Claim: The Necessity of Code of Ethics and Social Responsibility in Project Management
“Your supervisor enters your office and asks you for a check for $250 for expenses he tells you he incurred entertaining a client last night. He submits receipts from a restaurant and lounge. Then your supervisor’s girlfriend stops by to pick him up for lunch, and you overhear her telling the receptionist what a great time she had at dinner and dancing with your supervisor the night before. What would you do?” People in organizations may hold widely divergent views about the most ethically appropriate or inappropriate actions related to a situation, which makes “me” in the above example be in a dilemma to decide what the right move is. There are so many …show more content…
Both code of ethics and social responsibility cover a wide range of issues, if not resolved properly, resulting in a decrease in the efficiency of team members and an increase in the dissatisfaction of team members, other stakeholders or society. Therefore, apart from ensuring profit maximization, PMs should also fulfill their code of ethics being a good manager and social responsibilities being a good citizen. In order to demonstrate this claim, I will use BP’s Deep-water Horizon project as an example, the unsuccessful management of which has led to the catastrophic Macondo Well Blowout in Gulf of Mexico, and discuss the aftermath beyond retrieval of neglecting code of ethics and social responsibilities in project …show more content…
Warrant 1: In order to save time or money, BP made a lot of false decisions regardless of safety. For example, BP’s decision to employ a long string has increased the difficulty of obtaining a reliable primary cement job in several respects, and primary cement failure was a direct cause of the blowout. However, this decision was still made and executed, without evaluating the potential risk of primary cement failure, which resulted in the tragic loss of eleven lives at the Deepwater Horizon. Some other decisions also reflected the same stance of BP during its decision-making process, such as not running cement evaluation log, not waiting for foam stability test results and/or redesigning slurry. Data 2: BP, Transocean, which is BP’s offshore drilling contractor overseeing cementing for the Macondo well, and Halliburton, the owner and operator of the Deepwater Horizon rig, failed to communicate adequately, which is against the value of fairness in Code of Ethics. Warrant 2: BP did not share important information with its contractors, or sometimes internally even with members of its own. For example, many BP and Halliburton employees were aware of the difficulty of the primary cement job, but for the most part, those issues were not communicated to the rig crew who conducted the negative-pressure test for evaluating
“Your supervisor enters your office and asks you for a check for $250 for expenses he tells you he incurred entertaining a client last night. He submits receipts from a restaurant and lounge. Then your supervisor’s girlfriend stops by to pick him up for lunch, and you overhear her telling the receptionist what a great time she had at dinner and dancing with your supervisor the night before. What would you do?” People in organizations may hold widely divergent views about the most ethically appropriate or inappropriate actions related to a situation, which makes “me” in the above example be in a dilemma to decide what the right move is. There are so many …show more content…
Both code of ethics and social responsibility cover a wide range of issues, if not resolved properly, resulting in a decrease in the efficiency of team members and an increase in the dissatisfaction of team members, other stakeholders or society. Therefore, apart from ensuring profit maximization, PMs should also fulfill their code of ethics being a good manager and social responsibilities being a good citizen. In order to demonstrate this claim, I will use BP’s Deep-water Horizon project as an example, the unsuccessful management of which has led to the catastrophic Macondo Well Blowout in Gulf of Mexico, and discuss the aftermath beyond retrieval of neglecting code of ethics and social responsibilities in project …show more content…
Warrant 1: In order to save time or money, BP made a lot of false decisions regardless of safety. For example, BP’s decision to employ a long string has increased the difficulty of obtaining a reliable primary cement job in several respects, and primary cement failure was a direct cause of the blowout. However, this decision was still made and executed, without evaluating the potential risk of primary cement failure, which resulted in the tragic loss of eleven lives at the Deepwater Horizon. Some other decisions also reflected the same stance of BP during its decision-making process, such as not running cement evaluation log, not waiting for foam stability test results and/or redesigning slurry. Data 2: BP, Transocean, which is BP’s offshore drilling contractor overseeing cementing for the Macondo well, and Halliburton, the owner and operator of the Deepwater Horizon rig, failed to communicate adequately, which is against the value of fairness in Code of Ethics. Warrant 2: BP did not share important information with its contractors, or sometimes internally even with members of its own. For example, many BP and Halliburton employees were aware of the difficulty of the primary cement job, but for the most part, those issues were not communicated to the rig crew who conducted the negative-pressure test for evaluating