|
|
| (32 intermediate revisions by one user not shown) |
| Line 1: |
Line 1: |
| − | == I. Summary/Abstract ==
| + | I had to change the title of the article, you can find it here: |
| | | | |
| − | 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.
| + | http://wiki.doing-projects.org/index.php/Addressing_diversity_and_inclusion_in_project_management |
| − | | + | |
| − | 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 ===
| + | |
| − | === 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.
| + | |
