Question

Joseph desired to use an internet domain addressfor his project management services business, and the domain name included direct identification of the Project Management Institute (PMI), joetrain.pmi.org. Since he wanted to use the PMI.org domain, Joseph requested the ability to do so from PMI. PMI declined his request since it would lead people to believe that PMI endorsed or otherwise recommended Joseph’s training, and the decision was upsetting to Joseph. Joseph contacted PMI and stated that he felt PMI’s decision was unfair. He then started texting certain PMI staff members with dozens of texts per day. PMI then sent an email to Joseph advising him that PMI would not change its decision and directed Joseph to stop texting and calling. However, Joseph sent additional texts that were rude and threatened legal action, claiming he had significant influence with the government and others involved in domain name assignment. Joseph continued his messaging at a rate of five dozen messages in less than a half day. In parallel to his communications to PMI headquarters staff, he sent multiple communications with the local Chapter President and threatened PMI and the local Chapter with various actions (like litigation).

1.1 Identify the stakeholders from the case study and explain how they are involved or affected. [5 marks]

1.2 Identity the ethical principles that relate to this case based on PMI code of ethics. [5 marks]

1.3 If you were the local Chapter President, what best action would you take to address this issue? [5 marks]

1.4 Explain how PMI Ethical Decision-Making Framework can be used to guide the local Chapter President while making decisions about what action to take. [10 marks]

please give the answers ASAP

Answer 1

1.1 Identify the stakeholders from the case study and explain how they are involved or affected:

From the above case study joseph and staff members are the stakeholder. Joseph desired to use an internet domain address for his project management services business, and the domain name included direct identification of PMI. Since he wanted to use the PMI.org domain, Joseph requested the capability to do so from PMI. PMI rejected his request since it would lead people to believe that PMI validated or otherwise recommended Joseph’s training, and the decision was disstrssing to Joseph.

Joseph contacted PMI and expresses that he felt PMI’s decision was unfair. He then started texting certain PMI staff members with dozens of texts messages per day. PMI then sent to Joseph an email guiding him that PMI would not change its decision and directed Joseph to stop texting and calling. However, Joseph sent additional texts that were rude and threatened legal action, claiming or declaring he had significant influence with the government and others involved in domain name assignment. Joseph continued his messaging at a amount of five dozen messages in less than a half day. In similar to his communications to PMI headquarters staff, he sent multiple communications with the local Chapter President and threatened PMI and the local Chapter with various actions.

1.2 Identity the ethical principles that relate to this case based on PMI code of ethics:

This Code of Ethics and Professional Conduct describes the expectations that we have of ourselves and our fellow workers in the global project management community. It communicate 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 inject 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 proper behavior. We believe that the integrity and reputation of the project management profession is shaped by the collective conduct of individual practitioners.

Principles:

1. 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. Respect: Respect is our duty to show a high regard or concern for ourselves, others, and the resources entrusted to us. Resources entrusted or charged to us may include people, money, reputation, the safety of others, and natural or environmental resources. An environment of respect generates trust, confidence, and performance excellence by fostering mutual cooperation an environment where diverse perspectives and views are encouraged and valued.

3. Fairness: Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from participating self interest, prejudice, and favoritism.

4. Honesty: Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct

Some other general principles are:

• Avoid harm.

• Respect privacy.

• Honor confidentiality.

1.3 If you were the local Chapter President, what best action would you take to address this issue?:

The Chapter President reached out to Joseph and requested that he stop sending messages -these were not constructively working toward a resolution. When he did not stop, the Chapter President filed a formal ethics complaint, alleging that Joseph had violated the value of respect, specifically section 3.3.3 of the code:

• Section 3.3.3 (Respect) : We do not act in an abusive manner to others

• Treat violations of the Code as different with membership in the ACM.

Each ACM member should encourage and support observance by all computing professionals regardless of ACM membership. ACM members who recognize a breach of the Code should consider reporting the violation to the ACM, which may result in corrective action as specified in the ACM's Code of Ethics and Professional Conduct Enforcement Policy.

1.4 Explain how PMI Ethical Decision-Making Framework can be used to guide the local Chapter President while making decisions about what action to take:

An ERC Review Team was assigned and performed a detailed investigation of the charges and reviewed the documented communications. After initially stating he was not able to communicate to PMI ERC on the ethics issues due to internet connectivity problems, Joseph then chose not to respond in any way to the ethics charges. Later, Joseph sent a note admitting to the ethics charges and apologizing for his behavior.

An Ethics Hearing was held. The ERC Hearing Panel concurred with the charges. They stated that it is contrary to the Code of Ethics and Professional Conduct to act in an abusive manner toward others, including the excessive use of emails, text messages, or other forms of correspondence. Correspondence always should be professional and measured.

Framework:

The PMI EDMF has been developed for use by individual members of PMI and for use by PMI credential holders, it is disirable and not mandatory. Since the PMI EDMF is planned to be used as a guide for critical thinking throughout the ethical decision-making process, it is represented as a sequence of questions and subquestions to stimulate the user beginning with the recognition and assessment of the issue and ending with a decision and action. Critical to the successful use of the PMI EDMF is the recognition that the answers to the questions uplifted by the PMI EDMF are the responsibility of the user. The PMI EDMF can also be effectively used at the end of a decision making process, when a decision is about to be made, to thoghtfully look back to see if the important steps have been taken and if the important thought have been made.

Steps to take PMI decision making:

1. Assessment: Make sure you have all the facts about the ethical dilemma
2. Alternatives: Consider your choices
3. Analysis: Identify your candidate decision and test its validity
4. Application: Apply ethical principles to your candidate decision
5. Action: Make a decision