our focus in this paper is on the independent variables of tangible and intangible project management assets. the resource based view is a dominant approach in strategy, and we situate the study within this perspective. we propose that an investment in tangible project management assets primarily enhances the valuable and organizational support dimensions. second, we have yet to understand the intricacies and relationships among the tangible and intangible assets of project management. we are aware that the breadth of items we use to assess tangible and intangible assets in project management are not comprehensive, but we focused on the main ones from the literature. the number of items that load on a factor are an indication of how well-defined and reliable it is (tabachnick & fidell, 1996). this result shows the breadth of tangible project management assets as well as how widely used these assets are in practice. this factor, along with undervalued sharing of know-how (below) and undervalued sharing of knowledge (below) comprised our intangible project management assets.
our findings indicate that, over and above the codified practices that are purported to be sources of competitive advantage, companies should examine project management with a broader perspective and consider intangible assets as well. we used exploratory factor analysis to identify the independent variables (tangible and intangible assets in project management) and dependent variables (vrio characteristics of the project management process). on becoming a strategic partner: the role of human resources in gaining competitive advantage. a review and evaluation of exploratory factor analysis practices in organizational research. project management maturity models: the silver bullets of competitive advantage. the current state of project management research: trends, interpretations, and predictions. a guide to the project management body of knowledge (pmbok® guide) (2nd ed. project management in north america: stability of the concepts. strategic management journal, 23(5), 377-398. this case study outlines the learning framework fujitsu put in place to prepare project managers fully at the start of their careers.
usually, the tangible benefits are mostly considered when evaluating a project, but there can also be several intangible benefits. material benefits are physical in nature and may represent long-term or short-term benefits, while intangible benefits usually represent long-term assets that are not physical property but rather the intellectual property of an organization. another difference between these two benefits is that intangible benefits can increase or decrease over time, while the tangible benefits of a process are unlikely to fluctuate. sometimes, adjustments to the system or the renovation of work processes aim to make the cycle of a project more efficient. in this case, it may happen that the organization may make some roles redundant or assign some resources to a different department, which means an optimization or decrease in resources and, therefore, their costs.
improving processes means that the time needed to complete a process is shorter, which can save time by freeing up the resource for other tasks. this leads to a better user experience, an intangible benefit to all the actual users. however, increased customer satisfaction is an intangible benefit since it is not possible to measure it objectively. sometimes a project benefit is just this: doing something to provide greater organization security. this is another example of an intangible benefit. however, it is necessary to remember that intangible benefits deserve the same consideration, since they constitute a significant part of an organization’s value.
deliverables can be tangible or intangible in nature. for example, in a project focusing on upgrading a firm’s technology, a deliverable may refer to the common types of deliverables include tangible or intangible (like hardware or a number-based target), internal or external (works created for internal use or a project deliverable may either be tangible or intangible. a tangible deliverable is something that can be touched or counted,, intangible deliverables examples, intangible deliverables examples, tangible deliverables examples, project deliverables examples, research project deliverables examples.
these include scope, time, cost and quality. a deliverable is a tangible or intangible good or service produced as a result of a project that is intended to be delivered. a deliverable could be a report, a document, a software product, a server upgrade or any other building block of a project. tangible assets are concrete and codified, whereas intangible ones are tacit. because strategic assets also tend to be knowledge-based (intangible), some tangible deliverables are also common. a client company wants to improve its technology, and the deliverable is the acquisition of advanced hardware or tangible benefits are those that can be measured in financial terms, while intangible benefits cannot be quantified directly in economic terms,, examples of project deliverables in healthcare, project deliverables example pdf, measurable deliverables examples, project deliverables checklist, deliverables meaning, project deliverables template, types of deliverables, tangible project examples, project deliverables for building a house, sales deliverables examples. what are tangible deliverables in a project? can deliverables be intangible? what are the types of project deliverables? what are 3 examples of deliverables?
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