Abstract
The effectiveness of project management is largely determined by the quality of human capital and the set of competencies that ensure successful implementation of project tasks. This study aims to analytically identify and structure key characteristics of human resources in order to define priorities for forming project teams and distributing functional workload within project offices Traditional statistical models typically consider competencies in isolation, which limits their applicability in multidimensional and interconnected managerial processes. The methodological basis of the study includes content analysis of labor market requirements presented in job vacancies on the hh.kz platform and a comparative analysis of employers’ practice-oriented expectations and the normative competency model IPMA ICB v4. To analytically interpret the interconnections between the identified competencies, the DEMATEL method is used as a conceptual framework that allows competencies to be viewed as elements of a single system. The study results show that the labor market emphasizes such characteristics as motivation, adaptability, innovative thinking, professional training, and the ability to maintain work–life balance, which form the foundation for effective functioning of project teams. At the same time, competencies related to interaction management, conflict resolution, and stakeholder communication appear mainly as a response to organizational and contextual conditions. The findings highlight the need to apply systemic approaches to competency assessment and development in a project environment. Integrating structured analytical tools into project offic management practice increases the soundness of managerial decisions and the effectiveness of forming project teams.