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    Ethical Project Management

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    The document discusses the importance of ethics in project management. It outlines how project managers have difficult jobs managing stakeholders with different interests. It describes the Project Management Institute's Code of Ethics, which establishes values of respect, fairness, honesty, and responsibility to guide ethical decision making. It emphasizes that transparency, owning mistakes, and following the Code of Ethics are necessary for project managers to be successful and maintain credibility with stakeholders.

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    Ethical Project Management

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    The document discusses the importance of ethics in project management. It outlines how project managers have difficult jobs managing stakeholders with different interests. It describes the Project Management Institute's Code of Ethics, which establishes values of respect, fairness, honesty, and responsibility to guide ethical decision making. It emphasizes that transparency, owning mistakes, and following the Code of Ethics are necessary for project managers to be successful and maintain credibility with stakeholders.

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    The document discusses the importance of ethics in project management. It outlines how project managers have difficult jobs managing stakeholders with different interests. It describes the Project Management Institute's Code of Ethics, which establishes values of respect, fairness, honesty, and responsibility to guide ethical decision making. It emphasizes that transparency, owning mistakes, and following the Code of Ethics are necessary for project managers to be successful and maintain credibility with stakeholders.

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    80 views6 pages

    Ethical Project Management

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    The document discusses the importance of ethics in project management. It outlines how project managers have difficult jobs managing stakeholders with different interests. It describes the Project Management Institute's Code of Ethics, which establishes values of respect, fairness, honesty, and responsibility to guide ethical decision making. It emphasizes that transparency, owning mistakes, and following the Code of Ethics are necessary for project managers to be successful and maintain credibility with stakeholders.

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    Catacutan 1

    Ethical Project Management

    Nicole G. Catacutan

    College of Integrative Sciences and Arts, Arizona State University

    OGL 321: Project Leadership

    Instructor Darin DeBlander

    October 1, 2021
    Catacutan 2
    Ethical Project Management: How Relevant is it?

    Project managers have one of the hardest jobs in the world (Kliem, 2011, p. 21). Project

    management is unique in the sense where professionals within the industry work with many

    different stakeholders from all levels of interest and influence over their projects. Managing a

    project is never all sunshine and rainbows. A project manager will likely never encounter a

    project where nothing goes wrong and there are sufficient resources and time to achieve the

    intended goal as dilemmas can occur quickly and easily. Project managers are often placed into

    tough spots where they need to balance situations, such as tough objectives established by higher

    management and other stakeholders versus what they are given and the workload their team can

    handle. Chances are that project managers have responsibility without the appropriate authority

    and some managers can become so focused that they decide to meet immediate needs only to

    discover later on the decision’s negative ramifications (Klien, 2011, p.22). Whether it is ranging

    from an external factor like unfavorable climate conditions or internal like an ineffective

    enterprise environmental factor, these kinds of situations often put project managers’ ethics into

    question and have become so important in addressing within this profession and the lives of the

    professionals.

    Ethical Project Management: Behind a PM’s Code of Ethics

    Project Management Institute, primarily known as PMI, was founded in 1969 and

    established an industry standard for project managers through their Project Management

    Professional (PMP) certification in 1984. Much of what the Project Management Institute aims

    to do is to provide individuals working within the project management field the tools, best

    practices, and networking to succeed. One of the many tools the PMI provides is their Code of

    Ethics & Professional Conduct that summarizes why ethics is so important in order to maintain
    Catacutan 3
    credibility and instill confidence in this profession. The Code of Ethics & Professional Conduct

    is intended to assist us [project management professions] in making wise decisions, particularly

    when faced with difficult situations where we may be asked to compromise our integrity or our

    values (Project Management Institute, 2006, p.1). Within the Code of Ethics & Professional

    Conduct are five listed chapters for vision and the following four values most important to the

    project management community and its foundation: respect, fairness, honesty, and responsibility.

    Respect is defined as the duty to show a high regard for ourselves, others, and the

    resources entrusted to us (Project Management Institute, 2006, p.4). Project managers often

    manage people, money, reputations, safety, and more, and fostering a respectful environment

    gives rise to trust, confidence, and performance. The second value is fairness, the duty to make

    decisions and act impartially and objectively, and covers being transparent in decision-making

    processes, remaining impartial, providing equal access to information and opportunities (Project

    Management Institute, 2006, p.4). Communication is a large part of project management as it

    runs parallel with stakeholder expectation management due to stakeholders expecting us to be

    trustworthy and competent. A project management expert, Bondale (2015, para.1), explained that

    fairness and transparency is about being truthful, accurate, and timely in our communications. To

    build credibility as a project manager, it is required to use one’s best judgment and to be

    transparent and honest. The third value ties in with fairness, honesty, the duty to understand and

    act in a truthful manner within our communications and conduct (Project Management Institute,

    2006, p.6). One cannot be fair without being honest and vice versa. Afterall, transparency is a

    rising tide which lifts the attitudes of all stakeholders (Bondale, 2019, para.2). These three values

    largely make up the foundation of project management but Campbell Soup Company’s former
    Catacutan 4
    CEO, Morrison (n.d.), once stated that the single most important ingredient in the recipe for

    success is transparency because transparency builds trust (as stated in Bondale, 2019, para.6).

    The last value and arguably the most important, responsibility, is defined as our duty to

    take ownership for the decisions we make or fail to make, the actions we take or fail to take, and

    the consequences that follow (Project Management Institute, 2006, p.2). Responsibility is listed

    as the first value in the Code of Ethics & Professional Conduct because project managers often

    make decisions and take actions that can affect society, public safety, and the environment.

    Project managers almost never hold commensurate authority over their projects but take

    responsibility for the project’s outcome. When these decisions and actions aren’t taken in the

    best interests of others, mistakes aren’t owned up to, half-hearted commitments are made, or

    proper protections aren’t made to protect what others entrust in them, there is a failure to uphold

    the standard or level of responsibility established for this profession. Project management cannot

    operate efficiently without these working within these values as it requires working with many

    others, writing up legal binding contracts, and delivering an expected product. Project managers

    working responsibly and transparently has many benefits to all stakeholders, including customers

    spending less effort in understanding what’s happening, sponsors developing stronger and more

    positive working relationships with the project team, and the project team having higher levels of

    trust and being less distracted in needless status updates to stakeholders (Bondale, 2019, para.2).

    Ethical Project Management: To Be an Ethical Practitioner

    To work and live ethically is to not compromise our integrity or values when making

    decisions in difficult situations. Project management is a tough but rewarding profession that lies

    on the pillars and foundation of respect, fairness, honesty, and responsibility. To be successful

    and remain credible in this industry, many industry professionals and the Project Management
    Catacutan 5
    Institute have cited that the best course of action is to live by the Code of Ethics & Professional

    Conduct and to share one’s knowledge with others. Having a code to operate by can guide an

    individual through even the most difficult circumstances.


    Catacutan 6
    References
    Bondale, K. D. (2015, September 13). How transparent are you? [web log]. Retrieved

    September 29, 2021, from https://kbondale.wordpress.com/2015/09/13/how-transparent-

    are-you/.

    Bondale, K. (2019, March 19). Are you being (responsibly) transparent? [web log]. Retrieved

    September 21, 2021, from https://kbondale.wordpress.com/2019/03/17/are-you-being-

    responsibly-transparent/.

    Kliem, PMP, Ralph L. (2011). Why Ethics Should Matter to Project Managers. In Ethics and

    Project Management (pp. 21–46). essay, Auerbach Publications. ProQuest Ebook

    Central, http://ebookcentral.proquest.com/lib/asulib-ebooks/detail.action?docID=777157.

    Project Management Institute. (2006). Code of Ethics & Professional Conduct. PMI. Retrieved

    September 28, 2021, from https://www.pmi.org/about/ethics/code.

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