The primary concern regarding humanitarian programs in the developing world is that they do not address the more massive socio-economic challenges; hence, not being sustainable. The majority of these programs have been in operation for many years and have attracted funding from external and internal donors but has not translated into their economic and social empowerment due to poor project management practices. Hence, the study sought to determine the influence of project management practices on Kenya's Women and Girls Economic Empowerment programme performance in Kiambu and Nairobi city counties, Kenya. Specifically, the study sought to determine stakeholder involvement, project planning, risk management, and monitoring and evaluation of programme performance. The study was anchored on the stakeholder theory, prospect theory, contingency theory, and realistic evaluation theory. This study adopted a census research design. The population targeted were staff of the CARE’s Kenya’s Women and Girls Economic Empowerment programme comprising project managers, project coordinators, quality control officers, government officials, and beneficiary representatives. A semi-structured questionnaire was adopted for primary data collection. Descriptive statistics and multiple regression were utilized to analyze the quantitative data, while content analysis was used to analyze qualitative data. The results were presented using graphs and tables. The study established that stakeholder involvement helps in creating buy-in and project ownership. Further, findings revealed that planning and designing of the project would lead to useful.
