This paper focuses on improving the understanding of critical competencies in project-based organizations (PBOs) from a multilevel approach. To do so, we detail the types of "PBO competencies" (functional and integrative), and identify their links with the three levels of competencies in PBOs (individual, collective, and organizational). We perform case studies of four PBOs (IBM, Hewlett-Packard, Arkopharma, and Temex) operating in different sectors and reveal the relations that unite the three levels of critical competencies. The multilevel approach also highlights a new reading of the collective competence of a project team. Our study recommends that both practitioners and current academic researchers stop looking for the perfect, "ideal" project manager who would possess all of the necessary critical competencies for projects. Managers should consider sharing responsibility between the individual and organizational competencies and should not expect a project manager to possess all the required competencies.
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