The Disparity Between Construction and Mining Operations
The construction phase of a mining project is guided by a comprehensive set of PMI principles. These principles offer a structured framework for managing all aspects of construction, from detailed planning and scheduling to budgeting and quality control. This approach aims to ensure that the construction of process plants and infrastructure is completed on time, within budget, and to the required standards.
In contrast, mining operations face a different set of challenges that complicate the application of a standardised regulatory approach. The inherent unpredictability of mineral deposits introduces variables such as ore quality variations and shifting geological conditions. These factors create a dynamic environment where mining operations must adapt to ever-changing circumstances.
Unlike the construction phase, which follows a fixed plan, mining operations require ongoing adjustments based on real-time data and conditions. The diverse range of mining technologies and methods further complicates the development of uniform regulations. Additionally, economic variables like fluctuating commodity prices and market demands introduce uncertainties that standardised processes cannot fully address.
Although there are environmental and safety regulations in place, these regulations vary widely across jurisdictions, adding another layer of complexity to the regulation of mining operations. Variations in human performance and decision-making also contribute to the challenges of creating a uniform regulatory framework for mining.
Bridging the Gap with PMI Principles
Since its inception in 1996, Tacmin and its Australian partner, TacminMadini, have been exploring ways to address the gap between construction and mining operations by adapting PMI principles to the unique challenges of the mining phase. By integrating strategic project management methodologies during Engineering, Procurement, Construction and Management, (EPCM), TacminMadini has demonstrated that structured approaches can be effectively applied to mining operations.
This adaptation of PMI principles aims to bring the same level of discipline and predictability to mining operations as is applied during the construction of facilities. Through careful management of scope, schedule, and risk, it is possible to enhance the efficiency and success of mining projects.
Conclusion
The mining industry traditionally has a regulated framework for the construction of facilities but often lacks a standardised approach for mining operations. TacminMadini’s efforts to apply PMI principles to mining operations illustrate how strategic project management can address the unique challenges of the mining phase.
By adapting PMI standards to the operational aspects of mining, TacminMadini offers a framework for managing mining projects with the same level of rigor and effectiveness as construction projects. This approach provides a valuable perspective on how to bridge the gap between construction and mining operations, ultimately supporting successful project outcomes and effective risk management.
