個案資料
了解個案內容與學習目標，選擇授課教師及使用課程。
Project Execution Dilemma at MICC
內容大綱
Mid-India Construction Private Company Limited (MICC) was awarded a refurbishing project for INR30 million from the National Institute of Management. The project had to be completed in eight months. MICC’s project manager observed the dismal pace of work execution and the limited resource deployment on-site in the first monthly review meeting for the project. This situation warranted the manager’s immediate attention to acquire more resources and to find ways to fast-track the project. Given the nature of the project site and the project work, MICC began to explore the possibility of running parallel work-fronts to expedite the project while considering various financial and operational implications.
學習目標
<ul><li>Prepare the project schedule using the Gantt chart.</li><li>Recognize the importance of project completion to various stakeholders.</li><li>Develop mid-recovery plans for poorly executed projects in the early phases.</li><li>Explore ways to fast-track projects by simultaneously executing multiple work-fronts.</li><li>Understand financial and operational implications while evaluating various alternatives of fast-track project execution.</li></ul>