scholarly journals An interview with Vladimir Trifonov 2005 Danny Lewin best student paper award winner

2005 ◽  
Vol 36 (4) ◽  
pp. 111-114
Author(s):  
Tim Roughgarden
Keyword(s):  
Paper Award ◽  
Award Winner ◽  
Student Paper

2004 Student Paper Award Winner

2005 ◽  
Vol 36 (1) ◽  
pp. 5-14 ◽  
Author(s):  
George Brook
Keyword(s):  
Project Management ◽  
Paper Award ◽  
Technical Quality ◽  
Award Winner ◽  
Huge Amount ◽  
Television Production ◽  
Future Production ◽  
Student Paper ◽  
Management Experience ◽  
Production Industry

Despite the difficulties inherent in the television production industry, it continues to thrive and flourish. Given the huge amount of experience, expertise, and resources available, it is possible to manage projects in television production with excellence and integrity. However, even though the television production industry offers many advantages in the practice of project management, including highly developed methodologies and straightforward (technical) quality management, productions fail or encounter significant setbacks with great regularity. This points to the inherent complexity and difficulty of the production process. This paper identifies commonalities in the project management experience within television production, in an effort to develop a list of universal “worst practices.” It is hoped that by identifying a suite of worst practices, this paper will be helpful in guiding future production endeavors.

2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage?

2002 ◽  
Vol 33 (4) ◽  
pp. 4-14 ◽  
Author(s):  
Kam Jugdev ◽  
Janice Thomas
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Intangible Assets ◽  
Assessment Tools ◽  
Paper Award ◽  
Award Winner ◽  
Maturity Models ◽  
Know How ◽  
Sustained Competitive Advantage ◽  
Student Paper

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 (MMs) 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, the authors conclude 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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