WBS1 - Project Management

Step 1: Set up as a Project

Conduct project planning – improving mobile equipment controls at operating sites is best conducted as a PROJECT. This requires coordinating multiple related activities such as:

Reviews and assessments of current VI control performance
Supporting experienced personnel to reassess and modify how they carry out their work
Change management
Stakeholder management
Operational validation and integration
New technology assessment and sourcing
Approvals and finance
Data collection and analysis

Also consider other related projects (e.g. future mine digitisation) in the project planning phase.

Apply existing “Company’ project management approaches to deliver required outcomes, including:

confirming a senior manager sponsor
appointing an appropriately experienced project manager.

Conduct a review of operating site vehicle interaction control status, using the the ICMM Maturity Framework Assessment tool. The site results from this broad review will assist both the senior manager sponsor and the project manager to make the business case, develop the project charter and manage stakeholders.

EMESRT Vehicle Interaction Control Improvement Guide

This resource is based on processes and approaches that have been applied at EMESRT member company operations to systematically improve vehicle interaction controls. This includes the operational integration of new technology VI controls. Expected users are site and divisional leaders with the business knowledge and experience to plan and deliver complex business improvement projects.

Important

1.1.1 Maturity Framework Assessment

Apply the ICSV self-assessment process to review site status against the industry Vehicle Interaction (VI) Maturity Framework.

1.1.2 Project Charter

The project charter is a document from the project sponsor that authorizes the project and provides the project manager with the authority to apply organisational resources to project activities.

1.1.3 Project Initiation

Project initiation is an accountability of the project manager and takes place before planning and execution.

1.1.4 Stakeholder Management Plan

Prepare a stakeholder management plan.

1.2.1 Scope and Budget

This is a complex project that requires ongoing interactions with operations (the client) and sponsors through each phase. Time and cost estimates will need to be reassessed and updated over the life of the project.

1.2.2 WBS and Schedule

The Work Breakdown Structure (WBS) provides a visual breakdown of the total project scope. The components that make up the WBS are the outcomes required for a successful project presented as manageable parts that a project team and stakeholders can understand.

1.3.1 Status and Tracking 1.3.2 Quality and Integration

This attachment combines two work packages 1.3.1 Status and Tracking 1.3.2 Quality and Integration Project execution covering: status and tracking, quality and integration are relevant for all project phases.

1.4 Monitoring and Control

Monitoring and control processes are important for the successful delivery of the project. Apply existing 'Company' processes.

1.5 Handover

Use existing 'Company' project management approach. Project handover differs for each project phase.