Project Execution Dilemma at MICC

Case Solution

Hasmukh Gajjar, Bhavin J. Shah
Ivey Publishing ()

MidIndia Construction Private Company Limited (MICC) received an INR 30 million renovation project from the National Institute of Management. The project was to be completed in eight months. At the first monthly project review meeting, the MICC project manager noted the abysmal pace of work execution and limited use of resources at the site. This situation required the manager’s immediate attention to raise more resources and find ways to speed up the project. Given the nature of the project location and project work, MICC began exploring the possibility of parallel work fronts to streamline the project, considering various financial and operational implications.

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