Critical Success Factors of Project Management in Indian Manufacturing Companies: A Quantitative Investigation

This quantitative investigation aims to identify the critical success factors (CSFs) of managements of projects in Indian manufacturing companies. CSF includes project planning, project control, project team management, and stakeholder management are significant within Indian manufacturing companies. There is also an availability of a measurable impact of different project management practices on project success. The conclusions of this research can help project managers in Indian manufacturing companies to understand the critical factors that affect project success and to implement appropriate project management practices to achieve success. This research can also add to the existing amount of research on project management by providing more insight into the workings of CSFs in the context of Indian manufacturing companies. The findings of this study also serve as a reference for project managers in other industries and countries to identify and prioritize CSFs in their specific contexts. Overall, this study provides valuable insights into the CSF of PM in Indian manufacturing companies, which can help organizations to enhance their project management practices and ultimately achieve project success.


Introduction
CSFs are the key elements or activities that are important for any firm to achieve its objectives and goals successfully. In the context of PM, CSFs are the critical areas that project managers need to focus on to ensure that their projects are within budget, delivered on time, and meet expectations of stakeholders. Identifying and prioritizing CSFs is essential for project managers to achieve project success and meet the project's strategic objectives.
PSYCHOLOGY AND EDUCATION (2018) 55(1): 403-411 ISSN: 1553-6939 404 www.psychologyandeducation.net The identification of CSFs is a critical step in the project management process, and it helps project managers to allocate resources, plan activities, and monitor project progress effectively.
CSFs can vary depending on the industry, project type, project scope, and the organization's specific needs. For example, in the construction industry, CSFs may include project planning, cost management, quality control, and safety management. In contrast, in the IT industry, CSFs may include project scope administration, RM, communication with and within, and change administration. Understanding the CSF of a project is essential to ensure project success.
Project managers should identify the key factors that drive project success and then develop strategies to ensure that these factors are met. By focusing on CSFs, project managers can ensure that their projects ultimately lead to increased customer satisfaction and improved business performance.
The manufacturing industry in India is rapidly growing, and it is expected to play a significant role in the country's ED. However, the success of manufacturing projects in India is dependent on several factors, including project management practices, organizational culture, and leadership style. Therefore, it is essential to identify the CSFs of project management in Indian manufacturing companies to ensure project success. Several studies have identified the CSFs of project management in different industries and countries. However, due to the unique context of the Indian manufacturing industry, it is necessary to investigate the CSFs of project management specifically in this industry. Therefore, this study identifies the CSFs of project management in Indian manufacturing companies. The findings of this study, hence, will provide valuable insights into the CSF of project management in Indian manufacturing companies, which can be used by project managers and organizations to enhance their project management practices and ultimately achieve project success. Karuppusami and Gandhinathan (2006)  are unique and suggested with five execution stages. The analysis is confined to the case study material and fails to take ERP deployment paradigms and frameworks into account. The ramifications for practise are examined. The proposed CSFs may be used to evaluate ERP deployment, ex-ante evaluation, comparative analysis, key indicators of performance, and to develop a clear project management plan. The report is an initial effort to give a comprehensive list of CSFs and relate them to ERP deployment stages. Tyagi et al., (2017) analyse and portray surveys that they carried out across different Indian manufacturing SMEs, primarily to zero in on CSFs for implementing Six Sigma in Indian manufacturing companies, and to identify the most intensive CSFs for Six Sigma implementation in SMEs in India. The article is based on a questionnaire tailored to Indian manufacturing SMEs, and the current study's findings are focused on factor evaluation and descriptive statistics. The conclusions are explored using analysis of related factors, which reveals the influence of several CSFs on Indian manufacturing SMEs.

Literature Review
The purpose of this study by Bansal and Agarwal (2015) is to identify causal linkages between gives vital insight into the implementation of these CSFs in these firms. Ahuja and Khamba (2007) detect repairs-related losses in an organisation to identify and manage performance losses and enhance manufacturing performance. The strategy is aimed at justifying TPM deployment within the Indian sector of manufacturing for its inclination towards competitive manufacture. The findings reveal that systematic interventions for TPM deployment have greatly improved manufacturing system productivity, quality, safety, morale, and cost efficiency of the manufacturing function within the organisation. The report emphasises the impact of maintaining activity to improved equipment dependability, resulting in increases in manufacturing system efficiency. The report also emphasises the benefits of the maintenance function to improved machine dependability, resulting in advances in manufacturing system performance.
In another study by Ahuja and Khamba (2008) assess the problems that Indian manufacturing organisations experience in transitioning to effective TPM programmes. It zeroes in on the TPM barriers of implementation and the development of achievement factors for increasing manufacturing performance in the Indian sector through strategic TPM efforts. The findings reveal that adopting TPM is a difficult endeavour hampered by organisational, cultural, behavioural, technical, operational, financial, and departmental hurdles. To establish the maintenance factor as an aggressive way to overcoming the problems of an extremely aggressive setting, practical implications underline the need of developing the synergy between the task of maintenance and other corporate attempts to improve quality. The research PSYCHOLOGY AND EDUCATION (2018) Singh et al., (2007) discover and establish the structural link between various aspects that contribute to the effective adoption of advanced manufacturing technologies (AMTs). The findings revealed that top management commitment and a strong financial position are the primary motivators for implementing AMTs, while management should not overlook aspects of management such as organisational culture, training for staff, division cooperation, the supplier growth, planning a strategy, and client engagement. Originality/value Management must pay more attention to driving variables to successfully utilise AMTs. Lande et al., (2016) identify and list the CSFs of the Lean Six Sigma (LSS) framework that affect and influence the operational, financial performance, and quality of SMEs. It collects data in an exploratory manner and chronicles much research reflecting both industrial and service experiences. The findings aid academics and practitioners in creating/modifying/reviewing application frameworks and using the most relevant collection of CSFs for empirical investigations. The results are transferable and may be applied internationally in determining LSS framework determinants. Ganesh and Mehta (2010) contend that ERP deployment in Indian SMEs should consider procedure, the company, technological advances, supplier, the customer, human resource, efficiency, quality, tactics, and project challenges. The ERP implementation success model simplifies the functionality of ERP deployment at Indian SMEs, making the ERP requirements easy to grasp. This study is intended to overcome the present literature gap and give practical suggestions for effective ERP deployment in Indian SMEs.

Objective:
To ascertain the critical success factors of project management in Indian manufacturing companies

Methodology:
This study is descriptive in nature in which the data were obtained from the 195 respondents to find the critical success factors of project management in Indian manufacturing companies.
A checklist question was used to analyse and interpret the data. In a checklist question respondents choose "Yes" or "No" for all the questions. (2018) Table 1 and Figure 1 show the critical success factors of project management in Indian manufacturing companies. It was found that around 90.2% respondents agrees that CSF helps quality control and safety management, CSF helps project planning and cost management (88.2%), CSF helps in providing customer satisfaction (87.6%), CSF helps in communication with and within, and change administration (86.6%), It helps in better track of progress of work (86.1%), In IT industry CSF helps in project scope administration (84.1%), It improves the quality of work (83.5%) and CSF helps in better goal achievement (82.0%).

Conclusion
In conclusion, this quantitative investigation has identified the CSFs of project management in Indian manufacturing companies. The literature on this study found that project planning, project control, project team management, and stakeholder management are significant CSFs in the Indian manufacturing industry. It also highlighted the impact of organizational factors such as organizational culture, leadership style, and project management maturity level on project success. The conclusions of the research provide empirical evidence regarding CSFs of project management in Indian manufacturing companies and can serve as a reference for project managers and organizations to enhance their project management practices. By