If we are out in the workforce, we should all be striving to be considered professionals, right? We usually want the admiration (or at least the acceptance) of our peers. The undying affection of our supervisor and executive management team. And the unwavering and unquestionable following of our dedicated employees – if we have a staff reporting to us. That’s what we are trying for, correct?
Project managers are no different. They may not have a direct staff, but they want the same thing from their project management staff, their project customers, their PMO director if they have one, and their executive management team. They want their respect, following, acceptance, appreciation and admiration as much as the next guy. They want to be considered as consummate professionals in the project management world.
Indeed, their status affects the quality of life for all people on the project, and associated with it, good or bad. Therefore, it becomes vital that a project manager conducts work in a professional manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, clients, and the public. The following is a code of ethics that project managers should use to help maintain their professionalism:
- As project manager, I will strive to maintain high professional standards in the preparation and delivery of my projects, and I will be held accountable for the success or failure of those projects.
- Regarding the actual work aspect of my project, I will strive to provide the leadership, trust, tools, and support to ensure all projects are completed on time, within cost, specification, and to my clients' requirements.
Professionalism refers to being able to encourage respect and honesty in all business-related matters and during the course of any project. It is important that project managers ensure that all client or employer information be kept confidential and not lead to a situation where there is a conflict of interest. It’s critical that the project manager be constantly aware of the needs of both his project customer and his project team members. He may not always be able to tend to each need, but he can be aware and help in as many was as possible to take care of t hose needs or resolve issues. No one else on the project team – or even associated with the project in any way – has better insight or closer ties to those needs and issues. And that’s the way it should be….the project manager should always be professional and a catalyst for solving issues and needs, building team and customer and leadership confidence, and be viewed as the right person to bring the project home successfully.