Going against the grain

Often the project manager's focus is to execute to the best of his or her ability according to the charter, which puts project managers in the best position to go against the grain and recommend a bad project be killed, even when it's not the most popular decision. This article discusses whether it is the project manager's job to stop the organization from making the investment mistake, even if he or she can deliver the project on time, scope and budget. It cites how the PMI Code of Ethics and Professional Conduct, specifically chapters four and five, govern credentialed project managers. It then explores why more bad projects are not stopped. In addition, the article defines project success and explains the Value = Scope(Schedule = Cost) equation.
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