1. Enhanced Decision-Making: AI algorithms analyse massive datasets to predict outcomes and recommend actions, akin to a co-pilot guiding navigational decisions during a race. 
2. Efficiency Gains: AI automates repetitive tasks and improves processes, freeing project managers to focus on strategy—like how co-pilots manage tactical information during high-speed races. 
3. Risk Reduction: By identifying potential issues in advance, AI serves as an advisor, much like a racing co-pilot warning about challenging road conditions, enabling initiative-taking corrections. 

1. Over-Reliance on AI: Just as a driver must remain vigilant and not entirely dependent on the co-pilot, project managers risk deferring critical decisions to AI tools, potentially leading to a lack of accountability. 
2. Ethical Blind Spots: Racing ethics demand fair play and adherence to rules; similarly, ethical AI use in project management calls for attention to bias, transparency, and fairness. Overlooking these aspects can harm stakeholders or perpetuate inequitable practices. 

 

1. Unparalleled Precision: Autonomous AI can minimize human errors, akin to driverless cars maintaining perfect lane control or braking at precisely calculated intervals. 
2. Scalability: AI can manage complex, multi-layered projects beyond human capacity, like its role in optimizing traffic flows with autonomous vehicle networks. 

1. Loss of Human Judgment: Driverless cars highlight the drawback of removing human intuition, empathy, and situational awareness—a challenge mirrored in project management where human leadership and creativity are essential. 
2. Accountability Gaps: In a driverless car accident, responsibility is ambiguous. Similarly, with autonomous AI, project managers may struggle to allocate accountability for errors, raising ethical dilemmas. 
3. Ethical Concerns: Driverless cars must navigate moral conflicts (e.g., protecting passengers versus pedestrians). In project management, fully autonomous systems must grapple with potentially biased decisions affecting stakeholders, raising questions of fairness and inclusivity. 

 

• In shared responsibility (co-pilot), humans are ethically required to oversee and correct AI outputs, ensuring alignment with organizational values and stakeholder trust. Like racing, project managers retain control while benefiting from AI's support. 
• In autonomous systems (driverless cars), ethical concerns magnify as AI takes over critical decisions. Issues of fairness, inclusivity, and transparency emerge, demanding rigorous bias checks, accountability frameworks, and adherence to PMI’s Code of Ethics principles. 

 

Related discussion topic: Can project management run on AI autopilot?

• Accountability and responsibility: When AI systems are used for decision-making, it is challenging to assign accountability if something goes wrong. AI agents are not members of the project team; they are a tool that should augment human capabilities. Project managers need to establish clear lines of responsibility for the outcomes of AI-driven projects.
• Bias and fairness: AI is still in its infancy, and finding large volumes of good-quality data that can be used to train AI models is difficult. AI models can inherit biases from the data they are trained on, leading to unfair or discriminatory outcomes in areas like task assignment or performance evaluation. These biases can reinforce existing societal prejudices related to factors like gender, race, or socioeconomic status, potentially leading to workplace discrimination and legal penalties.
• Transparency and explainability: The "black box" nature of some AI algorithms makes it difficult to understand how they reach a decision. This lack of transparency can erode trust and make it hard for project managers to oversee, troubleshoot, or validate AI-driven recommendations.
• Over-reliance on AI agents and lack of human oversight: At any point in the project, the control should remain with humans and avoid over-reliance on AI. Lack of knowledge and practice can lead to a decline in critical thinking and human judgment among team members.

• Contextual application: The principles and the code are designed to be applied within the context of project work. Ethical dilemmas are often encountered when balancing conflicting needs, and the framework provides guidance for decision-making.
• Performance domains: Ethical dilemmas can arise in any of the performance domains (e.g., Stakeholders, Delivery, Performance). The principles and the code provide the tools for navigating these situations and making responsible choices.
• Focus on value: Ethical considerations are a crucial part of focusing on long-term value, rather than just short-term outputs, ensuring that projects are conducted in a responsible and sustainable way. 

• The principles in the PMBOK 8th Edition align with and reinforce the values in the PMI Code of Ethics and Professional Conduct, which are honesty, responsibility, respect, and fairness.
• Project managers are expected to apply these principles in their daily work to make ethical choices that lead to positive results and maintain trust. 
• The PMI Code of Ethics and Professional Conduct remains the primary source for detailed ethical guidelines.
• ProjectManagement.com offers webinars that discuss the connection between PMBOK 7 principles and the Code of Ethics. 

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

"Legality draws the line we must not cross; ethics raises the bar we strive to reach."

In project management, success hinges on timelines, budgets, and deliverables. Yet, beneath these metrics lies a deeper principle: ethics. As practitioners, we are trained not just to follow the law but to do "what is right." This distinction—between legality and morality—shapes our decisions, builds trust, and defines our legacy.

Legal vs. Ethical Standards

Legality sets the baseline: contracts met, regulations followed. It is the minimum standard. Ethics, however, pushes us further. A project might be legally sound yet ethically flawed—say, exploiting a contract loophole to cut safety costs. The law might permit it, but "what is right" demands we reject it. This mindset is not optional; it is ingrained through certifications like PMI’s Code of Ethics and Professional Conduct (CoEPC), which emphasizes Responsibility, Respect, Fairness and  Honesty.

The Ethical Foundation

Our training instils a moral compass. It is the instinct to challenge a decision that harms stakeholders or the courage to prioritize sustainability over profit, even when laws do not require it. This is not about rule-following—it is about anticipating consequences and acting with integrity. A project manager who opts for greener practices beyond legal mandates is not just ethical; they are visionary, fostering innovation and goodwill.

Why Ethics Trumps Legality

Focusing on "what is right" is not altruism—it is practical. Projects are ecosystems of people and relationships. A legally compliant but ethically weak project might succeed short-term but falter in trust or reputation. Conversely, ethical choices—like fair labour practices or transparency—build loyalty and resilience. Clients remember integrity; teams thrive under it. Ethics does not just elevate outcomes; it sustains them.

The Real-World Balancing Act

Reality complicates this ideal. Tight deadlines and budgets test our resolve. Do you delay a project to fix an ethical issue, risking stakeholder ire? Do you push a team harder to meet a moral goal, risking burnout? These trade-offs demand balance. Ethical project managers lean on transparency—engaging stakeholders, explaining dilemmas, and finding collaborative fixes. This keeps projects on track without compromising principles.

The Ripple Effect

Ethical decisions ripple outward. Rejecting a bribe sets a standard. Prioritizing community impact over profit inspires trust. These choices, often subtle, shape cultures and industries. They prove project managers are not just taskmasters—we are stewards of progress. PMI’s Ethical Decision-Making Framework (EDMF) is a great tool to refer.

Conclusion: Ethics as Our Guide

Our indoctrination to "do what is right" elevates project management from execution to purpose. Legality is the guardrail; ethics is the compass. It ensures our work does not just meet deadlines but leaves a positive mark. In a field of constant change, this commitment to integrity anchors us, turning projects into legacies worth building.

Question

Have you come across projects that have proved to be more Ethical beyond Legal?  Please share your thoughts and insights!

A recent Ethics Bistro blog (Yeung, 2024) titled “Upholding Ethics in Professional Development: Lessons from EY and Meta” raises fresh perspectives in the realm of professional development and continuing education (for project practitioners and other professionals) and the associated ethical issues in two named organizations, as elaborated in the Inc. magazine (Lynch, 2024).

A follow-up article by Benjamin Broomfield (2024) provided an alternate perspective from several EY employees, who were not involved in the cheating incident, on the alleged unethical behaviours with additional context and background.

Several former EY employees fired for completing multiple online training courses simultaneously during the "Ignite Learning Week" in May 2024 have criticized the company's decision, arguing that their behavior was not unethical. EY terminated dozens of employees after an investigation revealed they had attended different training sessions at the same time, which EY deemed as cheating the system. The employees contended that they were encouraged to attend as many sessions as possible and were not informed that multitasking was against company policy.

The training programs, which required employees to achieve 40 professional education credits annually, included sessions like 'Conversing with AI, one prompt at a time' and 'How strong is your digital brand in the marketplace?' EY's decision to fire the employees was based on a perceived violation of its code of conduct, emphasizing integrity and ethics.

EY has a history of educational cheating scandals, with a significant incident in 2022 where the company paid over $100 million to the US Securities and Exchange Commission for sharing answers during professional tests. This led to a pledge to enforce stricter disciplinary measures and emphasize compliance and integrity.

In response to the backlash, EY has revised its communication around future training sessions, clearly stating that employees are expected to complete their training with integrity and not multitask. The controversy also highlighted a broader issue within EY's work culture, characterized by high workloads and internal competition, which some employees claim encouraged multitasking. The company's approach to handling the disciplinary actions has faced criticism from current and former employees, who suggested alternative sanctions like reducing bonuses or delaying promotions.

In summary, this incident has brought renewed scrutiny to EY's intense work culture and raised questions about the effectiveness of its training and ethical standards already in place.

In closing, what is your view on the employees’ positions? And on the employer’s updated policies and procedures to remedy the unethical behaviours? What would you do to act ethically? I love to hear your perspective and exchange lessons learnt.

Sources:

PMI. (2024). PMI Code of Ethics and Professional Conduct. pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf

Yeung, M. (2024, November 1). Upholding Ethics in Professional Development: Lessons from EY and Meta. Projectmanagement.com. https://www.projectmanagement.com/blog-post/77594/upholding-ethics-in-professional-development--lessons-from-ey-and-meta

Lynch, S. (2024, October 23). EY and Meta Fired Workers for Stretching the Rules: What Would You Do? Inc.com. https://www.inc.com/sarahlynch/ey-and-meta-fired-workers-for-stretching-the-rules-what-would-you-do/90993704

Benjamin, B. (2024, October 23). 'Just cruel' | Fired EY employees hit back after losing jobs for watching multiple training videos at once. Hrgrapevine.com. https://www.hrgrapevine.com/us/content/article/2024-10-23-fired-ey-employees-hit-back-after-losing-jobs-for-watching-multiple-training-videos-at-once.