PMI Code of Ethics and Professional Conduct

    Project Management Institute
    Code of Ethics and Professional Conduct



    CHAPTER 1. VISION AND APPLICATION



    1.1 Vision and Purpose

    As practitioners of project management, we strive to do what is right and honorable. We have set high standards for ourselves and we strive to meet these standards in all aspects of our lives - at work, at home and in the ministry of our profession.

    The Code of Ethics and Professional Conduct describes our expectations from ourselves and our fellow practitioners in the global project management community. The Code formulates the ideals that we strive for, as well as the behaviors that are mandatory in our professional and voluntary roles.

    The purpose of this code is to inspire confidence in the profession of project management and help a person become a best practitioner. We do this by establishing a professionally broad understanding of appropriate behavior. We believe that the veracity and reputation of the project management profession is shaped by the collective behavior of individual practitioners.

    We believe that we can promote our profession both personally and collectively by drawing up a Code of Ethics and Professional Conduct. We also believe that this Codex will help us in making wise decisions, especially in difficult situations where we may be asked to compromise with our honesty or our values.

    It is our hope that this Code of Ethics and Professional Conduct will serve as a catalyst for others to study, discuss, and describe ethics and values. In the future, we hope that this Code will ultimately be used to create and develop our profession.


    1.2 Persons to whom the Code is applicable The

    Code of Ethics and Professional Conduct is applicable to:
    • 1.2.1 to all members of the PMI
    • 1.2.2 Persons who are not members of the PMI but meet one or more of the following criteria:
      	.1 not PMI members, but who have PMI certification
      	.2 not PMI members, but who have applied for PMI certification
      	.3 not members of the PMI, but who serve as a voluntary PMI
      


    Comment: Persons certified by the Project Management Institute (PMI®) (regardless of membership) have previously complied with the Project Management Professional (PMP), or Certified Associate in Project Management (CAMP) Code of Professional Conduct, and continue to comply with the PMI Code of Ethics and Professional Conduct . In the past, the PMI also had separate ethical standards for members and accredited individuals. Interested parties who have contributed to the development of this Code have concluded that the existence of several codes would be undesirable and that all should be at the same high level. Therefore, this Code applies to PMI members and individuals who have applied for or received a recommendation from the PMI, regardless of their membership in the PMI .

    1.3 Structure of the Code

    The code of ethics and professional conduct is divided into sections containing standards of conduct that have been aligned with the four values ​​identified as the most important in the project management community. Some sections of this Code contain comments. Comments are not a mandatory part of the Code, but they are provided with examples and other explanations. Finally, a glossary can be found at the end of the standard. The glossary defines the words and phrases used in the Code. For convenience, those terms that are defined in the glossary are underlined in the text.

    1.4 Values ​​contained in this Code of

    PracticeThe global project management community was asked to identify the values ​​that formed the basis for their decisions and accompany their actions. The values ​​that the global project management community identified as the most important were: responsibility, respect, fairness and honesty. This Code establishes these four values ​​as its foundation.

    1.5 Desired and binding behavior

    Each section of the Code of Ethics and Professional Conduct includes desirable and binding standards. Desirable standards describe the behavior that we strive to support as practices . Although adherence to desirable standards is not so easy to measure, it is expected that we should act in accordance with them as professionals - this is not mandatory.

    Mandatory standards establish firm requirements and, in some cases, restrict or prohibit practitioner behavior. Practitioners that do not behave in accordance with these standards will be subject to disciplinary proceedings before the PMI Ethics Review Committee.

    Commentary: Behavior falling under desirable standards and behavior falling under mandatory standards are not mutually exclusive; those. one specific act or omission can violate both desirable and binding standards.

    CHAPTER 2. RESPONSIBILITY



    2.1 Description of responsibility

    Responsibility is our responsibility to personally be responsible for the decisions we make or don’t take, for the actions we make or don’t do, and for the consequences of this result.

    2.2 Responsibility: Desirable Standards

    As practices in the global project management community:
    • 2.2.1 We make decisions and act based on the best interests of society, public safety and environmental protection.
    • 2.2.2 We accept only those tasks that are appropriate to our training, experience, skills and qualifications.

    Commentary: where developing and long-term tasks are considered, we guarantee that the main stakeholders receive timely and complete information regarding the gaps in our qualifications, so that they can make their own decisions about our suitability for a specific purpose.

    In the case of a contract agreement, we subscribe only to the work that our organization skillfully performs, and we appoint only qualified specialists to carry out the work.


    • 2.2.3 We fulfill the obligations that we undertake - we do what we say, what we will do.
    • 2.2.4 When we make mistakes or omissions, we take responsibility and make corrections as soon as possible. When we discover errors or omissions made by others, we report them to the appropriate authority immediately after they are discovered. We accept responsibility for any problems arising from our errors or omissions and any related consequences.
    • 2.2.5 We protect proprietary or confidential information that has been entrusted to us.
    • 2.2.6 We support this Code and report to each other for it.

    2.3 Responsibility: Mandatory Standards

    As practices in the global project management community, we require ourselves and our fellow practitioners to comply with:

    Provisions and legal requirements:
    • 2.3.1 We communicate and adhere to the policies, rules, regulations and laws that govern our work, professional and voluntary activities.
    • 2.3.2 We report unethical or unlawful conduct to good governance, and if necessary, to those affected.


    Comment: These provisions have several additions. In particular, we do not enter into any illegal actions, including but not limited to: theft, fraud, corruption, theft or bribery. In addition, we do not accept or abuse the property of others, including intellectual property, and we do not engage in slander or slander. In focus groups associated with practitioners around the world, these types of misconduct were noted as problematic.

    As practitioners and representatives of our profession, we do not forgive and do not encourage others to engage in illegal activities. We report any unlawful or unethical behavior. Reporting is not easy and we are aware that it can lead to negative consequences. With recent corporate scandals, many organizations have adopted policies to protect employees who reveal the truth about unlawful or unethical practices. Some governments have also enacted laws to protect workers who have come forward with the truth.


    Ethics Complaints
    • 2.3.3 We report violations of this Code to the appropriate authority for decision.
    • 2.3.4 We only file ethical complaints if they are substantiated by facts.

    Comment: These provisions have several additions. We work with PMI regarding ethics violations and the collection of relevant information whether we are the plaintiff or the defendant. We also refrain from accusing others of ethical misconduct if we do not have all the facts. In addition, we conduct disciplinary actions against individuals who knowingly make false allegations against others.

    • 2.3.5 We conduct disciplinary action against individuals who retaliate against a person, causing ethical issues.


    CHAPTER 3. RESPECT



    3.1 Description of respect

    Respect is our responsibility to take great care of ourselves, others and the resources entrusted to us. The resources entrusted to us can be people, money, reputation, the safety of others, natural resources or environmental resources.

    The atmosphere of respect creates trust, self-confidence and the effect of superiority by strengthening mutual cooperation - an environment in which different points of view and opinions are encouraged and appreciated.

    3.2 Respect: Desirable Standards

    As practices in the global project management community:
    • 3.2.1 We communicate the norms and customs of others and avoid risky behavior, which others may regard as disrespectful.
    • 3.2.2 We listen to the views of others, trying to understand them.
    • 3.2.3 We communicate directly with those people with whom we have a conflict or disagreement.
    • 3.2.4 We behave in a professional manner, even if they do not reciprocate.

    Comment: The meaning of these provisions is that we avoid participating in gossip and avoid negative comments so as not to undermine the reputation of another person. We also have the obligations under this Code to oppose those who participate in these types of activities.

    3.3 Respect: Mandatory Standards

    As practitioners in the global project management community, we require ourselves and our fellow practitioners to observe:
    • 3.3.1 We negotiate in good faith.
    • 3.3.2 We do not use the force of our experience and do not influence the decisions or actions of other people in order to benefit for themselves at their expense.
    • 3.3.3 We do not act in an offensive manner towards others.
    • 3.3.4 We respect the property rights of others.


    CHAPTER 4. JUSTICE



    4.1 Description of Justice

    Justice is our responsibility to make decisions and act impartially and objectively. Our behavior should be free from competing self-interests, prejudices and preferences.

    4.2 Equity: Desirable Standards

    As practices in the global project management community:
    • 4.2.1 We demonstrate transparency in our decision-making process.
    • 4.2.2 We constantly review our impartiality and objectivity and take corrective measures if necessary.

    Commentary: Research with practitioners shows that the subject of conflict of interest is one of the most complex conflicts that our profession faces. One of the biggest problems of practitioners is the message about not revealing when we have a conflict of obligations, but finding when we accidentally put ourselves and others in a conflict of interest. We, as practitioners, should seek out potential conflicts and help each other, emphasizing each other's conflicts of interest and insisting that they be resolved.

    • 4.2.3 We provide equal access to information to those authorized to own this information.
    • 4.2.4 We give opportunities equally accessible to qualified candidates.

    Comment: The meaning of these provisions is that, as a contracting organization, we provide equal access to information during the bidding process.

    4.3 Fairness: Mandatory Standards

    As practitioners in the global project management community, we require of ourselves and our fellow practitioners to comply with:

    Situations of Conflict of Interest
    • 4.3.1 We actively and fully disclose real or potential conflicts of interest to relevant stakeholders.
    • 4.3.2 When we understand that we have a real or potential conflict of interest , we refrain from the decision-making process and other ways to influence the results, until we make a full disclosure to interested parties; we have an approved migration plan; and to continue we must obtain the consent of the parties concerned.

    Commentary: A conflict of interest occurs when we are in a position to influence decisions or other outcomes on behalf of one party, when such decisions or outcomes may affect one or more other parties with which we have competing dependencies. For example, when we act as employees, we must be loyal to our employers. When we act as PMI volunteers we are required to be loyal to the Project Management Institute . We must distinguish these diverging interests and refrain from influencing decision-making when we have a conflict of interest .

    In addition, even if we believe that we can leave aside our shared obligations and make decisions impartially, we consider the occurrence of conflict as a conflict of interest and are guided by the provisions described in the Code.


    Favoritism and Discrimination
    • 4.2.3 We do not enter into or terminate, encourage or impose a penalty, or we contract or refuse contracts based on personal considerations, including, but not limited to, favoritism, nepotism, or bribery.
    • 4.3.4 We do not discriminate against others on the basis of, but not limited to, gender, race, age, religion, disability, nationality or sexual orientation.
    • 4.3.5 We apply the rules of the organization (the employer, the Project Management Institute , or other groups) without favoritism or prejudice.


    CHAPTER 5. HONESTY



    5.1 Description of honesty

    Honesty is our responsibility to recognize the truth and act truthfully in both our relationships and our behavior.

    5.2 Honesty: Desirable Standards

    As practices in the global project management community:
    • 5.2.1 We sincerely seek to understand the truth.
    • 5.2.2 We are truthful in our relationships and in our behavior.
    • 5.2.3 We provide reliable information in a timely manner.


    Comment: The meaning of these provisions is that we take appropriate steps to ensure that the information on which we are based or the decisions regarding or provision to others are accurate, reliable and timely.

    This includes the courage to report bad news, even if it may be poorly received. Also, when the results are negative, we avoid hiding information or shifting the blame on others. When the results are positive, we avoid taking credit for the achievements of others. These provisions reinforce our aspirations to be both honest and responsible.


    • 5.2.4 We undertake obligations and promises, explicit or implicit, in good faith.
    • 5.2.5 We strive to create an environment in which others feel safe in telling the truth.


    5.3 Honesty: Mandatory Standards

    As practitioners in the global project management community, we require ourselves and our fellow practitioners to observe:
    • 5.3.1 We do not engage in or tolerate behavior that is aimed at deceiving others, including but not limited to misleading or false testimony, half-truths, providing information out of context or hiding information that, if it became known, would make our statements misleading or incomplete.
    • 5.3.2 We do not engage in dishonest behavior for the purpose of personal enrichment or at the expense of another.


    Comment: Desirable standards urge us to be truthful. Half-truths and non-disclosure are intended to mislead interested parties, both unprofessionally and constructively distorting. We develop trust by providing complete and reliable information.

    APPENDIX A



    A.1 The history of this Standard

    The PMI's vision of project management as an independent profession began with our early work in the field of ethics. In 1981, the PMI Board of Directors formed a group of Ethics, Standards and Accreditation. One of the tasks that was required of the group was to discuss the need for a code of ethics for the profession. The team report contained the first PMI documented ethics discussion for the project management profession. This report was submitted to the PMI Board of Directors in August 1982 and published as an addendum to the August 1983 Quarterly Project Management.

    In the late 1980s, this standard became the Ethics Standard for Project Management Professional [PMP®]. In 1997, the PMI Council determines the need for members of a code of ethics. The PMI Council formed the Ethics Policy Documentation Committee to prepare and publish an ethics standard for PMI members. The Council approved the new Membership Code of Ethics in October 1998. This was followed by the approval of Member Case Procedures in January 1999, which provided for a process for submitting an ethical complaint and determining whether there was a violation.

    Since the adoption of the Code in 1998, there have been many dramatic changes in the PMI and the business world. Membership in PMI has grown significantly. Great growth has also occurred in regions outside of North America. In the business world, ethical scandals have led to the fall of world corporations and nonprofit organizations, causing public outrage and tightening government standards. Globalization has brought economies closer together, but this has led to the realization that our ethical practices may differ from culture to culture. The rapid, sustained pace of technological change has provided new opportunities, but also introduced new challenges, including new ethical dilemmas.

    For these reasons, in 2003, the PMI Board of Directors called for a review of our codes of ethics. In 2004, the PMI Council commissioned the Ethics Standards Review Committee (ESRC) to review ethical codes and to develop a process to review codes. ESRC has developed processes that will facilitate active participation in the global project management community. In 2005, the PMI Council approved the code review process, agreeing that the global involvement of the project management community is of utmost importance. In 2005, the Council also commissioned the ESRC to implement the Council-approved process and complete the revision of the code by the end of 2006. This Code of Ethics and Professional Development was approved by the PMI Board of Directors in October 2006.

    A.2 The process used to create this standard

    The first step taken by the Ethics Standards Development Committee [ESDC] in developing this Code was to understand the ethical challenges facing the project management community and to understand the values ​​and views of practitioners from all regions of the globe. This has been achieved through a variety of mechanisms, including focus group discussions and two online research including practitioners, members, volunteers and people with PMI certification. In addition, the team analyzed codes of ethics of 24 nonprofit organizations from different regions of the world, investigated best practices in the development of ethics standards and examined the ethical principles of the strategic plan in PMI.

    This extensive research by ESDC provided the background for the development of a preliminary draft PMI Code of Ethics and Professional Conduct. The preliminary draft was circulated to the global project management community for comment. Carefully, the standards development processes established by the American National Standards Institute were observed during the development of the Code because these processes were used for PMI projects of a technical level of development and are considered to represent the best recommendations for obtaining and considering stakeholder feedback on the impact on the project.

    The result of these efforts is the Code of Ethics and Professional Conduct, which not only describes the ethical values ​​that the global project management community strives for, but also considers specific actions that are mandatory for each person associated with this Code. Violation of the PMI Code of Ethics and Professional Conduct may result in PMI sanctions under Case Procedures ethics.

    ESDC has learned that as a project management practice, our community has a very serious ethical commitment and we consider ourselves and our followers in the global project management community accountable to act in accordance with the provisions of this Code.

    APPENDIX B



    B.1 Glossary

    Offensively. Behavior that causes physical harm or creates a strong sense of fear, humiliation, manipulation or exploitation of another person.

    Conflict of interest. A situation that arises when a project management practitioner is faced with making a decision or taking some action that will benefit the practitioner or another person or organization with which the practitioner is bound by a commitment of fidelity and at the same time harm another person or organization with whom the practitioner is associated with a similar commitment of fidelity. The only way practitioners can resolve the conflict of obligations is to uncover the conflict to the victims and let them decide how the practitioner should act.

    The obligation of fidelity. Responsibility of a person, legal or moral, promoting the interests of the organization or another person with whom they are associated.

    Project Management Institute [PMI]. The entire Project Management Institute, including its committees, groups, and statutory components such as departments, colleges, and specific interest groups.

    Member of PMI. A person who joined the Project Management Institute as a member.

    PMI-sponsored events.Activities that include, but are not limited to, participation in the PMI Membership Advisory Group, the PMI Standard Development Team, or other PMI working groups or committees. It also includes activities involved under the auspices of the statutory organization PMI, whether it is a leading component or another type of component of an educational activity or event.

    The practitioner. A person carrying out activities that contribute to the management of a project, portfolio or program within the framework of project management.

    PMI volunteer. A person participating in PMI-sponsored events , whether a member of the Project Management Institute or not.

    PS: And here is the link link to the original.

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