Ethics Bistro

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? 

In this fast-paced world of project delivery, where deadlines, deliverables, and decisions often dominate the agenda, there is one leadership act that costs nothing, takes seconds, and yet carries immense value: saying thank you.

I have realized the quiet but transformative power of gratitude not just in life, but especially in leadership. Too often, we assume our appreciation is understood, that our team members know they are doing a good job, or that, after all, “it’s their job.” But assumptions, no matter how well-intentioned, can create a void of recognition, and over time, that void affects morale, trust, and motivation. There have been moments when a simple “thank you” directed at me shifted my perspective, softened my approach, or reminded me of the value I was bringing often in times when I needed it most. It did not change the task, but it changed how I felt about doing it. And that made a lot of difference. As leaders, we should not underestimate this.

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.”

— William Arthur Ward

Gratitude and the PMI Code of Ethics

The PMI Code of Ethics and Professional Conduct encourages us to embody values like Respect, Fairness, Responsibility, and Honesty. Saying thank you directly reflects:

Respect – acknowledging the dignity and contributions of every team member.

Responsibility – creating a culture of recognition, not just accountability.

Fairness – ensuring people feel seen and valued, not just managed.

Expressing gratitude is not just a social nicety it is a leadership competency. It aligns with emotional intelligence, stakeholder engagement, and the human side of delivery that PMI now recognises as central to modern project management.

Research backs this too. A Harvard Business School study showed that employees who feel appreciated are more productive, engaged, and loyal. The simple act of appreciation contributes to psychological safety a key enabler of high-performing teams.

“The deepest principle in human nature is the craving to be appreciated.”

 William James, philosopher, and psychologist

So, what can we do?

• Let’s make gratitude part of our professional practice!
• Say “thank you” frequently, but genuinely.
• Recognise the small wins, not just the milestones.
• Make appreciation part of your retrospectives, meetings, and feedback loops.
• Role-model it because leadership starts with behaviour, not titles.

Gratitude builds connection, and connection builds trust. And where there is trust, there is progress.

“People work for money but go the extra mile for recognition, praise, and rewards.”

— Dale Carnegie

So, here’s to remembering that while processes and plans keep projects on track, people move them forward. And sometimes, the most powerful tool in a project manager’s toolkit is simply saying: “Thank you.” It is a small act that reflects the very heart of the PMI Code of Ethics showing respect, fostering trust, and recognising the value every individual brings to the project.