Christopher MartinHead PMO | Master Scrum Master| CIMB Bank BerhadKuala Lumpur, Malaysia
Being in a role of a Project Manager requires many of us to deal with the Compliance, Risk, Internal Control, Security and Fraud departments with regards to how information pertaining to the bank is safe guarded and implementation of new systems abides to the end to end process migration, SDLC cycle and Central Bank guidelines as this has a direct impact to the Bank from a Regulatory and Reputational Risk perspective.
We would encounter how integrity & business ethics plays an important part in each of the project cycle:
• Initiation
o Business Case, CAPEX&OPEX
• Planning
o NDA: Signed NDA to ensure that the Banks requirements are not disclosed to other clients
o Legal: Signed contract to avoid any disputes during the duration of the project.
• Execution
o Change management process: PM would need to ensure that all code deployments into SIT, UAT and Production avoids discrepancies between different Test and Production environments maintaining versioning control.
o Security hardening: All new servers
o Encryption: Where Production data conversion is involved
o System Security: User ID Access so clear segregation are defined and external emails are being tracked to avoid potential data leakage
• Closing
o Project ROI and success rates tracking
Hence, is ethics an important factor which should be up in the ranks of key
Success factors of a Project? Saving Changes...
I see ethics as the essential ingredient in building trust. And, in project management where the project manager rarely has significant formal authority over the project team members and stakeholders, motivation of these team members and stakeholders becomes paramount. Trust is a wonderfully effective method for motivation under these conditions. So, in order for me to raise the odds of project success, I must find a way to effectively motivate others through trust-based relationships; ethics is essential for that. Saving Changes...
