The importance of project management in the voluntary sector

When projects succeed, society benefits. Effective project management plays a crucial role in the success of voluntary organisations, helping them achieve their missions and maximise their impact.

Research by Association for Project Management (APM) has found that a major portion of voluntary sector work is project-based. With limited resources and increasing demand, charities need to be confident in how they plan and deliver projects.

What makes project management different in charities?

Voluntary organisations face unique challenges compared to the private sector. These differences affect how projects are planned and delivered.

Here are five skills that matter most for project managers in this space:

• Mission-driven: Voluntary organisations work to create positive change. Project managers must connect each project to the wider mission, making sure the outcomes support the organisation’s values and long-term goals.
• Clear planning: Voluntary organisations often have limited financial resources compared to private-sector companies. This can put pressure on project budgets and timelines. Project managers need to plan carefully to make sure time, money and people are used effectively. A strong project plan with clear objectives, responsibilities and timelines helps keep the project focused and on track – even when challenges arise.
• Flexible and adaptive: Voluntary organisations often rely on volunteers or partners, which means the people delivering a project may have different levels of availability or experience. This makes flexibility essential. Project managers need to build adaptability into their plans and be ready to adjust budgets, timelines or approaches when things change. Creative problem solving and a calm, practical mindset help keep projects moving forward.
• Communication and stakeholder engagement: Projects in the voluntary sector often involve a wide range of stakeholders – including donors, volunteers, staff, beneficiaries and community partners. Project managers need to communicate clearly and confidently, adapting their approach to different audiences. Good engagement includes involving people early in the process and recognising their input along the way. This helps build trust, ownership and momentum.
• Continuous monitoring and evaluation: Monitoring progress helps project teams stay focused and spot issues early. A simple evaluation framework – with clear indicators and regular check-ins – can show whether a project is meeting its aims. Reviewing what worked (and what didn’t) at the end of a project also supports learning and improvement. This is especially important when time and resources are limited.

There’s a common myth that anyone can manage a project. In reality, it takes a broad set of skills – from planning and budgeting to communication and leadership. These are not just ‘nice-to-haves’. They’re essential for delivering successful work and creating lasting change.

Project managers are seen as an added, unnecessary cost. In practice, a good project manager can mean the difference between success and failure.

Voluntary organisations are drivers of change – whether that be local, national or international. These sectors exist to upend the status quo and improve things. Similarly, project professionals are changemakers. They don’t sit outside the work: they are central to project success.

At APM, we see the voluntary sector as a vital part of the project profession. We’re already working with a number of charities to build their confidence and capability in this area.

Learning how to manage projects well is a continual process. The field is always evolving, with new methods, tools and approaches emerging. You don’t need a formal qualification to start – many people build successful project management careers without a degree or apprenticeship. The key is to stay open to learning and to see development as part of the journey.