Join Bob McGannon for an in-depth discussion in this video Question 6, part of Project Management Foundations: Ethics (2016).
- It's not uncommon that you're asked…to run a project without a business case,…so let me just say this straight up.…Yes, it is ethical to do so.…It is not ethical, however,…if you're asked to make stuff up…and put in some sort of a fictional business case.…Your manager, your project sponsor,…has the ability to take a risk…and risk some finances and time of the business.…That is their prerogative to do so…and we, ethically, should not take that away from them.…
However, as a project manager, if I believe some manager…or the business as a whole, is taking a risk,…my job is to remind them that they're doing so…and if I have any sort of structure…around categorizing or quantifying the nature of that risk,…I expect that I need to do that as well.…Now, in some organizations,…producing a project without a business case…is almost a day-to-day activity.…People do that all the time.…
In other organizations,…if you're expected to produce a business case…and you're going to be chastised later if you don't,…that's an uncomfortable situation…
BONUS: In the bonus chapter, Bob answers seven questions about specific ethical dilemmas: sharing information, resolving conflicts over standards, communicating with stakeholders, reporting project status honestly, and more.
- Describe three ethical values used in project management.
- Identify three strategies for showing regard for time and brainpower when communicating.
- Explain the consequences of violating a mandatory ethical standard put forth by PMI.
- Summarize the characteristics of PMI’s aspirational standards.
- Determine whether a situation provides evidence for an aspirational standard.
- Recognize three common challenges present during projection initiation and planning.