jeffrey k pinto project management pearson 3rd edition 2013

This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.įew papers have used the Resource Based View lens and applied it to project management. This study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process. Intangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.

Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. To explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.ĭata were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Finally, we provide a set of guidelines for project managers and policy makers at the top level We demonstrate how the relative importance of these dimensions varies with the time passed since project completion, as well as with the project type. These dimensions represent different points of view, different concerns of the organization, and different time horizons. Using a project specific approach, our analysis resulted in four distinct success dimensions: (1) project efficiency, (2) impact on the customer, (3) direct business and organizational success, and (4) preparing for the future.

We employ in this study a combination of qualitative and quantitative methods, and two data sets which included more than 140 projects.

We view project success as a strategic multidimensional concept where project efforts must be aligned with the strategic long-term goals of the organization. What does project success mean? When a project is completed on time and within the original budget, is it a success? Or even when it fails to meet these objectives but succeeds in meeting its specified requirements, is it then a successfully completed project? The objective of this work is to develop a universal framework for the assessment of project success to help organizations cope with the above questions.

Jeffrey k pinto project management pearson 3rd edition 2013