Engineering Project

Management
(OTM-455)
DE-39 Mechatronics
Syndicate – B

Project Report

Submitted By:
PC Usama Bin Qamar (39 MTS B)

Date: 11-6-2020

Submitted To:
Maam Afsahn
 Case Study No 1
Burj Al Arab

Project Definition And Description

The Burj Al Arab hotel is a unique project specifically requested by the client to represent an
international symbol of Dubai. The iconic hotel, at the time of completion, stands as the
world`s tallest stand-alone hotel structure at a height of 321metres erected on an artificial
island 280 meters out from Jumeirah beach and linked to the mainland by a private curving
bridge. It was designed to resemble the sail of a dhow, a type of Arabian vessel representing
the blend of Dubai`s tradition and its urban transformation.

Project Goal & Objectives

Goal:
To build the tallest hotel building in the world which will be the international iconic symbol
of Dubai.

Objectives:
 To build a hotel which will be an iconic or a symbolic image for Dubai in the same
way Opera House is to Sydney-Australia or Eifel Tower to Paris-France
 To build the hotel to resemble the sail of a Dhow, an Arabian vessel
 To build the world`s most luxurious tourist hotel on an artificial Island
 To build this hotel project to international quality standard and deliver within two
years
 To break even and recoup the ROI within 3 years of commissioning
 To create job opportunities for the local communities

Project Scope Management

This is a Fixed-Price contract. Contractor commitment estimate is $500,000,000.Construction
must be completed by 31st Dec, 2013.

In Scope:
Upon completion, the new property will include the following as described in the detailed
specifications and blueprint:
 Landscaping
 Foundation (with sand piling) poured concrete and concrete block.
 Curved Driveway Bridge.
 Main structure as per drawings and specifications.
 Decks / Tennis Helipad / High Tech Conference Room.
 Outdoor Garage.

Out Of Scope:
The construction of the artificial island on which the structure is located.
 Project Time Management
Work at Burj Dubai is carried out in three shifts. Due to high day time temperatures up to 50°
Celsius – the concrete works are usually carried out during the slightly cooler night time
hours.

Time In Months Activities

January 2004 Excavation started
February 2004 Piling started
March 2005 Superstructure started
June 2006 Level 50 reached
January 2007 Level 100 reached
March 2007 Level 110 reached
April 2007 Level 120 reached
May 2007 Level 130 reached
July 2007 Level 141 reached – world’s tallest building
September 2007 Level 150 reached – world’s tallest free
standing structure
April 2008 Level 160 reached – world’s tallest man-
made structure
January 2009 Completion of Spire – Burj Khalifa tops out
September 2009 Exterior cladding completed
January 2010 Official launch ceremony
Table 1

The total time taken for the construction of this building was 2,192 days with the average
height built per day was 37 centimeters or 1 feet and 2.88 inches
(www.theatlanticcities.com). If we carefully interpret the construction timeline as shown in
Table 1 we can understand that the work was speeding up when the project started. There was
a steady growth during 2005-06 till level 50 was reached. Since then it took a long time to
construct another 50 levels as the building was rising higher and the crew might be dealing
with challenges arising due to it. From January 07 to July 07 the construction again picked up
some speed as they were nearly building 10 floors every month. This was remarkable as the
construction was reaching the heights where any construction worker might not have gotten.
The construction was again slowed down in September 07 when level 150 was reached. After
that it took 7 months to complete the top most floor of the building. The average height built
per day might look small but considering the construction at 838 meters above ground is an
achievement. Let us now move on to the actual problems faced by the project management
while erecting the world’s highest structure.

Project Cost Management

Cost Estimating is defined as developing an approximation of the costs of the resources
needed to complete project activities. It will allow the organization to have a clear view
on their budget they would need to provide the quality product or service. The cost
estimation is not legal binding its just an over view for the organization of the initial
project budget.
 Table 2

Cost Monitoring And Control:

Cost of the task can be monitored and controlled by engaging cheaper resources and by
distributing the work load to different resources. For example, in a task if the project
managers have to work for 10 days the payment is very high. This task can be shared among
his sub ordinates and other cheaper resources where the work load for the project manager is
reduced and his days are also reduced by 7 days. It is very important that the resources among
whom the work is distributed, and should be ensured about the efficiency to do the work.

Project Resource Management

The Table Below Shows all type of Resources that are occupied during the Project

Project Manager, HSE Engineer, HSE Technician, QA/QC Engineer,

QA/QC Technician, Accounting & Admin Chief, Logistics & Storage,
Human Resources
Accounting / Personnel, Camp Supervisor, Purchasing, Finishing Works
Site Chief, Site Engineers, Site Architects, Site Technicians, Foremen,
Structural Works Site Chief, Technical Office Chief, Planning & Cost
Control, Quantity Surveying Engineer, Quantity Surveying Technician,
Design Office Chief, Design Office Architects, Design Office
Technicians, Site Surveying Chief, Topographic Engineer, Topographs,
MEP Works Chief, Electrical Engineers, Mechanical Engineers, MEP
 Works Technicians

Construction materials, Construction equipments and tools, Mechanical

materials and equipment, electrical and plumbing supplies, Security
Material Resources systems, Sanitary appliances, Furniture supplies, Communication
systems, special items

Al Jumeirah Group, Financial institutions, investors

Financial Resources

Project Quality Management

Quality Policy Statement is to ensure a totally Customer driven approach that meets and
exceeds customer expectations through effective management and performance, good co-
ordination increased productivity and greater focus on business objectives. Quality Control
Procedures will be developed in line with the project specification, ITP, approved relevant
documents, submittals and approved method statements. All the procedures will be developed
and submitted formally to the consultant for approval and accordingly distributed to all
concerned.
 Figure 1

Project Risk Management

The Table Below Shows All Type of Risks Involve in The Whole Project

Level

Risk Area Description (H/M Risk Plan

/L)
 Incomplete design.
 Inadequate site investigation.
Coordination and Co-
 Uncertainty over the source and operation among the
1. Technical Risks availability of materials. H
different technical
 Appropriateness of specifications departments

2. Logistical Risks  Availability of resources - M Selection efficient and

particularly construction capable suppliers
equipments, spare- parts, fuel and
labour.
 Availability of sufficient
transportation facilities.
  Uncertain productivity of
resources.
 Weather and seasonal
3. Construction Risks implications. H Structured Planning

 Industrial relations problems.

 Inflation.
 Availability and fluctuation in
 Regular finance
foreign exchange.
monitoring.
 Delay in Payment.
4. Financial Risks L
 Repatriation of funds.
 Periodical
 Local taxes
estimation

 Constraints on the availability
and employment of expatriate
staff.
 Customs and import restrictions
and procedures. M
5. Political Risks
 Difficulties in disposing of plant
and equipment.
 Insistence on use of local firms
and agents

 Location Of the site

 Weather
 Natural calamities A team to monitor the
6. Geographical Risk M
Geo informatics situation

Table 3
Fish Bone Diagram:

Figure 2

The Fishbone Diagram is a tool for analyzing process dispersion. It is also referred to as the
"Ishikawa diagram" because Kaoru Ishikawa developed it, and the "fishbone diagram”
because the complete diagram resembles a fish skeleton. The diagram illustrates the main
causes and sub causes leading to an effect. It is a team brainstorming tool used to identify
potential root causes to problems. Because of its function it may be referred to as a cause-
and-effect diagram.

Risk Impact Matrix:

Figure 3
 Project Stakeholder Management

Stakeholders & Corresponding Responsibilities Table:

Stakeholders Identity Expected Responsibilities in the Project

1. Jumeirah Beach  Project Sponsor and Owner
Resort  Project Approval/Sign off
 Support and Finance of project
2. Managing Director  Representing the board of directors as the owner of
project
 Relates directly to the project manager about project
needs and progress
3. Project Manager  Handles the day-to-day running and management of
the project
 Liaises with the project owner
 Reports to the project company
4. Project Team  Implementation of project plans using project tools
and techniques
 Reporting directly to the project manager
5. Project Company  Supports the project manager
 Provide resources for the project
 Assesses performance of project team
6. Government of  Planning permit and approval
United Arab Emirate
7. Government  Constructive criticism of project work
Opposition Leaders
8. Health, Safety and  Ensuring that construction project complies with
Environment relevant regulations
Authority
9. Social, Culture and  Provides advice based on culture and tradition; and
Tourism Ministry  Ensures compliant to regulations about tourism and
hospitality industries
10. Consultants  Provides technical expertise
11. Contractors  Carry out the project work according to the terms of
 contract
12. Sub-contractors  Carry out parts of the project work contracted to them
by the main contractors
13. Suppliers  Provide materials whenever required
14. Logistics Company  Transportation of staff, materials and equipments to
project site
15. Environmental  Ensure that environmental laws are adhered to
Agencies  Approval of project environmental impact assessment
16. Environmental  Protection of the natural and spiritual history of the
Activists project environment
17. Banks  Providing project finance
18. Legal Office  Dealing with all legal matters relating to the project
19. Security Contractor  Providing security for staff, materials, equipments and
project site
20. Customers/Tourists  Providing income through patronage
 Making use of the facility
21. Users/Employees  Providing services for customers
 Making daily use of facilities and
 Ensuring quality upkeep and maintenance of facility
22. Utilities Provider  Provision of services for the project
(Such as Telecoms,
Power supply etc)
23. Media  News update about development on project site
24. Other Hotels  Providing competition for through services and pricing
for tourists and other customers
 Serving as agents for benchmarking service quality
25. Module Leader  Provision of instruction and guidance as to the
application of project management tools and
techniques
Stakeholders Mapping:

Project Communication Management

Figure 4

The Above Figure Shows The Communication Plan for Burj-Al-Arab. The number of
crosses in the above table symbolizes the level of commitment it requires: X - Low, XX -
Med, XXX - High. The table above illustrates the communication methods to be
commenced with the stakeholders and the various departments of the Burj Al Arab
 project. The table above will serve as a tool to keep record of all the communication plans
for the project, it also will help in planning future communication, and resolving project
conflicts.
Communication Deliverables:

Work Breakdown Structure

Below is the Work Breakdown Structure Of Burj-Al-Arab:

Figure 5

Gantt Chart:
 Figure 6

Project Procurement Management

The project team should have been advised to keep ma