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Two: Responsibility as a Program Manager
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The second chapter of the PMI Code of Ethics and Professional Conduct focuses on responsibility As a program manager, you already have a level of responsibility in terms of the organizational structure you operate in (from functional to projectized) You also have responsibility for the project managers within your program and to the stakeholders the program represents
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What Is Responsibility
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According to the Code of Ethics and Professional Conduct, responsibility is our duty to take ownership for the decisions we make or fail to make It s also our duty to take ownership of our actions or lack of actions And finally, it s our duty to take ownership of the results of those decision and actions NOTE That s my favorite section of the entire Code of Ethics and Professional Conduct I may be on my soapbox here, but I tire of project and program managers that won t own their decisions or failures
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Program managers need to aspire to responsibility Here are the details of the responsibility aspirations for this section of the Code of Ethics and Professional Conduct: Make good decisions that are in the best interests of society, public safety, and the environment Accept only assignments that mesh with our background, experience, skills, and qualifications Deliver on promises Take ownership of errors and omissions and be accountable for them, and make quick and accurate corrections Should a program manager discover errors and omissions caused by others, she must communicate with the appropriate people as soon as she discovers the errors Protect proprietary and confidential information Privacy is paramount Uphold the Code of Ethics and Professional Conduct and hold others accountable to it as well Remember, these are aspirations of the responsibility portion of the Code of Ethics and Professional Conduct There are going to be tough instances, ethical dilemmas, and scenarios that will call these aspirations into question
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There are regulations, laws, contracts, and other mandatory requirements that project and program managers have to abide by in projects and programs This section acknowledges those requirements The Code of Ethics and Professional Conduct makes these points: Project and program managers have a mandatory responsibility to adhere to regulatory requirements and laws Project and program managers adhering to this code have a mandatory responsibility to report unethical or illegal conduct to management and those affected by the conduct Project and program managers are required to bring valid, fact-driven violations of the Code of Ethics and Professional Conduct to PMI for resolution Disciplinary action should commence for project and program managers that seek to retaliate against a person raising ethics violations concerns Project and program managers must adhere to these points and agree to participate in them in their roles in the program and project management communities
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Appendix A: Understanding the Code of Ethics and Professional Conduct
Three: Adhering to the Respect Value
Respect in the PMI Code of Ethics and Professional Conduct centers not only on the respect we may deserve as managers, but the respect that others are due through their work and contributions to our projects and programs Respect in project and program management also includes our respect for the environment we operate within According to PMI, respect among individuals and toward the environment promotes trust and confidence
Aspiring to Respect
There are four aspiration standards for respect: Learn about the norms and customs of others and avoid behavior that others may find disrespectful Listen to others and seek to understand their points of view and opinions Don t avoid people that you have conflicts or disagreement with; you should approach them in an attempt to resolve differences PART IV Always conduct yourself professionally even when those you deal with do not According to PMI, respect among individuals and toward the environment promotes trust and confidence It s admirable
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