How to succeed as a project manager in global development

Over the past 12 months, 256 project managing roles were listed on Devex’s job board, making it the third most popular role recruited for. Of those advertised with Devex, the salaries shared range from $53,074 to $58,409, as of March 2024, with most jobs present in the United States, which has 249 postings; France, with 222; the United Kingdom, with 122; Germany, with 82; Ukraine, with 65; Kenya, with 62; and India with 50. These figures are only estimates as they are subject to jobs having multiple location entries. Project managers ensure the effective delivery of international aid, development programs, and humanitarian initiatives. The job involves coordinating various aspects of multistakeholder projects in low- and middle-income countries or conflict-affected regions, making project management both a dynamic and high-responsibility role. “This type of role requires us to know a little bit of everything and be a specialist in almost nothing,” Pau Jiménez Inglès, a Catalonia-based project manager at ClientEarth, told Devex, adding that “fundamentally, to support your team in achieving successful projects needs very different things at different moments and from different people.” Professionals in this role come from diverse backgrounds, Santosh Pandey, who is based in Nepal and was formerly a country humanitarian focal and project manager at Mercy Corps, told Devex. For example, Pandley comes from a background in food technology and he now works as a disaster risk reduction specialist for Mercy Corps. “While there isn’t a single common background, certain skills and experiences are often shared,” he said. Typically, professionals gain experience through working with NGOs, multilateral organizations, and consulting firms. They often go on to occupy roles such as project officers, program managers, country directors, or sector-specific specialists. For those interested in how to get started, Devex spoke to two project managers about what you need to know. Learn the tools and methodologies Jiménez recommends starting with at least one project management framework or methodology. “The traditional ones like Prince2 or any other waterfall are heavy but a good start,” he said. Prince2 is a framework for managing large-scale projects in sizable organizations, Jiménez added, adding how it’s good with handling budgets, risks, and quality control — particularly when working with senior stakeholders. He also recommended pursuing both the foundational and practitioner certifications, suggesting that individuals choose a reputable provider, whether in-person or online. “Waterfall is perfect for those who will work on the digital side of project management,” he said while noting its adaptability for other project types. According to Jiménez, certifications in recognized methodologies such as Prince2, PMP, Scrum Agile, “or even a master's” signal to employers that candidates possess the necessary skills and knowledge for project management roles. “The more different methods you know, the more flexible you will be able to be in your approach to managing projects,” Jiménez said. He reflects on his own journey, starting with Prince2 and evolving into Agile. Likewise, Pandey prioritizes two or three learning courses each year. “I have decided to allocate 5-10% of my income each year to invest in my learning,” he said, highlighting how, over the last couple of years, he completed the ProjectDPro course and graduated from the Global Emerging Leaders Program at Mercy Corps in 2024. These frameworks, while useful, “do not teach you the ins and outs of the dozens of project management apps out there,” Jiménez said. “I still keep my old Prince2 book that I consult every now and then, ” Jiménez said. He highlights resources such as YouTube for “how-to that” and LinkedIn. “ It is harder to find what you need, but it’s often of higher quality,” he said. “Also, don´t be afraid of just trying out stuff. Sometimes project management apps have good learning pages or even guide you in your learning path,” he said. Risk management Project managers need to know how to identify, manage, and mitigate risks, said Pandley, especially in high-stakes or crisis-prone environments such as humanitarian or disaster response projects. Risks include delays, security threats, funding shortages, or changing political landscapes. Jiménez outlined his risk identification: He begins with an overview plan to identify any potential risks that may arise during the project's execution; those identified are documented either in a risk log or a lessons learned report. The preliminary risk log includes his assessments of the likelihood and impact of each risk — along with brief descriptions, which will save time for the specialists involved later in the project, he said. Before any subsequent meetings, he shares this initial log with the project team. These teams include specialists on the matter who can refine the likelihood and impact of these risks, as well as identify any additional risks he may have overlooked. Pandley explained how Mercy Corps maintains a country risk register where they pre-identify all major risks in their areas of operation — including safeguarding, fiduciary risks, operational and reputational risks. Learn to navigate complex environments Professionals in this field often find themselves working in high-pressure environments, such as conflict zones or areas affected by natural disasters, Pandey told Devex. This calls for managing stakeholder expectations, dealing with scarce resources, and making decisions under pressure. Pandey said cultivating an attitude of continuous adaptability and problem-solving skills is, therefore, crucial. "Problems and urgencies will come your way, but it is down to you to decide how to deal with it," Jiménez said. First, avoid taking action immediately. "A bit of thinking time to consider pros and cons will almost always pay off the bit of time it takes," he added. Jiménez also encourages avoiding dealing with problems by yourself and recommends seeking advice from someone on the "outside" of the problem — which could be your senior sponsor, your boss, or a very supportive colleague, he noted. Be a team player Global development projects often involve numerous stakeholders, including international organizations, such as the United Nations and World Bank, nongovernmental organizations, local governments, donor agencies, private sector partners, and beneficiaries. Pandey described leading a disaster risk reduction project in Nepal, which involved collaboration with local community disaster management committees, or CDMCs, as well as governments to allocate funds, NGOs’ dedicated human resources, and the private sector to provide financial and technical service providers. Pandley explained that in Nepal, working closely with the local government during needs assessments is especially effective, adding that allowing CDMCs to lead discussions is key for targeting the most vulnerable people. Project managers are the ones responsible for coordinating these diverse players. In light of that, open and honest communication, along with the ability to motivate and build trust within a team, are key to delivering successful projects, Pandey said. Empathy and social skills are also essential, especially as the role often involves managing diverse teams with varying personalities, backgrounds, and working styles, Jiménez added. "As a project manager, you'll often find that the most important resource you work with is your team — specialists, colleagues, and stakeholders," said Jiménez, emphasizing how striving to be a likable team player can make collaboration smoother and more effective. "People are more likely to listen to and work with those who show respect and are open to others’ ideas, even in challenging environments," he said, explaining how this is a good start to get your stakeholders on your side. Once you begin a project, he said it's common to get different feedback from different people about how the project should progress. So it's helpful to regularly return to the original business case to remind you of the real objective of the project and keep things on track, Jiménez said. Build your way up Jiménez started out working in activities and events planning before landing a project planning role at ClientEarth, and eventually making his way up to project management. “Employers will look for experience in this type of role but it is up to you to find the right role in a project team. The more you look, the more likely you will be lucky to find the right place,” he said — adding that project assistant or planner roles can serve as valuable stepping stones for entry-level aspiring professionals. Jiménez also noted that good bosses recognize that while specific skills can be acquired through training and experience, the right mindset and attitudes are crucial for a project manager's success. In other words, personal attributes and a willingness to learn are just as important as technical skills in this role. Ready to stand out from the crowd and get noticed by the recruiters who matter most? Update your Devex profile and start connecting with top global development recruiters now.