EPCM. Tin refinery construction project

Tin refinery construction project at deposit Х, early stage project.

• No through project schedule;
• No project execution strategy;
• Intuitive tasks assignment due to lack of general project plan;
• Impossible to forecast schedule and cost;
• Lack of procurement transparency tools: regulations, responsibility matrix, procurement plans, etc.;
• Lack of project management regulations;
• Spontaneous collection, consolidation and storage of project information;
• No clear distribution of responsibility between employees.

• Implemented basic elements of corporate project management system and trained employees;
• Implemented project planning and control tools, developed regulating documents on project management;
• Developed through project plan: estimated project schedule and budget;
• Specified project plan down to specific employees’ actions (project action-plan);
• Established interconnections between different project directions (obtaining permitting documents, procurement, design, exploration, mine preparation, technology research, etc.);
• Developed project contract strategy;
• Developed detailed procurement plan;
• Monitored procurement, identified supply risks in advance;
• Developed terms of reference for design;
• Effected primary contractors selection (exploration, research, design companies);
• Monitored project execution plan and formed weekly project status reporting;
• Undertook risks management; in case of risk realization optimized project schedule keeping to the initial project budget.

Services were mainly focused on forming of basic project plan (action plan – detailed operations plan). Project action plan includes all operations and tasks required for successful project execution (which is especially important at early stages of the project in terms of considerable uncertainty). All actions and operations are grouped in phases (levels) and linked to higher tasks they relate to. All operations are interconnected by technological links making the schedule dynamic – shift in one operation causes corresponding shift of all subsequent dependent operations allowing to assess its impact on the total project schedule.

Main benefits of creating the action plan are:

• Project activity progress chart (schedule management);
• Project budget;
• Tasks assignment to specific specialists;
• Contracting plan, procurement and supply plans;
• Rapid modeling of different project development options;
• Operative accounting of project risks;
• Assessment of mutual impact of tasks assigned to the company departments;
• Project critical path creation;
• Grounds for justified management decisions.