�ݺ�ߣshows by User: JamieMorien

�ݺ�ߣshows by User: JamieMorien / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: JamieMorien / Sun, 24 Jan 2016 19:34:52 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: JamieMorien Jamie Morien CV FEB 2016 /slideshow/jamie-morien-cv-feb-2016-57435016/57435016 bd36e09c-8eba-4330-88d8-fcb72c404cbc-160124193452
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]]> Sun, 24 Jan 2016 19:34:52 GMT /slideshow/jamie-morien-cv-feb-2016-57435016/57435016 JamieMorien@slideshare.net(JamieMorien) Jamie Morien CV FEB 2016 JamieMorien <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bd36e09c-8eba-4330-88d8-fcb72c404cbc-160124193452-thumbnail.jpg?width=120&height=120&fit=bounds" /><br>

Jamie Morien CV FEB 2016 from Jamie Morien

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1 Mining Project Management Systems: Driving Predictable Project Outcomes /slideshow/mining-project-management-systems/32552872 miningprojectmanagementsystemsarticlefinal-140320155240-phpapp02
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.]]>
For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.]]> Thu, 20 Mar 2014 15:52:40 GMT /slideshow/mining-project-management-systems/32552872 JamieMorien@slideshare.net(JamieMorien) Mining Project Management Systems: Driving Predictable Project Outcomes JamieMorien For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/miningprojectmanagementsystemsarticlefinal-140320155240-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> For decades, persistent failure has marred the delivery of capital investment projects in the resource development sector. Regrettably even though the causes are well known, companies have been slow to respond with effective control strategies. As the scale and complexity of projects has increased so too has the magnitude of shareholder value destruction. It seems that when the biggest projects fail, they fail spectacularly. Performance statistics going back several decades demonstrate that mining projects of all sizes and complexity mostly fail to achieve objectives. For a time, the commodities super cycle, which peaked in 2011, concealed poor capital expenditure discipline. High sales prices cover many sins, but recent price turbulence has exposed companies to a legacy of record impairments and over-priced and under-performing assets unprecedented in the modern era. This has led to a renewed focus on reducing or eliminating capital expenditure. Companies spending on capital developments have an opportunity to apply new levels of discipline to both the allocation and delivery of capital in an environment of stagnating labour costs and increasing competitiveness. Contracting approaches that provide greater opportunities for cost certainty or gross cost reduction are now more readily available as contractors are prepared to accept greater levels of cost and schedule risk to secure work. Mining companies must also improve in-house project management capability, especially in risk management and performance control. Teams of proven performers should be equipped with sound management processes and tools to capture the value of the opportunity at the front-end of the project delivery cycle and maintain that value through to completion. We conclude with an overview of our proprietary capital delivery process and management system to demonstrate a methodology that reduces risks in a project portfolio and greatly increases the likelihood of achieving predictable project outcomes.

Mining Project Management Systems: Driving Predictable Project Outcomes from Jamie Morien

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1 https://cdn.slidesharecdn.com/profile-photo-JamieMorien-48x48.jpg?cb=1680098915 I have 18 years experience in the construction industry with 15 years in various project services roles across some of the world's largest extractive industry projects in eight different countries. I have genuine hands-on experience across various disciplines and all project phases from concept studies through to commissioning. Previous roles in Owner and EPC/ EPCM organizations include project delivery consultant, project services manager, project controls manager, cost engineer/ manager, lead estimator, planner/ scheduler and contracts and procurement manager. https://cdn.slidesharecdn.com/ss_thumbnails/bd36e09c-8eba-4330-88d8-fcb72c404cbc-160124193452-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/jamie-morien-cv-feb-2016-57435016/57435016 Jamie Morien CV FEB 2016 https://cdn.slidesharecdn.com/ss_thumbnails/miningprojectmanagementsystemsarticlefinal-140320155240-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/mining-project-management-systems/32552872 Mining Project Managem...