Project management elements as strategic assets: Preliminary findings

Athabasca University University of Calgary SSHR

Intangible project management assets as determinants of competitive advantage

San Jose University, Athabasca University, Social Sciences and Humanities Research Counci

Project management assets and their relationship with the project management capability of the firm

Athabasca University, Social Sciences and Humanities Research Counci

Real-Time 3D Transesophageal Echocardiography for the Evaluation of Rheumatic Mitral Stenosis

ObjectivesThe aims of this study were: 1) to assess the feasibility and reliability of performing mitral valve area (MVA) measurements in patients with rheumatic mitral valve stenosis (RhMS) using real-time 3-dimensional transesophageal echocardiography (3DTEE) planimetry (MVA3D); 2) to compare MVA3D with conventional techniques: 2-dimensional (2D) planimetry (MVA2D), pressure half-time (MVAPHT), and continuity equation (MVACON); and 3) to evaluate the degree of mitral commissural fusion.Background3DTEE is a novel technique that provides excellent image quality of the mitral valve. Real-time 3DTEE is a relatively recent enhancement of this technique. To date, there have been no feasibility studies investigating the utility of real-time 3DTEE in the assessment of RhMS.MethodsForty-three consecutive patients referred for echocardiographic evaluation of RhMS and suitability for percutaneous mitral valvuloplasty were assessed using 2D transthoracic echocardiography and real-time 3DTEE. MVA3D, MVA2D, MVAPHT, MVACON, and the degree of commissural fusion were evaluated.ResultsMVA3D assessment was possible in 41 patients (95%). MVA3D measurements were significantly lower compared with MVA2D (mean difference: −0.16 ± 0.22; n = 25, p < 0.005) and MVAPHT (mean difference: −0.23 ± 0.28 cm2; n = 39, p < 0.0001) but marginally greater than MVACON (mean difference: 0.05 ± 0.22 cm2; n = 24, p = 0.82). MVA3D demonstrated best agreement with MVACON (intraclass correlation coefficient [ICC] 0.83), followed by MVA2D (ICC 0.79) and MVAPHT (ICC 0.58). Interobserver and intraobserver agreement was excellent for MVA3D, with ICCs of 0.93 and 0.96, respectively. Excellent commissural evaluation was possible in all patients using 3DTEE. Compared with 3DTEE, underestimation of the degree of commissural fusion using 2D transthoracic echocardiography was observed in 19%, with weak agreement between methods (κ < 0.4).ConclusionsMVA planimetry is feasible in the majority of patients with RhMS using 3DTEE, with excellent reproducibility, and compares favorably with established methods. Three-dimensional transesophageal echocardiography allows excellent assessment of commissural fusion

Classifying project management resources by complexity and leverage

Purpose – The purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage. Design/methodology/approach – The paper draws on the resource-based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification. Findings – The paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported. Research limitations/implications – This paper is exploratory in nature and uses a small sample of practitioners. Practical implications – The authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage. Originality/value – This paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.Social Sciences and Humanities Research Council, Athabasca Universit

A Factor Analysis of Tangible and Intangible Project Management Assets

Athabasca University, San José University, Social Sciences and Humanities Research Council of Canad

A Framework for Classifying Project Management Resources.

This paper presents a conceptual framework to classify project management resources as sources of competitive advantage. The paper draws on the resource-based view of the firm. The paper proposes a relationship between four categories of resources and the contribution to competitive advantage by the resource being valuable, rare, inimitable, and organizationally supported