Guider la transformation numérique des mines souterraines vers la Mine Intelligente : une approche de gestion de portefeuille de projets

Digital transformation (DT) represents an inevitable and strategic shift for the mining sector, particularly for underground extraction operations. The progressive adoption of Industry 4.0 technologies is reshaping how mines are perceived, conceived, operated, and managed. This evolution drives the emergence of the Smart Mine concept, reflecting a vision of sustainable, autonomous, connected, and human-centered mining. However, despite the growing number of technological initiatives, few mining companies have a structured framework to plan these projects using a portfolio-based approach. This research aligns with this perspective and aims to guide project portfolio management (PPM) for DT in underground mines. The methodology relies on a mixed approach combining field study, document analysis, and empirical validation. A six-month industrial immersion enabled direct observation of operations and the collection of empirical data on organizational realities, technical constraints, and the specific needs of underground mining. A conceptual framework clarifying the Smart Mine concept as defined by mining practitioners was developed and then compared with scientific literature to identify convergences and discrepancies between industry vision and academic research. Subsequently, DT approaches employed in the mining sector and best practices drawn from Industry 4.0 were identified and evaluated through ten semi-structured interviews with Canadian mining experts in project management. Based on these findings, a PPM model adapted to the underground mining context was developed and validated through application to a hard-rock mining test case. This research provides several contributions. First, it clarifies the Smart Mine concept for underground extraction operations in terms of objectives, solutions, and business processes. Second, it enhances the understanding of DT practices in the mining sector and the adaptation of PPM practices to reflect operational realities and industry-specific challenges. Third, it defines an operational and contextualized model enabling mining companies to develop DT project portfolios aligned with the Smart Mine vision and their strategic objectives. The model draws on both top-down and bottom-up approaches, integrating risk, change, communication, and stakeholder management as continuous components, while offering tools and techniques to support implementation. Some limitations must be acknowledged: the research focuses on underground extraction operations, involves a limited sample of experts, and is validated using a single test case. Future research directions include extending the conceptual framework to the entire mining value chain, applying the model in other mining contexts, and adapting it to other sectors characterized by complex and temporary production cycles.