Agile approachesproject management and organisational culture? have become increasingly popular in organisations and industries in recent years. Agile enables a flexible, responsive approach to product development to compensate for unpredictable market environments and project contexts.
Diversity is about recognising difference and acknowledging the benefit of having a range of perspectives in decision-making. Inclusion is where difference is seen as a benefit, and where perspectives and differences are shared, leading to better decisionsIterative development[1]The iterative and incremental approach of .Agile
Differences mentioned here are the human characteristics of race, religion and belief, gender and sexual orientation, gender reassignment, age, disability, marriage and civil partnership, pregnancy and maternity, and social status. Perspectives are influenced by these differences in addition to personal experience, values and principles, and professional expertise. allows project managers and their teams to adapt their approach to product development while maintaining a focus on quality and on-time delivery of products to customers.
If these human differences and perspectives are all included onto your colour palette in equal amounts, you will be able to create an image that will resonate to a wider spectrum of people, relatable products or services, and eventually success.A 2020 report indicated significant growth in Agile adoption in the IT sector, increasing from 37% in 2020 to 86% in 2021, as identified by more than 1,380 global respondents
Quick history of diversity and inclusion.
In the beginning of the 20th century, British Suffragettes fought for equal rights and the right to vote. As a result of their success, laws were changed to improve female standing in society and women were able to enter the workforce in previously male-dominated fields, such as teaching.Agile focuses on
From 1970 up to 1995, several acts were legislated by parliament to make discrimination in employment illegal on grounds of religion or belief, race, sexual orientation and age. These acts were all unified into one piece of legislation called the Equality Act in 2010.flexibility, responsiveness to change, and autonomy
This helped to prevent discrimination during the recruitment process, but also opened discussion in management schools, professional associations and large corporations about how best to include equality, diversity and inclusion in policies and teamwork. for teams, whereas traditional approaches focus more on strict project governance and resource management.
This is ongoing and never-ending work. On a global scale, there have been tremendous efforts in closing the gender wage gap, requesting that companies release statistics about their workforce, and making organisations aware of the richness of diverse team members.Agile projects work in
However, more can be done. HR and Leadership Consultant, Shakil Butt, says: “Inclusion is supposedly the step up from just diversity. It is a step in the right direction but still falls short in having a noticeable impact. Real change requires much more. Diversity and inclusion need to go beyond having a dedicated lead or a diversity and inclusion initiative with a defined start and end point. What is needed is a change in mindset and ownership across the various levels of organisations, with a real willingness to let go of power. Real inclusion becomes possible if diversity and inclusion become a consideration in every aspect of the employee life cycle.”iterative and incremental
The importance of diversity & inclusion today ways to deliver value early and frequently. Traditional projects use a ‘waterfall’ approach – work progresses only after meeting predefined targets.
Other than the feeling that it is the “right thing to do” we can’t deny that in this age of globalisation, multi-culturalism and agility of technology, a diverse team of people is needed to help organisations survive and grow.If you are flexible, adaptable and enjoy working collaboratively, you might already be suitable for an agile career.
Embracing diversity and inclusion will help your organisation:Low barriers to entry
- bridge the talent gapEnterprise-level roles
- increase brand trustComplex enterprise-level projects often require integration with other activities beyond the scope of the agile teams.
- promote creativity and innovationFulfilling an enterprise-level agile project management role requires detailed knowledge of how agile can interface with other agile and non-agile approaches to project development.
- be viewed as an employer of choiceThese roles are reserved for agile experts capable of creating new (and sometime never seen before) solutions to complex issues.
- gain higher market share and a competitive edgeTeam-level roles
- utilise and learn the unique insights of othersMost agile project managers begin their career in a team-level role, responsible for sourcing the appropriate tools, resources, and staff, to boost team effectiveness and efficiency.
- establish an environment of unity, respect and toleranceThey act as ‘servant-leaders,’ helping optimise the project team’s efficiency outside of time-boxed increments but otherwise keeping out the way, so developers have the autonomy to tackle problems they see fit.
- create a safe space for fresh new ideas and dialoguesCareer progression
- break negative stereotypes and encourage social mobilityAgile project management
- boost productivity and confidence can make a great career progression path for existing roles.
- build strong relationships with all team members and customersProject managers
- deliver outcomes and earn profits., procurement managers, contract officers, administrators, and other professionals can move into agile project management.
Some success storiesAn agile project management career can provide opportunity for
Qantas, an Australian airline company, posted a record loss of 2.8 billion Australian dollars in 2013. There were terrible predictions of its fate, but CEO Alan Joyce was able to force a transformation that lifted Qantas off its feet.growth, learning and personal development
By creating a diverse environment and a very inclusive culture, it generated a better strategy, better .risk managementHow can AgilePM help you start a career?, better debates and better outcomes. In 2017, Qantas delivered a record profit of 850 million Australian dollars, increased its operating margin to 12 percent, won the “World’s Safest Airline” award, and ranked as Australia’s most trusted big business and most attractive employerIn response to the [1]growing demand for qualified agile project managers., the Agile Business Consortium, together with APMG International, developed the AgilePM qualifications scheme.
Estée Lauder Companies UK & Ireland encouraged its millennial employees to contribute to the business’s aims, as part of its ethos of “leading from every chair” and its GenNEXT initiative. It resulted in their products becoming the country’s top-sellingHolistic approach[2]Based on the AgilePM Handbook (a subset of the DSDM Agile Project Framework), AgilePM offers a holistic approach to agile management, which covers .the entire agile project lifecycle
Other big names have also successfully implemented diversity and inclusion, such as Ford Motor Company, CISCO, EY, AIG, L’Oréal, Deutsche Bank and Johnson & Johnson..
Infusing diversity & inclusion on project teams
On a Instructor-ledprojectAgilePM Practitioner (with Foundation) course, the project manager is responsible for achieving the expected benefits and desired outcomes. Project teams then do the work to achieve those outcomes. Therefore, it is essential for project managers£1,699 +vat to be equipped with excellent people management and communication skillsSee all dates to understand the teams’ needs.
Chair of APM’s Women in Project Management SIG, Teri Okoro, says that the key to increasing inclusion and diverse talent on projects is acknowledging skills shortages. When escalated, leaders will need to reflect on their capabilities and how this can be channelled to enable change and agree on a vision. When the skills gap is closed, the intellect people bring, along with their myriad of soft skills, diverse experiences and behaviours, will contribute to overcoming challenges and achieving project success. So, creating the right context from the start for diverse talent to thrive can be one of many optionsSelf-paced[3]AgilePM Practitioner (with Foundation) self-paced online.
Diversity and inclusion expert, Roianne Nedd, suggests that becoming an inclusive £1,299 +vatproject manager can help put the team on the right track. She says an inclusive leader must do 3 things:
- Explicitly articulate what excellent performance looks like for everyone. Too many people are unclear about what success looks like from their manager’s viewpoint
- Listen to the quietest person in the room. If you want an innovative team, you must listen everyone, not just the loudestInstructor-led
- Become a proactive advocate for under-represented groups rather than a passive ally.AgilePM Foundation course
Garry Turner, founder of The Listening Organisation, says “ask each team member why they think inclusion and diversity is important. From here, create a joint story and purpose for the team around inclusion and diversity and its importance to them. This story can then then be used as a form of value to be checked in on as the project progresses, as well as being used to ensure the project team remains inclusive.
Mostafa Al Hadla, Manager at Brompton Cross Construction, shares his company’s approach: “We look at diversity as a critical success factor rather than a luxurious practice or HR trend. Having an international client base requires us to have a diverse workforce who can communicate with our customers. Construction projects involve teams, so inclusion is vital for teamwork. We also consider skills and personality when delegating work, to increase equal opportunities amongst the team.”£1,299 +vat
Conclusion
Successful project teams should be cognitively and demographically diverse. When everyone feels included, engaged, valued and their opinions matter, they will perform to their full potential, no matter who they are.See all dates
Since diversity and inclusion is not taught on typical Learn to manage agile projects effectivelyproject management coursesA 2021 survey by so, if you are a project or programme manager, think about diversity and inclusion when you plan your projects. Explain the benefits of inclusion and diversity to key decision makers, enforce it when recruiting for talent and create a culture of strong communication and exchange of ideas. In today’s competitive economy, I don’t see the reason for your executives to refuse.APM
Bios (the Association for Project Management) showed that 66% of project managers see agile as a key asset to project managers in the future
Shakil Butt[2] is a HR and leadership consultant, founder of HR Hero for Hire, writer and international speaker. You can connect with Shakil on Linkedin..
Roianne NeddAs Agile’s influence on the project management industry is a diversity and inclusion expert at RoCaro, and a life coach and author. She is dedicated to helping organisations embrace the principles of diversity and inclusion, focussing on intersectional feminism, unconscious bias, and inclusive leadership. You can connect with Roianne on Linkedin.continues to grow
Garry Turner is a chartered member of CIPD and founder of The Listening Organisation. He focuses on helping organisations review, renew and design highly effective work cultures that breed inclusive, democratic leadership and which embed learning ‘as normal’, driving exceptional performance through highly engaged, passionate people. You can find Garry on Twitter., more project professionals have learned new agile tools and frameworks so they can better adapt to changing demands.
Mostafa Al Hadla has a Master’s degree in Benefits of AgileStrategic Project ManagementSome key benefits often attributed to from Heriot Watt University and is a Business Planning & Excellence Manager at Brompton Cross Construction in London.Agile