2019

ADVANCED PROJECT
MANAGEMENT ASSIGNMENT

Mrs.Nadeensha Hameed
Project : Burj Al Arab
Jumeirah
5/15/2019
 Declaration

I Ms. ________________ hereby declare that the assignment of level - 6 Advanced Project
Management on ''Burj Al Arab Jumeirah'' submitted to Association of Business Executives
university ,UK in partial fulfilment of the requirement for the award of DIPLOMA OF
BUSINESS ADMINISTRATION is a record of original assignment except for source material
explicitly acknowledged.

I also acknowledge that I am aware of university policy and regulations on honesty in academic
work, and of the discipline guidelines and procedures applicable to breaches of such policy and
regulations , as contained in university website.

date:

Signature

Ms. ________________

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 ACKNOWLEDGEMENT

I take this opportunity to express my profound gratitude and deep regards to my guide Professor
Dr. __________ for his/her exemplary guidance, monitoring , cordial support, valuable
information and constant encouragement which helped me in completing this task through
various stages. The blessing, help and guidance given by him/her time to time shall carry me a
long way in the journey of life on which I am about to embark.

I am obliged to staff members of Aptech Institute, Riyadh, for the valuable information provided
by them in their respective fields. I am grateful for their cooperation during the period of my
assignment.

Lastly, I thank almighty, my parents and friends for their constant encouragement without which
this assignment would not be possible.

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Contents
DECLARATION ........................................................................................................................................... 2

ACKNOWLEDGEMENT .............................................................................................................................. 3

INTRODUCTION ............................................................................................................................................ 6

TASK ONE (1004 WORDS) ............................................................................................................................ 7

1. THIRD PARTY CONTRACTING APPROACH ......................................................................................... 7

A. COST BREAKDOWN STRUCTURE ................................................................................................................. 7

2. PESTLE .................................................................................................................................................... 8

A. POLITICAL ............................................................................................................................................... 8
B. ECONOMIC ........................................................................................................................................... 8
C. SOCIAL ...................................................................................................................................................... 9
D. TECHNOLOGICAL ................................................................................................................................ 9
E. LEGAL ........................................................................................................................................................ 9
F. ENVIRONMENTAL................................................................................................................................... 9

TASK 2(695 WORDS) .................................................................................................................................. 11

1. MACGREGOR: THEORY X AND THEORY Y EMPLOYEES.................................................................. 11

2. VIRTUAL TEAM AND PHYSICAL PROJECT TEAM ............................................................................... 12

TASK THREE (1171 WORDS) ....................................................................................................................... 14

1. IMPORTANCE TO SCRUTINISE WHETHER OR NOT THE PROJECT IS MAKING A POSITIVE

CONTRIBUTION TOWARDS ACHIEVEMENT OF THE ORGANISATION’S BUSINESS STRATEGY. ............... 14

2. RISK MANAGEMENT ........................................................................................................................... 15

1. BURJ AL ARAB HOTEL FISH BONE DIAGRAM FOR RISK EVALUATION ...... ERROR! BOOKMARK NOT
DEFINED.
2. RISK IMPACT/ PROBABLITY MATRIX ................................................................................................. 16
3. RISK ANALYSIS TABLE FOR BURJ AL ARAB PROJECT .................................................................... 18

TASK FOUR (786 WORDS) .......................................................................................................................... 20

1. JOINT VENTURE PARTNERSHIP .................................................................................................... 20

1. ROLES AND RESPONSIBILITY ................................................................................................... 20

2. SHARED RESOURCES ................................................................................................................ 21
3. SHARED VISION ......................................................................................................................... 22
4. SHARED MISSION ...................................................................................................................... 22
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5. COMMUNICATION METHODS ................................................................................................ 22

6. MUTUAL BENEFITS ...................................................................................................................... 22
BIBLIOGRAPHY ........................................................................................................................................... 23

Table of Figures

Figure 1 Burj Al Arab Jumeirah .................................................................................................... 6

Figure 2 Number Plate with Burj Al Arab Symbol ...................................................................... 8
Figure 3 Virtual Project Team .................................................................................................... 12
Figure 4 Al Habtoor Engineering Logo ..................................................................................... 20
Figure 6 Murray and Roberts Logo ........................................................................................... 21
Figure 7 Fletcher Construction Logo ........................................................................................ 21

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INTRODUCTION

Figure 1 Burj Al Arab Jumeirah

Jumeirah Hotels & Resorts is one among the most luxurious and innovative in the world and
have won numerous international travel and tourism awards. The company was founded in 1997
with the aim to become a world class portfolio of luxury hotels and resorts. This belongs to the
hospitality and tourism sector.
The Jumeirah Group is majority - owned by Mohammed bin Rashid Al Maktoum. The CEO of
Jumeirah group is José Silva. Jumeirah Restaurants LLC, Jumeirah Beach Hotel LLC and
Madinat Jumeirah are their subsidiaries.

The company currently operates 22 hotels in eight countries such as Kuwait, Maldives,
Shanghai, Germany, Mallorca, London and Dubai. Some are:

 Jumeirah Vittaveli - Maldives

 Jumeirah Himalayas Hotel - Shanghai
 Jumeirah Frankfurt - Germany

Monarch Casino & Resort, Hyatt Hotels, InvitedHome and Historic Sussex Hotels are their
Competitors

OUTLINE OF THE PROJECT

Burj Al Arab Jumeirah is a distinctive sail-shaped silhouette which is more than just a
stunning hotel, it is a simple of modern Dubai and third tallest hotel in the world. It is located
on an artificial island and built 280m offshore. The hotel's design and construction were done
by Rick Gregory. It took almost six years to build due to its complex design structure which
has 28 double story floors which hold 202 suites of which three floors are below ground.

This magnificent destination offers guest the finest service right and experiences throughout -
right down to an optional chauffeur- driven Rolls-Royce, helicopter trips from an iconic
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helipad, private beach access, luxury leisure on a breath-taking terrace with pools and
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cabanas as well as best dining venues. Imaginative and Exhilarating experiences and
generous service are their strategies to support guests individual desires and aspirations.
 TASK ONE (1004 words)

1. THIRD PARTY CONTRACTING APPROACH

Project Scope:
This is a fixed price contract.
Contractor commitment estimate is $500,000,000.
Construction must be completed by 31st Dec, 2013

Project management consulted with the following companies /professions/roles during the period
of the project:

DSE Engineering Group - Mechanical, Electrical and Plumbing Designs

Speirs and Major Associates - Exterior Electrical Designs
Habtoor Leighton Group - Construction
Murray and Roberts- Construction
Head Architect - Tom Wright
Head Aerodynamicist - Volker Buttgeret
Head Structural Engineer - Anthony McCarter
Head Interior Designer - Khuan Chew from KCA International

All HVAC (heating, ventilation and air conditioning), landscaping, finish work, including inside
and exterior doors, interior and exterior cabinetry and doors and door and cabinetry hardware,
bathroom fixtures, kitchen appliances, counter tops, backsplash material, garage finish work,
flooring and cladding as per the contractors detailed plans and specifications.

Contractor has included a lighting allowance. All lighting requirements that exceed the
allowance will require submittal of change request to the contractor.

They ensured all of the articles in the contract are registered in the lawyer office.

a. COST BREAKDOWN STRUCTURE

The Cost break down structure is a project management tool for the estimation of the costs
involved in a project, Burj Al Arab project is considered a complete construction project which
means it involves many labors, materials, equipment, and resources. In the case of human
resource it gives a detail view of various labor involved in the different tasks, number of hours
worked by the labor and cost to be paid to the workers in the project. It shows information about
the contractors and subcontractors about their cost that needs to be paid. It is helpful in finding
the cost of individual packages as well the cost of individual tasks of work in a package.

The closing out of the project involves the following tasks to be dealt with by the project team
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and the contractors.

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  The continuation to monitor the project after delivery to ensure the return of the project
retention.
 The beginning and signing of the maintenance and guarantee contract.
 The finalisation of all documents and records of the project and placing them in the
project archive.
In order to have such a magnificent project delivered to required standard, it is important that the
contracted project management company is one reputed for its application to detail of all the
project management principles, so that the Client`s demand of an iconic building is not only
satisfied but also delivered on time and within budget.

2. PESTLE

a. POLITICAL
The planning permit and approval for the Mega project should be sanctioned by the
government of UAE. The Culture and Tourism Ministry gave a great support on the
project

Meanwhile the government opposition leaders came up with constructive criticism of

the project, During the designing stage, the world was told that it was built to
resemble a sail, but critics are claiming that Wright designed the cross after he had a
dream to have a Christian influence in a Muslim country. In the year 2001, Dubai
introduced the 4th series number plate. It has the Burj al Arab symbol, due to
conspiracy theories and controversies surrounding Burj Al Arab’s resemblance to the
Christian cross, the Burj Al Arab symbol was removed without any explanation in the
year 2004.

Figure 2 Number Plate with Burj Al Arab Symbol

b. ECONOMIC
Due to the variances that the economical world crisis caused at that time. A group of
subcontractors went bankrupt which caused a delay in delivery of resources, and
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delay of works during the construction phase.

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c. SOCIAL
 Burj Al Arab Jumeirah, has been awarded the global title ‘Best Social Media
Presence by an Individual Hotel, Property or Resort’ by Skift, the world’s
largest travel intelligence and marketing platform.
 Burj Al Arab Jumeirah also committed to a yearlong partnership with
#MyDubai, a campaign initiated by the Crown Prince of Dubai, HH Sheikh
Hamdan. The campaign invited residents and visitors to hashtag their social
media images #MyDubai to create ‘the world’s first autobiography of a city’.

d. TECHNOLOGICAL
The Internet and IT software solutions industries in the Gulf region was rapidly
increasing at that time.

The first phase of construction would address the complexity of the building
construction and take advantage of a three-month lead.

The project used this time for value engineering and development of innovative
methods for accomplishing the unique tasks. The rear-braced frame was completely
redesigned from lattice girder construction to box girders. This made the building
much easier to build (Al Habtoor).

Proper communication between different divisions, especially the designer and

implementers were ensured by adopting suitable technology.

e. LEGAL
Health And Safety

 It is legally required to have a capable health and safety plan and implemented
procedures. The Burj Al Arab Health and Safety documentation include all
minor and major characteristics of a construction project. There is an efficient
accident reporting method to record all problems and issues with the project in
regard to health and safety.
 Thus an employee can claim for benefits in the future for any workplace
accidents and also to carry out safety assessment on the finished artificial
island.
 Employers ensured that they satisfy all legal reporting requirements for
employees and non-employees, and take measures to monitor accidents.

Ensured the Project is adhered to the Environmental laws.

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f. ENVIRONMENTAL
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For approval of the project, Environment impact assessment is important.

 Dubai’s Geographic location subjects the hotel to severe weather conditions
including strong winds and occasional violent thunderstorms. Dubai itself is
not located in an earthquake intensive zone. However, southern Iran which is
subjected to moderate earthquake risk and in turn could create tremors in
Dubai if a seismic event were to occur in Iran. Analysis were done with
respect to building response under wind loads, Ingenious hanging weight were
installed at variable places - when wind blows, 5 ton weight will swing and
damp down the vibrations to safety limits.
 Island is protected by concrete honeycomb shape solid blocks designed to
reduce the impact of waves.

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 TASK 2 (695 words)

1. MACGREGOR: THEORY X AND THEORY Y EMPLOYEES

The role of Rick Gregory, project manager is an incredible one throughout the project. to
understand whether Rick Gregory was dealing with Theory Y or Theory X ,detailed analysis
of complexity of construction work is required.
 Burj Al Arab was one among the most complex from the inside and outside and
challenging building in history of engineering, first skyscraper. First of all, it was built
on an artificial island which took almost 3 years, installed concrete armour that can
protect the island from wave erosion.
 By using physics laws, architects came with the idea of building huge steel trusses
outside the building to hold the building firm against high winds and earthquakes.
 Likewise, the issue with electric load were each suite required 14 kilowatts, 8 times
the load on of a European suite. Thus manager face a lot of challenges in every phase
of project. Rick Gregory adopted strategic processes and implemented in each phase
(to mitigate risk around the phases). And Interface Management method was used.

From these above mentioned risk, it is well defined that the employees required detailed
supervision since these project is a new complex project and the labourers’ may not be aware
of how to handle the task and regarding construction site risks. So they would need extreme
supervision and guidance apart from the motivation, incentives and perks. These
characteristic make the employees fall in theory X category, especially bottom level
employees. Meanwhile top level employees may have a detailed idea of the concept of
project, adopting less supervision, falling in to Theory Y employees.

Thus, the manager had to deal with Theory X and Y employees throughout the project.

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2. VIRTUAL TEAM AND PHYSICAL PROJECT TEAM

Figure 3 Virtual Project Team

Krill & Juell identify virtual teams as “A virtual project is a collaborative effort towards a
specific goal or accomplishment which is based on ‘collective yet remote’ performance.”

Virtual project teams are successful because the leaders and members put forth the extra effort to
overcome communication barriers. The project budget will determine how much travel can be
supported.

Virtual team can be a more effective approach for the successful delivery of project by:

 Meeting the project team members in person at the beginning of the project.
 Otherwise use web conferencing technology to have a virtual meeting and put faces to
names.
 Bring key team members on site for project workshops.
 Virtual teams need cloud- based collaboration solutions.
Adopting an online collaboration platform that allows you to keep all project
documentation in one location, and that centralizes comments, approvals and revisions in
a common repository. When teams can access documents from a shared space, it
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simplifies document management and authorized team members get to the right
information when they need it. An example is Dropbox.
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  Making the plan transparent leads to better communication, lower administrative burden,
and improved project outcomes

On the other hand geographically dispersed communication does not contain close physical
proximity, frequency of interaction, and breadth and depth of physical cues through non-verbal
communication as compared to face to face teams.

Virtual teams are characterised by demerits like

 slow feedback
 lack emotions
 Lack visual and audio contact.
 The team task is so highly structured that coordination by team members is very difficult
in virtual teams in comparison to face to face teams.

Meanwhile the face to face groups did experience greater perceived interaction quality because
of the opportunity to utilize

 increased verbal, non-verbal and back channelizing cues to promote efficient turn taking
 Immediate feedback and confirmation of conceptual consensus as compared to the
videoconferencing.

Virtual teams face more complexity, invisibility and restricted communication than face to face
teams due to the nature of tasks, culture, language and diversity that may lead to
miscommunications, misinterpretations or distortions.

Taking these to account, Rick Gregory, project manager opted both virtual team and physical
team for the Burj Al Arab project. The top level employees followed a virtual project team and
the bottom level supported by physical project team where more supervision was required. This
enhanced the rewards of better communication and fewer misunderstandings.

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 TASK THREE (1171 words)

1. Importance to scrutinise whether or not the project is making a

positive contribution towards achievement of the organisation’s
business strategy.
The scrutineer’s job is to be an extra pair of eyes for the project managers. Scrutineers will
randomly and regularly check and examine works and materials closely and thoroughly
throughout the project to ensure that the agreed benchmark standards are being delivered and that
specifications are met.

The importance of Scrutinising is outlined below:

a) Scrutinise the contract documents to ensure that all amendments are incorporated into the
drawings, specifications and bill of quantities held at site.
Risks or chances not identified in the contract agreement could lead to an increased
financial risk to the contractor. However, it is the content of the contract, detailing the
risks and chances that should be scrutinised more thoroughly
b) Scrutinise the contractors plan of work, the mobilization plan, the construction procedure
and the quantity control measures to ensure that they are in order
c) Scrutinise the pre-work preparation of work to ensure a smooth start of construction
activities.
For instance, Nicholas experimented with pioneering concrete blocks- specially designed
to reduce impact of waves. Testing were done to ensure island was safe. Three weeks of
testing came up with positive results.
As wave hit the block, water pass inside and turn around in itself and hence force is
dissipated and hence battle for secure island is won.
d) Scrutinise the work programmes to ensure that they are realistic, and monitor their
progress regularly.
e) Scrutinise the quality of materials to ensure that they meet the contract specification and
also report any deviations
f) Scrutinise the geotechnical investigations conducted by the contractors to ensure the
adequacy of design parameters.
g) Scrutinise the field work regularly to ensure proper layouts, works conformity as per
drawings and specifications, and good standard of workmanship.
h) Scrutinise the safety measures and working conditions to ensure healthy environments
and prevention of accidents.
i) Hold review meetings to monitor progress, communicate observation, resolve problems
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and plan future works.

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j) Scrutinise the payment of monthly bills of contractors to ensure correctness.

k) Exercise cost control and cost reduction measures
 l) Report immediately to the project manager all cases amounting to breach of contract,
non-adherence to specifications, slow progress and lack of co-operation.

Scrutinising when carried out correctly and at the right time and place is the most important
aspects of ensuring the success of the project.

2. RISK MANAGEMENT
Additionally, this project include robust risk factors which are listed in table along with the
corresponding risk management plan of Burj Al Arab Jumeirah.

In case of financial risk that Jumeirah group faced during the project is that Jumeirah
Hospitality Group (JHG) took about $1.5bn loan with Dubai Holding Commercial Operations
Group (DHCOG) to builds its projects including Burj Al Arab. Thus, took loans for Citibank,
Royal Bank of Scotland and Standard Chartered. The interest rate on loan wasn't revealed by
DHCOG or details on any plans to sell assets to repay the debt. It took $650mn for construction
of Burj al Arab but it was never officially announced. Most of the profits from this project was
invested in other projects. The repayment period was of 10years but was never got repaid
because of loss of JHG as they invested in other projects. In end of 2011, about $555mn was
pending by JHG and DHCOG to banks.

Likewise, during construction it was noticed that the effect of wind (vortex shedding) caused
vibration to the building. So, wind engineers installed 11 invisible hanging weight called the tune
mass stamper at vulnerable points inside the exoskeleton. When wind blows the vortex shedding
starts to create dangerous vibrations and the 5 tonne weight will swing inside of the structure and
bring down the vibration well within safety limits. Similarly with Seismic effects, even though
Dubai is not in earthquake intensive zone. However Burj Al Arab is designed to resist earth
quake of MMVII intensity.

Apart from the above mentioned risk there were further risk that engineers need to face during
construction face of Burj Al Arab project .Those risk are analysed below

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 3.1 BURJ AL ARAB HOTEL FISH BONE DIAGRAM FOR RISK EVALUATION

UNSATISFACTORY
INTERIOR GEOGRAPHICAL RISK ELECTRICAL PROBLEM
DECORATION

HEAVY ELECTRICAL LOADS

LIMITED TIME FOR DESIGNING RAIN OVERCROWDED BOXES

WRONG MATERIAL CHOICES EARTHQUAKES LACK OF EXPERIENCE

UNDER- ESTIMATED BUDGET HIGH CURRENT WAVES PROJECT

DELAY &
INCREASE IN
COST
EROSSION MISTAKES IN DRAWING

GRAVITY INSTALLATION PROBLEMS

SEISMIC MISCOMMUNICATION

WIND
DESIGN FAULTS
ENVIRONMENTAL RISK

Fig 1.1: Fishbone Diagram of Burj Al Arab Construction

The diagram illustrates the main causes and sub causes leading to an effect. It is a team
brainstorming tool use to identify potential root cause to problems. Because of its function it
may be referred to as a cause -and -effect diagram

1. RISK IMPACT/ PROBABLITY MATRIX

The risk matrix simply puts probability and impact on two sides of an X-Y chart and then the
risks are placed within this two dimensional space. High- probability /Low impact and High
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impact /low probability risk are differentiated. The matrix clearly indicated that wrong
planning and bad productivity have high impact with high probability of happening.
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 PROBABILITY

LOW MEDIUM HIGH

LOW  Miscommunication  Wrong

 Mistakes in drawings material
and specifications choice
IMPACT

MEDIUM  Gravity effect  Installation problems  Wind

 Limited time effect

HIGH  Overcrowded  Lack of Experienced  Heavy

boxes in-house engineers electrical
 Earthquakes  Under-estimated loads
 Seismic effect budget  High
 Rain current
 Erosion waves

Fig 1.2: Probability Impact matrix (Source :Own elaboration)

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 2. RISK ANALYSIS TABLE FOR BURJ AL ARAB PROJECT

Risk Likelihood Impact Risk management Approach

Design Faults
Installation Problems Medium Med-low Confirm the professionalism and skill of the
labour force employed for installation of
difference construction elements before the
start of project.
Miscommunication med Low Ensure that there is proper communication
between different divisions, especially the
designer and implementers.
Mistakes in drawings Med-Low Low Implement a design checking procedure
and specifications granted to a different design team for
enhanced mistake finding.
Electrical Problems
Overcrowded boxes Low High Introduce flexibility, make larger boxes
available in larger quantities.
Lack of Experienced in- Med High Organise an intensive training for the
house engineers internal engineers before start of project
.Outsource parts of project to experts
Heavy electrical loads High High Each suites needed 14 kilowatts ,so they
installed harmonic waves that can detect the
electronic distortion and produces an
opposite effect that could cancel it. Thus
avoid electrical risk
Unsatisfactory Interior Decorations
Under-estimated budget Med High Extend invitation to many service providers
for bidding and use cost information
provided to estimate the budget for the
interior decorations.
Wrong material choice High Low Before materials are ordered in large
quantities, samples should be brought to the
project manager for approval.
Limited time Med Med Appropriate time management should be
followed up.
Geographical risk
Rain Med High Regular monitor on climate
High current waves High High Communication with geo informatics
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Earthquakes Low high Communication with geo informatics

Environmental risk
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Erosion Med High Engineers created a surface layer of large
rocks, which is circled with concrete
honeycomb pattern, It protects the
foundation from erosion.
Gravity Low Med Stability comes from the shear forces along
concrete piles erected deep into the sea.
Burj Al Arab withstands gravity loads
through the stability of the two interwined
V's of steel and concrete.
Seismic effect Low High Dubai is not in earthquake intensive zone.
However Burj Al Arab is designed to resist
earthquake of MM VII intensity.
Wind effect High Med Installed 11 invisible hanging weights
called the tune mass stamper at vulnerable
points inside the exoskeleton. When wind
blows the 5 tone weight will swing inside of
the structure and bring down the vibrations
well within safety limits

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 TASK FOUR (786 words)

1. JOINT VENTURE PARTNERSHIP

Burj Al Arab Jumeirah construction was lead by three joint venture partnership, which is very
similar to partnership but limited in scope and duration, went more beneficial to the delivery of
the project as such the flexibility of joint venture makes defining the strategy and goals essential
to success with a finite life, helps to access foreign markets trend etc. The plan of forming a joint
venture was undeniably the companies greatest idea for the success of the project. Throughout
the creativity of innovative thinking, companies used their own specialties in conjunction with
the use of value engineering, constructability , planning and preplanning that included all
members of the group helped to keep cost down as well as keep up with the schedule that was set
by owner to finally complete an astounding iconic figure, recognised by the entire world.

Since the project required complex engineering, Fletcher Construction from New Zealand
lead joint venture partner in the initial stages of constructions. The hotel was built by South
African construction contractor Murray and Roberts and Al Habtoor Engineering. More
companies were used to reduce the time to construct the building. For the project, time was
important than money. Each company was used for different task of the Burj Al Arab. As each
partner had their own specialisation, the risk were restructured in to different firms .

1. ROLES AND RESPONSIBILITY

In Burj Al Arab Hotel, the Al Habtoor-Murray &Roberts joint venture was also responsible for
the interior fit-out of all 202 duplex suites and the lift lobbies and corridors as well as the back of
house .The suites range in size from 170 sq m to 780 sq m.

Figure 4 Al Habtoor Engineering Logo

Al Habtoor Engineering being the senior planner , had the responsibility to provide the project
with the labour required the quality of the concrete and block work. The procurement system put
in place by the joint venture was based on Al Habtoor Engineering's proven system. Heading a
team of 4 planners and responsible for development of baseline schedules, monitor and
reporting.
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Figure 5 Murray and Roberts Logo

Murray and Roberts set task was to provide expertise for the detailing, production, freight and
assembly for the structural steel. This was also subcontracted to a firm owned by M&R to reduce
any financial risks; Genrec Steel Fabricator based in South Africa.

Figure 6 Fletcher Construction Logo

Fletcher Construction was well known for experience in the high -rise management and
planning profession. This firm was to supply all the planning and management need to complete
the project from beginning to end.

Project management consulted with the following companies /professions/roles during the period
of the project:

DSE Engineering Group - Mechanical, Electrical and Plumbing Designs

Speirs and Major Associates - Exterior Electrical Designs
Habtoor Leighton Group - Construction
Murray and Roberts- Construction
Head Architect - Tom Wright
Head Aerodynamicist - Volker Buttgeret
Head Structural Engineer - Anthony McCarter
Head Interior Designer - Khuan Chew from KCA International

2. SHARED RESOURCES
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Genrec as subcontractor to Al Habtoor Murray & Roberts joint venture - over 9,000 tonnes of
structural steel work supplied from M&R's Genrec works in South Africa. Lifting of 180- tonne
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diagonal braces was carried out with strand jacks supported from temporary steel cat heads. The
company has launched a crane business with the Kanoo Group as partner. Furthermore, shared
resources like labour, equipment , spare parts and fuel was available.

3. SHARED VISION
The three ventured companies aims to be most reliable, build long lasting relationship with client
and lead diversified international contracts through this opportunity.

4. SHARED MISSION
Shared mission of this successful venture is the advancement of human development and to
change the perception on building industry through professional service and employing
trustworthy and hardworking people.

5. COMMUNICATION METHODS
Communication is crucial among partners to ensure clear flow of information between the
partnership managers and their own staff, and among partners themselves, this is done by
regular face-to-face meetings for all key people involved in joint venture, sharing information
openly particularly on financial matters ,also help to avoid becoming suspicious of each other.
Furthermore , emails, daily meetings, foreign meeting ,presentations ,with attached reports and
project data was held.

6. MUTUAL BENEFITS
The First project of Murray & Roberts was the 7 star hotel Burj Al Arab Jumeirah, UAE with
having secured a partner in Al Habtoor.

 They have achieved their business strategy through there remarkable and unique Burj Al
Arab project on account of which the world came to know about it and as a result it
broaden the scope of Jumeirah Group.
 The combined construction experience of the partnership has resulted in the formation of
a world class joint venture capable of handling major building and civil engineering
contracts anywhere in the Middle East.
 The Al Habtoor- M&R relationship has been very strong since then. The joint venture,
has netted $544.96 billion business in five years and the relationship in going from
strength to strength.
It seems the joint venture projects of these two companies were very trustworthy and successful
partnership. Thus, achieving the Project strategy, to be the world's most luxurious tallest hotel
that will be an icon of Dubai ,also represent Dubai with its extraordinary architecture.
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