The document provides an analysis of the Burj Khalifa project in Dubai. It discusses both the successes and failures of the project. Some key failures included cost increases over budget, delays in the construction schedule due to labor strikes, and challenges with pumping concrete to such great heights. However, the project was also considered a success due to its innovative engineering designs that addressed wind loads, and its use of advanced construction technologies. The document concludes by providing recommendations to improve human resource management, risk management, procurement strategies, and stakeholder engagement for future mega-projects.

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Project
BURJ KHALIFA
The World’s Tallest Building
Project Success or Failure Review
Project Management Practices
By
Student Name

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TABLE OF CONTENTS
_Toc396653976
1. Introduction........................................................................................................................3
2. Analysis of the Project Problems....................................................................................3
2.1 Project Management Teamof Burj Khalifa..........................................................................................4
2.2 Project Success or Failure..............................................................................................................................4
2.2.1 Project Failures..............................................................................................................................................5
2.2.1.1 Cost Increase...............................................................................................................................................5
2.2.1.2 Scope Management...................................................................................................................................5
2.2.1.3 Strikes and Schedule Delay...................................................................................................................5
2.2.1.4 Pumping of the Concrete and Schedule Delays............................................................................6
2.2.2 Project Success...............................................................................................................................................6
2.2.2.1 Wind Engineering .....................................................................................................................................6
2.2.2.2 Construction Method and Technology.............................................................................................7
3. Conclusion...........................................................................................................................7
4. Recommendations.............................................................................................................8
4.1 Human Resource Management...................................................................................................................8
4.2 RiskManagement and Procurement Strategies...............................................................................8
4.3 Stakeholder Management..............................................................................................................................8
Bibliography............................................................................................................................9

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1. INTRODUCTION
This report explores the project dynamics of Burj Khalifa, a building formally known as
“Burj Dubai”. Located in Dubai, Burj Khalifa holds the official title of “tallest building in the
world”, with a height of 828 m (2,717 ft.) (Subramanian, 2010). Dubai’s government and
Emaar properties with the vision to consolidate Dubai’s status as a key business and tourist
hub originally conceived the project. Burj Khalifa comprises 3 basement levels and 162
floors that are above grade (above the ground). The timely incorporation of concepts, such as
the aerodynamic shaping of the structure, which resulted in the management of wind’s impact
and this played a noteworthy role in architectural massing and in the design of a man-made
wonder (Dubái, 2012). The design of Burj Khalifa is based on revolutionary engineering; the
scope of the project aimed to provide a single place where tourism could flourish and touch
new heights. The project scope also encompassed 1,000 residences, a luxury hotel, a state-of-
the-art restaurant, an observation deck, impeccable fitness and recreational clubs and 37
floors dedicated to the use of corporate offices (Gosling, Hewlett and Naim, 2012). This
report will explore the success or failure, based on scheduling cost management and
construction design, of the Burj Khalifa project.
2. ANALYSIS OF THE PROJECT PROBLEMS
The project goals and target were not just to build the world’s tallest building but to create a
mark of innovation and ingenuity while taking construction to new heights of glory. Aldred
(2010) explains that the project adopted a mixed structure method using steel frames and
reinforced concrete; this method increased structural strength and protected the building from
the effects of wind. As explained by Baker (2011), the Y-shaped plan that was adopted for
the construction made structural breakthroughs possible. A project’s success is determined by
analysing how effectively it has achieved its scope within the designated time frame and cost
(Serrador and Turner, 2014). Furthermore, Kapsali (2011) explains that innovativeness and
ingenuity is imperative for any project. The Burj Khalifa has achieved recognition for its
unique design and, according to Weigand (2013), the innovative three-day cycle adds to its
uniqueness with respect to the construction process. The design also utilized a winning
combination of human capital and hard science (Turner, 2009).

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2.1 PROJECT MANAGEMENT TEAM OF BURJ KHALIFA
According to Ahmad Abdelrazaq (2010), the principal owner of the project was Emaar Inc.,
which is renowned for its construction projects throughout the world. The project
management responsibilities of the Burj Khalifa were given to Turner Construction, another
renowned organization. Turner Construction was responsible for ensuring that the project
would meet its goals by employing project management principles. To ensure the best
practices of standards set forth within the project management discipline, 24/7 monitoring of
the project was implemented. Monitoring and control was taken most seriously by Turner
Construction to deliver the requisite quality and to make the project a glimmering success.
According to Baker, (2010) the project was divided in to construction and designing as
Skidmore, Merrill and Owing were responsible for designing, while Samsung was in charge
of engineering and construction. Besix also was designated some construction responsibilities
(Baker, 2010). HR need was fulfilled by giving Arabtec the responsibility for meeting
manpower demands (Kwon, Kijewski-Correa and Kareem, 2010). The project demonstrated
project management best practices to meet project specifications as all the contractual firms
carried out integrated efforts towards achieving project deliverables.
2.2 PROJECT SUCCESS OR FAILURE
Evaluating the triple constraint via the iron triangle (Figure # 1) shows that the project faced
issues in all three departments i.e. Scope, Time and Cost (Weaver, 2010). The scope for the
interior design was changed. Furthermore, delays in project schedule and cost increase
caused problems for the project manager and for management of Emaar Inc.
Figure # 1: Iron Triangle

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2.2.1 PROJECT FAILURES
2.2.1.1 COST INCREASE
The cost increase exceeded $876 to $1.5 billion. In terms of external factors, Emaar was
severely affected by the economic recession that hit the world hard in late 2008. The price of
property at Burj Dubai took a steep plunge that translated into an approximate 50–60%
decrease. Moreover, the price of property in downtown Burj Dubai dropped by 22%. In
addition to these issues, product procurement costs rose significantly: raw material, similarly
to iron prices, increased around 75% in 2008—that is, within a year. Other related materials,
such as aluminum and cement, also experienced fluctuating increases; consequently, the cost
of construction rose on a major scale.
2.2.1.2 SCOPE MANAGEMENT
One of the reasons leading towards cost increase was ineffective scope management, as
change requests, like raising the height by 100m and changing interior of Armani Hotels.
Ineffective employee management, which falls under the human resource area of project
management, was also one of the causes that led to an increase in the problems of project
completion within the allocated time frame and budget. The employees believed that they
were being paid too little according to the amount of work and effort they put into the project.
2.2.1.3 STRIKES AND SCHEDULE DELAY
The schedule was designed to complete the project within 47 months, from February 2005 to
December 2008, but the building was completed in September 2009. The concept of project
management advocates that human resource is a strategic asset that needs to be managed in
order to successfully complete the project within the established time frame and budget.
According to LaPlante (n.d.), the workforce assigned to the project construction went on
strike twice during the complete project span. The workers were paid as little as $4 per day
and in return was asked to work 12 hours a day for 6 days a week. Due to negligence, a riot
broke out: the workers, due to uncontrolled rage, vandalized numerous offices, construction
machinery, cars and other equipment. As a result of the riot by 2,500 workers in Dubai, the
construction of the world’s tallest building was halted. The damage was estimated to be
approximately £ 500,000.

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The situation was repeated in November 2007, when the workers went on strike again,
demanding an increase in salaries and better living conditions. The workers were demotivated
by the living conditions and said that their accommodations were so filthy that they could not
continue to live in them. They also explained that the adjourning roads were full of garbage
and were waterlogged. Consequently, living near and travelling to the construction site was
becoming a serious issue for the workers.
A point of mismanagement is that, in both strikes, the government threatened the laborers
with mass deportation unless they continued working under the same conditions. The
laborers, due to management’s complete disregard, were helpless and utterly dissatisfied.
Though they went back to work but were never able to achieve to the project; their
performance subsequently slacked off, which affected the project construction somehow.
2.2.1.4 PUMPING OF THE CONCRETE AND SCHEDULE DELAYS
The Burj Khalifa is the world’s tallest building, with a staggering height of 828m. Pumping
concrete was the toughest part of the project, and also the most difficult in the construction
history of skyscrapers. Two pumps manufactured by Putzmeister (the largest pumps in the
world) were used in order to supply concrete and to meet the quality requirement of the Burj
Khalifa. The pumps were unified with 150mm of pipeline that was able to supply huge 350
bars of concrete (Aldred, 2010). An adjusted form of concrete was used to accommodate the
pressure required at that height (Skidmore, Owings and Merrill, 2011). The climatic
conditions in Dubai were also a factor that delayed the construction process. Temperature
was one of the significant factors that played an important part in the actual schedule: due to
daytime temperatures as high as 50° Celsius, the concrete work was carried out during the
slightly cooler night-time. Moreover, fluctuating climate conditions made it harder for the
project team to pump concrete. Due to work interferences caused by these natural restrictions,
the project was delayed and exceeded the optimum established time frame.
2.2.2 PROJECT SUCCESS
The project, which took an innovative path and searching new domains in engineering, was
successful in fulfilling the primary goal of Burj Khalifa.
2.2.2.1 WIND ENGINEERING

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Extensive tests, like wind tunnel tests and various other studies, were undertaken (Irwin,
2010). By employing ground data, balloon data and computer simulation, the engineers were
able to construct a robust tower (Kijewski-Correa, et al., 2010). ISO standards were duly met,
adding a marvelous chapter to the success of the project (Irwin, 2013).
2.2.2.2 CONSTRUCTION METHOD TECHNOLOGY
The project used very innovative technology: the walls were constructed using Doka’s SKE
100 automatic self-climbing formwork system (Baker, Korista and Novak, 2007). The nose
column formation was possible due to circular steel forms and floor slabs using MevaDec
panel formwork; the overall process was very high tech and innovative (Baker, Pawlikowski
and Young, 2007).
3. CONCLUSION
The project was a success, considering overall deliverables achieved. According to Al-
Tmeemy, Abdul-Rahman and Harun (2011), the project should not only be measured on
schedule and within the allocated completion costs: there are many other factors to be
considered like
 Quality achieve
 Inventiveness (Engineering)
 Risk Management
Though the project faced multiple issues, it should be noted that the construction of Burj
Khalifa required innovation and a progressive planning approach to fully meet the challenges
posed by this unique, one-of-a-kind project. The economic crisis and the labour strikes came
as a surprise during the preliminary planning for Burj Khalifa. The matter of strikes was very
serious, but the management shied away from disclosing their actual intensity. Some rumors
suggested that workers were dying on the project site during construction. The Human Rights
Watch reported the matter and protested the violation of many human rights that occurred on
the project site. Hence, it is strongly believed that project delay was the result of
management’s failure to resolve employee’s issues and look for a better alternative. The
government imposed crippling sanctions on the recruiting agencies, such as assessing fees

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and seizing passports, and also provided dangerous working conditions that increased the
mortality rate and injuries for the workers.
4. RECOMMENDATIONS
4.1 HUMAN RESOURCE MANAGEMENT
Human resources are critical to a project’s success (Kerzner, 2014). Moreover, the motivation
provided by human resources adds up to employee productivity; this most critical asset can
step up to achieve the organizational goals (Greve, 2013). The Burj Khalifa labour, if it had
been kept motivated, would have worked harder and with full vigour to achieve the expected
standards of quality.
4.2 RISK MANAGEMENT AND PROCUREMENT STRATEGIES
The project team should have been advised to keep management reserves and to carry out
proactive risk management, and then mitigation strategy with contingency planning, in order
to accommodate unforeseen events such as the economic crisis. Project teams could have
made procurement contracts, such as those establishing fixed prices, at the start of the
construction. This would have helped to avoid fluctuation in the market while keeping costs
under control (Bates Jr, 2012).
4.3 STAKEHOLDER MANAGEMENT
The world’s tallest building, the Burj Khalifa naturally had many interested parties that
required to be kept abreast with the latest progress of construction (Dubái, 2012).
Furthermore, public is one of the significant stakeholder; it can be observed that many
rumours were spread by the human rights NGOs, which implied that worker’s fatalities
occurred (Koolhaas, 2011; Omale and Oriye, 2013). These rumors negatively impacted the
project outcomes; hence, it is recommended that stakeholders be managed in a proactive
manner. Moreover, communication concerning project scope should be detailed, so that last-
minute change requests, such as those presented by the Armani Hotel, can be avoided (Parth,
2008).

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BIBLIOGRAPHY
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