About Ethics with the PMI Codex Example

    Caution, there is a sheet (longrid), which may not please many!

    I thought for a long time how to divide it into several, but decided to leave the whole on Habré. And probably the beginning of the article does not quite fit the name. Who is a good leader?

    I will reason from the point of view of the project manager, but as an administrative manager at the moment no less than a project manager - I do not see significant differences with a few exceptions.

    So, you need:

    • To be able to build a plan and follow the goal, adapting to circumstances, and sometimes creating them;
    • Set adequate tasks and monitor their implementation;
    • To build human relations in a team;
    • Be ethical.

    Why is there nothing about management effectiveness? Well, probably because not all cakes are equally useful, Mr. Bellock . For each case, effective management will be different, you should not do everything according to one scheme.

    Can all leaders be good and right? In the current realities - definitely not.

    A lot of books have been written about each of the indicated points. About the first three - obviously more than about the fourth.

    The first three are constantly remembered in training and continuing education courses. The first two are for absolutely everyone. The third is especially popular at events related to agility (yes, not flexibility, for a number of reasons I write like this here) and among HR specialists.

    But the fourth is often forgotten. It is important not only for the leader, but the higher a person rises, the more important it becomes. And not only forget, but also neglected.

    It happens that they forget about ethics in books, in training. And even in life. And the last - the most offensive.

    Manipulating facts, misrepresenting data, intolerance towards others or neglecting their interests are the reasons why I want to remind everyone of ethics and professional responsibility using the code of the Project Management Institute as an example. Remind, in places to explain or even give examples from life.

    It is important.

    And for a start - a fact that is a discovery for many:

    Joining professional associations, associations, institutes, passing certification, often you not only receive dividends from this, but also impose obligations and restrictions on yourself.

    About PMI Ethics
    Somewhere, these obligations and restrictions are quite formal. Somewhere with them is very strict. I want to believe that strictly in PMI. No wonder they have a code , a decision-making model, and even an ethics committee . I have not had the opportunity to check, but I want to believe in it.

    Responsibility for non-compliance includes various penalties, including the loss of membership (of course, not free) and the revocation of certificates received (which, in addition to the exam, cost even more money than membership). Why am I mentioning money? Because for many, this is the only method of assessment.

    The PMI Code of Ethics and Professional Responsibility extends to:

    • members of the Institute;
    • certified by the Institute specialists;
    • applicants for certification;
    • Institute volunteers.

    What ethical and professional values ​​are mentioned in the document? Based on the results of the assessment by the community and experts, 4 basic values ​​were chosen in the code:

    • responsibility;
    • respect;
    • justice;
    • honesty.

    Further, I will dwell on each value and give comments on the principles of this code in the order in which they are listed. Somewhere I’ll try to give examples based on my life and my experience (and yes, it may not be relevant).

    PS The code of ethics is divided into “ desirable ” and “ mandatory ” principles. I do not share.

    Responsibility


    As part of the definition of the term, the document speaks about the recognition of one’s own decisions, accepted or not adopted (sic! It’s also worth answering!), Actions taken and not taken and consequences.

    To begin with, an important remark is why it is also said that there is no action. Delaying or refusing to make a decision or take some action often costs the company (project) more expensive than the committed actions, even if they are not correct. And if it’s completely simpler, then only the one who does nothing is not mistaken.

    At a certain point in life, words about inaction became very important to me. And for me this moment concerned the escalation of problems to levels higher. How many times have I encountered inaction - I do not want to count. What most often came from this? Conflicts or processing. By the way, not paid.

    Principles of Responsibility
    We make decisions and take actions based on the interests of society, public safety and the environment

    An interesting and global point that is difficult to formulate or understand without participating in global (albeit to a small extent) projects or tasks. And here I had to think long enough about an example that would not apply to something global. And the fact that reminded me of simple examples was registration in an online store.

    By creating a website or online store, we take responsibility for the safety of society in the person of our visitors or customers who share their data. And we are obliged to lay in the decision the functions of data protection and its deletion. But in general, the example of a nuclear power plant and waste dumped into a river looks like a more intelligible example, right?
    Therefore, when making decisions, we must take into account all the possible nuances of the people around us and the world.
    We accept only those tasks that correspond to our conditions, experience, skills and qualifications

    An item that amateurs will not appreciate jumping around their careers without completing business. And he is quite self-critical and at the same time wise. And it must be carried out wisely. He does not say that you do not need to develop. However, he very clearly captures one of the important principles - I’m sure that you won’t do it - don’t start. And also, if the conditions do not suit you - do not give people false hopes in the desire to receive bonuses later.

    And all this in aggregate is important, and from any side. By agreeing to do what we do not know and do not know how, and sometimes do not understand how to learn, we spend resources and do not complete tasks.

    And I have a very practical example. People (many) do not know how to use MS Excel formulas, MS Word forms, or simply fill out PDFs. The task is set, they nod to you. And then bring the information calculated on the knee. A broken Word file with floated formatting, or even a scan of a file filled by hand.

    This is especially cool when changing the initial data in such an Excel or a small typo - all the work has to be done from scratch.

    On average, in my experience - out of 5 people, only one speaks about the existing problem with the task. The rest do as they can, silently, often with revisions (especially when there are a lot of pages in such documents, and the result is needed quickly).

    Another good example of such work is a protected table with formulas, into which you need to add all of your data. And they send it to you copied, with dead formulas and filled out (and counted) by hand. Well, or a really cool option - a photo of a hand-filled table.

    Give examples yourself where problems arise on more important tasks and are silent about them.
    We fulfill our obligations - we do what we promised

    Probably, everyone had to deal with the fact that people do not finish something to the end. I'm not talking about “Gold plating”, I'm talking about fulfilling the requirements that are set for them. When they give you crap, which is impossible to use. At some point, you spit and accept what they give. And you do it yourself. Time is more expensive.

    I had a situation where I spent much more time on instructions than people later on actions on it - and in the end I did everything myself. Because “well, why should we read?”.

    So, ethical experts don’t do that. The work is done as discussed, in accordance with the standards and requirements of the client. And in the end, it saves everyone time.
    If we make mistakes or make omissions, we admit our guilt and immediately make corrections. If we find errors or omissions made by others, we report these errors and omissions upon their discovery by the relevant persons. We take responsibility for the consequences of our mistakes and omissions.

    I must say that this principle, like many in the code, is connected with others. And sometimes we can say that this is one and the same thing - but in other words.

    I think everyone on their way met “switchmen”, for whom everyone was to blame, except for them. And this is not professional.

    Yes, it is often expensive and even unprofitable to be a professional. But we get a reputation and this is reflected in the future. Both on the client - which gets the desired result, and on us.

    Yes, you can sometimes discuss compensation for fixing a problem. But only in a situation where it is not your fault. If this is not at all obvious, or if it is the customer’s fault, you are in your own right. But if this is your mistake - you should not even try.

    Only those who do nothing and do not communicate with anyone are insured against mistakes and omissions. Therefore, it is important for any professional to be able to recognize and answer for the consequences. In fact, this is one of the reasons for high prices for the services of the best specialists and companies. They understand that no one is perfect - either take into account all possible situations, or are laid on risks. And that is why they have a turn, they can afford to choose a client and abandon a number of tasks - those that have no specifics.
    We keep the private and confidential information entrusted to us.

    Comments are niches in my opinion.
    We comply with this Code and are responsible for compliance with its provisions.

    As I already wrote, many elements are connected here. And they serve to simplify understanding and guaranteed communication of information to signatories. And this paragraph - recalls that we sign it, observe and are responsible for the observance of the Code by others. And I consider this important, even if someone considers it to be “squealing” or the desire to get into one's own business.

    How many times have you come across what you did not consider correct? And have you ever moved away from the topic, at some point, so as not to waste your energy? And how many times in the end did the consequences come to you and thoughts of the format “Yours how it happened and what to do now?” Visited you. It happened to me. After that, I was ashamed for a long time. And now I try to prevent such things.
    We know and abide by the principles, rules, norms and laws that govern our work, professional and voluntary activities

    It is foolish to deny the need for this item. First of all, because its violation usually leads to significant consequences, especially if such a violation is revealed. Secondly, sometimes due to ignorance of something in the beginning, we have to redo everything in the middle or end. This looks especially cute when, not having studied the normative at the beginning, at the end of the work we are faced with a “suddenly appeared” law three years ago.

    Well, if this is not a law, then, probably, everyone faced a violation of some norm or rule of an individual collective. Sometimes it’s a trifle that does not affect the result. And sometimes, a forgotten question or comment by one of the ordinary employees of the customer jeopardizes the annual work.

    Yes, this can be attributed to interaction with stakeholders, but this is not only it. I often came across the fact that ignorance of unspoken rules was severely lacking for very strong savings on the project.

    And yes, I myself - often distinguished by the fact that I can not once again say something that I think everyone understands and knows. As you know, it almost never happens.
    We report unethical or illegal behavior to the appropriate governing body and, if necessary, to those affected by such behavior.

    Perhaps this item may be the most unloved or unappreciable in the territory of the former Union. In our country, this is considered, first and foremost, squealing. However, from the point of view of professionalism - this is a warning and the proper work with risks.

    After all, any illegal action has its consequences, and each such consequence is a risk. Risk of failure to meet deadlines, loss of money or even loss of a project.

    Without knowing it, we ourselves may become a victim of ignorance or a hostage to the situation. People can get an illegal decision - simply because the underlying product, on the basis of which the decision is made, does not belong to the developer. And this further entails a whole chain of reactions if you sell the results obtained using an illegal product or solution.

    I have encountered unethical behavior more than once, and for the most part we people (including the very governing bodies) do not care. And sometimes they approve of getting the result at any cost.

    I did not encounter any illegal actions.

    Respect


    Probably, something that is not always enough in a large organization, when each person is easily replaced. According to the definition from the code, it is the need to take care of oneself, others and resources. Moreover, resources are understood to mean everything that concerns you in one way or another, from project personnel and property to the company's reputation and natural resources.

    And I see that here you can find a certain similarity with the principles of Agile.

    A respectful environment helps create a trusted environment, confidence in the future, high productivity and an atmosphere of cooperation.

    Principles of respect
    We obtain information about the norms and customs of others and avoid behaviors that may be considered disrespectful

    And I would say that here we see the intersection with the previous section, however, here it looks a little wider. Since we are talking primarily about large projects that are most often implemented by an international team, here we add to the professional and industry standards the national characteristics of each of the participants.

    Often, what is the norm for us, for people living in a neighboring country, and sometimes a city, this same action can be an insult, up to a blood feud.

    Yes, now it is being actively smoothed out at the state level, arguing that we live in a multicultural society and we should treat other people's mistakes in terms of our perception more loyally if we see that a person is a visitor or from another faith, culture or just the environment. However, as professionals, we must not only be more loyal, but also try to exclude such factors from work. And if allowed, then take steps to resolve it.

    For example, if we see that a representative of a different nationality in a team is displeased with some kind of action, then we can ask our colleagues to stop behaving this way. Also, how can we ask male colleagues to stop making jokes about girls. Well, at least in their presence.
    We listen to the point of view of others and try to understand it

    How often do you face the fact that a colleague has decided to act in a certain way and does not listen to objections? And how often does your leader, having got an idea-fix, go to her like a bull to a red rag? I come across this with a certain frequency. Yes, there are times when this is not critical. And there are - when it leads us into the abyss. At this moment it is important to remember that not always our opinion is the only right one.

    And often such ideas lead to conflict. And any conflict in the team badly affects the state of the team and performance.
    We interact directly with those people with whom we are in conflict or with whose opinions we disagree

    In order to explain this point, I would like to turn to conflict management and conflict resolution methods.

    And the best solution is teamwork. Why is it important? Firstly, in this way we do not break the connection, because often after the conflict people stop communicating and this entails the loss of communication in the team. Secondly, often, when each defends his point of view, both are a little mistaken. A little - because I very often see that the solutions proposed by the parties are similar. Just - not until the end. And everyone sees in a separate trifle an occasion for swearing and discussing that "here he has everything completely failed." And when working together, they will see each other's problems, realizing that otherwise they agree. And most likely they will find an ideal or close to such a solution. And yes, teamwork brings together. Have you noticed that conflicts are most often with fairly productive team members, and not with the leader and the June, for example? Thanks to teamwork,

    Another solution is a compromise. He is worse than collaboration. It is worse, because here usually each member of the conflict loses something. And it offends him. Yes, the conflict is closed, but communications will become complicated.
    We act professionally, even if it’s not mutual

    Actually, from my point of view, one should not spray on a big comment here either. It is important to remain a professional, even if you are rude, rude, and demand to do something illegal. We do the job efficiently and correctly, even if on the other hand they spit on it.
    We are in good faith negotiating

    We do not distort facts, do not present information from the angle we need. When we communicate with a client who does not always understand the whole idea (and yes, this is very common), we must explain everything to him honestly and openly, without creating additional costs and volumes.

    And here it is worth noting an interesting fact. Being deceived, people then do not want to believe in the truth and go on to those who deceived them. Perhaps you just don’t want to admit?
    We do not use our knowledge or position to influence decision making or taking actions with respect to others for personal gain

    In addition to honesty and openness, for our part, we also prioritize the needs and interests of our client (customer).

    If you can solve the client’s problem with minimal costs, but the department (company) is idle, then you should not pick up the price and offer the amount of work that is not needed as mandatory. However, you can well explain that there are options for how to achieve more and offer the services of colleagues. Anyway, if that helps.

    If you have influence on people, then do not use it to your advantage. I think for many this can be a difficult test.
    We do not behave abusively towards others

    You can consider this another repetition. In fact, this is a more rigorous point than the previously described paragraphs about norms, behavior and point of view. And yes, somewhere it is. But the document is written as intelligibly as possible for everyone to minimize ambiguous interpretation.
    We respect the property rights of others

    We return to the paragraph on the legality of actions. Copyright infringement or the use of other people's things without permission is all a violation of property rights. And the law.

    If we do not respect property rights, this could result in a risk or conflict for us. Not a fact, but still. Or maybe - by the court. And also - we will look weaker when we try to protect our rights by violating others.

    And we do not want to be weak.

    Justice


    Everyone perceives justice in his own way. But from the point of view of the document under consideration, it is our duty to act correctly, without lobbying anyone's interests. And also - without trying to prove that we are the coolest and best here.

    Principles of justice
    We demonstrate transparency in decision making

    People are such interesting characters who constantly think that there is some kind of conspiracy around, or that they are underestimated. The more decisions you make without giving reasons to others, the more often you are considered a tyrant or despot. This does not mean that you need to discuss your decision with others (although this can be useful), but it does mean that you need to explain it and communicate it to others openly.

    It is beneficial to convey the entire chain of reasoning when making a decision, because thanks to this we perceive the information more similarly. This shows your unity with the team and helps the team behave correctly, understanding the task itself better, motivating it to take the right actions.

    And yet - it just removes a lot of questions from each separately.
    We constantly review our impartiality and objectivity by taking appropriate corrective actions.

    Even the most honest and right person has moments of turbidity. We may simply not think, but we may find ourselves in a difficult situation when we do not see a choice. And at this moment it is important to make the right decision. Yes, not the fact that it will be useful to us. But let it certainly be useful for the cause.

    And also a little life hack. What you may consider an insoluble problem may not be a problem for your manager, director or client. Therefore, it is sometimes useful to simply speak humanly and openly.

    Perhaps that is why I rarely hide my problems. But I don’t dump them until they ask.
    We provide equal access to information to those who are allowed this access.

    On large projects, a situation often arises when the right hand does not know what the left hand is doing. Or that only a small part of the team knows about some changes. And this can often cause serious consequences.

    And sometimes - it happens intentionally in order to substitute someone. But do we already know a point about personal interests?

    In the same way, we act as part of the procurement. And this is a big point for us. If there is someone among my readers who is actively working with government procurement or procurement under the 223-FZ, who haven’t come across documents that clearly hurt someone, or where there is no streamlined and ambiguous interpretation - write a comment about this. It will be interesting to know in which area this works. But only if you are actively engaged in this, and did not participate in one or two competitions.

    We make opportunities equally accessible to qualified candidates

    The choice of a specialist, contractor, partner. We provide all candidates with equal access to information and do not give anyone benefits. This is useful for the market - in terms of competition. This is also useful for you - you will get the best result for less resources. The main thing is that these candidates also think the same. And then they go in shoals - I do not know, I do not know how, but everything is ready.
    We inform the relevant parties in advance of the facts of a conflict of interest - real or potential

    In fact, a conflict of interest is not only about hiring a friend or girl, or giving an order to an uncle without a competition. Sometimes this is such a trifle as choosing a platform or sub. For example, you heard about a new sub and the feedback from your friends freelancers is very cool. And you want to try, but to try at home is boring, moreover, no one will tell you there. But at work, with the team - why not a test?

    Only at this moment, you do not quite correctly prioritize and assess the risks.
    Or - you’ve always dreamed of building an office (I remembered here alone ... a farm.). And you have the opportunity to influence the decision of the company - an office or a new workshop. However, will you be sensible in evaluating all the factors?

    The line is thin and you should not look everywhere for a trick - you need to develop, learn new things. But it is important to correctly assess the risks.
    If it is discovered that we are dealing with a real or potential conflict of interest, we refrain from interfering in the decision-making process or influencing the outcome in any other way until: we have fully informed the project participants whose interests were affected; we did not approve the harm reduction plan and did not receive the consent of the project participants to take measures

    A problem that people are aware of and a number of planned measures have been taken to solve will entail lesser consequences than if we try to solve the problem unceremoniously or secretly from others. And she may unexpectedly come up for others. Why is agreement of others important? Because they may have information different from ours, which may affect the decisions made.
    We do not hire or fire, reward or punish employees, nor conclude or reject contracts based on personal considerations, including, but not limited to, favoritism, nepotism and bribery

    There are important intersections with past points and another point that needs attention. Performing any of these actions - you run the risk. However, in addition to the risk of violating the law or company rules, as well as the code of ethics, your risk of losing quality will increase significantly.
    Firstly, it is not a fact that people are competent in receiving a job or an order on the basis of money or bribe.

    And secondly, you get the risk and close the work on the same principle. No, this, of course, is good for your wallet or FAQ, probably. But for the client, the project and the benefits - this is sad.
    We do not accept discrimination, including discrimination on the basis of gender, race, age, religious beliefs, disability, nationality or sexual orientation

    Not my favorite item. In general, I agree that this is correct. But sometimes it’s hard to agree with this deep down. True, this does not prevent me from working - to comply fully. In life - sometimes there are problems.

    How many times have I seen rejections of cool ideas because they were suggested by the “starter,” or vice versa, a beginner. True, despite the fact that I have seen this more than once - I do not consider my experience extensive. And this prevents me from appreciating the real harm from such discrimination, but I realize that they are great.
    Similarly, projects and companies sometimes deprive themselves of a chance to develop by restricting and filtering specialists by unethical criteria.

    We accept the rules of the organization (employer, PMI, other groups) in which there is no favoritism and prejudice

    Summing up all the above points and just another reminder that we understand what was mentioned earlier and agree with this.

    Honesty


    In the original, it sounds like “Honesty”. And I’m not quite sure that the term in translation fully conveys the essence and semantic load.

    By definition, it is our duty to determine the truth and act sincerely with regard to communication and behavior.

    Principles of honesty
    We are committed to defining the truth.

    That is, we check the facts, we seek confirmation of conjectures and rumors that we are going to rely on. Sometimes what we hear or see is not what we really are. Some people interpret in their own way, but somewhere we see not the original, but a distorted retelling.

    And we can rely on confusion or false facts, which is not the best option. Therefore, it is always worth doubting and checking as soon as possible.
    We are sincere in communication and behavior.

    By hiding the facts, we give incorrect messages.

    For example, I am in this regard a difficult interlocutor, since I am quite calm and balanced in most situations. And not very emotional. And for some people it’s hard with me, because my words are not supported by gestures or emotions. And this causes many to have a wrong perception and idea, both about me and about the situation.

    I’m not saying that I am violating the code, since this is my trait, but I can definitely say that some people get into a stupor and do not perceive the dialogue. And I'm working on it.

    Well and yes, the paragraph again repeats to us part of the points already discussed.
    We provide accurate information in a timely manner.

    And again, here we can see the intersection with the previous points, with the specification of timeliness.

    It is important not only to tell the truth, sometimes unpleasant, but also to say it on time. What is the point of your confession upon dismissal that there were jambs and a violation of the law in the draft two years ago? No, this can be useful, but the cost of correction can exceed the profit from that project, and if you said on time, then the costs would be minimal.
    We conscientiously commit ourselves and make promises, implicit and explicit

    “Shoe changing” and “jumping off” is not approved. This is a setup.

    Say what you do and score - it happens all the time. We promise to work until the end of the project and leave in the middle - it happens too. Yes, this is due to our problems. But when not, it greatly brings people down, forcing them to change plans, clarify the situation, and update risks.

    What are implicit promises? This is if you said that the site will work fine - then you don’t need to say later that since there are no performance metrics, then transitions between pages can take half a minute.
    We strive to create an environment in which people, speaking the truth, feel safe

    Just recently corresponded with one colleague and he indicated that from a certain moment - he began to lie about status. While he was telling the truth - there was no reaction, but there was tension. He began to lie - the tension disappeared, the brains stopped composting. Alas, despite a more relaxed life, he created new, quite significant risks and deprived himself of the support of the leadership. Even ephemeral.

    Think - can you be responsible for everything? I think no.

    And yet, often people lie in fear of catching up. And this makes us act on the basis of distorted facts received from a frightened team.

    And I have already indicated a couple of times about the risks of working with distorted facts. When making a decision, any person is based on the facts available to him. When facts are brought to him that are not entirely consistent with reality, then decisions gradually become also far from reality.

    - How are your roads in the region?
    - In general, not bad, except for a couple of places.
    - Well, if it’s good, then we’ll finance the neighboring region.
    I think it is very likely that the conversation is in the highest circles. But for the bad dear well chased so.
    We do not practice or tolerate behavior that leads to deception. So, for example, we don’t make disorienting or false statements, don’t say “half-truths”, presenting information out of context or hiding information that, having become known, will find that our statements are misleading or have incomplete meaning

    There are many intersections with past points here and this is justified. I think everyone is faced with the fact that the leader, having learned new facts that are not very beneficial for you, is silent about them. And reports continue to be sent on past trends.

    Facts are not always critical, but conclusions without them are not complete and we deliberately mislead, substituting leadership.

    By the way, if you don’t put yourself in the beginning as a “super-guru”, then you look at errors and miscalculations quite normally. I often come with the words “I'm No. # @ $, we have a jamb!”. Is there any negative to my words? Almost not - I try to come with a proposal to the counter and immediately discuss the issue, and not to blame responsibility.
    We do not engage in misconduct pursuing personal goals or achieving goals at the expense of others

    So, we can deliver the project strictly at the request of the client and get a bonus of $ 500, or we can extend the project with useful, but not very necessary functions for the customer and get a bonus of $ 1,500. And formally - we will do it on the topic. And even no check will understand this - they are unlikely to be able to understand that this is an overskope. But you don’t have to do this.

    It also works when you rent an object on time, knowing about quality problems and are silent.
    And also, a good example is getting degrees or PR of yourself at the expense of others. For example, use the idea of ​​subordinates for a candidate or promotion.

    Conclusion


    This ends the code of ethics. But this does not mean that he is limited to writing. To paint the intricacies of ethical behavior, you probably need a whole series of books. And for some people, practical examples will also be needed, moreover, from their industry and with details.

    This code appeared at the Institute in 2006. But work in this direction began in 1981, and in the late 1980s the first PMP code was formulated. Does this code work and execute well? It’s hard to say since I didn’t meet with people who accepted him at work. I suspect that it’s not perfect - but it works.

    Why did I decide to write about him? He is close to me in spirit and does not cause rejection. Yes, I can’t boast that I follow him perfectly, but I follow him.

    Have I ever had to give up the described principles in my life? Alas, yes. Yes, without pleasure and in direct directions. And that was before I found out about the code. But I already said - he is close to me in spirit, so I admit that I stumbled.

    Will I convince readers to follow it? I do not have such a right. Will I recommend people to live like this? Definitely yes.

    And also, I will be glad if the number of people accepting it increases. Perhaps the world will be a little better.

    PS True, we do not really like to read. Especially those things where you just tick the consent box.

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