Appendix

In this appendix you will

♦ Explore the new PMI Code of Ethics and Professional Conduct

♦ Learn the structure of the code

♦ Learn about the code's stance on fairness and honesty

♦ Learn how to adhere to the code's mandatory standards

In 1981, back when Jordache jeans and the song "Bette Davis Eyes" were all the rage, some folks at Project Management Institute (PMI) were more concerned with ethics than parachute pants. PMI created the Ethics, Standards, and Accreditation Group to create a code of ethics for the project management profession. Sounds like a bunch fun, doesn't it? By the end of the '80s, the group's discussions and reports evolved into the Ethics Standard for the Project Management Professional. In 1998, this document became the early version of a new member Code of Ethics. This was a code that all PMI members, whether certified as a project manager or not, agreed to abide by in their professional practices. Consequently, in January 1999, the Ethics, Standards, and Accreditation Group approved a process for ethics complaints to be filed, reviewed, and then acted on if the complaint proved valid.

Since the late '90s, the global economy has changed. The business world has been rocked by the demise of billion-dollar companies going bankrupt. We've all witnessed (or participated) in the dot-com bust, and we've experienced the realization of worldwide competition for jobs. Part of all this chaos is the realization that ethics and moral standards vary among countries, companies, and cultures. The once-simple PMI Code of Conduct, most recently a one-page document with broad definitions and approaches, has become outdated.

PMI also considered the boom of their membership population. The organization has grown from just a few hundred U.S.-based members to several hundred thousands of members worldwide as of today. The goal of the Code of Conduct, from its inception, was to create a moral guideline for project managers of all industries and to encourage them to subscribe to a common belief in fairness and honesty, and to hold themselves to a higher level of expectation than project managers who were not members of PMI. At least, that was the theory. I'm sure most of us know project managers who are PMI members and certainly don't subscribe to the PMI Code of Ethics.

Because the PMI Code of Conduct was outdated, PMI created a new governing body—the Ethics Standard Review Committee—to examine the project management code of ethics in this "new" world. Part of this committee was to include a global approach to review of the now-defunct Code of Conduct, the ethical considerations of the global market, and a desire to create a more exact and verbose description of what the ethics and character of a PMI member should be.

In October 2006, the new, six-page PMI Code of Ethics and Professional Conduct was officially released. Congratulations! The organization of the document is arranged by chapters and sections. And, as is the case with most documents from PMI, you'd think a bunch of attorneys wrote the document. No offense to my pals at PMI—it's a great document, really. However, in this appendix, I'm going to break down their document in a slightly less formal, and much less official, approach. I hope you like it.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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