The purpose of Ethics and Values in a
project context
How important are these to managing a project successfully?
14 October 2025
Understanding the terminology of ethics and values
• Ethics – Rules of conduct in a particular culture or group which are derived from an external
source or social system.
• Morals – Principles or motivations relating to right or wrong conduct, based on an
individual’s internal compass of right and wrong.
• Values – principles, standards, beliefs or things which are considered worthwhile or
desirable by a group or an individual.
© 2025 Association for Project Management 2
Some typical definitions
© 2025 Association for Project Management 3
Laura Ewen
Laura Ewen is a Director in KPMG’s
Major Projects Advisory team. She’s led
large-scale transformation projects in the
UK and the USA across a range of
public sectors including water,
healthcare, transport, defence and
environment; Laura has extensive
experience working at board level,
leading strategic campaigns in
communication and culture across large-
scale teams.
Prof. Adam Boddison OBE
Adam joined APM as CEO in 2021
having formerly held similar roles in
many educational organisations. He also
has a portfolio of consultancy and
volunteering supporting organisations
and initiatives that benefit society. Adam
is a Visiting Professor at the Stranmillis
University College and the University of
Leicester (School of Business). He has
authored several books and is a
qualified clinical hypnotherapist.
Robert Dilts
Robert Dilts is known world-wide as a
developer, author, coach, trainer and
consultant in the fields of Neuro-
Linguistic Programming (NLP) and
Success Factor Modelling and is co-
founder of NLP University in Santa Cruz.
He has written or co-written more than
30 books about personal and
professional development. For over 45
years, he has trained and run
workshops around the world for many
organisations, institutes and government
bodies.
4
Ethics and Values
The Blind Spot
• Large project enterprises tend to have a blind spot for ethics
• Where there isn’t an institutional set of guidelines, people use their own
codes of ethics.
• These ‘personal ethical codes’ tend to be hidden until violated.
• This means there is a likelihood that any ethical code being applied may be
arbitrary, subjective and non-transparent.
• Applied ethical codes can hugely affect the decision-making and outcome
of projects.
• Where a project is publicly funded, should the ethical codes and values be
disclosed and open to challenge?
• Conclusion - More work is needed in this space!
© 2025 Association for Project Management 5
2023 APM-sponsored study of ethical dilemmas facing project managers
APM: Scope of ethics
© 2025 Association for Project Management 6
The APM Body of Knowledge 8th edition
describes the scope of Ethics (in a project
context) as follows:
The Neurological Levels model and its relevance to ethics and values
© 2025 Association for Project Management 7
Environment
Behaviours
Capabilities
Beliefs & Values
Identity
Where? When?
What?
How?
Why?
Who?
Who/what else?
Mission/Vision/Purpose
(Beyond Identity)
APM’s own values and associated behaviours
• Open-minded approach
• Use creative solutions
• Use Innovative technology
• Have a global perspective
© 2024 Association for Project Management 8
As noted on APM’s website and other documents
Progressive
• Actively listen
• Lead discussion
• Constantly evolve
• Promote skills beyond PM
• Embrace different
perspectives
• Ensure our voice is heard
Thoughtful
• Champion diversity and
inclusivity
• Treat others with empathy and
respect
• Be flexible, open and
collaborative
Warm
• Promote the (P3M) profession
• Raise profile of P3M
• Constantly challenge ourselves
to improve quality of:
• thought
• delivery
• dialogue
• services
Excellent
VALUES →
(CAPABILITY)→
BEHAVIOUR →
MISSION →
IDENTITY →
To advance the science, theory and practice of project and programme management for the public benefit
Association for Project Management – The only chartered membership organisation representing the
project profession
9
Culture shapes the environment in which we operate
Cultural iceberg Making culture tangible
Courage and reporting a wrongdoing or ‘whistle-blowing’ (in UK law)
• It often takes courage to act according to your own or your organisation’s values
• The Public Interest Disclosure Act 1998 says you cannot be fairly dismissed for reporting a
‘qualifying disclosure’, which is:
• a criminal offence
• the breach of a legal obligation by an organisation
• a miscarriage of justice
• someone's health and safety being in danger
• damage to the environment
© 2025 Association for Project Management 10
11
The purpose of ethics and values, in a
project context - what did we find?
Discussion
Audience
questions
Poll results
The purpose of Ethics and Values in a project context webinar, 14 October 2025.pdf

The purpose of Ethics and Values in a project context webinar, 14 October 2025.pdf

  • 1.
    The purpose ofEthics and Values in a project context How important are these to managing a project successfully? 14 October 2025
  • 2.
    Understanding the terminologyof ethics and values • Ethics – Rules of conduct in a particular culture or group which are derived from an external source or social system. • Morals – Principles or motivations relating to right or wrong conduct, based on an individual’s internal compass of right and wrong. • Values – principles, standards, beliefs or things which are considered worthwhile or desirable by a group or an individual. © 2025 Association for Project Management 2 Some typical definitions
  • 3.
    © 2025 Associationfor Project Management 3 Laura Ewen Laura Ewen is a Director in KPMG’s Major Projects Advisory team. She’s led large-scale transformation projects in the UK and the USA across a range of public sectors including water, healthcare, transport, defence and environment; Laura has extensive experience working at board level, leading strategic campaigns in communication and culture across large- scale teams. Prof. Adam Boddison OBE Adam joined APM as CEO in 2021 having formerly held similar roles in many educational organisations. He also has a portfolio of consultancy and volunteering supporting organisations and initiatives that benefit society. Adam is a Visiting Professor at the Stranmillis University College and the University of Leicester (School of Business). He has authored several books and is a qualified clinical hypnotherapist. Robert Dilts Robert Dilts is known world-wide as a developer, author, coach, trainer and consultant in the fields of Neuro- Linguistic Programming (NLP) and Success Factor Modelling and is co- founder of NLP University in Santa Cruz. He has written or co-written more than 30 books about personal and professional development. For over 45 years, he has trained and run workshops around the world for many organisations, institutes and government bodies.
  • 4.
  • 5.
    The Blind Spot •Large project enterprises tend to have a blind spot for ethics • Where there isn’t an institutional set of guidelines, people use their own codes of ethics. • These ‘personal ethical codes’ tend to be hidden until violated. • This means there is a likelihood that any ethical code being applied may be arbitrary, subjective and non-transparent. • Applied ethical codes can hugely affect the decision-making and outcome of projects. • Where a project is publicly funded, should the ethical codes and values be disclosed and open to challenge? • Conclusion - More work is needed in this space! © 2025 Association for Project Management 5 2023 APM-sponsored study of ethical dilemmas facing project managers
  • 6.
    APM: Scope ofethics © 2025 Association for Project Management 6 The APM Body of Knowledge 8th edition describes the scope of Ethics (in a project context) as follows:
  • 7.
    The Neurological Levelsmodel and its relevance to ethics and values © 2025 Association for Project Management 7 Environment Behaviours Capabilities Beliefs & Values Identity Where? When? What? How? Why? Who? Who/what else? Mission/Vision/Purpose (Beyond Identity)
  • 8.
    APM’s own valuesand associated behaviours • Open-minded approach • Use creative solutions • Use Innovative technology • Have a global perspective © 2024 Association for Project Management 8 As noted on APM’s website and other documents Progressive • Actively listen • Lead discussion • Constantly evolve • Promote skills beyond PM • Embrace different perspectives • Ensure our voice is heard Thoughtful • Champion diversity and inclusivity • Treat others with empathy and respect • Be flexible, open and collaborative Warm • Promote the (P3M) profession • Raise profile of P3M • Constantly challenge ourselves to improve quality of: • thought • delivery • dialogue • services Excellent VALUES → (CAPABILITY)→ BEHAVIOUR → MISSION → IDENTITY → To advance the science, theory and practice of project and programme management for the public benefit Association for Project Management – The only chartered membership organisation representing the project profession
  • 9.
    9 Culture shapes theenvironment in which we operate Cultural iceberg Making culture tangible
  • 10.
    Courage and reportinga wrongdoing or ‘whistle-blowing’ (in UK law) • It often takes courage to act according to your own or your organisation’s values • The Public Interest Disclosure Act 1998 says you cannot be fairly dismissed for reporting a ‘qualifying disclosure’, which is: • a criminal offence • the breach of a legal obligation by an organisation • a miscarriage of justice • someone's health and safety being in danger • damage to the environment © 2025 Association for Project Management 10
  • 11.
    11 The purpose ofethics and values, in a project context - what did we find? Discussion Audience questions Poll results