It is now time to review a case study that focuses on ethical behavior.
Access the Open APM’s ethics case study resource provided below to read a scenario concerning ethics in projects.
Can you pinpoint a few instances of professional conduct highlighted in this scenario? Reflect on the skills employed to integrate ethical considerations into the decisions made by the individuals involved. Can you recognize them?
Share your responses in the discussion section below.
After posting your comment, proceed to the next step, where you will find some potential answers provided by APM for these questions.
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This scenario points out ethical issues around accuracy, honesty, and professional integrity. John and Karen had to decide whether to act on a report that seemed too perfect, which could mislead the project. Skills they used included critical thinking, risk assessment, collaboration, problem solving, and professional courage to ensure the project stayed on track and the firm’s reputation was protected.
The issues of conduct were probably around the fact they hid a big risk in the report as well as pushed John to ignore the problem for the firm’s name.
Skills used for ethics:
1. They checked the risk and wrote it down.
2. They talked to John to get his true view.
3. They thought together (brainstorm) to find a good way.
4. They searched for a good firm to help make the right choice.
One major problem i noticed was lack of communication, there is no team work between them and transparency
The case study us a proof of real work place issues like lack of poor communication skills, lack of teamwork and little or no regard for the organisations value. William seems to be future oriented he lacks proper communication skills, and doesn’t seem to be a team player, John on the other hand, is a team player, values stakeholder engagements, a listener, but accepts processes without proper scrutiny. Karen however, is a team player, very observant, questions the process even when it looks very perfect, and also knows how to manage conflict and create balance.
Focusing on the intersection of ethics, stakeholder management, and professional integrity.
Lessons Learned: The “XYZ Consultancy” Overseas Engagement
1. The Danger of “Confirmation Bias” in Reporting
The Issue: William and the local agency presented a report with only “green lights,” matching their own expectations rather than the reality of the workers on the ground.
The Lesson: Project Managers must remain skeptical of data that seems “too perfect” or “fits a round hole too perfectly”. Ethical reporting requires seeking out the “hurdles” and “sensitivities” that could derail future stages.
2. Overcoming the “Silence of Subordinates”
The Issue: Karen feared that speaking up during her probation period would lead to a difficult office environment or job loss.
The Lesson: Organizations must foster a “speak-up” culture where even junior staff feel empowered to challenge data. Professional conduct involves prioritizing the firm’s long-term reputation over personal short-term security.
3. Strategic Risk Mapping as an Ethical Tool
The Issue: The team initially felt stuck “between a rock and a hard place” regarding whether to challenge the client’s agency.
The Lesson: Using professional skills to “map out the risks” helps visualize the catastrophe of a failed project. This moves the conversation from an emotional “hunch” to a logical business case for ethical correction.
4. The Value of External Validation
The Issue: The local opinion research was found to have significant problems upon closer inspection.
The Lesson: When internal or local data is suspect, seeking an independent third-party review (as John and Karen did by identifying a global partner) is a valid professional strategy to ensure integrity.
Organizational values like integrity and objectivity ensure credibility. In projects, these translate into professional skepticism and accountability. When conduct issues—like conflicts of interest or toxic behavior—arise, they are resolved using ethical reasoning, assertive communication, and conflict resolution to maintain trust and protect the organization’s reputation.
The case study illustrates how ethical challenges in project management often arise from pressure to deliver, reliance on assumptions, and blurred responsibilities between client and consultant, rather than from deliberate misconduct.
The Issues of Professional Conduct in the Scenario
1. Integrity
The most significant issue concerns integrity in the use and presentation of information.
The engagement activity was materially different from what had been agreed in the project scope. The opinion research was presented as equivalent to a structured engagement programme, despite using a different methodology. Proceeding without challenge would risk presenting findings that were misleading, even if not intentionally false.
2. Competence and Due Diligence
Accepting unusually positive results without questioning methodology suggests a lack of due care. John initially risks relying too heavily on the client’s assurance rather than independently validating the work.
This raises a professional conduct issue around whether sufficient diligence was applied to work critical to later project stages.
3. Objectivity and Independence
William’s reliance on a familiar research firm and his belief that the results confirm what is already “known” indicate confirmation bias.
XYZ risks losing objectivity by deferring to the client’s preferred approach.
Maintaining objectivity is particularly important when findings determine whether a project progresses.
4 Responsibility to Stakeholders
The engagement was intended to represent the views of frontline workers. If their concerns are inadequately captured, decisions may disadvantage those stakeholders.
This creates an ethical issue around whether stakeholder interests are being properly represented.
5. Reputation and Trust
XYZ’s credibility could damage if issues emerge later.
Karen’s concern reflects awareness that professional reputation extends beyond individual projects. Protecting trust is a core element of professional conduct.
✅The Skills Used to Bring Ethics into Decision-Making
1. Ethical Awareness
Karen demonstrates ethical awareness by recognising that the engagement findings appear “too perfect”. This shows sensitivity to ethical risk before concrete evidence of failure appears.
2. Professional Scepticism
Both Karen and John apply scepticism once the issue is discussed openly. They question the engagement method and recognised that positive results are not, in themselves, evidence of quality. This reflects an APM-aligned skill of critically evaluating information rather than accepting it at face value.
3. Judgement and Risk Assessment
John and Karen explicitly assess competing risks: The risk of proceeding with flawed engagement data. The risk of damaging the client relationship or delaying progress by challenging it. This balanced assessment demonstrates sound professional judgement under uncertainty.
4. Moral Courage
Karen raises concerns despite being on probation and fearing personal consequences.
Speaking up requires courage when power imbalances exist. John also demonstrates courage by supporting the challenge despite commercial pressures.
5. Ethical Leadership and Culture
John’s response is critical: He listens rather than dismissing Karen’s concerns. He treats the issue as a shared professional responsibility.
6. Problem-Solving and Proportional Response
The decision to involve an independent global firm is a practical ethical solution. It avoids direct confrontation, introduces independent assurance, respects the client relationship while addressing ethical risk.
In line with the APM Code of Professional Conduct, this case demonstrates that ethical project management requires integrity, diligence, objectivity, and accountability to stakeholders. The scenario shows how ethical issues can be identified through awareness and addressed through judgement, courage, and collaboration. Ultimately, ethical decision-making improves both project outcomes and professional credibility.
Issues of professional conduct identified:
Lack of transparency
The client representative presented engagement results as complete and reliable without disclosing how the work was done. The process lacked openness. This put the project at risk and weakened informed decision making.
Conflict of interest and bias
The local opinion research appeared selected for convenience and familiarity. Results aligned too neatly with expectations. This raised concerns about independence and objectivity.
Misrepresentation of evidence
The engagement outcomes showed only positive findings. This suggested selective reporting. Critical risks were not surfaced at the right time.
Pressure to conform
Karen felt personal and professional pressure to stay silent. Fear of damaging relationships and probation influenced her initial hesitation. This threatened ethical challenge and professional duty.
Skills used to bring ethics into decisions
Professional judgment
John and Karen assessed risk beyond surface results. They questioned evidence quality and long term impact on the firm’s reputation.
Moral courage
Karen raised concerns despite personal risk. John listened and engaged instead of dismissing her view. This shifted the outcome.
Critical thinking
They tested assumptions. They explored what failure would look like if the report stayed unchallenged. This reframed the decision from comfort to consequence.
Communication
They held open discussions. They framed concerns around risk, quality, and future trust rather than blame.
Stakeholder awareness
They looked beyond one project. They considered client trust, firm reputation, and future work. This widened the ethical lens.
Problem solving
They sought an independent review through a global firm. This preserved relationships while restoring integrity to the engagement process.
What others learn from this scenario
Ethics starts with questioning results that look too perfect.
Silence creates bigger risks than difficult conversations.
Reputation outweighs short term comfort.
Good project managers protect truth, even under pressure.
John had an idea and communicated with his team, this shows he has the skills of a leader, listener and effective communication.
William kept using “I will” without reaching out to John which shows lack of communication issue, which shows he is not much of a team player, lacks good communication skills and transparency.
Karen is more of a team player who strikes a balance between managing conflict and proffering effective solution.
The case study highlights work place issues and the different types of people in the team.
The case study highlights real work place issues like lack of proper communication skills, lack of teamwork and little or no regard for the organisations value.
While William seems to be big on delivery, he lacks proper communication skills, transparency and doesn’t seem to be a team player, John on the other hand, is a team player, values stakeholder engagements, a listener, but accepts processes without proper scrutiny. Karen however, is a team player, very observant, questions the process even when it looks very perfect, and also knows how to manage conflict and create balance.