Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
PMP Study Group
Professional and Social
Responsibility
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Changes from PMBOK 2000
Professional Responsibility is a section that continues to be
covered on the PMP exam in the PMBOK 4th Edition.
Professional Responsibility is now known as Professional
and Social Responsibility.
Professional and Social Responsibility is not a project
management process with inputs or outputs and therefore,
does not represent an actual chapter in the PMBOK.
Professional Responsibility continues to comprise 9% of the
PMP exam with 18 questions.
Professional and Social Responsibility is governed by the
Project Management Institutes Code of Ethics and
Professional Conduct.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
2
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Objective:
Society depends on project management
professionals to exercise sound judgment and to perform
with a high degree of competence.
In order to provide intellectual leadership and to
advance the understanding of project professionals,
Project Managers must clearly understand and abide by
the Project Management Institutes Code of Ethics and
Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
3
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Definition:
Professional and Social Responsibility is having
the knowledge of all project management processes
and practical knowledge to fully understand and
exercise the Project Management Institute Code of
Ethics and Professional Conduct.
The purpose of this code is to instill confidence in the
project management profession and to help an
individual become a better practitioner.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
4
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Professional and Social Responsibility is…
Ensuring integrity of action and communications
Contributing to project management knowledge
Applying professional knowledge
Respecting differences
Balancing stakeholders interests
Understanding and practicing PMI’s Code of
Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
5
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Report the truth in conversations and communications
Obey copyright laws and infringement laws
Do not take or give bribes or any form of inducement
Treat everyone with respect and professionalism
Report violations of laws, business policies and other
rules
Report violation of the PMI Professional Code of
Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
6
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Report the truth in reports and project communications
Accurately report status in all communications.
This action can cause corrective action to bring the
project back on course.
Refuse to be influenced by others to falsify or conceal
relevant information
Make decisions in support of the project ; not based on
negative reaction
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
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Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Obey copyright laws
Understand and follow copyright laws
Understand the rights to existing work products
Understand the authorization to copy and distribute
work that has a copyright infringement protection
Understand the difference between work products
owned by the employee or employer
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
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Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Lead the team to avoid participation in theft, fraud, corruption,
embezzlement and bribery.
There must not be actual or perceived improprieties.
When working on international projects it is necessary to review
the local laws concerning bribery.
Some countries consider bribery a crime punishable by jail
time
Even though the United States believes certain actions are
considered a bribe in other countries, certain actions are not
considered a bribe
(For example: paying a police chief in order to guarantee
the safe passage of equipment through the city limits may
be acceptable practice)
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
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Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Treat everyone with respect
A key component of effective project management is open lines
of communication. The foundation for establishing a fair and
stable stream of dialogue is to treat everyone with respect.
In the current environment of international outsourcing it is
especially important for the project manager to be sensitive to
cultural differences so all team members feel they are accepted
active contributors to the project.
Integrity and respect will foster the positive reputation that PMI
PMP’s receive as a whole.
A PMP draws from the “best of the best” based on their positive
reputation.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
10
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Ensuring Individual Integrity
Report violations of laws, business policies and other rules
If a project manager identifies a violation of ethics they are
required to report the incident immediately to employer, PMI or
other supervisory group.
It is not the job of the project manager to determine what the
penalty of the action is or why the breach is wrong…it is the
project managers duty simply to report the incident.
The project manager takes appropriate action to ensure that
information is accurate, reliable and timely.
NOTE: Questions on the exam relating to violations should be
thought out before answering… the key to comprehension is
that the project manager must immediately report violations to
a manager or supervisor.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
11
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Contribute to the Project Management
Knowledge Base
Share lessons learned from projects with other project
managers and project teams
Encourage project management education for project managers
and stakeholders
Coach and mentor project managers and project team members
Identify and share project management best practices
Use historical information to establish performance metrics for
projects
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
12
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Contribute to the Project Management
Knowledge Base
When a project manager effectively takes action to contribute to the
Project Management Knowledge Base:
All Project Managers in the organization and potential project
stakeholders grow professionally
The organization progresses to become more efficient
We advance our profession, individually and collectively.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
13
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Enhance Personal Professional Competence
Project Managers Should:
Understand their personal strengths and weaknesses
Continue to learn to apply project management techniques to
actual projects
Plan their professional development
Always look for new information and practices to apply to help
the company and its projects
Learn about the industry or industries where they work
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
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Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Enhance Personal Professional Competence
When a Project Manager enhances professional competence they:
Grow professionally and personally
Improve their project’s effectiveness
Improve their company’s efficiency
Increase their company’s productivity
Augment their current education and experience, in order to
stay ahead in an increasingly competitive market
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
15
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Balance stakeholders’ interests
Resolve competing interests
Deal with problems and conflicts as they arise
Interact with team and stakeholders in a professional and
cooperative manner
Identify and understand cultural differences
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
16
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Balance Stakeholders’ Interests
Balance competing demands and resources to ensure projects
objectives are met
Prioritize and balance competing tasks
Identify all stakeholders early on in the project and understand
their goals and objectives
Treat stakeholders with fairness, respect, and impartiality
Maintain a high level of transparency, impartiality, dignity,
integrity and professionalism
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
17
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Resolve Competing Interests
The project manager must create stability with stakeholders who don’t
align themselves with the project.
Escalate the situation to management if resolution can not be met
Mitigating conflicts:
Determine options for a fair solution
Employ conflict resolution tools such as communication,
negotiation, collaboration and team building to facilitate
consensus among those involved in its resolution.
Re-estimate schedules, resources, and brainstorm to develop
solutions
Propose an alternative solution to eliminate the competing
interest
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
18
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Deal With Problems and Conflicts
A project manager must promptly deal with problems and
conflicts to avoid project delays
Project delays that are deemed as “preventable” can be tied
to a breach of ethical behavior on the part of the project
manager
A project manager must be prepared to deal with possible
adverse stakeholder action:
Always attempt to understand and analyze the nature of any
problem; listening to others is essential to understanding
Encourage everybody to ask questions without hesitation.
Effectively deal with instability by creating a focus towards the
project’s objectives.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
19
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Interact With Team and Stakeholders in a Professional and Cooperative Manner
A systematic process that is founded on clear objectives and
strategies on a project will inspire cooperation
The project manager should set a cooperative example with
all stakeholders
When a project has a spirit of cooperation, an optimistic
foundation is set for the overall success of the project. A
project manager boosts professional reputation when a
project succeeds.
It is necessary to develop a team understanding that fosters
trust and a constructive team relationship
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
20
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Promote Interaction Among Stakeholders
Identify and Understand Cultural Differences
It is important for the project manager to plan for cultural
diversity on projects
Foresee and anticipate cultural differences
Determine various tools that support stakeholder
communication
Discuss the topic of cultural differences openly at team
meetings as needed
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
21
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
The next part of this class involves a review of PMI’s PMP Code
of Professional Conduct.
The Code of Conduct is broken down into two main parts. The
first focuses on responsibilities to the profession and the
second focuses on responsibilities to the customers and public.
Can you think of why in today’s business environment it is
important to have a code of professional conduct? Give some
reasons why the code has a dual emphasis?
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
22
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
A.
Compliance with all organizational rules and policies
1. Responsibility to provide accurate and truthful representations
concerning all information directly or indirectly related to all aspects
of the PMI Certification Program, including but not limited to the
following: examination applications, test item banks, examinations,
answer sheets, candidate information and PMI Continuing
Certification Requirements Program reporting forms.
2. Upon a reasonable and factual basis, responsibility to report
possible violations of the PMP Code of Professional Conduct by
individuals in the field of project management.
3. Responsibility to cooperate with PMI concerning ethics violations
and the collection of related information.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
23
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
A.
Compliance with all organizational rules and policies
4.
Responsibility to disclose to clients, customers, owners or
contractors, significant circumstances that could be
construed as a conflict of interest or an appearance of
impropriety.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
24
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
B.
Candidate Professional Practice
1. Responsibility to provide accurate, truthful advertising and
representations concerning qualifications, experience and
performance.
2. Responsibility to comply with laws, regulations and ethical
standards governing professional practice in the
state/province and/or country when providing project
management services.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
25
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
B.
Candidate in Professional Practice
3.
Responsibility to act in an honest and ethical manner when
interacting with PMI and when providing project
management services.
4.
Responsibility to maintain and respect the confidentiality of
the contents of the PMP credential exam.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
26
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
C.
Advancement of the Profession
1.
Responsibility to recognize and respect intellectual property
developed or owned by others, and to otherwise act in an
accurate, truthful and complete manner, including all
activities related to professional work and research.
2.
Responsibility to support and disseminate the PMP Code of
Professional Conduct to other PMI members.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
27
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
Following are highlights of the PMP Code of
Professional Conduct:
Provide truthful representations when applying and taking the
certification test
Report those who violate the code of professional conduct
Cooperate with PMI during investigations of conduct violations
Provide truthful representations concerning qualification and
experience
Comply with laws and regulations concerning professional
practice
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
28
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
I. Responsibilities to the Profession
Provide credit to the intellectual property and work of others
Encourage other PMP’s to maintain the code of conduct
Maintain accurate records and accounting with records
released to the public
Complete the projects as planned unless otherwise directed
by the customer
Maintain confidentiality of all sensitive information where the
obligation exists
Do not permit a conflict of interest to compromise those
interests of a customer or cloud professional judgment
Do not give or accept gifts or inappropriate payments
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
29
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
II. Responsibilities to the Customers and Public
The second part of the PMP Code of Professional Conduct is
clear but here are the highlights restated:
Provide truthful representations concerning costs, services
and expected results.
Perform projects to satisfy the scope of the project unless
otherwise directed by the customer.
Maintain the confidentiality of all sensitive client information.
Do not permit conflicts of interest to cloud professional
judgment.
Do not give or accept inappropriate gifts.
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
30
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
II. Responsibilities to the Customers and Public
An effort should be made to understand the code of conduct so
it may applied beyond the exam and throughout your career as
a Project Manager.
Following the code may not always be easy. Let’s say that you
find out that one of your friends or co-workers lied about their
prior project management duties that enabled them to sit for the
exam. What would you do?
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
31
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
II. Responsibilities to the Customers and Public
A.
Qualifications, experience and performance of professional services.
1.
Responsibility to provide accurate and truthful representations to
the public in advertising, public statements and in the preparation
of estimates concerning costs, services and expected results.
2.
Responsibility to maintain and satisfy the scope and objectives of
professional services, unless otherwise directed by the customer.
3.
Responsibility to maintain and respect the confidentiality of
sensitive information obtained in the course of professional
activities or otherwise where a clear obligation exists.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
32
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
II. Responsibilities to the Customers and Public
B.
Conflict of interest situations and other prohibited professional
conduct.
1.
Responsibility to ensure that a conflict of interest does not
compromise legitimate interests of a client or customer, or
influence/interfere with professional judgments.
2.
Responsibility to refrain from offering or accepting
inappropriate payments, gifts or other forms of
compensation for personal gain, unless in conformity with
applicable laws or customs of the country where project
management services are being provided.
Project Management Institute PMP Code of Professional Conduct
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
33
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Understanding and Practicing PMI’s PMP Code of
Professional Conduct
Again, the code of conduct should be understood and followed
way beyond you sit for your exam.
However, following the code may not always be an easy task.
Let’s say you are instructed by your boss to lead a meeting with
a prospective customer where you are to assure him/her that
certain deliverables will be met, that you know are not at all
possible. How would you handle such a situation?
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
34
Professional and Social Responsibility
PMP Prep Course – PMBOK 4th Edition – Version 2.0
Good Luck!!
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED