The Influence of IT Project Manager’s Performance and Personal Competencies on Project Performance is Mediated by Agile Methodology in Software Development Projects

Abstract

This study aims to examine the influence of performance competencies and personal competencies on project performance through the mediating role of Agile methodology. As IT projects are increasingly exposed to risks of failure, cost overruns, and delays, the role of project manager (PM) competencies becomes more critical. The Project Manager Competency Development Framework (PMCDF) classifies competencies into two key dimensions: performance (technical) and personal (interpersonal), yet its integration with Agile project environments remains underexplored. This research adopts a quantitative approach, collecting data from 150 IT project managers in Indonesia involved in software development. The data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS). Results indicate that both performance and personal competencies significantly influence project performance. In addition, Agile methodology plays a mediating role, strengthening the positive effect of these competencies on outcomes. The findings suggest that PMs who are technically skilled and possess strong interpersonal abilities perform better when operating in Agile environments. Agile practices such as iterative delivery, stakeholder collaboration, and responsiveness enhance the application of competencies in real-world scenarios. Organizations are advised to integrate Agile principles into their competency development frameworks to improve project success rates. This study contributes to the literature by bridging classical competency models with Agile project execution.