In 2004 Newmont Nevada Energy Investment Ltd decided they were spending too much on power at their gold mining operating in north-eastern Nevada so to counteract their elevated power bill they built a 242-megawatt, coal-fired power plant in Nevada. This would decrease their power costs by up to $60 million dollars to $70 million annually. In addition, they could also sell power back to the Nevada power grid. Fluor Enterprises Inc won the $533 million dollars bid to build the coal-fired power plant in July 2004 and began construction in January 2006. Unfortunately, the project was suffering with problems from the beginning; Fluor defeated all the obstacles which included Hurricane Katrina, frequent seismic activity, rising material and labor costs, and the lack of skilled labor. The main reason for the lack of labor was because it is hard to retain labors due to the location and duration of the project. Flour used to overcome two of their major problems while working on the power plant project. In order to overcome the lack of skilled labor in the area a project management training that has been for the project managers and the support staff of the project manager only was created for the new hire workers. However in modern project management practice more emphasizes has been placed on training for all functional contributors on a project. The training for the whole functional team allows everyone to improve and understand project management best practices and principles while learning control and planning skills. (Murch, 2011)
Fluor used the best practices of extensive training and team building activities to build a reliable and cohesive team environment. Sourcing laborers for the desert project was extremely hard so after an aggressive recruiting program from around USA and Puerto Rico. After triumphing over the impossible job of sourcing workings; they then had