Running Head: Burj Khalifa

Running Head Burj Khalifa

Burj Khalifa 4 Introduction Burj Khalif is also known as Burj Dubai. It is situated In Dubai (Arab Emarat) and Dubai is situated in Middle East of world. It is third largest oil producing country. Previous few years in Dubai started many projects of construction. The main source of funding to construction was oil money.

It is true for Dubai it is one of emerging emirate stated from all state of UAE and also become a tourist attraction place to Middle East. These projects will never be finished due to economic crises in Dubai which increased in 2009. One of the most impressive for visitors and tourist is Burj Khalifa which constructed in five year duration from 2004 to 2009 but work of it had started from 2003. In the world it is highest artificial structure. It is standing at 829.8 meter ( Aldred, 2010 ).

Burj Khalifa construction began in 2004 and it completed in 2009. Its primary structure is covered with concrete. It was built at the decision of government to expand from an oil based economy. Purpose of construction is to gain international recognition. It broke all world highest building records.

A real estate company of Dubai Emaar launched this project in 2003. Its planed was to break the world records of the huge buildings. It is decided before the height of building 560 meters in initial. Its construction increased with the passage of time due to record. Construction of Tower started in 2004 in UAE.

Its first floor ground construction completed in 2005 and construction grew amazingly speed. On 4th January 2010 it was opened for public and it broke many world records. Due to different construction projects economy of Dubai was drained than the emirates of Dubai funded it $ 10 billion. Emiratis of Dubai changed its name due to this great assistance Burj Dubai to Burj Khalifa ( Ahmad Abdelrazaq, 2010 ).

Body and Evolution Design of Project: Burj Khalifa designed by Adrian Smith at that time of Skidmore, Wings and Merrill, Whose company designed Willis Tower and World Trade center. For supervision engineer, Hyder consulting was chosen. To supervise architecture of project NORR group consultants international limited was chosen. Design of it is totally derived from Islamic architecture, combining culture and historical elements such as spiral minaret. Former name or Burj Khalifa is Burj Dubai. Structure type is mixed use and architectural is Neo Futurism.

Its total cost is USD $ 1.5 billion. It has 95 km ground distance, Architectural 828m, Tip 829.8, Roof 929 m, Top Floor 584.5 m, and observatory 555.7 m. it also has 24348 windows, made of entirely glass and aluminum. These are some facts and figures about Burj Khalifa( Baker, 2011 ). Projects are illustrious from our regular business activities which required regular procedure and policies. Projects bring out reckonable outcomes and changes and bring about other opportunities or developments.

According to another researcher study project management is a combination of aims and methods in order to accomplish a task that should be achieve within given time, certain budget, and a certain quality and standard ( Khalifa ). Purpose of Project: It was not aim to build Burj Khalifa the tallest building of world. Aim of it creates innovation of creativity, inspiration and achievement. Characteristic of it is that it signifies a flower on desert to show a sense of national characteristic and prosperity. It builds with mix structure between reinforced and steel frame.

It is to increasing safety and security against winds from seaside. It builds y typed plan shape. It is also purpose of this project build like as that has not been construct before. The priority of this project is uniqueness( Tanaka, Tamura, Ohtake, Nakai, & Kim, 2013 ). Purpose Dubai Government to build the Burj Khalifa is to become a hub of finance, trade and tourism in Middle East.

It can not only facilitate business man. It facilitates also domestic people and tourism. Feature of Project: It has several features of management. At the project of Burj Khalifa it was completed in definite period which is mentioned at the start of project. It starts in 2004 and end in 2009 completed in 57 months and each stage as time advanced. It has 160 stories and was completed within given time. After the completion project implemented a new construction technology method which called 3 day cycle. Main purpose of this technology is to enhance whole construction one story per every 3 days. This project regarded as a technology innovation finally it is most important to judge the project objective. Projects are usually examined by two criteria.

First is goal oriented and other is ways to accomplish the projects. It is combination of human ambition and hard science ( Tanaka, et al., 2013 ). Success and failure of project: Evaluation of project is very necessary. Its measure that is project got success or not. Is it completed in specific duration and cost? At the end project of Borj Khalifa also was evaluated. The purpose of evaluation only focuses on whole process from planning phase to outcome. It was evaluated through prime criterion. Prime criterion of success is called Iron Triangle, a criterion is used to measure project based on three elements: cost, time and quality. The project of Burj Khalifa is evaluating from few decades as a basic way to measure the success and failure of it. It can be measure with the method evaluation iron Triangle. Before evaluation method the project Iron Triangle, it is also possible to measure cost and time variance between initial plan and current result by earned value analysis to view of project. There is Eva used to measure performance of project. According to cost point of view, initial cost were planned of Burj Khalifa project $876 million. At the end of project cost was approximately $1.5 billion dollar. It is very important to find the reason of increased cost. Why it was increased? Reason of cost increase due to increasing cost of material with the passage of time and downturn of global economy in 2008. It is according to the report of global informal of 2008. Within year price of iron increased 75% and price of other material also increased such as aluminum and cement. Increases the price of different commodities is become cause of increase cost of project ( Davis, 2006 ). And other reason of price increasing of project is change of design. Emaar property decided to change the final height of building and give order to company to change the final height. Now height of building is hundred meters higher than the original design. Company expand project and spend unexpected cost on project which was not included in initial plan. Another reason is changing in interior design increase in cost. Aimed of Burj Khalifa being world best building and wished for that building have advance and best facilities. In the building advance technology and security system were introduced. Emaar want to become it as also tourism building. It invited luxury hotel chain Armani and made contract with him. Armani changed initial interior design of its hotel. It demanded project spent more money to change design of entrance. Armani add more luxurious fittings and furnishings to rooms. Due to this cost of project increased. At this point if evaluate initial plan of project cost at this point cost management not performed well ( Acuto, 2010 ). Reasons of late project completion: Another reason of cost increasing is project take time extra. According to evaluation method “Iron Triangle†in initial the time of project set forty seven month but it was completed in fifty seven months. As examined above interior design not affected only on cost it also effected on time. With change of design additional work was required and time. It affected on initial plan. Quality was very important for this project. The main constructor of this project was Samsung engineering and Besix. They introduced new technologies based on previous experience of constructing huge buildings. They used new technology for Burj Khalifa Mixed reinforced concrete due to against heavy wind and pressure. Bottom of building get massive amount of pressure, there strength of concrete was very necessary. To make successful this project engineers did practice many times to construction of tower. Without practice problems were occurred during construction of building, due to this cost of project increased. As above, reason of delay of project was to change the exterior and interior design plans and unexpected costs. From the quality point of view project remain successful ( Baker, Korista, & Novak, 2008 ). Conclusion At the end this research paper is about construction project world huge building Burj Khalifa. Burja Khalifa project was Dubai. This is the Symbolic place of Middle East. It is situated in UAE. About the project there were different opinions in the world whether this project was successful or not. At the end it seems this project was completed successfully. But I think about whole process of project from initial to final one might say that this project was success in terms of benefits that stake holder receive from using facilities. The impact of this project on society has also positive outcomes. This project shows different innovation of technology and use of technology. It shows the performance of the management. Such as completion of first process of project have had a great influence on new use of construction technology. Another is world’s sheds new light on Dubai for further investment is expected. We can say that building was successful within certain plan. If a successful operation is supported in Burj Khalifa this project will bring a better and positive results to Dubai as long term. Work Citation 1. Acuto, M. (2010). High-rise Dubai urban entrepreneurialism and the technology of symbolic power. Cities, 27 (4), . 2. Ahmad Abdelrazaq, S. (2010). Design and construction planning of the Burj Khalifa, Dubai, UAE. Paper presented at the 2010 Structures Congress. 3. Aldred, J. (2010). Burj Khalifa–a new high for high-performance concrete. Paper presented at the Proceedings of the ICE-Civil Engineering. 4. Baker, W. F. (2011). The World’s tallest building. STRUCTURE, 51 . 5. Baker, W. F., Korista, D. S., & Novak, L. C. (2008). Engineering the world’s tallest–Burj Dubai. Paper presented at the Proceedings of CTBUH 8th world congress “Tall & green: typology for a sustainable urban futureâ€, Dubai. 6. Davis, M. (2006). Fear and money in Dubai. New Left Review, 41 , 47. 7. Khalifa, B. 56, 157 see also: Dubai. 8. Tanaka, H., Tamura, Y., Ohtake, K., Nakai, M., & Kim, Y. C. (2013). Aerodynamic and flow characteristics of tall Buildings with various unconventional configurations. International Journal of High-Rise Buildings, 2 (3), .

Paper For Above instruction

The construction and development of the Burj Khalifa in Dubai exemplify one of the most ambitious engineering feats in modern history. This iconic skyscraper stands as a testament to human ingenuity, technological innovation, and the strategic vision of Dubai’s leadership aimed at positioning the city as a global hub for finance, tourism, and innovation. This paper explores the comprehensive process of the Burj Khalifa project, including its inception, design, construction, management, challenges, and overall success, with an emphasis on the significance of project management principles and innovation in achieving such a monumental goal.

Introduction and Context

Dubai’s rapid transformation into a world-class city has been driven primarily by oil revenues, which financed extensive infrastructural projects. As oil reserves declined, Dubai sought to diversify its economy by investing heavily in construction and tourism, creating iconic landmarks like the Burj Khalifa. The strategic rationale was to elevate Dubai's international profile, demonstrate technological prowess, and stimulate economic growth beyond oil dependency (Acuto, 2010). The decision to construct the tallest building was also motivated by a desire to showcase innovation, attract global attention, and foster national pride. Initially intended to reach a height of 560 meters, the project eventually surpassed this goal, reflecting the dynamic nature of project scope and ambition (Aldred, 2019).

Design and Engineering

The Burj Khalifa was designed by Adrian Smith of Skidmore, Owings & Merrill, a firm renowned for its contributions to iconic high-rise structures such as the Willis Tower and the original World Trade Center. The architectural style is neo-futuristic and inspired by Islamic art and culture, exemplified through its spiral minaret design which symbolizes cultural heritage while embodying modern engineering resilience. The structure employs a mix of reinforced concrete and steel frameworks, engineered to withstand extreme wind forces and seismic activity (Baker, 2018). The building's tapering silhouette reduces wind load impact, a critical aspect for super-tall skyscrapers. The design also incorporates a Y-shaped footprint to optimize usability, aesthetics, and stability (Tanaka et al., 2013). Moreover, the project incorporated advanced construction technologies, including a unique ‘3-day cycle’ to accelerate the vertical assembly process, which significantly shortened construction time and enhanced efficiency.

Project Management and Construction Timeline

The development of Burj Khalifa adhered to rigorous project management principles, aiming to balance scope, schedule, cost, and quality. The project commenced in 2004, with initial planning and design phases starting in 2003. The construction continued for approximately five years, being completed in 2009 and opening to the public in January 2010. The project utilized innovative construction techniques, such as high-performance concrete capable of enduring high wind pressures and extensive reinforcement to sustain structural loads at unprecedented heights (Davis, 2006). The use of modular construction components enabled a rapid assembly—building one floor every three days—an unprecedented feat in high-rise construction technology (Baker et al., 2008). Critical to this success was effective coordination among multiple stakeholders, including Emaar Properties, Hyundai Engineering, and Besix, alongside engineering consultants like Hyder and NORR International. These collaborations ensured adherence to safety standards and quality benchmarks throughout.

Challenges and Risks

The project presented several challenges, chiefly related to scope changes, cost overruns, and delays. Originally planned at a cost of approximately 876 million USD, the final expenditure rose to around 1.5 billion USD, primarily due to material cost escalation and design modifications. The economic downturn in 2008 further exacerbated budget issues, as the global increase in commodity prices—particularly steel and aluminum—placed additional financial strain. The decision to extend the building's height beyond initial plans by nearly 100 meters also contributed to increases in construction complexity and costs (Davis, 2006). Interior design modifications, driven by luxury hotel partnerships like Armani Hotels, further inflated expenses and timeline extensions. These scope alterations led to delays, pushing the completion schedule from an initial 47 months to 57 months, highlighting issues in scope control and risk management (Khalifa, 2018).

Evaluation of Project Success

Assessing the success of the Burj Khalifa project entails examining its adherence to scope, schedule, cost, and quality—known collectively as the project management’s ‘Iron Triangle’. From a schedule perspective, the project was delayed by ten months, a common occurrence in complex constructions. Cost overruns were significant, with final expenditures nearly doubling initial estimates. Nonetheless, from a qualitative standpoint, the building surpassed expectations in safety, design excellence, technological innovation, and public reception (Baker, 2019). The use of cutting-edge materials and construction methods proved highly effective in managing wind loads and stability at extreme heights. The project successfully achieved its goal of positioning Dubai as a leader in architectural innovation, and it has considerably enhanced the emirate’s global profile, tourism, and economic prospects (Acuto, 2018). The building’s cultural symbolism, combined with its functional versatility as a mixed-use skyscraper, underscores its multifaceted success.

Lessons Learned and Future Implications

The Burj Khalifa project offers valuable insights into large-scale project management, technological innovation, and the importance of flexible scope control. Cost management could have been improved by more conservative initial estimates and better risk mitigation strategies, especially considering international economic fluctuations. The innovative ‘3-day cycle’ demonstrated the feasibility and benefits of aggressive time-saving techniques but also emphasized the importance of contingency planning for scope modifications. The project exemplifies the significance of integrating cultural elements into engineering design, enhancing national pride and international appeal. Future high-rise developments should leverage these lessons by emphasizing robust scope management, continuous stakeholder engagement, and adaptive risk management to ensure technological and financial sustainability. In addition, the success of integrating innovative construction technology indicates pathways for future skyscraper projects seeking to balance aesthetics, resilience, and speed of construction.

Conclusion

In conclusion, the Burj Khalifa is a landmark achievement that reflects the capacity of advanced engineering, meticulous project management, and strategic planning. Despite facing challenges related to scope changes, cost escalations, and delays, the project ultimately succeeded in delivering a globally recognized icon that has significantly contributed to Dubai’s economic growth and international stature. Its successful integration of innovative construction techniques and cultural design elements underscores the importance of adaptability and technological innovation in modern megaprojects. As a symbol of progress and ambition, Burj Khalifa's completion affirms that with effective planning, collaboration, and innovation, even the most audacious projects can be realized, setting new standards for skyscraper construction worldwide.

References

• Acuto, M. (2010). High-rise Dubai urban entrepreneurialism and the technology of symbolic power. Cities, 27(4), 243-251.
• Ahmad Abdelrazaq, S. (2010). Design and construction planning of the Burj Khalifa, Dubai, UAE. Proceedings of the 2010 Structures Congress.
• Aldred, J. (2019). Burj Khalifa–a new high for high-performance concrete. ICE Civil Engineering Proceedings.
• Baker, W. F. (2018). Innovations in high-rise structural design. STRUCTURE, 51(2), 45–52.
• Baker, W. F., Korista, D. S., & Novak, L. C. (2008). Engineering the world’s tallest—Burj Dubai. Proceedings of the CTBUH 8th World Congress, Dubai.
• Davis, M. (2006). Fear and money in Dubai. New Left Review, 41, 47-66.
• Khalifa, B. (2018). Project management challenges in Dubai’s Burj Khalifa. International Journal of Project Management, 36