The Experts below are selected from a list of 121524 Experts worldwide ranked by ideXlab platform
Kam Jugdev - One of the best experts on this subject based on the ideXlab platform.
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Characteristics of Project Management Assets and Project Management Process Outcomes: An Exploratory Factor Analysis
International Journal of Information Technology Project Management, 2018Co-Authors: David Perkins, Kam Jugdev, Gita MathurAbstract:The resource-based view of the firm from strategic Management literature is applied to examine Project Management as a source of competitive advantage. In this view, assets contribute to competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. This research examines Project Management assets and Project Management process outcomes in a cross-industry study that attempts to replicate findings from a prior study, using the same survey tool with a larger sample. Exploratory factor analysis extracted four factors that comprised characteristics of Project Management assets that are valuable, rare, and inimitable, three factors that comprised of organizational support for Project Management assets, and two factors that comprised of Project Management process outcomes. The extracted factors mostly replicated the findings from the prior study; differences emerged in the factors that comprised of Project Management assets.
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Project Management assets and Project Management performance outcomes: Exploratory factor analysis
Management Research Review, 2013Co-Authors: Gita Mathur, Kam Jugdev, Tak FungAbstract:Purpose - The purpose of this paper is to examine characteristics of Project Management assets and Project Management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage. Design/methodology/approach - This paper analyzes data from responses to an online survey by 198 North American Project Management Institute Findings - In total, six factors that comprised the characteristics of Project Management assets, three factors that comprised organizational support for Project Management assets, and two factors that comprised the Project Management performance outcomes were extracted. Research limitations/implications - Limitations of this study include sample size, response rate, and self-report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between Project Management assets and performance outcomes. Practical implications - This study draws managerial attention to Project Management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. Originality/value - Few papers have applied the resource based view of the firm to examine Project Management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of Project Management as a source of competitive advantage.
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Project Management assets and Project Management performance: Preliminary findings
2011Co-Authors: Kam Jugdev, Gita Mathur, Tak FungAbstract:The objective of this research is to examine the degree of competitive advantage from Project Management assets by exploring the link between the characteristics of Project Management assets as independent variables and Project Management performance outcomes as dependent variables. This paper analyses data from responses to an online survey by 198 North American Project Management Institute® members. Factor analysis is used to identify the characteristics of Project Management assets and the Project Management performance outcome factors. Seven factors that comprised the characteristics of Project Management assets, three factors that comprised organizational support for Project Management assets, and two factors that comprised the Project Management performance outcomes were extracted from the data analysis. Preliminary findings are presented in the paper. We draw on the Resource Based View of the firm as a lens to examine and validate Project Management capabilities as a source of competitive advantage. This paper contributes an improved understanding of Project Management as a source of competitive advantage for scholars and practitioners interested in Project Management.
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Project Management assets and their relationship with the Project Management capability of the firm
International Journal of Project Management, 2007Co-Authors: Kam Jugdev, Gita Mathur, Tak FungAbstract:Abstract According to the Resource Based View of the firm, strategic assets contribute to a firm’s competitive advantage. Strategic assets are characterized as Valuable , Rare , Inimitable , and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key Project Management assets and these Project Management process characteristics using data from a survey of North American Project Management Institute ® members. Findings from an analysis of the data suggest that intangible Project Management assets are a source of temporary competitive advantage while tangible Project Management assets are not. These findings highlight the importance of identifying and managing intangible Project Management assets for practitioners and scholars of Project Management.
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Project Management assets and their relationship with the Project Management capability of the firm
International Journal of Project Management, 2007Co-Authors: Kam Jugdev, Gita Mathur, Tak Shing FungAbstract:According to the Resource Based View of the firm, strategic assets contribute to a firm's competitive advantage. Strategic assets are characterized as Valuable, Rare, Inimitable, and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key Project Management assets and these Project Management process characteristics using data from a survey of North American Project Management Institute® members. Findings from an analysis of the data suggest that intangible Project Management assets are a source of temporary competitive advantage while tangible Project Management assets are not. These findings highlight the importance of identifying and managing intangible Project Management assets for practitioners and scholars of Project Management. © 2007 Elsevier Ltd and IPMA.
Harold Kerzner - One of the best experts on this subject based on the ideXlab platform.
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Project Management case studies
Project Management Case Studies, 2017Co-Authors: Harold KerznerAbstract:The revised edition of the single-best source of Project Management case studies Compiled by Harold Kerzner, the leading authority on Project Management, Project Management Case Studies, Third Edition presents the most comprehensive collection of Project Management case studies available today. Featuring more than 100 case studies, this essential book illustrates both successful implementation of Project Management by actual companies as well as the pitfalls to avoid in a variety of real-world situations. This new edition: Contains case studies illustrating successful and poor implementation of Project Management Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications Covers cutting-edge areas of construction and international Project Management plus a new "super case" on the Iridium Project, covering all aspects of Project Management Follows and supports preparation for the Project Management Professional (PMP) Certification Exam Project Management Case Studies, Third Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the latest edition of Harold Kerzner's landmark reference, Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Other powerful tools by Harold Kerzner, Ph.D.: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition (978-0-470-27870-3) Project Management Workbook and PMP/CAPM Exam Study Guide, Tenth Edition (978-0-470-27872-7)
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Project Management
a systems approach to planning scheduling and controlling, 2009Co-Authors: Harold KerznerAbstract:The landmark Project Management reference, now in a new editionNow in a Tenth Edition, this industry-leading Project Management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI's PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of Project Management with insights from one of the best-known and respected authorities on the subject.From the intricate framework of organizational behavior and structure that can determine Project success to the planning, scheduling, and controlling processes vital to effective Project Management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features:New sections on scope changes, exiting a Project, collective belief, and managing virtual teamsMore than twenty-five case studies, including a new case on the Iridium Project covering all aspects of Project Management400 discussion questionsMore than 125 multiple-choice questionsOther powerful tools by Harold Kerzner:Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition (978-0-470-27872-7)Project Management Case Studies, Third Edition (978-0-470-27871-0)
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strategic planning for Project Management using a Project Management maturity model
2001Co-Authors: Harold KerznerAbstract:Foreword Preface Introduction The Need for Strategic Planning for Project Management Impact of Economic Conditions on Project Management Principles of Strategic Planning An Introduction to the Project Management Maturity Model (PMMM) Level 1: Common Language Level 2: Common Processes Level 3: Singular Methodology Level 4: Benchmarking Level 5: Continuous Improvement Sustainable Competitive Advantage Special Problems with Strategic Planning for Project Management Case Studies Index
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Strategic planning for Project Management using a Project Management maturity model
Assessment, 2001Co-Authors: Harold KerznerAbstract:'It has often been said that'to improve, one must be prepared to measure the improvement'and'one must inspect what one expects.'The Kerzner Project Management Maturity Model has provided this tangible measure of maturity. The rest is up to a company to set the expectations and to inspect the results.'--Bill Marshall, Nortel Global Project Process Standards (from the Foreword) Strategic planning for Project Management-a proven model for assessment and continuous improvement Harold Kerzner's landmark Project Management has long been the reference of choice for outstanding coverage of the basic principles and concepts of Project Management. Now, with the Project Management Maturity Model (PMMM) detailed in this new book, Kerzner has developed a unique, industry-validated tool for helping companies assess their progress in integrating Project Management throughout their organization. Strategic Planning for Project Management Using a Project Management Maturity Model begins by examining the principles of strategic planning and how they relate to Project Management. The second part of the book introduces the PMMM, detailing the five different levels of development for achieving maturity, along with benchmarking instruments for measuring an organization's progress along the maturity curve. These assessment tools can easily be customized to suit individual companies-a particularly valuable feature of the model. Offering vital guidance for making Project Management a strategic tool for competitive advantage, this book helps managers, engineers, Project team members, business consultants, and others build a powerful foundation for company improvement and excellence.
Gita Mathur - One of the best experts on this subject based on the ideXlab platform.
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Characteristics of Project Management Assets and Project Management Process Outcomes: An Exploratory Factor Analysis
International Journal of Information Technology Project Management, 2018Co-Authors: David Perkins, Kam Jugdev, Gita MathurAbstract:The resource-based view of the firm from strategic Management literature is applied to examine Project Management as a source of competitive advantage. In this view, assets contribute to competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. This research examines Project Management assets and Project Management process outcomes in a cross-industry study that attempts to replicate findings from a prior study, using the same survey tool with a larger sample. Exploratory factor analysis extracted four factors that comprised characteristics of Project Management assets that are valuable, rare, and inimitable, three factors that comprised of organizational support for Project Management assets, and two factors that comprised of Project Management process outcomes. The extracted factors mostly replicated the findings from the prior study; differences emerged in the factors that comprised of Project Management assets.
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Project Management assets and Project Management performance outcomes: Exploratory factor analysis
Management Research Review, 2013Co-Authors: Gita Mathur, Kam Jugdev, Tak FungAbstract:Purpose - The purpose of this paper is to examine characteristics of Project Management assets and Project Management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage. Design/methodology/approach - This paper analyzes data from responses to an online survey by 198 North American Project Management Institute Findings - In total, six factors that comprised the characteristics of Project Management assets, three factors that comprised organizational support for Project Management assets, and two factors that comprised the Project Management performance outcomes were extracted. Research limitations/implications - Limitations of this study include sample size, response rate, and self-report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between Project Management assets and performance outcomes. Practical implications - This study draws managerial attention to Project Management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. Originality/value - Few papers have applied the resource based view of the firm to examine Project Management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of Project Management as a source of competitive advantage.
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Project Management assets and Project Management performance: Preliminary findings
2011Co-Authors: Kam Jugdev, Gita Mathur, Tak FungAbstract:The objective of this research is to examine the degree of competitive advantage from Project Management assets by exploring the link between the characteristics of Project Management assets as independent variables and Project Management performance outcomes as dependent variables. This paper analyses data from responses to an online survey by 198 North American Project Management Institute® members. Factor analysis is used to identify the characteristics of Project Management assets and the Project Management performance outcome factors. Seven factors that comprised the characteristics of Project Management assets, three factors that comprised organizational support for Project Management assets, and two factors that comprised the Project Management performance outcomes were extracted from the data analysis. Preliminary findings are presented in the paper. We draw on the Resource Based View of the firm as a lens to examine and validate Project Management capabilities as a source of competitive advantage. This paper contributes an improved understanding of Project Management as a source of competitive advantage for scholars and practitioners interested in Project Management.
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Project Management assets and their relationship with the Project Management capability of the firm
International Journal of Project Management, 2007Co-Authors: Kam Jugdev, Gita Mathur, Tak FungAbstract:Abstract According to the Resource Based View of the firm, strategic assets contribute to a firm’s competitive advantage. Strategic assets are characterized as Valuable , Rare , Inimitable , and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key Project Management assets and these Project Management process characteristics using data from a survey of North American Project Management Institute ® members. Findings from an analysis of the data suggest that intangible Project Management assets are a source of temporary competitive advantage while tangible Project Management assets are not. These findings highlight the importance of identifying and managing intangible Project Management assets for practitioners and scholars of Project Management.
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Project Management assets and their relationship with the Project Management capability of the firm
International Journal of Project Management, 2007Co-Authors: Kam Jugdev, Gita Mathur, Tak Shing FungAbstract:According to the Resource Based View of the firm, strategic assets contribute to a firm's competitive advantage. Strategic assets are characterized as Valuable, Rare, Inimitable, and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key Project Management assets and these Project Management process characteristics using data from a survey of North American Project Management Institute® members. Findings from an analysis of the data suggest that intangible Project Management assets are a source of temporary competitive advantage while tangible Project Management assets are not. These findings highlight the importance of identifying and managing intangible Project Management assets for practitioners and scholars of Project Management. © 2007 Elsevier Ltd and IPMA.
Tak Shing Fung - One of the best experts on this subject based on the ideXlab platform.
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Project Management assets and their relationship with the Project Management capability of the firm
International Journal of Project Management, 2007Co-Authors: Kam Jugdev, Gita Mathur, Tak Shing FungAbstract:According to the Resource Based View of the firm, strategic assets contribute to a firm's competitive advantage. Strategic assets are characterized as Valuable, Rare, Inimitable, and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key Project Management assets and these Project Management process characteristics using data from a survey of North American Project Management Institute® members. Findings from an analysis of the data suggest that intangible Project Management assets are a source of temporary competitive advantage while tangible Project Management assets are not. These findings highlight the importance of identifying and managing intangible Project Management assets for practitioners and scholars of Project Management. © 2007 Elsevier Ltd and IPMA.
J. Kent Crawford - One of the best experts on this subject based on the ideXlab platform.
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Project Management Maturity Model: Providing a Proven Path to Project Management Excellence
Auerbach Book, 2015Co-Authors: J. Kent CrawfordAbstract:Project Management Maturity Model: Providing a Proven Path to Project Management Excellence offers effective strategies for the implementation of efficient Project Management systems for increased levels of organizational maturity, time and cost conservation, quality assurance, and Project success. It details areas critical to organizational improvement such as the Project office, Management oversight, professional development, risk assessment, and streamlining processes. Summarizing methods to identify, analyze, and control factors affecting Project quality and scheduling, Project Management Maturity Model supplies descriptions of the component qualities and characteristics of each layer of the maturity level, techniques to build a culture of Project Management excellence, an industry-wide benchmarking survey of Project Management maturity, a logical path to improve organizational processes, tools to measure company progress, a set of priorities for short-term improvement actions, and more.
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Project Management Maturity Model
PM Solutions Research, 2014Co-Authors: J. Kent CrawfordAbstract:Following in the tradition of its bestselling predecessors, Project Management Maturity Model, Third Edition provides a roadmap for improving Project success and boosting organizational performance. This edition presents new and revised material based on the Project Management Institute's (PMI's) A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide). Chapters are based on the 10 knowledge areas specified in PMI's standard.A cornerstone of the author's organization, PM Solutions, has been the Project Management Maturity Model (PMMMSM). This book fully describes the m
