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Addressing ethics in project management
In giving our attention to this matter, we must not confuse our understanding of the subject with a personal study of morality undertaken through the lens of religion or culture, but rather as a rational secular inquiry. We have all been moulded by the former, and the values we derived from our nurture already determine the manner, motivation and limits of our personal conduct in a given situation. That is who we are.
Problems arise, however, when we take these values (whether strong or weak) and apply them indiscriminately to projects. Our decision-making will either be authoritarian or arbitrary, and the result is likely to impact negatively on the project outcomes.
Projects, generally, are undertaken in complex environments, under conditions of uncertainty, severe constraint and with limited resources. It is not possible, therefore, to weigh each demand equally in the accomplishment of clear strategic objectives – and it is these conflicts that give rise to ethical dilemmas.
Solutions need to be negotiated and are often the outcome of compromise.
As a result, it is not reasonable that one’s own personal value system should be fully satisfied on each occasion, nor that it should serve as the only point of reference. Many other stakeholders are involved, who have competing interests and different value systems.
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Project managers, therefore, need to adopt principles that help them to deal with this complexity, whether economic, non-economic, social or political.
Project profit, for example, needs to be balanced against the need for corporate social responsibility (CSR) and sustainable development.
An urgent imperative exists to improve the quality of life for all by the project. This includes the need to fulfil not only the fiduciary responsibilities we have toward the project sponsor and project beneficiary, but also to deal with all stakeholders in a fair and equitable manner, and includes our conduct in the management of the resources used to effect delivery – whether human, financial or material.
It would be simplistic to say, therefore, that all is permissible, providing one satisfies the maxim merely “to do no harm”. In this sense, ethics lies beyond the jurisdiction of the law and regulation. Its purpose is to guide our action toward achieving enhanced and enduring value.
The study of ethics by early philosophers focused on the nature of moral virtue. The conclusion of this inquiry was that internal motivation and overt conduct combine to define personal character.
Modern ethics, however, focuses on the ethical character of actions. The topic is researched under the headings of “normative” and “applied” ethics.
Normative ethics concerns itself with how we ought to act, and applied ethics investigates how moral outcomes can be achieved in specific situations.
Project management as a management science has dimensions that are both normative and applied. As a career specialisation, they are normative; and we demonstrate our commitment to the discipline and customs of our profession by the publication of a formal code of professional ethics. Its purpose is to engender public trust and to provide a standard by which we are willing to be held accountable.
In its applied sense, we must build a framework to deal with a host of issues on which we must make ethical decisions. These include, inter alia, the ethics of business and capitalism; CSR; social justice; stakeholder relations and management; finance; organisational ethics; decision ethics; the social, economic, political and ecological environments; marketing ethics; communication ethics, and many other matters.
Self-preparation by study and experience is the only way in which we can acquire the understanding necessary for sound judgment.
There are times when our decision-making will need to be based on factors of utilitarian interest. At other times, we will need to be careful not to sacrifice the end for the means. But at no point should we be willing to betray the principles on which we stand.
Peter Richards
PM.PMSA; Pr. CPM; Pr.CM
The PMSA code of ethics
Preamble
Project managers, in the pursuit of their profession, affect the quality of life for all people in society. It is therefore vital that project managers conduct their work in an ethical manner to earn and maintain the confidence of team members, colleagues, employees, employers, clients and the public.
Project managers engage within the spheres of (i) upholding standards, (ii) work-related actions (iii) inter-relationships with stakeholders and (iv) engagement with the community at large.
Standards
Project managers shall actively maintain high standards of personal and professional conduct and:
- accept responsibility for their advice, actions work and omissions;
- must only take on projects and responsibilities that suit their level of knowledge and experience, or after fully disclosing their pertinent qualifications to their employer or clients;
- maintain their professional skills at ‘state-of-the-art’ level and recognise the importance of continued personal development and education;
- advance the integrity and prestige of the profession by practising in a dignified manner;
- be aware and respectful of the culture of other countries in which work is being performed;
- must contribute to the good reputation of their profession by performing their work with integrity and honour;
- must recognise this Code of Professional Conduct, and encourage their colleagues and co-workers to also adhere to it in their work;
- ensure projects are done in accordance with the client organisation’s Code of Professional Conduct and that such are adhered to by key project stakeholders; and
- obey the laws of the country in which work is being performed.
Work-related
In their work, project managers shall:
- provide the necessary project leadership to promote maximum productivity while striving to optimise costs versus the anticipated benefits;
- apply project management tools and techniques to ensure the project objectives are met;
- treat all project team members, colleagues and co-workers fairly, with respect and dignity, regardless of race, religion, sex, age or national origin (in line with country’s laws);
- have the necessary management and leadership qualities to ensure the required services are provided with maximum productivity at minimum cost;
- protect project members from coming to physical or psychological harm in their professional capacity;
- create acceptable working conditions and opportunities for all project members;
- support project members, colleagues and co-workers in their continued professional training;
- seek, accept and offer honest criticism of work and properly credit the contribution of others; and
- mentor project team members, colleagues and co-workers in their professional development.
Interrelationships
In their relations with their employers and clients, project managers shall:
- act as faithful agents or trustees for their employers and clients in professional or business matters;
- keep information on the business affairs or technical processes of an employer or client in confidence at all times until such information is properly released
or published; - inform their employers, clients, professional societies or bodies or public agencies of which they are members, or to which they may make any presentations, of any circumstance that could lead to a conflict or reporting any malpractice and/or “unethical behaviours” as and when such occur;
- neither give or accept, directly or indirectly, any gift, payment or service of more than nominal value to or from those having business relationships with their employers or clients; and
- be honest and realistic in reporting project objectives.
Community
In fulfilling their responsibilities to the community, project managers shall:
- protect the safety, health and welfare of the public and speak out against any abuse that has an effect on the public interest; and
- seek to extend public knowledge and appreciation of the project management profession as well as all its achievements.
Non-compliance of Code of Professional Conduct
Should, in the opinion of the national executive committee, a non-compliance or a series of breaches of the Code of Professional Conduct indicate that the member concerned has conducted himself/herself in a manner seriously prejudicial to the profession, then the national executive committee shall advise the member that his/her name shall be removed from the Register of Members.
