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Teaching cases at the Management and Leadership Case Study Centre, Universiti Utara Malaysia, allow students to tackle real-world challenges, honing their skills for the workplace. Specializing in emerging markets, the center aims to increase digital access and usage of its case studies globally, benefiting both local and international educators.
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http://cdr.uum.edu.my/jspui/handle/123456789/148Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Zulhumadi, Faisal | - |
| dc.contributor.author | Ahmad, Azhar | - |
| dc.contributor.author | Anuar, Herman Shah | - |
| dc.contributor.author | Osman, Wan Nadzri | - |
| dc.contributor.author | Abdullah, Che Sobry | - |
| dc.contributor.author | Udin, Zulkifli Mohamed | - |
| dc.date.accessioned | 2021-12-28T03:55:30Z | - |
| dc.date.available | 2021-12-28T03:55:30Z | - |
| dc.date.issued | 2012 | - |
| dc.identifier.uri | http://cdr.uum.edu.my/jspui/handle/123456789/148 | - |
| dc.description.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. | en_US |
| dc.subject | Strategic management | en_US |
| dc.subject | Value management | en_US |
| dc.subject | Technology management | en_US |
| dc.subject | Project management | en_US |
| dc.subject | Construction management | en_US |
| dc.title | Value Management in Malaysia’s KLIA and LCCT Infrastructure Projects | en_US |
| dc.type | Case Study | en_US |
| dc.epay.url | http://epay.uum.edu.my/go.php?billcode=CDRCASE&productid=TC015-1 | - |
| Appears in Collections: | Cases in CDR | |
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