Values Management: A Guidebook

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The genesis of EVM occurred in industrial manufacturing at the turn of the 20th century, based largely on the principle of "earned time" popularized by Frank and Lillian Gilbreth , but the concept took root in the United States Department of Defense in the s. In , EVM was introduced to the architecture and engineering industry in a "Public Works Magazine" article by David Burstein, a project manager with a national engineering firm. This technique has been taught ever since as part of the project management training program presented by PSMJ Resources, an international training and consulting firm that specializes in the engineering and architecture industry.

In the late s and early s, EVM emerged as a project management methodology to be understood and used by managers and executives, not just EVM specialists. This demonstrated conclusively that EVM mattered to secretary-level leadership. In the s, many U. Government regulations were eliminated or streamlined.

However, EVM not only survived the acquisition reform movement, but became strongly associated with the acquisition reform movement itself.

The use of EVM expanded beyond the U. Many industrialized nations also began to utilize EVM in their own procurement programs. The construction industry was an early commercial adopter of EVM. Closer integration of EVM with the practice of project management accelerated in the s. The United States Office of Management and Budget began to mandate the use of EVM across all government agencies, and, for the first time, for certain internally managed projects not just for contractors. EVM also received greater attention by publicly traded companies in response to the Sarbanes-Oxley Act of It is helpful to see an example of project tracking that does not include earned value performance management.

Consider a project that has been planned in detail, including a time-phased spend plan for all elements of work. Figure 1 shows the cumulative budget cost for this project as a function of time the blue line, labeled PV. It also shows the cumulative actual cost of the project red line, labeled AC through week 8.

To those unfamiliar with EVM, it might appear that this project was over budget through week 4 and then under budget from week 6 through week 8. However, what is missing from this chart is any understanding of how much work has been accomplished during the project. If the project was actually completed at week 8, then the project would actually be well under budget and well ahead of schedule.

A method is needed to measure technical performance objectively and quantitatively, and that is what EVM accomplishes. Consider the same project, except this time the project plan includes pre-defined methods of quantifying the accomplishment of work. At the end of each week, the project manager identifies every detailed element of work that has been completed, and sums the EV for each of these completed elements.

Earned value may be accumulated monthly, weekly, or as progress is made. The chart indicates that technical performance i.

Complete Guide to Ethics Management: An Ethics Toolkit for Managers

This chart illustrates the schedule performance aspect of EVM. It is complementary to critical path or critical chain schedule management. Figure 3 shows the same EV curve green with the actual cost data from Figure 1 in red. It can be seen that the project was actually under budget, relative to the amount of work accomplished, since the start of the project. This is a much better conclusion than might be derived from Figure 1. Figure 4 shows all three curves together — which is a typical EVM line chart. The best way to read these three-line charts is to identify the EV curve first, then compare it to PV for schedule performance and AC for cost performance.

It can be seen from this illustration that a true understanding of cost performance and schedule performance relies first on measuring technical performance objectively. This is the foundational principle of EVM. The foundational principle of EVM, mentioned above, does not depend on the size or complexity of the project. However, the implementations of EVM can vary significantly depending on the circumstances. In many cases, organizations establish an all-or-nothing threshold; projects above the threshold require a full-featured complex EVM system and projects below the threshold are exempted.

Another approach that is gaining favor is to scale EVM implementation according to the project at hand and skill level of the project team. There are many more small and simple projects than there are large and complex ones, yet historically only the largest and most complex have enjoyed the benefits of EVM.

Still, lightweight implementations of EVM are achievable by any person who has basic spreadsheet skills. In fact, spreadsheet implementations are an excellent way to learn basic EVM skills. The first step is to define the work. This is typically done in a hierarchical arrangement called a work breakdown structure WBS although the simplest projects may use a simple list of tasks. In either case, it is important that the WBS or list be comprehensive. It is also important that the elements be mutually exclusive , so that work is easily categorized in one and only one element of work.

The most detailed elements of a WBS hierarchy or the items in a list are called activities or tasks. The second step is to assign a value, called planned value PV , to each activity. Identify which values produce behaviors that exhibit these traits. Identify values needed to address current issues in your workplace. Appoint one or two key people to interview key staff to collect descriptions of major issues in the workplace. Collect descriptions of behaviors that produce the issues. Consider which of these issues is ethical in nature, e.

Identify the behaviors needed to resolve these issues. Identify which values would generate those preferred behaviors. There may be values included here that some people would not deem as moral or ethical values, e. Identify any values needed, based on findings during strategic planning. Review information from your SWOT analysis identifying the organization's strengths, weaknesses, opportunities and threats.

What behaviors are needed to build on strengths, shore up weaknesses, take advantage of opportunities and guard against threats? Consider any top ethical values that might be prized by stakeholders.

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Collect from the above steps, the top five to ten ethical values which are high priorities in your organization see item 7 below for examples. Examples of ethical values might include the following list is the "Six Pillars of Character" developed by The Josephson Institute of Ethics, Compose your code of ethics; attempt to associate with each value, two example behaviors which reflect each value. Critics of codes of ethics assert that they seem vacuous because many only list ethical values and don't clarify these values by associating examples of behaviors.

Include wording that indicates all employees are expected to conform to the values stated in the code of ethics. Add wording that indicates where employees can go if they have any questions.

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Obtain review from key members of the organization. Get input from as many members as possible. Announce and distribute the new code of ethics unless you are waiting to announce it along with any new codes of conduct and associated policies and procedures. Ensure each employee has a copy and post codes throughout the facility. Update the code at least once a year.

As stated several times in this document, the most important aspect of codes is developing them, not the code itself. Continued dialogue and reflection around ethical values produces ethical sensitivity and consensus.

Therefore, revisit your codes at least once a year -- preferably two or three times a year. Note that you cannot include values and preferred behaviors for every possible ethical dilemma that might arise. Your goal is to focus on the top ethical values needed in your organization and to avoid potential ethical dilemmas that seem mostly likely to occur. He suggests that codes of conduct contain examples of appropriate behavior to be meaningful.

The Conference Board found that codes of conduct are increasingly sophisticated and focused at lower levels in companies. Departments frequently have their own codes. An organization could be sued for breach of contract if its practices are not in accord with its policies. Employee Law - review major issues and topics to discern what behaviors to avoid in the workplace 2.

Policies Personnel - review more specifics about what behaviors to avoid. Consider the following guidelines when developing codes of conduct: Identify key behaviors needed to adhere to the ethical values proclaimed in your code of ethics , including ethical values derived from review of key laws and regulations, ethical behaviors needed in your product or service area, behaviors to address current issues in your workplace, and behaviors needed to reach strategic goals.

Include wording that indicates all employees are expected to conform to the behaviors specified in the code of conduct. Be sure your legal department reviews the drafted code of conduct. Announce and distribute the new code of conduct unless you are waiting to announce it along with any associated policies and procedures. Ensure each employee has a copy and post codes in each employee's bay or office.

Note that you cannot include preferred behaviors for every possible ethical dilemma that might arise. Examples of topics typically addressed by codes of conduct include: Go beyond these traditional legalistic expectations in your codes -- adhere to what's ethically sensitive in your organization, as well. Note that, as with codes of ethics, you may be better off to generate your own code of conduct from scratch rather than reviewing examples from other organizations.

Policies Personnel - review to understand how to develop and apply personnel policies 1. Update policies and procedures to produce behaviors preferred from the code of conduct, including, e. In doing so, try to avoid creating ethical dilemmas such as conflicts-of-interest or infringing on employee's individual rights. There are numerous examples of how organizations manage values through use of policies and procedures.

For example, we're most familiar with the value of social responsibility. To produce behavior aligned with this value, organizations often institute policies such as recycling waste, donating to local charities, or paying employees to participate in community events.

In another example, a high value on responsiveness to customers might be implemented by instituting policies to return phone calls or to repair defective equipment within a certain period of time. Consider the role of job descriptions and performance appraisals. For example, an advanced technology business will highly value technical knowledge, creativity and systems thinking. They use job descriptions and performance appraisals to encourage behaviors aligned with these values, such as rewarding advanced degrees, patents, and analysis and design skills.

Include policies and procedures to address ethical dilemmas. See the next section, "Ethics Tools: Resolving Ethical Dilemmas," to select a method which is most appropriate to your organization's culture and operations. Include policies and procedures to ensure training of employees about the ethics management program.

See a following section, "Ethics Tools: Include policies and procedures to reward ethical behavior and impose consequences for unethical behavior.

Earned value management

Include a grievance policy for employees to use to resolve disagreements with supervisors and staff. Consider establishing an ethics "hotline. Or, provide an anonymous "tip" box in which personnel can report suspected unethical activities, and do so safely on an anonymous basis.

Once a year, review all personnel policies and procedures. If yours is a small organization, consider including all staff during this review. Take a full day for all staff to review policies and procedures, and suggest changes. For guidance in establishing personnel policies, see the Guide to Personnel Management and Policies https: Perhaps too often, business ethics is portrayed as a matter of resolving conflicts in which one option appears to be the clear choice.

For example, case studies are often presented in which an employee is faced with whether or not to lie, steal, cheat, abuse another, break terms of a contract, etc. However, ethical dilemmas faced by managers are often more real-to-life and highly complex with no clear guidelines, whether in law or often in religion. As noted earlier in this document, Doug Wallace, Twin Cities-based consultant, explains that one knows when they have a significant ethical conflict when there is presence of a significant value conflicts among differing interests, b real alternatives that are equality justifiable, and c significant consequences on "stakeholders" in the situation.

An ethical dilemma exists when one is faced with having to make a choice among these alternatives. After telling him our price, he said he couldn't afford it. I know he could get it cheaper from a competitor. Should I tell him about the competitor -- or let him go without getting what he needs?

Complete Guide to Ethics Management: An Ethics Toolkit for Managers

What should I do? One of my employees has done a tremendous job all year, so he deserves strong recognition. However, he's already paid at the top of the salary range for his job grade and our company has too many people in the grade above him, so we can't promote him.

One Asian candidate fully fits the job requirements for our open position. However, we're concerned that our customers won't understand his limited command of the English language. He explained to me that, as a Christian, he could not use a product built by a company that provided benefits to the partners of homosexual employees. He'd basically cut himself off from our team, creating a major obstacle to our product development. Meanwhile, I heard from my employee that he plans to buy braces for his daughter and a new carpet for his house.

While we had no specific policies then against personal use of company facilities, I was concerned. I approached the letter writer to discuss the situation. She told me she'd written the letters on her own time to practice using our word processor. Meanwhile, my boss told me that he wasn't going to give me a new opportunity in our company because he was going to give it to my fellow employee now.

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Diversity and Inclusion Diversity and Inclusion. Organizations should develop and document a procedure for dealing with ethical dilemmas as they arise. Ideally, ethical dilemmas should be resolved by a group within the organization, e. Consider having staff members on the committee, as well. The following three methods can be used to address ethical dilemmas.

Methods include an ethical checklist, a ten-step method and a list of key questions. Note that The Golden Rule is probably the most common method to resolve ethical dilemmas. The rule exists in various forms in many of the world religions. Twin Cities-based consultants, Doug Wallace and Jon Pekel, suggest the following ethical checklist to address ethical dilemmas.

If necessary, revise your decision and action plan based on results of the this test. Total Ethical Analysis Confidence Score. Place the total of all circled numbers here. How confident can you be that you have done a good job of ethical analysis? Do not copy without reference to copyright owners. Not to be used for commercial purposes. Wallace and Pekel also provide the following ten-step method. Nash poses 12 questions to help managers address ethical dilemmas.

Have you defined the problem accurately? How would you define the problem if you stood on the other side of the fence? How did this situation occur in the first place? To whom and to what do you give your loyalty as a person and as a member of the corporation? What is your intention in making this decision? How does this intention compare with the probable results? Whom could your decision or action injure? Can you discuss the problem with the affected parties before you make your decision?

Are you confident that your position will be as valid over a long period of time as it seem now? Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, society as a whole? What is the symbolic potential of your action if understood? Under what conditions would you allow exceptions to your stand? Ethics Without the Sermon. Harvard Business Review, The ethics program is essentially useless unless all staff members are trained about what it is, how it works and their roles in it.

The nature of the system may invite suspicion if not handled openly and honestly. In addition, no matter how fair and up-to-date is a set of policies, the legal system will often interpret employee behavior rather than written policies as de facto policy. Therefore, all staff must be aware of and act in full accordance with policies and procedures this is true, whether policies and procedures are for ethics programs or personnel management.

This full accordance requires training about policies and procedures. Orient new employees to the organization's ethics program during new-employee orientation. Review the ethics management program in management training experiences. Involving staff in review of codes is strong ethics training.

Involving staff in review of policies ethics and personnel policies is strong ethics training. One of the strongest forms of ethics training is practice in resolving complex ethical dilemmas. Have staff use any of the three ethical-dilemma-resolution methods in this guidebook and apply them to any of the real-to-life ethical dilemmas also listed in this guidebook. Include ethical performance as a dimension in performance appraisals.

The best ethics trainer: Bill Goodman, Chief Human Resource Officer at Aveda, describes, "We start our training even in our job ads," then adds, "but the best trainer is the behavior of our leaders. Give all staff a copy of this free "Complete Guide to Ethics Management. He has managed in a wide variety of organizations including startup, public-private, small and large nonprofit, and large corporation. He received comprehensive ethics training as an employee in a large defense contractor, various ethics classes and continuing research in business ethics.

In addition, as a manager, he has struggled through several major ethical dilemmas one was quite public so he knows and understands the experience. He has led development of several codes of ethics and conduct, as well. The following references are to hardcopy documents that provide information about managing ethics in the workplace:. Business and Society Review, 31 1 , Journal of Business Ethics, 11, Management Decision, 28 8 , Business Ethics Magazine, pp.

Christian Science Monitor, p. Business Quarterly, 54 2 , Training and Development Journal, pp. A Systematic Approach to Business Ethics". A Practical Approach to Business Ethics". Management Decision, 28 1 , Business Ethics Magazine", pp. Journal of Business Ethics, 10, Journal of Business Ethics, 11, Canadian Public Administration, 34 1 , An Approach to Business Ethics Consulting". The companies have to transform themselves to adapt the new digital era.

Every company will be convinced to change eventually. Integrating Strategy and Tactics with Values book provides such a content that would accelerate the conviction process of the companies. I, as a strategic marketing consultant, have found many useful information in this book that transformed the way I look to digital.

Decision-makers in a company which is dedicated to transform in marketing should read this book. Integrating Strategy and Tactics with Values is an excellent guide which provides a practical organizational approach to digital landscape that is built on high value expert insights. This book is an extremely thorough body of work A must have if you are in digital or marketing realms. I think that if u are owner in firm, then you have to read it right now.

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