Project Managers' Ethical Obligations
Project managers have an obligation to fulfill the highest ethical standards while performing their duties. The Code of Ethics and Professional Conduct discusses the expectations placed on project managers (Boral, 2016). Professionals from project management formed the Code based on their decision-making processes. Values such as honesty, fairness, respect, and responsibility serve as the pillars of the Code (Boral, 2016). In many cases, project managers encounter ethical dilemmas due to their interactions with different stakeholders. Project managers can be pressured to disregard the interests of clients (Kliem, 2011). Close relationships with suppliers may also impede independence and objectivity. Ethical transgressions can occur since project managers are obligated to deliver certain services within a set period (Kliem, 2011). Quick fixes may seem appropriate when trying to avoid unnecessary delays.
Compliance with Regulations and Laws
Failure to comply with established regulations and laws can expose project managers to civil and criminal penalties (Kliem, 2011). Bad public relations occur when project managers show blatant disregard for legal guidelines. Project managers are expected to manifest due diligence and due care. In this regard, they must take reasonable actions to protect others from harm (Kliem, 2011). For instance, workers or future occupants could be harmed due to the use of substandard construction materials.
Employment and Labor Standards
Project managers are subject to employment and labor standards. People should be hired based on equal opportunity guidelines (Kliem, 2011). Affirmative action statutes ensure that persons from minority groups receive preferential treatment. Wrongful dismissal of contractors and consultants can lead to lawsuits. Employee health and safety is a significant issue in project management (Kliem, 2011). Toxic wastes must be disposed responsibly while precautions should be taken against asbestos and lead poisoning. Project managers diminish their integrity by receiving kickbacks and bribes. Partiality in decision-making can harm the interests of clients (Kliem, 2011). Potential conflicts of interest must be avoided to ensure quality services.
Enhancing Project Managers' Ethical Decision-Making
The resources enhanced my knowledge of project management in several ways. I learned about 10 steps that project managers can use to ensure ethical decision-making. It is important to distinguish between professional misconduct, legal problems, and ethical dilemmas (O’Brochta, 2011). Project managers should avoid making decisions if they lack all the relevant facts. Involving others can reveal alternative aspects that had not been considered. Possible alternatives must be evaluated before making final decisions (O’Brochta, 2011). Emotional investment can prevent project managers from making logical decisions. Project managers that use these guidelines limit the likelihood of ethical dilemmas (O’Brochta, 2011). Hence, the resources have helped me to appreciate how ethical decisions can be deliberated and made.
Reducing Project Liabilities and Ensuring Better Outcomes
I agree with the assertions contained in the resources since the information was researched by accredited authors and subject-matter experts. The credibility of the authors makes it easier to trust the information presented. Besides, most of the information has been peer-reviewed by project managers. The resources highlight how project liabilities can be reduced. Intellectual property rights such as patents and copyrights should be respected when undertaking complex projects (Gupta, 2018). Permissions may be required before certain designs are used. Project managers should adopt measures to mitigate potential risks and ensure better outcomes.
A Case of Unethical Practices
I have seen one project that stalled due to conflicts of interest, substandard quality, and bribes. The project manager purchased construction materials from a company in which he served as a director. Substandard cement and pillars were acquired at exorbitant prices. The property owner could not notice the treachery since all receipts seemed in order. Furthermore, the project manager offered bribes to city building officers. However, the project was eventually abandoned when the first floor collapsed.
References
Boral, S. (2016). PMI® Code of Ethics and Professional Conduct. In Ace the PMI-ACP® exam (pp. 333-340). Berkeley, CA: Apress.
Gupta, A. (2018). Project liabilities: How to reduce them. The Program Manager’ Blog. Retrieved from http://www.the-program-manager.com/project-management/project-liabilities/
Kliem, R. L. (2011). Ethics and project management. Boca Raton, Fl.: Auerbach Publications.
O’Brochta, M. (2011). 10 steps for ethical decision making. Project Management Tips. Retrieved from http://pmtips.net/blog-new/10-steps-ethical-decision-making
