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Bridging Project Management and Humanitarian Impact

By Sai Teja Kommirisetty, MSc Management (Project Management)

Understanding the Humanitarian Sector:

The humanitarian sector exists to respond to crises whether driven by conflict, climate events, or displacement and to uphold the dignity and survival of vulnerable communities. It encompasses a wide range of services, from emergency food distribution and medical care to longer-term support for education, shelter, and livelihoods. But behind this mission lies a landscape of growing complexity and challenge. In 2024, an estimated 362 million people required humanitarian assistance[1]. At the same time, aid workers faced record-level danger. According to the UN, 2024 was the deadliest year on record for humanitarian staff, with over 280 killed most of them national or local personnel working on the frontlines[2].

While needs are rising, humanitarian organisations are increasingly limited by funding gaps, unstable political environments, and operational constraints. The sector is under pressure to adapt to be more agile, transparent, and accountable. This is where structured project management plays a crucial role.

Why Project Management Matters in Humanitarian Work:

Project management offers the systems, tools, and mindset needed to navigate complexity in high-pressure humanitarian contexts. It ensures that every project whether a mobile health clinic or a food security programme is delivered on time, within scope, and with a strong focus on integrity.

Frameworks such as PRINCE2 enable organisations to divide complex interventions into stage-based processes, while Agile approaches bring the adaptability essential in rapidly evolving humanitarian conditions. Together, these methods foster what humanitarian projects rely on most: responsiveness, clarity, and accountability.

For instance:

  • Risk registers allow teams to anticipate disruption and plan alternative responses.
  • Monitoring dashboards capture both tangible outputs (e.g. food parcels distributed) and early outcomes (e.g. better nutrition or reduced displacement).
  • The Core Humanitarian Standard (CHS) keeps efforts aligned with accountability, inclusion, and ethical delivery[3].

Another promising shift is anticipatory action providing aid before a disaster occurs. In 2024 alone, over 17 million people in 45 countries benefited from forecast-based planning Project managers are central to designing these proactive interventions[4]. Additionally, localisation and cross-sector collaboration where power and resources shift toward local actors are shaping the future of humanitarian response. These developments require robust programme design, strong governance, and ethical leadership.

Project management does more than streamline operations it supports humanitarian work that is fairer, more inclusive, and more accountable.

Why I Chose to Be Part of This Consultancy Project:

After completing my MSc in Management with a specialisation in Project Management, I was eager to put theory into practice in a real-world setting. But more than applying frameworks, I was driven by a desire to use those skills for a meaningful cause. That’s what led me to BPP’s Social Impact consultancy project.

It offered a unique chance not just to test my academic learning, but to contribute to a UK-based humanitarian charity tackling genuine issues. The more I engaged with the sector, the more I recognised the importance of thoughtful, ethical project support.

Here’s what inspired me:

  • Purpose over profit: Unlike many peers’ entering commercial consultancy, I wanted to apply my skills in service of real change. This project aligned directly with that goal.
  • Making theory real: PRINCE2 and Agile are powerful tools but they gain impact when applied to complex challenges like fragile stakeholder dynamics or community outcome tracking.
  • Ethical responsibility: Cases such as the Boston Consulting Group’s Gaza project where ethical oversight was reportedly lacking reinforce the need for transparency and accountability[5]. I want to be part of a generation of consultants who do things differently.
  • Collaborative learning: Working alongside fellow BPP students has brought valuable diversity into the experience. Our varied backgrounds and perspectives have helped shape more inclusive, well-rounded recommendations.

My Final Thoughts:

Project management in humanitarian contexts is about more than process. It’s about ensuring that aid is timely, respectful, and centred on the people it’s meant to help. This placement has reinforced what I believe: when structure meets purpose, real impact happens. Whether you’re a student exploring career paths, or a charity leader looking to strengthen your programmes, I hope this project demonstrates how rigorous planning and human-centred values can work hand in hand.

Let’s keep building better systems and better futures together.

[1] https://reliefweb.int/report/world/global-humanitarian-overview-2024-enarfres

[2] https://www.ungeneva.org/en/news-media/news/2024/11/100596/2024-deadliest-year-ever-aid-workers-un-humanitarian-office-reports

[3] https://www.chsalliance.org/about/

[4] https://www.anticipation-hub.org/advocate/anticipatory-action-overview-report/overview-report-2024

[5] https://www.ft.com/content/7a3a082b-9093-4e9d-acf2-281d2823cd31

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