Femoral vein PPM are a simple and feasible alternative in patients in whom the SVC approach is contraindicated.

According to the Resource Based View of the firm, strategic assets contribute to a firm's competitive advantage. Strategic assets are characterized as Valuable, Rare, Inimitable, and they involve Organizational Support. These four characteristics have been theorized to result in competitive parity, temporary competitive advantage, or a sustainable competitive advantage for a company. This paper examines the relationships between key project management assets and these project management process characteristics using data from a survey of North American Project Management Institute Ò members. Findings from an analysis of the data suggest that intangible project management assets are a source of temporary competitive advantage while tangible project management assets are not. These findings highlight the importance of identifying and managing intangible project management assets for practitioners and scholars of project management.

Purpose -The purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage. Design/methodology/approach -This paper analyzes data from responses to an online survey by 198 North American Project Management Institute w members. Exploratory factor analysis is used to identify characteristics of project management assets and project management performance outcomes. Findings -In total, six factors that comprised the characteristics of project management assets, three factors that comprised organizational support for project management assets, and two factors that comprised the project management performance outcomes were extracted. Research limitations/implications -Limitations of this study include sample size, response rate, and self-report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between project management assets and performance outcomes. Practical implications -This study draws managerial attention to project management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. Originality/value -Few papers have applied the resource based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of project management as a source of competitive advantage.

MVA 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.

Purpose-To examine project management assets and to explore the link between these and the achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support. Design/methodology/approach-An online survey with North American Project Management Institute Ò members was conducted. Exploratory factor analysis was used to identify tangible and intangible elements of project management and the achievement of competitive characteristics of the project management process. Findings-Six factors were extracted that comprised project management assets and three factors that comprised the competitive characteristics of the project management process. Research limitations/implications-This was an exploratory study. It is expected to further develop the instrument, refine the model and constructs, and test it with a larger sample. Practical implications-This study highlights the importance of developing intangible project management assets to achieve competitive advantage from the process. Originality/value-Few papers have used the resource based view lens and applied it to project management. This paper contributes to the literature on the resource based view of the firm and to an improved understanding of project management as a source of competitive advantage.