Ethical Issues in Project Management Sample Clauses

Ethical Issues in Project Management. Is ethical conduct especially important in the management of projects? Reference [3] has emphasized that ethics in project management is very important for several reasons. First, projects are often high risk, high reward, high visibility ventures; when the stakes are high, the pressure to cheat - or at the very least, to cut corners - is high as well. Second, the long project lifecycle in many industries means that the consequences of a particular action - like leaving the reinforcement out of the concrete won't be discovered for years, or even decades, or may be even never. A survey of project managers in New Zealand revealed that a signifi- cant number of project managers face ethical challenges with varying degrees of frequency [10]. In an informal survey of PMI members, it was reported that 80% of the respondents encountered ethical dilemmas in the practice of their job [4]. These dilemmas range from being pres- sured to alter status reports, backdate signatures, or shade documentation to masks the reality of project progress, and approving shoddy work. Some project managers even lack consciousness about what constitutes an ethical problem. In the same survey, about 19% failed to recognize that ethical dilemmas occur in their world. Yet for those, conscious of the ethical dimensions of their behavior, every day is chock-full of ethical issues. For example, paddling of time and cost estimations, exaggerating pay-offs of project proposals, and so forth. Ethical dilemmas involve situations where it is difficult to determine whether conduct is right or wrong. Is it acceptable to falsely assure cus- tomers that every thing is on track when, in reality, you are only doing so to prevent them from panicking and making matter worse? [6]. Some common ethical missteps identified in businesses that are equally true in case of projects [7] are: • “Wired” bids and contracts (the winner has been pre-determined), • “Buy-in” (bidding low with intent of cutting corners or forcing sub- sequent contract changes), • Kickbacks,
Sample 1
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Related to Ethical Issues in Project Management

  • PROFESSIONAL DEVELOPMENT AND EDUCATIONAL IMPROVEMENT A. The Board agrees to implement the following:

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

  • Classroom Management The certificated classroom teacher demonstrates in his/her performance a competent level of knowledge and skill in organizing the physical and human elements in the educational setting.

  • Classroom Teachers b. School counselors

  • Project Management Plan 1 3.4.1 Developer is responsible for all quality assurance and quality control 2 activities necessary to manage the Work, including the Utility Adjustment Work.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

  • Staff Development Leave (a) An employee shall be granted leave without loss of pay, at her basic rate of pay, to take courses (including related examinations), conferences, conventions, seminars, workshops, symposiums or similar out-of-service programs, at the request of the Employer. The amount of pay received by an employee shall not exceed the full-time daily hours of work as outlined in Article 14.2. When such leave is granted, the Employer shall bear the full cost, including tuition fees, entrance or registration fees, laboratory fees, and course-related books. The Employer shall also reimburse the employee for approved travelling, subsistence, and other legitimate, applicable expenses.

  • Traffic Management The Customer will not utilize the Services in a manner which, in the view of the Centre Operator, significantly distorts traffic balance on the Centre Operator’s circuits which are shared with other users. If, in the reasonable view of the Centre Operator, the Customer’s traffic patterns cause or may cause such distortion, the Customer should have a dedicated circuit capability. If the Customer declines to do so then the Centre Operator may suspend the Services while the matter is being resolved. If there is no resolution within 5 business days then either party may terminate the Agreement.

  • Professional Development Leave A. Policy. Professional development leave shall be made available to employees who meet the requirements set forth below. Such leaves are granted to increase an employee's value to the University through enhanced opportunities for professional renewal, educational travel, study, formal education, research, writing, or other experience of professional value, not as a reward for service.

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