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By G Power

The successful implementation of sublevel caving (SLC) at Ridgeway Gold Mine (Ridgeway) requires the technical aspects of caving and flow behaviour to be understood. Cave propagation must be controlled and continuous to allow safe extraction of ore below. The understanding and use of processes to manage granular flow behaviour are also required to ensure economic metal resource recovery. Caving and flow technologies are thus critical to the economic viability of the application of the SLC mining technique to Ridgeway Gold Mine. At the time the Ridgeway SLC design was approved there were significant technical uncertainties associated with cave mining methods, including the SLC mining method in competent rock masses. This was in spite of the fact that caving is a relatively low cost mining method. Unique features generating technical risks at Ridgeway include: the fact that the orebody is blind (550 m below surface); highly competent cap rock (RMR >50); and high aspect ratio (height to width ratio of 3:1). Due to the presence of these unique features Ridgeway is considered to be beyond the current state-of-the-art in SLC mining technologies. The success of the technique at Ridgeway to date has indicated that blind SLC mines in strong rock mass can be operated safely and productively, if the technical risks are understood and properly managed. The risk management process was defined by the use of a formalise process to identify and assess the risks to the mine. The major mining related risks were formalised into Major Hazard Management Plans (MHMP) which contained a description of the risk, early triggers indicating the creation of a hazard and a series of agreed responses to be automatically initiated in the event of each trigger occurring. This paper outlines the following with respect to the critical technology areas of caving and flow: international industry, state-of-the-art technology; gaps in the application of this technology; the application of risk management, new processes developed at Ridgeway to bridge these gaps, including issues encountered; and trials and experimentation conducted to develop the new processes.

Jan 1, 2003

The commercial outcomes from new mining projects or brownfields expansions often fall short of feasibility study forecasts because of technical under-performance. This paper: reviews past feasibility study performance; identifies the key drivers of underperformance; and proposes actions that can be taken to manage the risk of underperformance. There have been a number of published reviews of feasibility study performance since the 1970s. The results of these studies are summarised together with recent unpublished data. Key drivers of underperformance include inadequate metallurgical testing, simultaneously pushing a number of project parameters beyond comfortable limits and a failure to recognise the linkage between mining rate and head grade. Actions can be taken during the data acquisition phase and during the feasibility study to manage project technical risks. These generally require a more flexible approach to study management than can be achieved under a ælump sumÆ contract.

Jan 1, 2003

The Newcrest Mining Limited Telfer Gold Mine consists of an underground sublevel cave (SLC) operation located 734 m directly below active open pit operations. Open pit and underground current production rates are 50 million and 5.7 million tonnes per anum (Mt/a) respectively. The SLC was initiated in late 2006 with breakthrough planned to occur on the 5484 bench of the west wall in late 2009. Risk to the south ramp was identified during this time, resulting in the construction of the north ramp. The SLC was continually tracked from initiation with a suite of monitoring systems and managed with a Major Hazard Management Plan (MHMP) and associated Trigger Action and Response Plans (TARP). At breakthrough the eastern limb of the cave was located within a 70 m horizontal distance from the south ramp. The south ramp was closed in October 2009 due to significant slope deformation, extensive cracking in the berms and batters between the ramp and breakthrough bench and a major failure 250 m to the north of the cave breakthrough. Wall response was first identified from slope deformation measurements taken by the wall monitoring radar in May 2009, at which point the SLC was 160 m from breakthrough. The impact of the SLC on the slope is a unique case with the monitoring systems in place able to provide data on the slope reaction to the SLC progression. This paper will discuss the management of the south ramp such as the early interpretation of risk associated with cave breakthrough, monitoring systems implemented to track the cave progression and wall deformation, data integration and interpretation and risk management. Following the closure of the south ramp further instrumentation programs and risk assessments were conducted to determine the risk of re-opening this haulage route. The outcomes of this program will also be presented.

Nov 25, 2010

By J Hall, A Gallardo, M Strizek

Mineralogy and coproponents Sino Iron, International Minerals and Austeel are in the process of developing four world class magnetite iron ore mines with multiple open pits along a 25 km strike length of Brockman Iron Formation to the south of Cape Preston on the West Pilbara coast. The close proximity of the proposed pits raises some challenging project approvals and environmental management issues relating to the impacts of dewatering at individual projects and the cumulative impacts of progressive development on local and regional groundwater resources, which includes a large fresh water aquifer system in the Fortescue River alluvium.This paper presents an outline of the hydro-environmental impact assessment process adopted and the key result that the cumulative impacts of dewatering at all four projects on the local brackish groundwater system in the basement rocks is only marginally more than the impact of any one project on its own, and that the impact on the Fortescue River alluvium aquifer is negligible. The paper also presents an outline of the proposed integrated water management approach that will involve coordinated monitoring, ongoing impact assessment and management, and reporting programs for all projects.

Jan 1, 2009

By L Sandery, S Light

Within 22 months of commencing decline development, the Prominent Hill Ankata Underground Project achieved its full production rate of 1.2 Mt/a.In 2010 construction of the Ankata Underground Project was approved. Decline development commenced in November 2010 and the turnout for the first sublevel was reached by August 2011. The first stoping ore was produced in the first quarter of 2012 and production was successfully ramped up to full production during the third quarter of 2012.Diamond drilling commenced in October 2011 and was conducted concurrently with the underground development. This presented challenges as mining and production targets had to be balanced with underground exploration activities. To achieve production on schedule, without adversely affecting the diamond drilling program and future development, meticulous and adaptive planning techniques were required. This included involvement from engineers, geologists, underground operators and underground diamond drillers.The granularity of these planning techniques allowed the management and prioritisation of development and diamond drilling down to an almost hourly basis. A constant flow of information from drill assay results was fed back into the planning systems. This resulted in a constantly evolving mine plan as the orebody was further refined. High priority areas were identified and targeted to allow continued development and a successful rapid ramp up to full production.CITATION:Sandery, L and Light, S, 2014. Managing the diamond drilling interactions in commissioning the Ankata underground mine, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 75–80 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By M S. Manono, K C. Corin

The optimisation and process developments surrounding the beneficiation of Cu-Ni-PGM ores is of fundamental importance when considering the continued rise in global demand for these precious metals. The selective sequential flotation of these ores is accompanied with various processing challenges such as the successful separation of the Cu-Ni-PGMs from non-sulfide naturally floatable gangue and pyrrhotite. Reagents such as sodium iso-butyl xanthate (SIBX) and sodium carboxymethyl cellulose (CMC) have proven to significantly improve the selectivity of the flotation process in their respective roles. The use of recycled water with abnormal inorganic electrolyte concentrations can modify the selectivity of these reagents, as ions may adsorb onto minerals such as pyrrhotite, thereby hindering or promoting the hydrophocity and floatability of pyrrhotite. Process water quality effects on the behaviour of pyrrhotite may have negative or positive influence on the recovery and grades of the wanted Cu-Ni-PGMs as valuable minerals associated with pyrrhotite such as pentlandite may be affected in like manner. Thus, the impact of concentrator process water quality on the behaviour of pyrrhotite needs to be determined. In this study synthetic process water at various ionic strengths was investigated against various CMC dosages to understand the behaviour of pyrrhotite during the flotation of a Cu-Ni-PGM Merensky ore in a batch flotation cell. This study showed that pyrrhotite grades increased with an increase in CMC dosage for fixed ionic strengths whereas the recoveries of pyrrhotite increased with an increase in ionic strength until 3SPW, then a trend of a decrease in recoveries was seen with 5SPW resulting in the lowest pyrrhotite recoveries. Furthermore, this study showed that moderate CMC dosages of 100 g/t resulted in the highest pyrrhotite recovery for all four ionic strengths of synthetic process water tested. It can be said that to maximise value recovery from Cu-Ni-PGM ores, understanding the behaviour of pyrrhotite against degrading water quality and reagent suites could be of paramount importance given the sensitivity of pyrrhotite to oxidising chemical conditions.

Aug 24, 2022

By M K. Kapo, S C. Nzama

The success of a mining operation depends on the quality of data used in decision-making processes and the people involved in making operational decisions. At Olympic Dam, mine geologists form an integral part of the teams that make decisions at various key points in the mine operational value chain. Mine geologists are directly and indirectly involved in all stages of the mining process, namely, orebody definition and categorisation, mine design and planning, metallurgical processing, and reconciliation.Due to the sheer size and complexity of the Olympic Dam deposit, each mining stage has been divided into smaller units within which decisions are made in line with the overall mine operational plan. In each of these units, the decisions and inputs made by mine geologists has ensured that consideration of geological factors is made in the mining process. Over time, the mine geology team has demonstrated a systematic approach in the development and improvement of their processes in line with the mine’s operational needs, such as understanding the in-stope ore variability and maintaining a consistent ore feed to the plant. An understanding and interpretation of the mineralisation distribution, based on acquired data, has proven to be important in the definition of resource modelling parameters. These parameters in turn affect the quality of grade estimates and their downstream use in planning, production and subsequent reconciliation processes. The continual study of the geology of the deposit, and unravelling its complexity through research has been crucial to the metals extraction process. The involvement of mine geologists through each of the mine value processes places Olympic Dam in a favourable position to benefit from future opportunities that will take advantage of the increasing operational demands and production pressures, and the ever changing economic conditions.This paper reviews the role mine geologists play in the realisation of the Olympic Dam deposit, from ore to product, through their interaction and collaboration with other departments and stakeholders. This paper also highlights mining practices employed at the Olympic Dam mine.CITATION:Nzama, S C and Kapo, M K, 2014. Managing the giant – a mine geologist’s perspective to the mining of the Olympic Dam deposit, in Proceedings Ninth International Mining Geology Conference 2014 , pp 451–460 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

Ensuring the success of a major resource development project, whether in the Gippsland Basin or elsewhere, is typically both a complex and costly process. It is therefore imperative from the point of view of the proponents of such a project - and in particular the financiers - that everything possible be done to minimise administrative confusion and delay in the establishment phase of the project, and to put systems in place which enable the project to run smoothly and efficiently in the later stages of its development and operation. An essential element in this process is ensuring that the project management is able to come to terms with and deal effectively with the relevant planning and environmental laws.

Jan 1, 1992

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

This paper addresses the unique environ- mental programmes which prevail at Ranger and their importance in the future profitability, of Ranger Uranium Mines Pty Ltd. (RUM) Industrial relations, general safety, and occupational health have long been regarded as part and parcel of the concept to 'manage for profits'. More recently, the need for environmental protection has also become an important management consideration. This is particularly so at the Ranger Uranium Mine where environmental protection is very closely and continuously regulated. Since the commencement of operations at Ranger some three years ago the company has operated within these regulations and demonstrated clearly that yellowcake can be produced efficiently, economically and safely. The company also recognises that in order to ensure continuity of production, it will have to continue to operate within these strictly supervised Regulations.

Jan 1, 1984

Placer Dome Asia Pacific operates eight mines in the region and has two closed operations that are either under rehabilitation or at the latter stage of care, monitoring and maintenance. All operating mines are scheduled to close within the next ten years based on current proven reserves. Mine closure planning and associated risk assessments are integrated into both strategic planning and day-to-day operations within the Placer Dome group. Mine closure is all about predicting the potential risks and Placer DomeÆs knowledge has improved following the planned closure at Kidston Gold mine in North Queensland. Planning for closure commenced in earnest in 1994, and focused on identifying the issues and associated potential risk to the environment, and ensuring that the most suitable control measures were implemented leading up to and following closure in July 2001. At all times during the process of planning, implementation, safety contractor management and post closure, the identification of risk and potential threats to the business have been identified and managed. Post closure risk assessment of rehabilitation strategies potential to fail has been completed in conjunction with URS and opportunities to manage these potential failures in perpetuity will be discussed along with lease surrender. Misima Mines is currently processing low-grade ore and plans to close in 2004. Planning for closure has been ongoing for several years with a focus on the social aspects and the impact of the mine closing on a remote island community. Misima Mines has assessed the risk profiles using a community closure focus group, to identify both the biophysical and social aspects for closure.

Jan 1, 2003

A failure of the Pit IA highwall in July 1989 led Newcrest Mining Ltd's Telfer Gold Mine to commence underground operations approximately 12 months ahead of schedule. The failure presented four major challenges to management: 1. how to maximise the recovery of the Middle Vale Reef (MVR) in the open pit: 2. how to minimise the risk to personnel involved in the extraction of the remaining open pit ore; 3. how to avoid disruption to ore supply: and 4. how to maintain a permanent and safe means of accessing the underground operations from the base of the pit. The risks associated with meeting these challenges were minimised through the installation of a complex network of real time slope monitoring equipment. These monitors were connected to an alarm system which was combined with detailed operational procedures to be carried out in the event of a highwall alarm being triggered. The accuracy with which the risk of failure has been managed was demonstrated recently when the onset of a second failure was initially identified some 13 months prior to its ultimate collapse in October 1992. The location, timing and size of the failure was able to be predicted allowing appropriate precautionary measures to be taken to ensure safety of access to the underground portal and pumping equipment in the base of the pit. This paper reviews the sequence of events leading to both the July 1989 and October 1992 failures of the Pit 1A highwall and the monitoring equipment and procedures used to identify, quantify and manage the risk to personnel operating in the base of the pit.

Jan 1, 1994

This paper sets out a number of means by which professionals can reduce or eliminate the risk of professional liability whether as directors, employees, partners, independent consultants or contractors. A relationship between client and professional is commonly cited as an example of a fiduciary relationship: the professional "undertakes or agrees to act for or on behalf of or in the interests of' the client "in the exercise of a power or discretion which will affect the interests of that other person in a legal or practical sense."2 As a fiduciary, a professional must ensure that his or her exercise of power does not result in a position of ascendancy or undue influence over the client. Also, a professional must avoid situations where there is scope for even the perception of potential conflict between his or her professional duty to the client and his or her own Interest.

Jan 1, 1995

It is self evident that in many cases mining disrupts communities, however, community reaction to mining varies enormously. This is due to a whole host of factors, some physical, some financial, some political and some a direct result of the projected mining company attitude towards the community at large. Physical and political factors are increasingly being dealt with realistically and financial aspects are to a significant extent determined by profit margins. If the acceptable profit margin canÆt accommodate all necessary costs (which now includes a variety of community considerations unheard of even a decade ago), then the project is just not viable. Despite major commitments now made by many mining companies to their affected communities, corporate attitudes, and their projection, remain as the most outstanding factor in mining project development where real gains can still be made in effectively reducing social risk. This paper addresses both international and domestic experience gained in managing this aspect of mining development risk, including initiatives implemented by multilateral institutions.

Jan 1, 2003

Project evaluation is completed through individual studies covering technical and financial aspects of the mine to market. These studies are completed at various levels of detail depending on where the project evaluation is in the projectÆs life cycle. The competency of the studies varies in relation to the quality of data, level of the skills employed, control, management and reporting structure. The focus of this paper is managing elements of the study, looking at the cost of opportunity to influence the project, against the value added. Selection of the study manager and study teams is central to getting an integrated project evaluation addressing the correct issues completed on time. Retention of key personnel can reduce rework which, in turn, can reduce time and cost impacts. It is important to have a work breakdown structure at the outset so that the study teams have a common numbering and naming system that will integrate areas, equipment, budgets estimates and accounts. Having set up the evaluation groups and provided training in the study procedures, understanding the scope and schedule are vital elements in producing a project evaluation that addresses the opportunities and the risks of the final project. Arriving at an accurate capital budget requires integration of the research controlled through common systems. Project evaluation process must also address how the project is to be delivered.

Jan 1, 2007

The transition from exploration to feasibility is a stage in the development of mineral resource projects that is frequently not handled well. The transition marks a point in the project development process where resource evaluation priorities change significantly from the discovery of mineralisation and the rapid assessment of the potential tenor of the mineralised system, to the detailed assessment of the deposit.   Information used in the exploration process tends to be of a qualitative or theoretical nature initially, but gradually becomes more quantitative in character as geological knowledge relating to individual prospects grows.   The transition from discovery and rapid exploration of a new deposit occurs at a relatively early stage in project development, coinciding with the first attempt to prepare a resource estimate for the deposit. Fundamental assumptions regarding both structural and grade continuity and uncertainty inherent in existing information need to be made so that they themselves may be addressed during the collection of additional data.   The effective commencement of feasibility studies involve the introduction of new accountabilities either as a result of appointment of a project manager, and through needing to be able to quantify: ò     the quality of data being collected for resource evaluation purposes; ò     confidence associated with resource estimates; and ò     the need to develop an audit trail for the project, required to make the resource evaluation decision-making process as transparent as possible.   Quality assurance is a concept to which exploration geologists have frequently had little exposure. Being able to demonstrate the quality of data used in feasibility studies is, however, a crucial component of the overall risk management and reduction.   Development of a transparent audit trail for data assists in demonstrating the quality of data which is frequently perceived to translate directly to confidence inherent in resource estimates.   Establishing procedures for geological data collection and management also provides a more reliable framework for making decisions that impact on project execution, again resulting in improved confidence in resource estimates and associated geoscientific data.   Regular, independent technical audits, in principle similar to audits conducted for the ongoing certification of standards compliant quality assurance systems, are a major, positive factor in effective project management and execution.   Information used in project evaluation, feasibility and development must be based on facts. Facts are effectively observations that are ideally made systematically, recorded in a systematic manner, and by being collected effectively are not subject to change.   Effectively managing the transition from exploration to resource evaluation, feasibility and project development involves recognising the nature of changes in the nature, detail and scope of geoscientific data required at each stage of project development. In doing so it is essential to: ò     recognise when the change occurs (as early as preparation of the initial resource estimate for a project); ò     accept that the change may not be gradual; and, ò     ensure that the project evaluation team is adequately resourced.   These objectives require recognition of the value of previous experience and the need to instill a true team approach amongst both staff and contractors associated with the project. Regular formal and informal communications between staff, contractors and other stakeholders in the project are an essential tool in ensuring personnel are aware of factors affecting their role in the project.

Jan 1, 2004

The transition from low stress to high stress conditions is a challenge eventually faced by most mines in Australia that extend to depths greater than (generally) about 1000 m. In areas with strongly adverse 'stress versus depth' gradients, such as some parts of Western Australia, significant stress-related problems have occurred at depths as shallow as 300 m below surface. The actual depth at which the 'transition' occurs is a function of the local pre-mining stress field, the strengths of the various rock types hosting the deposit and the layout and sequencing adopted in the mine. Stress-related damage can result in increased support costs, and delays associated with rehabilitation and disruption to production. In the worst case, where strong seismicity and associated damage occurs in active mining areas, 'exclusion' zones and 're-entry' protocols may be required. These can severely disrupt production. A key aspect of managing the transition is the recognition of the onset of stress-related ground behaviour. Damage mapping can be used to develop understanding of the relationships between mining activities and the local and regional response to them. Carefully documented case histories provide a basis for calibrating numerical models. This paper discusses some of the typical styles of ground behaviour observed in higher stress conditions in underground mines. A simple damage classification scheme is described to assist in 'damage mapping' of mine tunnels. An example of damage mapping is presented to illustrate an approach commonly used for recording stress-related damage.

Nov 25, 2010

By R Hao

Uncertainties in large open pit geotechnical modelling has been a major concern for slope stability analysis. The level of confidence in the in-put assumptions, such as structural and rock mass model, dictates the modelling results to some extent. This article is to detail a case study of Kalgoorlie Consolidated Gold Mines (KCGM) regarding a predicted inter-ramp failure on an as-built pit walls by a 3D numerical modelling. Significant concerns were raised across site and multiple preventive plans were considered. After intense data collection work, it was confirmed that the risk of failure had been overestimated. The case study has improved the understanding of geotechnical data in-put and has enhanced the process of creating and updating geotechnical structural models at KCGM.

Jun 22, 2022

By G M. Jones, J Rademan

Debswana, owned by the Government of the Republic of Botswana (GRB) and De Beers in a 50:50 joint venture partnership, operates the Jwaneng diamond mine in Botswana - the most valuable diamond mine in the world. The mine provides between 60 - 70 per cent of DebswanaÆs earnings, and about 30 - 40 per cent of the GRBÆs income. In 2008, the company embarked on the Cut 8 Project - an open pit waste cut-back to expose more diamond bearing ore to sustain mine life by another six to seven years. This undertaking was much larger than previous cut-backs; it increased the waste stripping ratio threefold, increasing significantly the waste handling fleet of trucks, shovels and infrastructure, and impacted a large part of the materials handling plant which required replacement with new facilities. The project coincided with the beginning of the Global Financial Crisis (GFC) and a slowdown in the economy. Its $4 billion total life cost was billed as æthe largest private investment project in BotswanaÆ which produced heightened expectations amongst stakeholders that it would redress some of the issues brought about by the GFC and leave behind a legacy of jobs, increased opportunities for citizen owned business and improved social infrastructure.Most of the big project challenges were non-technical and ranged from dealing with various stakeholders?at?all levels, a 25 per cent currency depreciation of the Botswana Pula against the South African Rand, obtaining work permits for non-citizens in a job starved environment, managing construction to world class safety standards, managing the low productivity of construction workers and producing a viable legacy program that satisfied the GRB and stakeholders. Whilst most of these risks were identified in front end studies, the magnitudes were in many instances underestimated. Managing this uncertainty on Cut 8 can provide valuable lessons to other projects in a similar environment, or at least provide the information to indicate that these factors should be adequately provided for in the financial evaluation of a project in the form of budget, schedule, contingency or risk mitigation.CITATION:Jones, G M and J Rademan, 2012. Reliability of expert judgements and uncertainty assessments, in Proceedings Project Evaluation 2012 , pp 109-116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012