Ethics Bistro

It was a rainy Tuesday when the red flag popped up. The AI tool, designed to optimize resource allocation across our project portfolio, had flagged three critical projects for delay. The model’s recommendation? Shift half the team from Project Titan to Project Eclipse to balance out workloads.

At first glance, it seemed logical. The resource allocation maps, and velocity graphs supported the reallocation. But something did not sit right.

I had collaborated closely with Titan’s team leads for months. They were on the verge of a breakthrough with a critical client deliverable. Moving people now, even with Eclipse falling behind, could cause a domino effect across our most valuable account.

I called a huddle.

“Why did the model deprioritize Titan?” I asked the AI SME.

“It is based on risk scoring from delivery variance, budget utilization, and resource burn. Titan looked stable, so it pulled from there.”

“But it does not know the client conversation we had last week. Titan’s ‘stability’ is built on momentum we cannot afford to interrupt.”

That was it. The AI had the data but not the context.

We chose not to follow the recommendation. Instead, we manually adjusted scope and brought in temporary support for Eclipse. It was a tough call, but three months later, Titan delivered on time and exceeded client expectations. Eclipse caught up too—without derailing the portfolio.

That experience taught me something: AI is brilliant at pattern recognition, but it does not see what you know. It does not read nuance. And it does not carry responsibility.

So, when should project managers trust AI—and when should we intervene?

Trust AI when:

• You need unbiased, data-driven insights fast.
• The decision space is clearly defined and repeatable.
• You are analyzing trends across massive datasets where human bias or oversight might creep in.

But intervene when:

• The stakes involve human relationships, trust, or reputational risk.
• The model’s logic lacks access to critical context.
• The recommendation “feels wrong” and your intuition is backed by experience not fear.

AI is like a junior analyst with infinite memory and no emotional baggage. But it lacks judgment, and judgment is where leadership lives.

As project managers, we are not just responsible for outcomes; we are stewards of values. According to the PMI Code of Ethics, we are bound to act with responsibility, respect, fairness, and honesty. Blindly following AI no matter how accurate without human oversight may compromise all four.

Use AI like a compass not a map. Let it guide your thinking, but do not let it override your wisdom.

Because when things go south, the algorithm will not be in the room explaining the outcome you will.

So next time your AI flags a decision, pause. Ask: Does this align with what I know, what I have seen, and what matters most?

If the answer is no, trust yourself and intervene.

Reference:

PMI Code of Ethics

Webinar: Ethical Project Leadership in the digital age

Webinar: When to Trust AI and When to Intervene

Hello Everyone!

I wanted to share a LinkedIn post with you today. It is not my post, but I proudly reposted it for my LinkedIn connections. It affects every project management professional who holds or aspires to earn the PMP® certification.

What happened to Samer can happen to any of us, and like him, we should follow PMI's Code of Ethics and Professional Conduct..

"A few days ago, I received a message via WhatsApp from an unauthorized provider in Saudi Arabia claiming they could give me a PMP® certificate without taking the official exam, for just $450 USD!"

https://www.linkedin.com/feed/update/urn:li:activity:7343683099454509056/

Well done. Samer Musallam Dahdal. PMP-PMI

Ethics is not an abstract notion for a Project Manager, it is a fact of life and at the Project Management Institute, it is led from the top. On 8th of May Pierre Le Manh came to Sydney Australia to support the local chapter promoting the PMI-CP certification.

It wasn't the usual speech in front of thousands of participants at a Global Conference and for a busy person like Pierre, finding time to participate and take questions from the audience is more than a task, it is a practical example of a value that the PMI Code of Ethics and Professional Conduct calls RESPECT. 

"Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. An environment of respect engenders trust, confidence, and performance excellence by fostering mutual cooperation—an environment where diverse perspectives and views are encouraged and valued" 

PMI Code of Ethics and Professional Conduct

Earning the Project Management Professional (PMP^®) certification is more than just passing an exam. It is a testament to your expertise, discipline, and, above all, your integrity. A significant achievement that validates your expertise and commitment to ethical project management. However, the path to certification can sometimes present ethical challenges: whether in the application process, exam preparation, or even during the test itself.

To explore these issues, let us imagine a conversation between Alexia, a seasoned PMP with a reputation for ethical rigor, and Jordan, who is preparing to apply for the certification but faces some moral dilemmas.

Jordan: "Alexia, I am almost ready to submit my PMP application, but I am a few months short on experience. A colleague suggested I ‘adjust’ my project dates to fit PMI’s requirements. What do you think?"

Alexia: "That is a red flag, Jordan. Project Management Institute (PMI^®) does not just expect honesty, they require it. Falsifying dates violate the PMI Code of Ethics and Professional Conduct (CoEPC) and could lead to your application being rejected. Or worse, revocation of your certification if discovered later. Instead, consider waiting until you have gained the necessary experience. Integrity matters more than rushing the process."

Jordan: "What about asking someone who recently took the exam for details on specific questions? Would that not help me prepare better?"

Alexia: "No, it would undermine the entire certification’s value. The PMP is not a trivia quiz, it is a validation of your competence. Memorizing leaked questions does not make you a better project manager. PMI’s confidentiality agreement exists for a reason. If you want to pass, put in the work: study the PMBOK® and additional resources, review the Exam Content Online, use legitimate practice exams, and earn your success. Remember, the goal is not just to pass, it is to truly understand and apply project management."

Jordan: "I have seen online vendors offering guaranteed passes or even proxy test-taking services. Are those legitimate?"

Alexia: "Legitimate? No. Ethical? Absolutely not. Any vendor promising a guaranteed pass or offering to take the exam for you is engaging in fraud. PMI actively investigates such scams, and if caught, you will face permanent disqualification. Stick to PMI-authorized training providers (ATPs) and avoid any shortcuts that compromise ethics."

Jordan: "What if I see a colleague cheating or misrepresenting their experience? Should I say something?"

Alexia: "Yes! You have a professional obligation to speak up. Silence enables misconduct. If you witness unethical behavior, whether in applications, exam prep, or the testing center, you have a responsibility to address it. Start with a direct but respectful conversation by advising your colleague because their actions harm the profession. Explain the risks and encourage them to follow the right path. If they dismiss you, then yes, you escalate. This is not about being a ‘snitch,’ it is about protecting the credibility of the PMP for everyone who earned it honestly."

Ethics Matter: Integrity is not optional; it is the Foundation
Let us be clear: The PMP certification is not a checkbox. It is a public declaration that you adhere to the highest standards of project management, including ethics. It is about who you are as a professional. Every time someone lies on their application, cheats on the exam, or turns a blind eye to misconduct, they erode the certification’s worth. By adhering to ethical standards, you not only earn your certification the right way…you also uphold the credibility of the profession.

Have you faced ethical dilemmas in your PMP journey or that of a colleague? How did you handle them?
Share your thoughts in the comments and have an honest conversation.

References

Link to PMI’s Code of Ethics and Professional Conduct: https://www.pmi.org/about/ethics/guidelines
Link to PMI’s Ethical Decision-Making Framework (EDMF): https://www.pmi.org/ethics/ethical-decision-making-framework.pdf
Link to PMI’s Blog on Ethics “Ethics Bistro”: https://www.projectmanagement.com/blogs/365304/ethics-bistro
Link to PMI’s PMP Certification Information: https://www.pmi.org/certifications/project-management-pmp

That little booklet, the "PMI's Code of Ethics and Professional Conduct (CoEPC)", usually ends up in a drawer somewhere, right? Most project managers get it when they renew their certifications and don't think much about it after. Sarah was one of them. But lately, a decision she made on a project just didn't feel right. She picked up the pamphlet, almost by accident. Could this thing, usually ignored like a fire safety manual until there's smoke, actually help her figure things out? Was it just another piece of paper, or could it really make being a project manager better? 

All PMI members, volunteers, certification holders, and certification applicants accepted the PMI’s CoEPC. Has this document been read, understood, and complied with, or was the checkbox confirming acceptance checked without reading it, like the legal clauses attached to contracts in small print? It is not easy to answer this question. We can however state that it is not a dead document covered with dust, having no impact on us.

Thanks to the complaint process in place and a group of PMI volunteers serving in the Ethics Review Committee (ERC) the CoEPC has become a powerful tool to enforce ethical behavior in the project management profession. Whenever an unethical behavior is observed anybody can file a complaint. This complaint will be carefully investigated, and appropriate actions will be taken.  

We are not helpless facing somebody bullying, cheating, being dishonest or not respecting rules and regulations. All that is needed is our courage to stand for truth and justice and simply state the facts by filing a complaint. From this moment the case is in the capable hands of the ERC, which will do whatever is necessary. 

Please visit the https://www.pmi.org/about/ethics/cases webpage to review the public reprimands recently published, which is just the top of the iceberg of the strongest sanctions applied. This is proof that PMI takes seriously the continuous effort to make project management an ethical profession. 

Your involvement in this process is, however, critical. Code section 2.3.3 says: “We bring violations of this Code to the attention of the appropriate body for resolution.” Do you have the courage to act if needed?