Browsing Schulich School of Engineering Research & Publications by Date Accessioned
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- ItemOpen AccessThe ABCs of online course syllabi: Anticipate, build on objectives, and collaborate.(Magna Publications, 2006-05) Jugdev, Kam; Hutchison, Maureen; Lynes, Shelley
- ItemOpen AccessBook review: Implementing virtual teams: Guide to organizational and human factors by A Edwards and J R Wilson(Pergamon, 2004) Jugdev, Kam
- ItemOpen AccessDon't park your brain outside: A practical guide to improving shareholder value with SMART project management . Book review(Project Management Institute, 2000-12) Jugdev, Kam
- ItemOpen AccessA Factor Analysis of Tangible and Intangible Project Management Assets(Project Management Institute, 2006-07) Jugdev, Kam; Mathur, Gita
- ItemOpen AccessDistance 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, KamDistance 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.
- ItemOpen AccessOnline MBA Orientation Program: Some best practices(Magna Publications, 2004-11) Jugdev, Kam; Hutchison, Maureen
- ItemOpen AccessProject lessons learned: Implications for an empirical study in the Canadian energy sector(First International Construction Specialty Conference (ICSC-1), 2006-05) Jugdev, Kam
- ItemOpen AccessProject Management as a Strategic Asset: What does it look like and how do companies get there?(Project Management Institute, 2005) Jugdev, Kam
- ItemOpen AccessProject management elements as strategic assets: Preliminary findings(Emerald Group Publishing Ltd., 2006-11) Jugdev, Kam
- ItemOpen AccessProject management maturity models: The silver bullets of competitive advantage.(Project Management Institute, 2002-12) Jugdev, Kam; Thomas, JProject 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.
- ItemOpen AccessResearch issues: A conceptual look at project management as a source of competitive advantage.(Administrative Sciences Association of Canada, 2004-06) Jugdev, Kam
- ItemOpen AccessRethinking project management – Old truths and new insights.(Project Management Association Finland /Norwegian Project Management Forum, 2001) Jugdev, Kam; Thomas, J; Delisle, C
- ItemOpen AccessA retrospective look at our evolving understanding of project success(Project Management Institute, 2005-12) Jugdev, Kam; Müller, RalfOur 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....
- ItemOpen AccessSelling 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.
- ItemOpen Access
- ItemOpen AccessThrough the Looking Glass: Examining Theory Development in Project Management with the Resource-Based View Lens.(Project Management Institute, 2004-09) Jugdev, Kam