The paper "Burj Khalifa Project Management" is an outstanding example of a management case study. Burj Khalifa is the tallest skyscraper in the world. This building, which was originally called the Burj Dubai, is located in Dubai, United Arab Emirates. Its construction took six years from 2004 to 2009 and was inaugurated on 4 January 2010 (Bianchi & Critchlow, 2010). This 828-metre tall, reinforced concrete tower structure has 280,000m2 of area. The primary contractor of the building was the Samsung C& T of South Korea. The project management of the tower was handled by Emaar Company based in the United Arab Emirates.
The architectural and structural design of the tower was performed by Adrian Smith and his team based at Chicago office of Skidmore, Owings and Merrill. The management of the venture was given to the Turner Construction Company, which is one of the largest construction companies in the United States with subsidiaries in Germany (Turner Construction Company, 2010). The total cost of completion of the building amounted to $1.5 billion and it took 22 million man-hours (Springer, 2010). According to Bianchi and Critchlow (2010), the construction of this tower was based on Emaar’ s corporate vision of offering a high-value luxury multi-use living space.
The building was meant for multiple uses and it contains business, residential and entertainment facilities. Burj Khalifa has a Y” shaped floor which provides high performance and maximizes the view of the Persian Gulf. It has an observation point on the 124th floor which is open for the public view for an interval of 30 minutes. Further, it has a four-story fitness club, a fine dining restaurant, 160 guest rooms and suites, 37 office floors and 144 private residences.
In addition, it has 6 water features, four pools, an 11-hectare park and a 3000-car garage. The tower has access to the carefully planned downtown, Dubai, that provides more amenities and value to people investing in Burj Khalifa (The Burj Khalifa, 2010). Burj Khalifa is undoubtedly a symbol of success. Its factors of success reside within the value that was created by its completion as well as the value-added by stakeholders with an interest in the project (Burj Khalifa, 2010).
To start with, the success of this project rests on the fame of the tower as the tallest building in the world. After its inauguration, people from all over the world flocked to Dubai to take a glimpse of this record-breaking structure. This raised the popularity of Dubai to new heights, which led to an influx of dollars through investments and tourism. Further, value is given to the visitors and occupants of the building through its supreme luxurious dining, entertainment and parks. Also, visitors and occupants have access to amazing service amenities and a thriving and desirable downtown Dubai destination (Burj Khalifa, 2010).
Thus, Emaar enjoys success in the completion of the project, achievement of the set objectives in line with its corporate vision and most significantly, the realisation of financial profits from the venture. Though there were unfavourable issues with regard to the construction and completion of the project, this did not adversely affect the set goals. Burj Khalifa was constructed at a time when the world was suffering from the financial crisis and Dubai was heavily indebted. Consequently, Emaar was adversely affected and hence, missed the deadline for completion of the project.
In addition, cases of abuse of workers were reported, with allegations about low pay, poor housing conditions for workers and lack of support for workers with essential human needs such as means of transport (Migrant Rights, 2011).