Ethics for the project manager

Secret Ingredients for Blending American and Japanese Management Technology

by

Lewis R. Ireland Walter J. Pike Joann L. Schrock
SWL, Inc. NUS Corporation Ethikos Research, Inc.
McLean, VA Gaithersburg, MD Takoma Park, MD

 

Introduction

To be recognized as a professional by the public, the project manager must subscribe and adhere to a code of ethics. This code of ethics serves as the guide for the project manager's conduct on moral issues and judgments as they relate to the profession.

This paper summarizes the results of a study that investigated the field of ethics, as it applies to the project management profession. The study entailed collecting relevant ethics information from libraries, professional societies and industrial firms. In addition, the task requirement included developing a proposed code of ethics for the project manager.

 

Background

The ethics study is a direct result of the Project Management Institute's Project 31, PMI-ESA (Ethics, Standards, and Accreditation). During the PMI Seminar/Symposium of October 1981, Mr. Matthew H. Parry, PMI-ESA Project Manager, briefed the PMI Board of Directors and the attending Chapter Presidents on the status of Project 31. Furthermore, Mr. Parry proposed that several chapters participate in the Project by conducting segments of the work.

The PMI Board of Directors concurred with Mr. Parry's proposal and Mr. David H. Morton, PMI President, clarified the goal of Project 31 as “To define and develop the project management profession.” The ethics research of the PMI Washington, DC Chapter, reported by this paper, supports this goal.

The authors are responsible for the contents of this report, and the proposals expressed herein have not yet been accepted by the PMI Board of Directors.

Understanding Ethics

Webster defines ethics as: (1) the study of standards of conduct and moral judgment; moral philosophy, (2) a treatise on this study, and (3) the system or code of morals of a particular person, religion, group or profession, etc.1

Activity in the ethics area by professional organizations has increased during recent years for a number of reasons2 For example, Watergate, corporate kickbacks and payoffs, and numerous examples of illegal as well as unethical activities by professionals have received extensive coverage in the news media. The resulting public interest and concern over such conduct has caused professional organizations to review current or to establish new codes of ethics.

Codes of ethics for professional organizations are viewed as a means of accomplishing several objectives. These objectives include:

• Providing guidelines for members in gray areas of professional conduct,

• Reminding members of their moral and legal requirements,

• Advertising the organization's standards of conduct,

• Advertising standards of conduct that the organization's membership is expected to meet,

• Promoting public confidence in the profession, and

• Promoting self-regulation with the goal of reducing or heading off governmental regulation.

The selection of some or all of these objectives depends on the particular organization and the needs of the profession represented.

 

Ethics Activities of Other Professional Organizations

The American Association for the Advancement of Science has recently conducted an extensive survey and study on professional ethics activities in scientific and engineering societies.3 Of the 146 societies responding to the survey,

• 46 (31.5 percent) had adopted ethical rules,

• 16 (11.6 percent) indicated that they subscribed to rules of another society,

• 19 (13 percent) subscribe to rules of their primary profession, and

• 68 (46.6 percent) responded that they had no ethical rules but 12* (8.2 percent) of these societies have studies underway regarding the possible adoption of rules.

Some professional organizations view a code of ethics as necessary for professional status and as one of the differences between a trade organization and a professional organization.4 Enforcement of an established code of ethics also varies among societies. Some professional groups have no enforcement, while some have a board that reviews complaints against members and applies sanctions (which can even include expulsion from the organization). The extent of an organization's code of ethics and enforcement depends on the collective view by the members of their professional obligations.

Codes of ethics vary greatly in terms of the types of the activities and actions they cover and the degree of enforcement. There are some organizations, such as the American Medical Association and the American Bar Association, that exercise strong control over all aspects of a particular profession, and there are others, such as scholarly organizations, that facilitate information exchange and the development of knowledge, that have weak to no control over the activities of professionals.

A Code Of Ethics For Project Managers

Project managers in the pursuit of their profession affect the quality of life for all people in our society. Therefore, it is vital that project managers conduct their work in an ethical manner and earn the confidence of project team members, colleagues, employers, clients and the public. The code of ethics presented in this paper represents an effort to develop a code of professional conduct for project managers that will guide them in the discharge of their responsibilities to employers, clients, project team members and the general public.

 

Development Of The Code

 

The code was developed by reviewing ethics codes and related materials gathered from professional societies. (See Appendix A, page 49, for a listing of ethical statements.) Key ethical obligations of project managers were developed that matched the obligations with parties to whom they are owed. Figure 1, Ethics Obligation Matrix, is the result of this combination.

The matrix was used to identify principal areas of ethical obligation for the code itself and specific ethical standards applicable to each of these areas. After reviewing several codes of ethics, the Institute of Electrical and Electronic Engineers (IEEE) code of ethics was used as a model for format, style, and tone. The Code of Ethics for project managers, in Figure 2, was developed.

A code of ethics requires enforcement to be a viable element for project managers. Thus, a flow diagram was developed that outlines procedures for receiving, investigating, hearing, and disposing of complaints against project managers. This Code Enforcement Procedure, Figures 3a, 3b, and 3c is the framework for an unbiased, uniform processing of complaints, to include protecting the rights of the project manager who allegedly violated the code.

Conclusion

The authors conclude that the Code of Ethics (Figure 2) and the Code Enforcement Procedure (Figures 3a, 3b, and 3c) are the basis for establishing and enforcing the ethical obligations of project managers. The adoption and use of the code will enhance the project management profession and elevate the stature of PMI to that of older and larger professional societies. Moreover, the adoption of this code provides for self-regulation rather than having government agencies establish and enforce regulatory-type controls.

Reference List

1. Webster's New World Dictionary of The American Language, David B. Guralnik, Editor in Chief, The World Publishing Company, New York and Cleveland, 1968.

2. Supplement to Data Management, May 1981, pp. 26A-26D, DPMA Code of Ethics and Standards of Conduct for Information Processing Professionals, Viewing the Need, Development.

3. AAAS Professional Ethics Project, Professional Ethics Activities in the Scientific and Engineering Societies, December 1980, American Association for the Advancement of Science.

4. “Project Management: A Marketable Profession or a Technical Trade?” Presentation to Project Management Institute, Washington, DC Chapter, May 18, 1982, Robert P. Campbell, CDSP, Advanced Information Management, Inc.

 

 

 

Figure 1
Ethics Obligation Matrix

Ethics Obligation Matrix

 

Editor's Note

The ESA proposed Code of Ethics was published in the December issue of the Project Management Quarterly, and PMI members were asked to respond with suggestions, comments and recommendations. The following material constitutes a summary of the responses that were received and the actions taken with regard to those comments. The Code of Ethics published on page 45, as well as the proposed procedures for Hearing, Appeal, and Preliminary Inquiry on pages 46-48, reflect the changes made as a result of these responses.

Mr. Matthew H. Parry

Chairman

Ethics, Standards, Accreditation Project

Dear Matt:

 

This letter addresses all comments received regarding the proposed Code of Ethics for Project Managers. The accomplishment of this task completes the charge of the Select Committee on Ethical Matters. For purposes of your efforts, please consider this Committee inactive, although I will remain the focal point pending acceptance by the PMI Board.

Four individuals provided the following comments. The individual's comment is followed by the Select Committee's comment/recommendation.

  A. Mr. Allan J. Smith, Jr., Atlanta, Georgia

1. What qualifies a PMI member to sit on the CRC Board?

SC Response: The CRC is an arm of the PMI Board and appointed by same to conduct initial investigations of complaints. The qualifications for appointment are left to the PMI Board. No change is recommended.

2. Who appoints them and for what duration?

SC Response: CRC should be a standing group of not less than three individuals. Appointment should be made by the PMI Board. No change recommended.

3. Should the dismissed complaint be published only in PMQ? How about the complainant's company paper or other trade journals?

SC Response: Dismissed complaints should be published in the PMQ only for information; e.g., an individual was accused of violating the Code of Ethics, Article I b. on (date), without merit. No change is recommended.

4. Relative to the HB, questions 1 and 2 above. Can the charged member select one or more of the HB members?

SC Response: The HB (Hearing Board) is the independent arm of the PMI Board which would be appointed by the PMI Board to terms of two years. The HB would be comprised from PMI members. No change is recommended.

5. What rules or procedures are followed during the HB hearing?

SC Response: Administrative rules and procedures would be followed during HB hearings; this is not a legal proceeding. No change is recommended.

6. Just as there is an activity “Recommendation of CRC to PMI Board,” why isn't there a similar recommendation by the HB to the Board so that the Board can officially implement the HB determination on sanctions?

SC Response: The CRC investigates and makes recommendations to the PMI Board regarding complaints. The HB must have this authority to impose sanctions without the PMI Board involvement. This reserves the PMI Board freedom of action on appeals. No change is recommended.

7. I strongly suggest that the Hearing “Publication of Outcome” be delayed until (1) time to file an appeal has passed without such appeal being filed by the charged member or (2) the appeal process has been completed. Premature publication can taint a reputation very easily.

SC Response: Publication of complaints, outcomes, etc. should be made without the listing of names. The publication process is used to advertise the fact that PMI has standards and enforces those standards, not to hold anyone up for public ridicule. No change is recommended.

8. There should be a time limit associated with the filing of an appeal by the charged member.

SC Response: An appeal should be filed within 60 days, or an extension requested for a period not to exceed one year. No change is recommended.

9. The appeal process, from receipt by PMI Board to decision by PMI Board, must be expedited, even if a special Board meeting is required. The appeal process must be swift in order to be fair to the member.

SC Response: Concur with the need for expeditious processing of all appeals. No change is recommended.

 

  B. Mr. Richard Balfour of Calgary, Alberta
             (summarized)

1. Article I b. Recognize the differences in project managers capabilities, e.g., a PM for commercial building is not a PM in petro chemicals. This statement is not specific to this point.

SC Response: Concur with comments, but Article I b is considered sufficient. No change is recommended.

2. Article I g. Not only the laws of the country, but recognize the social principles of the people of the host country.

SC Response: Do not concur. Social practices of a country vary and there is no moral obligation to follow all social practices. Also, this change would be difficult to enforce. No change is recommended.

3. Article II a. Perhaps this is redundant: “promote max productivity” vs. “striving to minimize costs.” Leadership is required not only in productivity/efficiency but for the whole realm of project activities.

SC Response: Concur with the comments, but the thrust is to conserve resources—especially those in short supply. Article II a. places that obligation on the project manager. No change is recommended.

4. Article II a. Leadership has to do with human behavioral understanding and techniques. This II a. could state—familiarize and educate in these skills and support their application to the work of the project. (This perhaps has to do with II c. - the how to do II c.)

SC Response: This comment is not understood sufficiently to evaluate its merit. Therefore, no change is recommended.

5. Article II b. “State of the art” etc. to ensure quality, cost and time objectives as agreed and set forth in the project plan are met. (Note: Should reverse this statement – project planning initially then control (i.e., ensure QCT are met).)

SC Response: Concur. See revised COE for recommended changes.

6. Article III a. This probably is of second importance to I a: “employees or clients” - which should read “and/or.” (I think this is the most difficult ethic to perform. The three-sided parameter: welfare of the project itself vs. the client vs. the employer/contractor. The master/servant relationship (client to project manager) is paramount but the project needs are overwhelming. The project manager has an ethical obligation to inform, even solicit, the client about the effects to the results of the project of the client's discussions.)

SC Response: Partially concur; See revised COE for recommended changes. Do not concur with the rationale for the triad and ranking of importance of project needs.

7. Article III e. “Cost, schedule and performance” should read “quality (of performance), cost and schedule (time).” ( Q C and T, I think, belong in this sequence. Although these three basic parameters of project work require balance, practice in the total life cycle of most projects finds that Q is most important, cost second, and T third in most cases.

SC Response: Although a COE would not necessarily rank items by their importance, there is no objection to rearranging the order of items for a more acceptable sequence. See revised COE for recommended change.

8. Omission #1. The foregoing III e. discussion leads to my view that the most important duty of the project manager has to do with Quality in Article II. It should be the leading ethic. “That the (degree of) quality standard shall be maintained to meet the agreed needs or purposes of the project.” There are many ways to express this – That the project itself upon completion shall perform to meet the stated product output or function, etc., etc.

SC Response: Do not concur that quality should be specifically addressed in the COE. The comments are pertinent, however, to the overall efforts of PMI in its total certification program. No change is recommended.

9. Omission #2. We refer to “state of the art.” The project manager's ethics should state, “he endeavours to improve, as a user, the existing state of the art.” This is a continuation, sort of, R&D activity. Without such an “ethic” we would not be where we are today in our methodologies and understandings.

SC Response: Do not concur. There are no means to promote “pushing state of the art” through a moral obligation in the COE. No changes are recommended.

 

  C. Mr. J. Mark Patrick, Raleigh, NC

1. I suggest that a step be added at the notification of Receipt of Complaint and of subsequent procedures. At this step, I suggest that instead of going directly to a Preliminary Inquiry of Complaint, that the Charged Member be given an opportunity to nullify the complaint by contacting the Complaining Party and work toward resolution outside of formal procedures. In order to properly document such resolution, a statement of resolution technique from the Charged Member would be required, and an acceptance statement from the Complaining Party would be required. By providing this mechanism for resolution outside of formal procedure, perhaps we could avoid formalizing particular problems between Complainant and Project Manager. Instead of a formal recommendation of CRC to PMI Board, a report only would be necessary after resolution between the Charged Member and the Complaining Party.

SC Response: Do not concur. If this procedure was instituted, the accused member would be obligated to the complainant. This could be used for leverage and, possibly, promote more complaints. The accused is responsible for his actions only to the PMI authority—no one else. Although this suggestion appears to have merit, it has the potential to create numerous problems. No change is recommended.

2. I hereby suggest in the Hearing Procedure, the Charged Member at the Hearing by HB step, be given an opportunity to concede. This would serve the purpose by further streamlining the process.

SC Response: Partially concur. The accused should be provided the opportunity to explain the complaint and, if appropriate, acknowledge the validity of same. The acknowledgement of a violation of a complaint, and correction to the extent possible, should be considered during determination of appropriate level of sanctions to be imposed. No change is recommended for the COE; however, the Hearing Board procedures should include the above provisions.

3. I suggest that any changes (sic) determined by the Hearing Board be approved by the PMI Board prior to notification of outcome.

SC Response: Do not concur. The Hearing Board has to be the final authority for imposition of sanctions. The PMI Board must be reserved for the appeal process. If the PMI Board is involved with the sanctions, it cannot render an impartial ruling on appeals. No change is recommended in the COE.

 

  D. Mr. Akhtas A. Alvi, location unknown

1. Add in the last line of the preamble “employers” following employees.

SC Response: Concur. See revised COE.

Some of the comments are valid inputs to the total process, but outside the charter of the Select Committee. Therefore, in some cases no changes are recommended. Subsequent work in the establishing of the Conduct Review Committee, the Hearing Board, and the procedures for both should consider these comments.

Respectfully submitted,

Ethics Obligation Matrix

Lewis R. Ireland

Chairman

Select Committe on Ethical Matters

Ethics Obligation Matrix

Figure 2
Code of Ethics for Project Managers

 

Ethics Obligation Matrix

Figure 3a
Code Enforcement Procedure, Preliminary Inquiry

Code Enforcement Procedure, Hearing

Figure 3b
Code Enforcement Procedure, Hearing

Code Enforcement Procedure, Appeal

Figure 3c
Code Enforcement Procedure, Appeal

Appendix A

The attached list of ethical statements is an edited version of a list appearing in the AAAS Professional Ethics Project.* The editing was accomplished to delete statements that do not apply to the project management profession. This appendix is provided to show the range of possible ethical considerations for a code of ethics. A review of these ethical statements will provide a basis from which to evaluate the proposed code of ethics for project managers as well as broadening one's understanding of ethics in general.

List of Ethical Statements

 

I.     Member Directed

A. The members’ conduct and comportment as professionals.

B. The rights and privileges of members.

 

II.     Profession Directed

A. Members’ responsibility to colleagues.

B. Members’ responsibility to the profession.

 

III.     Employer/Sponsor Directed

A. Members’ responsibility to employers.

B. Members’ responsibility to sponsors, i.e., those who finance their research/services through contracts, grants, or consulting agreements.

IV.     Client Directed

Members’ responsibility to clients, employees, or students.

V.     Society Directed

Members’ responsibility to the community in which they live and work or to society in general.

VI.    Other Directed

The responsibility of others affected by, affecting, or concerned with the professional activities of members.

VII.   General

Statements that are either so broad as to resist classification into a single category or substantively different from those classified into the other categories

I.       Member Directed

A. The members’ conduct and comportment as professionals.

1. Members shall avoid and/or discourage sensational, exaggerated, false, and unwarranted statements.

2. Members shall not give a professional opinion, make a report, or give legal testimony without being as thoroughly informed as possible.

3. Members shall not advertise their work or accomplishments in a self-laudatory, misleading, or unduly conspicuous manner.

4. Members shall not grant use of their name for advertisement or promotion for the sale of a product that is dangerous, incompatible with professional standards, or not of demonstrated usefulness or value.

5. Members shall strive to maintain an appropriate level of professional competence.

6. Members shall not engage in fee splitting and/or rebating in the provision of professional services.

7. Members shall not undertake any assignment unless competent to do so.

8. Members shall present their credentials in an honest and open fashion.

9. The conduct of members in a second profession or business arrangment shall not place them in a position where they violate professional ethics standards.

10. A member's professional responsibility shall take precedence over personal interests.

11. Members shall not involve themselves in or permit use of their work for any unsound or illegitimate activity.

12. Members must not use their professional role as a cover to obtain information for other than professional purposes.

13. Members should recognize that each individual is different from all other individuals and should be tolerant of and responsive to those differences.

14. Members should make available to colleagues, to other qualified professional persons, and to students, the benefits of their professional attainments.

15. Members shall not use any unfair, improper, or questionable methods of securing professional work or advancement.

16. The professional should only sign or seal plans or specifications prepared by himself or others under his supervision, or those that he has reviewed and checked personally.

17. Members shall avoid professional contact with a member known to engage in unethical practice.

18. Members shall expose to authorities other members who engage in unethical, illegal, or unfair practice.

19. Members shall not delegate to less qualified person any service which requires professional skill, knowledge, and judgment.

20. Members should not solicit or accept a contract from a government body on which an employee of their organization serves as a member.

21. Members should actively participate in performance reviews.

22. Members should strive to foster a stimulating and productive work atmosphere.

23. When in public service as advisors or employees, members should not participate in consideration or actions with respect to services provided by them or their organization in private practice.

24. Honesty, integrity, loyalty, fairness, impartiality, candor, fidelity to trust, and inviolability of confidence are incumbent upon every member.

25. Members shall not falsely imply sponsorship or certification of products, services, or publications.

26. Members should neither give nor accept payment or services of more than nominal value to or from those having business relations with their employers.

27. Members shall establish fees for services rendered.

28. Each member shall be guided by the highest standards of business ethics, personal honor, and professional conduct.

B. The Rights and Privileges of Members

1. The consent of authors should be obtained before publishing previously copyrighted work and the author is entitled to an appropriate fee.

2. Members should have freedom to participate in political affairs.

3. An engineer is entitled to make engineering comparisons of his product with products by other suppliers.

4. A member is entitled to review and evaluate the work of other members when so required by his/her employment duties.

5. Members are entitled to have their scientific performance judged by a scientific peer.

6. All work and results accomplished by the scientist outside of the field for which he was employed or retained are the property of the scientist.

7. If a scientist uses his own knowledge or information which is considered public property, then the results in the form of designs, plans, inventions, processes, etc., remain the property of the scientist.

8. Members are entitled to fair compensation for work performed.

9. When disclosure of confidences is required by law, members have a right to raise the question of adequate need for disclosure.

10. The professional is the sole arbiter as to ways in which he/she may earn or dispose of his/her income, without duress, consistent with the law and professional ethics.

11. The principles of academic freedom must be safeguarded and are not negotiable.

12. Professionals are entitled to be informed of their working conditions and employment practices at the time an employment offer is made.

13. Members are entitled to equitable compensation if an employer is unable to honor a job offer.

14. As a member of the community, the professional has the rights and obligations of any citizen.

15. Members are entitled to a safe and efficient work environment.

16. Members are entitled to reasonably compensated leaves of absence for professional study.

17. Members should be given the opportunity to publish work in scientific journals and to present findings at scientific meetings.

18. Professionals should be free to participate in professional scientific society affairs.

19. No member should be terminated from employment for inadequate performance without documented evidence and review.

20. Members may enter into agreements with organizations to provide services.

21. A member may provide expert testimony when it is essential to a just and fair hearing.

22. Members are entitled to know if letters of recommendation written by them will be held confidential. The member has the option of refusing to write a letter.

II.       Profession Directed

 

A. Members’ Responsibility to Colleagues

1. Members shall not falsely or maliciously attempt to injure the reputation or business of another and shall not compete unfairly with fellow professionals.

2. Members shall give proper credit to the work of others.

3. Members shall cooperate with and have respect for other members and shall assist with their professional development.

4. Members shall not discriminate against other professionals on grounds unrelated to professional competence.

5. Members shall refrain from or exercise due care in criticizing another professional's work in public, recognizing that the Association provides a proper forum for technical discussion and criticism.

6. Members shall uphold professional standards of ethics and counsel other members to do so.

7. Members shall disseminate knowledge and share experience with other colleagues and be honest, realistic, and clear in presenting findings.

B. Members’ Responsibility to the Profession

1. Members shall disseminate information about the profession and its work.

2. Members shall advance the dignity and prestige of the profession and participate in the society's activities.

3. Members shall accept responsibility for working toward creation and maintenance of a favorable climate for professional activity consistent with the ethics of the profession.

4. Members shall uphold fair and adequate compensation and standards of employment for professional work.

 

III.     Employer/Sponsor Directed

A. Members’ Responsibility to Employers

1. Members shall perform services with unqualified loyalty to the employer.

2. Members shall protect the interests of their employers. Conflicts between obligations to employers and professional ethics should be resolved.

3. Members should disclose to employers/contractors the existence of any interests they have which may bear on their employment.

4. Employer's confidential information should not be used to the detriment of the employer.

5. Members should not divulge information given to them in confidence without the employer's consent.

6. Members should not accept employment by or compensation from another party if in conflict with the interests of the member's current employer.

7. Members should not seek to profit from information or materials gained during employment unless consented to by the employer.

8. Members should advise employers to engage other experts whenever in the employer's best interests.

9. Members in competition (including bidding)for providing services will encourage prospective employers to base their selection on a comparison of qualifications and negotiation of fee or salary.

10. Members should advise employers of possible consequences of the work in which they are involved.

11. Members should make a full disclosure of their qualifications to employers before undertaking specific work.

12. Members should report to their employers any matter which they believe represents a contravention of public law, regulations, health or safety, or professional ethics.

13. Members shall not participate in strikes, picket lines, or other collective coercive action.

B. Members’ Responsibility to Sponsors

1. Members shall properly acknowledge the contribution of sponsoring agencies to research/service performed.

2. Members should clarify in advance with employers or sponsors expectations for sharing and utilizing data and/or the ownership of materials or patents.

IV.     Client Directed

A. Clients (general)

1. Members should explain the nature and purpose of their serivces without misleading clients.

2. Members should terminate a relationship when it is reasonably clear that the consumer is not benefiting.

3. Members should refer consumers to alternative sources of help when it is in their (consumers) best interests.

4. Confidences should not be revealed unless there is a clear and imminent danger to an individual or society.

5. In providing services, members shall avoid action that will injure or violate the rights of clients.

6. Members should not discriminate against clients on the basis of race, color, religion, age, sex, or national ancestry.

7. Members should maximize benefits for their clients.

8. Members should avoid conflicts of interest in treating/serving clients.

9. Members are responsible for assisting clients in finding needed services when payment of standard fee would be a hardship.

10. Products dispensed to clients must be evaluated to determine effectiveness.

11. Members should assist clients in protecting their property from damage.

12. Members shall protect clients from the misuse of information collected about them.

13. Members shall respect the privacy of their clients.

14. Members shall provide appropriate access to records of persons served professionally.

15. As an employee of an organization providing services or as a provider of services in an organization, a member should seek to effect change within the organization if existing programs are not in their client's best interest.

 

B. Employees

1. Members should protect subordinates from physical and mental harm.

2. Members should provide suitable working conditions and opportunities for employees.

3. Members shall compensate employees fairly, both financially and by acknowledgement of their scientific contributions.

4. Members should provide prospective employees and current employees with up-to-date information on working conditions and employment status.

5. Members should provide timely evaluations of employees.

6. Members should not require anyone under their supervision to engage in any practice that violates professional ethics.

7. Members should not accept compensation from persons under their supervision.

 

C. Students

 

1. Statements in catalogs, course outlines, and graduate requirements should be clear and not misleading.

2. As teachers, members should sensitize students to the rights of research subjects.

3. Members should present information fully, accurately, and objectively.

4. Members should provide timely and accurate evaluations of students.

5. Members should not mislead students concerning their limitations, training, or abilities.

6. Exploitation of students is to be avoided.

7. Members should encourage and assist students in the free pursuit of learning.

8. Members shall respect the confidential nature of the teacher-student relationship.

9. Members should assist students in securing professional employment upon completion of their studies.

V.     Society Directed

 

1. Members should speak out against professional abuses in areas affecting the public interest.

2. Members should safeguard the public against members deficient in moral character or professional competence. They should expose illegal or unethical conduct.

3. Members should observe all laws and cooperate with legal authorities.

4. Members shall strive to protect the safety, health, and welfare of the public.

5. Members shall use their knowledge and skill for the advancement of human welfare and contribute to public education and charitable and other nonprofit organizations.

6. Members should strive to meet the needs of the disadvantaged for advice.

7. Members should donate a portion of their services for no pay.

 

IV.     Other Directed

1. Institutions employing members should abolish nepotism rules.

2. Institutions employing members should make more flexible use of part-time positions for fully qualified professionals.

3. The expressed consent of member applications should be obtained before prospective employers communicate with a current employer.

4. Professional employees should not be barred from seeking other employment or establishing independent enterprises by agreements among employers or between employer and employee.

5. Funding agencies should include in grants a stipulation that data gathered under the grants be made available to scholars at cost after a specific time.

6. In connection with the appraisal of manuscripts, editors should take all reasonable precautions to avoid revealing the names of the authors and the reader to each other.

VII.   General

 

1. Offers, acceptance, and/or termination of employment should be handled with mutual respect for the interests of each party.

2. The Society and its members have a continuing responsibility to question, amend, and revise these standards.

3. Every profession receives from society the right to regulate itself and to determine and judge its own members.


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CHALLENGE BREAKFAST - Three full days of productive activities starting each morning with a “Challenge Breakfast” hosted by chief executive officers from major companies representing each of the primary tracks including engineering/construction, research and development/pharmaceutical manufacturing/fabrication, energy/utilities, education/behavior, social/environment, EDP/management information systems, administration/logistics, and government/legal.

CELEBRATED SPEAKER - Present plans for the October 17 luncheon call for the appearance of an internationally renowned statesman as the featured speaker.

WORKSHOPS - Four workshops will be offered to attendees on the weekend preceding the annual symposium. These workshops allow participation in a structured approach to the development of professional skills in project management. The most current materials available in project management!

EXHIBITS - View the most advanced software/hardware and services for project management applications including, office automation, state-of-the-art techniques and report formats. Equipment will be on display prior to and throughout the seminar/symposium schedule. A special feature of PMI ’83 will be the presentation of selected vendor papers and a vendor panel of project control and office automation systems.

WRAP-UP SESSION - On the final day a special combined session will be featured to include highlights of all major tracks and workshops giving all registrants attending PMI ’83 the opportunity to observe the broad spectrum of the issues addressed throughout the program.

SOCIAL PROGRAM - Outstanding entertainment has been scheduled for spouses; including tours of the Houston Ship Channel, the world-renowned medical center, the Astrodome, Houston's most exclusive residential areas, and several of the city's fabulous restaurants. A special tour for all registrants to NASA's Johnson Space Center is scheduled on Sunday, October 16.

TEXAS-STYLE BARBEQUE AND RODEO - The real thing including authentic Texas cookin’ plus calf-ropin’, saddle and bare-back bronc ridin’, steer wrestlin’ and other rodeo events featuring top Texas rodeo performers.

BANQUET NIGHT - The traditional gala banquet entertainment will be a double-barrelled affair for PMI ’83: Walter “Zaney” Blaney, one of America's most unusual magicians who has had numerous appearances on the Johnny Carson and Merv Griffin network shows; and the featured banquet speaker, the Hon. Gilbert Peake, Great Britain's most widely read columnist and popular BBC TV personality. Mr. Peake's syndicated business and industry comments are widely circulated throughout the Common Market.

AND

It's all in the world-famous Galleria Mall – with 200 international shops and boutiques, ice-skating pavilion, cinemas, and over 2 dozen exciting restaurants.

 

PMI ‘83—PRODUCTIVITY-SURVIVAL IN THE MARKETPLACE

See Registration Packets in the June and September Issues of Project Management Quarterly

 


*Totals to more than 146 because more than one response by a society was possible.

*AAAS Professional Ethics Project, Professional Ethics Activities in Scientific and Engineering Societies, December 1980, American Association for the Advancement of Science, pp. 135-145.

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