PRJ5105 Project Integration and Change Management Assignment Sample 2024
1. Introduction
In this context, this study conducted based on Project Plans for Integration Management, Change and Configuration Management of Burj Khalifa. In addition, case project identification of this context concludes opportunities and challenges, which have faced this industry during change management and project planning. Additionally, this study is going to discuss those steps, which are used for change management, which is the main context of this topic.
Moreover, it also identified tools that are used to change the integrated management plan of Burj Khalifa. A legendary building can only described in superlatives in which this building has the highest floor and such doors installed worldwide in Dubai, which also become a symbol of progress. The main aim of this context is shed a light on change and integration management and its successful stories of construction project of Burj Khalifa. In addition, here also discuss configuration management, change management theory in which it is discussed the importance of this topic.
2. Case project identification
2.1 Opportunities of this project
International Collaboration: International collaboration can be an opportunity in which it can access the research, access additional, and gain some new ways and perspectives in which a company can build relationships with other companies. In which it can used for the early stages of career development and states as a valuable opportunity to put this advantage of practical use in this change of integration management (Dollinger et al. 2020).
Architectural firm Skidmore designed the tower; it can be an important construction project. It helps to keep sharing key elements of successful relationships of international collaboration. These construction sites collaborated with Besix from Belgium and Arabtec of the United States.
Networking opportunities: It gives networking opportunities in this context, which can help to search the actual issues and help to remove the barriers from this context. It is all about building some new connections and building new relationships, which can evaluate business performance and boost company productivity (Cartigny and Lord, 2018).
It can build some long-standing interactions in which every trade can search for events and shows and attend all website-based exhibitions. It is an important opportunity for this industry and in change management planning in the project of Burj Khalifa, which can build the agile architecture.
2.2 Challenges of this project
Windy Challenge: In this aspect, it could be quite a challenge, which a company can build a skyscraper of this size. Additionally, without additional measures, this project could move so much from different sides and it takes great help for this project planning. In addition, a challenging phase that Dubai faces regularly tested by Shyamal Sandstrom, which continues for numerous days.
This situation covered this management of projects and presented a considerable challenge (Abraham, 2019). In which here uses some three-part design to remove issues and in which company have not faced challenges. This could be a solution of floor-break while the wind surrounded under the building structure of this construction industry.
Illicit financial flows: This foremost obstacle shows the foremost role and it depends on illicit financial flows of economics. This entire emirate can describe all competitive advantages in which it can discuss its large extent of openness and in this context; Dubai remains an important exception for integration and change management (Page, 2020). Although the country of the UK is facing a conflict of gold and minerals, which can be a challenging, step for them, it barely uses the level of the supply chain for a healthy process of business.
2.3 Needs of this project in an industry context
The main need of change management can induce some individuals who can manage the company structure and that are able to manage overall effects. In addition, it allows solving faster problems, which can help to develop business structure and boost project innovation.
Although, use of proper and change management can increase an effective structure and decrease cost and time. Some steps in need of change and integration management in this context such as criticizing some resources of business and ensuring some effectiveness of use. Besides that, it also improves the chances of achieving this project result.
In this context, this case aims to study some challenges and problems, which faced in this project of Burj Khalifa. Through this information is collected from different sources, which can use some context to evaluate this study and discuss the need for change management and integration management, which can evaluate the main structure of this study.
The need is also to discuss some implementing tools and contracting some building information for mechanisms. Additionally, the need for change management can help to implement risk management and can help to regulate some information systems.
3. Integration management plan
3.1 Evaluation of integration management processes and their tools
Burj Khalifa is the tallest building in the world because it is almost 828 meters high. Engineers have followed the integration management plan to prepare this building because this plan helps to seamless teamwork and different activities simultaneously. As cited by Demirkesen and Ozorhon (2017), Different types of activities, methodologies and processes are merged in an integrated management plan.
All information about different activities is synchronised in a single area and controlling becomes easier in this management system. Integration management plan processes primary projects and controls the project directly so that executing construction projects on time becomes easier in this process. Tools of integration management plans are information of the project management system, change controls system, and configuration system.
Techniques of integration management plan used to earn value from different activities within a predetermined period. Skidmore, Merril and Owings firms design Burj Khalifa and they have considered an integration management process to establish the tallest building in the world.
As opined by Sriprachan (2019), many international companies assigned to execute this project and good collaboration was necessary to execute this project effectively and efficiently. Various activities executed in this project without any confusion and great teamwork has been seen among employees for this international project.
Proper coordination between several elements and activities is essential because there are already different types of complications available in the Bur Halifax project. Whole project controlled in different steps in the integration project management plan that has guided the project manager of Bur Halifax.
3.2 Objectives of choosing integration management plan in Burj Khalifa project
The objectives of choosing an integrated management plan for Burj Khalifa project are as follows
- Preparing the tallest building is a big challenge for the project manager because running construction more than 800 meters higher is so difficult.
- A structured behaviour process implemented by an integrated management plan that has ensured collaboration among international construction organisations.
- There is no more than an 800-meter tall building in the world before Burj Khalifa and it is hard to predict expected complications during construction.
Engineers of Samsung and Korean construction employees assigned to the Burj Khalifa project. Hider Consulting is a consultancy company in the UK and provided responsibility of monitoring the whole project and preparing data at frequent times.
As per the opinion of Shamrai et al. (2017), based on integration management system different international workers have worked efficiently instead of their cultural and language barrier. Almost 1.5 billion US dollars are invested to prepare this world’s tallest building. Integration management plan follows a systematic way of executing construction project that communication barrier removed in this process.
Real-time observation and immediate action have enhanced the preparation of this building. Flexibility is required for this international construction project and that ensured by integration management plan. As cited by Gendy and Gendy (2018), an integrated management plan has chosen for the Burj Khalifa project to solve problems.
An integrated management plan designed to guide project managers to achieve predetermined goals. A complication has arisen during designing this building and it designed in three parts and spiral floors are chosen based on an integrated management plan.
3.3 Challenges of an integrated management plan for Burj Khalifa project
Project managers of Burj Khalifa have faced a few complications following integration management plans. As opined by Salmanoglu et al. (2020), the whole work process controlled by a single coordinator and it is hard to know about different projects for that coordinator.
The conflict has arisen during preparation of Burj Khalifa due to a lack of motivation and unsynchronised priorities. A large number of resources wasted to prepare this project within time and several gaps have seen due to implementing unskilled employees for this project.
Nature is ever changing and the wind effect is high during constriction on top floors of Burj Khalifa that has consumed more time than expected. As opined by Turner et al. (2020), construction employees faced most difficulties during assembling glass in the built-in because it is hard to balance the glasses in height due to wind effects.
Managing communication gaps among employees of 30 different countries is difficult as their working process and moral values are different. Few employees injured due to a lack of communication. The project manager has changed management plans and taken initiatives to execute this project.
3.4 Requirements of integration management plan to execute Burj Halifax project
Revolving doors assembled on every floor of Bur Halifax and it is one of the big challenges for project managers. As cited by Yan et al. (2021), almost 12000 employees have worked daily to construct the Bur Halifax. It is hard to manage all of them when the integration management plan implemented to construct the Bur Halifax project.
Integration management plan compares the executed task with a predetermined expected task that helps to find the gap of project. Managers take immediate initiatives independently to control projects efficiently. Focus of constructing Bur Halifax is to attract world tourists and earn a large amount of foreign revenue that is necessary to prepare a building that will be universally accessible.
An integration management plan has helped to construct a diverse team and making coordination among them has enhanced the accessibility of Bur Halifax. Making the most modern building with highest height has executed by this management plan. As per the opinion of Sergievskaya et al. (2018), employees of construction of Burj khalifa have faced a lot of complex situations during their work because the environment of the United Arab Emirates is completely different from other countries.
All employers and workers taken care of and their health issues are solved this management plan. Collaboration among technical and construction teams maintained by an integrated management plan, without this management plan it will be difficult to manage people from different communities and execute work at a predetermined time.
4. Change management plan
4.1 Steps to change management plan for this project
This context used to discuss a model of Lewin’s change management model for structural design and support this change management planning.
This model recognizes the change management system of the construction industry of Burj Khalifa. In addition, Unfreeze discusses the need, which discussed for change in the management system and its importance. In which it determines that the construction industry needs in their project to manage their needs and construct their choices.
Additionally, further, encourage the replacement of old techniques and tools, which used in this context of, change management and configuration management planning in this construction project. In addition, also understand the doubts and concerns, which understood to discuss in this context and define the importance of unfreezing through this model.
Another is changed, which must be important for every industry to make changes in their plans and make effective ways of development in plans. In addition, mostly implement those changes, which can evaluate projects and business performance in this context and evaluate business performance.
This context also helps employees that how to learn some new concepts and numerous points which can help to evaluate and develop their project planning in the construction industry of the Burj Khalifa project. Making changes in planning can help to increase all aspects and increase business plans for thi8s construction project.
The next is Refreeze, which can be reinforced stabilized in this construction industry, which needed in this project. In addition, must integrate those changes in a normal way that can help to evaluate better performance in this project and maintain a balance with a supporting framework. Additionally, this step is also to develop some ways to sustain changes in which this project can boost their overall planning and make some effective changes.
Although, this process can help to celebrate the success of choosing through the strategic management approach and in this context of integrated management of this project planning (Tang, 2019). This theory or model used to support this context of integration management planning for this project of Burj Khalifa and make changes in which this industry can evaluate their performance and boost their productivity.
4.2 Evaluation of changing management plan
This study has some objectives in which it is the main objective to evaluate change management plan in a construction project of Burj Khalifa. In addition, here three main objectives are determined to distribute such as to discuss and identify the main importance of planning change in management, to evaluate the effects of construction projects in this context and define the efficacy and effect of change management plans in this confection industry.
In addition, also evaluate Causes leading to change order, which can evaluate business performance and it can discuss the change management plans in this construction industry. In addition, this study has discussed the importance of change management and integration management planning in this context (Basu, 2017).
Additionally, enhancing these steps, which are used in this context to support the integration management and the configuration management plan? Besides that, here also discuss tools and techniques, which are used for building the construction projects in Burj Khalifa. Through an effective and important theory and model of Lewins, which can help discuss important steps of this concept? Such context discussed about change and integration management of this construction project and evaluating their management planning (Demirkesen and Ozorhon, 2017). In order to discuss this model is to discuss the strategic way in which this project can enhance their development of business purpose and which can help to boost project productivity.
5. Configuration management plan
5.1 Identify tools and techniques to configure management plan
The purpose of this context is to use some tools and techniques, which used in the management plan of Burj Khalifa. Additionally, tools as said some technologies such as Geotechnical technology, Concrete pumping technology, Formwork technology and Fire protection technology (Hawkins et al. 2016).
These technologies are helping to use some strategic and management plans in the construction project of Burj Khalifa. For this building construction, these technologies are used to structure the building and help to support the structure of this project. Although it used some structural system which is called the “Buttressed Core System”.
This system used for high concrete of this industry and this core has used for financial and torsional resistance. In addition, also used a strategic approach to implement the HSE management and provide numerous types of leaderships that can help to evaluate business performance. It also used some logistic and operational planning for the construction development and building manpower materials in this context (Zheng et al. 2020).
Also applying a forecasting approach which can depend on some design and create time for innovation of this project in this construction industry. In this context, logistic and operational planning helps to remove issues of this construction project and reduce some structural issues (Sundquist et al. 2018)
5.2 Steps of a configuration management plan
In this context, certain steps used to manage the configuration management for project planning of Burj Khalifa. Such steps create some baseline of configuration management plans in which companies can set their priorities and change the overall structure of the business. In addition, the elements, which are used in configuration management planning such as configuration identification, configuration accounting and configuration, control which are taken as basic elements of this context for the construction industry of the UK (Sorrentino, 2016).
Additionally, the next is status accounting; this term hasn’t been used outside of any company it can help to refer for use of the current version in which company can set their economical records.
In this context also used some tools of configuration management such as “Construction changes, Contract submittal tracking/review, Action item/issues tracking, Claims management, Records management”. Use this configuration management system to support this structure of this construction industry, which facilitates the changes of this project.
In addition, also create some steps define organizational responsibilities and authorities for contract management and change control (Sorrentino, 2016). In addition, a plan of project management strategy can establish this project infrastructure and help to create business innovation.
6. Conclusion
In this context, this paper is going to discuss the change management and integration management planning in the construction project of Burj Khalifa and those tools, which used to support the infrastructure. This section also discusses some approaches to change management and maintaining a project beeline budget in this context. In addition, also used smoke techniques in which this project set further importance and made some guidelines.
In addition, also evaluate the integration management processes and the tools and plans to require in this project. In addition, also discuss some configuration management plans, which can evaluate business infrastructure, and tools, which used to structure the project. Besides that, also discuss some opportunities and challenges, which have faced this industry in a time of project planning of project management and integration management.
After that, the main need for integration and change management in this project and how can evaluate the project importance in this context of the construction industry. This study aims to discuss a management system that can help to support the context.
Reference
Book
Basu, R., 2017. Managing quality in projects. Routledge.
Chew, Y.L.M., 2017. Construction technology for tall buildings. World scientific.
Page, M.T., 2020. Dubai Property: An Oasis for Nigeria’s Corrupt Political Elites. Carnegie Endowment for International Peace..
Sorrentino, J., 2016. Configuration management: Implementation, principles, and applications for manufacturing industries. CRC Press.
Journal
Abraham, O.A., 2019. Effective Project Management in Contemporary Developments: Case Study Burj Khalifa Tower. Available at: https://www.irejournals.com/formatedpaper/1701509.pdf
Bryson, J.R., Sundbo, J., Fuglsang, L. and Daniels, P., 2020. Reading and Managing Service Businesses: An Integrated Case Study Approach. In Service Management (pp. 261-278). Palgrave Macmillan, Cham. Available at: DOI: 10.1007/978-3-030-52060-1_14
Cartigny, T. and Lord, W., 2018. Evaluating social value in the UK construction industry. Proceedings of the Institution of Civil Engineers-Management, Procurement and Law, 172(1), pp.8-16. Available at: https://repository.lboro.ac.uk/articles/Evaluating_social_value_in_the_UK_construction_industry/9460628/files/17083892.pdf
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60. Available at: DOI: 10.1177/0018726715577707
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), pp.1639-1654. Available at: http://www.projcp.com/Readings/180329%20Integration%20management.pdf
Dollinger, M., Coates, H., Bexley, E., Croucher, G. and Naylor, R., 2018. Framing international approaches to university–industry collaboration. Policy Reviews in Higher Education, 2(1), pp.105-127. Available at: https: DOI: 10.1080/23322969.2018.1424560
Hawkins, W.J., Herrmann, M., Ibell, T.J., Kromoser, B., Michaelski, A., Orr, J.J., Pedreschi, R., Pronk, A., Schipper, H.R., Shepherd, P. and Veenendaal, D., 2016. Flexible formwork technologies–a state of the art review. Structural Concrete, 17(6), pp.911-935. Available at: https://www.repository.cam.ac.uk/bitstream/handle/1810/270178/Flexible_formwork_technologies.pdf?sequence=1
Sundquist, V., Gadde, L.E. and Hulthén, K., 2018. Reorganizing construction logistics for improved performance. Construction management and economics, 36(1), pp.49-65. Available at: https://www.tandfonline.com/doi/abs/10.1080/01446193.2017.1356931
Tang, K.N., 2019. Change management. In Leadership and Change Management (pp. 47-55). Springer, Singapore. Available at: https://www.researchgate.net/profile/Greg-Wang-4/publication/315745050_Change_Management/links/5bcd521f299bf17a1c661d30/Change-Management
Zheng, Y., Tetik, M., Törmä, S., Peltokorpi, A. and Seppänen, O., 2020. A Shared Ontology for Logistics Information Management in the Construction Industry. In ISARC. Proceedings of the International Symposium on Automation and Robotics in Construction (Vol. 37, pp. 1278-1285). IAARC Publications. Available at: https://www.researchgate.net/profile/Muege-Tetik/publication/344926657_A_Shared_Ontology_for_Logistics_Information_Management_in_the_Construction_Industry/links/5f993825458515b7cfa4143d/A-Shared-Ontology-for-Logistics-Information-Management-in-the-Construction-Industry.pdf
Demirkesen, S. and Ozorhon, B., 2017. Impact of integration management on construction project management performance. International Journal of Project Management, 35(8), pp.1639-1654.Available at: https://www.sciencedirect.com/science/article/pii/S0263786317300029
Sriprachan, P., 2019. INTEGRATION FACTORY DISASTER MANAGEMENT PLAN IN FLOOD CRISIS. In INTERNATIONAL ACADEMIC MULTIDISCIPLINARY RESEARCH CONFERENCE IN SWITZERLAND 2019 (pp. 44-51).Available at: http://icbtsproceeding.ssru.ac.th/index.php/ICBTSSWITZERLAND/article/view/340
Shamrai, V.I., Korobiіchuk, V.V. and Sobolevskyi, R.V., 2017. Management of waste of stone processing in the framework of Euro integration of Ukraine. Вісник Житомирського державного технологічного університету. Серія: Технічні науки, (2 (1)), pp.234-239.Available at: http://www.irbis-nbuv.gov.ua/cgi-bin/irbis_nbuv/cgiirbis_64.exe?C21COM=2&I21DBN=UJRN&P21DBN=UJRN&IMAGE_FILE_DOWNLOAD=1&Image_file_name=PDF/Vzhdtu_2017_2(1)__37.pdf
Salmanoglu, E., Bley, A. and Ahiska, K., 2020. DIARI: A Coordination Framework for Systems Design and Integration Management. In 2020 IEEE International Systems Conference (SysCon) (pp. 1-8). IEEE.Available at: https://ieeexplore.ieee.org/abstract/document/9275869/
Yan, L., Qingdong, Z., Shi, L., Hua, D., Yi, Z. and Canxia, S., 2021, February. Research on a Design and Manufacturing Integration Mode Based on a Full 3D Model. In Journal of Physics: Conference Series (Vol. 1756, No. 1, p. 012012). IOP Publishing.Available at: https://iopscience.iop.org/article/10.1088/1742-6596/1756/1/012012/meta
Sergievskaya, N., Pokrovskaya, T. and Vorontsova, N., 2018. The advisability of high-rise construction in the city. In E3S Web of Conferences (Vol. 33, p. 01037). EDP Sciences.Available at: https://www.e3s-conferences.org/articles/e3sconf/abs/2018/08/e3sconf_hrc2018_01037/e3sconf_hrc2018_01037.html
Turner, C.J., Oyekan, J., Stergioulas, L. and Griffin, D., 2020. Utilizing industry 4.0 on the construction site: Challenges and opportunities. IEEE Transactions on Industrial Informatics, 17(2), pp.746-756.Available at: https://ieeexplore.ieee.org/abstract/document/9117064/
El Gendy, O. and El Gendy, A., 2018. Analysis of Piled raft of Burj Khalifa in Dubai by the program ELPLA. GEOTEC Software Inc., Canada, pp.3-23.Available at: https://www.researchgate.net/profile/M-El-Gendy/publication/328649931_Analysis_of_Piled_raft_of_Burj_Khalifa_in_Dubai_by_the_program_ELPLA/links/5bef35fb299bf1124fd8200e/Analysis-of-Piled-raft-of-Burj-Khalifa-in-Dubai-by-the-program-ELPLA.pdf
Know more about UniqueSubmission’s other writing services:
