Tiêu đề Gestion de Proyectos mineros.pdf ✅

INTERCADE CONSULTORIA • ENTRENAMIENTO • CAPACITACION www.intercade.org [email protected] 1 GESTION DE PROYECTOS MINEROS PMP. ING. MARIO SALMONA PETERSEN Consultor INTERCADE PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 2 PROYECTO MINERO •INVERSIONES •RECURSOS: -PERSONAS -EQUIPOS -DINERO -RECURSO MINERO RIESGO: -PROBABILIDAD -IMPACTO •MERCADO •HSEC: (HEALTH SAFETY ENVIRONMENT AND COMMUNITY) Pre-factibilidad Factibilidad Ejecución Puesta en Marcha Operaciones Cierre
INTERCADE CONSULTORIA • ENTRENAMIENTO • CAPACITACION www.intercade.org [email protected] 2 PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 3 Whilst the current operating environment is a contributing factor, upon closer examination these symptoms are not entirely a new phenomenon that can be attributed to only the recent escalating cost environment and shortage of resources. A study of 18 mining projects covering the period 1965 to 1981 showed an average cost overrun of 33 per cent compared to feasibility study estimates (castle, 1985). A study of 60 mining projects covering the period from 1980 to 2001 showed average cost overruns of 22 per cent with almost half of the projects reporting overruns of more than 20 per cent (Gypton, 2002). A review of 16 mining projects carried out in the 1990s showed an average cost overrun of 25 per cent, attributed to overly optimistic feasibility studies and poor cost estimation (Anon, 2000). ABSTRACT 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 cacalating 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 is 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. Bach 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 commonlyarise, 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 operations. This paper focuses on technical study components of the mine development project with allowance for transitioning to design and construction and operation phases. INTRODUCTION The pace and scale of current developments in Australia’s mineral resources sector is unprecedented. In the past 18 months, 62 major minerals and energy development projects, valued at around $16.2 billion, were brought into production. The Australian Bureau of Agricultural and Resource Economics (ABARE, 2006) April 2006 list of major minerals and energy projects lists a record 90 projects, valued at around $34 billion, that are commited or under construction, with a further 166 projects under consideration for development. Based on ABS survey data, in real (2005-06 dollar) terms, new capital expenditure in the mining industry in 2005-06 was the highest on record, 79 per cent higher than the average annual expenditure for the past 25 years ($7.9 billion). Based on industry intentions canvassed in the March quarter 2006, ABS data indicate that capital expenditure on mining in 2006-07 may increase to around $15.7 billion (ABARE, 2006). In this environment, where demand from the construction sector for labour, equipment and materials is rising faster than supply, the impact on project development is being manifested in delays to scheduled completion dates and increases in project capital costs. Of 22 advanced minerals and energy projects in ABAREs April 2006 project list that were also in the October 2005 list, 16 (or over 70 per cent) now show a later scheduled completion date compared with six months ago. In terms of capital costs, of 30 projects in the October list that were either completed in the six months ended April still appear in the April 2006 list, 18 (or 60 per cent) show capital cost increases. Some of these increases are substantial (ABARE, 2006). 1. M. AusIMM, Director, Momentum Partners Pty Ltd, Level 28, AMP Building, 140 St Georges Terrace, Perth WA 6000. E-mail: [email protected] 2. Director, Momentum Partners Pty Ltd. Level 28, AMP Building, 140 St. Georges Terrace, Perth WA 6000. Effective Mining Project Management Systems D J Noort1 and C Adams2 30 25 20 15 10 5 $b 1995 1997 1999 2001 2003 2005 Fig 1 – Value of advanced resource and energy development projects in 2005-06 dollars (ABARE, 2006) Table 1. Describes a list of recent high profile mining projects reporting cost overruns in the media. TABLE 1 List of recent major mining project cost overruns 30% 10% 17.5% 30% 100% 15% A$350 million 51% US$1.45 billion A$866 million A$1.3 billion A$1.19 billion US$990 million BHP Billiton A$1.4 billion BHP Billiton AMC Inco Oxiana Newcrest Newmont Raventshorpe/ Yabilu Expansion Spence (Chile) Telfer Mine Stanwell Magnesium Boddington Goro Project (Indonesia) Prominent Hill Project Project Company Feasibility budget cost Actual/ forecast cost overrun minerals processing minerals energy PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 4 CRONOGRAMA DE HITOS Terminar Ingen. Coloc. Equipo Principal Prueba Equipos
INTERCADE CONSULTORIA • ENTRENAMIENTO • CAPACITACION www.intercade.org [email protected] 3 PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 5 GESTION DEL TIEMPO Y COSTOS DEL PROYECTO PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 6 INDICE 1. INTRODUCCION 2. GESTION DEL TIEMPO DEL PROYECTO Gestión del Tiempo. Definición de las Actividades. Secuencia de Actividades. Estimación de Recursos de las Actividades. Estimación de Duración de las Actividades. Desarrollo del Cronograma. Control del Cronograma. 3. GESTION DE COSTOS DEL PROYECTO Casos – Compañía Minera San Martín S.A. Estimación de Costos. Preparación del Presupuesto de Costos. Procesos de Control de Costos.
INTERCADE CONSULTORIA • ENTRENAMIENTO • CAPACITACION www.intercade.org [email protected] 4 PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 7 1. INTRODUCCION PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 8 DIAGNOSTICO PREVIO ¿Conoce usted todo acerca de la programación CPM? Las preguntas siguientes son clave para comenzar a entender la programación. De manera que comencemos...
INTERCADE CONSULTORIA • ENTRENAMIENTO • CAPACITACION www.intercade.org [email protected] 5 PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 9 DIAGRAMA DE MALLAS D E B C A Inicio Fin Ruta Crítica 6 5 10 4 3 2 CRITICAL PATH METHOD (CPM) 1.5 CH1 1.5 CH2 FIN CH2 FIN PMP. Ing. Mario Salmona Petersen - [email protected] - Consultor Intercade 10 PRUEBE SUS CONOCIMIENTOS EN PROGRAMACION a) ¿Qué es un cronograma CPM?. b) ¿Quién usa cronogramas y cuales son sus perspectivas del uso?. c) ¿Qué entrega un cálculo de cronograma hacia adelante y hacia atrás?. d) ¿Qué tipos de lógica de cronogramas se usa normalmente y porqué es importante?. e) ¿Qué es ADM y qué es PDM?.