道德和专业行为

ProjectManagementCodeofEthicsandProfessionalCHAPTER VISIONANDVisionandAspractitionersofprojectmanagement,wearecommittedtongwhatisrightandhonorable.Wesethighstandardsforourselvesandweaspiretomeetthesestandardsinallaspectsofourlives—atwork,athome,andinservicetoourprofession.ThisCodeofEthicsandProfessionalConductdescribestheexpectationsthatwehaveofourselvesandourfellowpractitionersintheglobalprojectmanagementcommunity.Itarticulatestheidealstowhichweaspireaswellasthebehaviorsthataremandatoryinourprofessionalandvolunteerroles.ThepurposeofthisCodeistoinstillconfidenceintheprojectmanagementprofessionandtohelpaneabetterpractitioner.Wedothisbyestablishingaprofession-wideunderstandingofappropriateWebelievethatthecredibilityandreputationoftheprojectmanagementprofessionisshapedbythecollectiveconductofindividualpractitioners.Webelievethatwecanadvanceourprofession,bothindividuallyandcollectively,byembracingthisCodeofEthicsandProfessionalConduct.WealsobelievethatthisCodewillassistusinmakingwisedecisions,particularlywhenfacedwithdifficultsituationswherewemaybeaskedtocompromiseourintegrityorourvalues.OurhopethatthisCodeofEthicsandProfessionalConductwillserveasacatalystforotherstostudy,deliberate,andwriteaboutethicsandvalues.Further,wehopethatthisCodewillultima ybeusedtobuilduponandevolveourprofession.stoWhomtheCodeTheCodeofEthicsandProfessionalConductappliesAllPMIIndividualswhoarenotmembersofPMIbutmeetoneormoreofthefollowingNon-memberswhoholdaPMINon-memberswhoapplytocommenceaPMIcertificationNon-memberswhoservePMIinavolunteerComment:ThoseholdingaProjectManagementInstitute(PMI®)credential(whethermembersornot)werepreviouslyheldaccountabletotheProjectManagementProfessional(PMP®)orCertifiedAssociateinProjectManagement(CAPM®)CodeofProfessionalConductandcontinuetobeheldaccountabletothePMICodeofEthicsandProfessionalConduct.Inthepast,PMIalsohadseparateethicsstandardsformembersandforcredentialedindividuals.StakeholderswhocontributedinputtodevelopthisCodeconcludedthathavingmultiplecodeswasundesirableandthateveryoneshouldbeheldtoonehighstandard.Therefore,thisCodeisapplicabletobothPMImembersandindividualswhohaveappliedfororreceivedacredentialfromPMI,regardlessoftheirmembershipinPMI.StructureoftheTheCodeofEthicsandProfessionalConductisdividedintosectionsthatcontainstandardsofconductwhicharealignedwiththefourvaluesthatwereidentifiedasmostimportanttotheprojectmanagementcommunity.SomesectionsofthisCodeincludecomments.CommentsarenotmandatorypartsoftheCode,butprovideexamplesandotherclarification.Finally,aglossarycanbefoundattheendofthestandard.TheglossarydefineswordsandphrasesusedintheCode.Forconvenience,thosetermsdefinedintheglossaryareunderlinedinthetextoftheCode.ValuesthatSupportthisPractitionersfromtheglobalprojectmanagementcommunitywereaskedtoidentifythevaluesthatformedthebasisoftheirdecisionmakingandguidedtheiractions.Thevaluesthattheglobalprojectmanagementcommunitydefinedasmostimportantwere:responsibility,respect,fairness,andhonesty.ThisCodeaffirmsthesefourvaluesasitsfoundation.EachsectionoftheCodeofEthicsandProfessionalConductincludesbothaspirationalstandardsandmandatorystandards.Theaspirationalstandardsdescribetheconductthatwestrivetoupholdaspractitioners.Althoughadherencetotheaspirationalstandardsisnoteasilymeasured,conductingourselvesinaccordancewiththeseisanexpectationthatwehaveofourselvesasprofessionals—itisnotoptional.Themandatorystandardsestablishfirmrequirements,andinsomecases,limitorprohibitpractitionerbehavior.PractitionerswhodonotconductthemselvesinaccordancewiththesestandardswillbesubjecttodisciplinaryproceduresbeforePMI’sEthicsReviewCommittee.Comment:Theconductcoveredundertheaspirationalstandardsandconductcoveredunderthemandatorystandardsarenotmutuallyexclusive;thatis,onespecificactoromissioncouldviolatebothaspirationalandmandatorystandards. Responsibilityisourdutytotakeownershipforthedecisionswemakeorfailtomake,theactionswetakeorfailtotake,andtheconsequencesthatresult.AspractitionersintheglobalprojectmanagementWemakedecisionsandtakeactionsbasedonthebestinterestsofsociety,publicsafety,andtheWeacceptonlythoseassignmentsthatareconsistentwithourbackground,experience,skills,andComment:Wheredevelopmentalorstretchassignmentsarebeingconsidered,weensurethatkeystakeholdersreceivetimelyandcompleteinformationregardingthegapsinourqualificationssothattheymaymakeinformeddecisionsregardingoursuitabilityforaparticularassignment.Inthecaseofacontractingarrangement,weonlybidonworkthatourorganizationisqualifiedtoperformandweassignonlyqualifiedindividualstoperformthework.Wefulfillthecommitmentsthatweundertake–wedowhatwesaywewillWhenwemakeerrorsoromissions,wetakeownershipandmakecorrectionspromptly.Whenwediscovererrorsoromissionscausedbyothers,wecommunicatethemtotheappropriatebodyassoontheyarediscovered.Weacceptaccountabilityforanyissuesresultingfromourerrorsoromissionsandanyresultingconsequences.Weprotectproprietary informationthathasbeenentrustedtoWeupholdthisCodeandholdeachotheraccountabletoAspractitionersintheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowRegulationsandLegalWeinformourselvesandupholdthepolicies,rules,regulationsandlawsthaternourwork,professional,andvolunteeractivities.Wereportunethicalorillegalconducttoappropriatemanagementand,ifnecessary,tothoseaffectedbytheconduct.Comment:Theseprovisionshaveseveralimplications.Specifically,wedonotengageinanyillegalbehavior,includingbutnotlimitedto:theft,fraud,corruption,embezzlement,orbribery.Further,wedonottakeorabusethepropertyofothers,includinginlectualproperty,nordoweengageinslanderorlibel.Infocusgroupsconductedwithpractitionersaroundtheglobe,thesetypesofillegalbehaviorswerementionedasbeingproblematic.Aspractitionersandrepresentativesofourprofession,wedonotcondoneorassistothersinengaginginillegalbehavior.Wereportanyillegalorunethicalconduct.Reportingisnoteasyandwerecognizethatitmayhavenegativeconsequences.Sincerecentcorporatescandals,manyorganizationshaveadoptedpoliciestoprotectemployeeswhorevealthetruthaboutillegalorunethicalactivities.Some ernmentshavealsoadoptedlegislationtoprotectemployeeswhocomeforwardwiththetruth.EthicsComWebringviolationsofthisCodetotheattentionoftheappropriatebodyforWeonlyfileethicscomintswhentheyaresubstantiatedbyComment:Theseprovisionshaveseveralimplications.WecooperatewithPMIconcerningethicsviolationsandthecollectionofrelatedinformationwhetherweareacominantorarespondent.Wealsoabstainfromaccusingothersofethicalmisconductwhenwedonothaveallthefacts.Further,wepursuedisciplinaryactionagainstindividualswhoknowinglymakefalseallegationsagainstothers.Wepursuedisciplinaryactionagainstanindividualwhoretaliatesagainstaraisingethics DescriptionofRespectisourdutytoshowahighregardforourselves,others,andtheresourcesentrustedtous.Resourcesentrustedtousmayincludepeople,money,reputation,thesafetyofothers,andnaturalorenvironmentalAnenvironmentofrespectengenderstrust,confidence,andperformanceexcellencebyfosteringmutualcooperation—anenvironmentwherediversesandviewsareencouragedandvalued.AspractitionersintheglobalprojectmanagementWeinformourselvesaboutthenormsandcustomsofothersandavoidengaginginbehaviorstheymightconsiderdisrespectful.Welistentoothers’pointsofview,seekingtounderstandWeapproachdirectly swithwhomwehave orWeconductourselvesinaprofessionalmanner,evenwhenitisnotComment:Animplicationoftheseprovisionsisthatweavoidengagingingossipandavoidmakingnegativeremarkstoundermineanother’sreputation.WealsohaveadutyunderthisCodetoconfrontotherswhoengageinthesetypesofbehaviors.Aspractitionersintheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowWenegotiateingoodWedonotexercisethepowerofourexpertiseorpositiontoinfluencethedecisionsoractionsofothersinordertobenefitallyattheirexpense.WedonotactinanabusivemannertowardWerespectthepropertyrightsof DescriptionofFairnessisourdutytomakedecisionsandactimpartiallyandobjectively.Ourconductmustbe competingselfinterest,prejudice,andfavoritism.AspractitionersintheglobalprojectmanagementWeconstantlyreexamineourimpartialityandobjectivity,takingcorrectiveactionasComment:Researchwithpractitionersindicatedthatthesubjectofsofinterestisoneofthemostchallengingfacedbyourprofession.Oneofthebiggestproblemspractitionersreportisnotrecognizingwhenwehaveedloyaltiesandrecognizingwhenweareinadvertently cingourselvesorothersina-of-interestsituation.Weaspractitionersmustproactivelysearchforpotential sandhelpeachotherbyhighlightingeachother’spotentialsofinterestandinsistingthattheybeWeprovideequalaccesstoinformationtothosewhoareauthorizedtohavethatComment:Animplicationoftheseprovisionsis,inthecaseofacontractingarrangement,weprovideequalaccesstoinformationduringthebiddingprocess.Fairness:MandatoryAspractitionersintheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowofInterestWeproactivelyandfullydiscloseanyrealorpotential sofinteresttotheappropriateWhenwerealizethatwehavearealorpotential ofinterest,werefrainfromengaginginthedecision-makingprocessorotherwiseattemptingtoinfluence es,unlessoruntil:wehavemadefulldisclosuretotheaffectedstakeholders;wehaveanapprovedmitigationn;andwehaveobtainedtheconsentofthestakeholderstoproceed.Comment:Aofinterestoccurswhenweareinapositiontoinfluencedecisionsorother esonbehalfofonepartywhensuchdecisionsor escouldaffectoneormoreotherpartieswithwhichwehavecompetingloyalties.Forexample,whenweareactingasanemployee,wehaveadutyofloyaltytoouremployer.WhenweareactingasaPMIvolunteer,wehaveadutyofloyaltytotheProjectManagementInstitute.Wemustrecognizethesedivergentinterestsandrefrainfrominfluencingdecisionswhenwehaveaofinterest.Further,evenifwebelievethatwecansetasideourdividedloyaltiesandmakedecisionsimpartially,wetreattheappearanceofaofinterestasaofinterestandfollowtheprovisionsdescribedintheCode.FavoritismandWedonothireorfire,rewardorpunish,orawardordenycontractsbasedon considerations,includingbutnotlimitedto,favoritism,nepotism,orbribery.Wedonotdiscriminateagainstothersbasedon,butnotlimitedto,gender,race,age,religion,disability,nationality,or ualorientation.Weapplytherulesoftheorganization(employer,ProjectManagementInstitute,orothergroup)withoutfavoritismorprejudice.CHAPTER DescriptionofHonestyisourdutytounderstandthetruthandactinatruthfulmannerbothinourcommunicationsandinourAspractitionersintheglobalprojectmanagementWeearnestlyseektounderstandtheWearetruthfulinourcommunicationsandinourWeprovideaccurateinformationinatimelyComment:Animplicationoftheseprovisionsisthatwetakeappropriatestepstoensurethattheinformationwearebasingourdecisionsuponorprovidingtoothersisaccurate,reliable,andtimely.Thisincludeshavingthecouragetosharebadnewsevenwhenitmaybepoorlyreceived.Also,when esarenegative,weavoidburyinginformationorshiftingblametoothers.When esarepositive,weavoidtakingcreditfortheachievementsofothers.Theseprovisionsreinourcommitmenttobebothhonestandresponsible.Wemakecommitmentsandpromises,impliedorexplicit,ingoodWestrivetocreateanenvironmentinwhichothersfeelsafetoltheHonesty:MandatoryAspractitionersintheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowWedonotengageinorcondonebehaviorthatisdesignedtodeceiveothers,includingbutnotlimitedto,makingmisleadingorfalsestatements,statinghalf-truths,providinginformationoutofcontextorwithholdinginformationthat,ifknown,wouldrenderourstatementsasmisleadingor Wedonotengageindishonestbehaviorwiththeintentionof algainorattheexpenseofComment:Theaspirationalstandardsexhortustobetruthful.Half-truthsandnon-disclosuresintendedtomisleadstakeholdersareasunprofessionalasaffirmativelymakingmisrepresentations.Wedevelopcredibilitybyprovidingcompleteandaccurateinformation.APPENDIXHistoryofthisPMI’svisionofprojectmanagementasanindependentprofessiondroveourearlyworkinethics.In1981,thePMIBoardofDirectorsformedanEthics,StandardsandAccreditationGroup.Onetaskrequiredthegrouptodeliberateontheneedforacodeofethicsfortheprofession.Theteam’sreportcontainedthefirst PMIdiscussionofethicsfortheprojectmanagementprofession.ThisreportwassubmittedtothePMIBoardofDirectorsinAugust1982andpublishedasasupplementtotheAugust1983ProjectManagementQuarterly.Inthelate1980’s,thisstandardevolvedto etheEthicsStandardfortheProjectManagementProfessional[PMP®].In1997,thePMIBoarddeterminedtheneedforamembercodeofethics.ThePMIBoardformedtheEthicsationCommitteetodraftandpublishanethicsstandardforPMI’smembership.TheBoardapprovedthenewMemberCodeofEthicsinOctober1998.ThiswasfollowedbyBoardapprovaloftheMemberCaseProceduresinJanuary1999,whichprovidedaprocessforthesubmissionofanethicscomintandadeterminationastowhetheraviolationhadoccurred.Sincethe1998Codewasadopted,manydramaticchangeshaveoccurredwithinPMIandthebusinessworld.PMImembershiphasgrownsignificantly.AgreatdealofgrowthhasalsooccurredinregionsoutsideNorthAmerica.Inthebusinessworld,ethicsscandalshavecausedthedownfallofglobalcorporationsandnon-profits,causingpublicoutrageandsparkingincreasedernmentregulations.Globalizationhasbroughteconomiesclosertogetherbuthascausedarealizationthatourpracticeofethicsmaydifferfromculturetoculture.Therapid,continuingpaceoftechnologicalchangehasprovidednewopportunities,buthasalsointroducednewchallenges,includingnewethicaldilemmas.Forthesereasons,in2003thePMIBoardofDirectorscalledforthereexaminationofourcodesofethics.In2004,thePMIBoardcommissionedtheEthicsStandardsReviewCommittee[ESRC]toreviewthecodesofethicsanddevelopaprocessforrevisingthecodes.TheESRCdevelopedprocessesthatwouldencourageactiveparticipationbytheglobalprojectmanagementcommunity.In2005,thePMIBoardapprovedtheprocessesforrevisingthecode,agreeingthatglobalparticipationbytheprojectmanagementcommunitywasparamount.In2005,theBoardalsocommissionedtheEthicsStandardsDevelopmentCommitteetocarryouttheBoard-approvedprocessanddelivertherevisedcodebytheendof2006.ThisCodeofEthicsandProfessionalDevelopmentwasapprovedbythePMIBoardofDirectorsinOctober2006.ProcessUsedtoCreateThisThefirststepbytheEthicsStandardsDevelopmentCommittee[ESDC]inthedevelopmentofthisCodewastounderstandtheethicalissuesfacingtheprojectmanagementcommunityandtounderstandthevaluesandviewpointsofpractitionersfromallregionsoftheglobe.Thiswas plishedbyavarietyofmechanismsincludingfocusgroupdiscussionsandtwointernetsurveysinvolvingpractitioners,members,volunteers,andpeopleholdingaPMIcertification.Additionally,theteam yzedtheethicscodesof24non-profitassociationsfromvariousregionsoftheworld,researchedbestpracticesinthedevelopmentofethicsstandards,andexploredtheethics-relatedtenetsofPMI’sstrategicn.ThisextensiveresearchconductedbytheESDCprovidedthebackdropfordevelotheexposuredraftofthePMICodeofEthicsandProfessionalConduct.Theexposuredraftwascirculatedtotheglobalprojectmanagementcommunityforcomment.Therigorous,standardsdevelopmentprocessesestablishedbytheAmericanNationalStandardsInstitutewerefollowedduringthedevelopmentoftheCodebecausetheseprocesseswereusedforPMItechnicalstandarddevelopmentprojectsandweredeemedtorepresentthebestpracticesforobtainingandadjudicatingstakeholderfeedbacktotheexposuredraft.TheresultofthiseffortisaCodeofEthicsandProfessionalConductthatnotonlydescribestheethicalvaluestowhichtheglobalprojectmanagementcommunityaspires,butalsoaddressesthespecificconductthatismandatoryforeveryindividualboundbythisCode.ViolationsofthePMICodeofEthicsandProfessionalConductmayresultinsanctionsbyPMIundertheethicsCaseProcedures.TheESDClearnedthataspractitionersofprojectmanagement,ourcommunitytakesitscommitmenttoethicsveryseriouslyandweholdourselvesandourpeersintheglobalprojectmanagementcommunityaccountabletoconductourselvesinaccordancewiththeprovisionsofthisCode.APPENDIXAbusiveManner.Conductthatresultsinphysicalharmorcreatesintensefeelingsoffear,humiliation,manipulation,orexploitationinanother.ofInterest.Asituationthatariseswhenapractitionerofprojectmanagementisfacedwithmakingadecisionor ngsomeactthatwillbenefitthepractitioneroranother ororganizationtowhichthepractitionerowesadutyofloyaltyandatthesametimewillharmanother ororganizationtowhichthepractitionerowesasimilardutyofloyalty.Theonl