Reference no: EM13371104

Each of the following six mini-case scenarios involve ethical dilemmas associated with project management. How would you respond to each situation, and why?

Jack Nietzche

You returned from a project staffing meeting in which future project assignments were finalized. Despite your best efforts, you were unable to persuade the director of project management to promote one of your best assistants, Jack Nietzche, to a project manager position. You feel a bit guilty because you dangled the prospect of this promotion to motivate Jack. Jack responded by putting in extra hours to Exercises ensure that his segments of the project were completed on time. You wonder how Jack will react to this disappointment. More importantly, you wonder how his reaction might affect your project. You have five days remaining to meet a critical deadline for a very important customer. While it won't be easy, you believed you would be able to complete the project on time. Now you're not so sure. Jack is halfway through completing the documentation phase, which is the last critical activity. 
Jack can be pretty emotional at times, and you are worried that he will blow up once he finds he didn't get the promotion. As you return to your office, you wonder what you should do. Should you tell Jack that he isn't going to be promoted? What should you say if he asks about whether the new assignments were made?

Seaburst Construction Project

You are the project manager for the Seaburst construction project. So far the project is progressing ahead of schedule and below budget. You attribute this in part to the good working relationship you have with the carpenters, plumbers, electricians, and machine operators who work for your organization. More than once you have asked them to give 110 percent, and they have responded.

One Sunday afternoon you decide to drive by the site and show it to your son.

As you point out various parts of the project to your son, you discover that several pieces of valuable equipment are missing from the storage shed. When you start work again on Monday you are about to discuss this matter with a supervisor when you realize that all the missing equipment is back in the shed. What should you do? Why?

The Project Status Report Meeting

You are driving to a project status report meeting with your client. You encountered a significant technical problem on the project that has put your project behind schedule. This is not good news because completion time is the number one priority for the project. You are confident that your team can solve the problem if they are free to give their undivided attention to it and that with hard work you can get back on schedule. You also believe if you tell the client about the problem, she will demand a meeting with your team to discuss the implications of the problem.

You can also expect her to send some of her personnel to oversee the solution to the problem. These interruptions will likely further delay the project. What should you tell your client about the current status of the project?

Gold Star LAN project

You work for a large consulting firm and were assigned to the Gold Star LAN project. Work on the project is nearly completed and your clients at Gold Star appear to be pleased with your performance. During the course of the project, changes in the original scope had to be made to accommodate specific needs of managers at Gold Star. The costs of these changes were documented as well as overhead and submitted to the centralized accounting department. They processed the information and submitted a change order bill for your signature. You are surprised to see the bill is 10 percent higher than what you submitted. You contact Jim Messina in the accounting office and ask if a mistake has been made.

He curtly replies that no mistake was made and that management adjusted the bill. He recommends that you sign the document. You talk to another project manager about this and she tells you off the record that overcharging clients on change orders is common practice in your firm. Would you sign the document? Why? Why not?

Cape Town Bio-Tech

You are responsible for installing the new Double E production line. Your team has collected estimates and used the WBS to generate a project schedule. You have confidence in the schedule and the work your team has done. You report to top management that you believe that the project will take 110 days and be completed by March 5. The news is greeted positively. In fact, the project sponsor confides that orders do not have to be shipped until April 1. You leave the meeting wondering whether you should share this information with the project team or not.

Ryman Pharmaceuticals

You are a test engineer on the Bridge project at Ryman Pharmaceuticals in Nashville, Tennessee. You have just completed conductivity tests of a new electrochemical compound. The results exceeded expectations. This new compound should revolutionize the industry. You are wondering whether to call your stockbroker and ask her to buy $20,000 worth of Ryman stock before everyone else finds out about the results. What would you do and why?