William Ernest is a project management enthusiast with a master's degree in project management and industrial engineering. He enjoys working with cross-functional teams and looking for new challenges. He believes strategic plans often fail due to poor execution, not flawed strategies.

1. William Ernest, PMP

2. 


Project Management
Enthusiast who believes that
most of strategic plans fail
not because of bad strategy,
but because of bad
execution.
I hold a master's degree in
Project Management, an
Industrial Engineering
degree and a Motivation and
Leadership Specialty.
I am always looking for new
challenges, and enjoy
working with crossfunctional teams.

3.  Personal
leadership is the process of
keeping your vision and values before you
and aligning your life to be congruent with
them.

5.  Giving
Voice to
Values: How to
Speak Your Mind
When You Know
What's Right

6. 
Mary C. Gentile is the Creator
and Director of Giving Voice to
Values and Senior Research
Scholar at Babson College.
Previously at Harvard Business
School from 1985–1995 and a
consultant on management
education and leadership
development, Gentile is the
author of numerous books and
articles, including Giving Voice
to Values: How to Speak Your
Mind When You Know What’s
Right, from Yale University
Press.

7.  Ethics
training through
case studies
 Rationalization of
business ethics
 Finger pointing

8.  Well,
when I´m the Portfolio Manager I can
take action on this kind of decision, but as
the Project Manager, I have neither the
power nor influence to do so.
 Well,
if I were lower in the organization, I
might be able to take this kind of personal
risk and stand up against this behavior.

9. Core beliefs that guide and
motivate attitudes and actions

10.  Across
cultures core values:
• Honesty
• Respect
• Responsibility
• Fairness
• Compassion

11.  Reasons
for doing ¨good¨ are often based
on our values, our rules and precepts.
 Reasons for doing ¨less than ethical¨ are
related to more immediate circumstances
(bigger bonus, a new contract, extra
benefit, another promotion, etc).

12.  Training
ourselves to act according to our
values despite opposing pressure, learning
to confront ethical dilemmas by prescripting the most common situation we
might encounter.

13. GVV
Reaction
Utilitarian
Prevention
Duty based

14.  Let´s
check some examples

15.  John
is the project manager for a $10 mill
facility construction project.
 He has no purchasing responsibilities
within the project. One of the main vendors
invite him on a fishing trip? How should
John react?

16.  First
of all we need to understand the role
and responsibilities of John as the Project
Manager, also it will be important to
understand if the construction contract has
already been awarded.

17.  John
understands he
needs to avoid conflict
of interest situations,
and has been
preparing him self to
respond to these
invitations.

18. I
would love to go
fishing, but we have
had such a bad time
putting together a
short list of possible
vendors that I don't
want to ruin a future
contract
for
your
company.

19. 


Sarah is the Project Manager of a VoIP Project for a Regional
Bank at South America. The Bank is considering contracting
Sarah´s firm to implement a mobile banking solution.
The VoIP project is delayed, and will need a couple of extra
months to complete. Sarah´s account manager will meet a
customer representative next week and will like to provide a
project update during the meeting, competition for this new
contract has been tough.
After preparing a presentation Sarah shares it with her
account manager, after reviewing it, he sends it back without
the key points about delays and issues. He asks her only to
mention the accomplishments, in order to convince the client
for the new contract.

20.  Can
Sarah excuse her self and not attend
to the meeting?
 Can she instead of creating a new status
report, use last month report before the
delay issues were identified?
 Should Sarah leave the delay issues at the
technical report, but use her style writing
skills to create an optimistic scenario for
the executive summary without ignoring
the issue?

21. 
Sarah values
transparency with the
firm´s client, since the
first day of the project
she implemented a
communication system
with her counterpart at
the Bank, her
counterpart is aware of
all delays and issues,
as well of the corrective
actions.

22.  Don´t
worry about the
delay issues, the
client is aware of them
as well of the efforts
being made to put the
project back on track.
If they are considering
us for a new contract
is because our
credibility.

23.  Noah´s
firm
is
competing
for
a
multidisciplinary concept project. The client
has been holding meetings with each
potential vendor.
 During this meeting, Noah has noticed that
one of the customer´s key requirements
mentioned was not included in the bidding
document. He has confirmed with the client
that this requirement is part of the product
scope, meaning that their proposal might be
the only one complete.

24.  The
client is the owner of the bidding
process, our firm should not worry if they
will revise the bidding document prior the
deadline for submittals.

25. Immediately let know
the
client
of
this
mistake, if the other
vendors are not aware
of this requirement it will
be
impossible
to
compare offers.
 Time is money, and
Noah doesn´t want their
client nor his firm to
lose time in an extra
bidding process.


26. 
I suggest you revise the
bidding
document
ASAP, to make sure you
will receive offers you
can compare, to award
the contract. If not you
will probably miss your
deadline.
My
firm
neither yours has the
luxury
of
time
to
develop this product.

27.  "Ethical
dilemmas in business often are met
with silence – not because the right answers
were unknown, but because the right
conversation wasn’t initiated. GVV is a tool to
give us all the push we need to stay true to
our values and moral compass in the face of
the day-to-day challenges of life and
business.”
David Langstaff, Chairman,
Board of Directors, TASC, Inc.;
Founder and Former CEO,
Veridian Corporation

28.  Gentile,
M. C. (2012). Giving voice to
values: How to speak your mind when you
know what's right. New Haven, Conn: Yale
University Press.