The competence of a project manager leads to a project's success. Through a complex project managed by a well-competent project manager, companies hope to have an increased probability that the projects will reach their goal both within time and cost aspects. What is immediately revealed is then the problem of measuring the competence of a project manager. What should you really think about as a project manager? This is not something that is obvious and although there are more suggestions such as; a certification for project managers - the question of the project manager's stakeholders has not changed regarding how competent a project manager is. I take this part of the study, the purpose of which will be to create an overview of what the project manager's competencies look like with help from the perspective of others who then have a relationship with the project manager. The study investigates and describes what the concept of competence actually is and what parts competence consists of. This is in order to find out how the current competence of project managers is perceived from different perspectives, which factors affect whether a project manager is competence or not and finally what competencies and project managers in construction are expected to have according to actors and stakeholders.

This thesis designates even project managers' areas of competence in today's work. The experience of a project manager is synonymous with far from knowledge and requires supportive efforts for learning. All education focused on competence should then be seen with a larger view where there is support for today's education. Regarding the project manager's previous competence, it should consider distributions between technical competencies, via knowledge of an area and non-technical competencies consisting of, for example, his personality and social competence such as mentality and leadership.