Code of Ethics

Introduction

Project Directors work in a variety of specializations and industries in order to help their clients. Project Directors are specifically trained in Program and Portfolio Management through a school or mentor Project Director, and use/incorporate their individual professional experience in their practice.

Project Directors may use an array of titles, ranging from Project Director to consultant to transformation leader. Although each Project Director measures their progress differently, achievement is always measured by progress made by the Project Directors’ clients. Due to the personal nature of most Program and Portfolio Management processes, this Ethics Code provides the framework and values upon which trusted and reputed Project Directors base their practice.

The purposes of this Code are threefold. First, it provides the broad principles and values to which Project Directors subscribe. These include confidentiality and the utmost concern for the welfare and success of the client. Secondly, it provides rules for Project Directors to use in many of the specific situations that a Project Director might encounter. Finally, this Code is meant to serve as a building block for the ethical and moral standards of Project Directors. While each individual Project Director agrees to follow this Code, they are encouraged to supplement and add to it in order to build a lifelong commitment to building an ethical workplace and profession.

 

1) Project Standards

1.01 Applicability of the Ethics Code.

(a) Any code may be considered as a normalization of experience into a set of rules. A code is adopted by a community because its members accept that adherence to such rules, including the restrictions this implies, is of benefit to all, inside and outside the community alike.

(b) This code of ethics is directed to all professional members of the ProjectDirectors.org. It consists, essentially, of a series of statements which prescribe minimum standards of practice, to be observed by members. The code is intended to be observed in the spirit and not merely the word.

(c) The activity of a Project Director subject to the Ethics Code may be reviewed under these Ethical Standards only if the activity is part of his or her Program and Portfolio Management work-related functions.

 

1.02 Process of Ethics and Law Of The Country.

(a) Although the Law of the country in which the Project Director practices will take precedent over the ProjectDirectors.org Ethical Standards, Project Directors will, at a minimum, strive to adhere to the ProjectDirectors.org code of ethics.

 

(b) A Project Director should not engage in any illegal activities, including, but not limited to, copyright, intellectual property rights, or patent violations.

1.03 Professional Process.

(a) Project Directors provide their services only in the context of the ProjectDirectors.org professional standards.

(b) Trust and responsibility are at the heart of the Program and Portfolio Management profession. It is expected that Project Directors will always act with integrity towards their clients, their peers, and themselves.

1.04 Competence In Program and Portfolio Management.

(a) A Project Director will not knowingly lay claim to a level of competence not possessed, and will at all times exercise competence at least to the level claimed.

(b) Project Directors provide services only within the boundaries of their competence, based on their education, training, or appropriate professional experience. Project Directors should only accept work as they believe they are competent to perform.

1.05 Maintaining Expertise.

(a) Project Directors maintain a reasonable level of awareness of current best business practices and professional information in their fields of activity, and undertake ongoing efforts to maintain competence in the skills they use.

(b) Project Directors keep themselves informed of new technologies, practices, legal requirements and standards as are relevant to the Program and Portfolio Management profession.

1.06 Outputs of Program and Portfolio Management Projects.

(a) When Project Directors provide Program and Portfolio Management services, (inclusive of any assessments utilized), to an individual, a group, or an organization, they use language that is reasonably understandable to the recipient of those services.

(b) If Project Directors will be precluded by law or by any other means from providing such information to particular individuals or groups, they so inform those individuals or groups at the outset of the service.

1.07 Respecting Others.

(a) Respect for the individual is a cornerstone of Program and Portfolio Management process.

(b) In their work-related activities, Project Directors respect the rights of others to hold values, attitudes, and opinions that differ from their own.

1.08 Unfair Discrimination.

In their work-related activities, Project Directors do not engage in unfair discrimination based on any basis whatsoever.

1.09 Harassment.

(a) Project Directors do not knowingly engage in behavior that is harassing or demeaning to persons with whom they interact in their work.

(b) Sexual harassment is sexual solicitation, physical advances, or verbal or nonverbal conduct that is sexual in nature. Project Directors ensure that their behavior is at all times appropriate and can in no way be described as harassment in any form.

1.10 Personal Problems and Conflicts.

(a) Project Directors recognize that they too may experience personal problems which may exert an adverse effect upon the Project Director client process. Accordingly Project Directors inform clients of any such problems, and together appropriate action is taken.

(b) In addition, Project Directors have an obligation to be alert to signs of, and to obtain assistance for, their personal problems at an early stage, in order to prevent impaired Program and Portfolio Management performance.

(c) When Project Directors become aware of personal problems that may interfere with their performing Program and Portfolio Management-related duties adequately, they take appropriate measures, such as obtaining professional consultation or assistance, and determine whether they should limit, suspend, or terminate their current Program and Portfolio Management activity.

1.11 Making Progress.

Project Directors take reasonable steps to ensure that the client progresses, and in cases where there is no progress Project Directors strive to minimize any harm to their client.

1.12 Misuse of Project Directors’ Influence.

Because Project Directors’ professional judgments and actions may affect the lives of others, they are alert to and guard against personal, financial, social, organizational, or political factors that might lead to misuse of their influence.

1.13 Misuse of Project Directors’ Work.

(a) Project Directors do not participate in activities in which it appears likely that their skills or assessments will be misused by others.

(b) If Project Directors learn of misuse or misrepresentation of their work, they take reasonable steps to correct or minimize the misuse or misrepresentation.

1.14 Conflict of Interest.

(a) Whenever feasible, a Project Director refrains from taking on professional obligations when preexisting processes would create a risk of conflict of interest.

(b) If a Project Director finds that, due to unforeseen factors, a potentially conflict of interest process has arisen, the Project Director attempts to resolve it with due regard for the best interests of the affected person and compliance with the Ethics Code.

1.15 Barter.

A Project Director may participate in bartering only if the process is not exploitative. Project Directors are free to negotiate accepting goods, services, or other non-monetary remuneration in return for Program and Portfolio Management services, within the legal and Income Tax limitations of the country of practice.

1.16 Exploitative Processes.

(a) Project Directors do not exploit persons over whom they may have a management role.

(b) Project Directors do not engage in sexual processes with personnel over whom the Project Director has evaluative or direct authority, because such processes may be viewed as exploitative.

1.17 Referrals.

When indicated and if professionally appropriate, Project Directors may cooperate with other professionals in order to serve their client effectively and appropriately.

1.18 Third-party Requests for Projects.

(a) When a Project Director agrees to provide services to a person or entity at the request of a third party, the Project Director clarifies to the extent feasible, at the outset of the service, the nature of the process with each party. This clarification includes the role of the Project Director (such as organizational consultant), the probable uses of the services provided or the information obtained, and the fact that there may be limits to confidentiality.

(b) If there is a foreseeable risk of the Project Director’s being called upon to perform conflicting roles because of the involvement of a third party, the Project Director clarifies the nature and direction of his or her responsibilities, keeps all parties appropriately informed as matters develop, and resolves the situation in accordance with this Ethics Code.

1.19 Delegation to and Supervision of Subordinates.

(a) Project Directors delegate to their employees, and assistants only those responsibilities that such persons can reasonably be expected to perform competently, on the basis of their education, training, or experience, either independently or with the level of supervision being provided.

(b) Project Directors provide proper training and supervision to their employees and take reasonable steps to see that such persons perform services responsibly, competently, and ethically.

1.20 Records and Information Management.

(a) Project Directors create, maintain, disseminate, store, retain, and dispose of records and data relating to their practice, and other work in accordance with the law of the country in which they practice, and in a manner that permits compliance with the requirements of this Ethics Code.

(b) Project Directors are recommended to appropriately document their work in order to facilitate provision of services later by them or by other professionals, to ensure accountability, and to meet other legal requirements of their Country.

1.21 Fees and Financial Arrangements.

(a) As early as is feasible in a professional process, the Project Director and the client, or other appropriate recipient of Program and Portfolio Management services reach an agreement specifying the compensation and the billing arrangements.

(b) Project Directors do not exploit recipients of services or payers with respect to fees, nor do Project Directors misrepresent their fees.

(c) If limitations to services can be anticipated because of limitations in financing, this is discussed with the client, or other appropriate recipient of services as early as is feasible.

(d) If the client, or other recipient of services does not pay for services as agreed, and if the Project Director wishes to use collection agencies or legal measures to collect the fees, the Project Director first informs the person that such measures will be taken and provides that person an opportunity to make prompt payment.

1.22 Accuracy in Reports to Payers.

In their reports to payers for services, Project Directors accurately and clearly state the nature of the service provided, the fees and/or all other charges.

1.23 Referral Fees.

When a Project Director pays, receives payment from, or divides fees with another professional other than in an employer – employee process, the payment to each is based on the services (referral, consultative, administrative, or other) provided, and is agreed in writing prior to commencement of engagement.

  1. Advertising/Public Statements

2.01 Definition

Advertising / Public Statements refer to any written documents or verbal statements that a Project Director makes publicly available (such as a brochure, article, speech, or professional resume) relating to Program and Portfolio Management.

2.02 Statements by Others.

Project Directors understand that others may engage in making public statements for them, whether specifically asked to do so or not. Project Directors will make their best effort to ensure that any such public statements are true and not misleading.

2.03 Avoidance of False Statements.

Project Directors agree not to make any public statements that are false, under any circumstance. Examples of such statements include a Project Directors’ training or experience and the fees they charge.

  1. Program and Portfolio Management Process

3.01 Structuring the Process.

(a) Project Directors will explain their fee structure prior to the first paid Program and Portfolio Management meeting with a client.

(b) Project Directors agree to bring up and discuss important topics as early as possible in the Program and Portfolio Management process. An example of such a topic is confidentiality (See also standard 4.01, Discussing the Limits of Confidentiality.)

(c) Project Directors agree to refer clients to other professionals when relevant (Project Director, Project Director, Project Director, Project Director or Managing Director).

(d) Project Directors make an effort to answer clients’ questions and address their concerns about Program and Portfolio Management as promptly as possible. When available, a Project Director will provide written information to address specific concerns about Program and Portfolio Management.

3.02 Safety and Well-Being.

(a) Each Project Director must make an appropriate referral to a Mental Health Professional or Emergency Project Professional at an early point of recognizing situations in which clients may put their own safety or well-being at risk, or the safety or well-being of others at risk, and in severe situations the Project Director must contact a Mental Health Crisis Project or Emergency Project on behalf of the client.

(b) Project Directors must not attempt to diagnose or assess any mental health issue or specific problem where clients may put themselves or others at risk, but must act solely out of their personal experience, as Project Directors are not trained or licensed to make such diagnoses or assessments.

(c) Project Directors must notify the appropriate authorities when a client discloses that they are harming or endangering another individual or group. The Project Director must also attempt to notify the person or group who is being harmed or endangered. The Project Director does not need to discern if a mental health problem is present or in fact if the current or imminent harm is in fact illegal.

3.03 Sexual Intimacies With Clients.

Project Directors agree not to be sexually involved with current clients.

3.04 Interruption of Projects.

Project Directors will make reasonable efforts to make other arrangements for any interruption of Program and Portfolio Management services. For longer-term interruptions (longer than 1 month), the Project Director is encouraged to refer clients to other Project Directors until they are able to resume Program and Portfolio Management.

3.05 Terminating the Program and Portfolio Management Process.

Project Directors agree to terminate a Program and Portfolio Management process when it becomes clear that the client is no longer gaining benefit (or is being harmed) from the Program and Portfolio Management process. In terminating the process, Project Directors will suggest alternatives or provide referrals to Project Directors or other professional services when appropriate.

  1. Privacy and Confidentiality

These Standards are applicable to the professional activities of all Project Directors.

 

4.01 Discussing Confidentiality and the Limitations Thereof.

(a) Project Directors respect the client’s right to privacy. They do not solicit private information from the client unless it is essential in the provision of services, or the implementation of research. The standards of confidentiality apply once disclosure occurs.

(b) The discussion of confidentiality occurs at the beginning of the professional process, unless it is contraindicated or infeasible, and from then on as necessary.

(c) Project Directors discuss the nature of confidentiality and its limitations with clients and other interested parties. Project Directors examine situations in which confidential information may be requested or disclosed.

(d) All information obtained in the course of the professional service is confidential unless there is a compelling professional reason for its disclosure. Project Directors will disclose confidential information without a specific release if it is necessary to prevent foreseeable imminent harm to the client or another. In all circumstances, Project Directors will be judicious in the amount of information that is disclosed.

4.02 Maintaining Confidentiality.

(a) Project Directors are fundamentally prudent in the protection of the confidentiality rights of those with whom they work or consult. Project Directors acknowledge that professional processes, institutional regulations, and/or the law may establish confidentiality.

(b) Project Directors will not discuss confidential information in any setting unless privacy can be assured.

(c) Project Directors discuss confidential information only for appropriate professional, consultative, or scientific purposes and only with persons clearly concerned with such matters.

(d) In their dealings with the public and media (including professional presentations, and writing) Project Directors will be careful to guard the confidentiality of their clients. Moreover, Project Directors will disguise confidential information so that clients are not individually identifiable. Project Directors will only disclose confidential information if the client or legally authorized individual has given express written consent.

(e) In a consultative capacity, Project Directors do not share confidential information that could lead to the identification of a client with whom they have a confidential process. Project Directors may only share this information if they have obtained the prior consent of the client, or if the disclosure cannot be avoided. Furthermore, Project Directors share information only to the extent necessary to achieve the purposes of the consultation.

(f) Project Directors take logical precautions to protect client confidentiality in the event of the Project Director’s cessation of practice, incapacitation, or death.

(g) Project Directors protect the confidentiality of their deceased clients in accordance with this Ethics Code.

4.03 Records and Information Management.

(a) Project Directors maintain confidentiality when creating, storing, accessing, transferring, and disposing of records under their authority in accordance with this Ethics Code and laws of their country.

(b) Project Directors take precautions to ensure and maintain the confidentiality of information communicated through the use of telephone, voice mail, computers, email, instant messaging, facsimile machines, and other information technology sources.

(c) Project Directors take practical and lawful steps to assure that records remain available in order to serve the best interests of clients.

4.04 Disclosures.

(a) Unless prohibited by law, Project Directors will only disclose confidential information if the client, or person legally authorized to consent on behalf of the client, has given express written consent.

(b) Project Directors may disclose confidential information without the consent of the client only as mandated or permitted by law.

(c) When possible, Project Directors inform clients about the disclosure of confidential information and possible ramifications before the disclosure is made.

(d) Project Directors will only disclose confidential information to third party payers with the appropriate written consent.

(e) Project Directors must disclose certain confidential information as required by law or if the confidential information may put the client or others at risk of harm or compromise their well-being.

  1. Program and Portfolio Management Training

5.01 Design of Training Programs.

Project Directors who train other Project Directors do their best to ensure that their training programs are well thought-out, and will provide the trainee the material that they are seeking.

5.02 Descriptions of Training Programs.

Project Directors that train other Project Directors shall not mislead others about the training they offer.

5.03 Ethics during Training.

Project Directors that train other Project Directors will ensure that they are made aware of this ethics code, when applicable, and will abide by it during the training process.

5.04 Limitation on Training.

Project Directors agree to see their own limitations in training other Project Directors, and in such instances when they don’t feel adequately experienced to train another Project Director in a specific area or technique, they will refer the trainee to another Project Director or training program.

  1. Program and Portfolio Management Research and Publishing

6.01 Planning Research.

(a) Those Project Directors that conduct research will design and conduct the research within recognized scientific standards.

(b) Program and Portfolio Management research will be planned to minimize the possibility of misleading results from the collected data.

(c) Project Directors that conduct research have the competency to do so, or have other scientific professionals with competency overseeing the research.

(d) Research will be conducted in compliance with all laws of the country in which research is carried out.

6.02 Conducting Research

(a) Approval or consent from research participants or hosting organizations shall be gained, unless (b) below holds true.

(b) Approval or consent from research participants or hosting organizations is not required only in special cases, such as research with anonymous questionnaires or naturalistic observations.

(c) Participants will be informed about the research and its anticipated use(s), in language that is understandable to the general public.

(d) Where applicable, research participants shall be suitably protected from adverse consequences of participating in the research, including (but not limited to) potential consequences of withdrawing from the research.

(e) If inducements are offered to research participants, such inducements shall not be excessive or inappropriate.

6.03 Reporting of Research Results.

When the results of research are made available, Project Directors will not falsify or fabricate the results. Further, if significant errors in the research are found in the future, appropriate attempts will be made to correct the prior results.

The following applies to all publications by Project Directors.

 

6.04 Plagiarism.

Project Directors do not copy others’ research or data without prior written permission from the originator.

6.05 Publication Credit.

Project Directors take responsibility and credit only for their own work.

6.06 Professional Reviewers.

Project Directors who professionally review material prior to publication respect the confidentiality of the work, and credit the publication to the authors that submitted