Reports of delays and cost blowouts in major study and construction projects are becoming increasingly prevalent in the resources industry. This is mainly being attributed to an escalating cost environment associated with the increased number of projects in the development to construction pipeline and a scarcity of competent skilled resources to deliver these projects. However, not all this effect can be directly attributed to the current environment. Historically the mining industry has not performed well in its ability to deliver projects according to the financial and physical parameters forecast in the feasibility study process. To manage the risks associated with delivery of major projects, resource companies need to ensure they use a standardised approach to management of their project development to satisfy project objectives and enable more efficient use of the increasingly limited available resources. Each discrete step in advancing the project from scoping study to operations needs to be integrated, reducing the amount of rework and duplication. This paper is primarily a consolidation of existing ideas on project management systems but also introduces new concepts to solve current issues. It describes the basic components of a typical mining project, the issues that commonly arise, the key attributes, and critical steps required for an effective integrated project management system covering projects from initial scoping studies through to project commissioning and operation. This paper focuses on technical study components of the mine development project with allowance for transitioning to design and construction and operation phases.
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