CredentialsPh.D. Sociology

MBA Human ResourcesPMP Project Management

Name

Chapter

Linda Mohamed Balboul

14– Professional & Social Responsibility

PROFESSIONAL & SOCIAL RESPONSIBILITY

Chapter 14

''The gunfire around us makes it hard to hear.''...''But the human voice is different from other sounds.''... ''lt can be heard over noises that bury everything else.'' ….''Even when it's not shouting.''...''Even if it's just a whisper.''...''Even the lowest whisper can be heard over armies...”

''When... - .. ''when it's telling the truth. '‘

The Interpreter (2005)

Persons to Whom the Code Applies

All PMI members Individuals who are not members of PMI but meet one

or more of the following criteria: 1. Non-members who hold a PMI certification 2. Non-members who apply to commence a PMI certification

process 3. Non-members who serve PMI in a volunteer capacity

Structure of the Code

The aspirational standards describe the conduct that we strive to uphold as practitioners. Although adherence to the aspirational standards is not easily measured, conducting ourselves in accordance with these is an expectation that we have of ourselves as professionals The mandatory standards establish firm requirements, and in some cases, limit or prohibit practitioner behavior. Practitioners who do not conduct themselves in accordance with these standards will be subject to disciplinary procedures before PMI’s Ethics Review Committee

THE ETHICAL APPLICATION OF PROJECT MANAGEMENT1.Have you ever started work on a project without

being reasonably sure the end date can be met?

2.Did you realize that it is unethical to manage a project if you have not been trained in project management?

3.Have you ever started a project without a project charter or a WBS?

4.Have you ever started a project without obtaining the necessary authority to manage it?

5.Given an unrealistic project completion deadlines or milestones. Do you have the attitude necessary to say?

“I request you assign the project to someone else” or “You have requested that the project be completed within six months. Our analysis makes us very certain that we can meet that due date only if we adjust the scope, cost, or quality on this project. If we cannot make any changes, the project will be completed in eight months”

ARE YOU AN ETHICAL PROJECT MANAGER?

1. You will not get involved with PMI to promote your own business

2. You have a duty of loyalty to PMI. You will keep the best interest of PMI in mind, not your own best interest

3. When contracting for services, you will provide equal access for all who submit proposals and not keep the work for your own company or your friends

4. You will not let anyone cheat on the application for the PMP exam

5. You will not let anyone copy PMP exam prep materials or perform other illegal behavior

6. You will not disclose questions on the PMP exam

7. You will promote PMI and the PMP exam within your organization

VALUES: 1. RESPONSIBILITY

Aspirational Standards

1. Make decisions and take actions based on the best interests of society, public safety, and the environment, the company and the team (duty of loyalty)

2. Accept only those assignments that are consistent with your background, experience, skills, and qualifications

3. Fulfill the commitments that you undertake – do what you say you will do

4. Acknowledge your own errors and report them

5. Protect proprietary or confidential information that has been entrusted to you

Mandatory Standards

6. Uphold the policies, rules, regulations and laws that govern our work, professional, and volunteer activities

7. Report violations to the code when you have factual proof of violations to appropriate management & to those affected by the conduct

8. Pursue disciplinary action against an individual who retaliates against a person raising ethical concerns

Responsibility

Honesty

Fairness

Respect

“Ownership of Decisions and Actions”

VALUES: 2. RESPECT

Aspirational Standards

Inform yourself about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful (cultural differences)

Listen to others’ points of view, seeking to understand them

Approach directly those persons with whom you have a conflict or disagreement

Conduct yourself in a professional manner, even when it is not reciprocated

Mandatory Standards

You negotiate in good faith

You do not exercise the power of your expertise or position to influence the decisions or actions of others in order to benefit personally at their expense

You do not act in an abusive manner toward others

You respect the property rights of others

Responsibility

Honesty

Fairness

Respect

“The Appropriate Treatment of People and Resource”

VALUES: 3. FAIRNESS

Aspirational Standards

Demonstrate transparency in our decision-making process

Constantly reexamine our impartiality and objectivity, taking corrective action as appropriate

Provide equal access to information to those who are authorized to have that information

Make opportunities equally available to qualified candidates

Mandatory Standards

Proactively and fully disclose any real or potential conflicts of interest to the appropriate stakeholders

When you realize that you have a real or potential conflict of interest, refrain from engaging in the decision-making process or otherwise attempting to influence outcomes, unless or until: you have made full disclosure to the affected stakeholders; have an approved mitigation plan; and have obtained the consent of the stakeholders to proceed

Do not hire or fire, reward or punish, or award or deny contracts based on personal considerations, including but not limited to, favoritism, nepotism, or bribery

Do not discriminate against others based on, but not limited to, gender, race, age, religion, disability, nationality, or sexual orientation

Apply the rules of the organization (employer, Project Management Institute, or other group) without favoritism or prejudice

Responsibility

Honesty

Fairness

Respect

“Being Objective and Making Impartial Decisions”

VALUES: 4. HONESTY

Aspirational Standards

Earnestly seek to understand the truth

We are truthful in our communications and in our conduct

Provide accurate information in a timely manner

Make commitments and promises, implied or explicit, in good faith

Strive to create an environment in which others feel safe to tell the truth

Mandatory Standards

Do not engage in or overlook behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete

Do not engage in dishonest behavior with the intention of personal gain or at the expense of another

Responsibility

Honesty

Fairness

Respect

“Understanding the Truth and Taking Action Based on Truth”

1 .Responsibility

Rule # 1: Put the project’s needs before your own

Example

You discover that the project is suffering because you have not created a project management plan and you feel that if you tell management the problem, you will look bad or lose your job?

Rule # 2: Only accept assignments you are qualified for?

Example

Can you imagine saying to your boss “I cannot take this assignment because it requires the control of cost on the project and I am not qualified to manage costs”. Do you think your boss will accept that? Probably not.

Rule # 3: Protect propriety information

Example

When was the last time you made a copy of an article or made a copy of a CD and gave that copy to others?

How about taking excerpts from a book and putting them in a report?

Ask yourself

1. If you need a copy of a software, does the license permit you to copy or does it require purchasing another copy?

2. If you’re a vendor asked to create a design, who owns the copyright – you or the company that hired you to create it?

3. If you’re an employee and create a report/work, do you own the copyright or does your employer?

Rule # 4: Report unethical behavior

Example

What would you do if someone in your company told you that they do not follow a certain company procedure?

The correct answer is to report them to those responsible for the policy

Do you Agree? Do you want to do that to a friend? A relative?

2 .Respect

Rule # 1: Maintain an attitude of mutual cooperation

Example

Think about your interactions with resource managers on a project.

Are you in the habit of going to them and asking for the immediate assignment of needed resources for your project?

Do you treat them as if they exist only to serve your project?

Rule # 2: Respect cultural differences

One major cause of cultural differences is ‘ethnocentrism’ . It is the tendency to look at the world primarily from the perspective of their own culture – their own group is the centre of everything.These differences also occur between people from different regions or areas

Rule # 3: Engage in good faith

Example Have you seen someone negotiating without ever intending to enter a contract or negotiating a provision in a contract they have no intention of honoring? What about someone presenting info as a fact when the person knows at the time the info is untrue?

Rule # 4: Be direct in dealing with conflict

-In dealing with conflict, it’s inappropriate/unproductive to complain or talk about the conflict or about other behind their backs (Human Resources Chapter)-It’s the PM professional responsibility to deal directly & openly with other party and say to the person “What you have done has caused a problem. Can we discuss it?”

- What if that person is your boss? Or a powerful person?

Rule # 5: Do not use your power/position to influence others for your own benefit

Example

Have you ever said to yourself. “How do I get this person to do what I want?”

This is a violation of Code of Ethics

To try to get people to do what you want instead of what is right or most appropriate in a given situation

3 .Fairness

Rule # 1: Act impartially without bribery Example

If you answer “No” to these 2 questions, then it’s NOT a bribe: Is it permissible to conduct business successfully in the host country

without undertaking the practice? Is the practice a clear violation of a fundamental international right?

(Food, a fair trial, non-discriminating treatment, minimal education, physical safety and freedom of speech)

Thomas Donaldson “The Ethics of International Business” (1991)

Rule # 2: Continuously look for conflicts of interest

ExampleIf I help a friend, I hurt my company If I help this organization, I hurt my company

Action

Disclose it to those affected and let them decide how to proceed

4 .Honesty

Rule # 1: Try to understand the truth

Example Someone may tell you something that they perceive to be the

truth, but there might be more to what is really going on We often accept what people tell us and do not spend time

seeking the whole truth When you think of the many activities on a project and the

different people involved, you can see how important it is to accurately understand the truth of the situation

Rule # 2: Be truthful in all communications and create a truthful environment

ExampleDo you ever hide that the project is in trouble?Do you say that you can accomplish a piece of work when you are not sure you can?

ResultIf we stretch the truth or lie, our team will start to do it. Ultimately, the PM, the team and the whole project will

suffer

A. Since he has led projects and teams, it does not make any difference that these are all global virtual teams, so he does not need to bring it up

B. He should avoid any conversation regarding the types of teams involved so the sponsor does not know he lacks experience in this area

C. The PM should point out to the sponsor that he had not had experience with global virtual teams, but discuss why he thinks he is a good fit for the project

D. The PM should point out to the sponsor that he had not had experience with global virtual teams and therefore must decline the assignment

Q. A PM is being considered for a particular project that will deal exclusively with global virtual teams. He only has experience with local teams. What should he do when discussing the opportunity with the sponsor?

A. Since he has led projects and teams, it does not make any difference that these are all global virtual teams, so he does not need to bring it up

B. He should avoid any conversation regarding the types of teams involved so the sponsor does not know he lacks experience in this area

C. The PM should point out to the sponsor that he had not had experience with global virtual teams, but discuss why he thinks he is a good fit for the project

D. The PM should point out to the sponsor that he had not had experience with global virtual teams and therefore must decline the assignment

Q. A PM is being considered for a particular project that will deal exclusively with global virtual teams. He only has experience with local teams. What should he do when discussing the opportunity with the sponsor?

A. Contact your manager

B. Put the payment in an escrow account

C. Bury the cost in the largest cost center available

D. Ignore the payment

Q. You are in the middle of a new product development for your publicly traded company when you discover that the previous PM made a $ 3Mn payment that was not approved in accordance with your company policies. Luckily, the project CPI is (1.2). What should you do?

A. Contact your manager

B. Put the payment in an escrow account

C. Bury the cost in the largest cost center available

D. Ignore the payment

Q. You are in the middle of a new product development for your publicly traded company when you discover that the previous PM made a $ 3Mn payment that was not approved in accordance with your company policies. Luckily, the project CPI is (1.2). What should you do?

A. Provide the manager with what she needs

B. Inform your manager of your concerns to get her support

C. Sit down with the manager at the beginning of the project and attempt to describe why you object to the project and discover a way to solve the problem

D. Ask to be removed from the project

Q. A manager has responsibility for a project that has the support of a senior manager. From the beginning, you have disagreed with the manager as to how the project should proceed and what the deliverable should be. You and she have disagreed over many issue in the past. Your department has been tasked with providing some key work packages for the project. What should you do?

A. Provide the manager with what she needs

B. Inform your manager of your concerns to get her support

C. Sit down with the manager at the beginning of the project and attempt to describe why you object to the project and discover a way to solve the problem

D. Ask to be removed from the project

Q. A manager has responsibility for a project that has the support of a senior manager. From the beginning, you have disagreed with the manager as to how the project should proceed and what the deliverable should be. You and she have disagreed over many issue in the past. Your department has been tasked with providing some key work packages for the project. What should you do?

A. Do not pay the fee because it is a bribe

B. Eliminate the work

C. Pay the fee

D. Do not pay the fee if it is not part of the project estimate

Q. A large, complex construction project in a foreign country requires coordination to move the required equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do?

A. Do not pay the fee because it is a bribe

B. Eliminate the work

C. Pay the fee

D. Do not pay the fee if it is not part of the project estimate

Q. A large, complex construction project in a foreign country requires coordination to move the required equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do?

A. Continue as planned, your customer has not requested a change

B. Inform the customer of the upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented

C. Implement the change and adjust the schedule as necessary because this supports the customer’s original request

D. Implement the change to the remaining sites and continue with the schedule

Q. You are halfway through a major network rollout. There are 300 locations. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested that was not available at the time the project began. What is the BEST course of action under these circumstance?

A. Continue as planned, your customer has not requested a change

B. Inform the customer of the upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented

C. Implement the change and adjust the schedule as necessary because this supports the customer’s original request

D. Implement the change to the remaining sites and continue with the schedule

Q. You are halfway through a major network rollout. There are 300 locations. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested that was not available at the time the project began. What is the BEST course of action under these circumstance?

A. Do as the customer asked to ensure the project requirements can be met by adding the increase as a contingency reserve.

B. Do as the customer asked to ensure the project requirements can be met by adding the increase across each task.

C. Do as the customer asked by creating an estimate for the customer’s management and another for the actual project implementation.

D. Complete an accurate estimate of the project. In addition, create a risk assessment on why the project budget would be inadequate.

Q. You are the project manager of the JKN Project. The project customer has requested that you inflate your cost estimates by 25 percent. He reports that his Management always reduces the cost of the estimates so this is the only method to get the monies needed to complete the project. Which of the following is the best response to this situation?

A. Do as the customer asked to ensure the project requirements can be met by adding the increase as a contingency reserve.

B. Do as the customer asked to ensure the project requirements can be met by adding the increase across each task.

C. Do as the customer asked by creating an estimate for the customer’s management and another for the actual project implementation.

D. Complete an accurate estimate of the project. In addition, create a risk assessment on why the project budget would be inadequate.

Q. You are the project manager of the JKN Project. The project customer has requested that you inflate your cost estimates by 25 percent. He reports that his Management always reduces the cost of the estimates so this is the only method to get the monies needed to complete the project. Which of the following is the best response to this situation?

A. Yes, of course. For urgent needs, it is not necessary to follow the organization's procedure regarding procurement

B. Yes. Urgent needs from projects should always be dealt with immediately as directed by the PM

C. No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects

D. No. The procurement manager should be checking in with the PM to see if he is in need of a contract, rather than making the PM come and ask for one

Q. A PM discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain resources and get around the standard procedure. Is this the correct process to follow?

A. Yes, of course. For urgent needs, it is not necessary to follow the organization's procedure regarding procurement

B. Yes. Urgent needs from projects should always be dealt with immediately as directed by the PM

C. No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects

D. No. The procurement manager should be checking in with the PM to see if he is in need of a contract, rather than making the PM come and ask for one

Q. A PM discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain resources and get around the standard procedure. Is this the correct process to follow?

A. Resign from your current job and bid against your employer to get the contract.

B. Decline to participate due to a conflict of interest.

C. Help your employer prepare the proposal.

D. Inform your employer that you will be leaving their company within a month and it would be inappropriate for you to work on the current proposal.

Q. You are a project manager within an organization that completes technical projects for other entities. You have plans to leave your company within the next month to launch your own consulting business—which will compete with your current employer. Your company is currently working on a large proposal for a government contract that your new company could also benefit from. What should you do?

A. Resign from your current job and bid against your employer to get the contract.

B. Decline to participate due to a conflict of interest.

C. Help your employer prepare the proposal.

D. Inform your employer that you will be leaving their company within a month and it would be inappropriate for you to work on the current proposal.

Q. You are a project manager within an organization that completes technical projects for other entities. You have plans to leave your company within the next month to launch your own consulting business—which will compete with your current employer. Your company is currently working on a large proposal for a government contract that your new company could also benefit from. What should you do?

A. Fire the project team member.

B. Present the problem to management.

C. Present the problem to management with a solution to remove the team member from the project.

D. Present the problem to management with a demand to fire the project team member.

Q. You have a project team member who is sabotaging your project because he does not agree with it. Which of the following should you do?

A. Fire the project team member.

B. Present the problem to management.

C. Present the problem to management with a solution to remove the team member from the project.

D. Present the problem to management with a demand to fire the project team member.

Q. You have a project team member who is sabotaging your project because he does not agree with it. Which of the following should you do?

A. Examine the questions.

B. Report the study group to PMI.

C. Leave the study group.

D. Ask where the person got the questions so you can report the testing center to PMI.

Q. While studying for your PMP exam, you are invited to participate in a study group. At your first meeting another attendee announces that he has “real, live questions” from the PMPexam. What should you do?

A. Examine the questions.

B. Report the study group to PMI.

C. Leave the study group.

D. Ask where the person got the questions so you can report the testing center to PMI.

Q. While studying for your PMP exam, you are invited to participate in a study group. At your first meeting another attendee announces that he has “real, live questions” from the PMPexam. What should you do?

A. Refuse all vacation requests and require all team members to work.

B. Only allow vacation requests for those team members who are not needed during that week.

C. Divide tasks equally among the team members so each works the same amount of time.

D. Allow team members to volunteer for the overtime work.

Q. You are the PM of the AAA Project. Due to the nature of the project, much of the work will require overtime between Christmas and New Year’s Day. Many of the project team members, however, have requested vacation during that week. What is the best way to continue?

A. Refuse all vacation requests and require all team members to work.

B. Only allow vacation requests for those team members who are not needed during that week.

C. Divide tasks equally among the team members so each works the same amount of time.

D. Allow team members to volunteer for the overtime work.

Q. You are the PM of the AAA Project. Due to the nature of the project, much of the work will require overtime between Christmas and New Year’s Day. Many of the project team members, however, have requested vacation during that week. What is the best way to continue?

A. Accept the car since it is a custom of the country; to refuse it would be an insult to your hosts.

B. Refuse to accept the car, since it would result in a conflict with your organization to accept it.

C. Accept the car and then return it, in private, to the customer.

D. Accept the car and then donate the car to a charity in the customer’s name.

Q. You are completing a project for a customer in another country. One of the customs in this company is to honor the PM of a successful project with a gift. Your company, however, does not allow project managers to accept gifts from any entity worth more than 50 dollars. At the completion of the project the customer presents to you, in a public ceremony, a new car. Which of the following should you do?

A. Accept the car since it is a custom of the country; to refuse it would be an insult to your hosts.

B. Refuse to accept the car, since it would result in a conflict with your organization to accept it.

C. Accept the car and then return it, in private, to the customer.

D. Accept the car and then donate the car to a charity in the customer’s name.

Q. You are completing a project for a customer in another country. One of the customs in this company is to honor the PM of a successful project with a gift. Your company, however, does not allow project managers to accept gifts from any entity worth more than 50 dollars. At the completion of the project the customer presents to you, in a public ceremony, a new car. Which of the following should you do?

A. Allow the friend to buy because you’ve been friends for years.

B. Allow the friend to buy because lunch isn’t really a gift.

C. Don’t allow the friend to buy because your company does not allow any gifts from vendors.

D. Insist that you purchase your friend’s lunch and your friend buys yours.

Q. Your company does not allow project managers to accept gifts from vendors of any kind. A friend that you have known for years now works for a vendor that your company may be doing businesswith. Your friend from the vendor asks you to lunch to discuss an upcoming project and you accept. When the check arrives at the lunch table your friend insists on paying. You should:

A. Allow the friend to buy because you’ve been friends for years.

B. Allow the friend to buy because lunch isn’t really a gift.

C. Don’t allow the friend to buy because your company does not allow any gifts from vendors.

D. Insist that you purchase your friend’s lunch and your friend buys yours.

Q. Your company does not allow project managers to accept gifts from vendors of any kind. A friend that you have known for years now works for a vendor that your company may be doing businesswith. Your friend from the vendor asks you to lunch to discuss an upcoming project and you accept. When the check arrives at the lunch table your friend insists on paying. You should:

Thank you!