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BURJ AL ARAB
PROJECT MANAGEMENT
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Project Description

 The Burj Al Arab is a luxury hotel located in Dubai, United Arab Emirates.
 It is the third largest tallest hotel in the world.
 Burj Al Arab stands on an Artificial Island on Jumeriah beach.
 From its concept to its execution it has no peer
 A hub for finance, and tourism.
 The Burj Al Arab is 321 meters high and built 280 meters out of the sea
on a man made island.
 It is 56(from ground) story building.
 The Burj is managed by the Jumeirah Group and built by Said Khalil
 It was designed by Tom Wright of WS Atkins.
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Project 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 create job opportunities for the local communities
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Project Features

 Underwater Restaurant
 Aquarium
 Helipad near roof at a height of 210 meters above ground
 60 reception desks on each floor
 Rolls Royce’s for the guests
 24 carat gold iPad
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Key Factors
Former name Burj Al Arab
Cost 500,000,000 US $
Height 321 meters
Chief Architect Tom Wright
Structural Engineer Atkins
Design Dubai's urban transformation(sail of a boat)
Designed by Burj Al Arab was designed by multidisciplinary
consultancy Atkins, led by architect Tom Wright
Construction Contractor Murray & Roberts
Type Skyscraper
Floors 56
Construction start date 1994
Construction end date December 1999
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Continued……

Former names Burj Al Arab

Project Manager Rick Gregory
Interior Designer MS Kuan Chew KCA international
Island Engineer Mike McNichols
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Scope of Project

 Burj Al Arab is the world tallest hotel structure ever built.

 Burj Al Arab is planed with the aim of becoming hub of finance and
tourism.
The Scope of Burj-Al Arab is Smart
Specific:
Construction of Artificial Island, and to built the world tallest hotel
structure ever built.
Measurable:
The main theme of this building is to construct on an artificial island,
which was look like impossible.
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Continued……

Achievable:
The building would need to become synonymous in setting, similar to
the way Sydney Opera House and Eiffel Tower.
Relevant:
It is relevant in this sense that they want to construct a building that
could become a hub of finance and tourism.
Time:
It took approximately 5 year of time to Built.
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Work Breakdown Structure

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Project Life Cycle &

Stages
BY SYED ALI ZAIB
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Project Life Cycle

 The duration of this project is about from 1994 to 1999 at the end of the
year.
We divided project life cycle in to three Phases
1. Initial Phase
2. Intermediate Phase
3. Final Phase
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Project Phases

Initial Stage Intermediate Stage Final Stage

 Cultural Designing of  Equipment Installation.  Assessment and Analysis
building.
 Start Working in the site.  Complete Construction.
 Uniqueness in
 Finishing Foundation Works.  Completing Finishing
infrastructure.
works.
 Interior designing
 Project Charter Approval.
 Equipment removed & Site
 Budget estimation Clean.
completed.
 Design Approval.
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Project Stages
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Project Stages

Establish
Project Selection

• The idea was to design such a hotel which have its own uniqueness to attract tourist
from all over the world.

• The main objective of this project is to make Dubai a hub of Service, tourism and
Trade
• To gain International recognition and culture identity

The approach is to first design an Artificial man made Island on which this hotel stands
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Project Life Cycle

Establish
Confirm Definition

The Sponsor wants worlds most luxurious hotel in the world, The ground Prince of Dubai
wants that the building should be unique to attract tourist from all over the world

Risk were identify

• Building and Artificial island on the sea
• Risk about construction of a skyscraper infrastructure ever built in sea
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Project Stages - Execute

Plan the Execution Risk Mitigation Plan

The building should be world class and Risk should be minimize for example

the cultural representative  Risk of making a solid base for this huge
building
Attract the tourism
 Risk of whether condition

 Risk of making complex exoskeleton

 Risk of condensation

 Risk of electrical equipment installing

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Different Construction Phases in Steps

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Construction of Island

 Placement of rocks
 tons of sand
 10 km Steel reinforce rods
 Digging for basement
 Under water resultant
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The Structural Designing

 It look like the sail of the ship

 Steel exoskeleton structure
 Heavy weights installed
 Construction of the world
biggest sheet of glass fiber
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 Steps Wise
 Building construction
 Use of Concrete and steel
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Helipad 210 meters

above ground
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Interior Designing

 Room Furnishings
 Electrical Equipment
 Fountains
 Air condition
 Aquarium
 Bars and reentrants
 Marble import from brazil
and Turkey
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Organize Resources

Human Resources Financial Resources Material Resources

 Project Manager
 Electrical Engineer & Technician,
Quality Control Engineer Accounting
and Admin Chief, Logistics and Storage
 Supervisor, Purchasing, Finishing Works
Site Chief,
 Site Engineers & Site Architects, Site
Technicians
 Structural Works Site Chief, Technical
Office Chief
 Planning & Cost Control
 Quantity Surveying Engineer, Design
Office Chief & Architects, Mechanical
Engineers
Al Jumerah Group
Financial institutions, investors
 Construction materials
Construction equipment and
tools
 Mechanical materials and
equipment
 Electrical and plumbing
supplies
 Security systems
 Sanitary appliances
 Furniture supplies
 Communication systems
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Project Stage

Control the Work Report Status

 Assessment and made the solution of
every problems like
 Organizational communication
 Material Recourses
 Quality management
 Progress and status report on each
level checked by quality control
engineers and Technicians
 Finally report goes to the project
manager
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Project Stage - Complete

The final deliverable Burj Al Arab project the world’s only 7 star luxury hotel in
1999.

Construction Duration
5 years to complete
2 years to built the Island
3 year to construct the building

Construction involved an international team of over 3,000 contractors, 250

designers and 3,500 workmen onsite.
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Risk Management
BY MUHAMMAD HASEEB
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Risk Identification/Category:

 Technical Risks:
 Logistical Risks:
 Construction Risks:
 Financial Risks:
 Political Risks:
 Geographical Risks:
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Risk Register
NO. Major Problem RISK RESPONSE Probability Impact
(0.1) to (0.9)

1 Delay in project Storm or The structural Engineer 0.9

37HIGH
RISK REGISTER Flood during the
construction Island
will present a solution

2 Delay in project Building the Basement The structural Engineer 0.8 HIGH
will present a solution

3 Delay in project Foundation The Project Architect 0.5 HIGH

present a solution

4 Delay in project Wind And Earthquakes The construction 0.3 HIGH

engineer will solve it
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Construction of Artificial Island

 In early 1995 the construction team is hard at work

on phase 1 building a low lying island .
 The in experienced team of architect are about to
get a taste of Dubai’s extreme weather conditions.
 April 27th powerful storm named Shamal sweeps
across the gulf hitting the coast with vengeance
 Main concern was protection of island, waves
breaking over island and impacting the structure.
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Solution

 Initial proposal was by rock which was easily available and supported the
existing technologies.
 Architect-Wright however rejected the proposal because this would make
island too high and his concept was –sail rising from water-people close to
sea.
 Then Nicholas experimented with pioneering concrete blocks- specially
designed to reduce impact of waves. Testing were done to ensure island
was safe-3 weeks of testing came up with positive results.
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Continued …..

SOLUTION
 As wave hit the block, water pass inside and turn
around in itself and hence force is dissipated and
hence battle for secure island is won.
 Island only 7 and half meter above sea level was
ready in Nov 1995.
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Construction of Basement

 In the second stage the construction workers drives

huge lengths of steel 20m into the island
 This creates triangular steel wall know as the copper
down which will become the outside of the hotel
basement once they evacuate the sand from inside.
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RISK
 Removing a sand could be dangerous
SOLUTION
 Nicholas Injected liquid cement into
the sand to seal off his steel wall from
below
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Foundation

 It was very challenging to design foundations to Support the

mega structure-270 miles off coast, 320 meters in height on
man-made island (6mts from Arabian Sea) resistant to
earthquake (falling under range of major fault line) and
wind that blows 90 miles per hour.
RISK
 Initial core test-Drilling done 180mts down and no solid rock
was formed but architect was defiant about the design and
construction
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SOLUTION
Then, reinforced concrete foundation piles deep into sand
with concept of skin –friction were designed.
Skin friction:
Resistance that stops the slipping between sand
and surface of piles. When friction between them is equal
to impact, situation is handled
 Longer the pile the greater the effect of skin friction is.
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Construction of Building

RISK
 The walls of the building are not strong enough to handle high winds and
earthquakes.
SOLUTION
 They presented a solution a gigantic steel structure outside the main
building known as the an exoskeleton.
 A series of vast diagonal trusses tied to huge steel bows to the concrete
core at the back of the building
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Cost Management
BY HAFSA
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Cost Estimation

 It is important part of project management

 Is done by analyzing labor ,material, equipment and other various costs.
 Contingency is maintained in the cost estimation based on risk.
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Cost Estimation
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Cost Breakdown Structure:

 Burj al Arab is considered a complex construction project.

 it involves many labour,material,equipment and human resources.
 it is based on WBS
 it has information about human resources cost, material costs, equipment
cost.
 it gives detail of various labor involved different tasks
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Contingency Allowed

 In CBS we maintained a constant contingency rate for all different work

packages based on probability of risks.
 Overall contingency fund allocated was 100 million
 Benefit of maintaining contingencies.
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Occurrence of an Issue

 15% over estimated budget

 20% behind schedule
 Recovery plan was needed
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Sources of Variances

 Two main reasons

 Employees were not abiding by the health and safety policy.
 Variances that the economical world crisis caused
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Effect of the variances

 Lead to the substantial outcomes on the work schedule, project budget,

work quality, and project process.
 Subcontractors carried losses of over 3 million dollars for legal
consequences and delay costs.
 It led the project team to revise their strategies.
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Project Closure
BY MUHAMMAD WAQAR
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Project Closure

 Confirm that the budget criteria was met 500,000,000 US dollars

 Guarantee that each milestone registered was met
 Check all comments made by client were discussed and dealt with
Overlook discuss and carry out any addition project works, and register
with project variations
 Make a final settlement for all legal claims and disputable issues
 Hold a closing out meeting with all of project divisions
 Register lessons learnt and project experience from this project
 Send out a project close out report and sign off by stakeholders
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Lessons Learnt

 Project Overall Performance

Successes Quality assurance was successfully controlled by

project team throughout the whole duration

Mistakes Under estimation of the costs required for the

project

Future Effective cost estimation in the planning phase

improvement
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 The Techniques of Successful Project Management

Successes Effective management and successful project control

Mistakes Budgeting was not precise due to the lack of resources

Future Consideration of future trends for the project life

Improvement
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 The Project Team Performance

Successes High motivation and commitment toward the project

Mistakes Lack of communications with other divisions

Future Set up a more efficient communication plan for the

Improvement project
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Successful Project or Not

Economical Point of view:

 Remains occupied 70% all year
 Annual Total Profit = 84,446,400$ per year

Project team’s future:

 WKK architect
 The Centaurus, South quarter, Target 2020 Dubai projects
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Design And Country’s Future:

 18 years and counting, building remains safe from

any disaster
 85% of the population is now foreign
 Burj khalifa, the marina torch, princess tower
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Conclusion

 Lived up to the expectations of stakeholders

 All the deliverables were met
 Remained with in the estimated budget
 Increased the country’s reputation and led to future
developments
 Helped an unknown architect thrive and be a part of
major projects
 One of the well managed project in history with no major
flaws
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Thank You