Witold HendrysiakProject and strategic management advisor| OXYGYWarszawa, Poland
The Project Management Institute (PMI) Code of Ethics and Professional Conduct is a critical guide for project management professionals, ensuring that we maintain integrity and uphold the highest standards in our field. The code is built around four core values that form the foundation of ethical project management: Responsibility, Respect, Fairness, and Honesty. Let's explore each of these values in detail and understand their significance.
1. Responsibility
Definition: Taking ownership of the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result.
Explanation: As project managers, we are accountable for our projects' outcomes. This means not only leading successful projects but also acknowledging our mistakes and taking corrective actions. Responsibility also involves adhering to policies, upholding legal and regulatory requirements, and ensuring our actions align with the broader goals of the organization.
2. Respect
Definition: Showing a high regard for ourselves, others, and the resources entrusted to us.
Explanation: Respect is fundamental in project management, where collaboration and teamwork are crucial. We must value diverse perspectives and foster an inclusive environment where every team member feels heard and valued. Respecting others also means providing constructive feedback, recognizing others' contributions, and managing conflicts amicably.
3. Fairness
Definition: Making decisions and acting impartially and objectively, free from self-interest, prejudice, and favoritism.
Explanation: Fairness ensures that we make equitable decisions and treat all stakeholders equally. This involves transparency in our actions, unbiased decision-making, and providing equal opportunities. By practicing fairness, we build trust and credibility with our team members, clients, and other stakeholders.
4. Honesty
Definition: Understanding the truth and acting in a truthful manner both in our communications and in our conduct.
Explanation: Honesty is the cornerstone of trust. In project management, being truthful about project status, potential risks, and challenges fosters an environment of transparency and reliability. Honesty ensures that stakeholders are well-informed and can make decisions based on accurate information.
Question
Can you share an example of a challenging situation where upholding one of these values significantly impacted your project? Feel free to share your thoughts and experiences below! Saving Changes...
A good example of Respect was demonstrating respect for the funding and talentend staff's time being provided by the company I worked for when I recommended in the middle of a project which was doing fine from a triple constraint perspective that the leadership team might get a better ROI by divesting from my project and looking at other options when it was clear that the expected benefits had eroded past the point of there being much return on any subsequent investment.
They were initially unwilling to do so and pushed back hard, but once I showed them the cost/benefit analysis I had done, they begrudgingly did so and only much later did they appreciate this recommendation.
Kiron
...
1 reply by Witold Hendrysiak
Jun 26, 2024 10:24 AM
Witold Hendrysiak
...
Thank you for sharing your example Kiron
Saving Changes...
Ming YeungAdjunct Professor & Acting COO/CPO/CRO (contract)| Blockchain Venture Capital Inc.Toronto, Ontario, Canada
Witold, What a timely post on the needs to uphold ethics in the workplace and other settings. I was running a large-scale IT project involving the implementation of a new enterprise resource planning (ERP) system for a multinational company where the project team consisted of cross-functional members from different departments, including IT, finance, and operations. A challenge occurred during the project kickoff where the IT team discovered a critical flaw (in the vendor’s proposed solution) which could potentially lead to data corruption and financial losses. By upholding honesty, I, as the Program Manager, advised the project manager to immediately report the issue to senior management and the vendor in analyzing options, formulating workarounds, building consensus, and applying remedies. This transparency allowed for timely corrective action, avoiding a costly disaster with lost time, blown budget and wasted resources. In summary, adhering to PMI values of honesty (and responsibility, respect, and fairness) enabled effective project management, fostering collaboration, trust, and successful outcomes. Thank you for sharing your post and feel free to further deliberate where applicable. Sincerely, Ming
...
1 reply by Witold Hendrysiak
Jun 26, 2024 10:25 AM
Witold Hendrysiak
...
Thank you for sharing Ming
Saving Changes...
Witold HendrysiakProject and strategic management advisor| OXYGYWarszawa, Poland
Jun 23, 2024 2:28 PM
Replying to Kiron Bondale
...
Witold -
A good example of Respect was demonstrating respect for the funding and talentend staff's time being provided by the company I worked for when I recommended in the middle of a project which was doing fine from a triple constraint perspective that the leadership team might get a better ROI by divesting from my project and looking at other options when it was clear that the expected benefits had eroded past the point of there being much return on any subsequent investment.
They were initially unwilling to do so and pushed back hard, but once I showed them the cost/benefit analysis I had done, they begrudgingly did so and only much later did they appreciate this recommendation.
Kiron
Thank you for sharing your example Kiron Saving Changes...
Witold HendrysiakProject and strategic management advisor| OXYGYWarszawa, Poland
Jun 26, 2024 8:57 AM
Replying to Ming Yeung
...
Witold, What a timely post on the needs to uphold ethics in the workplace and other settings. I was running a large-scale IT project involving the implementation of a new enterprise resource planning (ERP) system for a multinational company where the project team consisted of cross-functional members from different departments, including IT, finance, and operations. A challenge occurred during the project kickoff where the IT team discovered a critical flaw (in the vendor’s proposed solution) which could potentially lead to data corruption and financial losses. By upholding honesty, I, as the Program Manager, advised the project manager to immediately report the issue to senior management and the vendor in analyzing options, formulating workarounds, building consensus, and applying remedies. This transparency allowed for timely corrective action, avoiding a costly disaster with lost time, blown budget and wasted resources. In summary, adhering to PMI values of honesty (and responsibility, respect, and fairness) enabled effective project management, fostering collaboration, trust, and successful outcomes. Thank you for sharing your post and feel free to further deliberate where applicable. Sincerely, Ming
Great discussion topic Witek. One of the areas is the responsibility of the project manager to support the project resources for activities not necessarily in the scope of the project. I often find PMs outsourcing these activities, for example, support to a resource for health issues, learning, and development to a general manager. While I agree these activities can be out of scope for the specific project, the PM is responsible for the overall well-being of his/her resources and should co-own the activities and not be aloof.
