STUDENT NAME STUDENT ID

 BALJINDER KAUR  740195

THE PROJECT  BEANT SINGH SRAN  739707
 HARPINDER KAUR  739808
 HARKIRAT KAUR  739836
 HARMANDEEP KAUR  740229
This Photo by Unknown author is licensed under CC
BY.
Burj Al Arab is
321mTall

It is the second tallest hotel of the

world

The building was started in

1994 and was officially launched on
December 1, 1999

The hotel cost US $650 million

To build
It was built in the shape of
an Arabian boat
The Burj Al Arab is built on an Artificial island 280 m out
from Artificial island 280 m out from Jumeirah beach
,Jumeirah beach, It is connected to the mainland by
a private curving bridge private curving bridge
The Burj Al Arab holds only 28 double - storey
floors which accommodate 202 bedroom
suites.
The smallest suite occupies an area of 169 m22 and the
largest covers 780 m and the largest covers 780 m2
The cost of staying in a suite begins at US
$1,000 per night .The Royal Suite is the most
expensive, starting at US$28,000 per night.
Al Muntaha Restaurant (right side)is
located 200 meters above the Persian Gulf
It is supported by a full Cantilever that extends
27 meters from the mast
THE COMPANY
JUMEIRAH HOTELS & RESORTS
THE COMPANY
ARE REGARDED AS AMONGTHE MOST
LUXURIOUS AND &INNOVATIVE
JUMEIRAH HOTELS RESORTS ARE INREGARDED
THE
WORLD ANDHAVE
AS AMONGTHE MOSTWON NUMEROUS
LUXURIOUS AND
INTERNATIONAL
INNOVATIVE IN THE TRAVEL ANDTOURISM
WORLD ANDHAVE WON
AWARDS. THE
NUMEROUS COMPANY TRAVEL
INTERNATIONAL WAS FOUNDED
ANDTOURISM
AWARDS. THE COMPANY
IN 1997 WITH THE AIMWAS FOUNDED A
TO BECOME IN 1997 WITH
THE AIM TO BECOME A HOSPITALITY INDUSTRY
HOSPITALITY INDUSTRY LEADER THROUGH
LEADER THROUGH ESTABLISHING A
ESTABLISHING A WORLDOF
WORLD CLASS PORTFOLIO CLASS
LUXURYPORTFOLIO
HOTELS AND
OF LUXURY
RESORTS. HOTELS
BUILDING ONAND
THIS RESORTS.
SUCCESS,IN 2004
BUILDING ON THIS
JUMEIRAH GROUP SUCCESS,IN
BECAME A MEMBER2004
OF DUBAI
JUMEIRAH
HOLDING- GROUP BECAME
A COLLECTION A MEMBER
OF LEADING DUBAI-
BASED BUSINESSES
OF DUBAI HOLDING- ANDA PROJECTS
COLLECTION OF
LEADING DUBAI-BASED BUSINESSES AND
THE OWNER

MOHAMMED BIN RASHID

AL MAKTOUM ALSO SHEIKHMOHAMMED,
(BORN JULY 22, 1949), IS THE PRIME
MINISTER AND VICE PRESIDENT OF
THE UNITED ARAB EMIRATES (UAE), AND
RULER OF DUBAI.
SHEIKH MOHAMMED OVERSAW THE
DEVELOPMENT OF NUMEROUS PROJECTS
IN DUBAI INCLUDING THE CREATION OF
THE PALM ISLANDS AND THE
LUXURY BURJ AL ARAB HOTEL. HE IS ALSO
PROMOTING THE CONSTRUCTION
OF BURJ KHALIFA, WHICH IS NOW THE
TALLEST STRUCTURE IN THE WORLD
Tom Wright is the architect
and designer of the Burj al
Arab in Dubai, UAE
Tom Wright is British, born
in Croydon a suburb of
London on 18th
September 1957.Educated
at the Royal Russell
School and then Kingston
Polytechnic school of
Architecture. Wright
became a member of the
Royal institute
of British Architects in 1983
and has been in practice
 W.S. Atkins & Partners
Atkins provided project and construction management, concept
andmultidiscipline design services for the hotel.Originally founded
in1938 by Sir William Atkins, Atkins is now one of the top-
rankingconsultant firms in the world. It employs 14,000 permanent
staff.The firm operates through three main categories: transport,
designand engineering solutions, and management and project
services
PROJECT 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
 OBJECTIVES

•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
 OBJECTIVES

•To break even and recoup

the ROI within 3 years of
commissioning

•To create job opportunities

for the local communities
CONCEPT BEHIND DESIGN

The client asked us to design a

building that would become a symbol
for Dubai. Sidney has it's
Opera House and NewYork has the
Statue of Liberty so Dubai would also
have a building that people would
associate with the place
We looked at the other buildings in the world that are symbols
to see what they had in common. We found that they were all
totally
unique in shape and they all have a simple
easily recognizable form. We decided that the test to
determine if a building is symbolic is ifyou can draw it in 5
seconds and every one recognizes it.
Dubai is becoming a world
resort location so the building
had to say holiday, fun and
sophistication all things
associated with yachting.
This mixed with Dubai's
nautical heritage it seemed an
appropriate shape
It took 3 years to complete the island from
total 5 years construction period
Number of piles: 230
Length of piles: 45m
Diameter of piles 1.5m
Depth of lowest basement
under sea is 7m below sea level
carbon
fiber
concrete
fabric
glass
gold
steel
The architectural materials of the hotel consist of only a
few mediums.Outside the exterior facade consists of
50,000m2 of glazed curtain wall of 35,000m2 aluminum
cladding designed by Al Abbar Group. Glass and steel
make up the remaining portions of the exterior.The
Steel structure was clad with 6mm composite
aluminum panels.The design is able to with stand a
wind load of 9kPa and was designed to drain water ateach horizontal
joint. Inside the hotel the materials geteven more expensive than the
outside.The interiorfeatures marble and 24 carrot gold leaf (Burj Al
Arab).Like the exterior, the interior steel structure is also cladwith 6
mm composite aluminum.
Temporary tube piles driven into sea bed
Temporary sheet piles and tie rods driven into sea bed to
support boundary rocks (see figure 1)

Temporary tube piles driven into sea bed

Temporary sheet piles and tie rods driven into sea bed to
support boundary rocks (see figure 1
Permanent boundary rock bunds deposited either side of
sheet piles
Hydraulic fill layers deposited between bunds to
displace sea water and form island (see figure 2 with fill
layers partially complete)
Permanent concrete armor units placed around island
to protect it from the waves
2m diameter 43m deep piles driven through island
and sea bed below to stabilize structure (see figure 3)
Island interior excavated and temporary sheet pile coffer
dam inserted 2m thick concrete plug slab laid at base of
island Reinforced concrete retaining wall built
Basement floors created (see figure 4)
Concrete Armor Units
‡
Designed to reduce the impact of waves
‡
No one in the gulf had ever used these blocksbefore

As the wave hits the water passes inside thespace and turns
around inside. Thus the forceis largely dissipated
Various Stages of Construction
RESOURSES
 Project Manager,
PROJECT HSE Engineer,
HSE ENGINEER HSE Technician,
HSE TECHNICIAN QA/QC
QA/QC Engineer, QA/QC Technician, Accounting
MANAGER &
ENGINEER
Admin Chief, Logistics & Storage, Accounting /
HUMAN Personnel, Camp Supervisor, Purchasing, Finishing
ACCOUNTING
Works&SiteLOGISTICS & Engineers,
Chief, Site ACCOUNTING CAMP
Site Architects,
RESOURCES ADMIN CHIEF STORAGE
Site Technicians, Foremen,AND PERSONAL
Structural WorksSUPERVISOR
Site
Chief, Technical Office Chief, Planning & Cost
Control, Quantity Surveying Engineer, Quantity
Surveying Technician, Design Office Chief, Design
FINISHING SITE ENGINEERS SITE SITE
Office
WORK SITE Architects, Design Office Technicians,
ARCHITECTS Site
TECHNICIANS
CHIEF Surveying Chief, Topographic Engineer,
Topographs, MEP Works Chief, Electrical
STRUCTURAL TECHNICAL
Engineers, PLANNINGMEP
Mechanical Engineers, AND Works
QUANTITY
WORK SITE OFFICE CHIEF COST CONTROL SURVEYING
Technicians
CHIEF ENGINEER
 DESIGN OFFICE DESIGN OFFICE DESIGN OFFICE SITE SURVEYING
CHIEF ARCHITECTS TECHNICIANS CHIEF

HUMAN
RESOURCES TOPOGRAPHIC TOPOGRAPHS MEP WORK CHIEF ELECTRICAL
ENGINEER ENGINEERS

MECHANICAL MEP WORKS PURCHASING FOREMEN

ENGINEERS TECHNICIANS CHIEF

QA/QC QUANTITY
TECHNICIANS SURVEYING
TECHNICIANS
MATERIAL Construction material
equipments and
RESOURSES Construction
tools
MechanicaL materials
and equipment
electrical and plumbing supplies
Security systems
Sanitary appliances
Furniture supplies
Communication systems
special items
Financial
resourses Al Jumerah Group

Financial institutions

Investors
PROJECT 1.Project Charter Approval.
2.Budget estimation completed.
MILESTONES 3.Design Approval.
4.Equipment Installation.
5.Start Working in the site.
6.Finishing Foundation Works.
7.Complete Construction.
8.Completing Finishing works.
9.Equipment removed & Site Clean.
10.Closing Project.
11.Project Ended.
ESTIMATED DURATION
 Cost Estimating is defined as
ESTIMATED developing an approximation of the
COST costs of the resources needed to
complete project activities. It will
allow the organisation 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 organisation of the initial project
budget
PROJECT
RISKS
Even the most carefully planned project can run into
trouble. No matter how well you plan, your project
can always encounter unexpected problems. Team
members get sick or quit, resources that you were
depending on turn out to be unavailable, even the
weather can throw you for a loop
 Technical
risks
•Incomplete Design.
•Inadequate site investigation.
•Uncertainty over the source and
availability of materials.
•Appropriateness of specifications.
•Design faults and problems
 4.Logistical Risks:
•Availability of resources –
particularly construction equipment ,
spare parts, fuel, and labor.
•Availability of sufficient
transportation facilities.

5.Construction Risks:
•Uncertain productivity of resources.
•Weather and seasonal implications.
•Industrial relations problems.
•Failure of structure.
 6.Financial Risks:
•Inflation.
•Availability and fluctuation in foreign
exchange.
•Delay in payments.
•Repatriation of funds.
•Local taxes.
•Economic Crisis.
 7.Political Risks:

•Constraints on the availability and

employment of expatriate staff.
•Customs and import restrictions and
procedures.
•Difficulties in disposing of plant and
equipment.
•Insistence on use of local firms and
agents.
Geographical Risks:

•Location of the site.

•Weather.
•Natural Calamities.
FISHBONE DAIGRAM
PROJECT
APPROACHES

The list below highlights the

summary of all important actions
taken by the team from start to
finish of the project work
PROJECT
APPROACH
ES
PROJECT APPROACHES
PROJECT TEAM:
The project team, popularly identified as “The A
Team”, was constituted in October 2011. It is a
5-member team chosen from different
disciplines and backgrounds. Members come
from countries such as Jordan, Nigeria, India
and Angola. As the team had not worked
together on any project prior to this project, it
was therefore important that the team find a way
of getting to know each other`s strengths and
weaknesses. As a result, each member of the
team had to perform a Belbin Analysis test. The
result of this test was then used as the basis for
assigning roles and responsibilities among team
members as described below:
 WBS
The Work Breakdown Structure is a project
management tool that simplifies the tasks to be
completed in a project, it illustrates the tasks in
accordance to their work packages and the
department which they will fall under, and
in addition to that they will represent any decencies
between separate tasks. The figure above
represents the five main work packages in which
Burj Al Arab project was broken down into, and
each work package held task groups in which tasks
were allocated
WORK PACKAGE
( DESIGN)
WORK PACKAGE
( SUB-STRUCTURE)
WORK
PACKAGE
(STRUCTURE)
WORK
PACKAGE
(FINISH)
WORK
PACKAGE
(SERVICES)
PROJECT FINICIAL FEASIBLITY

•Total investment on the project

$500,000,000
•NUMBER OF ROOMS = 200
•REVENUE
•Average cost for room per night = $4,500
•Income of rooms per night = 202*4500 = 909,000$ per night
•Income of rooms per year = 909,000 * 365= 331,785,000$
per year
•Average occupancy of rooms per year (60%) = 199,071,000
•Running cost for rooms of income (45%) = 89,581,950
•Overheads (15%) = 29,860,650
•Profit is (40%) of income = 79,628,400$
•Income from restaurants and services per day = 33,000$
per day
•Income from restaurants and services per year =
12,045,000$ per year
•Running cost for restaurants and services (45%) =
5,420,250$
•Over heads for restaurants and services (15%) = 1806750$
•Profit for Restaurants and services (40%) = 4,818,000$
RETURN ON INVESTMNT

Profit is 40% of income = 79,628,400$

Profit out of Restaurants and service 40% =
4,818,000$
Annual Total Profit = 84,446,400$ per year
Break even time= 84,446,400$ / 500,000,000$
= 5.92 years
STAKEHOLDER
ANALYSIS

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STAKEHOLDER
ANALYSIS
Stakeholder analysis is the process of assessing a
system and potential changes to it as they relate to
relevant and interested parties. This information is
used to assess how the interests of those
stakeholders should be addressed in a project plan,
policy, program, or other action.

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STAKEHOLDER IDENTITY EXPECTED RESPONSIBILITIES IN THE PROJECT

1. jumeirah beach resort • Project sponsor and owner

• 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 the project team

6. Government of UAE • Planning permit and approval

STAKEHOLDER IDENTITY
8. Health ,safety and environment authority
9. Social, culture and tourism ministry
10. consultants
EXPECTED RESPONSIBILITIES
• Ensuring that construction project complies with relevent
regulations
• Provides advice based on culture and tradition
• Ensures complaint to regulations about tourism and
hospitality industries
• Provides technical expertise

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 , material and equipments to
project site
15. Environment agencies • Ensure that environment laws are adhered to
• Approval of project environment impact assessment

16. Environment activists • Protection of the natural and sipiritual history of the
project environment

17. Banks • Providing project finance

 The Responsibility Matrix is a project
management tool that assigns the
accountability, responsibility,
RESPONSIBILITY consultancy, and information of a task
MATRIX to the different project individuals,
divisions, and groups
The letter “A” represents the accountability of an individual for a
task, which means that if there were any urgent issues and
problems regarding that task the individual indicated, will be
accountable for these issues and problems, and will be expected
to be the decision maker concerning that task. The letter “C”
represents the consultancy of an individual for a task, which
means that the individual indicated to will be consulted about any
decisions in regard to the task indicated. The letter “R” represents
the responsibility of an individual for completing the task indicated.
The letter “I” represents that the individual indicated needs to be
informed about any decisions taken in regard to the task referred
to, as this decision will affect their remaining work and tasks.
COMMUNICATION
PLAN

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Communication is key in project management.
For a successful project execution,
effective communication to all stakeholders is
essential. Many projects fail because of a lack
of communication or an ineffective one. ... In
the project management context this means
the exchange of knowledge, skills and
experience.
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
PROJECT
COMMUNICATION
DELIVERBLES
PROJECT TEAM
COMMUNICATION
DELIVERBLES

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DELIVERBLE INITIATION DEADLINE METHOD ACCOUNTABI TARGET OCCURANCE
LITY