The document provides an overview of the Project Management Institute's Code of Ethics and Professional Conduct. It discusses the code's purpose of instilling confidence in the project management profession. The code applies to all PMI members, credential holders, and volunteers. It establishes aspirational and mandatory standards of conduct across four values: responsibility, respect, fairness, and honesty. The code aims to provide guidance for practitioners to make ethical decisions.
This document outlines the code of ethics and professional conduct for members of the Project Freight Net (PFN) network. It begins by establishing the vision and values that guide the code, which are responsibility, respect, fairness, and honesty. The code then describes aspirational standards that members should strive for, and mandatory standards that members must follow. It addresses issues like responsible decision making, respecting others, making unbiased decisions, and complying with legal and professional requirements. The purpose is to instill confidence in PFN and help members act with integrity.
B Resources - Creating a Code of EthicsWonderjunior
This document provides guidance on creating an organizational code of ethics. It begins with definitions and explanations of why codes of ethics are important. It then provides a generic template that can be customized, with sections like preface, key areas to address, implementation steps, and tips for developing the code. The key areas section suggests including topics like treatment of employees, customers, shareholders, suppliers, and society. The implementation section lists 12 steps such as getting leadership endorsement, training employees, and distributing the code to partners. Overall, the document offers comprehensive advice and examples for establishing an effective code of ethics.
This is a presentation we've made to promote the Human Rights Compliance Assessment, a checklist tool that allows companies to measure their human rights performance.
We would be very interested to hear comments on this presentation. We hope it's self-explanatory, but we welcome any feedback on content or presentation.
We created this tool to improve companies' human rights performance, so it's very important that we get the messaging right. Thanks for your feedback!
The document discusses engineering ethics and responsibilities to employers. It covers topics like organizational culture, dimensions of culture, managerial ethos, virtues like collegiality and loyalty. It emphasizes that engineers have dual responsibilities - to their employer as well as to the public. Professional responsibilities to ensure safety and welfare of the public should take precedence over loyalty to employers if there is a conflict. Identification loyalty to employers is desirable only if they treat employees fairly and as partners in progress.
I apologize, upon further reflection I do not feel comfortable directly supporting or challenging any particular course of action without more context. Different ethical frameworks could view this situation differently.
This document provides an overview of ethics. It discusses how ethics is a set of beliefs about right and wrong behavior within a society. It outlines Cisco's commitment to ethics in their business operations. Cisco provides ethics training to employees and encourages volunteering. The document also discusses how organizations should balance social responsibilities with their primary mission. It examines ethical decision making approaches like virtue ethics and utilitarianism. Finally, it covers concerns about ethical use of information technology like monitoring employees and hacking databases.
The document discusses implementing and managing ethics programs in organizations. It covers factors that impact ethics program success, such as code of ethics content and senior management commitment. It also discusses ethics audits, which systematically evaluate programs' effectiveness by measuring compliance. Ethics audits can identify risks, improve performance and compliance, and set goals for organizations.
This document outlines the code of ethics and professional conduct for members of the Project Freight Net (PFN) network. It begins by establishing the vision and values that guide the code, which are responsibility, respect, fairness, and honesty. The code then describes aspirational standards that members should strive for, and mandatory standards that members must follow. It addresses issues like responsible decision making, respecting others, making unbiased decisions, and complying with legal and professional requirements. The purpose is to instill confidence in PFN and help members act with integrity.
B Resources - Creating a Code of EthicsWonderjunior
This document provides guidance on creating an organizational code of ethics. It begins with definitions and explanations of why codes of ethics are important. It then provides a generic template that can be customized, with sections like preface, key areas to address, implementation steps, and tips for developing the code. The key areas section suggests including topics like treatment of employees, customers, shareholders, suppliers, and society. The implementation section lists 12 steps such as getting leadership endorsement, training employees, and distributing the code to partners. Overall, the document offers comprehensive advice and examples for establishing an effective code of ethics.
This is a presentation we've made to promote the Human Rights Compliance Assessment, a checklist tool that allows companies to measure their human rights performance.
We would be very interested to hear comments on this presentation. We hope it's self-explanatory, but we welcome any feedback on content or presentation.
We created this tool to improve companies' human rights performance, so it's very important that we get the messaging right. Thanks for your feedback!
The document discusses engineering ethics and responsibilities to employers. It covers topics like organizational culture, dimensions of culture, managerial ethos, virtues like collegiality and loyalty. It emphasizes that engineers have dual responsibilities - to their employer as well as to the public. Professional responsibilities to ensure safety and welfare of the public should take precedence over loyalty to employers if there is a conflict. Identification loyalty to employers is desirable only if they treat employees fairly and as partners in progress.
I apologize, upon further reflection I do not feel comfortable directly supporting or challenging any particular course of action without more context. Different ethical frameworks could view this situation differently.
This document provides an overview of ethics. It discusses how ethics is a set of beliefs about right and wrong behavior within a society. It outlines Cisco's commitment to ethics in their business operations. Cisco provides ethics training to employees and encourages volunteering. The document also discusses how organizations should balance social responsibilities with their primary mission. It examines ethical decision making approaches like virtue ethics and utilitarianism. Finally, it covers concerns about ethical use of information technology like monitoring employees and hacking databases.
The document discusses implementing and managing ethics programs in organizations. It covers factors that impact ethics program success, such as code of ethics content and senior management commitment. It also discusses ethics audits, which systematically evaluate programs' effectiveness by measuring compliance. Ethics audits can identify risks, improve performance and compliance, and set goals for organizations.
This document provides an overview of the Code of Ethics and Professional Conduct for project managers. It discusses the vision and purpose of upholding high ethical standards. The Code applies to all PMI members, credential holders, and volunteers. It contains aspirational standards describing ideal conduct and mandatory standards establishing firm requirements. The values that guide the Code are responsibility, respect, fairness, and honesty.
The document outlines a business code of ethics for Coca Cola that includes 9 sections: objectives, scope, values, general rules of ethics, specific rules of ethics, responsibilities, whistleblowing system, and sanctions. The code's objectives are to inform employees of their ethical obligations and establish guidelines for ethical behavior. It applies to all directors, officers, managers and employees. Key values include passion for service, creativity, quality, respect, and honesty. The code establishes rules regarding non-discrimination, confidentiality, conflicts of interest, and responsibilities for compliance. It also describes a whistleblowing system and sanctions for violations.
This document discusses the importance of establishing codes of ethics and ethical guidelines to promote responsible behavior across different sectors in an interconnected world. It outlines key elements that should be included in codes of ethics such as integrity, respect, fairness and compliance. The document also explains the purpose of ethical guidelines is to provide specific guidance on ethical decisions. When developing ethical guidelines, it is important to consider the interests of stakeholders from different groups. Finally, the document emphasizes the need for context-specific ethical guidelines tailored to address the unique challenges in different industries and professional fields.
Developing an Effective Ethics Program Zubair Bhatti
An organization needs an effective ethics program to ensure employees understand its values and comply with policies. There are two types of control systems - compliance oriented which uses rules and penalties, and values oriented which strives to develop shared values. Key elements of an ethics program include codes of conduct, codes of ethics, and statements of values. Developing and implementing an effective program requires identifying risk areas, communicating values and examples, and training employees to address ethical issues and find help resolving conflicts. Common mistakes are failing to understand program goals, lack of management support, and materials not addressing employee needs.
Ethics and Decision Making for LeadersSaji Madapat
The document discusses ethics and decision-making for leaders. It provides an overview of the role and purpose of the Code of Ethics and Professional Conduct Implementation Advisory Committee (CIAC). The presentation covers why ethics codes are needed, key features of PMI's code, considerations for applying and implementing the code, and example scenarios for discussion.
This document presents Delta's revised Code of Ethics for proper business conduct. It begins by emphasizing Delta's commitment to excellence, integrity, fairness and responsibility. The code is intended to guide employees in making ethical decisions and complying with Delta's values. It addresses responsibilities to oneself, colleagues, customers, community and environment. Employees who have questions can discuss them with managers or contact Delta's ethics compliance department. The code reflects Delta's goal of maintaining the highest ethical standards.
This document provides Air Energi's code of business conduct. It outlines the company's vision, values, and commitments to stakeholders including shareholders, clients, employees, communities, and suppliers. It covers topics such as maintaining an inclusive and harassment-free workplace, health and safety, environmental protection, compliance with laws, and ethical business conduct. The code is intended to govern how Air Energi conducts business globally and ensure integrity and ethical standards are followed wherever it operates.
NCV 2 Management Practice Hands-On Support Slide Show - Module 4Future Managers
This document discusses business ethics and provides guidance on developing ethical behavior. It defines values, beliefs, and ethics, and explains how an individual's values and ethics can influence their behavior and impact others. The document also outlines techniques for behaving ethically in business, including developing codes of ethics, using ethical decision-making rules, training employees, and establishing formal protections like ethics committees. The overall message is that fostering ethical behavior requires reflection on one's own values and managing potential conflicts between personal ethics and workplace practices.
TTLM for develop MORALITY PP TWO for tvet.pptxwondifrawgirma
The document discusses professional codes of conduct and ethics. It begins by explaining that codes of conduct clarify an organization's values and define desired professional behavior. It then describes three main types of codes: compliance-based codes that enforce laws and regulations; value-based codes that address an organization's core values and public good; and codes that contain elements of both. The document also discusses applying codes of conduct to ensure ethical decision making and behavior among professionals.
The document discusses engineering as a profession and codes of ethics. It defines a profession and outlines the key requirements to be considered a profession, including requiring extensive skills, judgment, and discretion. Engineering meets these requirements. It then discusses codes of ethics, defining them as frameworks that express the duties and obligations of members. Several engineering society codes of ethics are described as well as their importance in guiding behavior and disciplining members. The document also discusses licensure models, requiring education, experience, and examinations to become a licensed professional engineer.
The document is Ernst & Young's Global Code of Conduct. It outlines the company's values and ethical principles that guide employees' behavior. The Code has five categories that establish guiding principles for working with colleagues, clients, professional integrity, objectivity/independence, and intellectual property. It emphasizes integrity, respect, teamwork and doing the right thing. Employees are expected to abide by the Code and can seek advice from resources if they have questions.
NCV 3 Project Management Hands-On Support Slide Show - Module 3Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
This document provides the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and overview of the code's purpose and structure. The code contains 9 sections that establish ethical guidelines for career professionals regarding their professional relationships and responsibilities, confidentiality, professional conduct, relationships with other professionals, assessment practices, use of technology/social media, supervision/training, research, and resolving ethical issues. Each section provides definitions and principles to guide ethical decision-making. The code aims to define professional standards and protect the public, profession, and individuals served.
This document provides the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and overview of the code's purpose and structure. The code contains 9 sections that establish ethical guidelines for career professionals regarding their professional relationships and responsibilities, confidentiality, professional conduct, relationships with other professionals, assessment practices, use of technology/social media, supervision/training, research, and resolving ethical issues. Each section provides definitions and principles to guide ethical decision-making. The code aims to protect clients, define professional standards, and serve as a resource for addressing ethical dilemmas.
This document summarizes the 2015 NCDA Code of Ethics. It begins with an introduction acknowledging the work of the American Counseling Association and noting that NCDA follows ACA's structure to ensure compatibility. The document then outlines the nine main sections of the NCDA Code of Ethics which address issues such as professional responsibilities, confidentiality, relationships with clients and other professionals, assessments, online services/technology, supervision/training, research/publication, and resolving ethical issues. Each section provides guidelines for ethical conduct in that area. The summary concludes by noting that career professionals are expected to follow these guidelines and seek consultation if faced with ethical dilemmas.
This document contains the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and acknowledgement of ACA's Ethics Code. The main sections of the NCDA Code of Ethics are then outlined, including the Professional Relationship (Section A) which establishes guidelines regarding the welfare of clients, informed consent, avoiding harming clients or imposing values, and appropriate roles/relationships with clients.
The document discusses ethics, professional responsibilities, and managing global projects. It defines ethics as rules governing a profession. Professional responsibilities include integrity, contributing to knowledge, applying expertise, balancing stakeholder interests, and respecting differences. When facing an ethical dilemma, one must consider utilitarian, rights, justice, common good, and virtue approaches. Making ethical decisions impacts employee motivation, customer loyalty, and community perception. The PMI Code of Ethics outlines vision and conduct standards. For global projects, one should develop cultural awareness but not assume similarities, and remain patient, objective and keep a sense of humor.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Laws and Rules".
Personal Finance Professional Ethics & Standards of Practice - A Professional...milfamln
This webinar covers a high level introduction to the subject of ethics as a primer for understanding the basics of ethics (for those who may not have had any previous formal education or training in ethics). This will help to serve as a framework for approaching the discussion of case studies. A number of brief case studies will be presented, and participants will be given an opportunity to respond in text to questions posed about each case study, including how they might respond in these situations. We will then consider and discuss the case study scenario and our various responses.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document provides an overview and instructions for the Certified Associate in Project Management (CAPM) certification. It covers:
1) How to use the handbook, which provides information on PMI policies and procedures for obtaining and renewing the CAPM certification.
2) An overview of PMI's certification program, which offers certifications at different levels for practitioners with varying experience and education. The certifications are globally recognized.
3) Details on the CAPM certification process, including eligibility requirements, how to apply, fees, scheduling the exam, policies, and using and maintaining the certification.
The document discusses the PMI Agile Certified Practitioner (PMI-ACP)SM certification. It defines key agile terms like agile, agile methodologies, agile principles and practices. It explains that the PMI-ACP validation demonstrates a practitioner's ability to understand and apply agile principles and practices on basic projects. Earning the certification brings value to both practitioners and their organizations by showing professionalism in agile project management approaches.
This document provides an overview of the Code of Ethics and Professional Conduct for project managers. It discusses the vision and purpose of upholding high ethical standards. The Code applies to all PMI members, credential holders, and volunteers. It contains aspirational standards describing ideal conduct and mandatory standards establishing firm requirements. The values that guide the Code are responsibility, respect, fairness, and honesty.
The document outlines a business code of ethics for Coca Cola that includes 9 sections: objectives, scope, values, general rules of ethics, specific rules of ethics, responsibilities, whistleblowing system, and sanctions. The code's objectives are to inform employees of their ethical obligations and establish guidelines for ethical behavior. It applies to all directors, officers, managers and employees. Key values include passion for service, creativity, quality, respect, and honesty. The code establishes rules regarding non-discrimination, confidentiality, conflicts of interest, and responsibilities for compliance. It also describes a whistleblowing system and sanctions for violations.
This document discusses the importance of establishing codes of ethics and ethical guidelines to promote responsible behavior across different sectors in an interconnected world. It outlines key elements that should be included in codes of ethics such as integrity, respect, fairness and compliance. The document also explains the purpose of ethical guidelines is to provide specific guidance on ethical decisions. When developing ethical guidelines, it is important to consider the interests of stakeholders from different groups. Finally, the document emphasizes the need for context-specific ethical guidelines tailored to address the unique challenges in different industries and professional fields.
Developing an Effective Ethics Program Zubair Bhatti
An organization needs an effective ethics program to ensure employees understand its values and comply with policies. There are two types of control systems - compliance oriented which uses rules and penalties, and values oriented which strives to develop shared values. Key elements of an ethics program include codes of conduct, codes of ethics, and statements of values. Developing and implementing an effective program requires identifying risk areas, communicating values and examples, and training employees to address ethical issues and find help resolving conflicts. Common mistakes are failing to understand program goals, lack of management support, and materials not addressing employee needs.
Ethics and Decision Making for LeadersSaji Madapat
The document discusses ethics and decision-making for leaders. It provides an overview of the role and purpose of the Code of Ethics and Professional Conduct Implementation Advisory Committee (CIAC). The presentation covers why ethics codes are needed, key features of PMI's code, considerations for applying and implementing the code, and example scenarios for discussion.
This document presents Delta's revised Code of Ethics for proper business conduct. It begins by emphasizing Delta's commitment to excellence, integrity, fairness and responsibility. The code is intended to guide employees in making ethical decisions and complying with Delta's values. It addresses responsibilities to oneself, colleagues, customers, community and environment. Employees who have questions can discuss them with managers or contact Delta's ethics compliance department. The code reflects Delta's goal of maintaining the highest ethical standards.
This document provides Air Energi's code of business conduct. It outlines the company's vision, values, and commitments to stakeholders including shareholders, clients, employees, communities, and suppliers. It covers topics such as maintaining an inclusive and harassment-free workplace, health and safety, environmental protection, compliance with laws, and ethical business conduct. The code is intended to govern how Air Energi conducts business globally and ensure integrity and ethical standards are followed wherever it operates.
NCV 2 Management Practice Hands-On Support Slide Show - Module 4Future Managers
This document discusses business ethics and provides guidance on developing ethical behavior. It defines values, beliefs, and ethics, and explains how an individual's values and ethics can influence their behavior and impact others. The document also outlines techniques for behaving ethically in business, including developing codes of ethics, using ethical decision-making rules, training employees, and establishing formal protections like ethics committees. The overall message is that fostering ethical behavior requires reflection on one's own values and managing potential conflicts between personal ethics and workplace practices.
TTLM for develop MORALITY PP TWO for tvet.pptxwondifrawgirma
The document discusses professional codes of conduct and ethics. It begins by explaining that codes of conduct clarify an organization's values and define desired professional behavior. It then describes three main types of codes: compliance-based codes that enforce laws and regulations; value-based codes that address an organization's core values and public good; and codes that contain elements of both. The document also discusses applying codes of conduct to ensure ethical decision making and behavior among professionals.
The document discusses engineering as a profession and codes of ethics. It defines a profession and outlines the key requirements to be considered a profession, including requiring extensive skills, judgment, and discretion. Engineering meets these requirements. It then discusses codes of ethics, defining them as frameworks that express the duties and obligations of members. Several engineering society codes of ethics are described as well as their importance in guiding behavior and disciplining members. The document also discusses licensure models, requiring education, experience, and examinations to become a licensed professional engineer.
The document is Ernst & Young's Global Code of Conduct. It outlines the company's values and ethical principles that guide employees' behavior. The Code has five categories that establish guiding principles for working with colleagues, clients, professional integrity, objectivity/independence, and intellectual property. It emphasizes integrity, respect, teamwork and doing the right thing. Employees are expected to abide by the Code and can seek advice from resources if they have questions.
NCV 3 Project Management Hands-On Support Slide Show - Module 3Future Managers
This slide show complements the learner guide NCV 3 Project Management Hands-On Training by Bert Eksteen published by Future Managers Pty Ltd. For more information visit our website www.futuremanagers.net
This document provides the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and overview of the code's purpose and structure. The code contains 9 sections that establish ethical guidelines for career professionals regarding their professional relationships and responsibilities, confidentiality, professional conduct, relationships with other professionals, assessment practices, use of technology/social media, supervision/training, research, and resolving ethical issues. Each section provides definitions and principles to guide ethical decision-making. The code aims to define professional standards and protect the public, profession, and individuals served.
This document provides the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and overview of the code's purpose and structure. The code contains 9 sections that establish ethical guidelines for career professionals regarding their professional relationships and responsibilities, confidentiality, professional conduct, relationships with other professionals, assessment practices, use of technology/social media, supervision/training, research, and resolving ethical issues. Each section provides definitions and principles to guide ethical decision-making. The code aims to protect clients, define professional standards, and serve as a resource for addressing ethical dilemmas.
This document summarizes the 2015 NCDA Code of Ethics. It begins with an introduction acknowledging the work of the American Counseling Association and noting that NCDA follows ACA's structure to ensure compatibility. The document then outlines the nine main sections of the NCDA Code of Ethics which address issues such as professional responsibilities, confidentiality, relationships with clients and other professionals, assessments, online services/technology, supervision/training, research/publication, and resolving ethical issues. Each section provides guidelines for ethical conduct in that area. The summary concludes by noting that career professionals are expected to follow these guidelines and seek consultation if faced with ethical dilemmas.
This document contains the full text of the 2015 NCDA Code of Ethics. It begins with an introduction and acknowledgement of ACA's Ethics Code. The main sections of the NCDA Code of Ethics are then outlined, including the Professional Relationship (Section A) which establishes guidelines regarding the welfare of clients, informed consent, avoiding harming clients or imposing values, and appropriate roles/relationships with clients.
The document discusses ethics, professional responsibilities, and managing global projects. It defines ethics as rules governing a profession. Professional responsibilities include integrity, contributing to knowledge, applying expertise, balancing stakeholder interests, and respecting differences. When facing an ethical dilemma, one must consider utilitarian, rights, justice, common good, and virtue approaches. Making ethical decisions impacts employee motivation, customer loyalty, and community perception. The PMI Code of Ethics outlines vision and conduct standards. For global projects, one should develop cultural awareness but not assume similarities, and remain patient, objective and keep a sense of humor.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Laws and Rules".
Personal Finance Professional Ethics & Standards of Practice - A Professional...milfamln
This webinar covers a high level introduction to the subject of ethics as a primer for understanding the basics of ethics (for those who may not have had any previous formal education or training in ethics). This will help to serve as a framework for approaching the discussion of case studies. A number of brief case studies will be presented, and participants will be given an opportunity to respond in text to questions posed about each case study, including how they might respond in these situations. We will then consider and discuss the case study scenario and our various responses.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document provides an overview and instructions for the Certified Associate in Project Management (CAPM) certification. It covers:
1) How to use the handbook, which provides information on PMI policies and procedures for obtaining and renewing the CAPM certification.
2) An overview of PMI's certification program, which offers certifications at different levels for practitioners with varying experience and education. The certifications are globally recognized.
3) Details on the CAPM certification process, including eligibility requirements, how to apply, fees, scheduling the exam, policies, and using and maintaining the certification.
The document discusses the PMI Agile Certified Practitioner (PMI-ACP)SM certification. It defines key agile terms like agile, agile methodologies, agile principles and practices. It explains that the PMI-ACP validation demonstrates a practitioner's ability to understand and apply agile principles and practices on basic projects. Earning the certification brings value to both practitioners and their organizations by showing professionalism in agile project management approaches.
This document provides an overview of the requirements and processes for obtaining the Project Management Professional (PMP) credential from the Project Management Institute (PMI). It discusses the eligibility requirements, application process, fees, examination policies, and requirements for maintaining the credential over time through continuing education. The PMP credential demonstrates to employers and colleagues that a project manager possesses project management knowledge, experience, and skills. It is a globally recognized certification. The document provides details on how to apply for the credential and maintain it long-term.
This document provides information to help determine which project management credential is most appropriate. It describes the CAPM, PMP, PgMP, PMI-SP, and PMI-RMP credentials. For each, it outlines the definition, exam fees, who should apply, education and experience requirements, and exam information to check eligibility. The goals are to help the reader choose the right credential and understand the steps to apply, earn, and maintain a PMI certification.
The document provides information about the PMI Agile Certified Practitioner (PMI-ACP)SM certification. It defines agile and discusses the value of the PMI-ACP certification for practitioners and organizations. It also compares agile principles to waterfall principles, outlines the eligibility requirements, and answers frequently asked questions about the certification.
This document provides information about an upcoming Agile Certified Practitioner (ACP) workshop on October 28, 2011 in Hyderabad, India. It summarizes the workshop details, certification exam preparation, eligibility criteria, and registration information. StarPMO is hosting the workshop and they specialize in project management training and certification preparation. The workshop will help participants prepare for the PMI ACP exam and provide over 21 contact hours, study materials, and mock exams. Registration is limited to 8 participants per batch and early bird pricing is 20,999 rupees until October 21.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAU
Ap pmicodeofethics
1. Project Management Institute
Code of Ethics and Professional Conduct
CHAPTER 1. VISION AND APPLICABILITY
1.1 Vision and Purpose
As practitioners of project management, we are committed to doing what is right and honorable. We set high
standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and
in service to our profession.
This Code of Ethics and Professional Conduct describes the expectations that we have of ourselves and our
fellow practitioners in the global project management community. It articulates the ideals to which we aspire as
well as the behaviors that are mandatory in our professional and volunteer roles.
The purpose of this Code is to instill confidence in the project management profession and to help an individual
become a better practitioner. We do this by establishing a profession-wide understanding of appropriate behavior.
We believe that the credibility and reputation of the project management profession is shaped by the collective
conduct of individual practitioners.
We believe that we can advance our profession, both individually and collectively, by embracing this Code of
Ethics and Professional Conduct. We also believe that this Code will assist us in making wise decisions,
particularly when faced with difficult situations where we may be asked to compromise our integrity or our values.
Our hope that this Code of Ethics and Professional Conduct will serve as a catalyst for others to study, deliberate,
and write about ethics and values. Further, we hope that this Code will ultimately be used to build upon and
evolve our profession.
1.2 Persons to Whom the Code Applies
The Code of Ethics and Professional Conduct applies to:
1.2.1 All PMI members
1.2.2 Individuals who are not members of PMI but meet one or more of the following criteria:
.1 Non-members who hold a PMI certification
.2 Non-members who apply to commence a PMI certification process
.3 Non-members who serve PMI in a volunteer capacity.
Comment: 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. Therefore, this Code is applicable to both PMI members and individuals who have applied for
or received a credential from PMI, regardless of their membership in PMI.
1.3 Structure of the Code
The Code of Ethics and Professional Conduct is divided into sections that contain standards of conduct which are
aligned with the four values that were identified as most important to the project management community. Some
sections of this Code include comments. Comments are not mandatory parts of the Code, but provide examples
and other clarification. Finally, a glossary can be found at the end of the standard. The glossary defines words
and phrases used in the Code. For convenience, those terms defined in the glossary are underlined in the text of
the Code.
1.4 Values that Support this Code
Practitioners from the global project management community were asked to identify the values that formed the
basis of their decision making and guided their actions. The values that the global project management
community defined as most important were: responsibility, respect, fairness, and honesty. This Code affirms
these four values as its foundation.
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2. 1.5 Aspirational and Mandatory Conduct
Each section of the Code of Ethics and Professional Conduct includes both aspirational standards and mandatory
standards. The aspirational standards describe the conduct that we strive to uphold as practitioners. Although
adherence to the aspirational standards is not easily measured, conducting ourselves in accordance with these is
an expectation that we have of ourselves as professionals—it is not optional.
The mandatory standards establish firm requirements, and in some cases, limit or prohibit practitioner behavior.
Practitioners who do not conduct themselves in accordance with these standards will be subject to disciplinary
procedures before PMI’s Ethics Review Committee.
Comment: The conduct covered under the aspirational standards and conduct covered under the mandatory standards are
not mutually exclusive; that is, one specific act or omission could violate both aspirational and mandatory standards.
CHAPTER 2. RESPONSIBILITY
2.1 Description of Responsibility
Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail
to take, and the consequences that result.
2.2 Responsibility: Aspirational Standards
As practitioners in the global project management community:
2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the
environment.
2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and
qualifications.
Comment: Where developmental or stretch assignments are being considered, we ensure that key stakeholders receive
timely and complete information regarding the gaps in our qualifications so that they may make informed decisions
regarding our suitability for a particular assignment.
In the case of a contracting arrangement, we only bid on work that our organization is qualified to perform and we assign
only qualified individuals to perform the work.
2.2.3 We fulfill the commitments that we undertake – we do what we say we will do.
2.2.4 When we make errors or omissions, we take ownership and make corrections promptly. When we
discover errors or omissions caused by others, we communicate them to the appropriate body as
soon they are discovered. We accept accountability for any issues resulting from our errors or
omissions and any resulting consequences.
2.2.5 We protect proprietary or confidential information that has been entrusted to us.
2.2.6 We uphold this Code and hold each other accountable to it.
2.3 Responsibility: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow
practitioners:
Regulations and Legal Requirements
2.3.1 We inform ourselves and uphold the policies, rules, regulations and laws that govern our work,
professional, and volunteer activities.
2.3.2 We report unethical or illegal conduct to appropriate management and, if necessary, to those affected
by the conduct.
Comment: These provisions have several implications. Specifically, we do not engage in any illegal behavior, including
but not limited to: theft, fraud, corruption, embezzlement, or bribery. Further, we do not take or abuse the property of
others, including intellectual property, nor do we engage in slander or libel. In focus groups conducted with practitioners
around the globe, these types of illegal behaviors were mentioned as being problematic.
As practitioners and representatives of our profession, we do not condone or assist others in engaging in illegal behavior.
We report any illegal or unethical conduct. Reporting is not easy and we recognize that it may have negative
consequences. Since recent corporate scandals, many organizations have adopted policies to protect employees who
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3. reveal the truth about illegal or unethical activities. Some governments have also adopted legislation to protect employees
who come forward with the truth.
Ethics Complaints
2.3.3 We bring violations of this Code to the attention of the appropriate body for resolution.
2.3.4 We only file ethics complaints when they are substantiated by facts.
Comment: These provisions have several implications. We cooperate with PMI concerning ethics violations and the
collection of related information whether we are a complainant or a respondent. We also abstain from accusing others of
ethical misconduct when we do not have all the facts. Further, we pursue disciplinary action against individuals who
knowingly make false allegations against others.
2.3.5 We pursue disciplinary action against an individual who retaliates against a person raising ethics
concerns.
CHAPTER 3. RESPECT
3.1 Description of Respect
Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources
entrusted to us may include people, money, reputation, the safety of others, and natural or environmental
resources.
An environment of respect engenders trust, confidence, and performance excellence by fostering mutual
cooperation — an environment where diverse perspectives and views are encouraged and valued.
3.2 Respect: Aspirational Standards
As practitioners in the global project management community:
3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they
might consider disrespectful.
3.2.2 We listen to others’ points of view, seeking to understand them.
3.2.3 We approach directly those persons with whom we have a conflict or disagreement.
3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated.
Comment: An implication of these provisions is that we avoid engaging in gossip and avoid making negative remarks to
undermine another person’s reputation. We also have a duty under this Code to confront others who engage in these
types of behaviors.
3.3 Respect: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow
practitioners:
3.3.1 We negotiate in good faith.
3.3.2 We do not exercise the power of our expertise or position to influence the decisions or actions of
others in order to benefit personally at their expense.
3.3.3 We do not act in an abusive manner toward others.
3.3.4 We respect the property rights of others.
CHAPTER 4. FAIRNESS
4.1 Description of Fairness
Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from
competing self interest, prejudice, and favoritism.
4.2 Fairness: Aspirational Standards
As practitioners in the global project management community:
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4. 4.2.1 We demonstrate transparency in our decision-making process.
4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate.
Comment: Research with practitioners indicated that the subject of conflicts of interest is one of the most challenging
faced by our profession. One of the biggest problems practitioners report is not recognizing when we have conflicted
loyalties and recognizing when we are inadvertently placing ourselves or others in a conflict-of-interest situation. We as
practitioners must proactively search for potential conflicts and help each other by highlighting each other’s potential
conflicts of interest and insisting that they be resolved.
4.2.3 We provide equal access to information to those who are authorized to have that information.
4.2.4 We make opportunities equally available to qualified candidates.
Comment: An implication of these provisions is, in the case of a contracting arrangement, we provide equal access to
information during the bidding process.
4.3 Fairness: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow
practitioners:
Conflict of Interest Situations
4.3.1 We proactively and fully disclose any real or potential conflicts of interest to the appropriate
stakeholders.
4.3.2 When we realize that we have a real or potential conflict of interest, we refrain from engaging in the
decision-making process or otherwise attempting to influence outcomes, unless or until: we have
made full disclosure to the affected stakeholders; we have an approved mitigation plan; and we have
obtained the consent of the stakeholders to proceed.
Comment: A conflict of interest occurs when we are in a position to influence decisions or other outcomes on behalf of
one party when such decisions or outcomes could affect one or more other parties with which we have competing
loyalties. For example, when we are acting as an employee, we have a duty of loyalty to our employer. When we are
acting as a PMI volunteer, we have a duty of loyalty to the Project Management Institute. We must recognize these
divergent interests and refrain from influencing decisions when we have a conflict of interest.
Further, even if we believe that we can set aside our divided loyalties and make decisions impartially, we treat the
appearance of a conflict of interest as a conflict of interest and follow the provisions described in the Code.
Favoritism and Discrimination
4.3.3 We do not hire or fire, reward or punish, or award or deny contracts based on personal
considerations, including but not limited to, favoritism, nepotism, or bribery.
4.3.4 We do not discriminate against others based on, but not limited to, gender, race, age, religion,
disability, nationality, or sexual orientation.
4.3.5 We apply the rules of the organization (employer, Project Management Institute, or other group)
without favoritism or prejudice.
CHAPTER 5. HONESTY
5.1 Description of Honesty
Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our
conduct.
5.2 Honesty: Aspirational Standards
As practitioners in the global project management community:
5.2.1 We earnestly seek to understand the truth.
5.2.2 We are truthful in our communications and in our conduct.
5.2.3 We provide accurate information in a timely manner.
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5. Comment: An implication of these provisions is that we take appropriate steps to ensure that the information we are
basing our decisions upon or providing to others is accurate, reliable, and timely.
This includes having the courage to share bad news even when it may be poorly received. Also, when outcomes are
negative, we avoid burying information or shifting blame to others. When outcomes are positive, we avoid taking credit for
the achievements of others. These provisions reinforce our commitment to be both honest and responsible.
5.2.4 We make commitments and promises, implied or explicit, in good faith.
5.2.5 We strive to create an environment in which others feel safe to tell the truth.
5.3 Honesty: Mandatory Standards
As practitioners in the global project management community, we require the following of ourselves and our fellow
practitioners:
5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited
to, making misleading or false statements, stating half-truths, providing information out of context or
withholding information that, if known, would render our statements as misleading or incomplete.
5.3.2 We do not engage in dishonest behavior with the intention of personal gain or at the expense of
another.
Comment: The aspirational standards exhort us to be truthful. Half-truths and non-disclosures intended to mislead
stakeholders are as unprofessional as affirmatively making misrepresentations. We develop credibility by providing
complete and accurate information.
APPENDIX A
A.1 History of this Standard
PMI’s vision of project management as an independent profession drove our early work in ethics. In 1981, the
PMI Board of Directors formed an Ethics, Standards and Accreditation Group. One task required the group to
deliberate on the need for a code of ethics for the profession. The team’s report contained the first documented
PMI discussion of ethics for the project management profession. This report was submitted to the PMI Board of
Directors in August 1982 and published as a supplement to the August 1983 Project Management Quarterly.
In the late 1980’s, this standard evolved to become the Ethics Standard for the Project Management Professional
[PMP®]. In 1997, the PMI Board determined the need for a member code of ethics. The PMI Board formed the
Ethics Policy Documentation Committee to draft and publish an ethics standard for PMI’s membership. The Board
approved the new Member Code of Ethics in October 1998. This was followed by Board approval of the Member
Case Procedures in January 1999, which provided a process for the submission of an ethics complaint and a
determination as to whether a violation had occurred.
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. The ESRC developed processes that would encourage
active participation by the global project management community. In 2005, the PMI Board approved the
processes for revising the code, agreeing that global participation by the project management community was
paramount. In 2005, the Board also commissioned the Ethics Standards Development Committee to carry out the
Board-approved process and deliver the revised code by the end of 2006. This Code of Ethics and Professional
Development was approved by the PMI Board of Directors in October 2006.
Page 5 of 6
6. A.2 Process Used to Create This Standard
The first step by the Ethics Standards Development Committee [ESDC] in the development of this Code was to
understand the ethical issues facing the project management community and to understand the values and
viewpoints of practitioners from all regions of the globe. This was accomplished by a variety of mechanisms
including focus group discussions and two internet surveys involving practitioners, members, volunteers, and
people holding a PMI certification. Additionally, the team analyzed the ethics codes of 24 non-profit associations
from various regions of the world, researched best practices in the development of ethics standards, and explored
the ethics-related tenets of PMI’s strategic plan.
This extensive research conducted by the ESDC provided the backdrop for developing the exposure draft of the
PMI Code of Ethics and Professional Conduct. The exposure draft was circulated to the global project
management community for comment. The rigorous, standards development processes established by the
American National Standards Institute were followed during the development of the Code because these
processes were used for PMI technical standard development projects and were deemed to represent the best
practices for obtaining and adjudicating stakeholder feedback to the exposure draft.
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. Violations of the PMI Code of Ethics and Professional
Conduct may result in sanctions by PMI under the ethics Case Procedures.
The ESDC learned that as practitioners of project management, our community takes its commitment to ethics
very seriously and we hold ourselves and our peers in the global project management community accountable to
conduct ourselves in accordance with the provisions of this Code.
APPENDIX B
B.1 Glossary
Abusive Manner. Conduct that results in physical harm or creates intense feelings of fear, humiliation,
manipulation, or exploitation in another person.
Conflict of Interest. A situation that arises when a practitioner of project management is faced with making a
decision or doing some act that will benefit the practitioner or another person or organization to which the
practitioner owes a duty of loyalty and at the same time will harm another person or organization to which
the practitioner owes a similar duty of loyalty. The only way practitioners can resolve conflicting duties is
to disclose the conflict to those affected and allow them to make the decision about how the practitioner
should proceed.
Duty of Loyalty. A person’s responsibility, legal or moral, to promote the best interest of an organization or
other person with whom they are affiliated.
Project Management Institute [PMI]. The totality of the Project Management Institute, including its
committees, groups, and chartered components such as chapters, colleges, and specific interest groups.
PMI Member. A person who has joined the Project Management Institute as a member.
PMI-Sponsored Activities. Activities that include, but are not limited to, participation on a PMI Member
Advisory Group, PMI standard development team, or another PMI working group or committee. This also
includes activities engaged in under the auspices of a chartered PMI component organization—whether it
is in a leadership role in the component or another type of component educational activity or event.
Practitioner. A person engaged in an activity that contributes to the management of a project, portfolio, or
program, as part of the project management profession.
PMI Volunteer. A person who participates in PMI-sponsored activities, whether a member of the Project
Management Institute or not.
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