The most recent edition of the Guide to the Project Management Body of Knowledge (PMBOK) has been released and there are several improvements. The purpose of the PMBOK guide is to represent a set of process based standards that enhance the good practice of project management.
The improvements to the standards were a result of engagement with project practitioners from different industries and organisations located across the world. It was during this process of engagement that the need for a set of guiding principles was established. From this consultation a set of twelve broad principle statements were developed.
The set of principles is seen as complimentary with the Project Management Institute (PMI) Code of Ethics. This Code of Ethics is a value system that provides a framework best suited to a project manager and/or their organisation. The code of ethics is based on four key values:
- Responsibility
- Respect
- Fairness, and
- Honesty
We will look at the four key values in more depth later in this post.
It should also be noted that there is an overlap between project management and general management principles. For example, both projects and operations focus on delivering outcomes for the organisation and its stakeholders. The method on how the outputs are achieved may differ but the principle associated with delivering value transcends both.
Venn Diagram showing the relationships between Project Management and General Management Principles
So, the discussion of being a diligent, respectful, and caring steward has equal application in the ‘business as usual’ part of the organisation.
So, let us start the conversation by focusing on PMBOK’s first principle;
Principle 1 – Be a Diligent, Respectful, and Caring Steward
A steward is someone who is responsible and acts in the best of interests of the project by carrying out activities with:
- Integrity
- Care
- Trustworthiness, and
- Compliance
A good steward will have a holistic view of the project and will consider awareness of the financial, social, technical and environmentally sustainable aspects of the project.
It is important to highlight that good stewardship has responsibilities within and also external to the organisation.
Examples of internal good stewardship include:
- Aligning the outcomes of projects with the strategic mission, vision and objectives of the organisation.
- Being a good role model and always being respectful with project team members. This includes their compensation, access to opportunity and fair treatment.
- Exercising due diligence in respect to the organisational finance and resources.
- Being mindful of the use of authority, accountability and responsibility.
A good steward will consider the following external responsibilities:
- Be mindful of the environment and endeavour to reduce the use of materials and natural resources
- Provide good relationships with external stakeholders
- Be aware of the project’s impact on the market, the region in which the organisation operates and society as a whole
- Continue to improve the standards and practice of the project management community.
The good steward should be mindful of the ethical framework within which they operate. Specifically, they should act with:
Integrity –
A fundamental moral principle where stewards behave honestly and ethically within all areas that they operate. This includes all their engagements and communications,
Stewards should aim to exceed the expectations of the organisation and the people that they engage with, reflecting the highest order of values, principles and behaviours.
Stewards function as role models and should reflect positively the expectations they have of others. This builds trust as it demonstrates personal and organisational values in their engagement, decision making and work activities.
A steward should be able to place elevated expectations on other project team members in a positive but challenging way. In a sense it is embracing a positive conflict which encourages constructive words and actions. Stewards should also be empathetic, self-reflective and open to feedback.
Care
Projects are usually expensed until they are operational. Therefore, during the delivery phase, they are using the resources of the organisation until they are ready for hand over. Stewards therefore have a responsibility of due diligence beyond the confines of their defined responsibilities. Stewards should pay the same level of care and responsibility as if they were overseeing their own personal matters.
Care should also be a feature within the project team environment. Providing transparency, open communication where there is no fear of retribution provides a positive environment for all project team members.
Care not only relates to the internal workings of the organisation but also the external environment. Being responsible for the use of natural resources as well as concern for the living conditions of people across the world should also be considered by the caring steward. If these are not an important aspect of the organisation, then the stewards could help develop them in the organisation’s policies and procedures.
Trustworthiness
Trust is something that is built up over time and should be a key attribute of any steward. This is usually tested when conflict of interest situations surface. By proactively identifying conflict of interest and flagging it gives stakeholders peace of mind that the steward can be trusted and relied upon.
If conflict of interest is not brought to the attention of stakeholders it can undermine trust and confidence, may have legal consequences, may be viewed as unethical and may provide sub-optimal project outcomes.
It is the duty of the steward to identify and prevent such situations.
Compliance
As a steward there should be compliance with the relevant laws, rules, regulations and requirements that pertain to the project and the organisation within and outside the organisation. By doing this the steward protects the organisation, the stakeholders and the extended community.
The nature of projects is that they are temporary and unique. Because of this uniqueness there may be times when the current guidance is conflicting or not clear. Stewards should strive for compliance at the highest level. Where there is genuine indecision then they should seek appropriate counsel and direction.
Project outcomes are designed to deliver positive effects for stakeholders. However there needs to a balance between the cost of consuming scarce natural resource and the perceived benefits that the project will bring.
It is pleasing that organisations and their project teams are taking a more holistic view of the impacts that their projects bring to the wider community. The world is getting smaller with its interconnectedness, and it is increasingly apparent that the decisions of stewards can have impacts both within the organisation and externally to the wider community.