Essays on Project Scope Time and Cost Management of Anglo-American Coal-Mining Company Case Study

Download full paperFile format: .doc, available for editing

The paper "Project Scope Time and Cost Management of Anglo-American Coal-Mining Company " is a perfect example of a case study on business. Anglo-American coal mining company currently uses traditional methods in its mining operation and production. Due to the nature of changing business needs and coal demands, the traditional mining system is insufficient to meet the business needs. A better system is required to reduce duplication of work, decrease mining support personnel and resources and thus Anglo-American has sought to deploy a three-year project during which the current operations will be in transition to continue expanding infrastructural demands (namely bottom roadways and Underground Conveyor Systems) to strengthen mining operations.

This project would include but not limited to make it easy to transport coal from underground, review operation processes as necessary to meet the demand by quicker processes, and supporting self-support operations. Integrate interactive production software with the possibility of tracking production capacities. It has been considered that, by incorporating electronic software in the long-wall, Anglo-American mining programs will be more efficient, secure, and promote coordination to manage activities related to production and management.

It will also enhance the timely completion of activities by streamlining mining activities and relaying the correct information related to the quantity and quality of coal by efficient software that synchronizes departmental operations. The project estimated timeline depends on the number of stages that run between 2 to 6 months and expected to be completed in a span of 3 years. Resources estimation depends on the number of deliverables expected. Funding for Grosvenor Project is estimated at a value of $264.5 Million. The major role of the project manager will be to manage the project scope, time, and cost. 1.0 Introduction Anglo-American has carried coal mining activities at Grosvenor since 1998.

From 2013, Anglo-American was committed to integrating efficiency and capacity across its coal drilling operation and mining. The organization is focused to reduce duplication of effort, inefficiencies, and streamline mining operations to support increased needs for production and coal supply. As part of business, a new electronic system and technology are being developed to promote coal access and connect to organization operations to provide core data about quantity, quality, and infrastructure and support requirements.

Project scope and cost management are incorporated to delineate the sphere of project deliverables and cost analysis. The scope deal with a number of new tools for mining operation support across Anglo-American, assist staff meets business needs, broader customers expectation, and regulatory obligations. Project cost identifies the resources required besides staff for the purchase of hardware and software. The cost analysis will break-down the estimated cost and reasons. 2.0 Project Scope management The main project objective is to create a new tool that is necessary for supporting mining operations and information sharing across the organization.

Specifically, the project uses a methodology in designing and implementing the mining system and associated guidance to Assist in the development of an electronic system and operation management system which will be linked to Anglo-American mining operations. Create Anglo-American specific functions, activities that can be merged at one point to cover the functional and administrative processes. Implement a merged system across Anglo-American and ensure application in all departments and assist in identifying policy and procedures for operation management tools as required for the support of the above functions.

References

Anglo American Metallurgical Coal, 2014, Grosvenor Mine Moranbah, central Queensland Retrieved: http://wwwredpathminingcom/wp-content/uploads/2014/03/Grosvenor-Mine-Project-Profilepdf [Accessed 9 April 2014].

Atkinson, R 1999, Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteriaInternational journal of project management, 176, 337-342.

Atkinson, R, Crawford, L, & Ward, S 2006, Fundamental uncertainties in projects and the scope of project management International journal of project management, 248, 687-698.

Baker, B N, Murphy, D C, & Fisher, D 2008, Factors affecting project success Project Management Handbook, Second Edition, 902-919.

Burke, R 2013, Project management: planning and control techniques.

Cho, C S, & Gibson Jr, G E 2001, building project scope definition using project definition rating index Journal of Architectural Engineering, 74, 115-125.

Davila, T 2000, An empirical study on the drivers of management control systems' design in new product development Accounting, organizations and society, 254, 383-409.

Dumont, P R, Gibson Jr, G E, & Fish, J R 1997, Scope management using project definition rating index Journal of Management in Engineering,135, 54-60.

Duncan, W R 1996, A guide to the project management body of knowledge.

Helgason, V 2011, project scope management.

Highsmith, J 2009. Agile project management: creating innovative products Pearson Education.

Holland, C P, & Light, B 1999, A critical success factors model for ERP implementation IEEE software, 163, 30-36.

Kassab, M, Daneva, M, & Ormandjieva, O 2007, August Scope management of non-functional requirements In Software Engineering and Advanced Applications, 2007 33rd EUROMICRO Conference on pp 409-417 IEEE.

Keil, M 1995, Pulling the plug: software project management and the problem of project escalation Mis Quarterly, 421-447.

Khan, A 2006, Project scope management Cost engineering, 486, 12-16

Meredith, J R, & Mantel Jr, S J 2011, Project management: a managerial approach John Wiley & Sons.

Munns, A K, & Bjeirmi, B F 1996, The role of project management in achieving project success International journal of project management, 142, 81-87.

Somers, T M, & Nelson, K 2001, January The impact of critical success factors across the stages of enterprise resource planning implementations InSystem Sciences, 2001 Proceedings of the 34th Annual Hawaii International Conference on pp 10-pp IEEE.

Sutterfield, J S, Friday-Stroud, S S, & Shivers-Blackwell, S L 2006, A case study of project and stakeholder management failures: lessons learnedProject Management Quarterly, 375, 26.

Bierman Jr, H, & Smidt, S, 2012, the capital budgeting decision: economic analysis of investment projects, Routledge.

Arrow, K, J, & Lind, R, C, 2013, uncertainty and the evaluation of public investment decisions, journal of natural resources policy research, (ahead-of-print), Pp1-16.

Damodaran, A, 2012, investment valuation: tools and techniques for determining the value of any asset, John Wiley & Sons.

Osborne, M, J, 2010, a resolution to the NPV–IRR debate, the quarterly review of Economics and Finance, Vol.50,Iss.(2), Pp234-239.

Demir, H, & Bostanci, B, 2010, decision-support analysis for risk management, Afr. J. Bus. Manage, Vol.4, Is.(8), Pp1586-1604.

Berk, J, DeMarzo, P, & Harford, J, 2012, fundamentals of corporate finance, 1/e.

Download full paperFile format: .doc, available for editing
Contact Us