project ethics - a critical path for professional project management
TRANSCRIPT
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Dr. Haukur Ingi JónassonSCHOOL OF SCIENCE AND ENGINEERING | MPM
Project Ethics: The Critical Path to Professional Project Management
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Lecture | Speakers Name
Project Ethics: A Critical Path for Professional Project Management.
In the presentation some core concepts of project ethics are defined and the basic idea behind the Project Ethics Tool (PET) is explained.
Also a brief overview of the creation of the IPMA Code of Ethics and Professional Ethics is given.
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Objectives
Challenge you to think a little deeper of ethics as an essential “competence” for the a modern PPP professional. Introduce a new model for you to consider. Make you reflect upon your mindset and on your understanding of PPP professionalism. Give you a crash course in applied ethics.
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Ethical Thinking Critical Thinking
Creative thinking
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Pause
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Virtue Utility
Duty Rights
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Virtue Utility
Duty Rights
Profit
Optimizing
Time
Quality
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Virtue Utility
Duty Rights
RESULTSOUTCOME
PROCESSPRINCIPLE
ONEINDIVIDUAL
MANY COLLECTIVE
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Virtue Utility
Duty Rights
RESULTSOUTCOME
PROCESSPRINCIPLE
ONEINDIVIDUAL
MANY COLLECTIVE
Ethics of care!
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Self
Team
Organization
Society
Future generations
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Levelv
What (ethical) risks might the undertaking impose on future
generations?What (ethical) risks might the
undertaking impose on society?
What (ethical) risks might the undertaking impose the
organisation?
What (ethical) risks might the undertaking impose the team?
What (ethical) risks might the undertaking impose on the
project leader (me!)
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Project Ethics, Gower, 2012.
PROJECT ETHICS TOOL (PET)Version 1.0
IPMA Code of Ethics and Professional Conduct
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Question: “PET can be useful tool in project management.”
• “Certainly but it will take far more transparent definitions and a less complex matrix—it simply need to be simplified.”
• “Gives the respective participant a reason to step back and evaluate the different angles of the project.”
• “PET can help evaluate a comprehensive set of complex issues with stakeholders of a project, given a clear enough context.”
• “Raising awareness beyond the obvious projects facts and figures, widen stakeholders perspectives, could become mandatory part of risk assessment in larger and complex projects.”
• “It can help the PM in creating The Big Picture, covering all project uncertainties.”
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Project Ethics, Gower, 2012.
PROJECT ETHICS TOOL (PET)Version 1.0
IPMA Code of Ethics and Professional Conduct
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PROJECT DELIVERABLES
• Global consensus within IPMA on an ethical standard.• IPMA Code of Ethics and Professional Conduct (CoE)
as a formal document, ready for further processing• Data accumulated from IPMA participants world-wide• The project and the data will also be used as a basis
for at least 2 research papers, based on the method and findings of this project
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PHASES
• Desk research – 1.9.2013-31.11.2013
• Seminar with CoD– 28.09.2013-3.10.2013
• Global survey – 1.12.2013-24.3.2014
• Data processing / CoD– 1.3.2014-30.4.2014
• Refining of ethics code– 1.5.2014-30.6.2014
• Finalization– 1.7.2014-30.9.2014
• Formal delivery – 1.10.2015-3.10.2015
Project group
Review group
World survey
CoD
X X
X X X
X XX
X
XX
X X
X
X
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OBSERVATIONS
• Ethical Codes of Conducts of PMI & APM
• Well established and have a long tradition
• The process according to which they were created is described
• This gives these documents a credibility.y
• For IPMA, no information is available on the process behind the 2011 document
• The 2008 document was loosely translated from APM documents
• In both cases, presented to CoD & formally approved, but not really implemented
• IPMA must be able to describe a professional process that was used for creating a new CoE
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7 critical areas in project ethics?
1. Transparency Issues.• Do you report the process right?
2. Optimization Issues. • Do you optimize the project for the customer or for your company?
3. Relationship Issues. • Inappropriate interpersonal relationship.
4. Power and Political Issues. • Inappropriate use of power.
5. Illegal Actions Issues. • Use of bribery, etc.
6. Role Conflicts. • Religion, culture, work ethics.
7. Inter-dependence of governance structures.• Sponsor not fulfilling his/her duties. Ralf Muller et. al. “The Interrelaionship of Governance, Trust, and Ethics in Temporary Organization”. Grein.
SOMETHING MISSING?
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Pause
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Lecture | Speakers Name
Contact Info:
Haukur Ingi JonassonMPM programmeDepartment of Finance Engineering and Scientific ManagementReykjavik UniversityMenntavegi 1 101 ReykjavikIceland.
Email: [email protected]. +354 861 6887
Thanks!
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Pause
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SOME RESULTS FROM WORLD SURVEY
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DEMOGRAPHY
• Status on March 25th 2014
• Over 200 people started the survey• A little below 200 people completed the survey• Participants come from 32 IPMA Member
Associations• No response from 22 Member Associations
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WHICH LEVEL OF DETAIL IN IPMA'S CoE DO YOU THINK WOULD BE MOST USEFUL?
29%
41%
5%
23%
2%
Clearly defined rules and standards (DOs and DON'Ts)
General standards along with some more specific rules
General standards with no specific rules
Mainly values with some general standards which re-flect those values
Other (please specify)
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SHOULD PROJECT MANAGERS BE MADE TO SIGN THE CoE?
39%
55%
6%
Yes, when joining their local Member AssociationYes, when applying for IPMA certificationNo
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HOW SHOULD BREACHES OF IPMA‘S CoE BE DEALT WITH?
A single infrac-tion should re-sult in a writ-ten warning
Repeated in-fractions
should result in expulsion
from the PM's local Member Association
Repeated in-fractions
should result in withdrawal of certification
A single seri-ous infraction should result in expulsion
from local MA and/or with-
drawal of cer-tification
There should be no con-sequences
for breaches of the Code
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
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WHY DO YOU THINK IPMA NEEDS A COE?
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HOW USEFUL WOULD THE FOLLOWING STATEMENTS BE?
I take ownership of any errors I make and make corrections promptly
I act with integrity in my relationships with other professionals, non-professionals and the wider public
I do not to engage in or condone behavior that is designed to deceive others
I fulfill the commitments that I undertake
I avoid situations involving a conflict of interest in financial or other terms
I do not accept or offer gifts that could be perceived as bribes
I act within the rules of my member association & IPMA
I have great regard for public health, safety and the envi-ronment
I respect the confidentiality of information in my work
I respect the property rights of others
3.60 3.80 4.00 4.20 4.40 4.60 4.80
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HOW USEFUL WOULD THE FOLLOWING STATEMENTS BE?
I act in the interest of my client and/or employer
I have regard for the interests of my colleagues and the general public
I ensure that I have knowledge and understanding of relevant legislation, regulations and standards and
comply with such requirements
I do not damage or undermine the reputation of my member association and IPMA
I promote the profession of project management
I am accurate in my reporting and realistic in my forecasting
I claim expertise only in areas where my skills and knowledge are adequate
I ensure that my professional skills are kept up to date
I am respectful of the norms and customs of others
I conduct myself in a professional manner, even when it is not reciprocated
I exercise relevant competence in accordance with the competence baseline of my member association
and IPMA
3.60 3.70 3.80 3.90 4.00 4.10 4.20 4.30 4.40
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Lecture | Speakers Name
Contact Info:
Haukur Ingi JonassonMPM programmeDepartment of Finance Engineering and Scientific ManagementReykjavik UniversityMenntavegi 1 101 ReykjavikIceland.
Email: [email protected]. +354 861 6887
Thanks!