Ethical Dilemmas: Early Launch Case Study in IT Project Management

This case study examines the ethical implications of an IT project's early launch, specifically focusing on a scenario where a CIO pressures a Project Manager to deliver a project ahead of schedule and without encryption. The case highlights the conflict between meeting deadlines and ensuring data security, as the Program Director and Senior Developer believe encryption is vital. The analysis explores the issues of compromised quality, potential security risks, and the impact on the team. It discusses the ethical concerns of taking shortcuts and the potential loss of client trust. The document considers various options for the Program Director, including succumbing to pressure, ignoring the recommendation, or consulting the team. The best option, according to the analysis, is to involve the team in a discussion to assess the implications and then communicate with higher authorities to find a consensus that protects the quality of the project and ensures future opportunities. The case study references relevant literature on business ethics and social responsibility.

Running head: ETHICS IN INFORMATION TECHNOLOGY
Ethics in Information Technology
Name of Student:
Name of University:
Author’s Note:

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Table of Contents
What’s going on?.............................................................................................................................2
What are the facts?...........................................................................................................................2
What are the issues?.........................................................................................................................3
Who is affected?..............................................................................................................................3
What are the ethical issues and implications?.................................................................................3
What can be done about it?..............................................................................................................4
What options are there?...................................................................................................................4
Which option is best and why?........................................................................................................5
References and Bibliography:..........................................................................................................6

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(TOTAL WORDS: 988)
What’s going on?
In the provided scenario, the scenario 3, titled as the “early launch”, it is shown that the
higher CIO manager calls the Project Manager to ask him to deliver the Willy’s Project much
before the stipulated time frame which was precisely one month earlier than the time which was
allotted to the team. This was mentioned to the program director, Greg without any sort of prior
notice. Suddenly a call comes to the Project Manager that the Willy’s project is to be delivered
without encryption. This has been stated by the CIO so that the project can be delivered a month
early. This situation is then stated by the Project Manager to Greg, who is the Program Director
(Scenario 3: Early Launch, 2018).
What are the facts?
The Team who is in charge of the entire project is headed by the Program Director, Greg.
The team had been provided with a stipulated time frame to work on the particular project. They
had been working accordingly. Greg was also aware of the same situation. However, all of a
sudden, the senior CIO informed the Project Manager to deliver the project one month before the
time frame allotted. It was also mentioned to deliver the project without encryption. The CIO
stated that he was under a lot of pressure from the CEO, as he believed that if the project was not
delivered early, the next project would not be signed which was worth 3 million and it would
prove to be very dear to the company (Scenario 3: Early Launch, 2018) .

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What are the issues?
There are a lot of issues in this particular scenario. As mentioned and explained by Greg
to the Project manager, the project in itself is a very tough one. Greg stated that he had been
discussing with Jason, the Senior Developer of the team and according to him, encryption was
vital to the system. The project was so vital and tough that it was difficult to deliver even by the
provided time frame. The question of delivering one month early and that too without encryption
did not even arise and it was not at all a good idea. There was also the threat of the system
getting hacked and the valuable information being leaked. In order to deliver early a whole lot of
short cuts needed to be taken which was not at all a good idea. There would be several security
risks associated with the particular scenario.
Who is affected?
The entire team who is charge of the project is bound to be affected in this particular
scenario. The Program Director as well as the senior developers are worst hit as the team is to be
working under their proper guidance and responsibility. In case of any issues the team members,
specifically the leaders are bound to be affected the most.
What are the ethical issues and implications?
At the time a particular project is entrusted to a particular organization and a particular
team it is implied that the complete trust of the client lies with the organization and their teams.
In this particular scenario, the parameter of encryption is crucial to the project. Therefore clearly
it is unethical to resort to short cuts and deliver the project early but with several problems which
have a chance of being highlighted later. It might also happen that initially the problems are not

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detected. In case they are detected later the company will lose the trust of their client and might
not get any future projects from them (Fassin, Van Rossem & Buelens, 2011).
What can be done about it?
With regard to the particular situation, there has to be some sort of a response from the
team which is headed by the Program Director, as the project is crucial and the submission of the
project is allied to a lot of other projects that the client can ask for in the future. Either the team
has to resort to a number of shortcuts and attach the encryption by way of a software update later
as suggested by the Program Manager. In case this situation is not feasible the team can reject the
particular idea not thinking about any sort of consequences. This can however be detrimental to
the entire company.
What options are there?
With respect to the particular situation which has been shown in the video, there are three
possible actions of reacting to the situation. One possible scenario can be where the Program
director surrenders to the pressure from higher quarters and decides to submit the project early
with whatever shortcuts and eliminations possible along with suggestions of the Project
Manager. Another probable scenario is that of the Program director ignoring the project
manager’s recommendation completely. This can be a very unprofessional way to react. The
third scenario is that of the Program director taking opinions from his team and listening to them
regarding how to proceed and what to do.

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Which option is best and why?
In regard to the situations mentioned, the best possible option is for the Project Director,
Greg, to arrange for a meeting with the team so that the best possible scenario is to be discussed.
The team is responsible for conducting the project and they can understand what is best for the
project. The senior developers of the team can also state if the suggestions made by the Program
Manager are appropriate or not. On the basis of the meeting with the team and understanding the
implications of any possible shortcuts to the project, a meeting can be arranged with the higher
authorities to ensure that no ideal of the company is comprised on which can prove to be
problematic in future. In case it is found that a consensus can be arrived at, the team can proceed
accordingly and this can also be mentioned to the higher authorities. This will help ensure that
the quality of the present project is good. It will also ensure that the team gets future orders from
the client and the possibilities of future orders are not hampered (Fassin, Van Rossem &
Buelens, 2011).

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References and Bibliography:
Fassin, Y., Van Rossem, A., & Buelens, M. (2011). Small-business owner-managers’
perceptions of business ethics and CSR-related concepts. Journal of Business
ethics, 98(3), 425-453.
Kolk, A. (2016). The social responsibility of international business: From ethics and the
environment to CSR and sustainable development. Journal of World Business, 51(1), 23-
34.
Scenario 3: Early Launch. (2018). YouTube. Retrieved 13 March 2018, from
https://www.youtube.com/watch?v=v5M7ohdZ6qA
Schlegelmilch, B. B., & Öberseder, M. (2010). Half a century of marketing ethics: Shifting
perspectives and emerging trends. Journal of Business Ethics, 93(1), 1-19.