DC Furnace Smelting Technology

With our Project Management capability Your Project can meet Your Expectations

Use BATEMAN to manage the conceptual development, financing, design, engineering, construction,
commissioning and commercial operation to maximise the success and profitability of your project

BATEMAN's experience in the management of projects to convert natural resources into marketable
products reaches back to the early years of the last century, with more than 3 000 successful projects
in nearly 70 countries, often in difficult and remote terrains.

BATEMAN is project management

At the core of BATEMAN's ability to undertake successful projects for clients wishing to convert natural
resources into marketable products is its project management capability. This capability coordinates
the company's collective conceptual development, financing, design, engineering, construction,
commissioning and commercial operation skills and focuses them to maximise the success and
profitability of a project.

BATEMAN makes use of leading-edge systems to control all the stages of a project, from marketing
to the hand-over of a facility to the client and beyond. Drawing on global best practices and its own
hard-earned experience, the company has refined these systems extensively and recently introduced
several innovations which it now considers to be leading-edge project-management tools.

The BATEMAN PMO (Project-Management Overview) system governs the company's business process.
In this task-force environment, where every task force is led by a project manager, in line with the
international Project Management Institute's PMBOK (Project Management Body of Knowledge), a
high level of discipline is maintained during project proposals, pre-feasibility, feasibility and bankable
feasibility studies and the eventual execution of the project. All resources are optimised by using the
most cost-effective organisation structures and tight project controls. Extensive use is made of
earned-value principles in which task scheduling and costs are linked and integrated to provide
a meaningful understanding of the interrelationship of time and cost in a project, so they can be
closely controlled and optimised.

BATEMAN's IPROM (Integrated Project Management) system covers all aspects of the project, ensuring
that the project personnel communicate effectively. IPROM is a major step toward the productive
utilisation of project manpower by integrating the entire information process by providing for controlled
entry points for data, detailed change management and the integration of the best-of-breed software
packages for process design, engineering, 3D modelling, cost management, planning, materials
control and document tracking and control. Because of IPROM's plug-in and plug-out functionality,
client requirements and preferences can easily be accommodated.

Improvements are continuously being introduced to enhance project delivery. The concept of forming
close alliances with preferred suppliers, which was pioneered in BATEMAN by its modular-plant
business line, is being extended to good effect in other areas of the business. A considerable
reduction in the overall duration of projects and more efficient and cost-effective designs are some
of the positive outcomes of the concept.

An open-book approach with all stakeholders has encouraged win-win-win solutions between
client, BATEMAN and suppliers / contractors. Profit sharing between the participants and minimising
waste is negotiated to the satisfaction of all.

Stakeholder management has become an important component of good project management at
BATEMAN. A good example is the new concept being explored with De Beers Consolidated Mines
in which effective teamwork between the client and contractor is promoted strongly. The objective
is to establish a long-term platform for meaningful collaboration between the parties leading to a
co-operative rather than adversarial relationship. This approach has been adopted for the Elizabeth
Bay diamond project now underway and all parties are very enthusiastic about the outcome.

The containment of the risks usually associated with natural-resource projects has been another
issue with which BATEMAN has had to deal. New risk-assessment models are regularly developed
and implemented, whereby project risks can be evaluated more accurately, particularly during the
estimation phase of projects. Cost and time overruns are minimised by timeous management
techniques such as these risk assessment models which are applied from the outset of the
project. This has enabled BATEMAN to move away from reimbursable to lump-sum contracts.

BATEMAN's long experience in the project-management business goes back to the early part of the
last century as part of the growing mining industry in South Africa. This ongoing involvement has
enabled the accumulated development and refinement of this capability to enhance the effectiveness
of project delivery and to meet new and changing market requirements.

Many prominent and large projects have been completed successfully around the world. For example,
major PGM (platinum-group metals) projects include Anglo's Rasimone, Potgietersrust and Modikwa,
Impala's EPMR and UG2 and Hartley, while base-metals projects include Skorpion (zinc), Kasese
(cobalt), Bulong (nickel) and Sanyati (copper). Well known diamond-processing facilities include
Argyle, Consolidated, Jwaneng, Finsch, Venetia and Damtshaa.

 

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