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Project Management

Principles

 

 

 

Principles for a profession serve as foundational guidelines for strategy, decision making, and problem solving. Professional standards  and methodologies are often based on principles. In some professions, principles serve as laws or rules, and are therefore prescriptive in nature. The principles of project  management are not prescriptive in nature. They are intended to guide the behavior of people involved in projects.  They are broadly based so there are many ways individuals and organizations  can maintain alignment with the principles.

 

Principles can, but do not necessarily,  reflect morals. A code of ethics is related to morals. A code of ethics for a profession can be adopted by an individual or profession to establish expectations for moral conduct. The PMI Code of Ethics and Professional Conduct [2] is based on four values that were identified as most important to the project  management community:

 

▶    Responsibility,

 

▶    Respect,

 

▶    Fairness, and

 

▶    Honesty.

 

The 12 principles of project  management are aligned with the values identified in the PMI Code of Ethics and Professional Conduct. They do not follow the same format, and they are not duplicative, rather the principles and the Code of Ethics are complementary.

 

The principles of project  management were identified and developed by engaging a global community of project  practitioners.  The practitioners  represent different industries, cultural backgrounds,  and organizations  in different roles and with experience in various types of projects. Multiple rounds of feedback  resulted in 12 principles that provide guidance for effective project management.

 

Because the principles of project  management provide guidance, the degree of application and the way in which they are applied are influenced by the context  of the organization, project, deliverables, project  team, stakeholders, and other factors.  The principles are internally consistent, meaning that no principle contradicts  any other principle. However, in practice there may be times when the principles can overlap. For example, guidance for navigating complexity can present information that is useful in recognizing, evaluating, and responding to system interactions or optimizing risk responses.

 

Principles of project  management can also have areas  of overlap with general management principles. For example, both projects  and business in general focus on delivering value. The methods  may be somewhat  different in projects  as opposed  to operations, but the underlying principle associated with focusing on value can apply to both. Figure 3-1 demonstrates this overlap.

The principle labels are listed here without any specific weighting or order. The principle statements are presented and described  in Sections  3.1 through 3.12. Each section  begins with a figure that provides the principle label across  the top with the principle and key points under the label. Following the figure, each principle is elaborated in the text. The principle labels are:

 

▶    Be a diligent, respectful, and caring steward (see Section 3.1).

 

▶    Create a collaborative project  team environment  (see Section 3.2).

 

▶    Effectively engage with stakeholders (see Section 3.3).

 

▶    Focus on value (see Section 3.4).

 

▶    Recognize, evaluate, and respond  to system interactions (see Section 3.5).

 

▶    Demonstrate leadership behaviors (see Section 3.6).

 

▶    Tailor based on context  (see Section 3.7).

 

▶    Build quality into processes and deliverables (see Section 3.8).

 

▶    Navigate complexity (see Section 3.9).

 

▶    Optimize risk responses (see Section 3.10).

 

▶    Embrace adaptability and resiliency (see Section 3.11).

 

▶    Enable change to achieve the envisioned future state (see Section 3.12).

 

 

Stewardship has slightly different meanings  and applications in different contexts. One aspect of stewardship involves being entrusted  with the care of something.  Another aspect  focuses  on the responsible planning, use, and management of resources. Yet another  aspect  means  upholding values and ethics.

 

Stewardship encompasses responsibilities both within and external  to the organization. Within the organization, stewardship includes:

 

▶    Operating in alignment with the organization, its objectives,  strategy, vision, mission, and sustainment of its long-term value;

 

▶    Commitment to and respectful  engagement of project  team members, including their compensation, access  to opportunity, and fair treatment;

 

▶    Diligent oversight of organizational finances, materials, and other resources used within

a project;  and

 

▶    Understanding the appropriate  use of authority, accountability, and responsibility,

particularly in leadership positions.

 

Stewardship outside the organization includes responsibilities in areas  such as:

 

▶    Environmental sustainability and the organization’s use of materials  and natural resources;

 

▶    Organization’s relationship with external  stakeholders such as its partners  and channels;

 

▶    Impact of the organization or project  on the market, social community, and regions in which it operates; and

 

▶    Advancing the state of practice in professional industries.

 

Stewardship reflects  understanding  and acceptance of trust as well as actions and decisions that engender  and sustain that trust. Stewards also adhere  to both implicit and explicit duties. These can include the following:

 

▶    Integrity. Stewards behave honestly and ethically in all engagements and communications.

Stewards hold themselves to the highest standards  and reflect the values, principles, and behaviors expected of those in their organization. Stewards serve as role models, building trust by living and demonstrating personal  and organizational values in their engagements, work activities, and decisions. In the project  management context,  this duty often requires stewards to challenge team members, peers, and other stakeholders to consider their words and actions; and to be empathetic, self-reflective,  and open to feedback.

 

▶    Care.  Stewards are fiduciaries of the organizational matters  in their charge, and they diligently oversee them. Higher-performing projects  feature  professionals who diligently oversee those  matters,  beyond the confines  of strictly defined responsibilities. Stewards pay close attention  and exercise the same level of care over those  matters  as they would for their personal  matters. Care relates  to the internal business  affairs of the organization. Care for the environment,  sustainable use of natural resources, and concern  for the conditions of people across  the planet should be reflected  in the organizational policies and principles.

 

Projects  bring about changes  that may have unanticipated  or unwanted consequences. Project practitioners  should identify, analyze, and manage  the potential downsides of project  outcomes so that stakeholders are aware and informed.

 

Care includes creating a transparent working environment,  open communication channels, and opportunities  for stakeholders to raise concerns without penalty or fear of retribution.

 

▶    Trustworthiness. Stewards represent themselves, their roles, their project  team, and their authority accurately, both inside and outside of the organization. This behavior allows people to understand the degree to which an individual can commit resources,

make decisions, or approve something.  Trustworthiness  also entails individuals proactively identifying conflicts between  their personal  interests  and those of their organization or clients. Such conflicts can undermine  trust and confidence, result in unethical or illegal behaviors, create  confusion, or contribute  to suboptimal outcomes. Stewards protect projects  from such breaches of trust.

 

▶    Compliance. Stewards comply with laws, rules, regulations, and requirements that are properly authorized within or outside of their organization. However, high-performing projects  seek ways to integrate compliance  more fully into the project  culture, creating more alignment with diverse and potentially conflicting guidelines. Stewards strive for

compliance  with guidelines intended to protect  them, their organization, their stakeholders, and the public at large. In instances where stewards face conflicting guidelines or questions regarding whether or not actions or plans align with established guidelines, stewards seek appropriate  counsel and direction.

 

Stewardship requires  leadership with transparency and trustworthiness. Projects  affect the lives of the people who deliver them as well as those who are affected  by the project  deliverables

and outcomes. Projects  can have effects,  such as easing traffic congestion,  producing new medications, or creating opportunities  for people to interact. Those effects  can produce negative impacts and consequences, such as reduced green space, side effects  from medications,  or disclosure of personal information. Project teams  and their organizational leaders carefully consider such factors and impacts so they can make responsible decisions by balancing organizational and project  objectives with the larger needs and expectations of global stakeholders.

 

Increasingly, organizations  are taking a holistic view to business that considers  financial, technical, social, and environmental  performance simultaneously instead of sequentially. Since the world is interconnected now more than ever and has finite resources and a shared environment, stewardship decisions have ramifications beyond the project.

 

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  • سارا عبادی 30 مهر 1398

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