Companies can no longer easily and frequently modify their original project designs to reflect changes in (for example) plant layouts. Instead, they're locked into building precisely what's in the initial project plan. And if requirements change, owners may end up with assets that miss the mark.
For companies managing multi-billion-dollar portfolios of capital projects, all at different stages (target and scoping, difference between computer science and computer engineering, feasibility, execution), the possibility that projects will fail in these ways becomes even greater.
To manage capital projects more effectively in today's permitting environment, mining companies must decide on and articulate the right design for each project as early as possible. That requires rigorous analysis as well as close, ongoing collaboration among projects' many stakeholders.
Value engineering methodology can help.
For companies managing multi-billion-dollar portfolios of capital projects, all at different stages (target and scoping, difference between computer science and computer engineering, feasibility, execution), the possibility that projects will fail in these ways becomes even greater.
To manage capital projects more effectively in today's permitting environment, mining companies must decide on and articulate the right design for each project as early as possible. That requires rigorous analysis as well as close, ongoing collaboration among projects' many stakeholders.
Value engineering methodology can help.
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