Insights and inspiration for project professionals

The world feels significantly different since my last contribution to the PMI Belgium newsletter in December 2024.

Global developments are accelerating, and shifts in economic dynamics are becoming more pronounced, with potential impacts on national & regional markets and the environment.

We are also witnessing concerning examples of leadership that lack respect and integrity in various spheres.

Amidst this whirlwind of change, it’s easy to feel isolated and powerless - and I’ve certainly experienced that feeling myself.

Yet, as project professionals, we possess the skills essential for navigating and delivering change successfully.

We should find reassurance in the fact that change brings new opportunities - and in our unique ability to help shape that change for the better.

PMI’s Code of Ethics and Professional Conduct

In times when many of the values we hold dear are being tested, I find it helpful to reflect on what it truly means to be a professional. As members of the project management community and PMI credential holders, our ethical foundation is clearly outlined in the PMI Code of Ethics and Professional Conduct which contains some key principles that guide our behaviour:

• Responsibility: We make decisions and take actions based on the best interests of society, public safety, and the environment.
• Respect: We show a high regard for ourselves, others, and the resources entrusted to us which may include people, money, reputation, the safety of others, and natural or environmental resources.
• Fairness: We make decisions and act impartially and objectively. Our conduct must be free from competing self-interest, prejudice, and favouritism.
• Honesty: We understand the truth and act in a truthful manner both in our communications and in our conduct.

These principles not only define who we are as professionals but also help us navigate challenges with clarity and confidence.

I am proud to be a professional and totally agree with the PMI's ethical code.

I express my professionalism through my membership of the PMI as a Project Professional as well as my membership of the Institute of Engineering and Technology as a Chartered Engineer.

Examples of Ethical Alignment in Practice

To illustrate how ethical principles can be reflected (or challenged) in real-world scenarios, I’d like to share a couple of contrasting examples through the lens of PMI’s values, particularly Honesty and Responsibility.

One example that raises questions about alignment with these values is the removal of references to climate change from certain public websites. This action could be viewed as limiting access to scientific information, potentially affecting informed decision-making related to environmental and public well-being. While the organizations involved are not bound by PMI's Code of Ethics, such instances prompt valuable reflection on the role of transparency and accountability in professional conduct.

Conversely, a recent publication by the UK Government’s Climate Change Committee - the seventh carbon budget released in February 2025 - demonstrates an approach that may align more closely with PMI’s ethical principles. The report outlines a strategy for achieving net-zero emissions by 2050, supported by clear data, long-term planning, and transparency around economic impacts (estimated at an average of 0.2% of UK GDP annually). It serves as an example of how ethical considerations can guide complex, impactful decisions.

These contrasting cases offer an opportunity to reflect on how our values: Responsibility, Respect, Fairness, and Honesty, can inform the way we process information and contribute to responsible project leadership.

Connecting Ethics to Professional Experience

Over the course of my career, spanning more than 25 years since managing my first program, and over 35 years since my first project, I’ve seen first-hand how successful outcomes often emerge from a wide range of differing, and at times conflicting, perspectives. The role of the project professional is to harness these viewpoints and guide them toward a clear and effective path forward.

For example, between 2015 and 2017, I led the EMEA segment of a global migration program for an automotive company transitioning to a Microsoft 365 communications platform. One of our technical experts regularly questioned proposed solutions. Instead of viewing these challenges as obstacles, we documented the concerns in our risk log and designed the EMEA solution to account for and manage those risks. This process not only addressed local needs but also helped enhance the robustness of the global approach. It demonstrated how respectful engagement with differing views can ultimately lead to stronger, more resilient outcomes.

As the saying goes, an oyster forms a pearl in response to the irritation of a grain of sand, a reminder that constructive friction can lead to value.

Throughout our work, we may encounter situations that test the principles outlined in PMI’s Code of Ethics:

• When financial priorities are pursued without adequate regard for societal or environmental impacts
• When decision-making is driven more by volume than by dialogue
• When self-interest overrides objective evaluation
• When evidence and expertise are sidelined

As project professionals, it is both our responsibility and our professional right to recognize and thoughtfully address such challenges - guided by the values of Responsibility, Respect, Fairness, and Honesty.

Staying positive

So how do we stay positive during these challenging times?

Here are some ideas:

• Follow the PMI code of ethics; get satisfaction from knowing that you are 'doing the right thing' and setting a good example.
• Don't compromise what's important: If your organization expects you to compromise your ethics then stand firm; if necessary, take your skills elsewhere.
• Trust experts: scientists help us to understand nature, we should listen to their voice; similarly, engineers help us understand how to apply science into practical, scalable solutions.
• Spend & invest wisely: you can choose what you buy and where you invest. When Europe needs to strengthen its global position, buying & investing sustainably and in Europe is one way to achieve this (e.g. I have recently re-invested the funds from my UK company pension to eliminate fossil fuel investments).
• Participate: PMI's flagship publication: The Standard for Project Management / Project Management Body of Knowledge (PMBOK® Guide) is undergoing revision, and the 8th edition will be published later this year. We can all participate in the review process (which runs until 2 June 2025.)
• Talk about it: personally, I find it reassuring to share thoughts with others, we are not alone.

Of all these contributions, I think the most important consideration is to manage our projects based on the truth. If we lose track of truth, data & science-based approach, then not only are we fooling ourselves about the validity our work (hence putting success at risk), but we would also be supporting a concerning trend towards society being led by those who seek to personally gain from avoiding the truth.

Since my first draft of this article, it was great to see the positive news in April from the PMI Global Summit in Barcelona, of the Joint Venture between PMI and the Green Project Management (GPM) organisation. Dr Joel Carboni, the founder of GPM, published an excellent article "The End of Neutrality: Why Project Managers Must Lead with Ethical Clarity" which I think aligns closely with my views, shared in this article.

Together we can!

 

Stuart Thorp
Program Manager and Climate Activist, Stance Consulting

This article is based on PMI's Code of Ethics and Professional Conduct, but examples and commentary are the opinions of the author rather than representing the position of PMI at Belgium Chapter or Global level.