In 2009, Newcrest Mining (Newcrest) instigated The Newcrest Enterprise System Strategy (NESS), a transformation of systems and processes across the company’s value chain. As a result of the NESS program, Newcrest needed to address the process of archiving and vaulting the legacy systems being replaced by the NESS program.
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Newcrest engaged COSOL to provide program management services for day 1 through to end state on technology projects associated with the acquisition of Lihir Gold (LGL). The objective of the assignment was to ensure day 1 readiness and transparent progress to final end state for all business processes. COSOL provided strategic quality assurance (QA) advice; project planning / management and delivery teams.
It was imperative to ensure that expertise in the mining business, mining systems and the issues around remote operations was at the forefront of this exercise. COSOL’s expertise in mining and managing ‘untidiness’ and exploiting the opportunities that present as part of merging two companies was important. Our approach was focused on establishing a comprehensive MIB, and agreed to ensure structure throughout transition, change management and effective communication.
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