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Custom Newmont TS Power Plant essay paper sample

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The PMI Project of the Year (POY) Award is a yearly prize that recognizes the various accomplishments of a project as well as the concerned project team for the better-quality performance during the execution of excellent project management.  Being affiliated to PMI is not a necessity; projects from all over the world have equal chances winning and are highly encouraged to apply regardless of their location, industry type or size. Flour was awarded a contract by Newmont Mining for the construction, procurement, engineering as well as commissioning of a new 242-megawatt coal-fired power plant in northeastern Nevada. Due to proper project management, flour was able to deliver the project five weeks ahead of the contract deadline. In return this resulted in the realization of significant saving in power cost as well as ensuring that Nevada was able to generate consistent power revenue more early that expected. 

Flour Corporation was the beneficiary of the “2009 Project of the Year Award” awarded in October 2009 by the Project Management Institute for the outstanding work carried out on the Newmont project.  In addition, during the same year Power magazine recognized the Newmont power project as a ‘Top Plant’ for its state of the art technologies and innovations.

Due to the high levels of local employment, the project was faced with several challenges such as inadequate housing, cold weather impacts and high transport costs that could have led the project into jeopardy. However, due to excellent project planning and execution skills, Flour was able to deliver the project to an esteemed client not only before time but also with a safety government-lauded record. The client, Newmont Mining was equally overwhelmed with Fluor’s dedication to project safety and quality. According to Newmont’s project manager, Fluor’s performance was a shining exemplar of dedication in realizing client satisfaction.

Although Flour was faced with the lack of enough local labor, strategic staffing played a key role in ensuring that the project was still on course. Flour always encouraged its workers to be more proactive as well as to observe the values of continuous risk assessment.  This not only helped in completing the project ahead of time but also allowed the team to continually recognize and alleviate different risks during project execution.

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