Case-Study Digitalised Repository (CDR)
Real world business scenarios for the classroom
Teaching cases offer students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace. Management and Leadership Case Study Centre, Universiti Utara Malaysia specialises in case content from, and about, emerging markets – regions which are traditionally underrepresented in teaching case collections, but which offer unique and important insights. Through digitalisation, we intend to ease and increase accesses for, and usages of, our teaching cases as well as to widen our user-base to not only for local academics/trainers, but also for our international counterparts.
http://cdr.uum.edu.my/jspui/handle/123456789/148| Title: | Value Management in Malaysia’s KLIA and LCCT Infrastructure Projects |
| Authors: | Zulhumadi, Faisal Ahmad, Azhar Anuar, Herman Shah Osman, Wan Nadzri Abdullah, Che Sobry Udin, Zulkifli Mohamed |
| Keywords: | Strategic management;Value management;Technology management;Project management;Construction management |
| Issue Date: | 2012 |
| Abstract: | This case presents the concept of Value Management (VM) as practised during the KLIA project, in contrast with the LCCT project. The KLIA project became a reality during the late 1990s to relieve the strain on the existing Sultan Abdul Aziz Shah Airport in Subang. KLIA is currently designed to handle around 25 million passengers and one million tonnes of cargo a year. Meanwhile, the LCCT project was a quick nine-month project to cater for the operations of low-cost carriers, the most prominent being AirAsia. Both projects had involved a prominent figure in construction, Tan Sri Dato’ (Dr.) Ir. Jamilus Hussein (TSJ), the President/CEO of KLIA Premier Holdings Sdn. Bhd. Strongly based on his principles of VM and backed by a supportive team, TSJ steered the project while emphasising on the time factor of VM practice. The company had to address and resolve challenging issues related to the time constraint, which was to complete and operate the mega scale project within six years from point of decision to build—a process that would normally take 10-12 years conventionally by an experienced organisation. In order to achieve these seemingly insurmountable objectives, it was important for the young and inexperienced company to have innovative strategies in managing the project, one aspect of which is the holistic implementation of VM. |
| URI: | http://cdr.uum.edu.my/jspui/handle/123456789/148 |
| Appears in Collections: | Cases in CDR |
| File | Description | Size | Format | |
|---|---|---|---|---|
| (TC015-1) VALUE MANAGEMENT IN MALAYSIAS KLIA AND LCCT INFRASTRUCTURE PROJECTS.pdf | 430.3 kB | Adobe PDF | View/Open |
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