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53 items found

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A Question of Credibility

by Steven Starke

Why are project managers afraid to stop projects? So often after being assigned to a project, project managers try to run before they walk. This is especially common when the project is already in progress. You can quickly get caught up in the momentum of work and forget to question whether the work is justified. If this is truly the case, shouldn’t more projects be stopped? What if it means losing your job?

After-Hours Ethics

by Bruce Garrod

PMI's Code of Ethics and Professional Conduct states: “We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives--at work, at home, and in service to our profession.” But what exactly does “at home and in service to our profession” mean?

An Introduction to Ethics and Project Management

by Michael Wood

Compliance to a code of conduct is critical to maintaining your professional standing in that space. This applies to those credentialed in project management, and there is much grey area that needs to be explored as to what constitutes ethical behavior within the day-to-day oversight and management of a project.

Being Ethical is Profitable

by Alankar Karpe

Ethics, as a term, is often misunderstood and some companies falsely believe that being ethical is an expensive practice that causes the organization to forego profits. This article explains why being ethical is a good long-term growth strategy that can command a premium from customers and help your company outpace competitors.

Brave New World (Part 2)

by Mark Mullaly, Ph.D., PMP

What if we really were a profession? What would be the implications for project managers, the companies that employ them or for the associations that promote and support project management as a discipline? What follows over the next few columns is a portrait of what this brave new world would look like and some of the challenges that each of these groups would face as a result. In Part 2, we look at what it would mean for the profession.

Brave New World (Part 3)

by Mark Mullaly, Ph.D., PMP

What if we really were a profession? What would be the implications for project managers, the companies that employ them or for the associations that promote and support project management as a discipline? This article continues our portrait of what this brave new world would look like and some of the challenges that each of these groups would face as a result.

Bullying at Work: An Ethical and Leadership Dilemma for all Project Managers

by Paul Pelletier, LL.B., PMP

Employers are becoming more acutely aware of the human, legal, ethical and financial costs associated with workplace bullying. In order to directly and proactively address this issue, project managers and their organizations need to take action. Learn about sources of information and tools available to assist in this endeavor along with a selection of proactive tips.

Code of Conduct, Code of Honor: Why You Need an Ethics Policy

by Mike Donoghue

Who are you as a company? How do you describe the place you work, the people you work with and the value you bring to the corporate landscape? Why would anyone want to do business with you for any length of time, and how do you communicate that?

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