In our series on public sector project management, we’ve examined how project management tools and methodologies are applied at different levels of Swiss governance, from the city to the canton and federal levels. We also delved into the uniquely Swiss HERMES methodology, exploring its role in shaping administrative processes.
Today, we shift our focus to the international public sector, exploring project management at the International Committee of the Red Cross (ICRC), one of the oldest humanitarian organizations in the world. To provide insights into how the ICRC manages its projects, we spoke with Tarun Sankaran, head of the ICRC’s Project Management Office (PMO).
Tarun Sankaran joined the ICRC from a non-humanitarian background. Before his current role, he spent 14 years at PwC, specializing in transformation, restructuring, and organizational projects. His transition to the ICRC in 2020 was initially to manage internal digital transformation projects.
At the time, the ICRC was exploring the creation of an Enterprise PMO to streamline project management, improve the delivery of projects and increase visibility at the executive level. Today, Tarun leads this PMO, overseeing a diverse portfolio of internal projects ranging from digital initiatives to broader organizational development.
As a humanitarian organization, the ICRC operates in a unique environment that revolves around emergencies. Its work is largely crisis-driven, with a strong focus on results-based management, annual planning cycles, and tight monitoring of impacts. In such a context, it can be challenging to balance long-term project management with the immediate demands of field operations.
Given the nature of humanitarian work, projects often take a backseat during emergencies, creating a dynamic where agility is key, but structured project management frameworks are still needed.
The ICRC manages two main types of projects: operational projects in the field and internal projects focused on digital and organizational transformation.
Field projects, often dealing with infrastructure like water and sanitation, are critical for humanitarian interventions and may involve multiple partners, such as the World Bank. These projects tend to have longer timelines and can involve substantial multi-year investments.
Meanwhile, internal projects typically revolve around IT systems, digital transformation, organizational change and process optimization, all of which are vital for ensuring the organization's global efficiency.
The ICRC employs a matrix organizational structure, blending functional lines (HR, Finance, etc.) with hierarchical operational structure for delegations in the field. While this dual reporting can enhance flexibility, it also adds complexity to project management. Projects are decentralized, meaning they are managed within their respective functions – métiers – or delegations rather than being centrally controlled by the PMO.
This structure necessitates a collaborative approach, as employees are accountable to both their functional managers and project leaders, which can create competing priorities between ongoing operations and project tasks.
At the ICRC, the PMO's role is primarily supportive rather than directive. Its main function is to bring visibility to projects across the organization, offering frameworks and tools that help teams execute their work more effectively. The PMO is also responsible for ensuring consistency in project management practices while providing training and resources to project managers.
One of the biggest challenges for the PMO is cultivating a project management culture in an organization that must remain highly responsive to crises. It’s about striking the right balance between operational flexibility and the need for structure in managing long-term initiatives.
The ICRC has developed its own project management methodology, based on PRINCE2, and continues to refine it to suit the complexities of field-based projects. While the organization primarily uses a Waterfall approach, it has introduced Agile methodologies for certain IT projects, recognizing the need for flexibility in areas where rapid iteration is necessary.
Moving forward, the ICRC is increasingly shifting toward Agile methods, though the tight focus on budgets and risk management means this transition is gradual and carefully managed.
One of the most significant hurdles in implementing project management at the ICRC is overcoming the perception that it adds unnecessary bureaucracy. Many staff members, especially those on the frontlines, may feel that project management processes slow down their work, which can create resistance to change.
As Mr. Sankaran highlights, it's essential to demonstrate the value that structured project management brings, especially when it comes to making operations more efficient over time and acting as an enabler to deliver the implementation of long term goals for the organization.
One clear example of the utility of project management at the ICRC is the positive feedback from newly trained project managers. Many have remarked that having access to structured project management tools would have saved them significant time and effort in the past. By providing a consistent framework, the PMO helps teams avoid reinventing the wheel, allowing them to focus on delivering value rather than figuring out processes.
The benefits are clear: better resource allocation, more efficient execution, and greater overall consistency in how projects are managed across the organization.
The world is changing faster than ever, and organizations like the ICRC are no exception. Project management helps these entities do more with less, enabling them to respond to crises while also driving long-term strategic initiatives.
By connecting siloed functions and introducing portfolio management practices, PMOs play a crucial role in maintaining agility without sacrificing structure.
Project management expert Antonio Nieto-Rodriguez has spoken about a broader shift from a production-based economy to a project-based one. This shift reflects the need for organizations to become more adaptable and responsive in the face of constant change.
Tarun Sankaran agrees, noting that this trend is increasingly evident in international organizations like the ICRC, where structuring change through project management is becoming the norm.
Project management, when properly implemented, can drive efficiency, structure change, and support adaptability in even the most dynamic environments, such as the ICRC.
As we conclude our series on project management in the public sector, we look forward to reflecting on whether these practices are key to the renowned efficiency of Swiss governance.
Stay tuned for our final article next week!
By the same author:
Navigating the Future of Project Management: Key Insights from the PMI Switzerland Conference 2024
Project Management: A Guide for Effective Contract Management
Image: Tarun Sankaran
Based in Geneva, Switzerland, I'm a passionate professional with over seven years' experience in project management in the public and private sectors. PMP certified, I also have a unique background combining diplomacy and management consulting. What motivates me is helping people, companies and organisations to solve their problems and perform better. I'm a good listener and adaptable, and my interest in international relations and cultural exchanges means I'm constantly broadening my horizons.
