Project Ethics

Jónasson, Haukur Ingi; Ingason, Helgi Þór

doi:10.4324/9781315245935

Cited by 8 publications

(15 citation statements)

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“…In 2013 the authors of this article came up with the project ethical risk assessment tool (PERIA), that was described in their book Project Ethics ( Jonasson & Ingason 2013). They later renamed and now call the tool project ethics tool (PET).…”

Section: Methodsmentioning

confidence: 99%

“…It is understood that we can talk about a critical project path without dwelling too much on the tasks and their duration. We define project ethics as "the moral deliberation and the self-actualization processes that professional project management should require" ( Jonasson & Ingason 2013) The "modern project manager operates in a complex" and often turbulent environment, s/ he works with different stakeholders and "is often faced with difficult decisions" (Ingason 2015) and s/he deals with all kinds of risks that change shape through the project life cycle. An important part of these challenges of project managers are the numerous commitments to project owners and different interested parties, for example, "to avoid real or perceived conflicts of interests and to respect confidentiality".…”

Section: Introductionmentioning

confidence: 99%

“…The so-called project ethics tool (PET) (originally named project ethical risk assessment tool (PERIA) in Jonasson & Ingason 2013) is based on the idea that project risk "can be identified through ethical deliberation, and the mirroring of project management objectives and processes in moral theory". It presents five different layers of risk and key ethical decision making agents in project management, i.e., the project leader, the project team, the project organization, the society and future generations.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Project ethics: The Critical Path to Project Success - applying an ethical risk assessment tool to a large infrastructure project

Ingason¹,

Jónasson²

2018

International Project Management Association Research Conference 2017

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A project ethics tool was applied to review a major infrastructure project in Iceland. The tool is based on the four principles of "virtue" based ethics, "utility" based ethics, "duty" based ethics and "rights" based ethics. The tool uses perspectives of five key stakeholders: "the project leader, the project team, the project organization, the society in which the project is based, and future generations that the project might influence". New ethical aspects of the project were discovered, which has led to a more ethically mature consideration of projects within the company. An ethical risk assessment is a valuable add-on to the more conventional engineering risk assessments usually performed in projects of this sort. Furthermore, the tool helps to expand the horizon when defining success by looking at projects from the perspectives of distinct clusters of stakeholders, whom we can better understand by applying the four ethical theories.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Project ethics: The Critical Path to Project Success - applying an ethical risk assessment tool to a large infrastructure project

Ingason¹,

Jónasson²

2018

International Project Management Association Research Conference 2017

Self Cite

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“…However, there are also differences in terms of engaged institutions and stakeholders, and these differences are reflected in the research results (axial coding and selective coding sections). Power and benefit are fundamental concepts in stakeholder theory (Freeman, 2010), and are rooted in Western continental philosophy (Ferris & Treadway, 2012;Foucault, 1976Foucault, /1990Habermas, 1984;Jonasson & Ingason, 2013;Klosko, 2013a;Mill, 1861Mill, /2002Sarhadi et al, 2018).…”

Section: Research Contextmentioning

confidence: 99%

“…In addition, some believe that the management approach toward stakeholders should be changed from stakeholder management to management for stakeholder or even managing for society. This approach is more congruent with the ethical considerations of project management (Barnett, 2016;Di Maddaloni & Davis, 2018;Eskerod & Huemann, 2016;Jonasson & Ingason, 2013), and is considered the critical element of trust building across the organization (Crane, 2020). For this purpose, the free distribution of information and information symmetry are essential (Keeys & Huemann, 2017).…”

Section: Public Stakeholdersmentioning

confidence: 99%

Stakeholder Analysis in the Feasibility Process of Projects: A Structural Evaluation of the Power-Oriented Relationship

Sarhadi

Hasanzadeh

Hoseini

2021

Project Management Journal

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The feasibility process of public construction projects is under the influence of stakeholders, who give direction to public resource allocation. Therefore, the analysis of stakeholders in this process is critical. An inductive qualitative approach was adopted using the grounded theory method to provide a theoretical explanation of stakeholders’ behaviors. Under the insight of structuration theory, the results indicated that the challenges are derived from various interrelated factors, leading to the emergence of improper participation as a macro-structural phenomenon with multilateral interaction with a power-oriented relationship as a micro behavior in the feasibility process at the agency level.

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The future of the management of projects in the 2030s

Walker

Lloyd‐Walker

2019

IJMPB

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Purpose The purpose of this paper is to explore recent literature on the impact of changes in the workplace environment and projected trends through to the year 2030. This allows the authors to identify and discuss what key trends are changing the nature of project organising work. The authors aim to identify what knowledge and which skills, attributes and experiences will be most likely valued and needed in 2030. Design/methodology/approach This paper is essentially a reflective review and is explorative in nature. The authors focus on several recent reports published in the UK and Australia that discuss the way that the future workforce will adapt and prepare for radical changes in the workplace environment. The authors focus on project organising work and the changing workplace knowledge, skills, attributes and experience (KSAE) needs of those working in project teams in 2030 and beyond. The authors draw upon existing KSAE literature including findings from a study undertaken into the KSAEs of project alliance managers working in a highly collaborative form of project delivery. Findings The analysis suggests that there is good and bad news about project workers prospects in 2030. The good news is that for those working in non-routine roles their work will be more interesting and rewarding than is the case for today. The bad news is that for workers in routine work roles, they will be replaced by advanced digital technology. Research limitations/implications Few, if any, papers published in the project organising literature speculate about what this discipline may look like or what KSAEs will be valued and needed. Practical implications This paper opens up a debate about how project management/project organising work will be undertaken in future and what skills and expertise will be required. It also prompts project managers to think about how they will craft their careers in 2030 in response to expected work environment demands. This will have professional and learning implications. Social implications The issue of the future workplace environment is highly relevant to the social context. Originality/value This paper is about a projected future some 12 years onward from today. It bridges a gap in any future debate about how project organising jobs may change and how they will be delivered in the 2030s.

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Project Ethics

Cited by 8 publications

References 0 publications

Project ethics: The Critical Path to Project Success - applying an ethical risk assessment tool to a large infrastructure project

Project ethics: The Critical Path to Project Success - applying an ethical risk assessment tool to a large infrastructure project

Stakeholder Analysis in the Feasibility Process of Projects: A Structural Evaluation of the Power-Oriented Relationship

The future of the management of projects in the 2030s

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