The Changing Management Scenes for a Large Resource Project

The ownership, policies, organisation, structure, market, financial considerations and communications of a large resource project vary significantly through its discovery, feasibility, development and production phases. The extent of these changes, from discovery in 1957 through to 1979, is examined for the Mt. Newman iron ore project in the Pilbara region of Western Australia and some of the factors that influenced it are detailed. This shows that only some of the influences are under the control of the mine owner/operator, despite their significant impact on the returns for the massive capital invested. The effect of the general business climate on the various phases is also examined.