Ethical Dilemmas in Software Project Management - Report Example

Ethical Dilemmas in Software Project Management Name: Institution: Ethical Dilemmas in Software Project Management This report dwells on the increasingly revered component of routine organizational operations. The realm of project management is anchored on stringent ethics that bolsters the support of the team involved with the project. Although ethics is controversial to define, its canonical tenets revolve around moral values, individual principles, and beliefs that one stands for in their life on an obligation and the distinction of right and wrong. With increasingly expanding spread of information technology (IT) globally, so is the incremental development of relevant software. This unparalleled demand in varying IT sectors has engineered a speedy development and introduction of new software in the market accompanied, which has agitated unprecedented ethical issues. In the context of IT, ethics connotes the standards or codes of behavior expected of a practitioner in this particular technology world (Reynolds, 2011), which stipulates what is considered fit and wrong conducts or courses of actions. The code acts as an evaluation benchmark through which IT experts gauge the rightfulness or wrongfulness of a decision or act. In real practice, the code of ethics backed with procedures that facilitate the censure of people that violate the ethical guide, and offer the necessary punitive measures against violation of the IT rules. These premises reflect existence of ethics dilemmas encountered in software project management, which is worthwhile analyzing. Ethical Responsibility of Software Developers In certain circumstances, it is difficult for professionals to cede ground and shoulder errs committed in teamwork. Particularly, project managers that are obligated to lead a major project or oversee the performance of other staff can find it difficult to admit into wrongdoing thereof. However, from an ethical standpoint, if a project manager is to blame for failure of a venture project, he/she should admit to the fault (Kelkar, 2009). Failure to accept the wrong often cracks the working bond, where unethical courses breaks the relational trust. It is for such contexts that the Software Engineering Code of Ethics and Professional Practice (SECEPP) devised the ethical and professional responsibilities and obligations of concerned IT practitioners. Other than proper application of the necessary technical skills in the event of developing software for the different applications, the engineers are tasked to act honestly and in line with the various ethical standards outlined in SECEPP applicable to all (Schwalbe, 2010). The ethical duty requires experts to not only observe the legal obligations but also conduct themselves in a manner that is acceptable to the public or where the software project is being managed. Software project managers are expected to maintain high levels of confidentiality irrespective of the formal duty agreement. Confidentiality in software project management involves protection of the clients’ information, and ensuring that product is not accessible unauthorized people. The issue of patency should be significantly observed to ensure that the software remains a property of the developer or the designated owners. The intellectual property of the contractors, employers, and clients should be safeguarded from illegal use or application. The ethical code further bars computer or other IT equipments in hands of the software project managers from exposure to threats of damaging software (Kelkar, 2009). This implies that the facilities involved in the project are expected to be solely applied for the specified purpose. The ethics code requires software project management to revolve around the interests of the society, without commission of other activities perceived as detrimental to the public. Assurance of adherence to ethical conducts requires an ethical standards certification for all expert project managers. Ethics in project management is a general concern for the project managers and all the people involved in its execution. An ethical lapse can result in great losses to the employers particularly because someone made an unethical decision (Schwalbe, 2010). However, ethical dilemmas emerge in the planning or implementation of software project hence the need for proper judgment and behavior at all necessary stages. Any poor decision on an ethical dilemma interferes with best of intentions and is often attributed to faulty judgment and behavior. Project managers are expected to exercise objective judgment upon evaluation of all available options on the best course of action possible when dealing with ethical dilemmas. Ethics in software project management has the potential to influence teamwork, output and achievement of the project’s execution objective. Typical Ethical Dilemmas A software venture project, just like other development projects, has comprises of varying components of management. Although the profiteering and staff motivation aspects often surpass other interests in the projects, the manager is legally bound by ethics. Some of the dilemmas of ethics faced by project managers include the admission of wrongdoing, the center of the blame, and the difficult situations that surround choices regarding contracts (Reynolds, 2011). Ethical dilemmas are not only a province of software project managers but also all engineers and workers involved in the delivery of the venture. In some cases, ethically certified project managers encounter companies whose principles of operations stray from the universal code of ethics in project management (Reynolds, 2011). This implies that the software project manager often disagree in principle with company policies leaving them in a dilemma whether to comply or follow what the professional ethical code dictates. Some professionals may be lured to follow the company’s policies despite going against the ethical code in order to win a contract. Disagreements in principle with the company rules may cost a project manager the entire contract hence the need to align the policies with conventional ethical standards (Kelkar, 2009). Another ethical dilemma arises when the employer favors an unethical way of operations. Working with such employers makes it difficult to challenge the boss for fear of losing the contract or job to manage his or her software development (Wysocki, 2011). It is often difficult to go against the expectations of your employer, a phenomenon that in many cases results in complete disagreement and contract termination. Management of software development for military organizations for instance may compel one to act in ways that are recognized as unethical under the software development ethical code. For example, the ethical code demands that software project managers and developers act within the interests of the society; participation in the development of military weapons may require compromise on this ethical requirement. Participants in the delivery of software project may be requested to withhold bad news from the management concerning the project progress, which leaves them in a dilemma of withholding or disclosing the fair ground. The issue of confidentiality in software project management thus cultures ethical dilemmas in which one may be required to disclose some information to a stakeholder while the management prefers otherwise (Kelkar, 2009). Professional code of ethics requires full disclosure of information concerning the project to the stakeholders while some of the information may be of great interest to competitors hence the need to protect such information. According to Kliem (2011), project managers are constantly placed in unique positions of having to fulfill the expectations of more than one stakeholder, which can put significant pressure on them. This implies that managers under intense pressure from the management may take unethical steps such as removal of a team member, through vilification or modifying reports to please certain powerful stakeholders. The structure of an organization may also play a critical role in the creation of situations marked by ethical dilemmas especially where an ethics transgression emerges. For example, the lower-level cadre may decide to keep ethical situations or transgressions under the radar, leaving the higher function unaware of what is happening at the lower levels of the organization. Dealing with Ethical Dilemmas One of the important steps in dealing with ethical dilemmas arising in software project management includes the development and documentation of necessary procedures (Chemuturi & Cagley, 2010). Analysis and discussion of the ethical code among the project team members is essential in ensuring that every party understands what is expected of them during delivery of the necessary components. The ethical code is important because it forms a good benchmark for the evaluation of all activities and decisions taken during execution of the project. All decisions made in a situations characterized by an ethical dilemma should be arrived at through reference to the ethical code to ensure that none strays from the law. In addition, all options available should be explored based on the ethical code to determine the decision that least undermines or goes against the expectations of the society, stakeholders and professionalism (Knutson, 2001). The needs of all stakeholders should be taken into account when resolving ethical dilemmas to ensure that the final decision does not impact negatively on the expectations of any of the stakeholders. Conclusion Software managers often encounter ethical dilemmas in the process of delivering projects expected to meet the interests of different stakeholders. An ethical code has been established to serve as the benchmark for evaluating decisions and actions taken by the management of software projects. Software project managers encounter disagreements in principle with company policies, working with employers that favors unethical ways of operation, and dealing with contradicting interests of different stakeholders. However, the ethical code for professional software project management provides a sure way of ensuring that ethical dilemmas arising in the delivery of the project are resolved amicably to meet the interests of all stakeholders. References Chemuturi, M., & Cagley, T.M. (2010). Mastering software project management: Best practices, tools, and techniques. New York, NY: J. Ross Publishing. Kelkar, S. (2009). Software project management: A concise study (2nd ed.). London: PHI Learning Pvt. Ltd. Kliem, R. (2011). Ethics and project management. New York, NY: CRC Press. Knutson, J. (2001). Project management for business professionals: A comprehensive guide. Hoboken, NJ: John Wiley & Sons. Reynolds, G. (2011). Ethics in information technology, (4th ed.). Stamford, CT: Cengage Learning. Schwalbe, K. (2010). Information technology project management, (6th ed.). Stamford, CT: Cengage Learning. Wysocki, R.K. (2011). Effective project management: Traditional, agile, extreme. (5th ed.). Hoboken, NJ: John Wiley & Sons. Read More