BHP Billiton Iron Ore Projects
Engaged at the functional level of Program Management across $5 billion to-go of Management greenfield and brownfield projects, from new mines, to rail, to port expansion. Implemented processes for management of change by improved governance internally and with key contractors to drive improved capital efficiency; Managed consultancies in assurance to design and imbed process improvements across Risk, Governance, Procurement, Engineering, and Construction. Input to the design and execution of a program of functional change in the Commercial organization to reduce overhead costs and leverage external services
Front End Loading:
In the FEL2 and FEL3 phases of these projects, sponsored improvements in the rigor of the qualitative and quantitative risk analysis; Developed controls assessments to prevent andmitigateproject risk earlier in the project life cycle, with better alignment to the changing pipeline of growth capital; Developed scalable risk management processes applicable to project material risks, which ensured alignment of stakeholders across the full life cycle.
Developed procedures and applications for the projects organization to grow up the maturity curve of risk management; incorporated cutting edge technology to ensure primary contractors also had fast access to risk management tools using applications hosted on the cloud; Introduced the methodology of the Annual Assurance Plan(AAP) as a tool to resource and fund first line of defense assurance activities within the business unit.