Mining Not Just for 'Burly Guys'

I had an interesting inquiry from a project manager about the mining industry the other day. It went like this:

“Mind if I ask you something about your industry? For some reason, I see the mining / natural resources field as a lot of ‘burly guys.’ They may be a tough audience... Perhaps I am wrong. Please enlighten me."

My first response, of course, was a smile and chuckle to myself, because who hasn’t met a ‘burly guy’ in the mining sector? In fact, the term made me think of a number of 'burly guys' that I worked with throughout the years of my career in this sector.

But I had to give an appropriate response. And so I went on to explain the complexity, the extended life, the multiple stages, and all of the people that become involved with mining and natural resource developments over the years. 

And then I admitted that, yes, of course you may run into some ‘burly guys’ in the sector (as there are in almost every industrial sector!) And although those ‘burly guys’ may look rough on the outside, they are a broadly diverse bunch who are generally caring, wise, experienced, and very knowledgable. Add to that the large amounts of time spent in remote, and sometimes pretty tough conditions, and they still get things done.

But let’s get on to the greater questions behind the inquiry. 

How much does the general public really know about our industry? There are, unfortunately, ‘reality’ shows that purvey us as reckless people who go around destroying the environment just to make a buck.

And how many professionals, some who may be well qualified to serve our industry, would never consider it - simply because they just don’t know what they’re missing?

A Compelling Exploit...

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In Defence of a Silo

About a month ago, you may have read a couple articles I posted that reviewed opinions on why projects fail - these were the result of some online research and a number of interviews I held late last year. At the end of my post, I asked your opinion - did you agree, disagree, and if so, what did you think were primary reasons?

There were some great responses, where some were in agreement to the findings, and others offered more in-depth and technically specific reasons, from their perspective. Many of these factors revolved around poor geological or mineralogical understanding and interpretation. Many suggested poor process design, and yet others named social pressures and objections. There were more than a few references to interdependent and complex issues. It was great engagement, and I appreciate your input!

To kick this article off, I'm digging into the accused geologic aspect a little more, because it is our primary starting point of a mine anyways, but more particularly because I've recently read a number of articles that have pointed the finger solely at resource and reserve estimations as the cause of failure of many mine development projects.

However, what you will find in my arguments, suggests that there may be more going on to consider, when it comes to failure.

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The Urgency for Industrial Project Delivery to Evolve

How often have you been approached by social or environment-minded folks about integrating sustainability into your projects, designs and systems? 

Never? Only on particular projects? More and more? Or all the time? 

If you were asked to do this, would you know where to start? 

Would you understand how to educate and gain the most traction with your teams?

This article highlights the necessity of making positive changes to our PMO guidance, and to integrating sustainability into our design and project management practices. 

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Mine Project Failures - Insider Perspectives

So you have your opinions on why projects fail.

Maybe you think you have the answers. At times, we may all think that way.

But have you taken some time to consider what anybody else thinks?

Have you had a dialogue to compare notes and reflect?

 

This has been my underlying driver for researching why projects fail in the natural resources sector. Why we are continuing to face such high cost overruns, and extended schedules within our projects? And why do our stakeholders never seem to be satisfied with the outcomes?

Working in the mining sector, and oversight of projects within that realm, I always felt it was easy to see where blaring issues arose. I could always spot the gaps, from my perspective, and within my realm of experience. As likely all people can do - within their range of experience. The problem is, the things you can spot are never the only things going on. 

We are blind to what we don’t know.

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The Crossroads of Project Failure and Mining Risks

Problem solving, increasing value, streamlining process, and improving performance.

 

These endeavours give me purpose.

 

But how to do this in the most efficient manner? This requires investigation.

 

Of failure rates

(Where are there the biggest problems?)

Of the arenas of failure

(What seems to be causing the most disruption?)

Of failure mechanisms

(What are the root causes of the disruptions?)

 

Two areas of interest embedded into my psyche: 

 

Mining and projects. 

 

So it is at these crossroads where an investigation began...

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The World Is Yours, so What Will You Do With It?

"The world is your oyster"

What a great saying - meaning you have the opportunity, the ability, the freedom, to do anything that you want, anything that you set your mind to.

But does this ring true for you? Maybe you don't believe you have that capability, because no one can really just do whatever they want - everyone has obligations to others that come first - right?

You might be thinking that you can't just drop everything else to do this. You need to be responsible, you need to maintain the basic necessities of life, and so on. 

But What If?

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Broader Requirements for Resource and Energy Projects?

Over the past year, there has been a concentrated focus within the project management world on the topic of requirements management - because studies have shown that inappropriate requirements is the leading cause of project failure.  

New guidance has been developed and can be found on the PMI website, however there are a few categories of requirements not discussed that should be considered when it comes to projects within the natural resources and energy sectors.  Some may also apply to large-scale linear and municipal infrastructure where numerous community stakeholders could have an impact on the outcomes of environmental assessment approvals.

This article discusses the consideration of said requirements, the associated risks and opportunities, and a compelling case for the reasoning provided.

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Sustainably sourced metals?

I've always held the belief that mining is really a large-scale exercise in waste management (with the added benefit of gaining value from the ore being extracted!)...as natural ore deposits diminish in concentrations and we are having to dig deeper and deeper to access natural ore bodies, will we find a flipping point where recovery from man-made waste streams will become more economical than extracting from the earth?  

I think so, and it will come sooner than we think! 

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Stakeholders or Clients?

When determining the requirements and the risks associated with your project, how do you regard and engage with each of the stakeholders you identify? How seriously are you treating the risks and concerns they raise?  I'd like to convince you that the way you think about and treat those stakeholders, and the value you place on their inputs, can have a significant impact on the outcomes of your project.

Don't just keep doing things the same way, step outside the box...

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Why Sustainability is Critical for your Project

So you have your next big project - to plan, to design, and/or to manage. What are your first thoughts in relation to?

Scope? Constraints? Risks? Stakeholders?

Methodology? Technology?

Would you agree if I suggested that sustainability could tie into any and all of those areas, no matter what industry you are in? Both as a driver (aka, requirement) and as an opportunity (cost savings, schedule optimization, environmental performance improvement)?

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Karen ChovanComment