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Project managers are important to organizational performance and survival because of their role in managing, controlling, and steering organizational projects to success. Research has shown that project failures are globally pervasive due to the shortage of experienced and well-skilled project managers. The purpose of this descriptive correlational study was to improve the current understanding of the relationships among project managers' project management experience, self-efficacy, and project success, for which the research questions were focused on in addition to the role of project management experience on self-efficacy and project success. The theoretical framework was based on the social cognitive theory. This study involved a nonexperimental research design with a survey to collect data. Purposive sampling was used to recruit 51 Canadian-based Project Management Institute certified project managers with experiences in IT projects. The assessment of the role of project management experience on self-efficacy and project success was achieved through multiple linear regression. Results indicated significant relationships among project management experience, self-efficacy, and project success and that project management experience did not mediate the relationship between self-efficacy and project success. The results may assist organizational leaders to better understand the holistic implications of project managers' project management experiences with project success as well as the role of self-efficacy on project success. The positive social change implications of this study include greater project success and decrease project risks due to ineffective project management. Improved project success may enhance the economic prosperity of organizations, employees, and the community.