Ethics plays a critical role in project management, but all too often, its importance is overlooked. This benign neglect can result in serious consequences to individuals and organizations, ranging from tarnished reputations to civil and criminal liability. Ethics and Project Management demonstrates the importance of making ethics a key consideration in managing projects and describes the impacts that occur when ethical transgressions arise. Providing the tools necessary for project managers to avoid an ethical lapse that can put themselves and their organization at risk, this volume: Defines ethics and places it within the project management context Discusses the contents of the Project Management Institute’s code of ethics Enables project managers to recognize the trends that precipitate ethical dilemmas on a project Demonstrates how ethical concerns permeate the entire project life cycle Provides tips on establishing a governance protocol to ensure ethical compliance Explores legal issues that arise from unethical behavior Examines how ethical concerns on a project can have global implications, and how to operate in international settings with cultural differences Each chapter ends with a Getting Started Checklist, facilitating immediate application of the concepts discussed and making it easy for project managers to determine whether they are in compliance with ethical standards. Providing a solid roadmap for the ethical health of a project, this volume is essential reading for all those concerned with avoiding the disastrous consequences of a cavalier approach to ethics. Praise for the book: ... a great desktop reference for any project manager. It is a must-have title to complete any project management library and I recommend it to both new and highly experienced project managers. —Gregg D. Richie, PMP, MCTS, CNP, Managing Principal, P8, LLC

How relevant is ethics to project management? The book - which aims to demystify the field of ethics for project managers and managers in general - takes both a critical and a practical look at project management in terms of success criteria, and ethical opportunities and risks. The goal is to help the reader to use ethical theory to further identify opportunities and risks within their projects and thereby to advance more directly along the path of mature and sustainable managerial practice. Project Ethics opens with an investigation of the critical success factors in project management. It then illustrates how situations can arise within projects where values can compete, and looks at how ethical theories on virtue, utility, duty and rights can be used as competence eye-openers to evaluate projects. The reader is challenged to think of their project management experiences where questions of competing values surfaced, and mirror them in short vignettes taken from real practice from all round the globe. Finally, a new method is introduced, based on classical ethical theory, which can help project owners, project managers, project teams and stakeholders, to identify, estimate and evaluate ethical opportunities and risks in projects.

Leadership, Ethics, and Project Execution provides a masterclass in the project and people management skills that set apart the most accomplished design and construction professionals. This textbook for graduate and advanced undergraduate students distils the insights gleaned over the authors’ decades of experience in academia and industry into actionable principles for success in a notoriously demanding field. Combining real life case studies with original research, Leadership, Ethics, and Project Execution points the way from the classroom to the jobsite. Interactive exercises allow readers to take the role of junior project managers and other emerging professionals and reason through the ethical dilemmas surrounding building projects from the initial bid to completion. Chapters on stakeholder alignment, productivity, and project success ensure that aspiring leaders’ business decisions are as economically sound as they are ethically correct. From its accessible, conversational tone to the lifetime’s worth of construction wisdom it shares, Leadership, Ethics, and Project Execution offers an extended mentoring session with three giants of the building industry.

This book unveils a gap in the governance of development projects that ultimately hinders effective, transparent and accountable usage of resources. Illustrated with entertaining examples, the book develops a Project Governance model. The models six modules build an integrated, strategically oriented and ethically reflected platform for a more truthful and efficient cooperation in difficult projects or programs such as in development.

This book shows executive, project, program, and portfolio managers how ethical behavior can ensure that an organization has proper governance. Improper governance and unethical behavior have led to such well-known financial disasters as Enron and Madoff Investments. The book arms managers with two important tools: Small Sins Allowed (SSA) and Line of Impunity (LoI), which together can be the foundation for renewed and vigorous corporate governance. SSA is a powerful tool that helps managers establish a level above which adherence to ethical standards is expected. LoI aids managers in identifying ethical fault lines that may exist in a company and helps to keep unethical behavior in check.

We all live our daily lives surrounded by the products of technology that make what we do simpler, faster, and more efficient. These are benefits we often just take for granted. But at the same time, as these products disburden us of unwanted tasks that consumed much time and effort in earlier eras, many of them also leave us more disengaged from our natural and even human surroundings. It is the task of what Gene Moriarty calls focal engineering to create products that will achieve a balance between disburdenment and engagement: “How much disburdenment will be appropriate while still permitting an engagement that enriches one’s life, elevates the spirit, and calls forth a good life in a convivial society?” One of his examples of a focally engineered structure is the Golden Gate Bridge, which “draws people to it, enlivens and elevates the human spirit, and resonates with the world of its congenial setting. Humans, bridge, and world are in tune.” These values of engagement, enlivenment, and resonance are key to the normative approach Moriarty brings to the profession of engineering, which traditionally has focused mainly on technical measures of evaluation such as efficiency, productivity, objectivity, and precision. These measures, while important, look at the engineered product in a local and limited sense. But “from a broader perspective, what is locally benign may present serious moral problems,” undermining “social justice, environmental sustainability, and health and safety of affected parties.” It is this broader perspective that is championed by focal engineering, the subject of Part III of the book, which Moriarty contrasts with “modern” engineering in Part I and “pre-modern” engineering in Part II.

As nations race to hone contact-tracing efforts, the world's experts consider strategies for maximum transparency and impact. As public health professionals around the world work tirelessly to respond to the COVID-19 pandemic, it is clear that traditional methods of contact tracing need to be augmented in order to help address a public health crisis of unprecedented scope. Innovators worldwide are racing to develop and implement novel public-facing technology solutions, including digital contact tracing technology. These technological products may aid public health surveillance and containment strategies for this pandemic and become part of the larger toolbox for future infectious outbreak prevention and control. As technology evolves in an effort to meet our current moment, Johns Hopkins Project on Ethics and Governance of Digital Contact Tracing Technologies—a rapid research and expert consensus group effort led by Dr. Jeffrey P. Kahn of the Johns Hopkins Berman Institute of Bioethics in collaboration with the university's Center for Health Security—carried out an in-depth analysis of the technology and the issues it raises. Drawing on this analysis, they produced a report that includes detailed recommendations for technology companies, policymakers, institutions, employers, and the public. The project brings together perspectives from bioethics, health security, public health, technology development, engineering, public policy, and law to wrestle with the complex interactions of the many facets of the technology and its applications. This team of experts from Johns Hopkins University and other world-renowned institutions has crafted clear and detailed guidelines to help manage the creation, implementation, and application of digital contact tracing. Digital Contact Tracing for Pandemic Response is the essential resource for this fast-moving crisis. Contributors: Joseph Ali, JD; Anne Barnhill, PhD; Anita Cicero, JD; Katelyn Esmonde, PhD; Amelia Hood, MA; Brian Hutler, Phd, JD; Jeffrey P. Kahn, PhD, MPH; Alan Regenberg, MBE; Crystal Watson, DrPH, MPH; Matthew Watson; Robert Califf, MD, MACC; Ruth Faden, PhD, MPH; Divya Hosangadi, MSPH; Nancy Kass, ScD; Alain Labrique, PhD, MHS, MS; Deven McGraw, JD, MPH, LLM; Michelle Mello, JD, PhD; Michael Parker, BEd (Hons), MA, PhD; Stephen Ruckman, JD, MSc, MAR; Lainie Rutkow, JD, MPH, PhD; Josh Sharfstein, MD; Jeremy Sugarman, MD, MPH, MA; Eric Toner, MD; Mar Trotochaud, MSPH; Effy Vayena, PhD; Tal Zarsky, JSD, LLM, LLB