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By J Harris, P Kirsch, D Cliff, M Spinks, S Goater, D Sprott

Fires are a common and recurrent unwanted event in the operation of open pit mines. In most cases, the causes of events such as fires are already æknownÆ but are either overlooked or not fully addressed in planning. Ongoing rapid growth of the global mining industry is creating a scarcity of skilled personnel, and high turnover within operations. This contributes to loss of corporate memory in risk management activities. RISKGATE« is an online risk management system designed to support and assist in the analysis of priority unwanted events in Australian coal mining operations. Funded by the Australian Coal Association Research Program (ACARP), RISKGATE« is a knowledge management program that delivers best-practice controls for unwanted events and assists operations in staying abreast of emergent risks and threats. RISKGATE« content has been primarily developed from an association of industry experts, and enriched with input from additional academic and technological resources. In mining operations, RISKGATE« provides a continuum of knowledge and best practice for risk identification, assessment and management. RISKGATE« will assist companies in improving safety performance, operational efficiency, operating practice and training. Here we present the RISKGATE« prototype as developed in 2011 for Fires, with a case study presented for the initiating event Fires on Mobile Plant.CITATION:Harris, J, Sprott, D, Spinks, M, Cliff, D, Goater, S and Kirsch, P, 2012. RISKGATE« - A case study in application to fires on mobile plant, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 49-54 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By C W. Davis

Every diesel engine emits approximately 100 million nano diesel particles (nDP) per cubic centimetre of raw exhaust. Each nDP has a diameter of between 50 and 70 nano metres or 1/100th the size of red blood cells (diameter of between 6 and 8 microns). When inhaled, some nDP pass through the lungs and penetrate all body tissue [1]. Europe and North America have recognised and are addressing the long term health problems posed by nano diesel particulate matter (nDPM) across their societies [2.3]. Australia has been slow to recognise the issue, at both a societal and mining industry level. There are chronic health effects for every underground miner and serious legal issues for mining companies with increasingly stringent Occupational Health and Safety legislation being implemented at a state level across Australia. This paper will review progress within Australian society and more particularly the underground hard rock mining industry, particularly in Western Australia (WA).

Mar 15, 2021

By A G. Guinea

If you were reading this article in a newspaper or similar in the 1800s, you would know that the world was firmly in the grip of the Industrial Revolution. You might have been one of the families that decided that an agriculturally based existence was no longer for you, and that the promise of a factory job was more appealing and more secure. And it was. Financially at least. Not so much from a workplace safety perspective.

May 5, 2022

By A L. Welsh, P S. Newling

Mill operators are entrusted to manage what are normally the largest capital assets on any mine site. Achieving maximum utilisation and lowest costs that drive operating margins are realised by applying well known fundamentals of good housekeeping and proactive (as opposed to reactive) maintenance programmes. Historically, maintenance and operations staff are bought in late during the construction stage and often do not have the time, know how or tools to put in place (let alone train the incumbent staff) a functioning maintenance system before commissioning starts. They then get drawn into a reactive maintenance paradigm as teething problems post commissioning are dealt with and day to day issues envelop the line tradesmen and supervisors. Additionally, even when some semblance of a planned maintenance system is established, it is often the case that over time personnel and cultural issues mask the development of problematic maintenance practices. As has been observed by the authors on many occasions, even when some basic programmed maintenance system is in place, the collection of maintenance data is often inaccurate, incomplete and not subject to analysis. The net result is of course a high incidence of machine failure leading to lower than expected availability, which ultimately translates to lower revenue and higher net maintenance costs. The time taken and the cost to repair a failed machine is always greater than the timely and planned repair of a worn machine.Upon review of a number of processing plants around the world, especially gold and small base metal operations, it is apparent that companies need to implement maintenance systems whereby the operators are not overwhelmed with data and can manage by exception. Inadequate or inaccurate data collection and analysis result in poor decisions being made and misguided actions taken. GR Engineering Services (GRES) has developed a system to enable the custodians of mining plant assets to make more effective and effective use of maintenance data by being able to focus on the indicators of plant deterioration and to programme concurrent maintenance activities to maximise plant availability and utilisation.This paper outlines the structures that can be employed to address the challenges of implementing a proactive asset management system. The best practice strategies described herein have been based on the fundamentals of a sound asset management framework:a phased approach to the development of Asset Management methodology and processeseffective implementation of programmed maintenance routinesmanaging asset condition data collected from various sourcesefficient analysis of asset data and management by exceptioninterfacing asset management data with Computerised Maintenance Management System (CMMS) and Electronic Management Systems (EMS) systemstips to assist with maximising asset performance.CITATION:Welsh, A L and Newling, P S, 2015. Operating strategies for custodians of company assets creating wealth, in Proceedings MetPlant 2015, pp 338–352 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 7, 2015

The Yanacocha district hosts the largest and most significant acid-sulphate, high-sulphidation deposits in Per· with total production, reserves and resources of over 27 million ounces of gold. Several other smaller high-sulphidation systems are also recognised in the Cajamarca region including La Zanja, Sipßn, Tantahuatay, and San Nicolas. These each have reserves/resources of between 640 000 and 800 000 ounces of gold. Gold deposits in the Yanacocha district are hosted in an extensive volcanic field. Flow domes have intruded precursor pyroclastic rocks and flows that are interpreted as part of an earlier intermediate multi-vent volcanic complex. The larger, contiguous Yanacocha Norte - Sur and Encajon gold deposits are spatially associated with late-stage diatreme breccias. At La Zanja extensive acid-sulphate alteration is associated with the margins of the small San Pedro caldera (6 +4.5 km), nested within the larger, less well-defined La Zanja caldera (19 +24 km). The inner caldera is resurgent with abundant magmatism expressed as several flow dome complexes located on the caldera rim, and shallow level intrusive stocks. Gold mineralisation is associated with a WNW-trending structural corridor that transects the southern margin of the San Pedro caldera. On the eastern side of the La Zanja caldera there are a series of younger andesitic eruptive centres, some associated with acid-sulphate alteration and gold mineralisation. The Sipßn deposit occurs in one such centre with structurally-controlled gold associated with a NE-trending silicified structure developed within a sequence of andesitic tuffs. In conclusion, although a number of high-sulphidation deposits are recognised in northern Per·, their settings and styles of mineralisation are all quite different. Smaller deposits generally have strong and obvious structural controls. In the larger Yanacocha deposits the structural controls are less obvious, and mineralisation is disseminated in porous or strongly fractured and brecciated silica. Erosional levels are probably a significant factor, with disseminated mineralisation at higher levels, and structurally-controlled mineralisation in more deeply eroded deposits.

Jan 1, 1999

By Riley S. J

Ranger Uranium Mine is located within the Alligator Rivers Region of the Northern Territory of Australia and surrounded by the World Heritage listed Kakadu National Park (Figure 1). The mining operation is currently producing about 1500 tonnes of uranium oxide annually, as well as considerable volumes of waste rock, low grade ore and tailings. The rehabilitation of the project should ensure that the radioactive mill tailings and other contaminants remain contained for at least 200 years, as required by the existing guidelines (Commonwealth of Australia, 1987). The present uranium mining operation is regulated by the Northern Territory Department of Mines and Energy who must refer to the Environmental Requirements when considering regulatory options. These Environmental Requirements were agreed by the

Jan 1, 1994

By D Hart

In 1944 some ten or so pieces of legislation impacted on the mining industry. Today in excess of 80 in one way or another apply to the Northern Territory miner. This paper will look at the nature of the legislation that has been introduced and the reasons for its introduction. During the Second World War the mining of resources such as iron, tin etc for the war effort set the platform for the subsequent expansion of the industry in the post-war years. Thereafter, the change in attitudes over the years that have resulted from a more conscious public and more responsible governments and developers associated with the recognition of the legal rights of others and the threat of litigation, will be traced. With a major review of the Northern Territory Mining Act currently in progress, this paper will view ANZMEC's foreshadowed preference for a National Code and the NT's intent of drawing some commonalities with other states of Australia to achieve this aim. Finally, the questions of over-regulation and whether existing legislation is complete will be addressed. From this it is foreshadowed how legislation may develop during the lead into the 21st century.

Jan 1, 1994

The 1999 edition of the Australasian Code for Reporting of Identified Mineral Resources and Ore Reserves (the æJORC CodeÆ) became effective in September 1999 and is the latest revision of a Code which was originally issued in 1989, but which has an ancestry dating back to the first JORC report released in 1972. The modifications introduced in 1999, which are briefly discussed in this paper, substantially improved the document, but did not materially alter the fundamentals of the Code, these being the Mineral Resource/Ore Reserve classification framework and terminology, and the requirements and guidelines for public reporting of Resources and Reserves. Codes or guides similar to the JORC Code exist or are under development in other countries, including the United States of America, Canada, the United Kingdom and South Africa. It is pleasing to note that the 1999 JORC Code has been used as a model by these countries in developing their latest standards, and has been a major influence in the formulating of international reporting standards. The JORC Code is primarily a document covering the reporting of the results of mining companiesÆ activities to the public. However, mining geologists are interested in practical assistance and guidance in carrying out their duties. The JORC Code provides this in four ways. It establishes a framework within which those preparing and publicly reporting Mineral Resource and Ore Reserve estimates must operate, by setting standards for the classification and reporting of Resources and Reserves and for qualifications of Competent Persons. It establishes the division of responsibility between the companyÆs Board of Directors and Competent Persons with respect to the preparation and reporting of Resources and Reserves, and empowers Competent Persons to materially influence how their Resource/Reserve estimates are reported to the public. It provides an extensive, detailed and practical check list of criteria to be taken into account in the preparation of Mineral Resource and Ore Reserve estimates. Finally, it provides a strong measure of due diligence protection in the event of litigation if it is followed with diligence and honesty.

Jan 1, 2000

The increased focus on best practice environmental management has led to mining and mineral processing companies developing a variety of procedures to ensure that the environmental impacts of their operations are minimised, and that company managements are fully aware of these impacts and the policies and procedures established to ensure this process. Parallel to this, international standards for the development and implementation of environmental management systems are being promoted as necessary for companies to demonstrate their due diligence. Good environmental management systems should be built upon the systems already established within companies, and should ensure that the process of continual improvement is integral to their operation. An outline of the basic components of environmental management systems is provided, along with examples of the way various mining companies have implemented such systems. The benefits of best practice environmental management to mining companies are also considered.

Jan 1, 1995

The words ""Uncertainty"" and ""Risk"" pervade every discussion about mining exploration and investment. Perhaps these terms are subjectively understood by industry professionals, but objective portrayal of these concepts outside the industry is a woefully undeveloped science. This paper addresses current industry understanding and practice regarding quantitative risk assessment techniques, and provides examples of the application of three of these techniques. Probabilistic techniques for financial risk assessment are valuable adjuncts to conventional financial analysis, and address a range of issues not assessable by any other means. The value of whole-of-project probabilistic risk assessment is currently debatable for decision-making purposes, but is seen as important as a mechanism to focus attention to the critical issues that ultimately impact on project success. The dissection of project capital into risk and non-risk components provides valuable insights into risk characteristics not readily quantifiable in any other way. This technique also provides a framework for more objective ""what if?"" scenario evaluation and for the capital structure of resource projects. Finally, mechanisms for the valuation of undeveloped reserves are examined, and guidelines suggested. The importance of reliability in production cost estimates is highlighted and the impact of early development on reserve valuations is discussed. The importance of economics throughout all stages of the evaluation process is fundamental.

Jan 1, 1994

By S Arnold

Properties of the soil profile fundamentally control water-limited ecosystems. Soil water availability affects vegetation dynamics of plant communities, but is also affected by these communities in return. Understanding this eco-hydrological interplay and the role of physical soil restoration is crucial for successful rehabilitation and management of post-mining landscapes in semi-arid areas. However, uncertainties exist in both the mathematical description of plant communities within ecological submodels and the predictability of future rainfall events. This study uses information gap decision theory combined with an ecohydrological system model to investigate how both uncertainties impact decision-making in the context of ecosystem rehabilitation. A range of management strategies are investigated to identify the optimal soil thickness for successful rehabilitation of native plant communities in Central Queensland. The results emphasise that thicker soils can counterbalance uncertainty in mathematical description of plant communities by increasing the simulated survival probability of plant communities. However, the influence of thicker soils on the robustness of plant communities against a change in future rainfall amount is rather marginal. By allocating an economic value for restoring a particular thickness of soil layer, these results can be used to evaluate the costs of ecosystem re-establishment with regard to two target measures - the survival probability of the plant community and their robustness against climate change.CITATION:Arnold, S, 2012. Finding optimal soil restoration strategies in the face of uncertain future rainfall amount, in Proceedings Life-of-Mine 2012 , pp 91-96 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By J Vann

The philosophical context of many activities in mine geology can be an important lever in adding value to operations. For mine geologists (including resource and grade control geologists) we argue that the tasks of problem formulation, observation and data collection, interpretation and modelling invoke various philosophical considerations whether the practitioner is aware of them or not.Constructing testable models to explain reality is the definitive aspect of any activity claiming to be ‘scientific’. A primary goal of mining geology is to build models that accurately predict reality to an acceptable degree and these include litho-structural, stratigraphic, grade control, resource or reconciliation models. What’s more, in mine geology we are often able collect additional drill samples or access new underground openings, for example, that can provide relatively rapid feedback on how predictive, and therefore useful, our models are. In this paper, we describe the key philosophical frameworks proposed for conducting scientific investigations, including falsification, the method of multiple working hypotheses and structural concepts of scientific theory. The strengths and weaknesses of these approaches are discussed and an attempt is made to relate them to activities undertaken by mine geologists. Common perceptions of what constitutes the scientific method have been dominated by how scientists do experimental physics and chemistry in particular. There are very important differences in the types of problem confronted in these experimental sciences compared to the ‘historical sciences’, such as geology, where the processes studied are unique and only evidential traces of past events are available. The philosophical implications of attempting to validate numerical geological models, such as resource estimates are also briefly considered.Some practical conclusions are drawn about how mine geology activities can be better implemented if practitioners are cognisant of the importance of philosophical considerations when attempting to gain new knowledge through a scientific investigation. We believe that the implications for creating additional value to a project or operation can be very significant when geology is applied by a practitioner with an understanding of the philosophical basis of the activities we think of as constituting a scientific investigation.Remember that all models are wrong; the practical question is how wrong do they have to be to not be useful? (Box and Draper, 1987, 74 p).The demand that theories be highly falsifiable has the attractive consequence that theories should be clearly stated and precise. If a theory is so vaguely stated that it is not exactly clear what it is claiming, then when tested by observation or experiment it can always be interpreted so as to be consistent with the results of the test. (Chalmers, 1999, 67 p).

Aug 22, 2011

By K Cochrane

Time and time again history shows us that mine closures are sustainability failures. Mine operators do not know how to turn the mine closure into an asset and communities around the mine do not know how to plan or what to implement to be sustainable when the mine needs to close. If we want to achieve sustainability when we close a mine, we generally need to consider what economic activity we will have to create leading up to the mine closure to ensure that the communities remaining in the area are not worse off after mining than before. There is not one silver bullet solution to mine closure, as all mines are affected by different environmental and socio-economic conditions. That is one of the reasons why mine closure is so difficult.Effective stakeholder engagement is the nucleus around which sustainability is built. Achieving sustainability as part of mine closure means not only a self-sufficient community, but also could lead to transformation of that asset.A key issue is that neighbouring communities become completely reliant on the mine. The mine has influenced the economic, environmental and social aspects of the community and with no alternative economic sources. The community and municipality will struggle with capacity to maintain infrastructure, services and jobs. This not only impacts the mine workers and their families but also other businesses and people in the town that make a living by servicing the needs of the workers and their families. Social problems associated with a mining operations and closures need to be considered. The misuse of alcohol, domestic violence, breakdown in law and order, economic and health issues all have a severe influence. Families often need to relocate from the mining town to find work. This further perpetuates the impact of the mine closure to the economic viability of the town. CITATION:Cochrane, K, 2018. Is your mine closure a sustainability failure? Transform your asset and create a self supporting neighbouring community. It’s as easy as ABCD!, in Proceedings Life-of-Mine 2018, pp 38–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By R A. Medower

This paper provides a glimpse into the future of minerals processing with emphasis on æAutomation InnovationsÆ for the new millennium, particularly those involving advanced process control and innovative new applications of process control technology in 2007.

Jan 1, 2000

By I Thomson, L D. Black, R G. Boutilier

The social license to operate (SLO) began as a metaphor for the ability of communities to stop mining projects. Soon people began to speak of levels of social license and the ability of communities to raise costs without completely stopping exploration or mining activities. Today the concept has spread to other industries and is evolving towards becoming a general management perspective on the socio-political rights and responsibilities of the corporation. The business case underpinning the SLO perspective on management is the need to assess and manage socio-political risk. For mining companies, socio-political risk has been steadily rising for several reasons, including the efforts of non-government organisations (NGOs) to pre-empt government policy options; the entry of mining companies into jurisdictions weak in the rule of law; and the weakness of global economic and financial regulation. In this perilous world beyond the comfort zone of effective government, mining companies must build their own socio-political stability by engaging directly with stakeholders to develop a strong SLO. In order to become a practical management perspective, the SLO needs to be measurable, which amounts to measuring the socio-political risks and opportunities presented by stakeholders. We present the results of efforts since 2009 to develop a globally reliable and valid measurement tool at the project and industry levels, validated in studies in Australia, Bolivia, Mexico and the USA. A factor analysis suggested four factors that mine management can address to raise their SLO level. The most chronically neglected factor involves the political right of the corporation to foster more equitable social contracts locally and regionally in both developed and developing countries. We conclude with recommended steps to earn and maintain the social license at the project and industry levels.CITATION:Boutilier, R G, Black, L D and Thomson, I, 2012. From metaphor to management tool - How the social license to operate can stabilise the socio-political environment for business, in Proceedings International Mine Management 2012, pp 227-238 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Bassan

The mining industry is faced with imperatives to improve worker safety and productivity, adapt to skills shortages, high worker turnover rates, and provide more effective maintenance to new and ever more complicated plant and equipment. While more effective use of data combined with advanced analytics offers opportunities for improvement, providing this information to the worker in the field, in real-time, has proven expensive, cumbersome and ineffective. New capabilities are now emerging which address some of the limitations experienced to date. Augmented reality (AR) provides a means to overlay interactive digital information on top of the physical world. Combining the latest visual display, mobile computing and ‘track and trace’ technologies, AR provides an experience similar to a heads-up display in a fighter jet through small, personnel devices, such as smart phones or wearable glasses. Applying AR would allow a mobile worker to ‘see’ all relevant information for a given task, in the context of their physical environment and at the time they require it. The technologies behind AR are rapidly maturing and becoming available at a price point that is viable for commercial applications. It is anticipated that AR will become ubiquitous at a consumer level within the next five years. The specific challenges faced by the mining industry make it an ideal early adopter of AR technologies. This paper examines a number of use-cases of how AR can be applied to the mining industry and the benefits that can be realised. The paper will identify areas of further work and viable opportunities for immediate adoption within the industry.

Nov 22, 2011

By P Esteves, J L. Bechir, R Galery, C Senna, V Souto

The current moment experienced by the mineral industry is marked by a series of economic, social and environmental challenges. Among the main challenges, it is important to highlight the decreasing in ore grades with the gradual depletion of the existing deposits, the high volatility in international commodity prices and the operational inefficiencies in the mine, beneficiation, and metallurgical plants. In this context, mining companies are continuously looking for alternatives that minimize production costs and maximize overall production. In addition, recent tragedies involving tailings dam collapses in Brazil, reinforced the need for a more responsible, sustainable, and conscious mining, such as aiming the preservation and rehabilitation of the land environment. In this scenario, the Sensor-Based Sorting (SBS) technology is currently getting more space into the mining market. This separation technology aims the removal of gangue material in coarse particle size fractions, prior to comminution and concentration stages. As a consequence, the technology allows a smaller consumption of energy, water, chemical reagents and other inputs. Moreover, the sensor-based sorting is a dry processing technology and favors the reduction of fine material to be sent to the tailings. The aim of this paper is to provide information regarding the technical and economical evaluation of SBS technology applicability to a zinc silicate mining in Brazil. The project evaluation was performed in two stages: laboratory test work and the execution of a pilot plant. The execution of a pilot plant allowed the technology optimization, quantification of downstream process effects, such as a proper economic evaluation about the technology benefits. Keywords: Sensor-Based Sorting; Particle Sorting; Ore Sorting; Preconcentration; capital expenditure (CAPEX); operating expenditure (OPEX); zinc; comminution; dry processing.

Nov 10, 2020

By D Kent, R Paine

"Automated mining systems are increasingly being seen as a key requirement for a productive mining operation in the future. The importance of an integrated communication network infrastructure to support such systems is growing.This paper outlines the introduction of automated mining systems in large conventional mines as well as their growing role in block cave mines currently operating or being developed. The paper will then focus on a case study of how the communication infrastructure is fundamental to the operation of such systems and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation system within the overall mine operation.Mining operations already embarking down this road are discovering that the required network must be based on a true enterprise level architecture to not only enable the mine’s current plans for remote and automated mining, but also provide a scalable and integrated platform for future developments and requirements. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.The paper will explore how certain mining operations are addressing this by adopting a long-term strategy for automation deployment, which includes laying the necessary foundation architecture to meet their current requirements, while supporting their future visions for the fully automated mine.CITATION:Paine, R and Kent, D, 2014. Developing the foundation communication infrastructure to support remote and automated mining initiatives in underground mines, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 151–158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

The invitation to speak today was in the form of a single sentence instruction: How does your company run and how do you communicate from top to bottom? It looks like I'll have to let you into our little secret. The team at Croesus know what works for us but we've never talked about it with others - least of all presented it at a conference such as this. In fact we tend to avoid the jargon normally associated with Best Practice or TQM, however in our own way, each of our staff are 100 per cent loyal to our company's aim to maintain and strengthen our commercial success. Just how we achieve this at Croesus is the subject of this presentation today, but first a little history. My dear old grandfather arrived in Kalgoorlie, as a mining engineer 100 years ago. Do you think he would have chuckled if someone suggested to him that a hundred years later we would just be starting to understand Kalgoorlie's geological mysteries? Well, here we are 100 years later and Croesus Mining is fortunate to be part of a generation now realising the true potential of Kalgoorlie's Goldfields. This provides us with a very fertile field in which to sow the seeds we can obtain from the World's Best Practice in Mining and Processing. With each new mineral deposit being discovered, old theories are being exploded. Each new deposit has a personality of its own, leading to some belated pioneering theories of where to drill next, and how to reduce internal costs so that we can win the war against constantly increasing external costs. What we have now and what the old timers didn't have is a huge database of geological input spanning several gold booms and a couple of nickel booms. My only interest in history is to pick up the points that may help us for our future. This is what we are doing in our company which is something of a David, in the David to Goliath range of mining companies in Australia. As a humbling thought; of the 115 164 tonnes of gold that the world's mines have produced throughout history, four tonnes have been produced by Croesus Mining. That's equivalent to 0.003 per cent of the total world's gold production. In the past financial year we achieved a dividend yield of five per cent. To put this into perspective, that's over twice the dividend yield of BHP, Australia's largest company. As we are somewhat less known than BHP, let me spend a few moments giving some particulars of our company's background.

Jan 1, 1995

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016