Recent market dynamics levels are largely responsible for stimulating growth and innovation, which puts pressure on organizations to respond to more complex demands using increasingly competitive cost approaches. To meet the concerns arising from this scenario, a natural decrease occurs in the organization’s set of operations, making room for an escalation of activities through projects (Shenhar and Dvir, 2007). Because of this, a significant number of companies are adopting project management techniques (Berssaneti and Carvalho, 2015) and investing resources and efforts in the implementation of project management (Martens and Carvalho, 2016). Studies on project management point out positive impact of the use of project management methods on project performance (Dvir et al., 2003; Ling et al., 2009). Nevertheless, projects present failures. According the Pulse of the Profession® report (PMI, 2017), for each US$ 1 billion invested in projects that did not reach their objective, US$ 97 million are lost. The development of project-based activities in the organizational setting is naturally accompanied by approaches focused on evolving the understanding of project success (PS) as well as its influence on the organizational performance. PS is related to the objectives of the project (De Wit, 1988). The concept of PS, given by Kerzner (2004), is directly linked to the results that are obtained in each of its projects, especially when they constitute the core business and the essential abilities of that company. According to Carvalho and Rabechini (2017), there has been a number of studies addressing project success and how it can be measured in projects. So, as projects are successful, organizational results can be favored, referring to the contribution of project success to organizational performance in certain areas (e.g., efficiency, development and innovation) (Yang et al., 2014). Organizational performance has also been the focus of studies in literature on entrepreneurship, especially relating to the entrepreneurial orientation (EO) of an organization. According to Lumpkin and Dess (1996), the EO consists of five main dimensions: innovativeness, risk taking, proactiveness, autonomy and competitive aggressiveness. These dimensions characterize and distinguish key entrepreneurial procedures (Lumpkin and Dess, 1996), and characterize the firm level entrepreneurship (Anderson et al., 2015; Martens et al., 2016). Studies show that organizations with a higher EO tend to have better organizational performance (Rauch et al., 2009; Moreno and Casillas, 2008).