1. 1 PROFESSIONAL AND SOCIAL RESPONSIBILITY PROJECT MANAGEMENT

2. 2 NOT THIS TIME  A MIDDLE-AGED COUPLE HAD TWO BEAUTIFUL DAUGHTERS BUT ALWAYS KEPT TALKING ABOUT HAVING A SON.  THE WIFE GOT PREGNANT AND DELIVERED A HEALTHY BABY BOY.  THE JOYFUL FATHER RUSHED TO THE NURSERY TO SEE HIS NEW SON.  HE WAS HOWEVER HORRIFIED AT THE UGLIEST CHILD HE HAD EVER SEEN.  HE TOLD HIS WIFE, “ THERE’S NO WAY I CAN BE THE FATHER OF THIS BABY. LOOK AT THE TWO BEAUTIFUL DAUGTHERS I FATHERED!  HAVE YOU BEEN FOOLING AROUND BEHIND MY BACK?”  THE WIFE SMILED SWEETLY AND REPLIED, “NOT THIS TIME!”

3. 3 PROFESSIONAL AND SOCIAL RESPONSIBILITY Project managers have the responsibility to uphold and support the integrity and ethics of the profession. This involves ensuring that our actions are always in line with legal requirements and ethical standards. It sounds easy. But ethics also relates to the proper use of project management. Examples are

4. 4 PROFESSIONAL AND SOCIAL RESPONSIBILITY  That it could be unethical to publish a project schedule that is not accurate?  That it could be considered unethical to start a project without a project charter  Or to start a project without a complete scope or a plan to deal with the incomplete scope?

5. 5 PROFESSIONAL AND SOCIAL RESPONSIBILITY The lack of project management knowledge and lack of application of that knowledge causes project managers to act in ways that are unethical.

6. 6 Professional and Social Responsibility Categories: THE FOUR MAIN CATEGORIES  Enhance Individual Integrity  Contribute to the Project Management Knowledge Base  Enhance Personal Professional Competence  Promote Interaction among Stakeholders

7. 7 Enhance Individual Integrity  1. Tell the truth in reports, conversations and other communication An example reporting the real project status (e.g. the current project is behind schedule) in the project reports, conversations and meetings, even if you are ask not to.

8. 8 Enhance individual integrity 2. Follow copyright and other laws -making copies of books, articles and CDs etc. -taking excerpts from books -making photocopies of the PMBOK without a written permission to the copyright owner.

9. 9 Enhance individual integrity 3. Put project’s Needs Before your own A project is suffering and torn between doing something and incurring the displeasure of your manager.

10. 10 Enhance individual integrity 4. Do not Give or take Bribes or Inappropriate Gifts Bribe is punishable by law in most countries. The Ethics of International Business have their definitions and standards.

11. 11 Enhance individual integrity 5. Do the right Thing Many of these topics are related. Do the right thing means being ethical, reporting violations, treating others with respect and follow the right project management process.

12. 12 Enhance individual integrity 6. Follow the Right Process Professional and social responsibility requires you to follow the project management process. It means you must have a charter, it is unethical not to do.

13. 13 Contribute to the Project Management Knowledge Base A Project Manager should: -Share lessons learned from the project with other project managers in the company -Write articles about project management -Support the education of other project managers and stakeholders about project management

14. 14 Contribute to the Project Management Knowledge Base -Coach or mentor other project managers and project team members -Perform research to discover best practices for the use of project management and share the results with others -Perform research on projects done within the company for the purpose of calculating performance metrics

15. 15 Enhance Personal Professional Competence  The project manager should: -Work to understand their personal strengths and weaknesses -Continue to learn to apply the science of project management -Constantly look for new information and practices that will help company or its projects -Continue to learn about the industry or industries where they work

16. 16 Promote interaction among Stakeholders  Balance Stakeholders’ Interest Project Charter and Project Scope Statement contain the Product and Project requirements and objectives There should be an attempt to balance stakeholders’ interests during project initiating and project planning process.

17. 17 Promote interaction among Stakeholders  The question is “can all of the project requirements be met within the project objectives?” If they cannot, then you need to look for options to adjust the competing demands of scope, time, cost, quality, resources and risk.

18. 18 Promote interaction among Stakeholders  Resolving Competing Interest Many project managers have no idea how to weight interest. What if the engineering department wants the project to focus on decreasing defects and accounting department wants the project costs to be smaller? Can both needs be met?

19. 19 Promote interaction among Stakeholders  What if the engineering department is the primary stakeholder or even the sponsor of the project? Do their needs outweigh the needs of the accounting department? What if the needs of the engineering department actually hurt the accounting department? Some issues are so complex they cannot be resolved by the project manager alone, and requires management intervention. There are some standard guidelines for balancing stakeholders’ interests.

20. 20 Promote interaction among Stakeholders  The project manager should facilitate the resolution of competing interests by accepting those that best comply with the following: -The reason the project was initiated (market demand, legal requirement, etc.) -The project charter -The preliminary scope statement -The project scope statement -The components of the “triple constraint”

21. 21 Promote interaction among Stakeholders  Therefore, a stakeholder request to do or add something to the project that is not related to the reason the project was initiated should be rejected!  If it is related to the reason the project was initiated, but does not fall within the project charter, the request is rejected!  If the most important component of the “triple constraint” is schedule, then any needs or objectives that would delay the schedule would not likely to be accepted  Those that enhance the schedule (without seriously impact on the other components of the “ triple constraint” would more likely be accepted.

22. 22 Promote interaction among Stakeholders  In order to deal with competing interests, the project manager would take the following actions: 1. Determine and understand the interest of all stakeholders 2. Actively look for competing interest 3. Get management involved if the team cannot resolve the competing interests 4. Determine options for fair resolution of conflict 5. Use conflict resolution, communication, negotiation, information distribution, team building and problem solving skills 6. Review the competing interests against those listed above

23. 23 Promote interaction among Stakeholders 7.Look for options including: schedule compression, re-estimating, brainstorming and other project management and management-related techniques 8.Hold meetings, interviews and discussions to facilitate resolution of competing interests 9. Make decisions and changes that do not impact the reason the project was initiated, the project charter, project scope statement or the component of the “triple constraint” 10. Bring suggested changes of the project charter to the sponsor’s attention for approval 11. Escalate when a fair and equitable solution cannot be facilitated

24. 24 Promote interaction among Stakeholders  DEAL with Problems and Conflict as they Arise.  Interact with Team and Stakeholders in a Professional and Cooperative Manner -Respect the needs of resource managers -Realize that team members’ reputations can be negatively affected by the project -Identify and understand cultural differences -Uncover communication preferences when identifying stakeholders -Uncover and respect different work ethics and practices of team members

25. 25 IN SUMMARY  Do the right thing  Follow the right process  Act ethically, fairly and professionally toward team and resource owners  Watch for conflict of interest  Report violations  Deal with Problems  Put the project’s needs before your own  Share lessons learned  Enhance your competence

26. 26 CASES 1. Near the end of your last project, additional requirements were demanded by a group of stakeholders when they learned they would be affected by your project. This became a problem because you had not included the time or cost in the project management plan for these requirement. What is the BEST thing you can do to prevent such a problem on future project? A. Review the WBS dictionary more thouroughly, looking for incomplete descriptions. B. Review the Project Charter more thouroughly examining the business case for “holes”. C. Do a more thourough job of contract planning D. Pay more attention to stakeholder management

27. 27 CASES 2.The software development project is not going well. There are over 30 stakeholders, and no one can agree on the project objective. One stakeholder believes the project can achieve a 30% improvement while another believe a 50% improvement is possible. The project manager things a 10% improvement is more realist. What is the BEST course of action? A. Move forward with the project and look for more information later to settle the issue B. Average the numbers and use that as an objective. C. Perform a feasibility analysis. D. Asked the sponsor to make the final decision

28. 28 CASES 3. A project team has completed, and the customer has accepted, the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project? A. The project is incomplete because needs to be re-planned. B. The project is incomplete until all project and product deliverables are complete and accepted. C. The project is complete because the customer has accepted the deliverables D. The project is complete because the project has reached the due date.

29. 29 CASES 4. During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do would be to: A. Let the sponsor know of the stakeholder’s request B. Evaluate the impact of adding the scope. C. Tell the stakeholders the scope cannot be added. D. Add the work if there is time available in the project schedule

30. 30 CASES 5. All of the following are the responsibility of a project manager EXCEPT: A. Maintain the confidentiality of customer confidential information B. Determine the legality of company procedures C. Ensure that a conflict of interest does not compromise the legitimate interest of the customer D. Provide accurate and truthful representations in all cost estimates

31. 31 Enhance individual integrity  Cases 1. You are asked to copy a magazine article and include it in new software you are writing. You see that the article has a copyright notice. What is the best thing to do?

32. 32 Enhance individual integrity 2. Your company is in competition to win a project for the government of country X. You are told that you must make large payment to the foreign minister in order to be considered for the project. What is the best thing to do?

33. 33 Enhance individual integrity 3. You provide cost estimate for the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent of the project estimate. What should you do?

34. 34 ANSWERS  The answers depend on the exact wording of the choices, but generally: 1. Review the situation with the customer; review what is required in the contract 2. Ask the copyright owner for permission 3. Find out if there are any laws against such a payment 4. Look for the options such as schedule compression, re-estimate or changing scope