Ethics in Project Management

Ethics in Project Management

It is important to consider ethical standards during project planning, or else the whole project would be improper. The increasing scandals in financial corruption, collusions, and conflicts at organizations demand considerations of ethics before commencing a project (Ljungblom & Lennerfors, 2018). The PMI ethical standards that apply at the project planning level include honesty, responsibility, fairness, respect, accountability, and integrity.

Honesty is a crucial ethic to consider when planning a project. Abraham Lincoln stated that no human being has a good memory to become a successful liar because lies often trap people and consequently lose their trust. When planning a project, it suffices to have all stakeholders in the project tell the truth. Misleading and half-truths do not have ground in the planning of a project (Ljungblom & Lennerfors, 2018). Dilemmas arise when working with groups of conflicting interests. For instance, a project that involves influential executives may put pressure to ignore customers’ attention.

The PMI ethical standards during project planning consider the project management professionals (PMP) responsible for their success or failure in making decisions and any consequence after that. However, the same trickle down to the different players during the planning of the project. It, therefore, means actions should be for the best of the society and the organization and the environment with a compromise in any (Silvius & Schipper, 2014). This standard considers stakeholders to handle assignments that match their qualifications, experience, and skill.

Ethical dilemmas that arise often include the acceptance of blame by project managers. Although they are ethically responsible for accepting liability if a project goes wrong since they have, not just with responsibility but authority (Dans, 2015). PMI considers the project manager as the visionary for the project and should ensure smooth running and foresee any error or problem as it arises.

The expectation is on PMPs to be respectful of themselves, others, and resources in their authority. They, therefore, have a tsk in pursuing excellence at all costs. Utilization of resources, for instance, must be optimum. These standard views respect as necessary in enhancing confidence, trust, and excellence through the cooperation of project stakeholders. This project planning standard considers every participant have professional conduct (Ljungblom & Lennerfors, 2018). Respect means individuals do not talk behind backs when they have contrary views in any activity in the project, and as such, approach one another directly.

It is a dilemma when project participants who may have conflicting goals become disrespectful to another during planning. The plan for the project may demand to forgo immediate benefits, a situation that investors find rude, and while maximizing productivity may seem punitive to employees, making them feel less confident and devote to the project (Dans, 2015). However, participants should understand that respect is a crucial ingredient when planning a project.

During project planning or initiation, the expectation is on project stakeholders to be fair. PMI considers PMPs to ensure the achievement of fairness throughout the project. In ensuring integrity, project managers choose participants depending on their capabilities. This consideration is because prejudice among workers can lead to lawsuits due to discrimination (Dans, 2015). This standard contravenes self-interests that participants may have. Transparency, as well as taking appropriate corrective actions, is encouraged.

Volkswagen, for instance, suffered lawsuits due to unfairness towards their social responsibility in project planning. The company tried to achieve unfair advantages over competitors by averting ethical engineering standards. There was no transparency since the corporate social responsibility department was aware of all actions (Ljungblom & Lennerfors, 2018: Dans, 2015). Considering fairness as an ethical standard ensures projects do not become obsolete, in the end resulting in financial losses. Actualizing projects, demands the end to be the focus in the context of ethical standards.

References

Ljungblom, M. & Lennerfors, T. T. (2018). Virtues and Vices in Project Management Ethics: An Empirical Investigation of Project Managers and Project Management Students. Project Management Journal, 49(3), 5–16. doi: http://dx.doi.org/10.1177/8756972818770586

Silvius, A. G., & Schipper, R. P. (2014). Sustainability in project management competencies: analyzing the competence gap of project managers. Journal of Human Resource and Sustainability Studies, 2014.

Dans, E. (2015, September 27). Volkswagen and The Failure of Corporate Social Responsibility. Retrieved from Forbes.com: https://www.forbes.com/sites/enriquedans/2015/09/27/volkswagen-and-the-failure-of-corporate-social-responsibility/#746ec8a64405