You Can’t Always Get What You Want…
From the Ethics Bistro Blog
by Tara Leparulo,
Shenila Shahabuddin, Juan Posada Toro, Albert Agbemenu, Ming Yeung, Kannan Ganesan, Yannick Arekion, Witold Hendrysiak, Stelian ROMAN, Laszlo J. Kremmer MBA, CSPO®, CSM®, PMP®
We all tackle ethical dilemmas. Wrong decisions can break careers. Which are the key challenges faced? What are some likely solutions? Where can we find effective tools? Who can apply these and why? Dry, theoretical discussions don't help. Join us for lively, light conversations to learn, share and grow!
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Aaron and Ben have been friends and colleagues for many years. Ben owns a small software firm, and asked Aaron to step in to rescue a major project for an important government agency. With an inflexible deadline only six months away, the project is behind schedule and in danger of failing and Ben is very concerned that disappointing this client could mean going out of business.
Aaron was worried about risking their friendship, but eventually Ben convinced him. He started immediately with a two-week intensive project review. He quickly won the confidence of the project team. They were glad to have an audience for their project concerns because the previous PM had not wanted to give Ben or the client any bad news. As a result, he had agreed to scope expansion requests without assessing their impact on cost or schedule. Although the team told him that these additions meant it was impossible to meet the client’s deadline, he insisted that they try. It was a classic “watermelon project” – green on the outside, but red on the inside.
At the end of his review, Aaron explained his findings one-on-one with Ben. He said that the good news was that there was time to finish the development of the original scope and a good chance, but no guarantee, that full testing and defect correction could be completed by the original deadline. On the other hand, the bad news was that, while the team could commit to completing development of the expanded scope by the deadline, it simply was not possible to complete testing by then.
Therefore, Aaron advocated that they focus on completing the original scope, and that he and Ben meet with the client to explain that the delivery might be delayed by two to four weeks depending on testing. He went on to suggest that they explain to the client that the extensions to the scope could then be separately provided in a subsequent release. The team felt, and Aaron agreed, that the time needed to analyze and estimate that second release should instead be spent on delivering the original requirements. He strongly argued for a fully transparent meeting with the client to explain the situation and get them to buy into the proposed new plan.
To Aaron’s surprise
Posted
by
Bryan Shelby
on: May 17, 2023 03:16 PM |
Permalink
Comments (7)
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Bryan, thank you for a very interesting post.
I have learned from the Parkinson’s Law that “work expands so as to fill the time available for its completion”. Thus, if a timeframe is not set, the task might increase considerably.
Deadlines are very important for a project’s success, otherwise we’d have no real sense of direction, urgency or motivation to get our work done.
In my opinion, Aaron should do what was asked from Ben, and stay honest, as the client would be more pleased to see a product finished on time than behind schedule, and of course, if the project meet its objectives in the short, medium and long-term.
Bryan ,
Excellent post! Real life story and example.
Bet you’ve been there, I know I have.
I have found Honesty is always the best policy.
Lying now and disappointing later, is irresponsible and dishonest. Aaron , has stepped up to help Ben resolve his dilemma, and not to compromise his values or reputation. The customer needs to be made completely aware of the situation, and a part of the decision. The consequences may not be as dire as stated, but will be worse if the current situation is not disclosed. Ben’s business is already in jeopardy with his present behavior.
Bryan Shelby
Retired| Retired and volunteering, having left "employment" behind!
New York, Ny, United States
Thanks John and Vera both, glad you found this thought-provoking.
In my mind, the question for Aaron is whether he can trust Ben to be transparent with the client, or whether Ben will blame him when the client complains about the expected significant defects or missing scope.
Aaron also needs to think carefully about his message to his team, because they will presumably continue at the company after he, as a consultant, inevitably moves on.
John, good point about the future of Ben's company, too!
Ming Yeung
Adjunct Professor & Acting COO/CPO/CRO (contract)| Blockchain Venture Capital Inc.
Toronto, Ontario, Canada
Hello Bryan, thank you for the excellent blog. The conflict is apparent and needs to be resolve/reconciled. The reputation of the firm is also at stake. Thank you for sharing the thought-provoking blog.
Juan Posada Toro
Customer Success Manager| Rockwell Automation
Envigado, Antioquia, Colombia
HI Bryan, great blog and I really enjoyed reading it. This is a common situation in some business environments.
Honesty and transparency are always the best allies in every task we are carrying out, either with our client or with our work team.
I prefer to act according to these values and encourage all the people around me to act in the same way.
Bryan,
Aaron, as he suggested, should be present at the client meeting with Ben who has already demonstrated he is not being transparent, so why would he start now?
Aarons message to his team should be honest as well, and he will be respected by them for it.
And if you can’t get what want, if you try sometimes, you may just find, you get what you need!
In this challenging situation, Aaron faces a moral dilemma that requires careful consideration of the PMI Code of Ethics and Professional Conduct. The ethical principles of responsibility, honesty, and transparency are particularly relevant.
Aaron should prioritize transparency and honesty with the client, adhering to his duty of responsibility to provide accurate information. By following the Code of Ethics, he would advocate for a fully transparent meeting with the client, explaining the challenges, and proposing a realistic plan that aligns with the project's current status.
While Ben's suggestion to deliver a product with known bugs contradicts ethical principles, Aaron must diplomatically communicate the risks and potential consequences of such an approach. Open dialogue with the team is crucial to ensure their understanding and alignment with ethical considerations.
Having a robust ethical framework, such as the PMI Code of Ethics, guides professionals like Aaron in navigating complex situations, upholding integrity, and promoting responsible project management practices. Reflecting on the Code of Ethics and drawing from personal experiences can empower individuals to make ethically sound decisions in challenging scenarios.
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