Modular Process Plants

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 leading-edge project-management systems ensure a high level of control over all the stages of
a project, from marketing to the hand-over of a facility to the client and beyond.

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 i
s 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.

BATEMAN is a world-class project house. Its leading-edge project-management systems ensure a
high level of control over all the stages of a project, from marketing to the hand-over of a facility to the
client and beyond.

 

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