Case 3: Project Delays The Assam IGas Cracker Project conceived as part of the Assam Accord signed in 1985 is yet to see the light of the day. It has been plagued by a host of problems starting from location to economic viability. Originally planned at Tengakhat, it was later shifted to a place called Lepetkata. The project is now being implemented by GAIL {a Government of India enterprise) as the lead promoter (T096 share} with another public enterprise DIL (2% share) and the Government of Assam as minor parmers. GAIL. had to be brought in after India's largest private sector enterprise Reliance Indush'les backed out of the project saying that it was economically unviable. The land acquisition for the project (as of mid-2W8} is yet to be completed and there is still a lot of uncertainty regarding the availability of raw materials for production. In the meantime, the project cost has spiraled many h'rnes over to INR 5i] billion, which is likely to go up further. (a) Discuss the importance of Project Management in the light of the above sihlation. (was a project manager employed with GEL, what would be your line of action to see to it that the project is not delayed any further? (c) Why do projects suffer from time and cost overruns? Case 4: HT in Action Pi new phenomenon called 'Apparel on Demand' is slowly making its presence felt. It is an extension of HT linking retailers and manufacturers for a just-intinie responsiveness. NaaR Clothing Inc., promoted by a young management graduate has recently ventured into the business of making reasonably priced custom jeans for women. It has parhiered with many stores selling women garments. In the stores, women are electronically measured and information like color, fabric, style, etc., are recorded. The information reaches the NaaR manufacturing facility at Ahmedabad almost immediately through a state-ofthe-art information system.NaaR