Monday, September 29, 2008

Polo Resources finds coal at Mongolian project

- Sept 29 (Reuters) - AIM-listed Polo Resources Ltd on Monday said it had found coal at its Val exploration project in Mongolia, the second significant discovery at its South Gobi licence areas.

The natural resources investment and mining company said early drilling at the project showed the presence of multi-layered coal seams.

Wednesday, September 24, 2008

@ Prison or @ Work

Just in case you ever get these two environments mixed up, this should make things a little bit clearer.

@ PRISON you spend the majority of your time in a 10х10 cell
@ WORK you spend the majority of your time in an 8х8 cubicle

@ PRISON you get three meals a day fully paid for
@ WORK you get a break for one meal that you have to pay for

@ PRISON you get time off for good behavior
@ WORK you get more work for good behavior

@ PRISON the guard locks and unlocks all the doors for you
@ WORK you must carry a security card to open all the doors for yourself and God forbid you loose it.

@ PRISON you can watch TV and play games
@ WORK you get fired for watching TV and playing games

@ PRISON you get your own toilet
@ WORK you have to share the toilet with people who pee on the seat

@ PRISON they allow your family and friends to visit
@ WORK you aren't even supposed to speak to your family

@ PRISON all expenses paid by taxpayers, no work required
@ WORK you pay all your expenses to get to work, and they deduct taxes from your salary to pay for prisoners

@ PRISON you spend most of your life inside bars wanting to get out
@ WORK you spend most of your time wanting to get out and go inside bars

@ PRISON you must deal with sadistic wardens
@ WORK they are called managers

Tuesday, September 23, 2008

SouthGobi Energy Resources Begins Deliveries of Coal From Its Ovoot Tolgoi Mine in Mongolia to Customers in China

Production to date tops 470,000 tonnes of coal

CEKE, CHINA, Sep 23, 2008 -- Peter Meredith, Chief Executive Officer of SouthGobi Energy Resources Ltd. and Gene Wusaty, Chief Operating Officer, Coal Division, announced today that the company has commenced deliveries of thermal coal from the Ovoot Tolgoi mine, in southern Mongolia, to customers in China.

"This is a major milestone in the evolution of SouthGobi Energy Resources as a competitive Mongolian coal producer," Mr. Wusaty said. "With the initial market-link in China now established, we can concentrate on increasing our coal production and diversifying our product and customer base."

Three coal products have been established for export from the Ovoot Tolgoi mine - thermal coal, premium thermal coal and metallurgical coal. Coal trucks were loaded at the Ovoot Tolgoi mine site and crossed the border into China on Monday, September 22, 2008. This initial coal shipment is part of a one-year contract, with 2008 tonnage set at 300,000 tonnes loaded at the Ovoot Tolgoi mine gate. A second sales contract also is in place, for an additional 2008 tonnage set at 400,000 tonnes (See website for delivery photos).

Southgobi sands LLC (SGS), a wholly-owned Mongolian subsidiary of SouthGobi Energy
Resources, has opened two offices in China - one in Beijing and the other in Ceke, at the China-Mongolia border - to help facilitate the coal exports to China.

The Ovoot Tolgoi coal mine is approximately 45 kilometres north of the Mongolia-China border. The mine is operating 24 hours a day, with four production crews. The workforce has increased to 206 employees, including 198 Mongolian nationals. Production at Ovoot Tolgoi to September 17th, 2008, was 471,215 tonnes of coal.

Friday, September 19, 2008

Mongolia creates new Ministry of Mining and Energy to emphasize mining's importance

Mongolia now seems on the way to enabling new mining legislation with the formation of a new Cabinet including a Ministry responsible for Mines and Energy.


Mongolian Parliament Wednesday approved the structure of its new coalition government with 15 ministries and 11 ministers including the new created position of Minister of Mining and Energy.

The new institution will be charged with overseeing mining, including minerals and petroleum, as well as fuel and energy, the UB Post reported Thursday. It replaces the Ministry of Industry and Trade.

Prime Minister Sanj Bayer said the country is recognizing the vast potential wealth available to Mongolia through development of the mining industry, Chinese state news agency Xinhua reported Thursday.

The Ministry of Foreign Affairs will be replaced by the new created Ministry of External Relations, which will deal with the economy as well as foreign affairs. The structure of the new coalition government will include a Ministry of Finance, Ministry of Justice and Home Affairs, Ministry of External Relations, Ministry of Health, Ministry of Defense, Ministry of Education, Culture and Science, Ministry of Nature and Tourism, Ministry of Infrastructure and Urban Development, Ministry of Social Welfare and Labor, Ministry of Defense, Ministry of Food, Agriculture and Light Industry, and the Cabinet Secretariat Office.

Earlier this month, the leaders of Mongolia's two main political parties signed an agreement to share power until the parliamentary election of 2012, the UB Post reported. Under the agreement the coalition government will aim to create 60,000 new jobs, as well as promote child birth to increase the population of Mongolia.

The UB Post reported that the government plans to "redefine its minerals policy, revise the mining law, promote ecologically friend mines, and to push strategically significant mineral deposits into production." Among the nation's significant deposits is the massive Oyu Tolgoi copper and gold mine.

"The government also plans to distribute mining revenue made from strategic deposits with a minimum of [the Mongolian Tugrik] Tgr1.5 million (US$1,034) awarded to each eligible citizen in the country," the Post reported.

The government also plans to promote and operate major projects including an oil refinery, coal-to-liquid fuel conversion, natural gas production, as well as nuclear energy for use by mining.

At a recent conference last week hosted by Euromoney Magazine, Randolph Koppa, Mongolia Trade and Development Bank CEO, said the nation's economy has done well without new sources of mining. However, he warned that if Mongolia hopes to tap major new sources of revenue it will have to begin exploiting its large recently discovered copper and gold deposits.

Koppa also noted that for the last three annual Euromoney conferences, "we have been on the brink of having the mining agreement." He said that government ownership questions and debate over new mining laws have stalled the development of new projects, according to the UB Post.

Khan Bank CEO Peter Morrow told conference attendees that the high level of optimism exists that the new coalition government will work. He anticipated that mining law amendments will be enacted, "they'll approve some of these big projects and things will get going."

The UB Post reported that "certain governmental elements favor 51% state ownership of new mining projects and high taxes. ...Some fear that Mongolia may have already missed a golden opportunity to take full advantage of its mining industry. Some commodity prices have decreased lately, and when, or if, the agreements pass, it will take time before mining projects progress to the point where resource extraction begins."

During the conference, Dr. Graeme Hancock, senior mining specialist for the World Bank's Oil, Gas and Mining Policy Division, suggested that the next few months are critical for Mongolia. "The decision the government makes will shape the form of the economy for the future. They're big decisions, but they do need to be made."

In a presentation earlier this year, Hancock said, the Mongolian mining sector has the potential to significantly contribute to the nation's economic growth, but its development will depend on the government's ability to establish and maintain the following:

· A clear mining policy,

· A competitive, stable and predictable fiscal regime for mining,

· A stable and transparent legal and regulatory framework to manage mining development, protect the environment and ensure good corporation governance,

· Policies and procedures to attract and retain world class investors who have the resources, management and technology to locate and exploit mineral deposits in a sustainable way,

· Efficient mining sector institutions and strong administrative capacity for oversight,

· Appropriate policy responses to and transparent management of expected increases in mineral revenues ... and ensure lasting benefits.

Hancock said Mongolian officials also have to better manage risks. "Mongolia's revised legal, regulatory and fiscal policies were formulated during a period of high commodity prices and strong international competition for mineral resources. The question now arises whether these policies are realistic and sustainable in the longer-term.

"There is an urgent need for Mongolia to conclude an investment agreement for Oyu Tolgoi, sending a strong signal to investors that government has realistic expectations, and is supportive of mineral development. A key element to attract and sustain investment and growth will be to re-establish and maintain the legislative and institutional stability, which was instrumental in spurring investment in Mongolia's mineral sector over the past few years," he advised.

Hancock also suggested that the Mongolian government improve its tax regime and adopt a model investment agreement for all new mining investments.

Thursday, September 18, 2008

Senior Mining Industry Consultant Joins Uranium 308 Corp.

LAS VEGAS, Sept 18, 2008 /PRNewswire-FirstCall via COMTEX/ -- Uranium 308 Corp. (The "Company") is pleased to announce that Yuting Guan, a consultant with long experience in China's mineral resources industry, has joined the Company as a consultant. Uranium 308 Corp. believes that Mr. Guan's extensive network of contacts in the mining industry will significantly enhance the Company's ability to secure a strategic joint venture partner to co-develop its Janchivlan property in Mongolia.
Trained as an economist, Mr. Guan has more than 25 years experience in business management in both private enterprise and government institutions. Since 1995, he has served as Director and Deputy Manager of Sanzhou Industry Group, a real estate firm and as President of Zhonghuishiji Media Limited. Prior to that he was Deputy Manager of Beichen Industry Group, another real estate company. Mr. Guan started his management career in China's Ministry of Geological and Mineral Resources and later served as the Secretary of the China University of Geosciences.
"We believe Mr. Guan's unique combination of expertise in business and contacts in Chinese private and public sector organizations will be an invaluable resource for Uranium 308 Corp.," said Company President Dennis Tan. "We expect that he will not only make a major contribution to the Company's efforts to attract a major joint venture partner to develop Janchivlan, but also be of critical assistance in the marketing of any potential production the property may yield to energy producers in China."

Wednesday, September 17, 2008

Mongolia Energy to Prospect Oil Block in Inner Mongolia

HONG KONG, Sep 17, 2008 -- Mongolia Energy Co., Ltd. (SEHK: 0276), a veiled fast-growing mineral resource developer registered in Bermuda, announces on September 16 a consortium in which it takes a 20% stake wins a oil prospecting project in Inner Mongolia.

The consortium got the licenses to prospect the 12th section of Ergel Block in East Gobi Basin in Inner Mongolia. It will just pay a very small rental for the block annually but should take charge of all expenditures for oil and gas exploration there. It promises that the prospecting investment and other related spending in the coming five years will be no lower than USD 52.77 million. Mongolia Energy will share 20%, or USD 10.554 million.

Mongolian government has the right to charge franchise tax on oil and gas output from the block. After covering its cost, the consortium should share the production with the local government. According to related benchmark, the Mongolian government will gain a bigger share.


Ulaanbaatar, /MONTSAME/ QGX Ltd. has announced that 50,950,885 of its common shares have been validly deposited pursuant to the offer by Mongolia Holdings Corp. (the "Offeror"), an indirect subsidiary of Kerry Holdings Limited, to acquire all of the outstanding QGX Shares (the "Offer").
Under the terms of the Offer, shareholders of QGX are entitled to receive Cdn$5.00 cash for each QGX Share tendered pursuant to the Offer. The Offeror has advised that, as all conditions of the Offer have been satisfied, it has taken up and accepted for payment all QGX Shares so deposited, which represent approximately 95.94% of the outstanding QGX Shares. The Offeror has deposited sufficient funds to pay for all of the common shares with the Depositary and payment will be made by the Depositary to tendering shareholders within 3 business days.
The Offer expired at midnight (Vancouver time) on September 15, 2008 and will not be extended. The Offeror has also advised that it intends to acquire all QGX Shares not tendered to the Offer by way of a compulsory acquisition pursuant to the Business Corporations Act (Ontario) and will shortly be mailing a notice of compulsory acquisition to QGX shareholders who have not tendered into the Offer.
At a meeting of the QGX board of directors, the board of QGX was reconstituted and now consists of the following individuals: Odjargal Jambaljamts, Chye Kuok, Thomas Lui, Philip Marshall and John Newman. Mr. Lui has also been appointed as Chairman and Chief Executive Officer.
The Offeror's registered office is 200 Bay Street, Suite 2600, Toronto, Ontario. A report required under section 102.1 of the Securities Act (Ontario) will be filed within the prescribed time period.

Monday, September 15, 2008

Xstrata Coal Canada Increases Ownership in Erdene

HALIFAX, NOVA SCOTIA, Sep 15, 2008 (MARKET WIRE via COMTEX) -- Erdene Resource Development Corp. ("Erdene") (CA:ERD: news, chart, profile) today announced it was notified that Xstrata Coal Canada ("Xstrata Coal") has increased its ownership in the company to greater than 5% through the purchase of common shares in the open market.
As a result, Xstrata Coal retains certain rights per its Alliance Agreement with Erdene, including a first option to enter into a joint venture and earn a 75% interest in any coal opportunity in Mongolia identified by Erdene by funding all work through completion of a feasibility study. Erdene is currently conducting drill programs on three coal projects in Mongolia as part of the Erdene-Xstrata Alliance.
Alliance Agreement between Erdene and Xstrata Coal
On February 13, 2006, Erdene and Xstrata Coal entered into an agreement ("Alliance Agreement") whereby Erdene granted Xstrata Coal certain rights, including a first option to enter into a joint venture and earn a 75% interest in any coal opportunity in Mongolia identified by Erdene by funding all work through completion of a feasibility study and by maintaining a minimum 5% equity position in Erdene. In addition, by maintaining the 5% equity interest Xstrata Coal have the right to name a nominee to Erdene's board of directors and if Erdene elects to develop or pursue third party participation in any non-coal projects or properties in Mongolia or elsewhere, Xstrata Coal has a sixty-day right to review all supporting project information and determine whether it wishes to participate in the project prior to Erdene making the opportunity available to another party or developing the property itself. Concurrent with the execution of the Alliance Agreement, and through a subsequent financing Xstrata acquired 4,000,000 shares of Erdene. Following a private placement by Erdene in June of 2008, Xstrata's interest in Erdene was diluted to less than five percent (5%).
About Erdene Resource Development Corp.
Erdene (formerly Erdene Gold Inc.) is a diversified resource development company with multiple projects at various stages of development from exploration to production all focused on high-growth commodities. The Corporation has a strong portfolio of exploration properties in Mongolia where it has a strategic alliance with Xstrata Coal to develop its coal properties and a strong focus on base metals (copper and molybdenum), precious metals (gold) and energy (coal). Minarco-MineConsult, of Sydney, Australia, has recently completed a National Instrument 43-101 compliant independent resource estimate for the Zuun Mod molybdenum project and is currently working on a scoping study on the project. In addition, Erdene has near-term cash flow opportunities in its North American assets, which include a 25% interest in the Donkin Coal Alliance with Xstrata Coal, agreements with KaMin LLC (formerly J.M. Huber Corporation) and Ready Mix USA as operators and developers in the southeast U.S. for its kaolin clay and construction aggregate projects, respectively. Erdene has a cash position of approximately $21.1 million with 89.2 M common shares issued and outstanding and a fully diluted share position of 98.6 M common shares.
Forward-Looking Statements
Certain information regarding Erdene contained herein may constitute forward-looking statements within the meaning of applicable securities laws. Forward-looking statements may include estimates, plans, expectations, opinions, forecasts, projections, guidance or other statements that are not statements of fact. Although Erdene believes that the expectations reflected in such forward-looking statements are reasonable, it can give no assurance that such expectations will prove to have been correct. Erdene cautions that actual performance will be affected by a number of factors, most of which are beyond its control, and that future events and results may vary substantially from what Erdene currently foresees. Factors that could cause actual results to differ materially from those in forward-looking statements include market prices, exploitation and exploration results, continued availability of capital and financing and general economic, market or business conditions. The forward-looking statements are expressly qualified in their entirety by this cautionary statement. The information contained herein is stated as of the current date and subject to change after that date.

Saturday, September 13, 2008

Чадварлаг инженерийг зорих

Компани бүрт хүний нөөцийн бодлого чухал байдаг. Хүний хөгжлийн талаар компаний топууд юу бодно вэ. Компанийг авч явах залуу инженерүүдэд юу шаардлагатай вэ.

IT инженерийн хувьд компани гэдэг бол “галт тэрэг” юм.
Хүн өөрийн очьё гэсэн газартай байж, тийш явах “галт тэрэг”-ийг сонгон суудаг. Инженерийн хувьд ч мөн үүнтэй адил. Инженер бүрт өөрийн зорьж буй career байх бөгөөд тийш чиглэж буй компанийг сонгон орж ажилладаг болов уу.
Өөрөөр хэлбэл компаний хувьд аль болох олон инженерийг байлгахын тулд сонирхолтой чиглэлд явахыг хичээхгүй бол болохгүй гэсэн үг.

Чадварлаг инженерийн байх газарт хүн цугладаг
IT компани нь ямар бүрэлдэхүүнээс тогтдог вэ. Задлан үзвэл эцсийн эцэст “хүн”-ээс бүрдэж байдаг. Тухайн компаний соёл, орчиныг үүсгэх нь хүн билээ. Өөрөөр хэлбэл хүнийг аль болох тогтвортой, чадвартай байлгахаар зохицуулах нь компаний үүрэг юм.

Чадварлаг хүн байхад улам чадварлаг хүмүүс цуглах спирал үүсдэг.

IT инженер нь, өөрөөс нь чадварлаг нөхөр байх бол өөрийн чадвар нэмэгдэнэ гэж үздэг. Юу ч байхгүй компанид 5 жил ажилласнаас, “мундаг” нөхдүүдтэй хамт 5 жил байх нь гарцаагүй давуу тал. Тэгээд тийм инженерүүдтэй компани нь “сонирхолтой” ажил авч чадах учир “тэр компани мундаг шүү” гэж инженерүүдийн ертөнцэд үнэлэгддэг. Ийм спирал үүсэх нь IT компаний хувьд сайн нөхцөл гэж хэлэх биз.
Мөн IT инженерийн хувьд motivation нь цалингаас гадна хийхэд урамтай, career-т нэмэр болох ажил юм. Компаний хувьд ”сайн” ажил авдаг байх нь инженерүүдийг олж авах нэг давуу тал болно.

Career vision-тай байх
Инженер бүр өөрийн career vision-тай байх хэрэгтэй.
IT компани нь инженерийг тэтгэвэрт гартал нь асарч халамжлахаар биш юм. Тийм учраас өөрийн байр суурьгүйгээр моод хөөх болон өгөгдсөн ажлыг л хийж суух инженерийн хувьд бол явах зам тодорхой бус. Өөрөө “өөрийн зам”-ыг олж тодорхой болгохгүй бол инженер хүний хувьд зөвхөн ажлаа хийгээд явах нь хэцүү билээ.

IT инженерийн хувьд ажлаа солих нь ч бас хэрэгтэй
Чадварлаг инженерийг аль болох удаан хугацаатайгаар компанидаа байгаасай гэж хэлэх захирал: “IT инженер гэдэг байр суурьнаас бол, өөрийн чадлыг шалгахын тулд 10 жил зэргийн хугацаатайгаар компаниа сольсон нь дээр гэж боддог” гэж хэлэх аж. Энэ нь дараах учиртай гэнэ.

1 компанид 5 жил ажиллахад улам л баймаар санагдаж, өөрийн чадлаар ажлаа хийж чадаад байна уу, хүрээлэх орчин сайн болохооp ажлаа хийж чадаад байна уу гэдгээ мэдэхээ больчихдог. Тэр тусмаа удирдах зөвлөлд очихоор тийм болчих гээд байдаг. Инженер талаасаа ажлаа сайн хийж явахын тулд, заримдаа өөрийн чадлаа шалгаж мэдрэх хэрэгтэй гэж боддог.

Энэ захирал өөрийн тухай ярихдаа, “би өөрийн хийе гэсэн юмаа хийхийн төлөө олон ажил сольсон. Ажил солихдоо дуртайдаа бус, харин өөрийн хиймээр байгаа зүйлээ улам сайн хийж чадах газрыг хайтал тэр нь ажил солих байдалд хүрсэн юм” гэжээ.
Өөрөөр хэлбэл дээрх захирал өөрийн career-т хүрэхийн тулд “галт тэрэг”-ээ солиж суусаар байсан болж байна.

Хүнтэй харьцах чадвартай болох
Ерөнхий төсөөлөлөөр бол “IT инженер, хүнтэй харьцахдаа муу хүнд ч гэсэн тохирсон мэргэжил” гэж бодогддог.
Гэтэл төсөл дээр гарч буй асуудлуудын ихэнх хувь нь хүнээс хамааралтай хэсэгт гарч байдаг. Програмчиллын асуудлаас шалтгаалсан тохиолдол бараг байдаггүй. Харин ч хүнтэй харьцахдаа сайн бол асуудлыг урьдчилан сэргийлж, шалтгааныг түргэн олж чаддаг.

Технологийг бизнес салбарт ашиглахын тулд, инженерийн дурын бодлоор систем хөгжүүлэлт хийх явдал мэдээж байхгүй. IT инженерт хэрэглэгчтэй communication хийнгээ, аль хэсэгт бидний технологийг оруулж болох вэ гэдгийг харж чадах чадвар чухал юм.
“Communication чадвартай хүн инженерт тохирно” гэдэг ийм шалтгаантай.

Шинэ “нэмүү өртөг” (value-added)-ийг бий болгох
Томоохон технологи, чадвараар бусад компаниас ялгарах явдал бол цаашид өөрчлөгдөхгүй. Улам өндөр нэмүү өртөгийг чиглэх хэрэгтэй.

Хэрэглэгч “ийм систем хийгээд өг” гэдэг. Гүйцэтгэгч “хэлснээр нь хийнэ” гэсэн байр суурьтай. Гэтэл үнэндээ хэлснээр нь хийхэд болохгүй байх тохиолдол бий. Хэлснээс нь өөр зүйл хийсэн нь сайн болох тал ч байдаг. Энэ тохиолдолд хэрэглэгчийн хувьд “хэрэгтэй систем” нь хийгдэхгүй байх байдалд ордог.
Эндээс хэрэглэгч болон гүйцэтгэгчийн хооронд ороод, хэрэглэгчийн үнэхээр хүсээд байгааг нь бий болгохын тулд ямар системээр хөгжүүлбэл болох тал дээр гүйцэтгэгчид чиглэл өгөх үүргийг гүйцэтгэх шаардлага гарч ирнэ.
Хэрэглэгчид үнэхээр хэрэгтэйг нь зааж өгч, гүйцэтгэгчид туслах энэ үүрэг нь технологийн мэдлэг болон communication чадваргүйгээр хэзээ ч хийж чадах зүйл биш юм.
Энэ л нэмүү өртөг болох хэрэг шүү дээ.

Технологийн чадвар болон харилцааны чадвар эзэмшсэн, түүнийгээ тохирсон газар нь ашиглаж чадах инженер болох хэрэгтэй.


Төслийн менежрийн хариулж чаддаг байх ёстой 300 асуулт

1. How do you handle non-productive team members?
2. How do you motivate team members who are burned out, or bored?
3. How do you handle team members who come to you with their personal problems?
4. What are your career goals? How do you see this job affecting your goals?
5. Explain how you operate interdepartmentally.
6. Tell me how you would react to a situation where there was more than one way to accomplish the same task, and there were very strong feelings by others on each position.
7. Consider that you are in a diverse environment, out of your comfort zone. How would you rate your situational leadership style?
8. Give me an example of your leadership involvement where teamwork played an important role.
9. Tell me about a situation where your loyalty was challenged. What did you do? Why?
10. In what types of situations is it best to abandon loyalty to your manager?
11. In today’s business environment, when is loyalty to your manager particularly important?
12. Why are you interested in this position?
13. Describe what you think it would be like to do this job every day.
14. What do you believe qualifies you for this position?
15. What have you learned from your failures?
16. Of your previous jobs, which one did you enjoy the most? What did you like the most/least? Why? What was your major accomplishment? What was your biggest frustration?
17. Tell me about special projects or training you have had that would be relevant to this job.
18. What are some things that you would not like your job to include?
19. What are your current work plans? Why are you thinking about leaving your present job?
20. Describe an ideal job for you.
21. What would you do if you found out that a contractor was in a conflict of interest situation?
22. If I were to contact your former employee, what would he say about your decision-making abilities?
23. Give me an example of a win-win situation you have negotiated.
24. Tell me about your verbal and written communication ability. How well do you represent yourself to others? What makes you think so?
25. Give me an example of a stressful situation you have been in. How well did you handle it? If you had to do it over again, would you do it differently? How do you deal with stress, pressure, and unreasonable demands?
26. Tell me about a tough decision you had to make?
27. Describe what you did at your work place yesterday.
28. How would you solve the following technical problem? (Describe a typical scenario that could occur in the new position.)
29. What strengths did you bring to your last position?
30. Describe how those contributions impacted results?
31. What are the necessary steps to successful project management?
32. How do you plan for a project?
33. What is important to consider when planning a (your type of project)?
34. What are things that you have found to be low priority when planning for (your type of project)?
35. What distinguishes a project from routine operations?
36. What are the three constraints on a project?
37. What are the five control components of a project?
38. What qualifications are required to be an effective project manager?
39. What experience have you had in project management?
40. Name five signs that indicate your project may fail.
41. Tell us about a project in which you participated and your role in that project.
42. When you are assigned a project, what steps do you take to complete the project?
43. As you begin your assignment as a project manager, you quickly realise that the corporate sponsor for the project no longer supports the project. What will you do?
44. Your three month project is about to exceed the projected budget after the first month. What steps will you take to address the potential cost overrun?
45. Tell us about a successful project in which you participated and how you contributed to the success of that project.
46. You are given the assignment of project manager and the team members have already been identified. To increase the effectiveness of your project team, what steps will you take?
47. You have been assigned as the project manager for a team comprised of new employees just out of college and "entry-level" consulting staff. What steps can you take to insure that the project is completed against a very tight time deadline?
48. What is a "project milestone"?
49. What is "project float"
50. Your project is beginning to exceed budget and to fall behind schedule due to almost daily user change orders and increasing conflicts in user requirements. How will you address the user issues?
51. You’ve encountered a delay on an early phase of your project. What actions can you take to counter the delay? Which actions will have the most effect on the result?
52. Describe what you did in a difficult project environment to get the job done on time and on budget.
53. What actions are required for successful executive sponsorship of a project?
54. How did you get your last project?
55. What were your specific responsibilities?
56. What did you like about the project and dislike about the project?
57. What did you learn from the project?
58. Tell me about a time when you ran into any difficult situations. How did you handle them?
59. Tell me about the types of interaction you had with other employees.
60. Tell me of an accomplishment you are particularly proud of and what it entailed.
61. Do you have people from your past consulting services who would provide a professional reference?
62. What other similar consulting or independent contractor services have you rendered?
63. Discuss how you would envision working as an independent contractor or consultant for us.
64. What conflicting responsibilities will you have?
65. What would be your specific goals for this new role as a consultant or independent contractor?
66. What experience do you have that you think will be helpful?
67. This assignment will require a lot of describe. Will that be a problem for you?
68. This assignment will require interacting with describe the types of people. What experience do you have working with such people?
69. What would you like to get from this new assignment?
70. What are two common but major obstacles for a project like this? What would you do in the face of these obstacles to keep your team on schedule?
71. What is project charter? What are the elements in a project charter?
72. Which document will you refere for future decisions?
73. How will you define scope?
74. What is the output of scope definition process?
75. What is quality management?
76. Do you inspect or plan for quality ?
77. What is EVM? how will you use it in managing projects?
78. What is a project? and what is program?
79. What are project selection methods?
80. Which tool would you use to define, manage and control projects?
81. What is risk management and how will you plan risk response?
82. What are outputs of project closure?
83. What are the methods used for project estimation?
84. What methods have you used for estimation?
85. How would you start a project?
86. If you were to deliver a project to a customer, and timely delivery depended upon a sub-supplier, how would you manage the supplier? What contractual agreements would you put in place?
87. In this field (the field you are interviewing for), what are three critically important things you must do well as a project manager in order for the project to succeed?
88. What metrics would you expect to use to determine the on-going success of your project?
89. How are your soft skills? Can you "sell" the project to a team?
90. You have a team member who is not meeting his commitments, what do you do?
91. Companies have historically looked at technical skills, but more and more business managers are realizing that not have "people" skills tend to cripple projects.
92. How many projects you handled in the past? Deadlines met? On time/ within budget? Obstacles you had to overcome?
93. Do you understand milestones, interdependencies? Resource allocation?
94. Do you know what Project Software the new company uses and is there training for it?
95. Tell me about yourself. (To avoid rambling or becoming flustered, plan your answer.)
96. What are your strengths? (Make an exhaustive list and review it exhaustively before the interview.)
97. What are your weaknesses? (What you say here can and will be used against you!)
98. How would your current (or last) boss describe you?
99. What were your boss's responsibilities? (Interviewers sometimes ask this question to prevent you from having the chance to claim that you did your boss's job. Be ready for it!)
100. What's your opinion of them? (Never criticize your past or present boss in an interview. It just makes you look bad!)
101. How would your co-workers or subordinates describe you professionally?* (Remember, now is not the time for modesty! Brag a little bit.)
102. Why do you want to work for us?
103. Why do you want to leave your present employer?
104. Why should we hire you over the other finalists?
105. What qualities or talents would you bring to the job?*
106. Tell me about your accomplishments.
107. What is your most important contribution to your last (or current) employer?
108. How do you perform under deadline pressure? Give me an example.
109. How do you react to criticism? (You try to learn from it, of course!)
110. Describe a conflict or disagreement at work in which you were involved. How was it resolved?
111. What are two of the biggest problems you've encountered at your job and how did you overcome them?
112. Think of a major crisis you've faced at work and explain how you handled it.
113. Give me an example of a risk that you took at your job (past or present) and how it turned out.
114. What's your managerial style like?
115. Have you ever hired employees; and, if so, have they lived up to your expectations?
116. What type of performance problems have you encountered in people who report to you, and how did you motivate them to improve?
117. Describe a typical day at your present (or last) job.
118. What do you see yourself doing five years from now?
119. What is project management?
120. Is spending in IT projects constant through out the project?
121. Who is a stakeholder?
122. Can you explain project life cycle?
123. Twist :- How many phases are there in software project?
124. Are risk constant through out the project?
125. Can you explain different software development life cycles?
126. What is triple constraint triangle in project management?
127. What is a project baselines?
128. What is effort variance?
129. How is normally a project management plan document organized?
130. How do you estimate a project?
131. What is a fish bone diagram?
132. Twist:- What is Ishikawa diagram?
133. What is pareto principle?
134. Twist:- What is 80/20 principle?
135. How do you handle change request?
136. What is internal change request?
137. What is difference between SITP and UTP in testing?
138. What is the software you have used for project management?
139. What are the metrics followed in project management?
140. Twist: - What metrics will you look at in order to see the project is moving successfully?
141. You have people in your team who do not meet there deadlines or do not perform what are the actions you will take?
142. Twist :- Two of your resources have conflicts between them how would you sort it out?
143. What is black box testing and White box testing?
144. What's the difference between Unit testing, Assembly testing and Regression testing?
145. What is V model in testing?
146. How do you start a project?
147. How did you do resource allocations?
148. How will you do code reviews?
149. What is CMMI?
150. What are the five levels in CMMI?
151. What is continuous and staged representation?
152. Can you explain the process areas?
153. What is SIX sigma?
154. What is DMAIC and DMADV?
155. What are the various roles in Six Sigma implementation?
156. What are function points?
157. Can you explain steps in function points?
158. What is the FP per day in your current company?
159. Twist :- What is your company's productivity factor?
160. Do you know Use Case points?
161. How do you estimate maintenance project and change requests?
162. What are all the skills you will be looking at if you have to hire a project manager?
163. Why are you looking out for a job?
164. What is your current role and responsibilities? What did you like most in your current job?
165. How does your day normal look like? What are some of challenges you face on a daily basis?
166. What makes you exciting about Project management?
167. Why should we hire you as a Project manager?
168. How do you handle pressure and stress?
169. Your team is following agile practices. You have to hire a resource for your team. What are all the skills consider when you hire a new resource.
170. You are starting a new project, which includes offshore/onsite development. How do you manage communications?
171. Your project team does not have hierarchy. You have couple of good techies in your project that has same skills and experience. There is a conflict between two of them. Both are good technically and very important to the project. How do you handle conflict between them?
172. Have you done performance appraisals before? If yes, how do you appraise people? 173. How do you estimate? What kind of estimation practices do you follow?
174. Your customer is asking for an estimate. You do not have time do FP. But you do not want to give a ballpark estimate. What kind of estimation will you give?
175. Your company is expert in providing solutions for a particular domain. You are appointed as a project manager for a new project. You have to do Risk management. What will be your approach?
176. How do you improve your team's efficiency?
177. You are joining as project manager for a team, which already exists. How do you gain respect and loyalty of your team members?
178. You are going to be the project manager for a web-based application, which is targeted towards Insurance. Your gut feeling is that it would take 5 resources and 8 months to deliver this application.
a. What kind of resources you will hire for this project?
b. If you are asked to deliver the project in 6 months. Can you accelerate the development and deliver it in 6 months? What will be your approach?
179. What kind of release management practices do you follow?
180. Your application is in testing for the last 2 weeks and you are supposed to deliver the application at the EOD. Your testing team has found a major flaw in your application in the afternoon. You cannot miss the deadline and your developers cannot fix the bug in couple of hours. How do you handle this situation?
181. You have a resource that who is not happy with his job and complains all the time. You have noticed that because of that the team morale is getting spoiled. How do you handle that resource?
182. Your team is into the 6th Iteration of 8 Iteration project. It's been really hectic for the team for the last couple of months as this project is very important for your customer and to your company. You have started noticing that some of your key resources are getting burnt out. How do you motivate these resources?
183. Yours is a dedicated team for a customer and it's been a dull period for you and your team. You are not actively involved in any development activities. Your team is providing support to the application, which you have delivered earlier. Your team is getting bored as the application stabilized now. Due to budget issues, customer is not going to give you work for another 3 months. How do you motivate the resources?
184. There was a situation where more than one-way to accomplish the same task. Your onsite tech lead and offshore tech lead has different opinions about doing this and the feelings were very strong. Both are very important to you. How do you react to this?
185. What are the practices you follow for project close out? Assume you are into a product customization for a customer and the application has gone live. How do you close this project?
186. Your team is in between iteration. Your customer wants few more items to be delivered in that iteration which you are working now. How do you react to your customer?
187. You are at the customer's place and your application is in UAT/stabilization phase. Your customer comes up with a change request and says that it's a minor one and he wants to see it in the next release. What will be your response/approach to your customer?
188. What is velocity? How do you estimate your team's velocity?
189. What is earned value management? Why do you need it?
190. Describe the type of manager you prefer.
191. What are your team-player qualities? Give examples.
192. How do you prioritize your tasks when there isn't time to complete them all?
193. How do you stay focused when faced with a major deadline?
194. Are you able to cope with more than one job at a time?
195. In your opinion, why do software projects fail?
196. Your customer wants a bug to be delivered at EOD. You have got the BUG/CR information in the morning. It will not be possible to develop, completely regress this issue and deliver it at EOD. How do you approach this issue?
197. You are following Waterfall as your development methodology and you have estimated X days for design phase. Your customer is not ready to accept this. How do you convince your customer to have X number of days for design phase?
198. You have to sell agile practices (XP/Scrum) to your organization. Your management is very reluctant to change. You are sure that if you do not change to agile, it will be very tough to survive. What will be your approach?
199. How do you set and manage expectations (with customers, your managers and your team)?
200. For some reason you've encountered a delay on an early phase of your project. What actions can you take to counter the delay?
201. What is Function point analysis? Why do you need it?
202. What is the difference between EO and EQ? What is FTR?
203. You are estimating using Function point analysis for a distributed n-tier application. How do you factor the complexity for distributed n-tier application? Does FP Provides support for it?
204. You are getting Adjusted Function point count. How do you convert it into Effort?
205. How do you manage difficult people/problem employees?
206. How do you build your teams morale?
207. How do you estimate your SCRUM/XP Projects? How do you define velocity for the first couple of iterations? What is a load factor?
208. What is team building? What are the stages in team building? Do you consider it as an important thing? Why?
209. What are some of your lessons learnt with your previous iteration delivered? How do you use your lessons learnt in your iteration planning?
210. Can you describe this position to me in detail, why you believe you are qualified for this position, and why you are interested in it?
211. Can you describe this company to me as if I were an investor?
212. How do you get your team working on the same project goal?
213. What do you do when a project is initiated and given to you and you have a gut feeling the scope is too large for the budget and the timeline?
214. What formal project management training have you received, where did you attend, and what have you learned from it?
215. We are very siloed, can you explain how you operate interdepartmentally?
216. Consider that you are in a diverse environment, out of your comfort zone. How would you rate your situational leadership style? Give me examples.
217. You may also be presented with a couple of case studies. For instance, 'What if a key employee falls sick at a critical time of project delivery?' and etc.
218. My favorite questions are the "Tell me about a time when..." questions. Make sure you have stories about projects you participated in or managed. Especially share stories of those that had a difficulty to overcome (eg: budget or time constraint blown) and how the difficulty was managed in order to bring the project to a successful conclusion, or how the project was closed down before damaging the stakeholders.
219. How stakeholder expectation is managed?
220. How internal and external project risk is managed (quantitatively if possible)
221. How organizational change is managed (involving the stakeholders that will experience change in their lives as a result of the project),
222. How 'scope management' is done, when the project has not been scoped properly - this is not scope creep I am talking about, merely the fact that the user, client and management learns what they really want as the project progresses nine times out of ten - incidentally, glib answers like 'We use RAD, spiral models, prototypes only indicate that the candidate knows of such things, and not that they know how to use them,
223. What needs to be reported to stakeholders, when and how the data is collected - I normally focus on financial management techniques here - does the PM know how to use the GL, does the PM understand signing powers, how is overtime managed and used, etc.
224. How does delegation work - you don't want a PM that does technical work(domain specific work) - the PM should manage the project (not always practical, but it sounds nice anyway),
225. How does the interface between line management and the Project work - Can the PM negotiate with Middle and Senior resource managers when interests conflict,
226. How is project progress measured - Anyone that tells me that the %complete calculation function in MS Project works is ignorant!! - I can prove to anyone who is interested that the algorithm is faulty, and
227. How project team communications, stress and conflict is managed.
228. Describe a time when you had to give bad news on a project to a customer. There are a lot more approaches to this than you would think, and answers can be insightful.
229. What did you learn from your first job (like flipping burgers at McD's)? The idea here is to see if they can glean useful information out of simple situations, can they reflect and learn from any situation. I think this form of continuous learning is key for PMs.
230. How good are you at MS Project (or whatever tool you use)? This is almost a trick question from my perspective. I believe that most of a PM's job is people, so if someone knows a piece of software forwards-and-backwards, they probably don't have the people skills required to do the job.
231. Describe how you motivate and manage a matrixed team--where the people on your team do not work for you. Since this is often the mode, they must be able to do it.
232. How would you go about organizing a project that had enterprise wide implications?
233. What is your approach to managing projects and how does it vary based on the size and complexity or the project?
234. Who should lead projects?
235. Who should be accountable for the project's outcome?
236. What was the budget for the largest project you have managed?
237. What is the project management structure in your project? Is a PL assigned to the project?
238. How do you know that a particular individual is the project leader (or) how do you know that you are the Project Leader?
239. What and where are the policy statements for software project planning?
240. Explain the various activities you do (as a PL) when the project is started up.
241. How do you know what you need to deliver or do in your project?
242. How do you create the Software Project Management Plan (SPMP)?
243. What training have you undergone in project planning?
244. How do you ensure that your project plan is available for others to see? Where will you find the plans of other projects executed (in the past or currently) in the center?
245. How did you choose the appropriate lifecycle for your project?
246. What are the documents that you will refer to create the plan?
247. How do you estimate the effort for your project? Where is the estimation procedure documented?
248. What procedures do you follow to arrive at the project schedule?
249. Where and how are the risks associated with your project identified and documented?
250. When you come in to the office, how do you know what you have to do during the day?
251. How do you report the status of your project?
252. How are team members kept informed about the current status of the project?
253. How do the audits cover planning activities?
254. How does the senior management review your project's progress?
255. How do you track the technical activities in your project? How is the status of the project communicated to the team?
256. How do you track the size or changes to size of the work products in your project?
257. When do revise your project plan? When do you know you have to revise your project plan? Where is the plan revision frequency documented?
258. How do you ensure that you and all the other team members in your project have the required technical skills to execute the project?
259. How do you assign tasks to your team members?
260. What is the document that should be consulted to know about your project, the activities you do, your schedules and milestones?
261. How do you handle disruptive team members?
262. How do you handle non-productive team members?
263. How do you motivate team members who are burned out or bored?
264. How do you motivate people?
265. How do you handle team members who come to you with their personal problems?
266. How do you start a project?
267. If you are teaching the ropes to a new Project Manager, what would you say are the most important things he needs to look for?
268. What would be the key artifacts needed in a project?
269. How do you manage change?
270. How do you manage conflict in the project team?
271. How do you deal with a difficult team member?
272. What qualifications are required to be an effective project manager?
273. What is the difference between a project plan and a project schedule?
274. What do you include in a project schedule?
275. How do you track a project?
276. How do you track risks? Tell me about the risks that your last project had.
277. What is the difference between a risk and an issue?
278. How do you define quality in project management?
279. What would you say if a team member asks why project management is needed? Why do we have to do all this documentation ahead of the real work?
280. What have you learned in obtaining your PMP that you are using in real-life projects?
281. What do you do if a team member presents a work product that you know for a fact is flawed or incomplete, but the team member insists it is completed and sound?
282. What would you do if a manager whose resources you are using keeps saying that all the documentation required by the project is getting in the way of actual progress?
283. What was your role in your last project?
284. What was the most interesting role you played in a project?
285. What do you do when a team member does not complete his/her assignment and has gone to another project?
286. Have you used Microsoft Project? How do you like it?
287. How do you verify that the requirements identified for a project are actually included in the final delivery to the users?
288. How do you verify that the requirements are correct and that they reflect what the users want?
289. What are your greatest strengths and weaknesses in the Project Management areas of knowledge?
290. What are the risks you had in your last project?
291. What are the main objects of a project manager?
292. How do you perform Function Point Analysis?
293. What are project management tools? Mention some of them?
294. What are the main attributes to be possessed by a project manager?
295. How must the project manager react under pressured projects?
296. In what percentage or ratio must a project manager possess technical and managerial skills?
297. How often is learning process important for a project manager and why?
298. Explain the managerial features that must be possessed by project manager?
299. Mention some of the steps to be taken by project manager to reduce stress in the project and among.
300. What are the induction processes a project manager must plan for team members?


Монгол эр

Итали гутал, Герман костюм, Швейцар цагтай нэгэн МОНГОЛ эр Голланд шар айраг ууж, Япон зурагтаар Америк кино үзэхээр Румын тавилгатай албан өрөөгөө цоожлоод Солонгос хөнгөн тэргэндээ сууж одов. Та энэ өгүүлбэрийн гол алдааг олов уу? Хэрвээ тэмдэг нэрүүдийг нь авчихвал Монгол эр маань "нүцгэн" үлдэж байгаа биз...

Хаврын уянга

Шаагих бороон дуслууд нулимсыг минь даган намуухан эгшиглэж
Зүрх сэтгэлийн гансраа цагын уртад замхрах агшин зуур
Дурлалын тухай чамтайгаа ярилцъя

Унах цасны ширхэгүүд уруулыг мины шүргэн эргэлдэн наадаж
Уйлах зүрхний шаналал амьдралын эргэлтэнд мартагдах тэрхэн зуур
Хайрын тухай чамтайгаа дуулъя

Зулзаган шувуухайн дуу сэтгэлийг тойрон зөөлөн уянгалж
Янаг улаан уруулын халуун амьсгаа биед минь ойртох хаврын орой
Хоёул ертөнцөөс тасарч
Хослон жаргамуй

Friday, September 12, 2008

Erdene Provides Zuun Mod Molybdenum Project Update

HALIFAX, NOVA SCOTIA, Sep 11, 2008 (MARKET WIRE via COMTEX) -- Erdene Resource Development Corp. ("Erdene") (CA:ERD: news, chart, profile) , a diversified resource company, today provided a progress update on the Company's wholly owned Zuun Mod molybdenum project in Mongolia. Extensive metallurgical, engineering and design work, as well as additional drilling, have been underway since the release of a resource estimate in May 2008.
"Our progress has proven Zuun Mod to be a large metals deposit, one which continues to expand with each round of drilling, which provides us greater flexibility in the mine design and optimization," said Peter Akerley, President and CEO. "Results of the expanded drilling will be incorporated in the preliminary assessment currently underway, which upon completion will form the basis for a decision to advance to feasibility level studies. We also believe the new drilling results released today, along with additional results pending, will have a significant impact on the current Zuun Mod resource estimate."
The Zuun Mod molybdenum project is located 200 kilometres from China's border. Based on 2007 drilling results, the initial resource estimate was issued by Minarco-MineConsult in May 2008. The resource averages 0.05% Mo which includes 272 million pounds of Mo in the Measured and Indicated category and a further 51 million pounds of Mo in the Inferred category.
2008 Drilling Campaign
The three objectives of Erdene's 2008 drilling campaign at Zuun Mod are:
1. determine whether the high-grade molybdenum zones have continuity at depth;
2. explore targets peripheral to the current deposit; and
3. better define high grade zones, particularly those nearest surface, to facilitate the most economic pit design.
Drilling is now complete for the first two objectives. Results for extension of high-grade zones at depth are summarized in Table 1. Results indicate that the mineralized zone extend 100 to 200 metres below previous drilled depths (up to 550 metres) suggesting a deposit with a thickness of at least 400 metres. Although analytical results for the drilling in the areas adjacent to the deposit areas (objective 2) are pending, intense alteration and stockwork veining similar to that of the deposit with associated molybdenum and copper sulfide mineralization was observed. This program included five step-out holes over a 500 metre strike length west/southwest of drill hole ZMD-24 which intersected 373 metres of 0.064% Mo. Testing of near surface high-grade zones (objective 3) is currently underway with drilling expected to be complete by mid-October.
The results displayed in Table 1 are from the seven holes spaced at 250 metres or greater over a 1.7 -kilometre strike length of the Racetrack Deposit and represent portions of the deposit where pit planning design could be impacted by continuity of higher grade molybdenum mineralization at depth. Italicized numbers indicate new or extended zones.
Table 1 -
Width Cu Mo Additional
From To (m) (%) (%) metres
ZMD-24 119 350 231 0.082 0.065
Extended 119 492 373 0.068 0.064 142
Including 181 215 34 0.121 0.101
Including 227 251 24 0.124 0.101
Including 356 376 20 0.073 0.124
ZMD-39 40 350 310 0.047 0.053
Extended 40 450 410 0.046 0.057 100
Including 92 112 20 0.062 0.18
Including 242 270 28 0.063 0.103
Including 310 346 36 0.065 0.112
Including 360 406 46 0.052 0.105
ZMD-57 146 350 204 0.069 0.056
Extended 146 545 399 0.075 0.055 195
Including 194 214 20 0.091 0.104
Including 274 288 14 0.084 0.104
ZMD-59 64 102 38 0.035 0.040
And 128 350 222 0.055 0.041
Extended 128 550 422 0.056 0.042 200
ZMD-70 292 350 58 0.065 0.050
Extended 292 450 158 0.057 0.042 100
ZMD-72 212 350 138 0.103 0.060
Extended 212 450 238 0.089 0.047 100
Including 234 260 26 0.112 0.104
ZMD-79 22 350 328 0.067 0.058
Extended 22 450 428 0.066 0.060 100
Including 212 278 66 0.101 0.103
Including 338 350 12 0.097 0.243
Extended 338 408 70 0.073 0.110

Zuun Mod Project Appointments
Erdene is pleased to announce the appointments of Mr. Jerry Jergensen and Mr. John Lyons to the Zuun Mod project team. Mr. Jergensen has been appointed to assist in the completion of the preliminary assessment study and future feasibility studies, while Mr. Lyons has joined the Zuun Mod project as the Community Relations Officer.
Mr. Jergensen has extensive project development experience in the copper and molybdenum industries including the primary molybdenum operations at Climax and Henderson and the secondary molybdenum operations at the Freeport Sierrita operation in Arizona as well as the Kennecott Utah Copperton concentrator. He is also familiar with the mines and traditions of Mongolia having participated in the development, commissioning, and operation of the Erdmin hydrometallurgical copper plant at Erdenet. He was most recently based in the country as Senior Vice President, Technical Business Operations, for Mongolian Energy Corporation's coal project in western Mongolia
Mr. Lyons joins Erdene from ADRA, where he worked as Economic Development Coordinator in Mongolia and China where he helped design local development programs, managed outreach and micro-finance services and carried out participatory planning and evaluation with relevant stakeholders. He holds a B.A. summa cum laude from Wheaton College MA, U.S.A, is fluent in Mongolian and Russian and has worked extensively in Central Asia. Mr. Lyons will work closely with the Zuun Mod Community Liaison Committee. This committee was established to ensure that local communities are kept informed of the company's activities and to facilitate two-way communication between the community and the Company on its community development program which to date has focused on health and education.
Preliminary Assessment Study
Minarco-MineConsult was commissioned by Erdene to complete a Preliminary Assessment Study ("PAS") following the release of the initial resource estimate in May of 2008. This work is being completed to the point where many aspects of the study are near pre-feasibility confidence level which will provide for a fairly rapid transition into the more advanced work. Many elements of the study are complete including initial metallurgical studies which confirmed that Zuun Mod compares favorably with other primary molybdenum deposits under development globally. Currently the PAS work is targeting further definition of the higher grade zones in the Racetrack deposits and considering various development scenarios prior to developing a mine plan. These higher grade zones are the subject of current drilling. It is anticipated that the significant new drilling results announced today, along with additional results still pending, will result in the issuance of a revised resource estimate for the Zuun Mod deposit. The revised resource estimate will be incorporated in the forthcoming PAS.
Qualified Person and Sampling Protocol
All samples were prepared at the SGS Laboratory in Ulaanbaatar, Mongolia and analyzed at ALS Chemex Laboratory in China. In addition to internal checks by ALS Chemex, Erdene implements a QA/QC sample protocol utilizing prepared standards, sample splits and duplicates. Erdene's QA/QC protocol is described in detail in the report prepared for Erdene by Minarco-MineConsult entitled "Zuun Mod, Porphyry Molybdenum-Copper Project, South-Western Mongolia, Mineral Resource Estimates" dated May 28, 2008, which is filed on SEDAR. J. C. (Chris) Cowan, P.Eng., VP -- Asia of Erdene, is the qualified person who is supervising Erdene's Zuun Mod Project. Mr. Cowan has reviewed and approved this news release and has verified the technical data disclosed herein, including the sampling, analytical, and test data underlying the information. About Erdene Resource Development Corp.
Erdene (formerly Erdene Gold Inc.) is a diversified resource development company with multiple projects at various stages of development from exploration to production all focused on high-growth commodities. Erdene has a strong portfolio of exploration properties in Mongolia where it has a strategic alliance with Xstrata Coal to develop its coal properties and a strong focus on base metals (copper and molybdenum), precious metals (gold) and energy (coal). In addition, Erdene has near-term cash flow opportunities in its North American assets, which include a 25% interest in the Donkin Coal Alliance with Xstrata Coal, agreements with KaMin LLC (formerly J.M. Huber Corporation) and Ready Mix USA as operators and developers in the southeast U.S. for its kaolin clay and construction aggregate projects, respectively. Erdene has a cash position of approximately $21.1 million with 89.2 million common shares issued and outstanding and a fully diluted share position of 98.6 million common shares.
Forward-Looking Statements
Certain information regarding Erdene contained herein may constitute forward-looking statements within the meaning of applicable securities laws. Forward-looking statements may include estimates, plans, expectations, opinions, forecasts, projections, guidance or other statements that are not statements of fact. Although Erdene believes that the expectations reflected in such forward-looking statements are reasonable, it can give no assurance that such expectations will prove to have been correct. Erdene cautions that actual performance will be affected by a number of factors, most of which are beyond its control, and that future events and results may vary substantially from what Erdene currently foresees. Factors that could cause actual results to differ materially from those in forward-looking statements include market prices, exploitation and exploration results, continued availability of capital and financing and general economic, market or business conditions. The forward-looking statements are expressly qualified in their entirety by this cautionary statement. The information contained herein is stated as of the current date and subject to change after that date.

Mongolia Bourse, Asia's Smallest, to Add Derivatives

Sept. 12 (Bloomberg) -- Mongolia's stock exchange is studying plans to offer derivative products within two to three years to boost trading at Asia's smallest bourse.

Margin trading, where investors take out loans to buy shares, will also be introduced, Tsendmaa Tsedev, head of the listing and surveillance department at Mongolian Stock Exchange, said in an interview in Ulan Bator yesterday. The bourse is working with the Korean Exchange to improve its trading systems, she said.

``The infrastructure of the stock market is under- developed,'' Tsedev said. ``We want to upgrade our trading process to international standards.''

The value of Mongolia's stock market jumped fivefold in 2007 to $612 million as burgeoning economic growth fueled by mineral exports to China, the country's biggest market, lured investors. Mongolian first-quarter growth of 12.5 percent was the fastest since 2002, according to the Asian Development Bank.

Trading still lags behind Asia in spite of the stock market's growth. An average of MNT245.6 million ($213,472) in shares changed hands on the Mongolian bourse each day last year, the exchange's 2007 fact book shows. That compares with Vietnam's 989 billion dong ($60 million) and Hong Kong's HK$92.1 billion ($11.8 billion). The Mongolia Stock Exchange is open for trading for an hour, between 11 a.m. and noon, from Monday to Friday.

Mongolia's exchange has 36 member brokerages approved for trading, a total that has increased by 10 in the past two years, Tsedev said. Indonesia, southeast Asia's third-largest stock market, has 122, while Thailand has 40. Hong Kong, Asia's third- largest market, has 448 firms approved to trade.

Online Trading

The Mongolian exchange has set up an information center for the public to boost participation from individual investors, Tsedev said.

The first stage of the system upgrade that the bourse is working on with the Korea Exchange is expected to be completed in September 2009, Tsedev said.

Margin trading will be allowed in coming months, a change from the current system where investors have to deposit money in order to trade, she said. The bourse will also introduce online trading as part of the reform, Tsedev said.

Four companies debuted on the Mongolian Stock Exchange this year, with two more applying for initial public offerings, Tsedev said. If the two IPOs proceed, that will make the number of initial share sales this year higher than last year's five, according to the exchange's fact book 2007.

Wednesday, September 10, 2008

Centerra confident of gold mining outlook with Kyrgyz Republic and Mongolia governments

Toronto’s Centerra Gold is so confident of its mining future in Kyrgyzstan and Mongolia, the company has hired new executives and plans to open an office in Beijing to explore opportunities in China.

New Centerra Gold President and CEO Steve Lang said his company and the Kyrgyz government may delay a September 29th international arbitration hearing concerning issues stemming from the taxation of the Kumtor gold mine in Kyrgyzstan.

In a presentation to the Denver Gold Group Tuesday, Lang also stressed that top Mongolian officials, including the prime minister, have stressed to Centerra that "mining law reform would be their top priority" with both major Mongolian political parties "very supportive of mining law reform."

Despite the disagreements between the mining company and the government over taxation and other issues, Lang stressed that the "Kyrgyz have been very, very careful not to interrupt the operations and the production at the mine. That's continued through the very worst of it."

The "worst" has included the cancellation by a court of exploration licenses, the expiration of a new deal would have doubled government ownership in the mine after Parliament failed to ratify the agreement, and substantial proposed increases in taxes. However, Lang noted that the arbitration has not impacted the immediate operation of Kumtor.

When asked by an analyst as to what "leverage" Centerra holds over the Kyrgyz government, Lang responded that a valid agreement between the two parties, along with a desire by the republic to attract another western investment, could be viewed as substantial leverage in the current of discussions and negotiations.

Lang explained that Kumtor is one of the largest businesses in the Kyrgyz Republic with the mining operation spending over $770 million since 1992 for a medical clinic, school repairs, a water system and growth capital. He also noted that Centerra has enjoyed "a track record of good relations with the government in resolving issues."

Centerra officials have held several formal meetings with the government working group and a technical committee examining the operation and taxation of Kumtor. Lang called the meetings "very professional." Meanwhile, discussions among the groups are nearly continuous, he added.

Centerra is moving ahead with plans for underground production at Kumtor.

Meanwhile, the company is also improving and expanding facilities at the Boroo gold mine in Mongolia, as well as developing the Gatsuurt project.

Lang has hired new executives to prepare the company for its growth in the Kyrgyz Republic and Mongolia, including a vice president for business development, and the appointment of a regional exploration officer in Beijing to explore projects in China. In his presentation Lang highlighted the exploration potential in Central Asia, which he called "one of the least explored areas" of the world.

The company is also getting involved in a Russian prospect in the Tyva Republic near the border with Mongolia, as well as a joint venture project in Nevada.

Tuesday, September 9, 2008

Uranium 308 Corp.:Company Updates on Progress of Drilling Program at Janchivlan, Mongolia

LAS VEGAS, NEVADA, Sep 09, 2008
(the "Company") is pleased to announce the resumption of its drilling program at Janchivlan, Mongolia, about 70 kilometers southeast of Ulaan Baatar (see previous update in news release dated July 24, 2008 at

Diamond core drilling resumed after the drill rig moved to the North Block target area on August 19, 2008 with one drill rig. The first hole was completed on August 27, 2008 to a total depth of 495 meters and surveyed to a depth of 487 meters with a radiometric probe through drill pipe. Specific targets in this drill hole are uranium mineralization in zones, coincident with fracturing and brecciation, encountered in trenching and drilling from the 2007 program. These zones were penetrated and, in addition, a new and highly radioactive zone was encountered in an area not previously drilled or trenched.

Hole EDH-08-01 was drilled at -45 degrees, North 25 degrees East and encountered anomalous radioactivity, at least 2 times background in sixteen separate locations in the hole. Apparent thicknesses generally vary from 1 meter to as much as 8 meters. Two notable radioactive zones include a 23-meter thick zone at 27 meters depth that we believe coincides with significant uranium mineralization encountered in the 2007 drill program. In the other zone, located at 415 meters, the drill encountered an apparent thickness of 5 meters of 20 times background. This second zone is one that has not been encountered before in trenching or drilling, either during the 2007 program or by previous operators. The high radioactivity in this new zone is very encouraging and the zone will be tested again in the next drill hole.

Although no quantitative uranium grades are known for the above radioactive zones at this time as the analytical results are pending, management is very encouraged by the results so far.
This work is being done to Canadian National Instrument 43-101 standards and is being supervised by Dr. Earl W. Abbott, a Qualified Person under NI 43-101.

Monday, September 8, 2008

Khan Resources Announces Submission of Reserve to Mongolian Government

TORONTO, ONTARIO -- 09/08/08 -- Khan Resources Inc. (TSX: KRI) is pleased to announce that it has submitted the reserve calculation for the Dornod Uranium Project, prepared in accordance with Mongolian standards and requirements, to the Mineral Resource and Petroleum Authority of Mongolia (MRPAM). It is expected that this submission will receive approval by the MRPAM reserve committee in the near future. Approval of the reserve will facilitate the process that leads to the negotiations with the Government of Mongolia for the Investment Agreement on the Dornod Uranium Project.

The Dornod Uranium Project has a NI 43-101 compliant indicated mineral resource of 64.3 million lbs U3O8 and Khan has an overall interest in this resource of 69%, or about 44.4 million lbs U3O8. The Mongolian reserve calculation results, while very similar to the NI 43-101 results, have been calculated on different criteria established by MRPAM.

"We are very pleased that the new government has a clear majority in the Great Hural (parliament), and with the approval of this reserve calculation, we will move forward on the path to the Investment Agreement" stated Martin Quick, President and CEO of Khan.

Forward-Looking Statements

This press release may contain forward-looking statements, which are subject to certain risks, uncertainties and assumptions. A number of factors could cause actual results to differ materially from the results discussed in such statements, and there is no assurance that actual results will be consistent with them. Such forward-looking statements are made as at the date of this news release, and Khan Resources assumes no obligation to update or revise them, either publicly or otherwise, to reflect new events, information or circumstances, except as may be required under applicable securities law.

Khan Resources makes key submission to Mongolia for uranium project

TSX-listed Khan Resources has submitted the reserve calculations for its Dornod uranium project, in Mongolia, to the country's government for approval, the firm announced on Monday.

Khan expects to receive the green light on the reserve calculations “in the near future” from the Mineral Resource and Petroleum Authority of Mongolia, the firm said.

The approval of the reserve calculations is one of the requirements leading up to the start of negotiations with the government of Mongolia for an investment agreement on the Dornon project.

The Dornod uranium project has a NI 43-101-compliant indicated mineral resource of 64,3 million pounds of uranium oxide and Khan has an overall interest in this resource of 69%, or about 44,4-million pounds.

"We are very pleased that the new government has a clear majority in the Great Hural (parliament), and with the approval of this reserve calculation, we will move forward on the path to the investment agreement," said president and CEO Martin Quick.

Last week, Khan allowed a takeover offer for fellow explorer Western Prospector to lapse, after the other company supported a rival bid.

Wednesday, September 3, 2008

Khan Resources Allows Offer for Western Prospector to Expire

TORONTO, ONTARIO, Sep 03, 2008 (MARKET WIRE via COMTEX) -- Khan Resources Inc. (CA:KRI: news, chart, profile) announced that it will allow its offer to acquire the outstanding common shares of Western Prospector Group Ltd. to expire today and will not acquire any shares of Western Prospector pursuant to the offer.
On May 11, 2008, Khan announced its offer to acquire all of the outstanding common shares of Western Prospector in order to consolidate its position in the Saddle Hills district of Mongolia and achieve significant synergies from the joint development of Khan's Dornod uranium deposit and Western Prospector's Gurvanbulag uranium deposit in that district.
Khan extended its offer on a number of occasions while monitoring developments relating to certain legal issues in respect of the cash offer announced by Tinpo Holdings Industrial Company Limited on July 15, 2008. Khan now believes that the Tinpo offer will proceed.
Martin Quick, CEO of Khan Resources, commented, "We have fully evaluated Western Prospector and determined that it is not a prudent use of management time and shareholder resources to continue to pursue our consolidation strategy". Mr. Quick continued, "The $1.34 per Western Prospector share offered by Tinpo recognizes the value of uranium in the Saddle Hills region and demonstrates that Khan's own shares and superior deposit at Dornod are seriously undervalued by the market. Given these two facts, our Board concluded that it is simply not in the best interests of the Khan shareholders to entertain a competing offer which would have the inevitable effect of giving Western Prospector shareholders more than half of the combined company when only contributing 32% of its resources."
Khan will continue its development of the Dornod project as a standalone project. Mr. Quick commented, "The Government of Mongolia now enjoys a clear majority and has a mandate to make decisions about its mineral resources. We are excited to move our world class uranium project forward in this improved political climate and to take the next steps to bring the Dornod project into production."
Forward-Looking Statements
This press release may contain forward-looking statements, which are subject to certain risks, uncertainties and assumptions. A number of factors could cause actual results to differ materially from the results discussed in such statements, and there is no assurance that actual results will be consistent with them. These factors are discussed in greater detail in Khan Resources' most recent Annual Information Form and its offer and circular dated May 12, 2008 relating to the Offer, copies of which may be obtained on SEDAR at Such forward-looking statements are made as at the date of this news release, and Khan Resources assumes no obligation to update or revise them, either publicly or otherwise, to reflect new events, information or circumstances, except as may be required under applicable securities law.

China Huaneng builds 3.6 GW Inner Mongolia coal plant

3 September 2008 - China Huaneng Group, one of the country's five biggest power generation companies, is working on a 3.6 GW coal fired power station in the northern region of Inner Mongolia along with several other companies.

The plant in Hulunbeier, or Hulun Buir, in the coal-rich region has commenced construction. It is predicted to start operation of three units in 2009 and another three in 2010, disclosed an official with the Hulunbeier branch of the National Development and Reform Commission.

As planned, Huaneng Group will be responsible for construction of two 600 MW units, while Beijing Deyuan Investment will take charge of two more, and so will Beijing Guohua Electric Power under the wing of China Shenhua Energy.

The whole project will have a total investment of 16.399bn yuan ($2.39bn), including 11.166bn yuan in power plants and 5.233bn yuan in supporting coal mining operations.

The units are designed to generate electricity of approximately 21.6bn kW a year. They will send all its electricity to Shenyang, capital of the northeastern province of Liaoning via a 500 kV direct current power transmission line, which will extend as long as 965 km and cost 6.451bn yuan.

The Hulunbeier branch of Huaneng Group is also building a thermal power plant in Manzhouli in northern Hulunbeier along with Shenzhen Energy Group Co with a total investment of 2.1bn yuan.

The 400 MW plant is scheduled to start to run the first generation set in September 2009 and the second set three months later. At present, its main bodies, such as boiler rooms, electric dust catcher infrastructure, cooling towers, are under construction.

It will build two homemade 200 MW coal fired direct air-cooling heat & power combined-production generation sets, which need water of about 2.1m cubic meters and coal of around 1.8m tonnes each year.

Moreover, it will install a flue gas desulfurization (FGD) unit and associated heat supply network. After completed, it will generate electricity of 2bn kWh.

Tuesday, September 2, 2008

Canadian miners see bright future in Mongolia

OYU TOLGOI, Mongolia (AFP) — At a remote outpost in the Gobi Desert, hundreds of kilometres from any paved road, Keith Marshall is poring over satellite images, geological surveys and sheets of statistics, literally mapping out Mongolia's economic future.

Working out of a wind-lashed military-style tent dubbed the "Weather Haven", the British engineer is laying the groundwork for what he says will be one of the biggest copper mines in the world.

Oyu Tolgoi, or Turquoise Hill, will have the capacity to churn out a million tonnes of copper each year, as well as gold, a potentially big boost to this impoverished country's economy, which still relies heavily on Soviet-era infrastructure and donor aid money.

Sandwiched between Russia and China, Mongolia has a population of just 2.7 million people spread over an area more than double the size of France. The average salary is just 200 dollars a month.

"Oyu Tolgoi is going to bring dividends to the Mongolian people for four or five generations to come," said Marshall, managing director of Ivanhoe Mines Mongolia, the Canadian company that owns the exploration license for the site.

Shafts will be sunk to 1,300 metres (4,200 feet) and a two-kilometre (1.2-mile) wide pit will be excavated.

The copper concentrate will be shipped to neighbouring China and eventually find its way into cell phones, laptop computers and cars around the world.

But Oyu Tolgoi has been the subject of much controversy and has yet to win final government approval, with the issue stirring vigorous debate from nomad camps in the Gobi to the streets of Ulan Bator and the halls of parliament.

A final contract between the government and Ivanhoe has been held up several times by angry street protests, as citizens have demanded a greater percentage of the profits.

Members of parliament have revisited the issue dozens of times but have yet to find a balance with Ivanhoe, although the protests have subsided.

In a compromise, Ivanhoe agreed to give the government a 34 percent stake in the project, which Marshall estimates will require between six and 10 billion dollars of investment to make fully operational.

The government has since indicated it wants a 51 percent share, while critics also point to other problems.

"No one in Mongolia has the experience to handle such a huge mine, not the people nor the government," said Sainkhuugiin Ganbaatar, president of the Mongolian Trade Union and onetime leader of the street protests.

"So we must not rush into a deal with a foreign mining company until we fully understand what is at stake."

Ganbaatar, regarded as a non-partisan voice in Mongolia's often intense brand of democracy, is demanding a full appraisal of the mine from an independent body that has no affiliation with Mongolia or its government.

As time passes, however, the mining company has grown increasingly restless.

"The project has reached a stage of development where we can't do much more work without an agreement. We have had to scale down operations, which means laying off workers and letting projects sit idle," said Marshall.

But investor confidence remains strong.

Rio Tinto recently bought a 9.9 percent stake in Ivanhoe Mines Ltd. and has an option to go up to 46 percent within five years after an investment agreement is signed with the Mongolian government.

Recent elections that gave the ruling Mongolia People's Revolutionary Party a clear majority in parliament following four years of an uneasy coalition have given Ivanhoe further hope that a deal can be done by the end of the year.

If work starts soon, Marshall expects to see profits start pouring in by 2013.

In the meantime, the 500 workers at Oyu Tolgoi keep the project going.

An exploratory shaft has been sunk to almost 1,400 metres and a mixed team of expatriate and Mongolian miners are now drifting laterally towards the main body of ore, nicknamed Hugo Dummett.

Hugo will keep the miners busy for 30 years or so, after which they can tap the nearby Heruga deposit, big enough to give the project another 20 years of life.

The mine is expected to employ 5,000 people, with thousands more coming to fill out of the supply chain expected to grow around the mine.

Red Hill Energy Receives Government Environmental Approval for 208.8 Million Tonne Coal Project

VANCOUVER, BRITISH COLUMBIA--(Marketwire - Sept. 2, 2008) - Red Hill Energy (TSX VENTURE:RH) announced today that a Detailed Environmental Impact Assessment (DEIA) and Environmental Protection Plan (EPP) for its Ulaan Ovoo coal project have been approved by the Mongolian Ministry of Nature and the Environment. Under Mongolia's 2006 Minerals Law and 1995 Environmental Protection Law, approval of the DEIA is required before the project can be developed. The Ulaan Ovoo Project is now fully compliant with all necessary environmental legislation.

The Ulaan Ovoo Coal Project has already been granted a fully transferable mining licence from the Mongolian government. The mining license is valid for 30 years and is extendible for an additional 40 years. Upon receipt of the project's forthcoming prefeasibility study (see June 16, 2008 press release) the Company will be well positioned for rapid advancement.

The environmental study was prepared by Ecos LLC, an independent Mongolian environmental consulting company. Ecos LLC is one of the companies licensed by the Ministry of Nature and Environment to conduct environmental impact statements on behalf of large mining projects. The studies considered social and labour issues, climate and environmental circumstances of the project area, and potential environmental impacts of a full mining operation, among other things. The study concluded that there are no major impediments to mining Ulaan Ovoo and provided recommendations on best practices for conservation of the environment and community.

The DEIA also assessed the local public opinion of the project. It found that a large majority of the local residents and soum (township) government support the project. Opening of the Ulaan Ovoo Mine is highly anticipated because of its potential to bring new jobs and industries to the local economy. The long-term economic boost to the region will be high, spanning an approximately 20- to 40-year mine life.

Red Hill Energy's President Ranjeet Sundher stated that:

"The granting of government environmental approvals is a very significant step forward on our path to development and operations at Ulaan Ovoo and it is equally good news for the people of Mongolia. Regionally the project will provide many good quality and high paying jobs and nationally it will generate revenues to benefit all Mongolians."

Ulaan Ovoo contains 208.8 million tonnes of high quality thermal coal (174.5 Measured, 34.3 Indicated) with an additional 35.9 million tonnes inferred. It is situated approximately 17 kilometres (km) south of the Russian/Mongolian border and is located within 120 km of either Russia's (north) or Mongolia's (east) central railroads. The railroads offer transportation options to the world's 3 largest coal importing markets of Japan, Taiwan and South Korea. Ulaan Ovoo's coal quality is particularly desirable in these markets due to its low ash, low sulphur, low nitrogen, high volatile matter and its high calorific value averaging 5,092 kcal/kg or 9,165 BTU/lb (on an as-received moisture basis).

These markets can be accessed via either of Russia's massive coal exporting centers, Vladivostok or Vanino. On the other hand, China's vast coal markets and Mongolia's main domestic coal market are accessible by rail to the south. Mongolia's Zelter River is in immediate proximity to Ulaan Ovoo and assures the project of abundant water. Ulaan Ovoo coal is carried primarily in a single, near surface coal seam averaging approximately 60 meters in thickness. The stripping ratio on the first 120 million tonnes of Ulaan Ovoo coal averages less than 1.4:1. At an annual production capacity of 6 million tonnes, this would support a 20-year mine life. Seven exploration licenses 100% controlled by Red Hill Energy are in adjacent and/or surrounding basins and may lead to a significant increase to the resource base.

Red Hill Energy's total 100% owned, high quality thermal coal resources in Mongolia, located in 2 coal basins, presently stands at over 1 billion tonnes (503.5 Measured, 503.6 Indicated) with an additional 444.9 million tonnes inferred. Red Hill's Chandgana coal projects are located in east/central Mongolia 160 km east of Mongolia's central railroad. CVRD of Brazil also controls an independent and very large coal project in this basin which is contiguous to Red Hill's resource properties.