Moving through my first reading of the Project Management Body of Knowledge (PMBOK), Fifth Edition, in preparation for my upcoming PM class, the patterns of Inputs, Tools & Techniques, and Outputs are recognizable and apparent.
This consensus-driven system for managing projects has been eye opening. Of course it’s understood that not all areas of knowledge will be applied to each project, and that it’s up to the judgement of the project manager and their experience to make the appropriate application of the various elements described in the PMBOK. But built into Project Management has also been a clear recognition of people doing the work and people expecting results. There is an underlying and explicit call for honesty and trust that is demanded of and by all people in all communication. In an example from the PMBOK's Project Quality Management chapter there's a recognition that "Meeting the customer requirements by overworking the project team may result in decreased profits and increased project risks, employee attrition, errors, or rework." (p228)
Ok. Maybe I’m idealizing some of this. Certainly there will be tough bosses, difficult interpersonal situations, tight timelines, and demanding project sponsors. That’s the working world.
Still, I was heartened to see on the Project Management Institute’s website, a system for managing not just projects, but a process for managing any ethical decisions surrounding projects. The process is termed the Ethical Decision Making Framework (EDMF). It is built upon the Project Management Institute Code of Ethics & Professional Conduct.
While I’m again maybe being a bit idealistic the PMI states that “All PMI members, volunteers, certification holders and certification applicants must comply with the Code.” At the heart of the Code are “honesty, responsibility, respect and fairness (emphasis by the PMI).
Just like the defined processes in the PMBOK, the EDMF “offers a structured step-by-step process to guide the critical thinking associated with addressing an ethical dilemma.” Yes, I’m sure that built into other certifications are a form of the Hippocratic Oath, to “do no harm,” or similar means of dealing with people honestly and fairly. I’m buoyed by the fact that these systems to built trust and resolve problems are built right into the Project Management systems that I’ve been reinforcing now going through the PMBOK a second time. The PMBOK is a checklist for doing good work and working well with others.
“Politeness and discretion in all communication” was a phrase that I used to repeat to my staff. But I could see modifying that phrase (which was created when I accidentally sent an email meant for a coworker to an external customer). It might be revised to something like: “Build and maintain trust through honest and fair communication.” It’s more than being polite, but about reinforcing trust with every word and letter and gesture. And it’s more than just being discreet. If you’re always acting honestly and fairly there won’t be anything to hide. Still, it’s probably advisable to triple check double check email before pressing the send button.
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