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Project Management Assets and Project Management Performance: Preliminary Findings

Project Management Assets and Project Management Performance: Preliminary Findings. Kam Jugdev, PhD Associate Professor, Athabasca University Gita Mathur, PhD Associate Professor, San Jos é State University Dr. Tak Fung, PhD Professor, University of Calgary. Presentation Outline.

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Project Management Assets and Project Management Performance: Preliminary Findings

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  1. Project Management Assets and Project Management Performance: Preliminary Findings Kam Jugdev, PhD Associate Professor, Athabasca University Gita Mathur, PhD Associate Professor, San José State University Dr. Tak Fung, PhD Professor, University of Calgary

  2. Presentation Outline • Research Objective • Conceptual Model • Methodology: Survey Tool • EFA Findings • Contributions • Discussion

  3. Competitive Advantage from PM Assets • Research program since 2003 • Resources (assets) • Financial, human, organizational, physical, social, technological; tangible (explicit) or intangible (tacit) • Subset are strategic resources • PM research focus - tangible resources e.g., tools, techniques, methodologies over intangible PM assets - e.g., knowledge-based practices

  4. Competitive Advantage (Barney’s VRIO model predicts the links)

  5. Characteristics of Project Management Asset Valuable Degree of Competitive Advantage from Project Management Process Rare Inimitable Organizational Support Conceptual model

  6. Resource Based View of the Firm (Barney) • P1: PM assets that are Valuable (V) will result in the PM process having competitive parity, in the presence of Organizational Support. • P2: PM assets that are Valuable (V) and Rare (R) will result in the PM process having temporary competitive advantage, in the presence of Organizational Support. • P2: PM assets that are Valuable (V), Rare (R), and Inimitable (I) will result in the PM process having sustained competitive advantage, in the presence of Organizational Support.

  7. Methodology: Survey Tool (a) • What are the factors that comprise the competitive characteristics of PM resources (to link them to PM performance) • Survey tool based on literature and focus group discussion • 17 structured and 8 open-ended questions on characteristics of various PM resources, project and firm performance, demographics

  8. Methodology: Survey Tool (b) • Online survey of 198 North American PMI members • Randomly generated list of 4,000 • 240 interested • 198 final sample size • Participants • 80% PMI certified; 3:1 Male/Female; 55% advanced degrees • Top Industries: IT, financial, government, health care, industrial

  9. Exploratory Factor Analysis • SPSS v.15, Principal Components extraction method with Varimax rotation; all factor loadings >0.5 • 7 factors for characteristics of PM asset (IV) • 3 factors for organizational support (Moderator) • 2 factors for performance outcomes (DV)

  10. Valuable Characteristics (65% variance explained) • Valuable PM resources (structured knowledge): 7 items • PMOs, shadowing, methodologies, databases, templates, printed material • Valuable PM resources (unstructured knowledge): 3 items • Social capital, tacit PM knowledge, COPs • Valuable IT resources: 2 items • Computer hardware, software

  11. Rare Characteristics (64% variance explained) • Rare knowledge sharing PM resources (processes): 6 items • Job shadowing, mentoring, COPs • Rare knowledge sharing PM resources (tools): 6 items • Software, computer hardware, methodologies, templates

  12. Inimitable characteristics (65% variance explained) • Inimitable codified PM resources (knowledge practices): 7 items • Software, computer hardware, databases, methodologies, printed material, templates, PMOs • Inimitable uncodified PM resources (knowledge practices): 5 items • Social capital, tacit PM knowledge, COPs, mentoring, job shadowing

  13. Organizational Support (moderator) • PM Alignment (84% variance explained): 3 items • Importance of PM to mission, services, and products • PM Communication (83% variance explained): 3 items • Communicate upward in the project hierarchy, company hierarchy, openly on the project • PM Integration (72% variance explained): 5 items • Environment of knowledge / information sharing, learning, trust, working together, management support in critical project phases

  14. Performance Outcomes • Achieve project scope, schedules, customer expectations, quality of deliverables, costs (79% variance explained): 5 items • Firm-level performance (70% variance explained): 6 items • Achieve sales targets, customer loyalty, profitability levels, market share, continuous innovation, customer satisfaction

  15. Contributions • Improved understanding of characteristics of PM assets that contribute to competitive advantage of a firm • Application of resource-based-view of firm to PM area • Focus on importance of knowledge-based resources in PM

  16. Study Limitations and Next Steps • Sample size, response rate, self-report bias • Path analysis to analyze relationships between factors Thank you

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