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OneOx Program

Author: Mark Nold

Version: V1.0

Issue Date: 11/7/2008

Martabe “Construction Ready” Project *

Project Management Plan

* Formerly: PT Agincourt Migration to Core Ellipse Phase 2

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Approval

By signing in the sections below, all parties agree to the contents of this document.

Key Stakeholders

Phillip Trussell

PT Agincourt Commercial Manager

(Project Sponsor)

Date Richard Harris

OneOx Program Manager

Date

Print Date: 10-Apr-23 11:29:32 AM Page : 2 - 24 Commercial In-Confidence

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Document Control

Document Location

\\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Project

Document History

Version Date Author Comments

0.1 24/6/2008 Mark Nold First draft

1.0 11/7/08 Mark Nold Accepted Copy

Stakeholder Sign-off

Title Name Sign-Off Received

(Yes / No)

Date

Project Sponsor Phillip Trussell Yes 11/7/08

OneOx Program Manager Richard Harris

Glossary

Term Description

P+ Prediction Plus. A project reporting tool in use currently by Sepon.

Customs Master List (CML) This lists duty attracting items. These items can be capital items, stock code, fixed asset number, plus potential budget items. The list needs to include a description of the item, where it’s coming from, the quantity and estimated value.

Commitment Once an authorised PO is printed (or faxed, or emailed) the value becomes a Commitment

Payment Once a payment is made and monies deposited against an Order Invoice, a Non Order Invoice, or Payroll. (NB: Check whether the payment needs confirmation ie: post Bank rec)

Actual Ausenco term that is the same as Payment.

Jetty This terminology needs to be used instead of Port, as Port has several tax and approval issues.

Standard Exchange Rate NB: This needs definition as part of the project.

Physicals Statistics that may be placed against WBS activities, such as hours, meters, tonnes etc.

Production Stat(istic) Ellipse specific terminology for Physicals

WBS Work Breakdown Structure. The WBS is specifically used here for Ausenco’s WBS not AUSENCO’S but ours? on the Martabe construction project.

Project Number(s) Used at Oxiana for WBS elements/activities. Ausenco’s WBS


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will be translated into a different numbering scheme and therefore referred to as a “Project Numbers” at Oxiana in Ellipse to save confusion. NB: The Project Numbers may include elements (sub Projects) in addition to the WBS.

PT AR PT Agincourt Resources

OneOx OneOx (short for “One Oxiana”) is the program of work advancing Business Processes at Oxiana. The program includes Oxiana’s ERP system and certain subsystems.

Cost Data This includes Budgets with multiple versions, Commitments, Payments (Actuals) and Physicals.

EPCM Engineering Procurement Contracts Management

Green, Amber, Red Notation Used in status reports to communicate the status and the qualitative likelihood or accuracy of an item. EG: with schedule dates Green would be “No unmanaged issues, very likely”, Amber “Some issues, possible”, and Red; “Severe Issues, very unlikely”.


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References and Files:

Project Document Location

\\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Project

Requirements Register Requirements sheet in Martabe Construction Ready - Registers.xls

Risk Register Risk sheet in Martabe Construction Ready - Registers.xls

Issue Register Issues sheet in Martabe Construction Ready - Registers.xls

Change Register Change sheet in Martabe Construction Ready - Registers.xls

Status Reports Weekly sheets in Martabe Construction Ready – Status.xls

Quality (Measurements and indicators)

Quality sheet in Martabe Construction Ready - Registers.xls

Stakeholder Contact detail

Martabe Construction Ready - Contacts.xls

Project Schedule


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Table of Contents

1. Project Scope 1

1.1. Project Purpose 1

1.2. Project Objectives/Deliverables 2

1.2.1. In scope 3

1.2.2. Out of scope (Exclusions) 4

1.2.3. Constraints 4

1.2.4. Assumptions 4

1.2.5. Dependencies 5

1.2.6. Scope Management 5

2. Stakeholders 6

2.1. Primary Stakeholders 6

External Stakeholders 6

3. Schedule 7

3.1. Schedule Management Plan 7

3.2. Work Breakdown Structure 7

4. Cost Management 8

4.1. Project Cost Management 8

5. Quality Management 9

5.1. Quality Management Plan 9

5.2. Quality Measures and Indicators 9

5.3. Requirements Tracking 9

6. Staffing 11

6.1. Proposed Organisational Structure 11

7. Communications 12

7.1. Communications Plan 12

7.2. Regular Team Meetings 12

7.3. Sponsor Meetings 13

7.4. Steering Committee Meetings 13

7.5. Regular Status Reports 13

7.6. Stakeholder communications 14


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8. Risk 15

8.1. Project Risks and Management 15

9. Procurement 15

9.1. Procurement Management 15

For enquiries regarding this document please contact:

Mark NoldProject ManagerOneOx ProgramOxiana LimitedT : 041 890 3338E : [email protected]


1. Project Scope

1.1. Project Purpose

PT Agincourt has received approval for the Martabe mine project and construction will soon start. Oxiana has engaged Ausenco as the EPCM partner who will undertake this construction under direction of the Oxiana Executive Project Manager. It has been agreed that Ausenco will be authorised to make purchases, for the majority of the project but some parts of the project will still be controlled by PTAR the most notable being the mine construction. PT Agincourt will pay the resulting invoices from the Jakarta, Martabe or Brisbane project office. At the same time PT Agincourt will also be able to raise project related Purchase Orders. All of these costs will be captured against a detailed WBS consistent across both companies and systems. This estimated $310M USD expenditure will then be provided to the Oxiana Executive Project Manager via the tool “Prediction Plus” where the team will be able to report the costs involved with project.

Currently PT Agincourt use Ellipse as their ERP for General Ledger and Non Order Invoice capture and payments. The first goal of this project will be to expand the PT Agincourt’s implementation of Ellipse to ensure they have the tools they need to undertake mine construction, initial phases of mine life plus any Oxiana Corporate requirements. This includes the implementation of a purchasing function, a Customs Master List, ad-hoc Maintenance Work Orders and some integration with Corporate HR for Oxiana reporting requirements.

To assist in making sure that PT Agincourt is construction ready, their existing payroll systems and support will need to be rationalised. Currently PT Agincourt has 6 Ex-pats, 53 Staff and 131 Casuals on the PT Agincourt Payroll. This is likely to grow to 700 people by December 2009 with approximately 20 Expats and a similar ratio between staff and non staff. The company plans to introduce the current Oxiana share scheme to all staff and in addition housing assistance loans all of which need to be controlled through Payroll. There is also a need to get information from the PTAR system for use by group HR.

The second goal of this project will be to create the processes and systems to integrate and validate Ausenco’s project purchasing function with PT Agincourt payment function. Put simply, Ausenco will make purchases on PT Agincourt’s behalf using PT Agincourt’s Purchase Orders and Terms and Conditions and then PT Agincourt will pay the resulting authorised invoices from their Citibank bank account. This crucial requirement is due to Indonesian tax regulations and control.

The final goal of this project is to provide information to the Prediction Plus (P+) implementation team for project cost reporting. The current high level requirements are “Project Costs by WBS” of both PT Agincourt’s and Ausenco’s expenditure. However as the P+ project is defined we expect more detail on what costs are required (commitments, expenditure and / or payments?) and at what level of detail below the WBS is required.

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1.2. Project Objectives/Deliverables

This project sets out to achieve the following Objectives:

Objective Initial Requirements

1. Ensure that PT Agincourt has all the ERP

tools it needs to undertake construction and

early production.

2. Integrate Ausenco’s purchasing system(s)

with Oxiana’s Ellipse so that Ausenco may make

purchases on PT Agincourt’s behalf and PT

Agincourt pay the resulting invoices in an

appropriate fashion.

3. To provide EPCM WBS by Costs data to the

P+ reporting system.

1.01 Implementation of Martabe Construction Project WBS. (nb: This

may be costed to by activities controlled solely by PT AGC. eg: The

camp, jetty, tailings damn, power plant and mine.) power plant is now out

as we going with PLN provided power also AUSENCO will take an

overview role for Jetty offshore and camp they control the tailings dam

but not the mine constrcution

1.02 Implementation of Ellipse Projects for operation financial reporting.

eg: Community development projects and other major OPEX and Capital

projects

1.03 Define and implement full Hierarchy and Employees and Financial

Authorities as per DOA. (NB: This has been restricted to be the Project

team only)

1.04 Procurement via Purchase Requisitions and Direct Purchase

Orders Processes. (NB: This has been restricted to be PR+PO “at the

same time” … clarify this with Glen)

1.05 Finance Fixed Assets Implementation for Tax (NB: $310M of

expenditure, required for forecast of Cash flow. Each asset to have two

entries. One for the Book value and the other for the Tax) (NB: Monitor

only???)

1.06 Cash forecasting is required. Ellipse has all this information already.

However appropriate reports would need to be developed in BO or may

reside in P+ as cash forecasting information will come from both Prism

(AUSENCO’S) project tool for commitments and from cash requirements

for invoices ready to pay or for commitments for that part of the project

controlled by PTAR via Ellipse (NB: This should be discussed again with

Sponsor)

1.07 Customs Master List implementation possibly within or without

Ellipse. (Ausenco will be doing all the receipting, and providing PT AR

with the Master List. However this initial assumption needs to be clarified

as its possible both companies may have to maintain the list). Please

note that there maybe requirements from Customs which may lead to

this part of the software being stand alone from the group. (NB: This is

required even after the restrictions, however this will be in “David

Rambet starts second week of july) scope of work. This project should

just “Monitor???” his activites)

1.08 FEX management solution. This should encompass typical GL FEX

variances as well as variances with expenditure with EPCM partner. A

FEX management solution may need to challenge the validity of the

USD/IDR dual currency system in place. (NB: This will include making

changes to the current system as there are issues with fractional Rupiah.

This will also include moving back to a USD GL) (NB: All Ausenco work

needs to be managed with a 0.85 USD to AUD conversion for 2008, and

Print Date: 4/10/2023 11:29:32 AM Page : 2 - 24 Commercial In-Confidence

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0.90 for 2009)

1.09 Supplier management (NB: Currently this is Shared Services

responsibility. This needs to be streamlined or decentralised, depending

on requirements from both PT AR and Shared Services. The automation

of payments from Ausenco will form part of this)

1.10 Logistics and Freight management. (NB: This is for PT AR

management of Freight, not Ausenco)

1.11 Remittance advice system. (NB: This was out of Scope for PT AR

Migration Phase 1. This will be needed going forward) (NB: It would be

ideal to have email for 80-90% and manual faxing for the rest)

2.01 EPCM WBS to Oxiana Projects interface

2.02 Agree on PO and T&C format applicable for both Ausenco and

PT AGC's systems

2.03 EPCM partner Suppliers interface

2.04 EPCM partner Payments interface

2.05 All Ausenco / Oxiana interfaces must be sensitive to the fact that

Ausenco will be closing month end a week earlier than usual for this

project.

3.01 Specify output data from Prediction Plus implementation

3.02 Design and implement system agnostic P+ solution

3.03 Provide input data for Prediction Plus implementation Project

from both Ellipse and Ausenco systems

3.04 Accept output data (reports) from Prediction Plus project.

Number

Key Success Criteria Measure

1 PT Agincourt purchasing via POs. PT AR Purchase Orders make the target mark of 90% of total Invoices (ie: POI / POI + NOI)

2 Payments being made for Ausenco generated POs. Do payment ledgers match exactly between both systems and does the PT AGC bank reconcile?

3 Prediction Plus a) Ensure that P+ provides the reports as agreed to in the detailed requirements.

b) Ensure the integrity of that data over three* month ends after implementation

Please note that business benefits of the objectives are detailed in the Project Initiation Document.

* This measure has not been checked with Sponsor.


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1.2.1. In scope

The scope for the project includes the following:

Ensure that PT Agincourt has all the ERP tools it needs to undertake construction and early production.

Integrate Ausenco’s purchasing system(s) with Oxiana’s Ellipse so that Ausenco may make purchases on PT Agincourt’s behalf and PT Agincourt pay the resulting invoices in an appropriate fashion.

To provide EPCM WBS by Costs data to the P+ reporting system.

1.2.2. Out of scope (Exclusions)

The following items are out of scope for this project:

Any automated integration solution with Ellipse beyond Excel script uploads

Decrease the risks associated with the current PT AGC payroll system. Ensure payroll support for the ongoing operation of PT AR within Oxiana.

Maintenance Equipment Register Implementation

Maintenance Ad-hoc Work Request / Work Order Implementation.

System to manage the Bonded Warehouse for receipt of stock (NB: More clarification required on this, possibly solely managed by Ausenco. It has been suggested some non-Ellipse may be used. Also please note that the Catalogue and Warehouse management is currently out of scope)

Create an improved email Authorisation system appropriate for senior managers who are very mobile who will have an increased amount of authorisations to deal with due to automation of Invoice entry from Ausenco.

Accounts receivable system for sales, including employee advances and loans (housing assistance)

Investigate and implement an ongoing payroll systems and support that will sustain PT AR until at least December 2009

Interface between PT AGC payroll financials and Ellipse

Interface between PT AGC Payroll HR/Employees and Ellipse (nb: This is currently only agreed as rationalising codes and two reports for Mark Freeman)

1.2.3. Constraints

The following are seen as constraints for the project:

Time – Q: what are the time constraints now we need to produce a P+report for July reporting?.

Staff resources – Resources from the OneOx program will unlikely to be available for this project. this has been overcome?


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1.2.4. Assumptions

Defined Oxiana Processes and standards will be applied. If a process exists then it will be applied or modified outside of the scope of this project. This will be simple in the case of DOA (Delegation of Authority), but may be more difficult in others such as Supplier Creation.

1.2.5. Dependencies

Description of Dependency

Name of other project

Impact on this project

Impact on other project

Possible change of base system from Ellipse to SAP

OZ minerals merger / integration activities

The activities required for objective 1 (provide ERP tools) will increase.

Appilcation specific uploads and extracts would also need to change. Affecting some of the outputs of objectives 2 and 3.

At the moment we have to assume its an Ellipse project until told otherwise

1.2.6. Scope Management

Requests to change the scope of the project can be raised at any time by the Project Manager. Changes to the scope of the project will be processed as Change Requests and will be logged in the Change Register, maintained by the Project Manager. All changes to scope must be approved by the Sponsor. See the “Change Register” sheet in “Martabe Construction Ready - Registers.xls”.

Changes to the list of requirements in the requirements register represent a change in scope. Therefore they need a change request.


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2. Stakeholders

2.1. Primary Stakeholders

Internal Stakeholders

Who Role Involvement

TBA Project Steering committee Steering Committee

John Nitschke Executive General Manager, Australian Operations

?

Richard Harris OneOx Program Manager OneOx Program Manager

Peter Albert Executive General Manager Asia Key User

Phillip Trussell PT Agincourt Commercial Manager Sponsor and Key User

Byron Higgins Executive Project Manager Key User

Tim Duffy General Manager Finance Asia

Glen Middleton Projects Controls Finance Super Project team member

David Rambet ? On Project

Andrew Fisher Group IT Manager IT and BAU resources and Support

Michael Whelan IT Infrastructure Manager IT resources

Greg King Supply Chain Manager Asia

OneOx SMEs Subject Matter Experts in OneOx functional and process matters

Technical, functional and OneOx process ERP support.

CSS Team Commercial Systems Support Technical systems support

Vinay Paul Acting IT & Systems Manager - Asia Technical Support and resources

Sue McLean Shared Services Manager Management of Suppliers

Domenic Heaton

GM Martabe

Vonny Wibawa Finance Jakarta

Budi Irawan Tax Jakarta

David Lynn Group Manager Project Services (NB: Onboard mid-August)

Communications Only

Dale Smith Seppon EPM Major communications esp. P+

Mark Freeman HRIS HR tools were cut from scope.. they are no longer stakeholders


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External Stakeholders


Cameron Gault Ausenco Project Controls Manager Contact point at Ausenco

George Kouimanis

Ausenco Procurement and Contracts Group Manager

Sign Off on solution

Ray Walters Ausenco Procurement and Contracts SME

SME

Barry Monteret Ausenco manager Systems Improvement Projects

Ausenco Integration Solution implementation

Brad Maclean Ausenco PRISM SME SME

Mark Cornwall Ausenco Engineering Project Manager

Claire Borbas P+ Support

Gavan Davis P+ Sales

Trevor Bailes P+ Support

TBA Oxiana Integration outsource providers


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3. Schedule

3.1. Schedule Management Plan

Changes to the schedule will be made and recorded in MS Project schedule “Martabe Construction Ready - Schedule.mpj”

Near term milestones and any changes to the schedule at milestone level will be communicated as part of the Sponsor progress meetings and also reported as part of regular team meetings.

Changes to the scheduled completion date of the project will be processed as Change Requests and will be logged in the Change Register, maintained by the Project Manager. All changes to scheduled completion date must be approved by the Sponsor. See the “Change Register” sheet in “Martabe Construction Ready - Registers.xls”

3.2. Work Breakdown Structure

This WBS looks at Milestones derived from the requirements. The specifics of the schedule, timing and duration is held in the Schedule “Martabe Construction Ready - Schedule.mpj”

WBS Milestones and baseline labour requiredEst. Resource

Required (days)

1. Investigate Ausenco will be closing month end a week earlier than usual for this project. 1

2. Agree Procurement via Purchase Requisitions and Direct Purchase Orders Process 3

3. Supplier management solution 2

4. Implementation of Martabe Construction Project WBS. 4

5. Ausenco WBS to Ellipse WBS interface 1

6. Agree on PO and T&C format applicable for both Ausenco and PT AGC's systems 4

7. Develop EPCM Award to Payments interface 128. Implementation of Ellipse Projects for operational reporting. eg: Community development projects and other major OPEX and Capital projects 7

9. Define and implement Project Team Hierarchy, Employees and Financial Authorities as per DOA. 3

10. Cash Flow / forecasting system 22

11. FEX Management 29

12. Logistics and Freight management. (NB: This is for PT AR management of Freight, not Ausenco) 5

13. Remittance advice system. 4

14. Finance Fixed Assets Implementation for Tax 13

15. Customs Master List solution 21

16. Prediction Plus business analysis (Requirements + Solution design) 13

17. Implement P+ for Martabe project (datastore to P+) 14

18. Implement P+ for Martabe project (ERP(s) to datastore) 21

19. Post implementation reconciliation of Prediction Plus project reports 10

Total

Total plus PM Overhead = Duration = Est 60 days

189

249


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4. Cost Management

4.1. Project Cost Management

The project costs and budget will be managed during the project by the PM. The project budget and forecasts will be regularly reported to the sponsor via the Sponsor status update meetings. At a minimum, budget expenditure against current Forecast plus Estimate at Completion, and Estimate to Completion will be shown.

The complete list of budget reporting follows;

Current forecast vs budget baseline by Milestone

Estimate at completion

Estimate to completion

Expenditure by Milestone by individual (or external organisation)

Budget summary into External vs Internal costs (nb: internal refers to cross charges, payroll staff or contract staff, external refers to purchases of equipment or services specifically for the project)

This project also stipulates several rules for cost management;

All external expense to be capped at $75K. Though the budget may not change, specific changes that may cause the external expenditure to pass $75K

All MCR project financial reporting to be done in AUD$

Changes to the budget (as a whole) of the project will be processed as Change Requests and will be logged in the Change Register, maintained by the Project Manager. All changes to budget must be approved by the Sponsor. See the “Change Register” sheet in “Martabe Construction Ready - Registers.xls”


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5. Quality Management

5.1. Quality Management Plan

Quality on a project is about meeting the customers defined and implied needs. Unfortunately on projects, quality is difficult to measure. Often, key stakeholders cannot measure the true quality of the results until delivery, and then it is too late or expensive to resolve the gaps. A good example of this is one of the key success criteria of this project: “PT AR Purchase Orders make the target mark of 90% of total Invoices (ie: POI / POI + NOI)”. This measurement will be hard to undertake until very late in the project. At that late stage, any changes related to this measurement will be difficult and costly.

The goal of the Quality Management Plan for this project is to attempt to have an indicator of whether our customer’s needs are being met as soon as possible in the project. In addition to measurements, several indicators will be used including the process of requirements tracking. The use of quality measurements, indicators and requirements tracking are detailed in the sections below. The overall components of the quality plan are;

Use quantifiable quality measurements for all objectives

Use other quality measurements when possible to assess quality early in the project, when this is not possible use quality indicators.

The use simple requirements tracking is one of the core quality indicators.

5.2. Quality Measures and Indicators

The first tool in managing project quality is to agree and monitor several quality measures. If quantitative measurements are not available early enough in a project then quality indicators will be tracked. Quality indicators are used in attempt to ensure the project is using proper inputs and quality processes to help create appropriate quality outputs. By monitoring appropriate inputs and process, we hope to gain a much earlier indication of the quality of the outputs.

Ensuring “Proper Inputs” may mean the creation and review of appropriate test cases.

“Quality processes” refers to processes to assist in producing quality such as multiple solution reviews, or even requirements tracking. If these are explicitly listed and monitored as a Quality Indicator then they are more likely to undertaken.

All quality measurements and indicators will be listed and monitored in the “Quality” sheet in “Martabe Construction Ready - Registers.xls”. Changes to this sheet do not require an approved change request.


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5.3. Requirements Tracking

One mandatory quality indicator is the use of a requirements register to monitor and help communicate requirements. Each stated requirement will need to be listed in sufficient detail, and continuously monitored for delivery throughout the project. This information will be stored in the “Requirements Register” sheet in “Martabe Construction Ready - Registers.xls”.

Several guidelines need to be followed when tracking requirements.

At a minimum, each requirement will need to be listed in the register and the status tracked.

Each requirement will need to be tracked in three stages; “Requirements Defined”, “Appropriate Solution Defined” and “Solution Delivered”.

Each requirement needs to be assessed to see if a more detailed requirement statement is required. If so, the requirement as a whole still resides in the register, however a Business Requirements Statement would need to be produced and used. An example of such a document is on OneOx Team site BRS. This need for detailed BRS will be decided by the project team considering risk, issues, estimated costs and the complexity of the requirement.

Requirements can’t always be marked as “Solution Delivered” and then ignored. Since new solutions may affect “solved” requirements a continual review of the requirements will need to be undertaken by the PM. (this is in fact a quality indicator)

A change to the list of requirements is likely to effect scope. Therefore changes to the requirements must be monitored and approved by the sponsor via an approved change request and an entry in the Change Register.

A clarification of requirements doesn’t necessarily mean a change in scope. So clarifications won’t require change management. However they should be entered in the requirements register and monitored by the PM.


http://oxnet/finance/OneOxTeamsite/EllipseInfo/Wiki%20Pages/PM%20Tools.aspx

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6. Staffing

6.1. Proposed Organisational Structure

The below list represents the proposed team. Each team member will need to be authorised to be on the team by their direct manager.

Role Person Responsible Authorised by

Project Sponsor Phil Trussell NA

Project Manager Mark Nold Phil Trussell

Finance / Projects Lead Glen Middleton Phil Trussell

CML Lead David Rambet Phil Trussell

Technical Resource - Ellipse Made on a task by task basis, either purchase or request via CSS.

As required request via Gareth Davies

Process Lead – Finance/Payroll (Jakarta)

Vonny Wibawa Phil Trussell

LMAP P+ Lead Trevor Bailes Gavan Davies (LMAP)

Ausenco AusDB Technical Resource

? ?

Ausenco Prism Technical Resource

Brad Maclean Cameron Gault

CSS Representative (post project support of Ellipse)

Eric Sidharta Gareth Davies

IT Support Representative (future support of P+)

Jimmy Jerkovic Michael Whelan


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7. Communications

7.1. Communications Plan

Due to the geographically dispersed nature of the project and the global community of Ellipse users, communications is vital to the success of the project. Several communication tools will be used throughout the project to make sure stakeholders have the appropriate input to the project, and all stakeholders are aware of changes before they happen and what to do when something unexpected happens.

The communication tools are;

Weekly team meetings (weekly)

Regular sponsor meetings (weekly)

Regular steering committee meetings (undefined at present)

Status Reports (used for the sponsor meetings)

Stakeholder Communications (a list of tools to use throughout the project)

These items are detailed in the following sections;

7.2. Regular Team Meetings

Once the project has started the team will meet regularly (weekly) via phone or video conference. Additional meetings may be called as required. Each meeting will last a maximum of an hour and require an agenda created by the PM. The agenda will be updated to form the minutes of the meeting and then sent to team members and stored on the central file location. At a minimum the agenda will include;

An agenda for the meetings will be used including a list of relevant issues. The complete list of issues will exist in the Issues Register (see “Issues Register” sheet in “Martabe Construction Ready - Registers.xls”). This will form an input and output of the meetings but will not be used to run the meeting (ie: no meetings by spreadsheets).

Status review of near term milestones (typically next 4-7). This is a tool to discuss the current forecast date, and any possible changes. The team will need to agree on the current status (using the green, amber, red notation) of the forecast dates so the PM may report accurately.

Agenda items for relevant issues and risks. To avoid the management by large lists of issues / risks the PM will bring relevant issues and risks to each meeting.

Agenda item for the addition of new issues and risks

The location and file names of relevant documents to the meeting.

Questions on upcoming holidays or changes to availabilities

Functional agenda items such as time, place, meeting attendees and any conference call details


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7.3. Sponsor Meetings

During the execution of the project the PM and the project sponsor will meet regularly (weekly) to discuss the project status. This discussion will address all the items in the Status Report (see below in section “Regular Status Reports”) plus will also be used to authorise any changes in the project (that impact scope, schedule or cost).

7.4. Steering Committee Meetings

During the execution of the project the Project Sponsor and Steering Committee will meet regularly (????) to discuss the project status. The PM may or may not be included in the discussions. The committee is responsible for approving budgetary strategy, defining and realising benefits, and monitoring risks, quality and timeliness, plus assisting in removing barriers to the project’s success. For further details please see the document Steering Committee Charter on Oxnet.

Due to the dispersed nature of this project, communications will be undertaken via phone conferences, some video conferences (not available outside of Perth, Melbourne, GG and PH) as well as email.

7.5. Regular Status Reports

Status reporting forms an integral part of the project control framework. Using a one page status report the goal is to give the Sponsor and Steering committee an overview of the projects status. Specifically it will cover;

Overall Progress narrative plus a qualitative assessment as Green, Amber, Red (No issues unmanaged, Some issues outstanding, Severe issues)

Status of associated Risks, Resources and Costs. Plus a colour coded status (see above)

Historical progress over the last 11 weeks

Key Achievements and Objectives (in the past and next four weeks)

Top 5 Hotspots. This is designed to address the top five unmanaged risks and issues with the project or dependencies.

Schedule dates of next seven uncompleted milestones (including Baseline and current Forecast dates) plus narratives on near term milestones (next four milestones)

Budget expenditure against current Forecast. Includes Estimate at Completion, and Estimate to Completion


http://oxnet.oxiana.com.au/finance/fitaprojects/Shared%20Documents/Execution/PM%20Tools%20and%20Methods/Tools%20and%20Templates/Steering%20Committee%20Charter.doc

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7.6. Stakeholder communications

In addition to the above meetings, several communications will take place during the project

Project Kick Off communication to all stakeholders via a one page PDF communiqué.

Update of intranet (Oxnet) profiles to include all team members and a short amount of personal information and picture if possible.

All implementations or changes during the project require a “Pre Go Live” communication to all stakeholders with information on what will change and how it will affect the various stakeholder groups. This should include details on down time, and detail support processes during the change. This will be done via a “one page PDF communiqué”.

The maintenance of an up to date “Stakeholder list” (kept as part of the Project Management Plan)

The maintenance of an up to date “Contact List” including phone numbers and emails (kept separately in document “Martabe Construction Ready - Contacts.xls”)

At project close or after the go live of large changes a one page communiqué will be sent out to all stakeholder describing the change made, the ongoing effects of the change and any work explicitly not undertaken. Possibly a narrative will be included on the performance of the people involved in the change / project.

During the project, all documentation mentioned in this plan will be held in; \\melfps01\depts\finance\ellipse\Martabe_Construction_Ready_Project

This is a working area and the information held here is not for public consumption, but for the Project Team and sponsors. All public facing documents will be sent via email, and possibly also published on Oxnet. At completion these project documentation will be cleaned up and archived using the OneOx standard.


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8. Risk

8.1. Project Risks and Management

An Risk Register will be created and will be updated during the project by the PM. See the “Risk Register” sheet in “Martabe Construction Ready - Registers.xls”. Risks will be assessed in a qualitative fashion and will be communicated as required through team meetings, sponsor status reports and possibly steering committee meetings.

NB: The risk management plan should meet the Oxims standards for Risks Management. This will be reviewed and fit during the project execution.

9. Procurement

9.1. Procurement Management

This project’s need for external procurement may be broken up into three areas;

Incidental costs such as travel, taxis, meals and accommodation

Purchase of external labour

Purchase of equipment

All of the first items will be handled by Oxiana’s internal travel officers and Oxiana reimbursement policies. As outlined in the Cost Management section no project team expenditure may be undertaken without the PM’s prior approval. The PM’s travel and accomodation will be approved by the project sponsor or direct manager.

External labour is to first go through an assessment of internal vs external (ie: make or buy) using CSS or other departments. Once made a single quote is to be obtained from an appropriate supplier and approved by the sponsor. Further requests for quote may be made if required by the project sponsor.

Each request for quote must include a list of requirements and specific and measurable success criteria.

Equipment purchases for commodity items such as PC hardware will go through Oxiana’s applicable purchasing process and approved by the sponsor.

For travel and accommodation, all monitoring and costing beyond initial approval is the responsibility of the travelling team member.

For the second and third type of procurement, all monitoring of the procurement cycle is the responsibility of the PM. The final close of purchase orders and the storage of a copy of the related documentation of the purchases is the responsibility of the PM.

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Date post:	16-Jan-2015
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