The paper "The Dubai Palm Islands " Is a wonderful example of a Management Case Study. The Dubai Palm Islands are the three largest man-made islands in the world being built on the coast of Dubai, the United Arab Emirates by Nakheel Properties private developer. The islands are the Palm Jumeirah, the Palm Jebel Ali and the Palm Deira with a design that will see them constructed in the shape of a palm tree, consisting of a trunk and a crown with fronds topped with a crescent island that acts as a breakwater.
Their development is to comprise luxury hotels, residential villas, shopping malls, shoreline apartments, water theme parks, leisure and entertainment centers which should maintain Dubai as a premium tourist destination in the world. According to the Fashion Station (2009) Jan De Nul Company and Van Oord Company, upon completion these islands will add at least 520 kilometers of beaches to the city of Dubai while comprising of well over 1. 5 billion cubic meters of rock and sand underlying at least 100 luxury hotels and exclusive residential beachside villas.
These specifications no doubt make these Dubai Palm Islands a real beauty; in fact, they have already been dubbed the ‘ eighth wonder of the world’ . With this kind of design and expectations therefore, the project requires a superb, state-of-the-art project management approach that will not disappoint. According to Foster (2004), a technologist at Core Tech Consulting Group, Inc, anywhere between 25- 40% of developmental projects are canceled, lose steam or are put on hold within the first 18- 24 months with excuses ranging from lack of funds to changes in of organizational structure.
The better explanation for this apparent prevalence of project abortion actually is poor preparation and management of these projects. In a word; the difference between successful initiation, running and eventually completion of projects undertaken in (or by) different firms lies squarely in the method of project management approach employed. It is therefore desirable that adequate investment is done in project management before projects are undertaken to guarantee anticipation of their successful completion (David 2006). Employing a project management approach when undertaking projects aimed at introducing change proves so reliable and beneficial to organizations yielding tangible benefits to the organization almost as much as it does to the community in which the project is to be undertaken.
These benefits permeate the whole lifeline of the project and in some instances outlive the company’ s intended benefits to the society. Straight from the inception of the project through its execution to its completion, tangible benefits afforded by the employment of a project management approach in undertaking them can be traced. This paper discusses these benefits while examining key strategic considerations likely to be encountered when planning and undertaking major projects skewing towards the Dubai Palm Project as the primary case study. There are different project management approaches postulated by different authorities in this field.
They range from approaches that take a specific interest in resources available (Critical Chain Project Management (CCM) approach) to those that focus on identifying and managing events and event chains throughout the project (Event Chain Methodology approach): from those that detail procedures to coordinate people and activities in a project (PRINCE2) to those that consider the project as made of a series of relatively small tasks conceived and executed as the situation demands rather than a completely pre-planned process (Process-based Project Management approach) (Young-Hoon 2005).
The importance of using these project management approaches to institute changes and the benefits attributable to them are discussed under four general project development stages common to all project management approaches.
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