Project Management Assessment Case Study

Project Management Assessment Case Study

Current approaches in complex projects require adequate planning, effective management of resources, building coherent communication tactics, and identification of risks to enhance efficiency and success. Therefore, companies have invented new approaches to project management by adopting skills and knowledge that facilitate timely execution of activities. This assessment aims to analyze the project management strategies during the construction of Burj Khalifa with a focus on risk management, communication, and stakeholder management. The analysis draws perspectives on best practices from academic literature to understand how Burj Khalifa reflected those aspects during the execution of the project.

Brief History and Life Cycle of Burj Khalifa

Burj Khalifa is also refereed as Burj Dubai and is the highest building in the world with an estimated, height of eight-hundred and twenty-eight meters. The building has 160 hotel suites, nine-hundred apartments capable of supporting twelve thousand people at the same time. Fifty-seven elevators facilitate the movement of people in the building. The tower also has cultural significance and predominantly features during new year’s celebrations with its magnificent fireworks. The skyscraper’s outstanding stature has made it a recognizable feature of Dubai, and an icon of tourist attraction.

Emaar Properties was the developer of Burj Dubai, a developer of multi-purpose real estate projects. The contractor commenced work in 2004 and completed the project five years later. Commissioning of the building happened in 2010. The building was l named Burj Khalifa in honour of the ruler of Abu Dhabi and president of the United Arabs Emirates. Burj Khalifa has become an architectural icon with its geometric flower style with a blend of Islamic design. The project is estimated to cost $1.5 billion until completion.

Project objectives

Burj Khalifa was built as part of an ambitious development plan called Downtown Dubai, which also includes the Dubai Mall and the Dubai Fountain. The skyscraper was designed to be at the centre of this project, covering an estimated area of two kilometres square. The building’s multi-purposes real estate includes commercial space, living apartment’s hotels, watchtowers, and other businesses. The building was constructed to represent a shift from an oil-based economy by establishing Dubai as a financial and tourist centre. Burj Khalifa continues to act as the face of economic diversification and culture of the UAE (Levy 2018).  Some of the stated goals during initiation include;

1. To erect the tallest freestanding skyscraper on earth.
2. Construct a monumental building of architectural ingenuity and inspiration of Middle East Achievements.

Timelines, and cost

Initially, the designer of the skyscraper determined that the building would rise to a height of 728 meters at $876 million. However, contingency plans led the building to increase one hundred meters higher to accommodate changes in structural design. The project experienced an increase in cost following the high cost of raw material and the 2006 labour strike. Dubai also experienced an economic crisis in 2009, which significantly contributed to the delays of the project.

The Burj Khalifa is located in Sheik Mohammed bin Rashid Boulevard, in Dubai. The initial plan indicated that the project would be completed by September 2008 although it was completed one year later.

Scope of the project

The project brought together a team of engineers, experts, line workers and other resources required to facilitate construction. There were 380 engineers and technicians on-site and more than 7500 construction workers. The skyscraper was built using reinforced concrete and steel.

Internal Management of the Project and Project Consortium Partners

Burj Khalifa is a private real-estate development aimed to promote economic diversification. Upon completion, it became the world tallest man-made structure in the world. Constructing the skyscraper portrayed the outrageous scope of architecture and engineering design. Massive projects require active internal management system between consortium partners to promote success. Effective organization and planning help companies to align project deliveries to the missions, vision and requirements necessary to approach risk management, communication strategy, and management of stakeholders interest (Pinto, 207). Project managers should organize through effective planning to ensure that all tasks align to objectives.

Project stakeholders and consortium partners

The Burj Khalifa was constructed through a consortium of numerous companies hired to perform different tasks.  Tuner International was designated the construction manager while the Samsung Joint venture (made of Samsung, Besix and Arabtec) appointed the general contractors. American Architect Adrian Smith of Skid, Owing & Mill firm designed Burj Khalifa. Other notable partners include Hyder Consulting appointed as engineering supervisors and NORR Group Consultants International Limited to oversee the architecture of the project.  Parties with an influence on internal management should facilitate execution and deliveries of critical tasks. Construction processes involve numerous companies that should work in harmony to ensure success. Completion of a project stems from careful plans, control, and management of finer details through collaboration between project managers.

Approach to Stakeholder Management

The structural organization at Burj Khalifa adopted the balanced matric model. This involves a situation where functional and projects managers have critical influence over the deliveries of the project (Dey, 2012). It is an applicable approach when dealing in large projects with various dynamic like the construction of the building. It offers project managers with a focus on the management of top-level functions and supervisors to lead in operations. The project was broken down into specific stages and requirements for each phase determined. For instance, the project included various prototypes to test various aspects of quality, like wind and concrete. These prototypes were modified each time to meet the set standards. Therefore, the organizational design supported and the process of enhancing quality (Didraga, 2013). Also, the design facilitated collaboration, enhanced communication, and ensured alignment of tasks to objectives.

Project Communication and International Scope of the Project

There are different aspect of project management that emerged during the construction of the Burj Dubai. Planning occurs in all phases of a project life-cycle. The Project Management Institute (PMI) recognize four stages, namely initiation, planning, execution and closure (Alarcón, Ashley, de Hanily, Molenaar and Ungo, 2010). Besides, monitoring and control of activities during the planning and execution phases represent integral features of effective management of projects.

The execution phase involved various risks from the extreme heat in Dubai during summer and the implication of wind on the building. As such, the consortium partners implemented the Structural Health Monitoring and Network strategy to examine the sustainability of the building during the construction and upon completion. The design of Burj Khalifa enables the structure to withstand wind forces and also to hold the enormous gravitational load (Abdelrazaq 2010). The skyscraper has sensitive cameras, and detection devices aimed to identify hazards that could compromise the safety of its occupants. The location of Dubai increases risk and uncertainties due to extreme climatic conditions, wind, and fire hazards.

Construction Equipment, Technologies, and Systems

The project adopted a technology called “the 3-day cycle”, which involves completing one flow every three days. Besides, the company undertook close monitoring for safety and quality control during that period. The project’s implementation team had to improvise various techniques and system to facilitate the success of the 3-day cycle approach. The process included determining;

• Approaches to deal with extreme weather likely to complicate execution.
• Machine and tools necessary to transport and move heavy steel and concrete to higher heights.
• Processes for investigating accidents, implementing risk management programs, and regulating information.

The success of the 3-day cycle technology depended on the introduction of innovative equipment to ensure consistent deliveries. The concrete plumbing system became a crucial factor that determined the success of the construction schedule. Concrete was directly pumped from the ground using powerful engines. It was an integral consideration and helped to enhance various aspects of quality. Concrete pumping ensured the election of an optimum mixture to avoid blockages and delays. Three pumps placed on the ground played a significant role to move the mixture to facilitate construction. A provisional pump was installed at the 124^th floor to manage any emergency or contingency plan.

The project improvised cranes to help in lifting heavy equipment and material. Three self-climbing luffing cranes were installed at the core of the tower helped to lift heavy equipment. Heavy equipment includes the rebar pre-fabricated on the ground, which is a measure introduced to enhance quality control. Also, the composite link beams required heavy lifting.

Planning the construction of the skyscraper depicts adequate preparation in accordance with best practice in project management. However, the massive scope of the project opened loopholes for problems and uncertainties. The initial plan estimated that the project would be completed in forty-seven months. Dubai experienced an economic crisis in 2008, which delayed the execution of the project, increases the cost and inflation, bringing changes to the design. Besides, the Human Rights Watch also observes that the construction of Burj Khalifa suffered due to poor remuneration of workers (Nakhoda, 2011, May 14).

Time management

The effectiveness of a project depends on deliveries of key performance indicators. The construction of Burj Khalifa had stated start and completion dates and created an enormous expectation around the world. The Dubai Shock caused delays because it brought a bubble in the real estate market. As a result, the building was finalized ten months after the scheduled completion date. Time is an essential resource during the execution of a project, which could have a negative impact on project success (Ciutiene, and Meiliene 2014). Poor management of time had a huge implication on the cost of the project. It also limited the business ability to take advantage of new opportunities. Planning and scheduling activities allow the project management team to prioritize resources, avoid distractions, planning tasks. Allowances for unforeseen events should be created in the schedule because the future is uncertain.

Cost management

The responsibility of managing various cost belongs to the project manager. The ability of the implementation team to estimate cost, keep track of expenditures, and account for major reviews has a direct impact on the outcome of the project.  Burj Khalifa experienced a sharp increase in cost following a series of shocks in the economy and the environment. Basic raw materials like iron increased due to inflation caused by the 2008 economic crisis in Dubai (Brach and Loewe, 2013, March 4). The price of other materials, including cement, steel and aluminium increased over the same period.

Besides, the design of the skyscraper changed during construction. These changes included increasing the initial height by 100 meters, which required additional works and resources to complete. Contingency arrangements also contributed to the change in the interior design of the building. For instance, Emaar entered into a strategic agreement with the hotel chain, Armani, who proposed changes of the interior structure (O. A 2019). The company focused on enhancing the luxurious fittings and furnishings as requested by Armani. For that reason, the project incurred additional cost to accommodate those modifications.

The last aspect that contributed to cost overrun was the poor working conditions salaries to causal workers. Most construction workers came from India and Pakistan and were paid less than $10 per day. In March 2006, the construction experienced a hitch caused by the striking workers. The project experienced losses in terms of time wasted and damage on resources including construction equipment, cars and offices. The final cost of the project almost doubled the initial projections. Estimating the cost of projects is a difficult task because of emerging eventualities during the implementation phase (Eric 2005). Therefore, managers should involve experts to ensure accurate predictions to optimize the resources necessary to complete a project.

Quality management

Project Quality Control entails an assessment of the product, procedures, and requirements required to ensure they meet specific expectations and objectives. Measuring quality ensures that the project remains within its scope. During the construction of Burj Khalifa, quality management was a priority because the developer committed substantial resources. The project aimed at constructing a monumental skyscraper that surpasses all the others in the world (Baker 2010). For that reason, the client procured services of quality architectural designers, material and time. Effective quality control emerged in various processes, including the selection of suppliers and contractors, models of construction logistics, resources utilization, and training.

The first aspect of quality management involves minimization of the impact of the project on the immediate environment. Burj Khalifa was designed to minimize the effects of wind on the structure. Besides the contractors introduced world-class elevators and water systems. The building stands in a harsh environment characterized by extreme heat during summer. For that reason, the contractor improvised the external cladding, which is made of reflective materials, aluminium and stainless steel to withstand conditions. The other notable qualitative aspects of the design include the solar glass capable of providing energy and also offering glaring abilities. The external design has been constructed to deal with the desert, sun and strong winds.

The skyscraper’s frame is made up of a mixture of reinforced concrete and steel. The type and quality of material used in the concrete enhanced the integrity of the structure. Before the project, there was extensive testing of concrete to ensure that it met the required standard. Testing verified numerous features of concrete quality including; modulus of elasticity, split tensile strength, water penetration, surface absorption, shrinkage test, trial mix design, and heat hydration analysis (Weismantle, Smith and Sheriff 2007). The project engineers conducted a series of laboratory tests using prototypes of the actual design.

Burj Khalifa’s Y design and geometric shape of a desert flower help to withstand numerous engineering dynamics. The height of the skyscraper and its proximity to the sea means that it is constantly exposed to high-pressure wind. Therefore, the shapes help to minimize the impact of wind on the structure.

Communication management

Effective communication enhances the coordination of activities between consortium partners and other major stakeholders. Organizations should create harmony by forming structures that facilitate the exchange of information and sharing of crucial data and statistics on essential aspects of a project. The construction of Burj Khalifa included more than 62 consultants, hundreds of engineers, and thousands of site workers, who should work harmoniously to complete the work (Rodrigues, and Sbragia 2013). That explains the need for creating functional links necessary to facilitate the movement of information and feedback to smoothen the execution process.

Walkie-talkies were used at the initial phases to send commands, seeking clarification and achieve communication between various experts on the site. However, using radio communication hit a glitch as the building reached higher floors necessitating a change in strategy and approach to communication. The walkie-talkies proved unreliable because they created delays and opened room for error and accidents. Samsung Corp helped in the redesign of the communication system because the use of radio had introduced bottlenecks and redundancy.

As a result, the company improvised a wireless mesh network that included clear voice correspondences, real-time videos, and surveillance system. The innovation revolutionized communication system enabling facilitating supervision of work by construction managers (Weismantle, Smith and Sheriff, 2007). In this case, Burj Khalifa consortium partners identified the problem in their communication model and introduced a solution. Lack of an effective communication system affects the overall outcome because it leads to delays. Hence, it affects the schedule, compromise security and quality, and leads to increased cost.

Risk management

The world is uncertain, and project managers need to take measures to manage unforeseen eventualities. Rabechini Junior and Monteiro de Carvalho indicate that companies that take deliberate measures towards managing various uncertainties have higher chances of success. The process requires identification of factors in the environment, the economy, the society, and within the organization likely to compromise deliveries of key tasks.  Building Burj Khalifa was expected to result in difficulties because building high introduces new engineering challenges. The structure and design considered factors such as the speed of elevators and the strategy for evaluation in case of disaster.

Wind engineering emerged as a leading concern during the construction of Burj Khalifa. The Y-structural design was adopted to reduce the impact of wind on the building. Burj Khalifa has a shape that transition from a broad base, then narrows as the height progresses.  The design is meant to reduce the surface area as the building experiences different frequencies of pressure with an increase in height. The wind is a strong force likely to cause movements of the structure. The project’s architects designed the building with full acknowledgement of the influence of wind on the building’s integrity (National Geographic 2019). The round contours of the building allow smooth movement of wind on the building to minimize its overall implication.

The building’s gravitational load introduced another engineering risk to architects. Firstly, Burj Khalifa was built on desert sand, which cannot hold the heavy load and likely to lead to sinking or collapse of the building. The superstructure of the skyscraper lies on a surface of a reinforced concrete raft made of C50 and C60 grade concrete.

Procurement of suppliers represents success factors during the planning and execution of a project. In the case of Burj Khalifa, the implementation team involved suppliers at the planning stage to ensure that their goals aligned to avoid compromising quality and delays. Determining the concrete design, pumping system, elevator technology, and other materials involves collaboration between suppliers, supervisors, quality control teams, and the project sponsor.

In addition, the team engaged and collaborated with government authorities and other utility companies to ensure that the skyscraper meets its desired objectives. There were numerous companies that provided necessary supplies, who contributed to the success of the project. They include Otis Elevator Company, ArcelorMittal, Dow Corning Corporation, CoxGomyl, and Hilti AG. The consortium partners possessed an extensive international connection, which helped in knowledge transfer, optimized logistic, and benchmarking from best practices (National Geographic 2019). Therefore, Burj Khalifa established an effective procurement management system with close collaboration with companies to ensure they meet the desired quality.

Project Success and Recommendations

The success of a project depends on various key performance indicators, which may be difficult to isolate in some case. The construction of Burj Khalifa exhibits a various aspect of best practices in projects management. However, they also demonstrate failures and poor practices. The success of a project depends on the ability to meet the stated objective, efficient utilization of resources, and management of risk, time, and human resources. Each project has unique features, and effectiveness should be considered based on a number of deliveries (Too and Weaver 2014). In Burj Khalifa’s case, the project management factors considered in performance appraisal include management of time, quality, approach to risk, and approach to stakeholders, meeting objectives, and communication.

The government of Dubai encouraged the construction of the building to change the narrative of the Middle East and act as a pillar of economic diversification. Burj Khalifa has met this objective because the building has achieved a worldwide audience. It has set numerous world records, including the highest skyscraper in the world. Thus, the project succeeds in making Dubai a commercial and major tourist destination, which helps to diversify Dubai’s economy.

Moreover, Burj Khalifa had an effective approach to risk management likely to compromise its success. Samsung Engineering introduced various technologies that helped to solve emerging issues that could otherwise have affected the delivery of essential function. The company conducted various experiments to determine the appropriate quality of concrete to increase the rigidity of the superstructure and withstand the harsh desert climatic condition. (Halou, Samin and Ahmad 2019) The company also introduced a wireless real-time communication system to replace walkie-talkies. Risk is an inevitable aspect of project management, which requires innovative solutions to ensure continuity of scheduled activities.

Considering time and budget, Burj Khalifa should be considered a failure because it exceeds the initial budget, and the project was completed past the projected date of completion. The failure occurred following the economic crisis in Dubai due to real estate shock. The project ran out of budget to incorporate proposed changes, which included increasing the height of the skyscraper by 100 meters.

However, effective project management entails making changes to the initial plan to ensure that the objectives are met. The team failed to consider the impact of adverse economic conditions on the deliveries of the project. Project execution teams should not be perfect but must ensure the deliveries meet the quality standards. The team Burj Khalifa construction team demonstrate effective management of risk and contingency planning using available resources.

References

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