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By A G. L Pratt

Operational readiness is a commonly used term in mining and many other industry settings. However, translating this term into a coherent scope of work that is practical and meaningful is a challenge faced by many mining projects. This inhibits the allocation of resources to the work and its completion. The problem is with understanding how the terminology applies to establishing a mining operation. Resolving this problem requires clarity around what operational readiness means for a mining project’s transition to operations and who owns the tasks of completing operational readiness. The motivation for resolution of this problem is in appreciating the consequences arising from any lack of clarity in definition of this task, the timing of the work, and ownership for its completion. In broad terms, these consequences amount to an erosion of value at a critical time for both the new mine and the company and shareholders. This situation often arises where operational readiness is not adequately addressed in project’s study phases. As a result, neither time, resources nor money are adequately provided to complete the work required. In other cases, operational readiness is sometimes assimilated with the delivery of the project’s physical assets by the project’s construction team, rather than aligned with the establishment of the operating team to deliver the desired operational outputs. This paper argues that operational readiness starts in a project’s study phases and flows through into the start of operations. The definition of operational readiness is discussed as a task, and a model for its planning and completion is presented. This discussion includes assigning ownership for operational readiness planning and delivery to the General Manager of a new operation and the operations leadership team, who are central to the success of this work. After all, the reputations of this leadership team depend on the performance of the operation in its first few years. The author’s work over the last 20 years, leading operational readiness programs and the preparation of feasibility studies for mining projects, has provided the insights and evolution of ideas that are central to this paper. Operational readiness is fundamentally directed at ensuring a new mining operation gets away to a successful start and builds a solid foundation for the future of the mine/operation/province. It requires clarity of purpose, ownership and coordination by people in the operating team, and their preparation of the requisite process definition and establishment of the significant relationships required for operations. Without its successful completion, it is unlikely the new operation will meet and sustain its start-up targets. This paper discusses a practical approach to operational readiness for mining projects.

Mar 29, 2023

By S Mundell, A Atkins, S van de Water

Geoscientific information management enables the capture, management and delivery of the original geoscientific observations and measurements of the earth’s natural resources. However, original observations and measurements are worth nothing if the quality and integrity of the data can’t be guaranteed. Geoscientific information is one of the fundamental assets enabling miners to make confident and accurate business decisions, whether that is defining a resource model, performing reconciliation, delivering ore reserve reports or meeting environmental compliance requirements. Without access to reliable, validated or verified data it increases the risk of miners using incorrect information for reporting and compliance. Industry codes, such as JORC, or government regulations, such as environmental compliance requirements, must be adhered to and companies should be able to confidently report to these standards. Without having a robust information management framework in place, it becomes a challenge to make trustworthy decisions, report confidently and reduce the risk of non-compliance. As a key initiative, good data governance should form one part of a miner’s information management strategy. Within the mining industry it is common for companies to only consider technology tools as the key focus for compliance whereas a mature information management focus will additionally consider people and process. All three pillars are critical for a miner to have confidence in their data driven decisions. This paper discusses an industry framework for best-practice geoscientific information management based on the observations gathered from analysing data management practices within the mining industry. It focuses on how the three pillars of people, process and technology are crucial elements to improve operational decisions and ensure companies are compliant.

Nov 8, 2021

By J Holdsworth, L Sutton, A Lavrinec, D Ilic

Air quality is a big topic of discussion in regional mining communities as well as urban environments situated close to port terminals handling bulk solids. Community perception of poor air quality can significantly affect the reputation of the mining operation and handling facilities. Dust monitoring for regulatory compliance relies on using a handful of accurate but very expensive sensors, usually situated at the boundary, relatively far from the activities that generate the airborne dust. These reference monitors measure dust leaving the site but dust mitigation and management on-site largely relies on operator judgement. At a fraction of the cost, small wireless solar powered units can be used to supplement reference monitors in real-time. Due to their compact nature, portability and low price, these units can be implemented on a mass scale to increase spatial resolution of dust measurements and, more importantly, in much closer proximity to both the dust generating activity and the sources of dust. This can provide valuable insights into the origins and timing of dust generation thus producing datadriven decision-making while minimising subjectivity. Similarly, light detection and ranging (LiDAR) is another supplemental technology that can be used to increase the spatial resolution of dust measurements in near real-time, however, the cost of commercial systems even exceeds that of regulatory monitors. LiDAR also presents difficulties in quantifying dust plume concentrations. This study presents learnings of implementing both technologies for dust emissions management. Several low-cost sensor units and a fast-scanning custom-built 3D LiDAR system operating at a range of 1.5 km with a resolution of 1.5 m were deployed on a surface mine to monitor dust emissions from different activities. The project explores the use of real-time sensor data to quantify LiDAR measurements in parallel with integration into mine planning. The approach can assist in prioritising dust mitigation activities thereby reducing instances of emissions exceedance and minimising water use through databased and targeted application. Demonstrated is an opportunity for a step-change in industry best practice as well as commercialisation and operationalisation of the method across different industries, including future mineral extraction.

Sep 18, 2023

By M Russ, J Gediga

This paper shows an economic feasible approach to implement greenhouse gas (GHG) reduction measures into the mining and metallurgy industry (MMI). The goal to improve energy consumption is directly linked to the reduction of GHG emissions in the MMI. A baseline scenario of the considered reference system and of the respective reference year has to be designed and analysed. In a second step an analysis of the same operation using the best available technology (BAT) processes is carried out to generate a basis for a benchmark system. The identified gaps will be reported and the potential GHG emission reductions will be put into relation to the investment, running cost and generated carbon credits of the new process technologies to be implemented. This economic feasibility calculation is necessary to realise a cost efficient GHG reduction roadmap decision-making for implementing new technology into the companyÆs business operations. The GHG reduction roadmap is developed using the marginal abatement curve approach.

Jan 1, 2009

Gold was determined directly in eight different mill cyanide solutions, by atomic absorption spectroscopy in an acetylene-air flame. Some of the mill solutions were diluted with water to bring them into the most sensitive absorption region (5-50 p.p.m. Au) whereas those solutions with very low gold content «2 p.p.m.) were concentrated by evaporation.Calcium was complexed with ethylene diamine tetra-acetic acid (EDTA) to avoid the undesirable effect of a precipitate on atomization.When added to standard gold solutions, EDTA had no effect on absorption, nor did any of the impurities common in mill cyanide solutions.Known amounts of gold, ranging from 2 to 30 p.p.m., were added to mill solution'aliquots and recovered to within 100 ± 2·5 per cent. For duplicate determinations under normal worKing conditions, standard deviation was 1·32 p.p.m.Excellent agreement was found between atomic absorption gold values and accurate fire assay values.INTRODUCTIONAtomic absorption spectroscopy has been shown to offer a rapid and accurate method for the determination of trace amounts of a number of metal ions. In the field of primary metallurgy atomic adsorption has been used for routine determinations of lead, copper, silver, zinc, cadmium and iron in a variety of raw materials and intermediate products.The scope of atomic absorption spectroscopy was reviewed recently by Willis (1963).The noble metals silver, gold, platinum, rhodium and palladium were determined by atomic absorption from chloride solutions by Lockyer ·and Hames (1959). In their determination of gold down to 1 p.p.m., they found no interference from the noble metals, nor from considerable excess...

Jan 1, 1964

Gas well tests were performed on 17 wells in the Roma area. The procedure used in the test programme incorporates an initial isochronal test followed by what is described as the "two flow drawdown" technique. The second flow of the two flow drawdown test was conducted for sufficient time to allow transient investigation of the surrounding reservoir. This combination of tests allows the evaluation of stabilized production capacity in addition to the determination ,of several important reservoir characteristics.It also provides a qualitative indication of reserves, by reflecting the presence or absence of reservoir boundaries within the drainage area affected during the test.

Jan 1, 1968

By C McCracken, R Landers, B Hesse

Minnovare identified the potential to improve production drilling outcomes in underground long-hole stopes through the adaptation of new technology which was under ongoing development. An approach to Evolution Mining resulted in the companies agreeing to a collaborative agreement to further develop the technology for use on underground long-hole drilling equipment. During a period of six months in FY2018, a series of trials were conducted to compare drilling accuracy using two different methodologies and the subsequent impact this had on ore dilution. Testing was conducted at Cracow underground gold mine in Queensland, Australia. The drill rig’s existing setup/alignment process was compared to the new technology system with the following observations: • Using the existing process only 20% of holes surveyed recorded toe points within the +/ 300mm (11.8in) tolerance blast-hole deviation. • The new technology was proven to limit rig setup/alignment error, reducing average blasthole deviation and increasing the number of holes drilled within tolerance by 160%. The increased accuracy reduced stope dilution by reducing over-break of subgrade ore: • Stopes drilled using the new technology recorded 62.6% less average dilution. • This contributed to an overall reduction in dilution for the full year (FY18) of 5 percentage points compared to FY17 - from 22% to 17% (a net decrease of 22.7%). • With the system implemented as standard practice following results of the FY18 trial and continued success, overall dilution for full year FY19 showed continued reduction to 12% Evolution has continued use of the new technology at Cracow, where the improved accuracy has allowed the extraction of narrower stopes where drilling accuracy is critical. Evolution has also deployed the technology at the Mungari operation and has stipulated that the contractor use the technology at the Mt Carlton operation, which is currently under development. Future implementation of the Development Optimiser system should be verified by commencing additional trials to include a larger data base for validating the initial trial results.

Mar 15, 2021

Minerals processing needs a step change in energy efficiency. While the search for new technology breakthroughs is important, huge gains are still available by better using existing research outcomes. This potential remains untapped due to a combination of organisational 'silos', inappropriate performance measurement, and poor science in some areas. It is time to see the elephant in the mill.

Sep 13, 2010

By D Kilkenny

Underground contractors in the mining industry must be prepared to take a position at the forefront of innovation of equipment and work methods in order to maintain a competitive advantage over in-house operations and remain relevant. Innovative concepts such as split-feed development jumbos, high capacity trucks and loader guidance systems were implemented by contractors to stay ahead of ‘the pack’. All of these are now common across the industry.The demands of regular participation in competitive tendering coupled with aggressive fleet depreciation, means contractors tend to have more communication and opportunities to work with equipment suppliers than mine owners. Therefore, they are more likely to influence equipment design and product directions. They also have a unique opportunity to assist in trialling new concepts and technologies across a wide variety of operating conditions rather than being restricted to one mine.In addition, as a ‘guest’ on a mine site, mining contractors do not have the luxury of creating the environment for their preferred systems, rather they must have the capacity to adapt their technology to suit the offered environment at a particular mine. This leads to a pursuit of adaptive technologies that can be implemented selectively and seamlessly without excessive disturbance rather than ‘all-of-mine’ systems. These incremental innovations then become available for use across the mining industry where they can add value as ‘bolt-on systems’ to existing operations.Mining contractors, therefore, act as the bellwether for industry practices and equipment. However, in order to maintain their position they must engage industry stakeholders to deliver practical, innovative and cost-effective technologies that add value and result in an improved bottom line for all. This paper uses case study material to illustrate how the Byrnecut Group has approached innovation and how the theory of Disruptive Technology applies to underground mining innovation.CITATION:Kilkenny, D, 2017. Innovation in mining – a contractor’s role, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 59–68 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By D J. Brake

The underground metalliferous mining industry continues to change under the influence of many factors including, to name a few, new mining techniques and equipment, new approaches to risk management, more stringent safety and health standards, new employment practices and orebodies become deeper and often lower grade. In addition, the same technological revolution and plummeting cost of technology that has brought the GPS, smart phones and digital cameras to the general population is also working its way through the mining industry impacting on communications, automation and process control as well as introducing major efficiency and productivity dividends. However, not all factors are positive including, in particular, the issues of carbon costs and electrical power. This paper explores some of the trends affecting ventilation in hard rock mines, some of the existing and likely future challenges and some of the potential future solutions to these issues.CITATION:Brake, D J, 2013. Ventilation challenges facing the metalliferous sector, in Proceedings The Australian Mine Ventilation Conference , pp 3-12 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By C A. Chaves

During most of its history, the metallurgical industry has been seen as a source of pollution for the environment. However, during the second half of the 20th century, as the world environmental legislation became more protective and the global environmental conscience consolidated, this landscape began to change. Metallurgical activities have become increasingly related to the social and environmental impacts caused by human activities. With the adoption of environmental management in steel plants, there has been a significant change in steel-related activities which have begun to introduce modern plants, managed with environmental, social and productive efficiency. More and more, steel companies search for a decrease in negative impacts of their industrial operations on the environment, fitting them to the current environmental legislation and even increasing productivity and profitability. The steel industry has started to become a clean and more efficient industry. This work presents a case study of a sustainable steel plant project, located in an environmental preservation area. The project includes treatment and reuse of industrial liquid effluents, air emissions control, noise control, recycling, recovery and adequate waste management. It also incorporates production processes using clean technologies, capable of coproducing energy resources which may be used in the plant showing how is it possible to produce steel with environmental and social responsibility and even increase the enterpriseÆs profitability.

Jan 1, 2009

In preparing this paper, the writer hopes to achieve two main objects. Firstly, an indication of the desirable features of coke from the viewpoint of a blast furnace operator should be of assistance and value to those connected with coal and coke research, coal mining, the manufacture of coke and the production of iron. Secondly, it is hoped that the conclusions and opinions expressed herein, which are known to be of a controversial nature, will promote some discussion and thought. In this way, other workers may see fit to contribute and enlarge our general knowledge of Australian coke and its behaviour in blast furnaces.Those properties of coke that are considered to be of importance to blast furnace operation will be examined. Although broadly speaking, the composition and characteristics of coke are inherent in the coals used, any special features of coal preparation and carbonization that affect the resultant coke will be discussed. An attempt will also be made to indicate the effect on blast furnace operation of significant irregularities in these properties.THE FUNCTION OF COKE IN A BLAST FURNACECoke has four important functions in a blast furnace:1. To reduce the oxides of iron and other elements to metal and to provide the carbon absorbed by the iron.2. To supply the necessary heat for the process.3. To provide an open supporting structure in which the descending ore and limestone lie exposed to the action of the ascending gas.4. To provide voidage in the bottom of the furnace, so that iron and slag can accumulate in the hearth.

Jan 1, 1957

By C Gimber

Dust suppression is an important environmental control in most mining operations. The poorest quality water within a mine site is often used for dust suppression since it provides an effective means of reducing the volume of poor quality water. The ultimate fate of contaminants or salinity associated with water used in dust suppression is important to consider for optimising water management and assessing the environmental impact and life span and maintenance requirements of roads associated with dust suppression.The propensity for remobilisation of contaminants or salts depends on a range of factors such as the application rate, climate, road construction, water chemistry and soil geochemistry. This paper describes a typical study approach which could be used to assess the short- and long-term impacts of mine water application for dust suppression. The steps of the study are: reviewing the environmental setting, estimating water requirements for dust suppression, reviewing source water chemistry, developing a mass balance model and assessing the mobility and fate of contaminants with a geochemical model.This approach identifies which salt species are likely to form and whether they are prone to remobilisation. It is possible to quantitatively assess the risk of exporting contaminants or salt from roads and to refine the dust suppression strategy to minimise the environmental risk. The approach can be applied at mine sites to address regulator concerns, aid decision-making and improve the understanding of short- and long-term environmental risks.CITATION:Gimber, C, 2013. Assessing contaminant risk associated with the use of mine water for dust suppression, in Proceedings Water in Mining 2013 , pp 235-240 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By King R. L

Low-enthalpy geothermal groundwater resources occur at relatively shallow depths in the Upper Cretaceous/1'ertiary sedimentary sequence in the on-shore Gippsland Basin. The main stratigraphic unit containing hot groundwater is the Latrobe Group. Groundwater temperatures in the range 30 to 70¦C have been recorded from depths between 500 and 1000 m. The hottest groundwater is in the Latrobe Valley and Lake Wellington depressions. Geothermal gradients in these areas range from less than 2¦C/100 m to over 10¦C/100 m (compared to a world average of about 3¦C/100 m). A number of theories have been advanced to explain the geothermal anomalies including exothermic reaction such as oxidation of coal, mixing with deeper, hotter groundwater and high geothermal fluxes along fault zones. Variations in geothermal gradients can also result from type and thickness (and hence thermal conductivities) of the sedimentary pile, depth to consolidated basement rocks, and influence of groundwater flow patterns including proximity to recharge zones. The hot groundwater in the Gippsland Basin has substantial potential as a source of energy for direct heat applications such as process heating, space and water heating for buildings, and agricultural and aquaculture. Geothermal energy has a number of environmental advantages over traditional sources of energy. It is clean, safe, causes minimal land disturbances and in most cases is naturally renewable.

Jan 1, 1992

By T Hughes

The Gekko InLine Pressure Jig (IPJ) was unleashed on the World gravity separation market in 1996 and has since sold over 150 units in applications including tin, diamonds, silver, coal, garnet and gold. During the past twelve years the knowledgebase of the best applications and capabilities of the IPJ has greatly increased. Improvements to the original IPJ design have included engineered ceramic ragging in specific gravities from 1.6 to 5.0, full automation and improved designs of feed presentation and tailings and concentrate handling systems. The IPJ has been found to be able to handle a wide feed size range and recover mineral at liberation size without significant addition of water to the mass balance. Test work carried out during full-scale operation of the IPJ has shown the IPJ can recover diamonds down to 0.5 mm, sulfides down to 0.3 mm and gold down to 0.1 mm which greatly expands its application in the mineral processing industry. A significant volume of data now supports the symbiotic benefits of an IPJ and flotation circuit combination to pre-concentrate an ore and minimise downstream processing requirements.

Jan 1, 2008

By V Srinivasan, P Knights, C T. Farrelly

By 2025, with the widespread industry adoption of remote operation centres and advanced analytics, mining companies will find themselves making better, more informed decisions across the value chain. Process automation will drive significant business integration and reorganisation. Better collaboration between functions will make cross value chain optimisation a reality. Wherever possible decisions will be automated, based on analytical models and embedded in an enterprise decision management (EDM) architecture. This will take care of many of the minor day-to-day or the minute-to-minute decisions that consume operators and managers today. More flexible information technologies and architectures derived from the extensions to Web 2.0 and service oriented architecture (SOA) will solve many of the integration issues of today. The ongoing business imperatives for doing more with less people will make true collaboration with partners such as mining contractors, equipment vendors, transport providers, suppliers and maintenance contractors commonplace throughout the industry. All these organisations will be linked in and share common goals and objectives in real-time while providing visibility of internal constraints and available capability, allowing optimised decisions to be made across the extended enterprise. Humans will increasingly move to a more supervisory role and will use advanced collaboration to quickly solve complex abnormal issues that span the value chain out to the extended enterprise. The open collaboration and communication models instilled in the workforce through the widespread use of social networking technologies will drive thought leadership far beyond current æbest practiceÆ thinking. This will encourage the mining industry to extract the business value from rapidly converging fields of study such as environmental sciences, neuroscience, psychology, engineering, information technology and business finance. The future of mining will see a more uniform distribution of data savvy workers between the ages of 20 - 40, forcing a change in current operations. This group will drive the adoption of ubiquitous computing, augmented reality, presence and digital labelling. The enterprise will shift from a relatively static disparate set of functions to a digitally aware, integrated and interactive environment with information available, in context and just in time, to those who need it. The networked virtual enterprise will therefore be a reality.

Jan 1, 2008

By D Craw, G Eis

Late Cretaceous Blue Spur Conglomerate preserved as isolated remnants at Gabriels Gully, Weatherstones, Forsyth, Waitahuna Gully and Adams Flat was deposited during the intiation and early stages of extensional movement on the Tuapeka Fault zone at each locality. The deposits represent successive courses of a single fluvial system flowing across the Tuapeka Fault zone from the up-thrown (northeast) block. Each course, beginning with the channel at Gabriels Gully, was abandoned as a result of uplift-induced defeated antecedence in favour of a new course farther to the southeast around the southeast-propagating tip of the Tuapeka Fault zone. Schist and quartz in the conglomerate was derived ultimately from schistose rocks northeast of the Tuapeka Fault zone. Caples Terrane greywacke detritus in the middle and upper beds of the conglomerate was probably recycled from pre-existing sedimentary cover on the up-thrown block, following initiation of uplift on the Tuapeka Fault zone at each locality. Most of the gold is derived from vein sources in Otago Schist rocks to the north, and/or associated placers. Hydrothermal veins at Waipori, Hindon, Barewood, and Macraes are the most likely primary sources. There is no evidence to support previous interpretations of deposition by river systems flowing from the southwest, or axially along the Tuapeka Fault zone from northwest to southeast. High gold grades within Blue Spur Conglomerate should have a linear trend more or less similar to the orientation of the host channels, but are likely to drop off rapidly to the southwest. Extensions of the conglomerate-filled channels are unlikely to be preserved, but there is a strong probability that younger placers recycled from the former channels exist.

Jan 1, 1999

By A S. Derrington

High-accuracy, solid-state digital reference barometers have proven to be well suited to conducting underground barometric pressure surveys. The only problem is their expense; at least A$4000 each. For this reason, and because barometric pressure surveys are not a routine undertaking, very few mines have been able to justify the purchase of suitable instruments. The author knows of only three Australian metalliferous mines that own them.However, this may soon change given the recent development of low-cost, mass-produced miniature barometric pressure transducers. These transducers were developed to provide an altimeter function in the latest generation of smartphones. The main purpose of the inbuilt altimeter function is to allow the smartphone to be aware of its altitude when the global positioning system satellite signal is lost.This paper describes a prototype barometer that was constructed using one of the most accurate of the latest generation of piezo-resistive smartphone barometric pressure transducers. The prototype instrument was constructed for less than five per cent of the cost of a commercially available digital reference barometer. The prototype was subsequently tested against a reference barometer at the University of Queensland’s Experimental Mine to verify its accuracy and suitability for measuring pressure differences between underground survey stations.It is expected that the instrument’s low cost will pave the way for barometric pressure surveys to become more commonly used in mines. In turn, the resulting improvement in knowledge of major underground pressure losses should allow mine ventilation officers and engineers to optimise their ventilation systems and potentially reduce overall operating costs.An alternative option would be to use a barometer-equipped smartphone as a survey instrument, provided that its inbuilt barometer module is sufficiently accurate.CITATION:Derrington, A S, 2015. Development of a low-cost instrument for barometric pressure surveys, in Proceedings The Australian Mine Ventilation Conference, pp 331–336 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

By K Prendergast, P Dale, I Taylor, A J. Vigar, B Lueck

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. The Kainantu Project is located within the New Guinea Thrust Belt in northern Papua New Guinea. The area has a long history of exploration and production, with the discovery of alluvial gold in 1928 followed by the discovery of vein deposits of gold and copper at Kora in the 1950s and the current Irumafimpa vein gold mine. Current resources on the Kora-Irumafimpa Vein System (KIVS) stand at 1.5 Moz Au, 5 Moz Ag and 217 Mlb Cu.Mineralisation in the region includes gold, silver and copper associated with mid-Miocene age mafic to felsic intrusions. The KIVS occupies a broad north-west-trending mineralised zone more than 2.5 km long and 200 m wide, with the Kora, Eutompi and Irumafimpa veins on the western side and the Judd and Upper Kora veins on the eastern side. Economic mineralisation occurs in two closely related events occupying the same strongly structurally controlled shearing (quartz-Au-telluride veins and sulfide Au-Cu-Ag veins with free Au) and is best described as a significant intrusion-related event with both epithermal and mesothermal facets that does not appear directly related to known porphyry Cu-Au systems as seen at the surface. Significant wolframite is associated with vein quartz of a slightly older age but also occupies the same shear system.The KIVS occurs within a larger mineralised area of approximately 5 × 5 km. It has complex multiphase intrusions, breccias and diatremes that are only partly delineated by drilling and comprises multiple occurrences of Au-bearing veins and porphyry Cu-Au mineralisation. The area is considered to have high potential for extending the current resources and is being actively explored. The proposed recommencement of mining activities recognises the complexity of the KIVS and later disruptive faulting and will require tighter grade control systems, targeted mining techniques and a gravity circuit to maximise free Au recovery.CITATION:Vigar, A J, Lueck, B, Taylor, I, Prendergast, K and Dale, P, 2015. Kainantu gold-copper system, Papua New Guinea, in Proceedings PACRIM 2015 Congress, pp 601–606 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By E Skinner, G Lane

Project delivery strategies are determined by project context, business case requirements, scale of project, market conditions, ownerÆs capability and preference, contractorÆs experience, resource and skill availability, project location and type of project or facility.Successful project management requires the setting of coherent, effective and realistic business objectives and success criteria. The management team needs to lead, prioritise, resource, align, plan, track and communicate the processes that enable the realisation of these business objectives and success criteria.For any given project there is a unique balance between selection of a simple project delivery strategy that minimises interfaces and a complex strategy that necessarily engages the use of expertise and experience from numerous parties. The right balance for a project between these "book-end cases" is a function of how the project owner or managing contractor defines its objectives and chooses to manage risk, cost, schedule and project quality, in the context of the conditions affecting the project.Selection of an effective project delivery strategy requires a detailed appreciation of the range of external and internal environmental / shaping factors which influence the project. These factors include the project constraints imposed by the business, market or operational environments and the selection of an effective mix of primary (head contract), secondary (mix of vertical and horizontal packages) and tertiary (type of individual contract) strategies. The selection of the primary, secondary and tertiary strategies also shapes the project, the size and responsibilities of the ownerÆs team and the framework for delivery of outcomes.How does an owner or prime contractor decide? What is the optimum for a given project? Those with operations management backgrounds will have different views to those with project and construction management backgrounds.Is the simplest practical approach the best approach? Each and every interface needs to be managed.The owner will want a very experienced team that is engaged directly with the owner. The team will have a track record of successfully performing projects using contractors skilled in their respective disciplines and selected using competitive tendering on brilliantly designed scopes of work and good contract terms, with a fully defined project scope and appropriate schedule, for which all significant risks have been addressed and no scope changes are outstanding. Budget and schedule will be expected to have been developed with a full understanding of the scope, situation, risk management requirements etc.The problem is that these conditions rarely exist. The challenge in selection of a project delivery strategy is to resolve how best to address the inadequacies between the ideal case and the present reality. The mechanism for addressing the inadequacies defines the likely outcome of the project.CITATION:Lane, G and Skinner, E, 2013. Project delivery, in Proceedings MetPlant 2013 , pp 50-65 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013