From the Co-publisher's Desk— Judy Umlas
I’m going to try an experiment: to write the way my conscience tells me a Co-Publisher of a newsletter of a website with nearly 40,000 members in 90 different countries should write – i.e. a bit more formally than I have been writing for the past five years. So here goes:
“I am pleased to announce our theme of the month for allPM Today: Professional and Social Responsibility, as well as a new column that we are starting, “Measuring Up!”
Oh forget about it. I just can’t write that way and still have any fun while I’m doing it. So let’s start again, and I beg your indulgence along the way.
So hi! How are you doing, my allPM.com members, friends and visitors? I got a Valentine’s Day greeting of “Fond Fuzzies” from John Ritchie of South Africa last week, which made my day. He was the systems engineering manager who “blessed my booties off” a while back. And then there was the note I got from William Miller, PMP of Pennsylvania recently, regarding my coming back as Co-Publisher of allPM.com:
“Judy, Judy, Judy,
I hope this turn of events is as good for you as I believe it is for the PM community. But even if it is somewhat selfish on my part I am happy to see you quietly and unceremoniously return as the co-publisher of allPM.“
Well thanks, Bill, and it is probably even better for me than it is for the community, but I always try to make it better and better for all of you. I do love touching your lives, your hearts, your minds, your souls. It is an amazing honor and responsibility to assume this role and to continually try to prove to myself that I deserve it. And without all of you, I could not do it.
Now here’s what’s happening this month, and I am soooooooooooo excited about all of these goings on (the heck with formality, I guess)! First of all I want to welcome Ms. Greta Blash, MA, PMP as Contributing Editor for allPM.com. She brings excellent experience in software product management, information system implementation, customer relationship management, data warehouse/business intelligence, and data management. But most of all, she brings enthusiasm, excitement and great ideas for pushing the limits of allPM.com. Welcome, Greta! Co-Publisher Frank Saladis, PMP – who has about a zillion new ideas himself for bringing allPM.com to the next generation -- and I, look forward to working with her! By the way, we welcome your ideas for allPM.com’s continuous improvement. How can we make it give you what you want and need to be most effective and successful in your PM jobs? Please email me with your ideas at judy.umlas@allpm.com. What could we do better? What could we do that we are not currently doing? Talk to us!!!
Our theme of the month is Professional and Social Responsibility. Ultimately, this is where we all “live” in our jobs – the “who we are,” what our personal sense of ethics and integrity leads us to express in our profession. With the new PMI® Code of Ethics and Professional Conduct just released, we are really pleased to be able to address the importance of these professional values and guidelines in three articles in this edition of allPM Today. The first is by our new Contributing Editor Greta Blash, PMP which provides an excellent overview of Professional and Social Responsibility. The second is an article from an Ethecist who is relatively new to the project management profession, Ms. Alicia Olmstead. Alicia was a student in one of Greta’s PMP certification classes who asked such good questions that her instructor encouraged her to write an article about the issues she raised. Her article, Proud to be Joining an Ethics-Based Community, is a pleasure to read. We also have the honor of having answers to a set of questions asked by other students in Ms. Blash’s class about the Code of Ethics and Professional Conduct.The responses come from various PMI publications and with input from Debra Miersma, newly named Chair of the Code of Conduct Implementation Advisory Committee [CIAC] and Bill Scarborough, General Counsel of Project Management Institute(PMI®).. Thank you Debra and Bill for the up to the minute information.
We are launching a new monthly column in this edition of allPM Today called Measuring Up!™ in which the worlds of Six Sigma and Project Management are brought together by Robert S. Johnston, PhD who is Executive Director, Six Sigma for International Institute for Learning. Integrating the well defined concepts of Project Management and Six Sigma to take an organization to the highest level of success is what our new column is all about. The first one is called Start at the Start! And I think you will gain new knowledge and understanding from it.
We have two articles on the all-important topic of Communications in Project Management, one from our regular Communications Toolbox™ columnist Laura B. Moore, PMP called The Downfall of a Donut Project Team (Laura’s titles are always as unusual and intriguing as her articles), and the other by Karen McIsaac, PMP called Even a 3-Ring Circus Needs a Ringmaster. Both will give you some important insights into the invaluable benefits of effective communication.
We have another Risk Doctor Briefing by Dr. David Hillson, this one called Proving the Value of Project Risk Management and you can read it in any one of six languages. Thank you, David for your ongoing contributions to this important aspect of Project Management.
We have two light-hearted submissions to this edition of allPM Today, one a crossword puzzle by Frank P. Saladis, PMP on Professional Responsibility and the other, a PM Poetry™ take-off on a famous poem by Robert Frost. The delightful PM version is called, Stopping by the Water Cooler on a Thursday Evening and is by the one and only J. Davidson Frame who is a brilliant poet, among his many other gifts and talents! The many of you who know him, may not have been aware of this special talent of his.
So to those of you who think I should maintain a more formal style to my Co-Publisher’s letter (I think there have been a few who said things like I should have the exclamation mark removed from my keyboard!), I say that my way of discharging my Professional and Social Responsibility and my sense of personal integrity is to speak to you coming from who I am, without too much of a “professional veneer” over what I say. That may make a few of you uncomfortable, and if so, I would like to hear from you (judy.umlas@allpm.com). (Many) others have told me they welcome the change from other business journals and publications, and I would like to hear from you as well!
So, still buried under our first real snowfall of the year around New York City, I am starting to think of tulips and daffodils, and I wish you all a moment to stop and smell the roses! Have a wonderful month!
Until the next time….
Judy Umlas
From the Co-publisher's Desk - Frank P. Saladis, PMP
 Professional and Social Responsibility is an inherent part of the project manager’s job. Long before the PMI® Code of Professional Conduct and Code of Ethics was written there was, and still should be, a need for project managers to act in a professional and ethical manner. In my opinion most project managers perform their duties by following a set of personal values that ensure respect for the team, an understanding of stakeholder needs, and without engaging in areas where conflict of interest may exist.
With respect to those who do manage in a professional manner, a more formal set of rules is necessary for any profession. On or about 1999 PMI conducted the first Project Management Role Delineation Study as part of its goal to enhance the profession of project management. The Role Delineation Study emphasized six domains of project management – Initiation, Planning, Execution, Control, Closure, and Professional Responsibility. These “domains” are basically where project managers spend most of their project related time.
Professional Responsibility seemed to be a logical and, more specifically, an essential element. Part of the reasoning for this was the fact that other professions had established guidelines for professional responsibility and if project management was to be considered a profession, there should be an official standard or set of guidelines and a code of conduct for practicing project managers to manage to. This month allPM.com focuses on professional responsibility and provides insight into this important, yet many times, misunderstood domain of project management.
Basically professional responsibility is an area of a practice that encompasses the duties of the professional, in this case the project manager, to act in a professional manner, to obey the law, to avoid conflicts of interest, and to put the interests of the client ahead of his or her own interests. The key word associated with professional responsibility is integrity. It is our most important possession. Loss of our integrity results in significant damage to our lives and those of our families and our work relationships. Regaining one’s integrity is a long haul, and recovery may never be 100% complete.
In an effort to assist project managers in maintaining their integrity and that of the profession, PMI® developed a Code of Professional Conduct that has become a part of the PMP® credentialing process. That code of conduct addresses the responsibilities of the project manager, including compliance with all organizational rules and policies, the professional practice of the certified project manager (truthful advertising, complying with applicable laws, etc.), advancement of the profession, and avoiding conflict of interest situations.
Professional responsibility goes beyond the basic rules and guidelines of professional practice. It includes the need to understand diversity and the issues associated with working in the global environment regarding different cultures, language, customs, and politics.
This is a very special and intriguing subject and the articles featured in this month’s issue will provide you, the practicing project manager, with additional insight and a view of professional responsibility from several perspectives. Consider it your “professional responsibility” to read this issue and share in our “domain” of knowledge.
Frank P. Saladis, PMP
Frank.Saladis@allpm.com
January's Poll Results
What is your time-frame for implementing OPM3® within your organization?
a) We don’t plan to do this - 30.43 % (28)
b) 6 months to 1 year from now - 4.35 % (4)
c) Over 1 year from now - 65.22 % (60)
Total votes: 92
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The February poll question is:
In the course of doing your job as a project manager, how often do you reflect upon PMI's Code of Ethics and Professional Conduct?
a) Frequently
b) Occasionally
c) Rarely
d) Never
If you have not already done so, please stop by allPM.com and add your opinion today.
Theme of the Month: Professional and Social Responsibility
By Greta Blash, MA, PMP
As project managers assigned to projects with expanding global stakeholders we are expected to maintain a high level of moral credibility and ethics while confronting new cultural mores which often push us beyond our comfort zones. Understanding and performing within the project management domains of Initiation, Planning, Executing, Monitoring and Controlling, and Closure become almost second nature after a few years of experience. Once we are confronted with situations that make us “feel awkward,” we find ourselves seeking assistance and guidance. Those situations usually fall into the category of Professional and Social Responsibility.
The importance that PMI places on the Professional and Social Responsibility of project management is reflected in the fact that nearly 10% of the questions on the PMP examination cover the domain of Professional and Social Responsibility.
The four areas included in this domain (as defined in the PMP Exam Specification document) include:
1. Ensure Individual Integrity
- Legal, ethical and social
2. Contribute to PM Knowledge Base
- Transfer of knowledge, research
3. Enhance Personal Professional Competence
- Training, Personal assessment
4. Promote Interaction among Stakeholders
- Team and interpersonal techniques
1. Ensure Individual Integrity
A common question asked by project managers is, “Am I in violation of the code of ethics if a vendor on my project buys me lunch?” This is a great example of an awkward situation that may compromise the integrity of the project manager, as well as the project. It is situations like these that has prompted the revision of the Code of Ethics and Professional Conduct in order to provide guidance through expectations of personal integrity.
In order to ensure both personal and professional integrity a project manager should adhere to legal requirements, ethical standards and social norms. This involves understanding what these requirements are and how they apply to the project effort.
To help establish a baseline and provide guidelines to help project managers make decisions in difficult situations PMI has introduced a new Code of Ethics and Professional Conduct that applies to all practitioners within the expanding global project management community. The new document also helps facilitate the credibility and reputation of the Project Management profession by guiding the conduct of individual members.
© 2007 allPM.com
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Greta Blash, MA, PMP has extensive experience as an executive and consulting IT professional. Her areas of experience include project management, software product management, information system implementation, with emphasis in the areas of system implementations and conversions, customer relationship management (CRM), data warehouse/business intelligence (DW/BI), and data management. She has developed customized life cycle methodologies for major international organizations as well as training courses in the areas of project management, requirements analysis and data management and has spoken frequently on these topics at conferences world-wide. She is currently a Senior Instructor at International Institute for Learning (IIL) and resides in Las Vegas.
Proud to be Joining an Ethics-Based Community
By Alicia Olmstead
Upon recently completing the PMP Certification training I was most impressed with the section on Professional Responsibility. The instructor took special care to emphasize the importance of this section and introduced the new Code of Ethics and Professional Conduct. As we made our way through the document I found myself excited and proud at the prospect of becoming part of an association that values integrity, development, and excellence.
What I have concluded from the certification training and the instruction on professional responsibility in particular, is that the PMP program is one of leadership development. While project managers who do not go through PMP training can be effective in successfully seeing a project through to completion, those who have received the training are taught how to view the project through various frames while keeping the big picture vision. These frames are the nine knowledge areas, the five process groups, and Professional Responsibility.
Everyone has had a manager who was not a good leader. Likewise, everyone knows good leaders who are not managers. A project manager, by definition, manages a project but how well does he lead it? By following the processes in the knowledge areas a project manager executes; by embracing professional responsibility a project manager becomes a leader.
© 2007 allPM.com
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Alicia Olmstead is a Business Process Consultant for Austin Energy and is pursuing a Master's degree in Organizational Leadership and Ethics from St. Edward's University. She completed her PMP Certification training in February 2006 and plans to take the exam in the near future.
Questions and Answers: Updated PMI® Code of Ethics and Professional Conduct, compiled by Greta Blash, PMP
with input from: Debra Miersma, Chair of the Code of Conduct Implementation . Advisory Committee [CIAC] and past Secretary Treasurer of PMI Board of Directors, and William G. Scarborough, General Counsel, PMI
Q: What was the major reason for updating the current code of ethics?
A: PMI has had a code of ethics in place since the early 1980s, but it evolved into a standard specifically for holders of PMI’s Project Management Professional (PMP®) credential. In 1998 PMI approved a separate code of ethics for its members.
As stated in the Appendix B of the new PMI Code of Ethics and Professional Conduct, “Since the 1998 Code was adopted, many dramatic changes have occurred within PMI and the business world. PMI membership has grown significantly. A great deal of growth has also occurred in regions outside North America, In the business world, ethics scandals have caused the downfall of global corporations and non-profits, causing public outrage and sparking increased government regulations. Globalization has brought economies closer together but has caused a realization that our practice of ethics may differ from culture to culture. The rapid, continuing pace of technological change has provided new opportunities, but has also introduced new challenges, including new ethical dilemmas.
For these reasons, in 2003 the PMI Board of Directors called for the reexamination of our codes of ethics. In 2004, the PMI Board commissioned the Ethics Standards Review Committee (ESRC) to review the codes of ethics and develop a process for revising the codes. In 2005, the Board commissioned the Ethics Standards Development Committee to deliver the reviewed code by the end of 2006. This Code of Ethics and Professional Development was approved by the PMI Board of Directors in October 2006.
The result of this effort is a Code of Ethics and Professional Conduct that not only describes the ethical values to which the global project management community aspires, but also addresses the specific conduct that is mandatory for every individual bound by this Code” 1
Q: To whom does this new code apply?
A: The ESDC (Ethics Standards Development Committee) learned from its survey of members that members would prefer having a single code of conduct for both members and for PMI-certified individuals, rather than separate codes.
As noted in the comments in the new code document on pmi.org “Those holding a Project Management Institute (PMI®) credential (whether members or not) were previously held accountable to the Project Management Professional (PMP®) or certified Associate in Project Management (CAPM®) Code of Professional Conduct and continue to be held accountable to the PMI Code of Ethics and Professional Conduct. In the past, PMI also had separate ethics standards for members and for credentialed individuals. Stakeholders who contributed input to develop this Code concluded that having multiple codes was undesirable and that everyone should be held to one high standard.”2
This Code is applicable to all PMI members, non-members who volunteer with PMI, and individuals who have applied for or received a credential from PMI, regardless of their membership in PMI.
© 2007 allPM.com
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New Monthly Colulmn: Measuring Up!™
Start at the Start
By Robert S. Johnston, PhD, MBB, MS
Recently, my daughter was challenged to write a report on a particular branch of the Government. She asked me if I had any thoughts on where she should start. I wanted to tell her, somewhat sarcastically, that the beginning might be a good place. But the more I thought about it, the more I realized that the beginning was not so easy to identify.
The same problem often holds true in project work. We are given a project, and maybe some requirements but we aren’t exactly sure where to start. So we start with what we’re given and hope that it all works out.
Many of these projects are what I like to call “solution implementation projects.” We, as project managers are to manage resources through a series of well defined processes to deliver various outputs (also known as deliverables). While the value of applying sound project management concepts, tools and techniques is undisputed we often find that it’s not enough to guarantee an acceptable outcome. Why not?
It may be that we haven’t started at the start. The deliverables of each and every project should meet a customer (internal or external) need – or in other words solve a problem. So we, as project managers should walk upstream from the solution we have been asked to implement and ask a very simple question: “What is the real problem we are trying to solve and how can we be sure that this deliverable will solve that problem.”
Frequently, those who’ve asked us to work on the project are unable to answer that very basic and simple question. This should be a red flag to a project manager. It should tell you that they are asking you to start in the middle and that might lead you down the wrong path in providing a solution.
© 2007 allPM.com
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Executive Director of Six Sigma at IIL, Robert Johnson brings over a decade of collaborative experience across a broad spectrum of business, science, engineering and manufacturing. He believes in a hands-on approach to problem solving, and has spent a substantial amount of time “in the trenches” getting to know the people and the processes involved. Robert is a results focused statistician with an applied bent and a beguiling sense of humor. He is a masterful instructor and enjoys teaching others the skills and tools that enable sound decisions in the face of uncertainty.
Communication Toolbox: The Downfall of a Donut Project Team
By Laura B. Moore, PMP
By now you have probably figured out that I obtain my inspiration for articles from a variety of sometimes very random sources; this month is no different! The source for this month: a television commercial. The commercial begins with a bunch of young children running through a house, with a few moms sitting on the couch. One mom announces “I have snacks!” and places a plate filled with donuts on the table. The kids devour the delicious, sugar-filled treats, as do some of the moms. Then everything and everyone stops in a freezeframe, except for one mom. The “voice” says something like, “Now it’s time for you to decide – donut, or do not…” and the still moving mom pulls a healthy looking cereal bar out of her purse & as she begins to eat, and the freezeframe ends. She sits there quite content eating her cereal bar while everyone else is eating donuts.
What struck me with this commercial is that the cereal bar mom knew that the donuts were not the best choice for a snack, and not what she was going to allow in her body, and yet, she sat there pleasantly while the other moms, other children… her children, ate the donuts that she deemed not suitable for her. So let’s take this idea out of the commercial arena, and think about it as an analogy for project teams – the cereal mom being the project manager.
A few years ago I worked on a team where I was not the lead project manager, but rather a project manager on a sub-set of the project who was held accountable by the lead PM. The project was at best, a mess. My job was to help clean it up. One thing I noticed was that whenever something went wrong, the lead PM found ways to divert responsibility to someone else, but if things were going well, she made sure it was known that she was part of it. When there were accolades from management, she was sure to be top of the list as the lead project manager, but was quick to point fingers when management was not happy. This lead project manager was like the cereal bar mom. When she saw the team having a rough time, she did not dig in and find a way to help resolve the issue, but instead focused her efforts on something much more pleasant and easily resolved. Taking care of the team was the least worry on her mind, while taking care of herself was on the top of the list.
© 2007 allpm.com
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Laura Moore (PMP, M.A. Social Psychology) has an eclectic background that includes not only project management, but clinical research and social work as well. Currently, she works as a Senior Project Manager in the telecommunications industry and does, what her team calls "guerilla project management", that is, taking urgent, high impacting issues and resolving them within a matter of days. Laura lives in California with her husband Lorin, and their two amazing daughters Lily Faye and Layla Blue.
Even a 3-Ring Circus Needs a Ringmaster!
By Karen McIsaac, PMP
Have you ever been to the circus? When there are three rings with multiple performers in each ring, it’s practically impossible for the audience to see what is happening in all three rings at once. That’s why there is a Ringmaster who is in charge of communicating with the performers and also announcing to the audience what is going on.
The Project Management Institute (PMI) states that 90 percent of a project manager’s responsibility is communication. If that 90 percent is done effectively, your success rate will increase. The Ringmaster is an example of the power of communication - managing audience or customer expectations and providing leadership and direction to the three performing teams means the audience can follow what is happening and is much more likely to enjoy the show.
Communication is the Key
Program/Project Managers are the Ringmasters responsible for juggling all the associated communications. In your role, the “know your audience” rule applies. The Ringmaster in the circus may have a few different communication methods depending on the size of the audience and the location – for example, big city coliseum versus small town arena. The Ringmaster won’t be able to stand up in front of a large crowded coliseum and simply shout to the audience. You must recognize who your audience is and then determine the appropriate level of communication. Keep in mind that it is crucial to provide the right amount of information to the right people. You should not provide micro-level data to those who don’t need it. This will make the “show” more effective and your communication success rate will increase.
Every project manager experiences the challenge of managing expectations and communication is the key to overcoming it. Lack of communication between project team members may lead to the development of unrealistic perceptions and expectations. It can also cause team members to feel left out and out of the loop.
© 2007 allPM.com
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Karen McIsaac, PMP, is an expert in organizing, planning and executing large program/project initiatives. She has over 20 years of experience in delivering large business-driven initiatives with significant business, cultural and technological impact. Karen has assisted the firm’s clients create success stories through achievement of project-related business objectives and management of the associated change.
Project Managers, Inc., founded in 1998, specializes in the implementation of business-driven initiatives that transform Fortune 1000 organizations. As implementation professionals, we deliver on time and within budget to all of our clients thus forwarding their business and maintaining their trust.
Proving the Value of Risk Management
By Dr David Hillson PMP FAPM
Dear Risk Doctor,
Risk management is considered by management to be a waste of time and money if nothing happens. How can project managers convince management and decision-makers that risk management is a good investment and necessary, even if an actual event does not occur?
Yours hopefully,
Project Manager
Dear hopeful Project Manager,
You raise an important and vexing question for risk practitioners – how do we prove we’re adding value?! I have a three-part answer:
- Firstly, in old-style implementations of risk management that focus only on threats, you’re right that successful risk management means “nothing happens” (or at least no unexpected problems happen). In line with Popper’s Falsifiability Principle, we know it’s impossible to prove a negative, even though absence of evidence is not evidence of absence. So we couldn’t say for certain that investing in risk management was positively correlated with lack of problems. However now we have a new view of risk which includes opportunities as well as threats. Now successful risk management results in avoiding problems as before, but we also create additional value through maximising and exploiting opportunities. And of course this can be measured. So perhaps we can create a demonstrable and measurable “Risk Management ROI” in this way.
- Secondly, while we cannot run a project twice so we have no control for proving risk management effectiveness, we can learn from experience over time. Organisations which have been tracking project performance over the years can demonstrate that as risk management maturity increases, so does project success. What gets measured gets improved. And nothing beats demonstrating success to get the attention of management!
© 2007 Risk Doctor Limited
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Dr. David Hillson (PMP, FAPM, FIRM, MCMI) is an international risk management consultant, and Director of Risk Doctor & Partners ( www.risk-doctor.com ). His speciality is risk technology transfer, assisting organisations to develop in-house risk processes, and he is a popular conference speaker and author on risk, winning several awards for his papers. He is recognised internationally as a leading thinker and practitioner in risk management, and his recent emphasis has been the inclusion of proactive opportunity management within the risk process, which is the topic of his latest book "Effective Opportunity Management Exploiting Positive Risk", published in 2003 by Dekker of New York.
David is an active member of the global Project Management Institute (PMI) and was a founder member of its Risk Management Specific Interest Group. He received the 2002 PMI Distinguished Contribution Award for his work in developing risk management over many years. He is a Fellow of the UK Association for Project Management (APM) and a Fellow of the UK Institute of Risk Management (IRM), as well as being a member of the Chartered Management Institute.
To provide feedback on this Briefing Note, or for more details on how to develop effective risk management, contact the Risk Doctor (info@risk-doctor.com), or visit the Risk Doctor website (www.risk-doctor.com).
PM Poetry™, a “take off”
on a poem by Robert Frost by J. Davidson Frame
Stopping by the Water Cooler on a Thursday Evening
Whose tasks these are, I think I know
It seems they’re going rather slow
The team is nervous, filled with gloom
Overruns just grow and grow
I peek inside the project room
And sense a weight of dismal doom
Paper piles stand everywhere
The tasks won’t finish sometime soon
A man is tugging at his hair
His eyes are red, filled with despair
I hear a sob from somewhere near
A woman’s groaning in her chair
It’s sad, so sad and very clear
this is a place that sees no cheer
The pain is great and weighs a ton
salved only by four pints of beer
This project will go on and on
with kudos given to no one
and miles to go before it’s done
and miles to go before it’s done
Re-printed with permission, J. Davidson Frame, Breaking Murphy’s Law, UMT Press, 2004
© 2007 J. Davidson Frame
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Dr. J. Davidson Frame is the Academic Dean for the University of Management and Technology (UMT) and Vice President of Yankee Clipper Group. Prior to joining UMT David was Professor of Management Science and the Chairman of the Management Science Department at The George Washington University's School of Business and Public Management (SBPM).
PM Crossword Connections™: Professional Responsibility
By Frank Saladis, PMP
(Click here or the image above for a larger, printable crossword in a new window. )
Across
3 private
7 set of honorable beliefs
9 supporter, fund giver
12 reasonable
13 misinform intentionally
14 sex
15 mandate, ordinance
19 kept private
20 breaking of a rule or law
21 defined constraint
26 clash
28 obligation
29 Project Management Professional (abrv)
30 lawyer
32 verified agreement or conformity
35 petition against
36 to place one's faith in someone
38 OK according to law
39 uprightness
40 morals
41 frequently asked question
42 to be answerable for
43 not permitted by law
Down
1 unacceptable behavior
2 ground rules
4 punish
5 accepted practice
6 regulation
8 to have susceptibility to risk
10 privileges
11 exchange of information
16 high esteem
17 behavior
18 equalize
22 to teach
23 blend, unite
24 difference, variety
25 secret writing
27 involved in the project
29 occupation
31 customer
33 honest
34 absorb knowledge
37 communal, friendly
© 2007 allPM.com
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Click here to view/print the crossword solution.
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