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Purpose -The purpose of this paper is to delineate "senior managers'" perception of the competencies required by project managers (PMs) in Ghana for mass house building projects (MHBPs) and to discuss the implication of the findings for professional training and development. Design/methodology/approach -Drawing on a well-acclaimed organizational psychology theory of job performance, a structured questionnaire survey was used to elicit data from managing directors (MDs) of homebuilders belonging to the Ghana Real Estate Developers Association (GREDA). The data were analyzed using multiple regression techniques (stepwise) Findings -Of 64 competencies operationalised, seven are perceived to be important. Originality/value -The findings provide PMs in Ghana an understanding of the competency profile their superiors (i.e. MDs) use in judging their performance. This should therefore help the PMs to align their professional development towards improving their skills on these competencies. Homebuilders can also apply the findings to make an informed and objective judgement in the profiling, recruitment and maintenance of PMs who have the appropriate skills and competencies. The implication of the findings for developing a continuing professional development (CPD) agenda in the Ghanaian mass house building industry is discussed. The discourse provides useful lessons for the construction industry in developing countries such as those in the sub-Saharan African (SSA) Region.