Browsing by Author "Jugdev, Kam"

Now showing 1 - 20 of 26
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    The ABCs of online course syllabi: Anticipate, build on objectives, and collaborate.
    (Magna Publications, 2006-05) Jugdev, Kam; Hutchison, Maureen; Lynes, Shelley
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    Course Syllabus for MBA Orientation (MBAO-100)
    (Athabasca University.Centre for Innovative Management, 2006-03) Jugdev, Kam
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    Developing and sustaining project management as a strategic asset: a multiple case study using the resource-based view
    (2003) Jugdev, Kam; Thomas, Janice L.
    "Without specific competences related to reshaping the firm's future competences, corporate survival is no more than a chance event" (Turner & Crawford, 1994, p. 262). Increasingly, companies are turning to project management as a way of work. Project management is gaining ground as an important organizational asset. Some even claim that codified project management practices (as measured with project management maturity models) enable companies to achieve a competitive advantage. The connection between strategy and project management is relatively new, yet germane to many organizations from a competitive advantage perspective. For the most part, companies view project management as an operational construct and not one that merits attention as being critical to strategic directions. Within the management literature, the Resource-Based View of the firm focuses on a company's internal assets as sources of advantage. Strategic assets are heterogeneous resource bundles that are valuable, rare, inimitable, and have an organizational focus. The Resource-Based View serves as the theoretical foundation for this study. The study explores the characteristics of a strategic asset in project management and the processes companies use to develop and sustain the advantage. Senior, middle, and project managers from four international companies participate in interviews and a survey. The companies are Financial Institute, Telecom, Manufacturer, and Utility. The researcher conducts 67 interviews and gathers 28 responses to a project management maturity survey. The qualitative data is coded and textually analyzed using Atlas.ti® and the survey results analyzed using non-parametric tests with SPSS®. In addition to three research models, the study develops the VRIO-LDN Framework, Project Management Asset Profile, Strategic Asset Genome, and identifies 14 conceptual Organizational Elements. The findings show that it takes more than a superior reputation or high project management maturity level to achieve a strategic asset in the discipline. A strategic asset in project management is a complex construct. It involves 14 organizational concepts grouped as tangible resources (codified, explicit knowledge), intangible resources (knowledge-based assets, tacit knowledge, social networking, alignment), business and process backbones (leadership, link to strategy, trade-offs and integration points, continuous improvement), and isolating mechanisms (periods of stabilization, history, social complexity, causal ambiguity). This thesis can be encapsulated by stating that tangible and intangible resources in project management matter.
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    Distance education MBA students: An investigation into the use of an orientation course to address academic and social integration issues.
    (Routledge, 2006-06) Kanuka, Heather; Jugdev, Kam
    Distance education programs warrant the use of innovative intervention practices to enhance student learning experiences. Academic and social empathy by faculty has been shown to enhance student retention in programs along with their critical thinking abilities. Using Holmberg’s (2001) theory of teaching-learning conversations as the guiding theoretical framework, the purpose of this study was to assess whether an intervention activity (a week-long orientation course) increases academic and social empathy for students entering a distance-delivered MBA programme. Empathy was measured through seven academic and social integration indicators. Using pre and post surveys (n=102), the results reveal that an orientation intervention can be effective for facilitating social and academic empathy.
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    A Factor Analysis of Tangible and Intangible Project Management Assets
    (Project Management Institute, 2006-07) Jugdev, Kam; Mathur, Gita
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    A Framework for Enhancing Engineering Deliverables to Improve Construction Performance in Oil and Gas Projects
    (2018-12-20) Gholami Bavil Olyai, Farshid; Jergeas, George Farage‏; Jugdev, Kam; Dann, Markus R.; Hettiaratchi, J. P. A.; Ruwanpura, Janaka Y.
    Alberta’s oil industry is one of the largest constituents of Canada’s economy, and will remain a key determinant of the nation’s economic growth for the foreseeable future. Existing research conducted on the performance of Alberta’s oil industry capital projects reveals that construction cost overruns and schedule delays are among the leading contributors to capital expenditure in oil and gas projects. The significance of project cost and schedule growth has motivated industry and academia to initiate a great amount of research identifying the factors affecting construction performance in oil and gas construction projects. Problems in the project engineering phase, along with many other factors, have been identified as a root cause leading to cost and schedule slippage in construction within oil and gas projects. The current study aims at bridging the existing knowledge gap of: (a) what factors in engineering deliverables are actually contributing to poor cost and schedule performance, and (b) how those factors can be mitigated during the process of projects. This research has been conducted in two phases to address those objectives. A quantitative research approach was adopted in the first phase to detect the issues in engineering deliverables, and a qualitative method was used in the second phase to identify the root causes that contribute to those issues, and the measures to mitigate them. In the first phase, the research data were collected through a questionnaire survey, and were quantitatively analysed to rank the identified issues by their impact on construction performance. In the second phase, interviewing was the main instrument for collection of data, which were then analysed using qualitative research techniques. Three major groups of issues were identified as the top-rank contributors to poor construction performance: engineering design issues, engineering schedule issues, and design changes after IFC (Issued for Construction) revision. The qualitative study in the second phase of the research revealed communications as the root of what needs to be improved to enhance engineering deliverables. Built on the foundations of the findings in the two phases of the research, a framework was developed for enhancing engineering deliverables to improve construction performance. The outcomes of this study can be used by oil industry project officials at different levels, to prevent construction cost and schedule growth, through implementing the findings of the research in project process, procedures, and other activities.
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    Online Executive MBA Orientation
    (The Sloan Consorium, 2006-03) Jugdev, Kam; Hutchison, Maureen
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    Online MBA Orientation Program: Some best practices
    (Magna Publications, 2004-11) Jugdev, Kam; Hutchison, Maureen
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    Project lessons learned: Implications for an empirical study in the Canadian energy sector
    (First International Construction Specialty Conference (ICSC-1), 2006-05) Jugdev, Kam
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    Project Management : A strategic asset?
    (American Management Association, 2006) Jugdev, Kam
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    Project management elements as strategic assets: Preliminary findings
    (Emerald Group Publishing Ltd., 2006-11) Jugdev, Kam
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    Project management maturity models: The silver bullets of competitive advantage.
    (Project Management Institute, 2002-12) Jugdev, Kam; Thomas, J
    Project management maturity models are important assessment tools for the profession. Maturity models identify organizational strengths and weaknesses as well as provide benchmarking information. They capture explicit, codified practice (know-what), but do not include the intangible assets of project management (know-how). Some have made the claim that project management maturity models (MM) can lead to a competitive advantage for firms. This paper uses four resource-based frameworks to assess whether or not maturity models lead to a sustained competitive advantage. In the context of the strategy domain, it is concluded that MMs can result in a temporary competitive advantage but not a sustained competitive advantage. Clearly, a sustained competitive advantage is rooted in a combination of know-what and know-how.
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    Research issues: A conceptual look at project management as a source of competitive advantage.
    (Administrative Sciences Association of Canada, 2004-06) Jugdev, Kam
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    Rethinking project management – Old truths and new insights.
    (Project Management Association Finland /Norwegian Project Management Forum, 2001) Jugdev, Kam; Thomas, J; Delisle, C
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    A retrospective look at our evolving understanding of project success
    (Project Management Institute, 2005-12) Jugdev, Kam; Müller, Ralf
    Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice. This is an important topic because projects are an increasingly common way of work, and the lines between project and process work are harder to discern. Increasingly, more project managers work in companies using program and portfolio management as a means to organize project-related work. The success of individual projects, therefore, impacts the wider organization in several dimensions and makes the concept of project and project management success that much more relevant....
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    Risk Management Process for Managing the Additional Risks Associated with Fast Tracking Engineering Phase of Oilsands Megaprojects in Alberta
    (2016) Fonouniolasl, Behnam; Jergeas, George; Ruwanpura, Janaka; Jugdev, Kam; Zareipour, Hamidreza; Hewage, Kasun
    Megaprojects are large-scale complex ventures that typically attract a high level of public attention. They are inherently risky due to the long duration and many complex interfaces associated with the industry and the execution environment. It is common to fast track this type of projects by overlapping phases and activities for business reasons. The compressed project schedule introduces additional risks to these megaprojects. To manage these additional risks, corporations are using a project risk management process, typically based on the Project Management Institute (PMI) methodology. The selective literature review in this research shows that different project risk management processes have similar components: risk strategy, risk identification, risk analysis, risk response and risk control. However, the poor performance of some aspects of project management in megaprojects indicates that these processes are not always successful in managing risks, and this research is designed to find out why. The researcher studied eight projects by interviewing industry practitioners in the Alberta oil sands to find out what aspect of the project risk management process does not work in the megaproject environment. Then the researcher conducted an online survey to verify the findings. The answers are synthesized resulting in the identification of four interconnected factors: Human Factors, Efficiency Factors, Integration Factors and Organization Factors. To ensure the internal validity of the research study, the triangulation strategy is used. To externally validate the research finding, the opinion of an expert panel is acquired. The research finding will enhance the PMI project risk management process and make it more applicable to the megaproject environment. The researcher proposes improvement to the PMI project risk management process by adding a few steps to emphasize on the areas that are often overlooked, enhancing the collaborative partnership in execution phase of the project by using an integrator entity, and a guideline consisting of the best practices to create a framework for managing risks in fast tracked major projects. The findings of this research will assist the researchers in optimizing the PMI project risk management process for fast tracking megaprojects and industry practitioners in effective project risk management in megaproject environment.
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    Selling project management to senior executives: the case for avoiding crisis sales?
    (Project Management Institute, 2002-06) Thomas, J; Delisle, C; Jugdev, Kam; Buckle, P.
    Worldwide, project management is gaining acceptance as a business competency for many organizations. On one hand, it is noted that there is a growing interest in the use of elements of project management in virtually every segment of every industry. On the other hand, long-term investment in project management remains a tough sell at the executive level. Knowing that the lack of senior management support is consistently identified as a key factor in failed projects, this disconnect is a growing concern for practitioners. This paper presents the preliminary results of the first phase of a research project designed to develop an understanding of the reasons for this conundrum.