Mine Management

Project Planning and Scheduling

HAFIDHA DWI PUTRI, 12111003FACHRIZAL BATUBARA, 12111005

NITA ARSITA, 12111006GUMILANG OKTANTYO, 12111007

Contents

Basic of Project Management (Nita)

Planning & WBS (Hafidha)

Scheduling (Gumilang)

Case Study (Fachrizal)

Quiz

Content of Presentation

Basic of Project Management

PROJECT MANAGEMENT

A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.

Project management is the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems.It is the application of knowledge, skills, tools, and techniques to project objectives to meet stakeholder needs and expectations.

WORKPLACE

ACTIVITIES

PROJECTS ONGOING OPERATIONS

PROJECTSAll the works that’s done one

time

ONGOING OPERATIONRepresent the work we perform

over and over

2 Essential Characteristics of Projects

1. Every projects has a beginning and an end

2. Every project produce a unique product.

PROJECT LIFE CYCLE

DEFINE

PLAN

EXECUTE

CLOSEOUT

• DEFINE : begin when a project are named in a project charter

• PLAN : details of how to execute the project.

• EXECUTE : performing the actual works as approved in the plan

• CLOSEOUT: perform 3 functions– Making the transition

– Establishing formal closure of the project

– Reviewing project successes and failures

Project Management Functions:

• Project definition FOUNDATION

• Project planning GOALS• Project control MOVING

FORWARD

It lays on the foundation for a project. There are two activities in this groundwork:– Determine the purpose, the goals, and

constrain of the project– Establish basic project management

controls to make sure everyone accountable their responsibilities

Project Definition

Project Planning

• Planning is determinaton of what should be achieved, when and how it was implemented.

– Planning is one of management function and aims to solve the problem.

Principles of Project Planning

Sequence activities

Activities to be carried out

Time required by each

Planning

Determining the target

Availability of standard measuring tool

Consider contingency factor

Step 1

Step 2

Step 3

• Determine the real problem to solve

• Identify the stakeholders

• Define project objectivesSMART (specific, measurable, action-oriented, realistic, time-limited)

Planning: How to Map Out a Project

Step 4

• Determine scope, resources, and major task

Step 5

• Prepare for trade-offsQuality = time +cost

Scheduling

Definition• A schedule or a timetable, as a basic time-management tool, consists of

a list of times at which possible tasks or actions are intended to take place, or a sequence of task in the chronological order in which such things are intended to take place. The process of creating a schedule - deciding how to order these tasks and how to commit resources between the variety of possible tasks - is called scheduling.

• Establishing a project management schedule involves listing milestones, activities, and deliverables with intended start and finish dates, of which the scheduling of employees may be an element.

Function

• Optimize completion time• Minimize job lateness• Maximazing machine or labor

utilization• Minimize response time

Steps

Scheduling involves three steps:1. Examining relationship between

tasks2. Creating a draft schedule3. Optimize the schedule

Work Breakdown Structure

Provide a detailed illustration of project scope

Monitor progress

Create accurate cost & schedule estimates

WBS

The work breakdown structure identifies all the tasks in a project: in fact, a WBS is sometimes referred to simply as a task list.

• A hierarchical representation of activities

• It starts with the major project areas to be accomplished

• It breaks the project areas into actionable pieces of work, segmenting elements into appropriate sublevels Build project teams

Criteria for Successful WBS

Success Work Breakdown Structure

The WBS must be broken down starting at the top

Work packages must add up to the summary task

Start at the top

Work packages

Produce a product

Each summary task and work package must be named as an activity that produces a product

Scheduling ToolsCPM (Critical Path Methode)

PERT Chart(Project Evaluation and Review Technique)

• Identify which activities are "critical," meaning that they have to be done on time or else the whole project will take longer. Task on critical path determine total project duration.

PERT breaks down the project into activities, lays out the project milestones, and duration in the form of a network diagram

The main difference is the estimated time needed to carry out the activities: project scheduling technique of CPM is deterministic (project have done and estimated activity duration based on historical data) , while PERT is probabilistic (project haven’t done and estimated activity duration is uncertain)

Gantt chart used after we know list of all required tasks in a project, along with the projected time each task should task and allow us to visualize a project’s start and end along with each element or task that needs to be completed

Gantt Chart

Gantt charts show when activities or tasks should begin and when they should end. Its simple and can easily create with spreadsheet.

CPMTask Requirement

Time To Complete

1 - 2 days2 1 Completed 3 days

32 and 4

Completed 4 days4 - 1 day5 3 Completed 2 days

PERT Chart

Gantt Chart

Case Study

Planning activites in mining office include :

Selecting the analyst team systemEstimate the time required to complete each task Create a project schedule so that the task can be

completed according to the planned time

The tools for planning and control project are Gantt Charts and PERT (Program Evaluation and Review Techniques) diagram.

Estimating the time needed :

Project divided into some phases Then divided into task / activity The last, create the detail activities Estimating the time needed of each tasks / activities Can be using “most likely, pessimistic, and optimistic”

estimate for the time

Mine Planning of PT Vale Indonesia Tbk

1. Long Term Planninga. Develop Life of Mine (LOM) mine scheduling for MRMR reporting

- Optimize mine scheduling- Calculate profit for each pits- Long term price estimated

b. Provide 5 years plan- Calculate equipment requirement- Mine design- Develop mine capital required- Calculate capital cost, man power, and rehabilitation

plan.c. Evaluate BECOG

2. Medium Term Planninga. Develop Yearly Mine Scheduling and Budget

- Production target- Hill sequence- Safety and environment- Yearly mine operating cost and capital required

3. Short Term Planninga. Develop weekly and monthly planb. Establish Disposal design planningc. Evaluated. Prepare monthly invoice

THREE MONTHS ROLLING PLAN PT AGINCOURT RESOURCESPermanent North Ramp

STEP TO WORK AND TIME FRAMENo

1

2

3

4

5

6

8

9

11

12131314

If the toe at RL_425 not echieved the other option to create new design by widdening eastern wall north ramp and approvement

30-Jun-14

Trimming and sloping final wall at RL_420 to the actual RL situation use Exc_30 t

28-Jun-14

check and do risk assesment 19-Jul-14

05-Jul-14

Action Start Date Due DateTrimming western wall North ramp from RL_430 (see pic_1)/RL_425&RL_430 (picture_2) to ramp fol low the design

29-Jun-14

Traffi c management system 26-Jul-14 28-Jul-14

Dril l ing and blasting from RL_415 to ramp DesignLoading blasted material and all soft material and scalling the wall by following design

Construct drainage system (EXC_30t) 17-Jul-14 18-Jul-1421-Jul-14

06-Jul-14

Fill inner ramp edge with DO to ROM upgrade design 22-Jul-14 25-Jul-14

Check al l the wall , if there is found the wall is not achieve to design 07-Jul-14

Dril l & Blasting RL_420 to the ramp design and all the boulder sit in the edge valey

08-Jul-14 10-Jul-14

Loading blasted material and scalling the wall allocate EXC_385C for digging and EXC_30t for trimming

11-Jul-14 12-Jul-14

10 13-Jul-14 14-Jul-14

Ready to Use

29-Jun-14

01-Jul-14

02-Jul-14

07-Jul-14

Trimming and sloping final wall as mentioned in no 2 (use EXC_385C)

02-Jul-14 04-Jul-14

Loading al l trimming material and blasted material sit in this area allocate EXC_385C for digging and EXC_30t for trimming

Loading blasted material and scalling the wall allocate EXC_385C for digging and EXC_30t for trimming

15-Jul-14 16-Jul-14

Short Cut Mega Sump

SOUTHERN EXIT PURNAMA PIT STEP TO WORK AND TIME FRAMENo

1

2

3

456789

12 Layering road with crusher material (finishing)13 02-Aug-14

Road Design* Road length* Road width* Road GradePrepare and provide Design for timber stockpilebiomass stockpile, Top Soil Stockpile, Organic Soil Stockpile

01-Jul-14 03-Jul-14

07-Jul-14 07-Jul-14

14-Jul-14 28-Jul-14

Traffic Management assesment form EVHR road to area plan & JSEA for clearing if neededRemove al l the infrastructure inside boundary design

Traffic Management assesment after finish constructed

Install flag for boundary design by SurveyClearing area (remove timber, Biomass and Top Soil)Need Log grab, exc_30 tonDigging material by following design and remove into TSF use EXC_385Cif the activity wil l do in the Night shift , need Lighting Plant

01-Aug-14

28-Jun-14 30-Jun-14

03-Jul-14 06-Jul-14

07-Jul-14 13-Jul-14

Start Date Due Date

Finish

03-Jul-14

03-Jul-14 06-Jul-14

06-Jul-1403-Jul-14 06-Jul-1403-Jul-14

29-Jul-14 31-Jul-14

11

10

Action

Form extension for placement of water fi ll station, pump ramp etc

Form entry access to design width with traffi c controls

Reinstal l water fill station, pump ramp etcExtend culverts for road widening 06-Jul-14

THREE MONTHS ROLLING PLAN PT AGINCOURT RESOURCES

References• Harvard Business Review Press. 2012. HBR Guide to Project

Management.• Verzuh, Eric. 2012. The Fast Forward MBA in Project

Management 4th ed. USA.• http://blog.soton.ac.uk/orientexpress.html• http://hspm.sph.sc.edu/Courses/J716/CPM/CPM.html• http://www.mindtools.com/

GRACIAS

1. How important project management help us to achieve our goal project according to you?

2. Based on the 4th step in how to map out a project, what are the effects when we determine wider scope than what we should take in our project?

3. Why do we need to breakdown the work to achieve the goal?

4. In your opinion, what kind of scheduling tools which is most appropriate to be applied in mining industry? Why?

Quiz

Q & ANo. Name (group) Question/Answer

1. Jamilla (12) The function of schedule => what is response time?

Response time is time required to decide the next step after finishing certain activity.

2. Cynthia What are strength and weakness of each scheduling tools?

PERT and CPM has following advantages:• Explicitly defines and makes visible dependencies (precedence

relationships) between WBS elements• Facilitates identification of the critical path and makes this visible• Provides for potentially reduced project duration due to better

understanding of dependencies leading to improved overlapping of activities and tasks where feasible

• Facilitates identification of early start, late start, and slack for eack activity

Q & ANo. Name

(group) Question/Answer

2. PERT and CPM has following disadvantages:• There can be potentially hundreds or thousands of activities and individual

dependency relationships,• The network charts tend to be large and unwieldy requiring several pages to

print and requiring special size paper,• The lack of a timeframe on most PERT/CPM charts makes it harder to show

status although colors can help (eg. Specific color for completed nodes),• When the PERT/CPM charts become unwieldy, they are no longer used to

manage the project.

Gantt chart has the following advantages• Allow for efficient organization• Help establish timeframes• Highly visual

Gantt chart has the following disadvantages• Do not show the whole picture and relationship between task• Potentially overly complex• Need to be updated

Q & ANo. Name (group) Question/Answer

3. Galih How can we plan thing correctly in mining industry, when in the middle of project, we have the unpredictable wheather?The best choice is still focus on the final target, and make some backup plan (nb: raise production target in good wheather to replace deficiencies caused of unpredictable wheather).

4. Ogi When a project is indicate going to collapse, what will we do?

There must be a decision, which maybe need something sacrificed. Maybe we have to choose between strict to the target which need more time, or strict to the time which means that what we achieve will not as high as we were targetting before. But, the most important thing, is to maintain our project keep going.