When it comes to nursing, informatics, or any discipline, ethics are extremely important to consider. Sipes (2019) points out that a critical competency of a nurse leader is the ability to make sound, ethical decisions in their practice. However, ethical scenarios can be extremely difficult, and for this reason, there are resources that have been developed to help nursing professionals navigate these challenges. One such resource is the American Nurses Association (ANA). There are few professions that present more ethical dilemmas than nursing, and thankfully the ANA has developed a Code of Ethics for Nurses to help guide them through these situations. It contains nine provisions describing what an ethical nurse should look like and goes into detail about what each provision means in practice (Fowler & ANA, 2015).

Similarly, the Project Management Institute (PMI) has developed a comparable framework for ethics dedicated to “practitioners of project management” (PMI, n.d.). This is a much shorter ethical guide than the ANA’s, but it still holds value. It provides guidance at a more high level as compared to the ANA code, which contains much more detail. It states that its goal is to describe the expectations of a competent project manager in terms of conduct, professionalism, and behavior, and how it applies to our practice as project managers (PMI, n.d.).

There are many areas where these two codes are similar. They have the intention of informing a target audience on ethical decision-making. As aspiring nurse informaticists, our discipline is a unique combination of the two practices of nursing and project management with a focus on health information technology. Having codes of conduct that focus on each side of this coin is extremely helpful. Both of these codes focus on a “vision” of the ideal ethical practitioner and also discuss the application of the components. However, nursing and project management are also two separate disciplines on their own – nursing informatics being one of the areas where they intersect – and as they do come from different specialties they have some differences. One of the differences is the ANA code of ethics speaks to all nurses and provides an immense amount of detail on each “provision” (Fowler & ANA, 2015). It includes deep background on each provision and provides case studies, background, and application guidance as well (Fowler & ANA, 2015). In contrast to the nine provisions of the ANA code, the PMI code of ethics has five “chapters” which is used to convey each component of its code. It speaks only to individuals who are connected with the PMI in some way, such as members, volunteers, or people who hold certifications from PMI (PMI, n.d.).

One experience I had when it came to project management ethics was when I was leading a project on one of my old work units. I prided myself on being the subject matter expert and leader for the project and was happy to help in any way that I could. However, I soon found myself doing everything for the project, and that became very cumbersome. I was faced with the dilemma presented in chapter 2 of the PMI code of ethics which is responsibility (PMI, n.d). The chapter states “We fulfill the commitments that we undertake-  we do what we say we will do” (PMI, n.d.). Well, at the beginning of the project, I was very enthused about it and had said I would lead the project, compile the data, and do the write-up. I hadn’t considered how much work that would actually be. I had an ethical duty to complete the work I started and said I would do – but it was very difficult. I would not change my decision to follow through on the project, but as a result of my experience I learned how much work it would take and in the future, I would ask for more help up front.

Question

Respond to the discussion post above by Refuting or validating the writers ideas on how closely a vendor should adhere to the support period of a project schedule.

ANSWER

The Significance of Adhering to Project Schedule Support Periods: A Critical Analysis

Introduction

In the realm of project management, ethics play an indispensable role in shaping the conduct and decisions of practitioners. The discourse presented in the discussion post emphasizes the importance of ethics in nursing informatics and project management, and how they intersect within the domain of health information technology. This essay delves into the notions put forth in the discussion post, examining the parallels drawn between nursing informatics and project management ethics, while also scrutinizing the author’s experience with adhering to a project schedule’s support period.

Parallels between Nursing and Project Management Ethics

The discussion aptly underscores the convergence of nursing and project management ethics, underlining how each profession has developed a code of ethics to guide practitioners in making sound and ethical decisions. The American Nurses Association (ANA) and the Project Management Institute (PMI) serve as key sources of ethical guidance for nurses and project managers, respectively. Both codes of ethics intend to steer professionals toward ethical decision-making, envisioning an ideal ethical practitioner in their respective fields. This commonality emphasizes the underlying ethical foundation that underscores these professions, reinforcing the need for ethical conduct regardless of the domain.

However, a distinction arises when comparing the depth of guidance provided by these codes. The ANA code offers exhaustive provisions, replete with case studies, background information, and practical applications, offering nurses an extensive roadmap for ethical decision-making. Conversely, the PMI code, while equally impactful, provides a more concise and high-level overview of ethical expectations. This distinction may be attributed to the nuanced nature of nursing, where complex patient scenarios demand comprehensive ethical guidelines, compared to project management, which often necessitates flexibility and adaptability in ethical decision-making.

Project Management Ethics: A Case Study

The discussion post aptly illustrates an ethical dilemma encountered by the author during a project management endeavor. The author’s commitment to the project’s success, while commendable, inadvertently led to an ethical challenge centered around the responsibility provision in the PMI code. The ethical commitment to fulfill undertaken commitments echoes the significance of project managers upholding their promises and obligations.

The experience presented underscores the ethical struggle between dedication to one’s commitment and recognizing the practical limitations of workload. The decision to proceed with completing all aspects of the project aligns with the ethical principle of fulfilling commitments, albeit highlighting the importance of thorough planning and resource allocation in project management. The author’s reflection on learning from the experience underscores the valuable lesson of seeking assistance when required, promoting effective delegation, and proactive management of commitments.

Conclusion

In conclusion, the discussion post draws a cogent connection between nursing informatics and project management ethics, showcasing the convergence of ethical principles guiding these two distinct yet interconnected disciplines. While the ANA code provides comprehensive guidance for nursing, the PMI code offers a high-level framework for project management ethics. The author’s experience elucidates the practical implications of adhering to ethical commitments within project management. By reflecting on lessons learned, the author highlights the importance of balancing ethical dedication with practicality. Ultimately, ethics remain a cornerstone of both nursing informatics and project management, anchoring professionals in principled decision-making that shapes the trajectory of their practices.