Abstract
This paper examines the underrepresentation of neurodivergent individuals in project management and explores strategies to enhance their inclusion. Through an integrative literature review and planned semi-structured interviews with 20 neurodivergent project management professionals, the research investigates barriers to entry, unique cognitive strengths, and workplace adaptations necessary for inclusion. Initial findings highlight systemic discrimination and bias faced by neurodivergent individuals, alongside their valuable contributions in problem-solving, creativity, and attention to detail. The study identifies critical enablers for inclusion, including supportive workplace accommodations, improved hiring practices, and education on neurodivergent strengths. Legal protections and disclosure challenges are also examined. The research aims to contribute theoretical knowledge on neurodiversity in project management while providing organisations with actionable strategies to foster inclusive environments. This work addresses a significant gap in project management literature and practice, with implications for organisational policy, team composition, and leadership approaches.