Yuxi Dahongshan Iron 2.3 Million T / A Concentrate Pipeline Engineering Change Management

Dahongshan Iron mineral company is a large-scale underground mine which combines the mining, mineral processing, pipeline system and auxiliaries. But following the changing construction conditions and adjusting the building size, the whole project which took longer construction cycle had several brakes for other reasons. At the same time, that a variety of reasons caused the earlier investments and the later process, equipments were not matched partly, and the adjustment of the scale of construction, the optimization of process of mining and mineral processing resulted in evolving the design task book. So there were multiple versions of feasible research, earlier design, working drawings, and equipment tables. Until the whole project was to be launched, the designing and the constructing are parallel, so the both were detached, all brought difficulties to the project. In the course of the design drawings were submitted for using, it was batch-wise, the entire drawings were on the lack of systematic, the more cross engineering was, the more design changes were, and the more coordination tasks were on site. So in the management activities of the project, how to keep the changes in control is very important. The writer wanna study the changes management in the project and chase more knowledge and find effectiveness, at last summing up the experiences and lessons.These papers take the research from aspects of the principles, procedures, and contents in detail, and carry out studies through the ways of statistics, analysis, and contrast. By contrast with the principle of changes management in this project and the general specification, we draw a conclusion that the principles of changes management in the pipeline project meets the realities, and it is rational and practicable; approval procedure is strict; management system is detailed. The project management has the system of controlling, but it needed improvements of normative aspect. In order to manage standards, we can use the standard tables and improve the constructing management and reach the goal by the internet.Analyzing the 128 changes at Section One, we find out that approval of changes is dealt with strict accordance with the principles of approval, and the controlling is used the whole process, and the management is rational. but observing from aspects of changes happened, pre-controlling is the weakness and must improved. The changes crossed the life cycle. In general, on the phase of executing the project, most changes originated the pre-decisions and design phase. Only improving the earlier decisions and exploring qualities, we could decrease the frequencies and lines at root, and make relief the changes' effects to the project. Managing the changes are not only to focus on approvals on site on the constructing phase, but also to strengthen designing and bidding jobs. So there should be a effective platform to the changes management.We can analyze the affects of changes from the aspects of schedule, costs and qualities. Firstly, the whole project was completed on Dec. 31, 2006 according to the project network. Secondly, the cost meet the investment budget expected, 231,911.01 millions, it is estimated that the real construction costs have little balance. Thirdly, the quality of the construction of the project is controlled by the general international standards. Although it is not yet final assessed now, any big questions have not occurred so far, the quality is guaranteed. So, it is obviously that changes management is to be effective and without the adverse effects to the project. Also because of large changes happened, the investments could not control correctly, and meantime part of changes give the people in the project much difficulties. All caused by the too little activities be accomplishing at earlier. Earlier controlling must be improved and perfected.In order to study the changes management of Dahongshan 230 MTA iron concentrate pipeline, the writer read large of documents and collected many original materials, and communicated with technical personnel many occasions in-depth to exchange the opinions. So I have some experience that how to strength the changes management. There are seven points at this totally as follows.