategic Planning Alignment has the most significance, followed by Problem Solving, Customer Relationship and Satisfaction, Cost Estimation/Budget, Project Management Tools and Technique, Team Building, Benefits Management Realization, Market Awareness, and Condition, Coaching and Mentoring, Schedule Management, Verbal, and Written Communication and Listening.