De Beers 'Project Plus'

Management System

VOLUME I

DE BEERS PROJECT MANAGEMENT

GUIDELINES

Section 1.0

OVERALL DE BEERS PROJECT

MANAGEMENT SYSTEM
AND AN
OUTLINE OF THE VARIOUS PROJECT PHASES
OUTLINE OF THE VARIOUS PROJECT PHASES

January 2002

Technical Support Services

- Engineering
CONTENTS PAGE

1.0 INTRODUCTION.............................................................................................................. 5
1.1 Purpose of the De Beers Project Management Systems Guideline.......................................5
1.1.1 Modus Operandi for the use of the De Beers Project Management
Systems Guideline.................................................................................................... 6
1.1.2 Essential Reading..................................................................................................... 6

2.0 ESTABLISHMENT OF A PROJECT MANAGEMENT TASK FORCE IN DE

BEERS............................................................................................................................. 6
2.1 Appointment of a Project ManagerError! Bookmark not defined. or Project Leader..............6
2.2 Identify all Interested and Affected Parties............................................................................6
2.3 Assignment of Responsibilities..............................................................................................7
2.4 Systems Acquisition............................................................................................................... 7
2.5 User Requirement Specification (URS).................................................................................7
2.6 Project Execution Plan (PEP)................................................................................................7
2.7 Project Philosophy................................................................................................................. 7
2.8 Multi-Disciplinary Task Force................................................................................................. 8
2.9 Model Organisation Structures.............................................................................................. 8
2.10 De Beers Project Steering Committee...................................................................................8
2.11 Simple Projects...................................................................................................................... 8

3.0 PROJECT WORKFLOW AND METHODOLOGIES.........................................................9

3.1 System Acquisition for Projects.............................................................................................9
3.1.1 Needs and Requirements......................................................................................... 9
3.1.2 System Acquisition.................................................................................................10
3.1.3 System Utilisation................................................................................................... 10
3.2 Overall Model...................................................................................................................... 11
3.3 Need Identification Phase.................................................................................................... 12
3.3.1 Process................................................................................................................... 12
3.3.2 Deliverables (Outputs)............................................................................................12
3.3.3 References............................................................................................................. 13
3.4 Initialisation Phase............................................................................................................... 13
3.4.1 Process................................................................................................................... 13
3.4.2 Deliverables (Outputs)............................................................................................13
3.4.3 References............................................................................................................. 14
3.5 Concept Exploration Phase................................................................................................. 14
3.5.1 Inputs...................................................................................................................... 14
3.5.2 Process................................................................................................................... 14
3.5.3 Deliverables (Outputs)............................................................................................15
3.5.4 References............................................................................................................. 16

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 3.6 Evaluation Phase................................................................................................................. 16
3.6.1 Inputs...................................................................................................................... 16
3.6.2 Process................................................................................................................... 16
3.6.3 Deliverables (Outputs)............................................................................................17
3.6.4 References............................................................................................................. 17
3.7 Definition and Validation / Feasibility Stage........................................................................17
3.7.1 Inputs...................................................................................................................... 17
3.7.2 Process................................................................................................................... 18
3.7.3 Deliverables (Outputs)............................................................................................20
3.7.4 References............................................................................................................. 21
3.8 Engineering, Procurement and Construction Management.................................................21
3.8.1 Inputs...................................................................................................................... 21
3.8.2 Process................................................................................................................... 21
3.8.3 Deliverables (Outputs)............................................................................................22
3.8.4 References............................................................................................................. 22
3.9 Construction Stage.............................................................................................................. 23
3.9.1 Inputs...................................................................................................................... 23
3.9.2 Process................................................................................................................... 23
3.9.3 Deliverables (Outputs)............................................................................................24
3.9.4 References............................................................................................................. 24
3.10 Commissioning Stage.......................................................................................................... 24
3.10.1 Inputs...................................................................................................................... 24
3.10.2 Process................................................................................................................... 24
3.10.3 Deliverables (Outputs)............................................................................................25
3.10.4 References............................................................................................................. 25
3.11 Disposal and Restoration..................................................................................................... 25
3.11.1 Inputs...................................................................................................................... 25
3.11.2 Process................................................................................................................... 26
3.11.3 Deliverables (Outputs)............................................................................................26
3.11.4 References............................................................................................................. 26

4.0 CRITICAL ACTIVITIES CHECKLIST...............................................................................27

4.1 Organisation........................................................................................................................ 27
4.2 Responsibilities and Procedures......................................................................................... 27
4.3 Project Initiation................................................................................................................... 27
4.4 Communication and Documentation Management..............................................................27
4.5 Planning and Scheduling..................................................................................................... 27
4.6 Man hour Estimation............................................................................................................ 28
4.7 Contracts............................................................................................................................. 28
4.8 Engineering and Design...................................................................................................... 28
4.9 Material Take-Off................................................................................................................. 28

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 4.10 Estimation and Cost Control................................................................................................ 28
4.11 Procurement........................................................................................................................ 29
4.12 Progressing......................................................................................................................... 29
4.13 Inspection............................................................................................................................ 29
4.14 Project Reviews and Monthly Progress Reports..................................................................29
4.15 Construction/Commissioning............................................................................................... 30
4.16 Project Completion.............................................................................................................. 30
4.17 Safety Plan.......................................................................................................................... 30
4.18 Computer Aided Engineering Design and Draughting Support............................................30

INDEX...................................................................................................................................... 31

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1.0 INTRODUCTION

1.1 Purpose of the De Beers Project Management Systems Guideline

The purposes of this guideline is to define the philosophy for the consistent
formulation and control of projects and to assist Project Managers / Project
Leaders or any personnel involved in projects in the consistent, effective,
organised execution of projects through the application of best project
management principles, systematic thinking procedures, guidelines and
standards and to focus on critical items. It is expected that through application of
this guide, effective management of the projects will be achieved.

This guideline attempts to detail the steps required during the full life cycle of a
project, from the initial exploration phase to the actual execution of a project. The
full life cycle will involve a diverse range of disciplines from exploration geologists
through evaluation, establishing a resource, to plant and infrastructure designs
and construction.

Projects go through various stages, with definable deliverables and decision

points at each stage. These stages are:
 Need identification (Exploration)
 Requirement determination (Conceptual evaluation)
 Concept exploration, including sampling (Pre-feasibility)
 Definition & validation (Feasibility)
 Design & development
 Construction, manufacture and commission
 Operations and support
 Disposal and restoration

At each stage it is necessary to identify all relevant stakeholders and integrate the
various disciplines involved to ensure that optimum and cost effective activities
occur at the right time and ensure that appropriate information is obtained to
make the decisions at each stage e.g. ore dressing and geotechnical information
can be obtained during exploration work.

Each of the project stages above are covered by separate sections below and a
generic checklist of information and discipline activities is needed for each stage.

The application of project management and system acquisition principles must

form an integral part of the process at each stage to promote effective
communications and interaction of all parties.

This guideline does not attempt to cover the detailed activities for, exploration, ore
evaluation, ore dressing studies, project engineering and executions. It attempts
to tie these diverse activities together at the appropriate stages.

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 1.1.1 Modus Operandi for the use of the De Beers Project Management
Systems Guideline.

Each stage of the project must have a designated project manager /

leader responsible for the effective execution and co ordination of that
stage.

It is recommended that all those associated with the project, particularly

those responsible for the execution of the project, project leaders and
project managers digest the contents of this guide, tailor these to the
unique requirements of their project, disseminate their project
implementation plan, project procedures, project standards and ethos to
the project team, and ensure that contractor’s procedures comply.

1.1.2 Essential Reading

When a Project Manager is appointed to execute a project be it, a

Conceptual Study, Feasibility Study, Design & Construct, or a project
subsequent to these, it is required that he / she be completely familiar
with the scope, planning and cost estimates of the previous phases, and
that his project team is similarly aligned. All previous documentation
should be studied.

To keep projects compliant with the “De Beers Mine Asset Management
Guidelines”, the Project Manager must take cognisance of this
document’s requirements.

2.0 ESTABLISHMENT OF A PROJECT MANAGEMENT TASK FORCE IN DE BEERS

2.1 Appointment of a Project Manager or Project Leader

All projects, no matter what size, need to have an appointed Project Manager or
Project Leader responsible for the execution of the project at that stage of the
project’s evolution and who is responsible for co-ordinating all the relevant
disciplines, consultants and contractors.

2.2 Identify all Interested and Affected Parties

All stakeholders, interested and affected parties are to be identified at the

commencement of the project, be they internal or external to the company. The
influence such people may bring to bear on the progress of the project, be it good
or bad is to be identified and any possible precautionary actions to be reviewed.

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2.3 Assignment of Responsibilities

The Project Manager is required to prepare a Responsibility Matrix for the project
based on the project scope which clearly defines the responsibilities of each
member of the team and how all parties interrelate with each other. The
involvement of contractors, specialist consultants and, or technology suppliers will
be defined at this stage and incorporated in the matrix.

The Responsibility Matrix will be agreed and signed by the Client and Contractor
and will be included as an integral part of any Contract.

2.4 Systems Acquisition

The System Acquisition approach is based on a top-down specification and

design process, as well as a bottom-up construction and commissioning process.
The acquisition process merely reflects a typical life cycle of activities and is
primarily aimed at major systems, its philosophy and approach may be applied to
any project.

In the application of the system approach, the design focus shifts away from
concentrating exclusively on the mission of the system, to concentrating on the
entire life cycle. At the same time the design focus shifts away from concentrating
exclusively on the major equipment, to concentrating on the entire system.

2.5 User Requirement Specification (URS)

A URS (as per the System Hierarchy levels) is to be drawn up by the Project
Team at the initialisation of a project and states the desired capability and
requirements of the project in terms of business processes. It is important not to
specify a system that will provide that capability, as the more a user requirement
becomes a specification, the more the opportunities for trade-offs and
optimisation is lost.

2.6 Project Execution Plan (PEP)

A Project Execution Plan must be drawn up by the Project Team, clearly

describing all the concepts and methods that will be applied to the project and the
intent by the project management team to perform to the project requirements (as
specified in the User Requirement document).

2.7 Project Philosophy

The Project Manager shall agree with the Client, Project Sponsor, Discipline
Consultant and GM Engineering the philosophy to be applied to execute the
project (i.e. team structure, use of consultants and contractors). (See De Beers
Project Management System Volume 2: Business Process Manual).

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2.8 Multi-Disciplinary Task Force

The Project Manager shall establish and assemble, from within De Beers and
where necessary outside organisations, an experienced multi-disciplinary task
force to efficiently and effectively control and manage the project or the EPCM
contractor for a large project.

For larger projects it is highly desirable that all members of the multi-disciplinary
task force be accommodated in a common office under the direct control of the
Project Manager to ensure effective co-ordination. This task force will be termed
“the project management team”.

The location of the management of the project team shall depend on the
geographic centre of the most important activities and is generally where the
manager needs to concentrate his greatest activities. This may be at the project
site, EPCM contractors facility or a combination of the two.

2.9 Model Organisation Structures

It is imperative that, at the outset, the respective roles and responsibilities for the
De Beers project management team task force be critically considered and
agreed with the team member himself, the Client, Project Sponsor, Discipline
Consultant and GM Engineering. For example, the Client may wish to take
responsibility for construction, commissioning, cost control and administration.
The Project Manager is required to discuss, with the Client, Project Sponsor,
Discipline Consultant and GM Engineering, the factors for and against a split of
responsibilities, particularly in the discipline of construction, commissioning and
cost control. Care should be exercised in committing operational resources to
projects in which these may have conflicting duties in times of need.

2.10 De Beers Project Steering Committee

The business management of the project shall be directed by the Executive

Committee, if this exists. The Steering Committee reviews the execution of
projects done by De Beers, directs remedial action and, where appropriate,
assists the Project Manager in the provision of specialist expertise and in the
resolution of resource conflicts.

2.11 Simple Projects

Note: The same overall project management principal ideals are specified on
smaller or single source projects, however, these must be adjusted and or
simplified to fit the needs of these less complex acquisitions and conform to less
onerous requirements.

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 3.0 PROJECT WORKFLOW AND METHODOLOGIES

3.1 System Acquisition for Projects

The System Acquisition Process evolved over time specifically to manage

complex engineering-type acquisition projects. One of the main principles of the
system acquisition approach is that it takes a life cycle view during all phases of
the project, whilst also considering the interfaces and interactions with its
environment at all times.

The following is a work flow diagram for the system acquisition process as applied
to projects within De Beers.

Figure 1 – Systems Acquisitions Process Work Flow

Needs & Requirements System Acquisition System Utilisation

Construction Disposal
Design Operation
Needs Definition
Requirements Concept
Manufacture &
& &
Identi- &
Determination Exploration
fication Comm- Restor-
Develop- Support
Validation issioning ation
ment

Pre- Operate/
URS Feasibility E.P.C.M. Close
feasibility Maintain
out
Needs
Close
Base Requirements Functional Allocated System Operational Disposal
out Base
Line Base Line Base Line Base Line Base Line Base Line Base Line
Line

-15% to -10% to -5% to

> 25% -5% to +5%
+25% +15% +10%

3.1.1 Needs and Requirements

The Needs and Requirements phases are the phases where the
required operational capability and constraints for the newly required
system are developed and documented in a Requirements Statement.
This Requirements Statement (also referred to as the ROC) forms the
Requirements Baseline in business terms but does not state any
solutions. It does however include cost and time constraints within which
the ultimate solution must be developed and implemented.

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 3.1.2 System Acquisition

There are four phases within System Acquisition which have the
following main objectives:
Concept Exploration: To generate the most appropriate solution to
the Requirements Statement in concept by specifying the major
functions (e.g. flowsheets) and related equipment, equipment support
concept, security concept etc. A major output of this phase is a
System Specification that forms a part of the Functional Baseline.

Definition and Validation (DEVAL): In this phase the preliminary

design of the system solution is done in order to firm up on the cost of
the solution and to enhance the certainty that the selected solution is
optimal. This preliminary design includes layouts, general
arrangements, preliminary equipment selections etc. If there are any
items to be newly developed, they are specified in Item Development
Specifications that form part of the Allocated Baseline.

Design and Development: During this phase the detail design for
construction and fabrication/manufacture is done and is based on the
preliminary design done in the DEVAL phase. The detail design of all
operating, support and manufacturing processes is done, in addition
to the design and development of products (equipment’s). Should
engineering development form part of the project, the new equipment
is then developed, qualified and prepared for commercial
manufacture. The output of this phase is a complete System Baseline
that defines the system in its totality and which will enable
implementation.

Construction, Manufacture and Commissioning: During this phase

the system is constructed, items and equipment are manufactured
and the system as a whole is commissioned and handed over to
production for utilisation. At the end of this phase the System baseline
is updated to an “As-built” status and then forms part of the Operating
Baseline.

3.1.3 System Utilisation

During System Utilisation, the system is operated and supported by the
end-user until the end of the system lifecycle when the system is
disposed of. The system may undergo a major upgrade during the end of
the system lifecycle. During Operations and Support it is the
responsibility of the end-user to manage and keep the Operating
Baseline current.

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 3.2 Overall Model

The overall model (stages) of the typical life cycle of a project is illustrated below.
The corresponding financial cycle is also shown:

Figure 2 – Project & Finance Life Cycle Model

NEED IDENTIFICATION

INITIALISATION

REQUIREMENTS DETERMINATION Class 0 (Order of Magnitude)

CONCEPT EXPLORATION Class 1 (Pre-feasibility Estimate)

DEFINITION & Class 2 / 3 (Feasibility Estimate)

VALIDATION

Class 3 (Control
DESIGN & DEVELOPMENT Budget
PHASE (if required)

CONSTRUCTION, Class 4 (Detail

MNF, COMMISSION Budget
(if required)

OPERATIONS & SUPPORT

DISPOSAL &
RESTORATION

Attention is drawn to the fact that these macro-activities are not arranged on a
“finish to start” basis, but will in all probability substantially overlap in time.
Generally, a decision to proceed to the next phase, carry out further investigations
or to halt further work is made at the conclusion of each stage or milestone.

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 An overview of processes and actions required for each stage follows. Details of
the processes are itemised in subsequent sections of the Guidelines (Volume 1 of
the De Beers Project Management System).

3.3 Need Identification Phase

This stage of a project mainly involves exploration personnel with support from
the operational or production divisions. It is essential that other disciplines are
consulted during this early phase to ensure that critical aspects such as ore
dressing studies, test work and major project risks are identified and mitigated
where appropriate.

3.3.1 Process

 Desk-top study.
- Identify regional areas with potential for new diamond deposits.
 Reconnaissance stage
- Regional investigation of target areas for new diamonds deposits
and identify anomalies.
- Select area of potential Kimberlite occurrence for reconnaissance
programme.
- Survey area
- Data analysis
- Reconnaissance report
 Anomaly investigation stage
- Target drilling
- Data analysis
- Target drilling report
 Preliminary bulk sampling stage
- Preliminary bulk sampling plan
- Permitting
- Preliminary environmental baseline study
- Preliminary delineation drilling
- Bulk sampling drilling
- Data acquisition
- Treatment of samples to produce concentrate
- Diamond recovery - GSPS
- Diamond property studies – GSPS
- Diamond resource model formulated - Minred

3.3.2 Deliverables (Outputs)

 Public reporting of results

 Diamond resource model
 Inferred resource signed off - Geology and Minred
 Project organisation plan
 Project manpower schedule

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 3.3.3 References

More details on some of the actions under this phase may be obtained
from the following:
Exploration - Diamond Exploration and Mining Handbook
Minred - Mineral Resource Management

3.4 Initialisation Phase

Personnel from exploration and/or operational/production draw up the

requirements of the project. It is essential that other disciplines are consulted
during this early phase to ensure that critical aspects and major project risks are
identified and mitigated where appropriate.

3.4.1 Process

 Develop Scope of Work and User Requirements (See Project

Management System Volume 1, System Acquisition Guidelines
for level 5 and 6 projects).
 Prepare written definition of scope and agree with User
 Review De Beers facilities, services and expertise available and
decide on outside involvement, if necessary, (e.g. Technology
and / or specialist consultants in exploration, geotechnical,
mining, process, engineering, cost control, documentation
control, commissioning etc)
 Consider joint ventures / associations with outside organisations
 Prepare organisation structure, define resources required and
source those resources (staff, accommodation, computer
hardware and software)
 Prepare project procedures (use suite of standard project
procedures and adapt as necessary)
 Prepare project plan (level 1, possibly level 2)
 Prepare project man plan, and equipment budget
 Define communications mediums and procedures ( eg. Meetings,
documentation, reports)
 Agree deliverables with De Beers Steering Committee

3.4.2 Deliverables (Outputs)

 Agreed scope of work and User requirements

 Organisation structure and team.
 Defined De Beers policy for the project, for example, in respect of
centralised / de-centralised decisions making, roles,
responsibilities and reporting to the De Beers CHQ Consultants
 Order of magnitude ore resource and project viability
 Agreed demographics of the workforce
 Budget for next phase
 Report / recommendation to proceed or not

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 3.4.3 References

More details on some of the actions under this phase may be obtained
from the following:
Exploration - Diamond Exploration and Mining Handbook
Minred - Mineral Resource Management

3.5 Concept Exploration Phase

This stage of the project usually firms up the ore resources, preliminary
geotechnical, preliminary ore evaluations, allows for conceptual mining plans,
carries out detailed ore dressing studies, test work, preparation of preliminary flow
sheets, mass balances, conceptual designs and conceptual (class 1) estimations.
This is also the appropriate stage to carry out ore sampling and ore dressing
studies, scope production levels and outside alternatives at low level of cost
expenditure. “Black Boxes” should be eliminated if possible.

3.5.1 Inputs

 The outputs of the Project Initialisation Stage

 Exploration, resource delineation and evaluations, valuations
 Test work, ore dressing studies

3.5.2 Process

 Geology / Minred
- Unfactored ore reserve per facies
- Block model
- Micro diamond analysis

 Ore Evaluation
- Typical grades of facies
- Diamond valuation and SDF curves

 Geotechnical
- Reconnaissance mapping
- Literary review of area, geology, structure and geohydrology
- Preliminary logging of existing core
- Index testing of core

 Mining
- Base case mining plan with alternatives
- Global mining factors for dilution and recovery
- Financial model - IRR, NPV and payback period
- Inferred reserve

 Metallurgy
- Global metallurgical factors for liberation and recovery
- Global costs factored for tonnage from similar operations

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  Engineering
- Establish milestone map
- Define which project disciplines are needed and set up an
appropriate team (i.e. geological, ore evaluation, mining)
- Establish and agree functional philosophy with User
- Execute conceptual (preliminary design) appropriate for the
end objective including identification
- Generate alternative designs and conduct value engineering
thereon. This will include doing a scoping study to set
optimum capacity
- Evaluate alternatives with User, perform trade-off studies
- Prepare Level 2 project plan
- Prepare Class I cost estimate for project costs for all
subsequent phases for project engineering, project services,
including financial appraisal of project, construction,
commissioning, project closure, project capital costs and
project indirect costs namely, escalation, contingency,
insurance, shipping/transport, foreign exchange, spares,
commissioning, training and operating costs, including
consumables (lubricants, chemicals etc). Class 1 estimates
are usually factored from existing equipment and designs to
meet the available level of information.
- Develop factored working costs including consumables
(lubricants, chemicals, etc.), operation mining structures and
post implementation capital costs including closure
- Define environmental requirements and procedures
- Define liaison with statutory authorities
- Set up a financial project and operations financial model
based on a preliminary mining plan to show project IRR and
discounted cash flows and sensitivities.

3.5.3 Deliverables (Outputs)

 Agreed functional philosophy

 Alternative engineering concepts and scoping study
 Agreed level 2 project plan
 Class 1 cost estimate and financial model for final project
execution
 Report on expenditure versus budget and actual progress versus
planned progress for this stage
 Conceptual report with recommendations to proceed or not with
budget and implementation plan for the next stage
 PEP and class 3 estimate for execution of definition and
validation (feasibility) study
 Preliminary EIA
 Draft Required Operational capability (ROC) for the ultimate
project

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 3.5.4 References

More details on some of the actions under this phase may be obtained
from the following:
Minred - Mineral Resource Management -
Mining - Mine economics - D Fricker
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Project Management System Vol. 1: Guidelines
Section 2 - System Acquisition
Section 12 - Project planning & resource scheduling
Section 13 - Cost estimation
Section 14 - Preparation of a project execution plan

3.6 Evaluation Phase

To arrive at an indicated or measured resource such that a feasibility study can

be conducted. In some cases the evaluation phase forms part of the definition
and validation (feasibility) phase.

3.6.1 Inputs

 The outputs of the Conceptual Phase

 Exploration, resource delineation, evaluations and valuations
 Test work, ore dressing studies

3.6.2 Process

The following are various activities that make up the evaluation

phase. The order given is not fixed and will depend on a particular
project’s needs.

 Geology
- Ore / waste and detail facies model
- Detailed mineralogy
- Emplacement model

 Geotechnical
- Geotechnical boreholes with core orientation
- Hydrogeological work
- Detail logging, structural, geotechnical and associated
classification
- Weathering tests
- Hydrogeological parameter model
- Selection of core for physical parameter testing

 Drilling / Sampling
- Support size (Bulk)
- Density / position
- Further bulk samples if required for revenue or metallurgy

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  Ore Dressing Studies
- Core drilling
- Comminution and Concentration tests
- Recovery tests
- Sampling
- Bulk scrubbing tests
- Concentration tests
- Water tests
- Unacidised diamonds

3.6.3 Deliverables (Outputs)

 Geo statistics
 Revenue
 Evaluation
 Geotechnical specifications for kimberlite and surrounding country
rock
 Indicated / Measured resource

3.6.4 References

More details on some of the actions under this phase may be

obtained from the following:
Minred - Mineral Resource Management
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ

3.7 Definition and Validation / Feasibility Stage

During the definition and validation (feasibility) phase, conceptual proposals

presented under the Conceptual Study Report are engineered to a level of
confidence (class 2 / 3 estimate) sufficient to persuade the Board to approve
funds for the project. All “Black Boxes” and areas of risk will be eliminated by
appropriate engineering to ensure that there are no possible “fatal flaws” in the
project. In general the production plans and plant designs will be at a sufficiently
developed level to allow detailed design to proceed if project approval is merited.
All equipment will have been specified and costed. It is essential that unknowns
or risks are eliminated early in this stage to allow for adequate engineering of the
favoured solutions to take place, as this engineering phase uses a lot of
resources and needs to freeze design parameters.

3.7.1 Inputs

 Outputs of the concept and evaluation phases

 Additional resource evaluations

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 3.7.2 Process

The following are various activities that make up a feasibility study.

The order given is not fixed and will depend on a particular project’s
needs.

 Mining
- Mineability of blocks
- Detailed capital costs
- Detailed operating costs
- Revenue / block
- Contribution / block
- Detailed geotechnical and hydrological estimates
- Grade control / block
- Rigorous slope / mine design
- Detailed mining methods and equipment
- Efficiency factors / block
- Dilution factors / block
- Detailed ore blending requirements
- Detailed pit or alluvial optimisation
- Detail plan if underground mine method – draw control
- Manpower strategy
- Mining stock pile strategy
- Environmental plan
- Waste disposal plan
- Closure plan
- Contractor strategy

 Metallurgy / ODS
- Additional drill cores
- Additional drill testing
- Additional sampling
- Additional sampling test work
- Detailed plant design
- Detailed recovery factors
- Detailed communication factors
- Detailed DMS factors
- Detailed capital costs
- Detailed operating costs
- Detailed resource consumption
- Detailed flow sheet
- Footprints
- Manpower strategy
- Control philosophy
- Stockpile / tailings strategy
- Construction and commissioning plan
- Detailed mass balance
- Technical and financial models for process simulation
- Detailed equipment selection and flow sheet simulation

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
  Survey
- Sample position and co ordinates
- Measurement of initial stock piles / bulk sampling extraction
- Measurement of areas and volume of bulk sample depletion

 Engineering
- Establish milestone map
- Investigative and select preferred engineering concept
- Agree and obtain Client’s sign-off of preferred concept
- Appoint specialist consultants as required
- Undertake feasibility design, block plan and preliminary general
layout drawings
- Freeze flow sheets (PFDs) and GAs
- Prepare responsibility matrix for the project and agree with
Client
- Prepare Level 3 plan, including management of interfaces,
access constraints and co-ordination requirements
- Prepare Functional Specification
- Prepare General Specifications
- Prepare Particular Specifications
- Define procurement philosophy and procurement plan
- Prepare and agree approved Vendor list with Client
- Prepare and issue major enquiries, particularly for long
delivery items and critical construction/ erection activities
- Prepare Class 2 / 3 cost estimate for engineering, project
services, including quality assurance, financial appraisal, risk
analysis, construction, commissioning, project closure, project
capital costs and project in directs, namely escalation,
contingency, insurance, shipping/transport, foreign exchange,
spares, commissioning, training and operating costs including
consumables
- Prepare basis of cost estimate
- Prepare project implementation strategy
- Define project ethos (Technical excellence, co-operation,
teamwork, safety, in-house capability,
contractors/consultants) and communicate to project team
- Prescribe and issue project procedures
- Determine documentation requirements and procedures
- Prepare Quality Management Plan and agree with Client
- Define procedures and requirements for procedural and
design audits
- Define inter-disciplinary review requirements and procedures
- Review and adjust , if necessary, project organisation
structure, accommodation, equipment and software
requirements
- Prepare and agree spares and consumables with Client
- Establish and implement pre-qualification procedures for
Vendors and reporting thereon
- Define reporting procedures and formats including contents
and distribution
- Define coding systems and procedures

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 - Prepare PFDs and P&IDs and agree with Client
- Conduct operability / Hazop / studies of maintainability
- Define project administrative requirements, namely accounts
receivable, accounts payable, audit requirements and
procedures.
- Conduct constructability reviews
- Define commissioning requirements and procedures for
incorporation into enquiries
- Define enquiry document requirements namely, detailed
Preliminary and General Costs breakdown, resource levels of
supervision, Labour and plant and breakdown of item pricing.
- Define Contract Variation procedures and reporting formats
for inclusion in enquiry/contract documents.
- Prepare project management, engineering, project services,
administration and contractor organisation resources and
timing
- Prepare Block Plan
- Define escalation philosophy and procedures for inclusion into
enquiry/contract documents
- Conduct Environmental Impact Analysis
- Report on expenditure versus budget and actual progress
versus planned progress for this stage

 Techno / Financial studies

- Detailed geotechnical and hydrological estimates
- Grade control / block
- Rigorous slope / mine design
- Detailed mining

3.7.3 Deliverables (Outputs)

 Final URS document for overall project

 Agreed scope
 Final ore reserve calculations
 Probable / Proven reserve
 Mine plan
 Process freeze including equipment selection and design criteria
 Definition of required organisation and resources to implement
project
 Project procedures
 Project Quality Management Plan
 Audit procedures
 Agreement procurement philosophy and plan, in toto
 Vendor list
 Reporting procedures
 Coding systems and procedures
 Issue of major enquiries
 PEP containing:
- Final scope of work
- Level 3 plan

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 - Class 2 / 3 estimate
 Working costs estimate
 Reporting procedures
 Agreed Process Flow Diagrams and Piping and Instrumentation
Diagrams
 Information management strategy
 Project administration requirements and procedures
 Commissioning requirements and procedures
 Block plan and preliminary GAs.
 EIA
 Organisation structure and manpower strategy
 Cost and Progress Report
 Project and operations life cycle financial model
 Full Feasibility report (for large projects this will be to bankable
standards)

3.7.4 References

More details on some of the actions under this phase may be obtained
from the following:
Minred - Mineral Resource Management
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Engineering - Asset Management Guideline
- Life Cycle Costing
Project Management System. Volume 1: Guidelines
Section 2 - System Acquisition
Section 9 - Change control
Section 12 - Project planning & resource scheduling
Section 13 - Cost estimation preparation
Section 14 - Preparation of a project execution plan

3.8 Engineering, Procurement and Construction Management

3.8.1 Inputs

 Outputs of the Design and Validation Phase / Feasibility Stage

3.8.2 Process

 Engineering
- Initiate project “kick-off” meeting with project team
- Finalise Piping and Instrumentation Diagrams and agree with
Client
- Select plant and equipment and agree with Client
- Adjudicate enquiries
- Place contracts
- Execute detailed design and draughting
- Prepare Level 4 planning

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 - Prepare Class 3 cost estimate including the item categories
as stated previously
- Prepare and implement Quality Assurance Systems and
Quality Control Plans
- Implement cost control and reporting system, namely CVR,
with base costs or actual costs as the reporting basis for final
cost
- Implement engineering design management (cost and time)
- Review and amend project responsibility matrix and agree
with Client and Contractor
- Finalise and sign-off agreement of service / contract with
Client and Contractor
- Prepare and monitor design and drawing programme
- Change management report on expenditure versus budget
and actual progress versus planned progress for this stage to
be part of project management
- Implement and control inter-disciplinary design reviews and
review/approval of designs and drawings
- Implement Quality Assurance reporting and Corrective Action
Requests
- Implement manufacture and fabrication phase

3.8.3 Deliverables (Outputs)

 Approved PFDs and P&IDs

 Plant and equipment selection
 Detailed project execution plan
 Award plant, equipment and construction contracts
 Agreed procurement philosophy and plan, in toto
 Organisation structure
 Construction documentation
 Level 4 project schedules
 Class 3 cost estimate
 Quality Assurance Programme
 Cost Control Systems
 Engineering design and draughting; cost and progress control
system
 Finalised responsibility matrix
 Reports on actual progress and costs versus targets and
budgets

3.8.4 References

More details on some of the actions under this phase may be obtained
from the following:
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Engineering - Asset Management Guideline
- Life Cycle Costing
Project Management System. Volume 1: Guidelines

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 Section 2 - System Acquisition
Section 4 - Commissioning management
Section 9 - Change control
Section 11 - Pre qualification, adjudication & selection of tenderers
Section 12 - Project planning & resource scheduling
Section 13 - Cost estimation preparation
Section 14 - Preparation of a project execution plan

3.9 Construction Stage

3.9.1 Inputs

 Outputs as per the EPCM stage

3.9.2 Process

 Human Resource organisational structure

 Continue with progressing and expediting functions
 Conduct materials management
 Review and approve contractors’ quality control plans
 Conduct Human Resources Management
 Define role and responsibilities of Construction Manager
 Define and implement meeting agendas (eg. Kick-off,
construction progress, commissioning, safety, industrial
relations, access co-ordination and cost control meetings)
 Determine and implement labour camp requirements and
management
 Audit adherence to Quality Assurance requirements and
procedures
 Certify contractors payment certificates and invoices
 Implement change management including CVR Control
 Implement Level 4 / 5 planning including planning of access
 Update Final Forecast costs – monthly reporting at least
 Prepare and present quarterly review of progress and costs
 Structure and resource commissioning requirements
 Monitor, control and adjust, if necessary, construction progress
versus programme and method statements
 Monitor and correct adverse cost variances
 Adjust, as required, designs and drawings in view of site
conditions and cost variations, if applicable
 Prepare progress and cost reports for engineering, project
services, in directs and construction
 Audit construction procedures and apply Corrective Action
Requests as required
 Prepare and implement contractors’ mobilisation ad induction
procedures
 Prepare and implement contractors’ de-mobilisation procedures
 Implement construction co-ordination forums for site safety,
industrial relations, inter-disciplinary and inter area co-ordination
 Implement field engineering

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
  Implement cold commissioning procedures, report formats and
ensure that construction supervision staff and contractors adhere
to the system
 Develop, issue and implement punch-list procedures, reports
and certificates, eg. Mechanical/electrical completion and safety
clearance certificates
 Expedite and control delivery of vendor documentation, eg.
Commissioning planning, commissioning methods and
procedures, commissioning quality control plans, vendors
commissioning organisation and resources, operating and
maintenance manuals, training and as-built drawings

3.9.3 Deliverables (Outputs)

 Constructed, completed facility including punch list status,

mechanical completion and safety clearance certificates ready
for commissioning.

3.9.4 References

More details on some of the actions under this phase may be obtained
from the following:
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Engineering - Asset Management Guideline
- Life Cycle Costing
Project Management System. Volume 1: Guidelines
Section 4 - Commissioning management
Section 9 - Change control
Section 10 - Post completion audit preparation

3.10 Commissioning Stage

3.10.1 Inputs

Outputs as per Construction Stage

3.10.2 Process

Draw up detailed commissioning plan consisting of static checks

(C1), dynamic checks of unit processes (C2), sequence check of
sub-systems, wet commissioning of modules (C3), hot
commissioning of modules (C4) and take over certificates (C5)

3.10.2.1 Cold Commissioning (C1 and C2)

Define equipment commissioning schedule (system

breakdown structure)
Review, monitor and control commissioning plans,
method statements and procedures
Implement, review and audit commissioning procedures

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 Prepare engineering as-built drawings and operating and
maintenance manuals as necessary
Obtain vendors’ operating and maintenance and vendor
as-built drawings
Review and approve commissioning resources
Conduct or arrange training of operating personnel
Approve equipment acceptance criteria
Conduct mechanical and electrical safety clearance
procedures
Conduct control and instrumentation check
Issue mechanical and electrical safety clearance
certificates
Arrange with User for supply of raw materials,
consumables and product for hot commissioning

3.10.2.2 Wet and Hot Commissioning (C3, C4 and C5)

Implement and report on equipment commissioning as

per agreed procedures, plan and method
Monitor and approve equipment acceptance testing and
criteria
Monitor, control and adjust, if necessary, commissioning
progress versus programme and method statements
Liase with operating personnel to obtain raw materials for
hot commissioning purposes
Obtain sign-off of equipment acceptance from Client. (C5)

3.10.3 Deliverables (Outputs)

 Running plant which meets planned performance criteria

3.10.4 References

More details on some of the actions under this phase may be obtained
from the following:
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Engineering - Asset Management Guideline
- Life Cycle Costing
Project Management System. Volume 1: Guidelines
Section 4 - Commissioning management
Section 9 - Change control
Section 10 - Post completion audit preparation

3.11 Disposal and Restoration

3.11.1 Inputs

 Outputs as per Commissioning Stage

 Project closure procedures and reporting systems
 Invoice and certificate status

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 3.11.2 Process

 Prepare final as-built drawings and issue to Client

 Finalise contracts, commercially and administratively
 Obtain all outstanding vendor documentation
 Prepare and issue Completion Certificates
 Approve contract closure files
 Collate project information and archive
 Prepare project close-out report including man hour, drawing and
construction statistics
 Conduct formal project close-out review with Contractors
 Obtain certificate of completion for contracts from Client
 Prepare and submit final Contract’s invoices
 Set-up procedures and reporting for any outstanding claims and
contract finalisation

3.11.3 Deliverables (Outputs)

 Project completion and hand over of completed facility to Client

 Contracts finalisation
 As-built documentation
 Project Information collation and storage
 Signed-off certificate of completion of contracts
 Operating and Maintenance Manuals
 Conduct training of operating personnel
 Specify and procure spares
 Manage retrenchment and re-allocation of project staff
 Project close-out report including contractors/vendors
performance report
 Internal De Beers Project Review

3.11.4 References

More details on some of the actions under this phase may be obtained
from the following:
Mining - Mine economics
Metallurgy - Diamond processing handbook - Metallurgy Dept CHQ
Engineering - Asset Management Guideline
- Life Cycle Costing
Project Management System. Volume 1: Guidelines
Section 10 - Post completion audit preparation

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
4.0 CRITICAL ACTIVITIES CHECKLIST
The following is not and exhaustive list and is proposed to highlight important items
which may be required to be actioned at each stage of the project cycle. Full details are
given in the relevant guidelines and procedures.

4.1 Organisation
 Organisation Structure – review alternatives with Client.
 Personnel policies including time sheets, invoice payment procedures.
 Sufficient trained people.
 Conflict resolution.
 Maintain client relationships.
 De Beers authorisations

4.2 Responsibilities and Procedures

 Project kick - off – define strategy, roles, responsibilities, goals and actions.
 Ensure project procedures are issued to all personnel and are used.

4.3 Project Initiation

 Obtain services of technology and/or specialist consultants.
 Set up project office.
 Define Scope – statement of parameters in all areas of project operation.

4.4 Communication and Documentation Management

 Set up documentation control centre.
 Copy of all documentation to be provided to Project Manager.
 Ensure discipline in the use of the documentation procedures and
system. It must not be by-passed.
 Discussion notes.
 All conferences/meetings recorded.
 Decision and directives file.

Note: If a large project is being set up, the processes could be aligned to meet
ISO requirements.

4.5 Planning and Scheduling

 Written plans for,
- Manpower
- Engineering
- Contracting
- Procurement
- Industrial Relations
- Quality Assurance
- Safety

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
 - Environmental
- Commissioning
- Closeout
 Control above plans and reports.
 Equipment lead times.

4.6 Man hour Estimation

 Service Agreement or non-Service Agreement basis.
 EPC / EPCM contractor(s)
 Include provisions for various Corporate Headquarters personnel e.g.
Exploration, Mineral Resources, Mining, Group Survey, Geophysical
Services (specialist presentation and reports material), Heads of
Departments, Metallurgy, Mechanical, Civil and Electrical Engineering,
Geotechnical and Specialist Consultants.
 Regular monitoring of costs and variance analysis.

4.7 Contracts
 Contract plan/philosophy.
 Negotiated, selected tender, open tender basis.
 Sign-off of vendors’ list by Client
 Agree type of contract with Client e.g. turnkey, packaged,
fabrication/installation/commissioning.

4.8 Engineering and Design

 Monitoring and measurement of scope.
 Design co-ordination and progress meetings.
 Variance analysis and effect thereof.
 Reporting on scope attainment.
 Control and reporting of engineering cost and time.
 Manage change orders – ensure full effect is included.
 Functional philosophy.
 Functional specifications.
 Control philosophy.
 Critically evaluate standards requested in the specifications for “fit for
purpose”. Avoid over specification.
 Infrastructure, services and utilities requirements.
 Sign-off of engineering and standards by Client..
 Control inter-discipline reviews and approvals.
 Control activities and standards of outside vendor organisations.

4.9 Material Take-Off

 Bill of materials / material take-offs’ standards formats/checklist.

4.10 Estimation and Cost Control

 Establish estimate accuracy with Client.
 Standard reporting format.
 Pro-active cost control and frequent reporting. Measure against original
contract scope.

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
  Standard estimate check-lists.
 Contract variation request control.

4.11 Procurement
 Control procurement schedule.
 Tender receipt procedures and signing authorities.
 Tender adjudication process, format reporting and signing authorities.
 Contract award procedures and signing authorities.
 Contract amendment procedures and signing authorities.
 Full documentation requirements, scope and timing to be included in
tender documents.
 Full details of critical contractors’ / vendors’ personnel to be included in
tender documents (e.g. full-time site planner).
 Contract price adjustment to be structured to be competitive in tender
documents e.g. price fixing fee in lieu of automatic adjustments via the
various indices.
 General and Special Conditions of Contract to be standard across the
project. It is preferable for a national or international official document to
be used for the General Conditions of Contract.
 Foreign exchange risks.

4.12 Progressing
 Copy of all orders and contracts to be issued to Project Co Ordinator
 Regular visits to be made to Vendors’ factory, fabrication shop etc.
 Report on visits to be issued within 24 hours.
 Monitor and control variances from plan.
 Progressing function to be closely integrated with Quality Control function.

4.13 Inspection
 Clearly define quality assurance requirements in tender documents.
 Do not skimp on quality assurance personnel.
 Control adherence to statutory and specification requirements.
 Concession requests for change to specification requirements to be
documented and sign-off by Client.

4.14 Project Reviews and Monthly Progress Reports

 Focus on forecasting not historical reporting.
 Project status report:
- Safety
- Financial status
- Progress status
- Procurement and delivery status
- Construction cost status
- Staffing – design and construction
- Items of concern.
 Cost meeting – Engineering / Cost Controller / Quantity Surveyors.

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
4.15 Construction/Commissioning
 Construction and Commissioning Planning and Control..
 Quality Management Plans and Quality.
 Control Plans for construction and commissioning.
 Data books
 Monitor and control punch lists.
 Signed-off mechanical completion and safety clearance certificates.
 Signed-off final acceptance certificates.
 Adequate resources for construction supervision and commissioning.
 As-built drawings.
 Operator training.
 Operation and maintenance manuals.
 Retain contracted construction and commissioning personnel.
 Planned reduction in contracted personnel.
 Commissioning spares and start-up materials.

4.16 Project Completion

 Monitor and control the issue and signing of all certificates and all other
documentation required.
 Project completion report and review.
 Establish and agree the requirements and payment terms, or on-going
support if required, after completion of the project

4.17 Safety Plan

 Influence awareness of safety.
 Safety incentive schemes and awards.
 Safety audits.

4.18 Computer Aided Engineering Design and Draughting Support

 Set up personnel and procedures to implement. Service to be available
outside normal working hours.
 Carry strategic computer hardware spares.

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-
INDEX

Assignment of Responsibilities.................................................................................................................. 7
Commissioning........................................................................................................................................ 29
Commissioning Stage.............................................................................................................................. 24
Communication........................................................................................................................................ 27
Computer Aided Engineering Design....................................................................................................... 30
Construction............................................................................................................................................. 29
Construction Stage.................................................................................................................................. 23
Contracts................................................................................................................................................. 28
Cost Control............................................................................................................................................. 28
CRITICAL ACTIVITIES CHECKLIST....................................................................................................... 27
Definition and Validation.......................................................................................................................... 17
Disposal and Restoration......................................................................................................................... 25
Documentation Management................................................................................................................... 27
Engineering and Design........................................................................................................................... 28
Engineering, Procurement and Construction Management.....................................................................21
Estimation................................................................................................................................................ 28
Evaluation Phase..................................................................................................................................... 16
Feasibility Stage....................................................................................................................................... 17
Initialisation Phase................................................................................................................................... 13
Inspection................................................................................................................................................ 29
Interested and Affected Parties.................................................................................................................. 6
Man hour Estimation................................................................................................................................ 28
Material Take-Off..................................................................................................................................... 28
Model....................................................................................................................................................... 11
Model Organisation Structures.................................................................................................................. 8
Monthly Progress Report......................................................................................................................... 29
Multi-Disciplinary Task Force..................................................................................................................... 8
Need Identification Phase........................................................................................................................ 12
Needs and Requirements........................................................................................................................ 9
Organisation............................................................................................................................................ 27
Planning................................................................................................................................................... 27
Procurement............................................................................................................................................ 29
Progressing.............................................................................................................................................. 29
Project & Finance Life Cycle Model..................................................................................................... 11
Project Completion................................................................................................................................... 30
Project Execution Plan (PEP).................................................................................................................... 7
Project Initiation....................................................................................................................................... 27
Project Leader........................................................................................................................................... 6
Project Manager........................................................................................................................... 6, 7, 8, 27
Project Philosophy..................................................................................................................................... 7
Project Review......................................................................................................................................... 29
Project Steering Committee....................................................................................................................... 8
Purpose..................................................................................................................................................... 5
Responsibilities........................................................................................................................................ 27
Safety Plan.............................................................................................................................................. 30
Scheduling............................................................................................................................................... 27
Simple Projects.......................................................................................................................................... 8
System Acquisition................................................................................................... 7, 9, 10, 13, 16, 21, 22
System Utilisation.................................................................................................................................. 10
Systems Acquisition................................................................................................................................... 7
Systems Acquisitions Process Work Flow............................................................................................ 9
User Requirement Specification.................................................................................................7

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Section 1.0 De Beers Project Management System & Outline of Various Project Phases. 3rd ed. January 2002-