1 Kam Jugdev, PhD Associate Professor, Athabasca University Gita Mathur, PhD Associate Professor, San José State University Dr. Tak Fung, PhD Professor, University of Calgary

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

Competitive Advantage from PM Assets 3 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

Competitive Advantage (Barney’s VRIO model predicts the links) ValuableRareDifficult to Imitate Organizational Support Competitive Implications Performance No-- Competitive Disadvantage Below Normal YesNo- Competitive Parity Normal Yes No Temporary Competitive Advantage Above Normal Yes Sustained Competitive Advantage Above Normal 4

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

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. 6

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 7

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

Exploratory Factor Analysis 9 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)

Valuable Characteristics (65% variance explained) 10 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

Rare Characteristics (64% variance explained) 11 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

Inimitable characteristics (65% variance explained) 12 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

Organizational Support (moderator) 13 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

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 14

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 15

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