Analysis of existing Project Management practices of Engineering Organizations operating on Make-to-Order projects and development of an effective Earned Value Management and Earned Schedule strategy for Implementation

Abstract

Engineering organizations operating on Make-to-Order projects have a specific environment where an integration of manufacturing practices with the project management practices is needed for project success. Unique orders are executed like projects with manufacturing having a functional role. The primary purpose of this study was to analyze the Project Management Practices adopted by engineering organizations operating on Make-to-Order projects both for public sector and private sector. The Project Management practices being evaluated were Project Scope Management, Project HR Management, Project Communications Management, Project Stakeholder Management and Project Planning against Project Success. Various statistical tools were employed to validate the hypotheses. The analyses suggested that Project Success is directly correlated with PM Practices in Make-to-Order Organizations. The private sector and public sector organizations follow the Project Management Practices to the same extent and there is no significant difference in the practices being followed by them.