By 2050, Tanzania is planning on growing its economy to an impressive U$1 trillion, transforming the nation into one of Africa’s most dynamic growth frontiers. But behind every ambitious projection lies a harder truth - sustainable growth demands systems that deliver. It is not simply about money, but about management, discipline, and governance.

At the Project Management Institute (PMI) Tanzania’s Annual Conference 2025, themed PMO Agility: Aligning Projects with Business Strategy, I reflected on how Project Management Offices (PMOs) have evolved into strategic nerve centres of Tanzania’s development machinery. From infrastructure to energy, agriculture to digital transformation, the PMO is no longer a bureaucratic checkpoint. It is the engine of accountability, coordination, and results.

The African Development Bank’s (AfDB) portfolio currently under management is approximately US $ 4 billion with investments in roads, airports, rail, power grids, to water and agricultural systems that connect communities and markets. Each project operates through Project Management Organizations (PMOs) or Project Implementation Units (PIUs), funded directly from project allocations under government leadership. This structure ensures local ownership while embedding best practices in governance and risk management.

Behind the numbers lies a quiet revolution in how projects are delivered. AfDB’s multidisciplinary teams from Task Managers and Economists to Engineers, Environmental and Gender Specialists, Procurement and Financial Management experts collaborate across every project stage: from identification and appraisal to negotiation, approval, supervision, and completion. 

The rigor of this process, detailed feasibility studies, environmental and social impact assessments, and return-on-investment analyses ensure that every dollar is tied to measurable impact.

Yet, governance is not just a process, governance is about people. The next frontier is capacity: strengthening the people, skills, and tools within PMOs. Agility will define our future. As Tanzania’s economy expands, the role of PMOs will shift from compliance enforcers to transformation catalysts ensuring every bridge, every solar farm, every school built aligns with a broader vision of inclusive prosperity.

If Tanzania is to reach the U$1 trillion mark by 2050, it will not be because of ambition alone, but because of “execution excellence”. PMOs are where ambition meet discipline, and where vision becomes value.

But then successful project delivery is only one part of the argument of the requirements for the achievement of Vision 2050. Other compelling variables such as effective leadership, good governance, sound public financial management systems, and a thriving private sector are equally important for the achievement of Tanzania’s Vision 2050.

The Writer is the African Development Bank Country Manager for Tanzania