Abstract
This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.
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