Ethics and Professional Responsibility: Sochi Olympics case study – Considering the PMI Code of Ethics and Professional Conduct

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Ethics and Professional Responsibility: Sochi Olympics case study – Considering the PMI Code of Ethics and Professional Conduct.

Project managers are expected to abide by the Code of Ethics and Professional Conduct established by the Project Management Institute (PMI). But sometimes the decision to do so is difficult. There are situations where executives in the company you work for, or external stakeholders, may act in an immoral or unethical manner for either personal gain or company gain. Although you, as a project manager, may not personally act in this unprofessional manner, you may be drawn into it by decisions made by the company’s hierarchy. What if you like the company you work for and do not want to leave? What if you had no knowledge that this behavior was happening until well into the project? What if you are asked to be part of this behavior while managing a project? What if this behavior is forced on you by the stakeholders after the project begins?

 

Assume you are the project manager employed by a company in the private sector. Your company has one or more contracts for venues at the Olympic Games.

 

1. You have been assigned to manage one of the projects and believe that there may be some corruption that could directly involve you in the future. As an example, an IOC official asks you to help her scalp tickets to some events with the promise that she will share the profits with you. What should you do?

1. You have been assigned to manage one of the projects. Partway through the project, your senior management informs you that you must request (without any real justification) more money from the OCOG because one member of the OCOG wants a larger kickback. What should you do?

1. Partway through your project, one of the government stakeholders tells you that the government will pay you only 75 percent of the remaining cost, and the other 25 percent will be withheld as a kickback. What should you do, assuming that you need the remaining 25 percent to complete the project?

1. Partway through the project, your senior management tells you to sacrifice quality to keep costs down to compensate for the corruption. What should you do?