Project Programme Portfolio Management (PPPM) should be integrated into operations
Most miners would agree that project and operational challenges of mining have been gradually increasing in complexity and scope in recent years.
Among the challenges facing mining management are;
∙ projects having more demanding stakeholders
∙ shareholders wanting better returns and greater efficiencies while demanding higher levels of safety and incident free time
∙ risk prevention and management is expected to be more precise
∙ the need for synergy between projects and operations have increased in size and complexity
∙ global competition
∙ executive and operational managers need planning and decision information readily available.
Project programme portfolio management (PPPM) and operational management must address these challenges in an integrated manner.
A new integration model was formed after research across mining 'problem statements' and needs analysis.
Integration of PPPM and ops is accomplished if the team take information, including values, goals and objectives, from strategy through to operations and back again to executive level.
Information for planning and decision making through a platform of Business Intelligence and Enterprise Intelligence, allow participating active stakeholder to view pertinent information in good time.
Integration is driven by 'push and pull' of avoiding losses and seeking economies.
The model uses various 'bodies of knowledge', held by relevant disciplines, and transfers relevant knowledge across these disciplines.
PPPM and operations have to be synergised, optimised and balanced across functional enterprises.
Project Programme Portfolio Management (PPPM) should be integrated into operations
Most miners would agree that project and operational challenges of mining have been gradually increasing in complexity and scope in recent years.
Among the challenges facing mining management are;
∙ projects having more demanding stakeholders
∙ shareholders wanting better returns and greater efficiencies while demanding higher levels of safety and incident free time
∙ risk prevention and management is expected to be more precise
∙ the need for synergy between projects and operations have increased in size and complexity
∙ global competition
∙ executive and operational managers need planning and decision information readily available.
A new integration model was formed after research across mining 'problem statements' and needs analysis.
The new model includes;
∙ executive management
∙ business intelligence
∙ enterprise intelligence
∙ strategic management
∙ portfolio management
∙ programme management
∙ project management
∙ operational management
∙ executive operational management
∙ business continuity.
Integration of PPPM and ops is accomplished if the team take information, including values, goals and objectives, from strategy through to operations and back again to executive level.
Information for planning and decision making through a platform of Business Intelligence and Enterprise Intelligence, allow participating active stakeholder to view pertinent information in good time.
Integration is driven by 'push and pull' of avoiding losses and seeking economies.
The model uses various 'bodies of knowledge', held by relevant disciplines, and transfers relevant knowledge across these disciplines.
PPPM and operations have to be synergised, optimised and balanced across functional enterprises.
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