CHAPTER 1: INTRODUCTION

In the past fifty years, the pressure vessel industry has changed tremendously in terms of the
size and complexity of the projects. Pressure vessel industries are also linked with chemical
industries. In the pressure vessel industry, there is so many departments manage the project of
pressure vessel each have individual role and responsibility. There are numerous pressure vessel
manufacturers in India and each has a number of running projects.
Maybe the most beloved word of any project practitioner is “success”. There are two main
success concepts when talking about projects: project success and project management success.
There are similarities, as well as differences, between these two project success dimensions. The
main difference concerns with linking project success with the result of the evaluation of overall
project goals achievement, while project management success relates to traditional
measurements of time, cost and quality performance. However, due to the existence of many
different models of both project and project management success, it is hard to make a strong
differentiation between them, mostly because of their mutual relationships.[1]

PMI gives the reasons for the failure of a project that is:
1) Organizations fail to bridge the gap between strategy design and delivery.
2) Executives don’t recognize that strategy is delivered through projects.
3) The essential importance of project management as the driver of an organization’s
strategy isn’t fully realized.

The catastrophic failure of a boiler pressure vessel in the SS Norway in Miami harbor in 2003,
which killed eight crew, was a reminder that pressure vessels remain hazardous unless carefully
designed, operated and inspected. So Quality and safety is also the factor of pressure vessel
project success.

Based on survey results from 4,455 Project Management Practitioners (global total), percentage
utilization of project management measures is given in next page…

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Figure 1 : Uses of project management measures

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 CHAPTER 2: LITERATURE REVIEW

Radujkovic and Sjekavica[1] This article differs project management from project success,
gives definitions of project management success, aims to review different models of project
management success, differs success of managing public and private projects and gives a special
accent on the present situation in the context of project management in Croatia. A comprehensive
literature review is given, analysis and synthesis of the most interesting material are made, and
applicable practical guidelines are defined.
Author categorized factors as shown in the table below based on the literature review.
Table 1: Project management success factors

Through an examination of these factors, authors can be attached to three categories, as

highlighted in the third column of the table:
 Elements of project management competence (C1)
 Elements of the organization (C2)
 Elements of project management methodologies, methods, tools and techniques (C3)

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 Figure 2 Project management success factors breakdown structure
Project management is inevitable in today’s world – a place of continuous improvement through
different types of various projects. Project management is not only a necessity for that
improvement but also one field that seeks improvement itself, through influence on different PM
success factors. Those factors are drawn up in this article, in the form of project management
success factors breakdown structure. The breakdown structure is then applied on three different
EU co-financed projects, and relevant conclusions are made, the most important one dealing with
matching between proposed breakdown structure methodology and real trends and states on the
projects. Investments in the project management field should be made, especially through
strengthening people and organizational competence.
Sanchez et al.[2] Successful development of Information Systems (IS) Projects has been a
source of competitive advantage for many organizations. This paper proposes the Cost and Time
Project Management Success – CTPMS, an essential measure in this context because projects
must dynamically address cost and time success under an agreed scope. The goal of the paper is
to identify the project management practices through which an organization can optimize the
CTPMS of IS development projects. Because multiple factors can infuence project management
success, we analyze a real-world sample of 899 IS projects of a leading bank, using hierarchical
models to account for the effects of predictors at four levels of analysis: portfolio network,

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project, project manager, and team. In addition to proposing and discussing a new measure of
project management success for information systems development projects, we identifed that
project size, duration, postponement, and project manager formal power showed positive effects,
whereas team size and team allocation dispersion presented negative effects. The results suggest
guidance for factors such as team member allocation and prioritization, among others.
It is the researchers' hope that the findings reported here will complement existing research in the
area of internationally recognized project management success and will be of interest to
practitioners. This study has shown the existence of many project management practices in the
literature, but merely adopting these individual practices is not sufficient to ensure the project
management success of IS projects. Ensuring the combined use of these practices to maximize
PMS is crucial.
The findings of this study identify several managerial contributions for a better understanding of
the antecedent factors of IS success concerning multiple levels. From a project and portfolio
perspective, the results can help project and portfolio decision makers to allocate their resources
strategically to pursue a better balance among team members and across projects. The results
show that larger IS projects have better rates of PMS because they are strategic investments to
the company and adopt efficient and effective mechanisms of control. Moreover, postponing the
beginning of a project until the removal of uncertainties is also a best practice that can positively
influence project performance.
Khodeir and Ghandour [3] the main objective of this paper is to examine the role of VM in
Controlling Cost Overrun, with special reference to Residential Projects in Egypt. A literature
review was applied to the basics of project cost implementation. In addition, a qualitative
analysis of case studies was performed. Finally, a questionnaire survey that assessed the impact
of applying VE on Residential projects in Egypt was performed. Findings of this paper
highlighted the value added from applying Methodologies of VM, where it was observed that it
could achieve 15–40% savings of the total project cost.
Based on the findings of this study the role played by VM in Residential construction was clearly
identified where the following potentials were extracted from the findings of the study:
 Improvement in cost control of the project.
 Fulfilment of cost reductions without compromising value.
 The client gains more value of money.
 The process results in a quality product being delivered.

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  The process results in successful team working.
To sum up, it can be stated that the obvious improvement of value occurs when VM
methodology and phases are effectively applied. The paper clarified that the proposed
alternatives through value management’s research considerations reached from 15% to 40% cost
savings as observed in Figure 2 due to saving cost from the specific item(s). This result was
supported by the findings of the survey questionnaire as well. Where, the survey results showed
that applying Value Management in Residential Construction projects has high impact on a
residential project especially cost reduction.

Figure 3: Results of value management methodology in two different examples

Tsiga et.al.[4] The paper highlights the importance of project risk management and
requirements management in achieving project success in the petroleum industry. The study also
highlights the importance of the soft aspects of risk management in achieving successful
implementation of project risk management and scope management in requirements management
implementation.
A review of the existing literature identified the critical success factors and their corresponding
categories. Table 2 shows the CSFs identified and tested in this study.

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Table 2 CSFs identified in literature

CSFs that can lead to project success has been an area of discussion in project management
literature for some time, and some research has provided evidence that CSFs are sector specific.
This has led to various attempts to try to establish these factors for different sectors. The paper
identified 11 categories with 58 factors in total that can affect projects in the petroleum industry.
These categories are important in projects because they strongly influence project outcomes. The
factors have been ranked based on their relative importance index. The study highlights the
importance of risk management and requirements management in petroleum projects, with both
ranked as more important than some already established categories, such as external challenge
(which was ranked least important). The outcome of this research supports the need for further
research to enable better implementation of project risk management and requirements
management.

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 Cristobal and Diaz[5] In this paper, we analyzed the three generic project organizational
structures that are presented in the extant literature; functional, pure project, and matrix, together
with their advantages and disadvantages. Furthermore, the most important factors that should be
considered when designing a proper organizational structure are also analyzed.
When designing a project organizational structure it is important to bear in mind different
factors like the number of specializations included in the project, the interrelatedness between the
components of the project, culture values, experience, size of the project, etc. In this paper, the
three generic project organizational structures that are presented in the extant literature,
functional, pure project, and matrix, together with their advantages and disadvantages have been
shown. In addition, the most important factors that should be considered when designing a
proper organizational structure are also analysed. Based on our findings, we have found that the
matrix organization form can be recommended for complex organizations. It enables good
disciplinary work together with project integration and focus, but it also involves conflict and
fuzzy authority definitions. The functional organization form is suitable only if operations are
continuous and routine, whereas, the pure project structure is more staff demanding and that is
why it can be recommended for large projects. Project managers can benefit from thinking about
what could be the required type of project organizational structure and the type of project they
are working in. The design of a project organizational structure is a challenging task. The
decisions made upfront at the start of this design phase, the way the organizational structure
develops over time, how it is modified in response to changing environments, and even more
importantly, how the structure is interpreted and adapted by project managers, all of these
factors, will play an important role in the future of the project. This paper aims at opening up
channels for project managers to continue engaging organizational theory more directly,
developing a more precise appreciation of the relationships between different project structures
and their context. Future research is needed to evaluate different aspects of project structures
such as its structural agility or performance and that can help to measure its complexity and even
to identify the factors that are the main cause of complexity in projects and prevent them from
being effective.
Zidane et al.[6] This paper will list a set of possible factors that affect project performance
positively or negatively. The investigation has shown that the most practiced and shared values

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within the organization are openness, trust and flexibility. Openness has a strong effect on the
project outcome, which is possible by involving all the participants in the early phases of the
project and make them understand the project objectives and their tasks. Open communication
leads to effective interaction between project participants, which in turn can align the goals and
expectations. It also allows avoiding misunderstandings along the project life cycle. Trust is a
practiced value of the management towards the employees, which in turn can lead to flexibility.
The practice of trust also involves a level of the value (trust) that depends on the parties involved
in the relationships. Trust is a fundamental factor in decision-making. In a relationship, trust is
one of the various factors that are assessed for any type of transaction between the involved
parties. Trust is based on expectations. Hence, it can be easily lost as the expectations are broken.
Consequently, it is complemented and supplemented with control mechanisms. The benefits of a
high level of trust in the relationship are directly seen in open, transparent and honest
communications, and confidence within the project can improve as expectations are fulfilled.
Since trust is a value practiced from top to down levels within the organization, and since most
employees are new graduates, there is a necessity to promote other values like courage, honesty
and transparency.
Alias et al.[7] Results from this study are expected to help project management practitioners to
achieve specific construction performance level. Then it will define the critical factors that lead
to project success and provide a forecasting tool to enable parties to rapidly assess the possibility
of a successful project from their viewpoint. This study also elaborates a conceptual framework
for determining critical success factors in project management practices based on five (5)
variables for project success, which should be taken into consideration during the project
management phases from inception until project completion in order to enhance project success.
Thus, the context of the critical success factors (CSFs) to be considered when examining project
management practices and project outcomes. Finally, it is hoped that this study will beneficial to
all parties involved in construction industries and would stand as a good basis for future research.

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 CHAPTER 3: SUMMARY

From this literature review, I have listed the factors that affect success of any project. These
factors are…
 Project manager competencies  Record and Documentation
 Project manager’s emotional  Outside contract work
intelligence  Work integration
 Stuff in the project team  Off-site fabrication
 Application of project management  Defects identification
skill and knowledge  Design and specification clarity
 Organization structure  Quality assurance plan
 Organization culture  Value engineering
 Project management tools and  Work study and Method study
techniques  Client knowledge and experience
 Project management standard  Top management support
 Planning  Institutional support
 Scheduling  Project characteristics
 Information and detail  Contractual aspect
 Feedback  Project risk management
 Resource priorities for a critical task  The openness of team member
 Critical task monitoring  Honesty
 Tracking  Trust
 Task dependencies  Delivering quality
 Communication frequency  Teamwork
 Information technology  Commitment
 Resource allocation  Discipline
 Team spirit  Transparency
 Communication channels  Skilled designer
 Project team motivation

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By using this factor we will relate these factors with the success of pressure vessel by visiting
pressure vessel industry. By analysis of these factors, we can filter the critical factors. By
optimization of this critical factor, we can achieve the project goal.

CHAPTER 4: METHODOLOGY

(1) Know about project and project management: Define project and project management
with all related concept like WBS and Project life cycle
(2) Literature review: Collect literature related to project management success factor and
know the output of that literature
(3) Select the company which have running projects: To analyze the project management
factor we need to find the industry where pressure vessel projects are running or will start
soon. (like L & T, ISGEC,Godrej)
(4) Select the project for analysis: Select the project in which some major problem exists
related to project management
(5) Classify problems of the selected project: List out all problem of this project and then
classify it.
(6) Identify the critical problem: Identify the critical problem that may fail the project.
(7) Know the cause of the problem
(8) Know the work done on this problem by industry: Know about the work that is done by a
company employee and R & D team in the same field.
(9) Combine my work and company work
(10) Remedies for this problem
(11) Verify the solution
(12) Improvement in the company process
(13) Advantages of improvement
 References

[1] M. Radujković and M. Sjekavica, “Project Management Success Factors,” Procedia Eng.,
vol. 196, no. June, pp. 607–615, 2017.
[2] O. P. Sanchez, M. A. Terlizzi, and H. R. de O. C. de Moraes, “Cost and time project
management success factors for information systems development projects,” Int. J. Proj.
Manag., vol. 35, no. 8, pp. 1608–1626, 2017.
[3] L. M. Khodeir and A. El Ghandour, “Examining the role of value management in
controlling cost overrun [application on residential construction projects in Egypt],” Ain
Shams Eng. J., no. xxxx, 2019.
[4] Z. Tsiga, M. Emes, and A. Smith, “Critical success factors for projects in the petroleum
industry,” Procedia Comput. Sci., vol. 121, pp. 224–231, 2017.
[5] J. R. San Cristóbal, V. Fernández, and E. Diaz, “An analysis of the main project
organizational structures: Advantages, disadvantages, and factors affecting their
selection,” Procedia Comput. Sci., vol. 138, pp. 791–798, 2018.
[6] Y. J.-T. Zidane, B. A. Hussein, J. Ø. Gudmundsson, and A. Ekambaram, “Categorization
of Organizational Factors and Their Impact on Project Performance,” Procedia - Soc.
Behav. Sci., vol. 226, no. 1877, pp. 162–169, 2016.
[7] Z. Alias, E. M. A. Zawawi, K. Yusof, and N. M. Aris, “Determining Critical Success
Factors of Project Management Practice: A Conceptual Framework,” Procedia - Soc.
Behav. Sci., vol. 153, pp. 61–69, 2014.