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Project Management Strategy and Tactics 1
Upon completion of this unit, students should be able to:
8. Analyze communication, ethics, and leadership in effective project management.
8.1 Correlate project success to project manager ethics and professional conduct.
9. Discuss the need for ethical and professional conduct of project management practitioners.
9.1 Explain why ethical standards and professional conduct must be applied in all steps of a
project.
Course/Unit
Learning Outcomes
8.1
Article: “Virtues and Vices in Project Management Ethics”
Document: PMI
Code of Ethics and Professional Conduct
Unit VIII Reflection Paper
9.1
Unit Lesson
Article: “Virtues and Vices in Project Management Ethics”
Document: PMI Code of Ethics and Professional Conduct
Unit VIII Reflection Paper
In order to access the following resources, click the links below.
Ljungblom, M., & Lennerfors, T. T. (2018, June). Virtues and vices in project management ethics. Project
Management Journal, 49(3), 5–16.
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Visit the Project Management Institute website to read the PMI Code of Ethics and Professional Conduct
document. Select the “Download” button to access the document.
Unit Lesson
Introduction
Throughout this course, we have focused on the process groups and the knowledge areas that guide a
project from the initiating process group to the closing process group. The guidance from the different
activities that take place in each process group are important to the project managers as they plan, execute,
and monitor projects. The project managers also rely on the Code of Ethics and Professional Conduct for
Project Managers, which was created by the Project Management Institute (PMI). The ethical and
professional conduct guidelines assist project managers in learning how to conduct themselves before,
during, and after every project. By following these ethical and professional conduct guidelines, the project
managers become respected in the field and trusted by the project stakeholders. These are two attributes that
every project manager should strive to possess.
UNIT VIII STUDY GUIDE
Ethical and Professional Conduct of
Project Management Practitioners
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https://www.pmi.org/about/ethics/code
Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
Code of Ethics and Professional Conduct
Most professional and licensed professions have ethical guidelines that are created to ensure that the
professionals conduct themselves in a manner that is reputable and positive for the profession. Project
management is no different. Most project managers become certified with the PMI to further their careers and
to show that they have the credentials to lead projects. By becoming a certified project manager, the project
managers agree to follow the Code of Ethics and Professional Conduct created by the PMI. In 1981, the PMI
Board of Directors created an Ethics, Standards and Accreditation Group. The sole purpose of the group was
to develop the ethical guidelines for project managers to use when leading and managing projects. When you
think of project management, you may not always think of ethics first, but the ethical and professional
guidelines are important to provide the project manager with the baseline for their conduct. The Code of
Ethics and Professional Conduct values include honesty, responsibility, respect, and fairness.
The honesty value is the responsibility of the project manager to know the truth and to always act in a truthful
manner in communications and in conduct. Not only should project managers know the truth, but they should
understand the truth to be honest and accurate in the communications with all project stakeholders. The
communications should be promises in good faith. The project manager should also create an environment
for the project team that allows others to feel safe to tell the truth and to report any untruths that are
communicated.
The responsibility value requires the project manager to take ownership for the right and wrong decisions that
are made during the project. Also, the project manager should take responsibility for all positive or negative
actions that caused the project to succeed or fail. When errors or omissions are made, the project manager
must communicate these issues to the project stakeholders. The project manager should take responsibility of
any positive or negative consequence based on the actions and decisions made during the project. This is an
important value since the project team members will likely make decisions during the project too. However, as
the leader and manager of the project, the project manager needs to take responsibility for the decisions and
actions that they may not have made. The decisions made for the project should also be based on the best
interests of public safety, society, and the environment. Project managers have the responsibility to only
accept projects that match their backgrounds, skills, experiences, and qualifications. Project managers, as
well as all project team members, need to protect all proprietary and confidential information that has been
given to them in trust. Finally, the project managers need to follow all regulations and legal requirements that
are specific to the organization, industry, and the stakeholders (PMI, 2017).
The respect value is the duty for the project manager to show high regard for themselves, the project
stakeholders, the project resources, and others. Project resources refer to the project team members, money,
natural and environmental resources, and safety resources. The respect value also encompasses the
project’s environment. The project’s environment should be based on trust, confidence, and performance of
the project managers. Project managers should encourage diversity and focus on cooperation to show all
diverse perspectives are valued and encouraged. Project managers’ actions must be completed in good faith
and not beyond the expertise of the project managers.
Finally, the fairness value focuses on the decisions and actions of the project manager. The actions and
decisions must be made impartially and objectively. The conduct should be free from competing self-interest,
prejudice, and favoritism. Project managers should also have transparency in their decision-making to show
the stakeholders that all decisions are made with their best interests at heart. All project information should be
available to all stakeholders and project team members who are authorized to have such information. Finally,
opportunities within the project team should be equally offered to all qualified candidates (PMI, 2017).
The values in the PMI’s Code of Ethics and Professional Conduct encompass the ethical decision-making and
conduct that all project managers are expected to demonstrate. The Code of Ethics and Professional Conduct
values should be applied to all practices of project management. By focusing on these values, the project
manager can ensure that the entire project was centered on ethical practices and decision-making. All PMI
members must comply with the values of the Code of Ethics and Professional Conduct.
Project Management Strategy and Tactics 3
UNIT x STUDY GUIDE
Title
PMI Ethical Decision-Making Framework
As noted above, the values of the PMI Code of Ethics and Professional Conduct focus not only on the actions
of the project manager while leading and managing the project, but they also highlight the decisions that are
made during the project. The PMI knows the importance of ethical decision-making and created the Ethical
Decision-Making Framework (EDMF). The framework documents the specific steps that a project manager
can use to guide them through the project management process. The framework is a supplement to the Code
of Ethics and Professional Conduct. There are five steps in the framework.
Step one is the assessment. With the assessments, the project manager needs to make sure that facts are
known about the ethical dilemma. The project manager should consider the questions listed below.
• Does the issue abide by the law?
• How does the issue align with the Code of Ethics and Professional Conduct?
• How does the issue align with the stakeholders’ or the organization’s code of ethics and conduct?
• How does the issue align with the project manager’s ethical values and the team’s culture?
Step two is to consider the alternatives. The alternatives are the choices that the project manager must
choose from in order to respond to the issue. The project manager should consider the questions listed
below.
• Has the project manager listed all alternative choices?
• Has the project manager considered all pros and cons for each alternative?
Step three is the analysis. The analysis is when the project manager identifies the chosen alternative and
focuses on testing its validity. The project manager should consider the questions listed below.
• How does the alternative impact the project stakeholders? Is the impact positive or negative?
• How does the alternative take cultural differences into account?
• Is the choice free of external influences?
• Will the decision be a good one for years to come?
• Is the project manager calm and unstressed while making the decision?
Step four is the application. During the application step, the project manager will apply ethical principles to the
chosen alternative. The project manager should consider the questions listed below.
• Will the chosen alternative result in good for the masses?
• Will the chosen alternative treat others as they should be treated within the PMI’s values?
• Will the chosen alternative be fair and beneficial to all project stakeholders?
Step five is the action. During the action step, the project manager will make a decision. The project manager
should consider the questions listed below.
• Is the project manager ready to accept responsibility for all decisions made?
• If the decision is made public, will the project manager feel good about the decision?
• Is the project manager ready to act?
After going through the framework, the project manager should be comfortable with the final decision and
ready to act. However, after reviewing the framework and going through the steps, if the project manager is
not comfortable with the decision, they should go through the steps again and determine a better solution.
The steps can be used in sequence, but the project manager may need to loop back-and-forth between the
steps to make the right decision. The framework should also stimulate the project managers to think about
each decision in-depth and to understand the impact and consequences in every decision and action.
Project Management Strategy and Tactics 4
UNIT x STUDY GUIDE
Title
Conclusion
Honesty, responsibility, respect, and fairness are the values developed in the PMI Code of Ethics and
Professional Conduct. The PMI created the values to guide the project conduct and decision-making actions
for all project managers. The actions and decisions made by project managers should be honorable and in
the best interest of the project team and the project stakeholders. The project managers can use the values in
the Code of Ethics and Professional Conduct to guide their decisions and actions. As a supplement of the
PMI’s Code of Ethics and Professional Conduct, the EDMF was created to provide five steps for project
managers to use to make decisions for ethical dilemmas and other issues.
Reference
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK®
guide) (6th ed.). https://online.vitalsource.com/#/books/9781628253900
In order to access the following resource, click the link below.
Decision-making mechanisms lie not only in technocratic knowledge but also in practitioners’ inner cultures
and personal lifestyles. Highlighting the human factors in project strategic decision-making reveals a new path
for analyzing project managers. This article applies Bourdieu’s practice theory within the field of project
management. It yields results that exhibit the common social characteristics of successful project managers
and suggests that project managers must be viewed from a sociological perspective as well.
Kalogeropoulos, T., Leopoulos, V., Kirytopoulos, K., & Ventoura, Z. (2020, December). Project-as-practice:
Applying Bourdieu’s theory of practice on project managers. Project Management Journal, 51(6),
599–616.
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Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Visit the website YouTube, and perform a search for each of the following keyword search terms to view a
wide variety of resources that offer additional insight into this unit’s topics. Note the channels or authors
whose videos you find most helpful, and consider bookmarking or subscribing to them for continued
professional development. It is suggested when looking for online resources, you choose those that are most
recent, as they will offer the most up-to-date information.
Keyword search terms for this unit are listed below.
• Ethical project management
• Project manager team
In Unit VIII, we have focused on ethical conduct for project managers. What steps would you take to ensure
that, as a project manager, your projects meet all ethical conduct requirements from the PMI?
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Course Learning Outcomes for Unit VIII
Learning Activity
Required Unit Resources
Unit Lesson
Introduction
Code of Ethics and Professional Conduct
PMI Ethical Decision-Making Framework
Conclusion
Reference
Suggested Unit Resources
Learning Activities (Nongraded)
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