Ethics and project management Ralph L. Kliem

Includes bibliographical references and index

Contents
Preface xv
About the Author xix
ch. 1 Ethics and Project Management 1
1.1. What Is Ethics? 1
1.2. Misperceptions about Ethics 3
1.2.1. Ethics Has No Bottom-Line Value 3
1.2.2. Ethics Is an Abstract, Not a Real, Concept 4
1.2.3. Ethics Is a Stand-Alone Topic 4
1.2.4. Ethics Is Applicable to People Only at the Top of an Organization 4
1.2.5. Ethics Applies to the Other Person 5
1.2.6. Ethics Involves Only Compliance 5
1.2.7. Ethics Deals Only with Matters That Are "Black and White" in Nature 6
1.3. Key Factors 6
1.3.1. Peers 6
1.3.2. Culture 7
1.3.3. Power 7
1.3.4. Competition 8
1.3.5. Rewards 8
1.3.6. Experiences 9
1.3.7. Role Expectations 9
1.3.8. Structure 10
1.3.9. Management Style 10
1.4. Common Terminology 10
1.4.1. Values 11
1.4.2. Trust 12
1.4.3. Honesty 12
1.4.4. Morality 12
1.4.5. Character 13
1.4.6. Virtue 14
1.4.7. Fairness 14
1.4.8. Integrity 15
1.5. Theoretical Underpinnings 15
1.6. Final Thoughts 17
1.7. Getting Started Checklist 18
ch. 2 Why Ethics Should Matter to Project Managers 21
2.1. Unique Circumstances 21
2.2. Hard and Soft Ethical Issues 24
2.3. Consequences of Ethical Failure 31
2.4. Cloudy Perspective 32
2.5. The Ethical Dilemma 33
2.6. Two Key Considerations 35
2.7. Sensitivity of Issue 39
2.8. Intensity of Response 40
2.9. Final Thoughts 41
2.10. Getting Started Checklist 42
ch. 3 Project Management Code of Ethics 47
3.1. Benefits 47
3.2. Downsides 49
3.3. Categories of Principles 49
3.3.1. Character 51
3.3.2. Career 51
3.3.3. Competency 52
3.3.4. Caretaking 54
3.3.5. Confidentiality 56
3.3.6. Communication 57
3.3.7. Caring 58
3.3.8. Conduct 61
3.3.9. Commitment 62
3.3.10. Compliance 63
3.4. Final Thoughts 64
3.5. Getting Started Checklist 64
ch. 4 The Ethical Trends and Challenges Confronting Project Managers 69
4.1. Global Trends 69
4.2. Adapting to Global Trends 71
4.3. Straying from the High Road 74
4.3.1. Organizational Perversities or Dysfunctions 74
4.3.2. Tone at the Top 75
4.3.3. Pressure to Report Only Positive Data 76
4.3.4. Faster Results 77
4.3.5. No Trade-Offs between Efficiency and Effectiveness 78
4.3.6. Transglobal Operations 79
4.3.7. Diffusion of Accountability and Authority 80
4.3.8. Obedience to Authority 81
4.3.9. Overemphasis on Legal Compliance 82
4.3.10. Conflicting Laws and Regulations 83
4.3.11. Conflict of Interest and Conflicting Interest 84
4.3.12. Pressure to Adjust Results to Meet Expectations 85
4.3.13. Restricted Access to Information 86
4.3.14. Reduced Cycle Time 87
4.3.15. Increased Customer Satisfaction 88
4.3.16. Stress on Becoming a Team Player 89
4.3.17. Play by the Book 91
4.3.18. Treat Symptoms as Fact 91
4.3.19. Reliance on Numbers 93
4.3.20. Desire for Agreement 94
4.3.21. Maintain Positive Working Relationships with Vendors, Partners, and Other External Stakeholders 95
4.3.22. Protecting One's Status and Position 96
4.4. Final Thoughts 97
4.5. Getting Started Checklist 98
ch. 5 How Ethics Permeates the Entire Project Life Cycle 101
5.1. Contextual Factors 101
5.2. Five Major Project Management Processes 103
5.3. Categories of Ethical Dilemmas 104
5.3.1. Compliance 104
5.3.2. Effectiveness 105
5.3.3. Accurate and Timely Information 105
5.3.4. Efficiency 106
5.3.5. Protection of Resources 106
5.4. Ethics and Project Management Processes 106
5.4.1. Initiating and Ethics 107
5.4.2. Low-Balling 107
5.4.3. Omitting Key Stakeholders 108
5.4.4. Misaligning with Organizational Goals 108
5.4.5. Conflicting Interest 109
5.4.6. Not Clarifying Expectations 109
5.4.7. Lying to Win Contract 110
5.4.8. Sabotaging Relationships with Certain Stakeholders 110
5.4.9. Not Engaging in Good Faith Negotiations 111
5.5. Planning and Ethics 111
5.5.1. Padding 111
5.5.2. No Accountability 113
5.5.3. Lying 113
5.6. Executing and Ethics 114
5.6.1. Mischarging 114
5.6.2. Misinformation or Disinformation 114
5.6.3. Straying from the Plan without Authorization 116
5.6.4. Violating Confidentiality 116
5.6.5. Jeopardizing Working Relationships 116
5.6.6. Violating Employee Rights 117
5.6.7. Vilifying Peers 117
5.6.8. Deliberately Underperforming 118
5.6.9. Squashing Dissent 119
5.6.10. Ignoring Needs of Team Members 119
5.6.11. Lacking Reliable, Consistent Treatment of Team Members 120
5.6.12. Not Encouraging Collaboration 120
5.6.13. Dismissing without Cause 120
5.6.14. Sending a Defective Product to a Customer 121
5.6.15. Unauthorized Copying 121
5.6.16. Lacking Consistent Enforcement of Standards 122
5.7. Monitoring and Controlling and Ethics 122
5.7.1. Misreporting 122
5.7.2. Massaging or Not Sharing Information with Critical Stakeholders 124
5.7.3. Not Using Reliable Data to Generate Information 124
5.7.4. Not Using Plans to Report Progress 125
5.7.5. Deliberately Not Reporting Bad News 125
5.7.6. Inflating Expense Reports 126
5.7.7. Destroying or Stealing Vital Information 126
5.8. Closing and Ethics 127
5.8.1. Not Delivering Results as Promised 128
5.8.2. Not Satisfying Contractual Requirements 128
5.8.3. Falsifying Records 129
5.9. General Ethical Dilemmas 129
5.9.1. People and Ethics 129
5.9.1.1. Allowing a Toxic Culture to Exist 131
5.9.1.2. Incivility 131
5.9.1.3. Harassment 132
5.9.1.4. Violation of Privacy 132
5.9.1.5. Retaliation 132
5.9.1.6. Coercion 133
5.9.1.7. No Respect for Values 133
5.9.1.8. No Provision of Honest Feedback 134
5.9.1.9. Treat People Inequitably 134
5.9.1.10. Lack of Personal Responsibility 134
5.9.1.11. Spread of Malicious Rumors 135
5.9.1.12. Misuse of Power and Position 135
5.9.1.13. Discrimination 136
5.9.1.14. Encourage or Not Deal with Infighting 136
5.9.1.15. Not Treat Everyone Fairly and Equitably 137
5.9.1.16. Not Stopping Hidden Agendas 137
5.9.1.17. Exploit People 138
5.9.1.18. Deliberate Malicious Damage to Reputations 138
5.9.2. Process and Ethics 139
5.9.2.1. Receiving Inappropriate Entertainment and Gifts 139
5.9.2.2. Conflict of Interest with Vendors and Suppliers 140
5.9.2.3. Lacking Due Diligence and Due Care 140
5.9.2.4. Massaging Feedback 141
5.9.2.5. Unequal Access to Key Information and Other Resources 142
5.9.2.6. Engaging in Illicit Activities 142
5.9.2.7. Not Reporting Unethical Behavior 143
5.9.3. Performance and Ethics 143
5.9.3.1. Revealing Privileged Information 143
5.9.3.2. Not Confronting Problems Up Front 144
5.9.4. Perception and Ethics 144
5.9.4.1. Deception 144
5.9.4.2. Not Emphasizing the Overall Interests of a Project 145
5.9.4.3. Deliberately Attempting to Damage Company Reputation and Product Image 146
5.10. Final Thoughts 146
5.11. Getting Started Checklist 147
ch. 6 Ethics and Project Governance 151
6.1. What Is Governance? 151
6.2. What Are Controls? 153
6.3. What Is Risk? 153
6.4. Effective Risk Management 156
6.5. Final Thoughts 158
6.6. Getting Started Checklist 158
ch. 7 Ethics and the Law 163
7.1. The Relationship between Law and Ethics 163
7.2. Key Legal Terms 166
7.3. Key Legal Principles and Concepts 168
7.4. Numerous Laws and Regulations 172
7.5. Final Thoughts 178
7.6. Getting Started Checklist 178
ch. 8 Ethics, Globalization, and Project Management 187
8.1. Important Factors 187
8.2. Key Dimensions 188
8.3. Independence, Integration, and Interdependence 189
8.4. Challenges 191
8.5. Breeding Ground and Consequences 194
8.6. Key Actions 196
8.7. Final Thoughts 198
8.9. Getting Started Checklist 199
ch. 9 Making Ethics a Reality 203
9.1. Why Ethics Takes a Back seat 203
9.2. Making Ethics on Projects a Reality 204
9.3. The Mark of an Ethical Project Manager 206
9.4. Getting Started Checklist 206
Glossary 207
Bibliography 213
Index

Ethics plays a critical role in project management, but all too often, its importance is overlooked. This benign neglect can result in serious consequences to individuals and organizations, ranging from tarnished reputations to civil and criminal liability. Ethics and Project Management demonstrates the importance of making ethics a key consideration in managing projects and describes the impacts that occur when ethical transgressions arise. Providing the tools necessary for project managers to avoid an ethical lapse that can put themselves and their organization at risk.