Copper Refinery Modernization: Project Organization Coping With A Multi-Constraints Context

Global plant modernizations or expansions cannot be considered in the same light as any other industrial investment project. Relationships between the partners, relationships and communications with the client, structure and organisation of the teamwork, schedule of the work, and a lot of other tasks and missions devoted to external contractors have to be defined considering one fundamental input: an operating plant. For an engineering company expert in processing, like UM Engineering, such a context requires a specific approach as well as specific procedures able to efficiently challenge the generated constraints. First of all, even if a detailed audit had been conducted at the beginning of the conceptual engineering phase, new elements will be discovered during the preparation and realization of the project, and must be continuously integrated. Consequently, a close proximity to the site is necessary. This is one reason why UM Engineering, most often, works in partnership with a local engineering company. The second important point for the client is that the operation must not be interrupted during the realization. In order to make that possible, UM Engineering has defined a specific project structure and organisation, integrating on a permanent basis the operators (the "users") in the project teams. This paper presents the way UM Engineering copes with this type of "multi-constraints" context with reference to the recent copper cellhouse modernization under realization for the CCR Refinery of Noranda Inc. in Canada.