Project Management Institute Code of Ethics and Professional
Conduct
Contents
CHAPTER 1. VISION AND APPLICABILITY .......................................................... 4
1.1 Vision and Purpose ........................................................................................... 4 1.2 Persons to Whom the Code Applies ................................................................. 5 1.3 Structure of the Code ........................................................................................ 5 1.4 Values that Support this Code .......................................................................... 6 1.5 Aspirational and Mandatory Conduct ............................................................... 6 CHAPTER 2. RESPONSIBILITY .............................................................................. 7
2.1 Description of Responsibility ............................................................................ 7 2.2 Responsibility: Aspirational Standards .............................................................. 7 CHAPTER 3. RESPECT ............................................................................................ 9
3.1 Description of Respect ...................................................................................... 9 3.2 Respect: Aspirational Standards ....................................................................... 9 3.3 Respect: Mandatory Standards ....................................................................... 10 CHAPTER 4. FAIRNESS ......................................................................................... 11
4.1 Description of Fairness .................................................................................... 11 4.2 Fairness: Aspirational Standards ..................................................................... 11 4.3 Fairness: Mandatory Standards ...................................................................... 12 CHAPTER 5. HONESTY ......................................................................................... 13
5.1 Description of Honesty ................................................................................... 13 5.2 Honesty: Aspirational Standards ..................................................................... 13 5.3 Honesty: Mandatory Standards ...................................................................... 14 APPENDIX A .............................................................................................................. 15
A.1 History of this Standard .................................................................................. 15 A.2 Process Used to Create This Standard ............................................................ 16 APPENDIX B.............................................................................................................. 18
B.1 Glossary ........................................................................................................... 18 PMI道德和专业行为规范(译文) ............................................................................... 20 第一章 愿景和适用范围............................................................................................ 21
1.1 愿景和目的 ................................................................................................... 21 1．2规范适用的人士 ......................................................................................... 21 1．3 规范体系 .................................................................................................... 22
1．4支持规范的价值观 ..................................................................................... 22 1．5期望和强制的规范 ..................................................................................... 22 第二章 责任................................................................................................................ 23
2．1责任描述 ..................................................................................................... 23 2．2责任：期望标准 ......................................................................................... 23 2．3 责任：强制标准 ........................................................................................ 24 第三章 尊重................................................................................................................ 25
3．1尊重描述 ..................................................................................................... 25 3．2尊重：期望的标准 ..................................................................................... 25 3．3尊重：强制标准 ......................................................................................... 26 第四章 公平................................................................................................................ 26
4．1对公平的描述 ............................................................................................. 26 4．2公平：期望的标准 ..................................................................................... 26 4．3公平：强制标准 ......................................................................................... 27 第五章 诚实................................................................................................................ 28
5．1对诚实的描述 ............................................................................................. 28 5．2诚实：期望的标准 ..................................................................................... 28 5．3诚实：强制标准 ......................................................................................... 29 附录A .......................................................................................................................... 30
A．1标准的历史 ................................................................................................. 30 附录B .......................................................................................................................... 32
B．1词汇 ............................................................................................................. 32
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.
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
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: 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.
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.
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.
PMI道德和专业行为规范(译文)
(注：中文译文规范仅供参考，请以英文规范为准。)
第一章 愿景和适用范围
1.1 愿景和目的
作为项目管理实践者，我们承诺以正确和正直的方式行事。我们对自己建立高标准。我们追求在生活的所有方面—工作、家庭和职业服务中，满足这些标准。
道德与专业行为规范描述了我们对自己和全球项目管理群体中同样的实践者的期望。它明确地说明了我们的追求，以及在专业和志愿者角色中必须履行的行为。
规范的目的是为项目管理专业逐步注入自信，并帮助个人成为更好的实践者。我们通过建立对适当行为的专业理解来这样做。我们相信项目管理专业的可信度和声望是由单个实践者的集体行为形成的。
通过遵守道德和专业行为规范，我们相信我们可以从个人和集体层面促进专业的发展。我们也相信规范将帮助我们做出聪明的决策，尤其是当面临我们可能被要求在正直或价值观方面做出让步的困境时。
我们希望道德和专业行为规范将作为其他人学习、商讨和撰写道德和价值观时的催化剂。而且，我们希望这一规范将最终用于建立并发展我们的专业。
1．2规范适用的人士
道德与专业行为规范适用于： 1．2．1所有PMI会员
1．2．2非PMI会员但满足以下一个或多个标准的人士： 1．拥有PMI认证的非会员
2．申请遵守PMI认证流程的非会员 3．以志愿者方式服务于PMI的非会员
说明：拥有PMI®（项目管理协会）认证（不论是会员或是非会员）还需要遵守PMP®（项目管理专业人士）或CAPM®（助理项目管理专业人士）的职业行为规范，并继续遵守PMI的道德与专业行为规范。在过去，PMI还对会员和认证人士分别设有道德标准。对制订规范做出贡献的利害关系者的结论是有多个规范是不合需要的。每个人必须遵守一个高标准。所以，本规范适用于PMI会员和申请或获得PMI认证的人士。不论其是否是PMI会员。
1．3 规范体系
道德和专业行为规范被分为几部分。包括符合被视为对项目管理群体最为重要的四个价值观的行为标准。规范的一些部分包括了说明。说明不是规范的强制要求，而是提供了例子和其他的澄清。最后，在标准结束时有词汇表。词汇表定义了规范中使用的词汇和习语。为便于使用，词汇表中定义的术语在规范中加上下划线。
1．4支持规范的价值观
全球项目管理群体的实践者被要求确定形成决策制订和行为引导基础的价值观。全球项目管理群体定义的价值观中最重要的是：责任、尊重、公平和诚实。本规范确认这四个价值观为其基石。
1．5期望和强制的规范
道德和专业行为规范的每个部分包括期望和强制的标准。期望的标准描述了我们努力支持的实践者规范。尽管遵守期望的标准不容易衡量，但行为应遵守作为专业人士的期望—这不是可选的。
强制标准建立了严格的要求。在一些情况下，限制或禁止了实践者的行为。行为不遵守这些标准的实践者将服从PMI道德审查委员会的纪律程序。
说明：期望标准包括的行为和强制标准包括的行为并非互斥的。即一个特定的行动或忽略可能同时违反期望和强制标准。
第二章 责任
2．1责任描述
责任是我们的对制定或未能制定的决策、我们采取或未能采取的行动及由此产生的后果所承担的职责。
2．2责任：期望标准
作为全球项目管理群体的实践者：
2．2．1我们基于社会、公共安全和环境的最佳利益来制定决策并采取行动。
2．2．2我们只接受符合我们背景、经验、技能和资格的任务。
说明：在考虑发展或延伸的任务时，我们确保重要的利害关系者获得关于我们资质差距的及时而完整的信息。以让他们可以对我们与特定任务的适合度做出基于可靠信息的决策。
在合同安排的情况下，我们只对组织有资格来执行的工作进行投标。我们只分配有资格的人士来执行工作。
2．2．3我们完成我们保证的承诺—我们做我们说过要做的事。 2．2．4在我们出现错误或遗漏时，我们承担责任并尽快做出纠正。当我们发现错误或遗漏是由他人导致时，我们在发现后将尽快向适当的机构沟通情况。我们对由我们的错误或遗漏产生的任何事宜及导致的后果承担责任。
2．2．5我们保护委托给我们的专有或机密信息。 2．2．6我们遵守这一规范并彼此负有责任。
2．3 责任：强制标准
作为全球项目管理群体的实践者，我们对自己和同样的实践者有下列要求：
规定和法律要求
2．3．1我们了解并遵守管理我们工作、职业和志愿者服务的政策、规定、规章和法律。
2．3．2我们向适当的管理机构报告不道德或非法的行为。如有必要，也向受行为影响的人士报告。
说明：这些规定有几个意义。具体而言，我们不参与任何非法行为，包括但不限于：偷窃、欺骗、腐败、挪用或贿赂。而且，我们不使用或滥用他人的产权，包括知识产权。我们不参与诽谤和侮辱。在与全球实践者进行的专门讨论会中，提到这些类型的非法行为的问题。
作为专业的实践者和代表，我们不宽恕或帮助他人参与非法行为。我们报告任何非法或不道德行为。报告并不容易。我们认识到它可能会带来消极后果。自从最近的公司丑闻以来，许多组织采取了政策来保护揭示非法或不道德行为的员工。一些政府也采纳立法来保护说出真相的员工。
道德投诉
2．3．3我们将违反规范的行为报告给适当的机构来解决。 2．3．4我们只当有事实证明时提出道德投诉。
说明：这些规范有几个意义。不论我们是投诉者或是回答者，在违反首先和相关信息收集时，我们与PMI合作。当没有所有的事实时，我们放弃对他人的不正当道德行为的指控。而且，我们对已经对其他人做出错误指控行为的人采取纪律
行动。
2．3．5我们对就提出道德事宜的人士进行报复的人士采取纪律行动。
第三章 尊重
3．1尊重描述
尊重是我们的责任来对自己、他人和委托给我们的资源表现高度的重视。委托给我们的资源可能包括人、资金、声望、他人安全和自然或环境资源。
尊重的环境通过促进共同合作，产生信任、自信和卓越绩效—不同的观点和意见都受到鼓励和珍视的环境。
3．2尊重：期望的标准
作为全球项目管理群体的实践者：
3．2．1我们了解他人的标准和习俗，并避免参与他们可能会认为失礼的行为。
3．2．2我们倾听他人的观点，寻求理解他们。
3．2．3我们直接接近与我们有着冲突或不同意见的人们。 3．2．4我们以专业的方式行事，即使得不到回报。
说明：这些规定的一个意义是我们避免传播谣言，避免做出消极评估，损害他人声望。在规范下我们还有责任与参与这些类型行为的人进行对抗。
3．3尊重：强制标准
作为全球项目管理群体的实践者，我们对自己和同样的实践者有下列要求：
3．3．1我们以良好的信念谈判。
3．3．2我们不使用我们的专业权力或地位来影响他人的决定或行为，以牺牲他们的代价使个人受益。
3．3．3我们不会以滥用方式对待他人。 3．3．4我们尊重他人的产权。
第四章 公平
4．1对公平的描述
公平是我们无偏见和客观地做出决策。我们的行为必须远离利益冲突、偏见和偏好。
4．2公平：期望的标准
作为全球项目管理群体的实践者：
4．2．1我们在决策制订过程中体现透明度。
4．2．2我们不断地重新检查我们的公平和客观，适当时采取纠正措施。
说明：对实践者的研究表明利益冲突的主题是我们专业面临的最有挑战性的一点。实践者报告的最重大的问题之一是未发现我们有相互冲突的公平，和发现我们无意中将自己或他人置于利益冲突的情况中。我们作为实践者必须主动寻找可能的
冲突，并通过强调彼此的可能利益冲突来互相帮助，并坚持解决。
4．2．3我们对授权获得信息的人提供同等的访问权。 4．2．4我们对合格的候选人提供平等的机会。
说明：这些规定的一个意义，在合同安排的情况下，我们在投标过程中对信息提供同等的访问权。
4．3公平：强制标准
作为全球项目管理群体的实践者，我们对自己和同样的实践者有下列要求：
利益冲突的情况
4．3．1我们向适当的利害关系者主动并完全披露任何真正或潜在的利益冲突。
4．3．2当我们意识到我们有真正或潜在的利益冲突时，我们不会参与决策制订过程或试图影响结果。除非或直到：我们已经对受影响的利害关系者完全披露了信息；我们拥有批准的缓解计划；我们已获得利害关系者的同意来继续进行。
说明：利益冲突的情况是当我们代表一方处于影响决策或其他结果的位置，而这样的决策或结果可能会影响一方或多方，在其中我们有相互冲突的忠诚时。例如，当我们作为员工，我们对雇主有忠诚义务。当我们作为PMI志愿者行事时，我们对PMI有忠诚义务。我们必须认识到多种利益，并避免在利益冲突时影响决策。
而且，即使我们相信可以将忠诚分开，并无偏见地制订决策，我们将利益冲突的出现视为利益冲突，并遵守规范中描述的规定。
偏好和歧视
4．3．3我们不基于个人考虑，包括但不限于偏好、裙带关系或
贿赂，来雇用或解雇员工，奖励或惩罚员工，授予或拒绝合同。
4．3．4我们不基于，但不限于性别、种族、年纪、宗教、残疾、国籍或性取向来歧视他人。
4．3．5我们在应用组织（雇主、PMI、或其他机构）规定时不带有偏好或偏见。
第五章 诚实
5．1对诚实的描述
诚实是我们的责任来了解实情，并在沟通和行为中以诚实的方式行事。
5．2诚实：期望的标准
作为全球项目管理群体的实践者： 5．2．1我们认真寻求了解实情。 5．2．2我们在沟通和行为中保持诚实。 5．2．3我们及时提供准确信息。
说明：这些规定的一个意义是我们采取适当的步骤来确保我们的决策所基于的信息或提供给他人的信息是准确、可靠和及时的。
这包括有勇气分享坏消息，甚至当获得坏消息的人士会感觉不适时。还有，当结果是消极时，我们避免隐藏信息或将过失转移给其他人。当结果是积极时，我们避免因他人的成就而居功。这些规定增强了我们对诚实和负责的承诺。
5．2．4我们以明示或暗示的良好信念来做出承诺。
5．2．5我们努力建立这样的环境，让他人感到说出实情是安全的。
5．3诚实：强制标准
作为全球项目管理群体的实践者，我们对自己和同样的实践者有下列要求：
5．3．1我们不参与或宽恕设计用来欺骗他人的行为，包括但不限于，做出误导或错误的说明、说明部分实情、提供脱离前后关系的信息、或保留会使我们的说明形成误导或不完整的信息。
5．3．2我们不参与意图获得个人利益，或牺牲他人代价的不诚实行为。
说明：期望的标准劝诫我们要诚实。打算只提供部分实情和不披露信息会误导利害关系者。这是不专业的行为，也肯定会进行误传。我们通过提供完整而准确的信息来发展可信度。
附录A
A．1标准的历史
PMI对项目管理作为独立专业的愿景驱动了我们在道德方面的早期工作。在1981年，PMI董事会组建了道德、标准和鉴定团队。这个团队要做的一个任务是商讨专业道德规范的需要。团队的报告包括了第一次记录的PMI关于项目管理专业道德的讨论。这一报告在1982年8月被提交给PMI董事会，并被出版为1983年项目管理季刊的附刊。
在1980年晚期，这一标准发展为项目管理专业人士（PMP®）的道德标准。在1997年，PMI董事会决定了对会员道德规范的需要。PMI董事会组建了道德政策文件委员会来起草并发布PMI会员的道德标准。董事会于1998年10月批准了新会员道德规范。接下来在1999年1月，董事会批准了会员事例程序。它提供了提交道德投诉和决定是否发生了违反情况的流程。
自从1998年采用规范以来，PMI和商业世界发生了许多戏剧化的变化。PMI会员有了显著增长。大量的增长来自于北美以外地区。在商业世界中，道德丑闻导致了全球企业的衰败和不盈利，导致公众的愤怒，引发了增加的政府规定。全球化使经济靠得更近，但也带来了认识，即我们的道德实践可能在不同文化中是有差别的。快速、持续的技术变化步调提供了新机会，但也带来了新挑战，包括新的道德困境。
由于这些原因，在2003年，PMI董事会要求对我们的道德规范进行重新检查。在2004，PMI董事会委托道德标准审查委员会（ESRC）来审查道德行为，并开发修订规范的流程。ESRC开发了流程，鼓励全球项目管理群体的积极参与。在2005年，PMI董事会批准了修订规范的流程，同意全球项目管理群体的参与是极为重要的。在2005年，董事会还委托道德标准开发委员会（ESDC）来执行董事会批准
的流程，并在2006年底提交修订的规范。本道德与职业发展规范被PMI董事会于2006年10月批准。 附录2 用于建立标准的流程
目管理群体面临的道德事宜，并了解全球所有地区的实践者的价值观和观点。这是由各种机制，包括集体讨论和两个包括实践者、会员、志愿者和拥有PMI认证的人士的互联网调查来完成的。另外，团队分析了世界不同地区的24个非盈利协会的道德规范，研究了发展道德标准的最佳实践，并探索了PMI战略计划中与道德相关的原则。
ESDC进行的大量研究提供了一切PMI道德和专业行为规范公布草案的背景。公布草案被发布给全球项目管理群体进行评论。在标准开发中遵循了美国国家标准局建立的严格标准开发流程。因为这些流程用于PMI技术标准开发项目，被认为代表了获得和判定利害关系者对公布草案反馈的最佳实践。
这一工作的结果是道德与专业行为规范不仅描述了全球项目管理群体期望的道德价值观，还涉及了受规范约束的所有人必须履行的规范。违反PMI道德和专业行为规范，在道德案例程序下，可能导致PMI的惩罚。
ESDC了解作为项目管理实践者，我们的群体非常认真地进行道德承诺。我们让自己和全球项目管理群体的同行来对遵守规范的规定来行事负有责任。
附录B
B．1词汇
滥用方式。导致物理伤害或给他人带来恐惧、羞辱、操纵或剥削的强烈感受的行为。
利益冲突。当项目管理实践者面临制订决定或进行一些行为将使其本人或实践者负有忠实义务的其他人或组织受益。同时，它将伤害实践者负有类似忠实义务的他人或组织。实践者解决冲突职责的唯一方式是将冲突告知给受影响的各方，让他们做出实践者是否应继续进行下去的决策。
忠实义务。个人的法律或道德责任来促进有关联的组织或其他人的最佳利益。
项目管理协会（PMI）。PMI总称，包括其委员会、团体和特许机构，如分会、学院和特殊利益组。
PMI会员：加入PMI成员的个人。
PMI主办的活动。包括但不限于，参与PMI会员顾问委员会、PMI标准开发组、或其他PMI工作团队或委员会的活动。这也包括参与特许的PMI社团组织赞助的活动—不论是在社团担任领导或参加其他类型的社团教育活动或事件。
实践者。参与对作为项目管理专业的一部分，即项目、项目组合或项目集管理做出贡献的活动的人士。
PMI志愿者。参与PMI主办的活动的人士，不论是否是PMI会员。
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