Written by: Gail Banzon, PMP

Greater diversity and inclusion make organizations better. According to Pulse of the Profession® research, 88 percent of project professionals say having diverse project teams increases value. Do you know that gender-diverse companies are 21% more likely to outperform on profit? Do you also know that ethnically diverse companies are also 33% more likely to outperform on profit?

Presentation Overview 

The presentation was about the power of diverse teams in project management. We now understand the impact of equality, diversity, and inclusiveness on performance, collaboration, and creativity through innovation in the workplace within project-based organizations. Research has shown that compared to a single decision-maker, a diverse team will make better decisions up to 87% of the time. If your team only consists of male members, the decisions will be better at 58% compared to a gender-mixed team at 73%—the more diverse, the better decisions and overall performance. Diverse teams excel in troubleshooting, creating novel ideas, and accounting for a larger number of variables in their planning.

Get a diverse team, and you will have high performance? Quite the opposite! You must demonstrate a high level of inclusion and manage a diverse team to harvest the benefits from it. They will need to be well managed and time to be formed and find the strength in their complementary competencies and perspectives. If there is inclusive and compassionate Leadership and an inclusive culture within such a team, they will soon start producing great work. Team members will experience how they complement each other and will be able to deliver high performance through teamwork.

Takeaways

Main points:

• Create the organization to be the best place to work
• Mindset on inclusion and diversity
  
  • Diversity without inclusion doesn’t work
  • Diversity is multi-dimensional
  • Inclusion requires intention
• Business benefits of diverse teams
  
  • Increased creativity and innovation
  • Better problem-solving and decision-making
  • Higher employee engagement
  • Better reputations

Challenges faced: What prevents us from being inclusive?

• Bias, lack of awareness can obscure the need
• Logistical challenges with remote workforce
• Inexperience with uncomfortable or sensitive topics
• Fear of making mistakes or saying the wrong thing

Solutions:

• Inclusive Leadership
  • The behaviors of leaders can account for up to 70% of the difference between the proportion of employees who feel included and the proportion of those who don’t
• The Inclusion Continuum
  • Intolerance, tolerance, awareness, accepting, valuing
  • Individuals should reflect on where they are in the inclusion continuum

Goals of the EDI:

• Inclusive leadership is a commitment to creating an environment in which employees:
  
  • Feel a sense of belonging to the group
  • Feel valued for their unique contributions
  • Are treated equitably
  • Have the support to reach their full potential
• Create the organization to be the best place to work

Lessons Learned:

• Be courageous to speak up when you observe inequities
• Include and seek input from people across a wide variety of backgrounds
  • For example, blind hiring to take out the demographic bias by interviewing on the phone to eliminate face-to-face judgment
• Practice psychological safety
• Ensure all voices are heard
• Acknowledge when you have committed a microaggression
• Model humility and build trust with those who may feel like the other
• Practice active listening

Next Event

Join us at the next PMI Atlanta Chapter Healthcare forum on April 19, 2023

Keynote Presentation: "Data Visualization Changes Your Business" by Ashley Swain Cohen, Director of Partner Solutions, Salesforce

Register at www.pmiatlanta.org/events/event-calendar 

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Written by: Alex Leonard, PMP

Presentation Overview 

On March 21, 2023, the Agile Forum of the PMI Atlanta Chapter hosted the “There is Nothing Wrong with Being Agile or Everything is Wrong with Being Agile” Special Interest Forum Event as presented by Varun Anand. As an instructor and practitioner in Agile methodologies, Varun utilized his knowledge and understanding of the Agile mindset to discuss when to use and when not to use Agile in practice.

Throughout the course of a 1-hour presentation, Varun emphasized many virtues of the Agile mindset. He explained the importance of embracing change, being flexible, and being adaptable. Failure to adapt to varying circumstances can be catastrophic for organizations because in many cases, when they resist change, they risk becoming obsolete.

On the other side, Varun discussed the world’s perception of what it means to be Agile. He explained how organizations say they are Agile, without truly knowing what that means in practice. They are essentially “fake” Agile.

Varun’s presentation culminated into the ultimate proclamation that while having an Agile mindset is especially important, there is a right time and a wrong time to be Agile. The important part is knowing when it’s the right time to be Agile.

Takeaways

Sometimes, Agile is not always the best approach. It is more important to have a good understanding of multiple methodologies so you can utilize the best fit for the specific phase or situation in a project. Other key points include:

• Having an Agile mindset is essential for embracing change
• An organization is not sustainable if they are not adaptable
• Many organizations say they are Agile but do not truly maintain an Agile mindset

Next Event

Join us at the next PMI Atlanta Chapter Agile forum on April 18, 2023

Keynote Presentation: "Incorporating Agility into Your Waterfall Projects" by Amber Chandler, SOP Evolution LLC

Register at www.pmiatlanta.org/events/event-calendar 

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Written by: Rishea Middlebrooks MHI, CAPM

In today's rapidly changing business environment, organizations need to be agile, innovative, and customer-centric to survive and thrive. However, traditional hierarchical structures and command-and-control approaches can be barriers to achieving these goals.

Take a look at Alex Lantukh’s presentation on to learn how identify, manage, and improve self-organizing teams and ultimately organizational performance!

Presentation Overview 

Self-organizing teams have emerged as a promising alternative to traditional hierarchical structures that hinder an organization’s ability to survive and thrive in business environments. These teams are allowing employees to collaborate and innovate in a more dynamic and adaptive manner. This presentation explores the benefits of and the strategies by which we might leverage self-organizing teams at scale to drive flow and improve organizational performance.

Takeaways

Optimizing Flow as a concept

• How Flow has been used
  • Lean
  • Six Sigma
  • Kanban
  • SAFe (Scaled Agile Framework)
• Considering Flow at scale

What are self-organizaing teams?

• Teams that are autonomously making decisions

What are the characteristics of a self-organizing team?

• Collaborative
• Autonomous
• Innovative
• Adaptive
• Communicative
• Responsible
• Empowering
• Accountable

Benefits of leveraging self-organizing teams at scale

• Increase speed and efficiency of software development
• Respond more quickly to changing market conditions
• Improve product quality and customer satisfaction
• Increase employee engagement and satisfaction

Challenges of leveraging self-organizing teams at scale

• Ensuring alignment with the organization’s strategic coals
• Maintaining consistency across multiple teams and products
• Managing dependencies and coordination across teams

Best practices for steering self-organizing teams

• Manage the inputs
  • Product vision
  • Technical runway
  • Provide guidance and direction
• Steward the team(s)
  • Define responsibilities
  • Develop culture
  • Empower team members
  • Continuous improvement

Next Event

Join us at the next PMI Atlanta Chapter Technology forum on April 25, 2023

Register at www.pmiatlanta.org/events/event-calendar 

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Written by: NoriYah Yisrael, MSM, PMP

Presentation Overview 

On March 9, 2023, the Clinical Research Forum of the PMI Atlanta Chapter hosted the “BioPharma PMO: How to Scale Up for A Growing Organization in the Clinical Research Industry” Special Industry Forum event as presented by NoriYah Yisrael. Mrs. Yisrael spoke to the audience and shared her vast knowledge of clinical trials in the healthcare industry, looking through a lens filled with 35 years of experience. Ms. Yisrael took the audience on a journey from the definition of drugs and devices through the discovery and commercialization of a product that survives it to the marketplace.

As the main topic, Ms. Yisrael engaged the audience and described how agility is, and could be further incorporated, at the Project Management Office (PMO) level to stay in alignment with biopharmaceutical companies as their pipeline grows. Gap Analyses and Maturity Assessments are only part of the solution. Leading the audience through the FDA’s adaptability during the COVID-19 pandemic, and how vaccine manufacturers pivoted to answer the desperate call of Americans for a timely solution, the story was painted clear about agility in the biopharmaceutical environment. Mrs. Yisrael provided statistics and data to inform how the rising costs of medicines may be offset if the industry further adapted their way of working, at both the project and enterprise levels. By introducing more agility in the way we do clinical trials, there is the potential to increase product speed to market and decrease the overall cost of biopharmaceutical research and development.

Takeaways

• As biopharmaceutical companies grow their pipeline, PMOs can stay in alignment and upscale their delivery model in accordance with that growth.
• Gap Analyses and PMO Maturity Assessments can be done to determine where the company is, and where the company endeavors to go, from a value-driven perspective. Together with an Agile mindset and an aptitude for change, PMOs have a roadmap wherewith to evolve strategically.
• By introducing agility into their way of working, biopharmaceutical companies can potentially reduce research and development expenses, and increase the speed to market for their medicinal products.

Next Event

Join us at the next PMI Atlanta Chapter Clinical Research Forum on June 8, 2023

Register at www.pmiatlanta.org/events/event-calendar 

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Written by: Rishea Middlebrooks MHI, CAPM

“Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.” – Dr. W. Edwards Deming

Take a look at Nadine Bent-Russell’s presentation on DEI agility to learn how mutual enablers can foster collaborative practices and, in many cases, spur employees to greater heights!

Presentation Overview 

In this presentation, Nadine Bent-Russell, Global Program Manager at Honeywell, discusses how the integration of DEI (Diversity, Equity & Inclusion) and Agile practices can result in further effectiveness of collaborative practices and, in many cases, spur employees to greater heights.

Takeaways

What is Diversity, Equity & Inclusion and how does Agile Project Management come into play?

• Diversity, Equity & Inclusion (DEI) are three closely linked values held by organizations working to be supportive of different groups of individuals including people of different races, ethnicities, religions, abilities, genders, and sexual orientation
• DEI is a system that only works as good as people allow
• PMI Culture Values directly align with DEI methodologies

Agile is a way of working and a mindset. Agile is the way that we choose to think and to act and is in harmony with DEI. The Agile Manifesto lists four core values. It reads, in its entirety:

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

• • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

How can we enable employees to reach greater heights?

• Making them feel seen
• Providing an environment for frequent collaboration and idea generation
• Practicing blameless retrospectives

How can we become mutual enablers?

• Create genuine belonging for all, knowing that our differences make us stronger
• Be a spokesperson for diversity issues that are not necessarily personal
• Commit to continuous improvement

Next Event

Join us at the next PMI Atlanta Technology forum on Tuesday, March 28th, 2023

Register at www.pmiatlanta.org/events/event-calendar 

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