LKAB has one of the most intensive and extensive project management operations in Sweden where the largest project has
a budget of SEK 14 billions. Due to the large number of external project members – circa 90 % of the approximately 2000 employed in the projects – and a growing project volume, the need for a comprehensive project and portfolio management tool was essential.
Background
LKAB had made investments of SEK 5.8 billions in various projects. They have several major facilities in the form of mining & pelletizing plants, ports and transport facilities, with about 70 projects running in parallel by LKAB's project department. The largest project has a project budget of SEK 14 billions.
Around 2 000 people are working in LKAB’s project organization. About 1 800 of those are consultants and vendors, leaving only 200 as LKAB employees. During the 2000s, project activity has grown considerably in scope and LKAB have seen need
to plan and manage projects in a more structured way. Project documents were stored at various locations and portfolios grew larger and larger as the number of projects grew considerably in scope. Therefore, the need for a comprehensive project management tool became essential, in order to facilitate cooperation and communication between internal and external stakeholders. By choosing and implementing CANEA ONE, LKAB has facilitated cooperation and communication between internal and external stake-holders and work has become more efficient. The management now also have a better overview over ongoing projects.
Evaluation
LKAB started a feasibility study in order to evaluate and procure an IT system to support the project activities. The system should handle documents as well as project and portfolio management and work as an effective communication portal. LKAB wanted a common platform to be used no matter where the location the project was carried out.
Initially LKAB viewed around two hundred different project tools and they were evaluated by those who were familiar with the needs and specifications. Nearly a hundred of those were test-driven and in the end four possible tools were left. The systems were configured and a pilot study was made in a close corporation with suppliers.
”Based on specifications, usability and interface, each user of the evaluation team then voted on the project tool they considered to be the best. The evaluation gave an unequivocal answer, almost all had advocated CANEA Project.”
says Elias Norojärvi, Section Head Business Development, Projects at LKAB.
The agreement was signed with CANEA and CANEA Project was introduced as
LKAB´s new project management system for their project organization.
LKAB started a feasibility study in order to evaluate and procure an IT system to support the project activities. The system had to be able to handle documents as well as project and portfolio management and operate as an effective communications portal. LKAB wanted to be able to use a common platform irrespective of where the project was located.
Initially, LKAB viewed around two hundred different project tools, and they were evaluated by those who were familiar with the needs and specifications.
Nearly a hundred of those were tested and in the end four possible tools were left. The systems were configured, and a pilot study was made in a close corporation with suppliers.
– Based on specifications, usability and interface, each user in the evaluation team then voted on the project tool they considered to be the best. The evaluation gave an unequivocal answer, almost all had advocated for CANEA Project, says Elias Norojärvi, Section Head Business Development, Projects at LKAB.
The agreement was signed with CANEA and CANEA Project was introduce as
LKAB´s new project management system for their project organization.
Introduction
Based on the specifications, CANEA developed workshops that were held with LKAB's employees at the time of the delivery of the software. Both parties cooperated well, and it was a constant dialogue between CANEA and LKAB as
they worked together to get the tool and configuration to meet the needs and requirements.
Elias continues: ”Close collaboration and a trusting relationship between CANEA
and LKAB have characterized all project phases and has been a success.”.
CANEA coached a team for two days, when the system was transferred to LKAB. It was then demonstrated that all of LKAB’s required functionality was in place. Both the schedule, budget and quality was consistent with what was planned.
Now, all project work has been simplified and made more efficient and CANEA ONE has met LKAB’s standards of quality. Project documents and portfolios are gathered in one system which facilitates cooperation and communication between internal and external stakeholders and the project work has become better organized. The management now also have a better overview over ongoing projects, thanks to CANEA ONE.
– The purpose and goal of LKAB's implementation of CANEA Project is to become even more efficient in our projects. Good follow-up and planning leads to more efficient projects. Now even external project members can become fully acquainted with the work, Elias Norojärvi concludes.
About LKAB
LKAB was founded in the late 1800s and mines iron ore in Kiruna, Malmberget Svappavaara. LKAB has approx. 4,200 employees in 14 countries and produces and delivers upgraded iron ore products and services for iron production. 2012 was LKAB of Sweden's 8:th largest exporter with exports of over 23 billion.
