were responsible,” Mr. Gerspacher says.
In the end, Newmont awarded Fluor
a score of 95 percent.
The team delivered reliable power
generation on 16 April 2008—10
weeks ahead of schedule and US$20
million below the approved budget.
Along with the overhead savings, the
early completion meant Newmont
banked US$15 million in energy costs
and another US$3 million in revenue
from power sold back to the grid.
Backed up with those results, the
plant was named the PMI 2009 Project
of the Year.
“This was a very important project
to Fluor and we feel truly honored to be
recognized by PMI,” says James
Mackey, vice president of coal projects
at Fluor. “It’s especially important
because it shows that if you stick to the
fundamentals of project management—
if you adhere to cost, schedule, quality
and performance goals, if you have the
tools in place to manage the project,
and you have project management that
values open relationships and trust—
you can adapt to any problem.”
As is the case with many projects,
Mr. Gerspacher says it came down to
“Building a high-performing team is
one of the most underrated goals of
project management,” he says, “but
if you can achieve that, you can accomplish anything.”
Ms. Downing says it was definitely a
“We had owners, operators and contractors all working together,” she says.
“It’s a great feeling to see what you can
accomplish as a team. Everyone on this
project stepped up to the plate and
together we got the job done.” PM
The amount the
project came in