Addressing diversity and inclusion in a short-term project

Revision as of 00:11, 20 February 2023

I. Summary/Abstract

Diversity and inclusion are essential components of effective project, programme, and portfolio management. These principles help organizations to create an inclusive working environment that draws on the strengths of all team members, leading to increased creativity and innovation, better problem-solving and improved project outcomes. In short-term projects, it is particularly important to consider diversity and inclusion because of the tight deadlines and the need for rapid decision-making.

To effectively address diversity and inclusion in short-term projects, project managers need to integrate these principles into the planning and implementation phases. This includes conducting a diversity and inclusion assessment to understand the current state of the project team, establishing clear communication channels that promote open dialogue, and providing training and resources to help team members understand the importance of diversity and inclusion.

In addition, project managers need to ensure that team members feel valued and included, and that their contributions are recognized. This can be achieved by assigning tasks and responsibilities that build on the strengths of each team member, and by creating a safe and inclusive environment where everyone feels comfortable sharing their opinions and ideas. In conclusion, addressing diversity and inclusion in short-term projects is essential to achieving better project outcomes. By integrating these principles into the planning and execution phases, project managers can create a more inclusive and equitable working environment that benefits everyone involved.

In conclusion, addressing diversity and inclusion in short-term projects is essential to achieving better project results. By integrating these principles into the planning and implementation phases, project managers can create a more inclusive and equitable working environment that benefits everyone involved.

II. Incorporating diversity and inclusion into the planning phase

Conducting a diversity and inclusion assessment

In order to incorporate diversity and inclusion in the planning phase of a project, a situation analysis should be carried out. According to [1], a comprehensive analysis should be carried out that takes into account both organisational practices and employee perceptions. The autors suggest the following procedure:

• 1. The objectives of the survey should be clearly established and aligned with the objectives of the project.
• 2. This is followed by data collection. It would be interesting to use a mixed-methods approach that combines qualitative data.

Examples: - Reviewing organisational policies and practices, for example by analysing official documents. - Conducting individual interviews with employees, including both open and closed questions on topics such as communication, collaboration, discrimination and prejudice. - Conducting surveys based on standardised questionnaires.

• 3. Then analyse the data: identify trends, observe disparities (such as differences in pay or promotion based on discriminatory criteria) and compare the results with industry norms.
• 4. Finally, recommendations can be developed to improve inclusion and diversity in the team.

This methodology, to be applied in the short-term project planning phase, is time-consuming and resource-intensive, which does not necessarily fit in with a short-term project. I therefore recommend using it only if you know that you are going to have a problem with inclusion and diversity in the project.

[1] Kochhar, S., Jitendra, S., & Clark, C. (2018). Assessing Diversity and Inclusion: A Guide for Organizational Excellence. Public Personnel Management, 47(1), 97-124.

Establishing clear communication channels

We are in a short-term project, so time is limited. This can lead to rapid and informal communication, which can result in one or more team members being sidelined and create unease. One solution is to create clear communication channels upstream of the project. An interesting idea would be to include a channel responsible for ensuring that all team members are included, so that they are all heard. An important point to add is that communication should not be one-way, it is essential that all team members can communicate equally.

Example : A software development company had two months to produce a mobile application, aimed at a diverse audience. As mentioned earlier, the company decided to create clear communication channels upstream. In addition to scheduling regular meetings, the company created an online discussion forum for the project. By creating this forum, the company wanted to ensure that all perspectives were taken into account and that everyone could share information or ask questions about the project. The mobile application ended up being well suited to a diverse audience and even received positive feedback.

[2] Anderson, S. (2021). Incorporating Diversity and Inclusion in Short-Term Projects. Project Management Institute

Providing training and resources

III. Creating an inclusive environment during the execution phase

Assigning tasks and responsibilities based on strengths

Fostering a safe and inclusive environment for all team members

Regular check-ins and monitoring progress

IV. Conclusion

Summary of the importance of diversity and inclusion in short-term projects

The benefits of incorporating these principles into project management

V. References

• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition.
• Cox, T. H., & Blake, S. (1991). Managing Cultural Diversity: Implications for Organizational Competitiveness. Academy of Management Executive, 5(3), 45-56.
• Cox, T. H., & Blake, S. (1994). “Managing Diversity: A Complete Guide to Designing and Implementing Programs and Activities,” in Diversity in Work Teams: Research Paradigms for a Changing Workplace, eds. Cox, T. H. & Blake, S. (Washington, DC: American Psychological Association), 3-32.