Download - Wmu Malmo 2011 Power Pt
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PROJECT MANAGEMENT
WITH REFERENCE TO THE CAPITAL
ACQUISITION PROCESSCopyright C. R. Cushing
2011
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Charles R. Cushing, Ph.D., P.E.30 Vesey Street, 7th Floor
New York, NY 10007Tel. (212) 964-1180Fax (212) 285-1334
E-mail [email protected]
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Typical Ship PricesShip Type $, MillionsContainer Ship, 12,600 TEU 165
Tanker, Capesize 95
Tanker, VLCC 115
Container – Reefer, 7450 TEU / 3400 Reefer 143
Container Ship 70
Bulk Carrier, 92,500 DWT 70
Bulk Carrier, 34,000 DWT 37
Tanker, Chemical 4,300 DWT 20
Ore Carrier, VLOC 350,000 DWT 135
Cruise Ship, 6,400 Passenger 1,240
Log Carrier, 35,000 DWT 30
Multi-Purpose Cargo, 5,670 DWT 14
Bulk Carrier, 92,500 DWT 70
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World Population of Merchant Ships, December
2010Commercial Ships: No.(%) GRT x 1,000(%)
General Cargo 18,178(23.4) 63,525(6.8)
Container Ships 4,869(6.3) 158,112(16.9)
Ro Ro Ships 1,556(2.0) 41,704(4.5)
Bulk Carriers 8,920(11.5) 292,906(31.4)
Oil and Chem Tankers 12,014(15.4) 260,735(27.9)
Gas Tankers 1,552(2.0) 48,159(5.2)
Passenger Vessels 6,382(8.2) 34,100(3.7)
Offshore Vessels 6,283(8.1) 19,248(2.1)
Tugs 3,757(17.7) 3,879(0.4)
Other 4,257 (5.4) 10567(1.1)
Total 77,768(100) 932,935(100)
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Ships on Order (December 2009)
No. 9,226*GRT 300,500,000CGT 152,000,000* Of which 7,282 are cargo vessels
Source: Lloyds Fairplay Dec. 2009
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Process Applies To:
Ships Ports Cranes Factories Refineries Other Capital Projects
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Capacity Acqusition Alternatives
New Construction Conversion Purchase Second-hand Vessel Bareboat Charter Time Charter Contract of Affreightment Freight Service Agreement Consecutive Voyage Charter Spot Charter Vessel Pooling Slot Charter
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History of Project Management
Dates back to early civilization
Creative architects and engineers
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Capital Projects
Egyptian Pyramids
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Capital Projects
Great Wall of China
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History of Project Management Imhotep – Pyramids (2630 BC) Qin Shi Huang – Great Wall (221
BC) Vitrvius – Roman Aqueducts (100
BC) Christopher Wren – St. Paul’s
Cathedral (1632 – 1723 AD) Thomas Telford – Bridges & Canals
(1754 – 1834 AD) Isambard K. Brunel – Great
Western Railway (1806 – 1859)
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Recent Developments in Project Management
Fredrick Wilson Taylor – Pioneer in theories of scientific management (WBS)
Henry Gantt – Father of planning and control techniques – (Gantt Chart)
Dupont / Remington Rand – Critical Path Method (CPM)
Booz – Allen & Hamilton – Program Evaluation and Review Technique (PERT)
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Capital Projects Ships Ports
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Project Management
Planning Organizing Managing Resources to Achieve
Specific Goals
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Project
Temporary Endeavor Defined Beginning Defined End Unique Goals and
Objectives
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Traditional Project Management
Initiation Planning Design Execution
Commercial Production
Completion
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Project Management Process Traditional PM Critical Chain PM Extreme PM Agile PM Event Chain PM Event Chain Methodology Prince2 (Prompt + Prince) Process-Based Management
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Planning Design Commercial Production
The Process Consists Of:
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“Now here’s an advanced organism. You’ll note the nucleus and cytoplasm development, along with what appears to be the first draft of a strategicplan.”
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Origins of Strategic Planning
473 BC Sun Tzu’s The Art of War 1645 Miayamoto Mushashi’s A
Book of Rings
1800 Napoleon 1850’s Industrial Revolution 1860’s Policies and Procedures 1900 Work Norms and
Standings
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Origins of Strategic Planning (Cont’d.)
1916 WWI Battle Strategy 1920’s Financial Planning and Control 1930’s Management by Objectives 1940’s WWII O.S.S./C.I.A. 1950’s Strategic Planning 1970’s-80’s Global Spread of
Strategic Planning 1990’s Strategic Management
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Development of Planning
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Factors that Make Strategic Planning Essential in the Marine Industry
Cyclical market conditions Fluctuating currency exchange rates Uncertainty in fuel costs Uncertainty in interest rates Emergence of trading partners and trading
alliances Over tonnaging due (partially) to overly
generous subsidies Regulatory and governmental restraints Fast paced technology (leading to
premature technological obsolescence) More rapid response by Safety and
Environmental Regulatory Bodies to disasters
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Benefits of Using this Process
Opportunity to optimize vessel characteristics
Improved delivery time Better use of lead time Better financing and currency terms Better guarantees Control of extra costs and changes Improved quality Chance to introduce innovation Product is more “obsolescence – proof” Fewer disputes or litigation
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Strategic Planning Asks Four Questions
How did organization get to its present position?
Where does organization want to go?
How will it get there? How will it function successfully
when it gets there?
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Strategic Planning ProcessAppraisals
External Internal
Create Strategies
Evaluate and Choose Strategy
Implement Strategy
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Strategic Planning Process (Cont’d)
Strategic Planning Process
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The Company Environment
The Industry The Company The Market The Competitors
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Other Aspects of the Company Environment
Legal Regulatory Suppliers Service Technology
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Internal Factors
Company strengths Company weaknesses Areas of vulnerability Profitability Productivity Customer satisfaction
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Other Internal Environmental Factors Load factors Service levels Transit times Frequency of sailings Schedule reliability Cargo damage statistics
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The Competitive Environment
Strength of competitors Weakness of competitors Market shares Technology Pricing
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Analysis of the Market Historical demand Current demand Forecast
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FORECASTING
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Sources of Data for Cargo Flow Studies
Government report (National and U.N.) Custom revenue statistics Manifests Census data Government statistical abstracts Industry commodity trade data Trade association reports Newspaper/trade journal traffic reports Port authority statistics Trade Conference data Market research consultants
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Sources of Data for Competitor Analyses
Advertising Sailing schedules Web sites Directories Classification society computer
searches Shipping directories Ships-on-order publications Search services
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Pricing Studies
Tariffs Charter fixture data Industry scales Periodical summaries Cost analyses National and international
economic indices
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Pricing Perturbations
Government aid International conflicts and
calamities “Cut Throat” competition Predatory pricing practices Price wars Technology breakthroughs
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Global Events AffectingShipping and Shipbuilding
Natural Disasters Major Earthquakes (i.e. Kobe) Tsunami El Nino Effects Drought in Panama Global Warming Pollution Epidemics, Plague, etc.
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Global Events AffectingShipping and Shipbuilding
Economic Conflict Subsidies Embargoes Protectionism Trade Wars Monopolies Etc.
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Global Events Affecting Shipping and Shipbuilding
Protectionism Nationalism Tariffs Subsidies Cabotage Preferential treatment Bi-lateral trade agreements Cargo sharing Restriction on flow of capital Barriers to investment Government aid
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Global Events Affecting Shipping and Shipbuilding
Economy and Trade OPEC Shipbuilding Shifts: Europe to Japan to
Korea to China Availability of Capital for Investment World, Regional, and Local Economies Confidence of Investors Availability or Shortage of Workers Depressions and Recessions Inflation Market Volatility
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Global Events Affecting Shipping and Shipbuilding
Technology Channel Tunnel Second Isthmus Canal Superconductivity Fuel Cell Propulsion Post-Panamax Containerships Double Stack Rail Cars Land Bridges Etc.
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Global Events Affecting Shipping and Shipbuilding
Anti-Social Activities War Terrorism Piracy Drug Trade Government Corruption Commercial Corruption Etc.
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Global Events Affecting Shipping and Shipbuilding
Legal Impact of Marine Disasters Torrey Canyon Amoco Cadiz Herald of Free Enterprise Estonia Braer Erika Prestige Etc.
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Global Events Affecting Shipping and Shipbuilding
Shipping and Shipbuilding Conventions and Legislations
Port State Control Erika I and II Basel I and II Ballast Regulations Air Pollution Regulations Etc.
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Strategy Development
Corporate objectives
Strategic objectives
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“Objectives are the fundamental strategy
of a business.”- Drucker
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Corporate Objectives Profitability Return on Investment/Payback
period Market share Growth Stability Product or service quality Meeting market needs Competition
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“No Smedley! I said we need more profits, not more prophets!”
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Strategic Objectives – Fixed Elements Competitive environment Company resources Management values Societal expectations
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Strategic Objectives – Controllable Elements Corporate structure Marketing policies Finance policies Accounting policies Manufacturing or service policies Human resources policies Research and development policies Organizational policies
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Strategic Issues
Volume of cargoes Actions of competitors Technological developments Governmental restraints Other external environmental
factors impacting the company’s ability to meet its projections.
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Strategy Selection
Develop a number of options Prepare pro forma financial
projections Compare alternatives against
corporate objectives Compare alternatives against each
other Select best alternative Optimize selected alternative
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Selection Process Pro forma financial projections Carry out simulations Perform sensitivity analyses Test options against financial
criteria Minimize risk Optimal use of corporate resources Examine impact of unexpected
changes in forecasts
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Risk Analysis
Risks we can afford to take Risks we cannot afford to take Risks we cannot afford not to
take.- Drucker
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Entry Plan Timing and scheduling Time table Coordination of corporate activities Coordination with external
organizations Marshalling of resources Government actions, permits,
licenses Political support
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Exit Plan - Actions
Scrap the plan Sell Swap Merge Withdraw gradually Withdraw completely
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Alternatives to Exit
Commit additional resources Shift priorities Reduce effort Merge
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Strategy Implementation Business plan Marketing plan Competitor plan Operations plan Financial plan Technology plan Organization plan Corporate development plan
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Business Plan Description of Company Company History Marketing Strategy Management Team Organization & Personnel Operations Funds Required & Their Use Financial Data Risks R & D Required Legal Issues Insurance Considerations Schedule
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Financing Plan Amount Requested Purpose of Financing Use of Funds Description of Collateral Source of Repayment Whether Seeking Other Debt Financing History of Company Description of Business Description of Market Financial History of Company Financial Projections Financial Assumptions Schedule of Assets & Liabilities Description of Management & Ownership Financial Status of Owners References
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“On second thought, maybe a periodic re-assessment of the MISSION STATEMENT might not be such a bad thing”
NON SEQUITUR-WILEY
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Mission Statement - Route Origin, destination and route Transit distance Transit time Frequency of service Delays in service, planned and unplanned Weather conditions Current Vessel traffic systems Canal characteristics Ice conditions
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Mission Statement - Cargo Quality of cargo Type of cargo Cargo characteristics Cargo stowage and securing
requirements Cargo care requirements
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Mission Statement - Infrastructure Port characteristics
Terminal characteristics Physical restrictions Port costs Cargo handling methods and rates Turnaround time Inland transport considerations Weather conditions Docking assistance and mooring
requirements Fuel availability and cost
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Mission Statement - Vessel
Type of vessel New, converted or existing vessel Number of vessels Capacity, normal and maximum Speed, normal and maximum Type of machinery if known Type and source of fuel Chewing – nationality, unions,
quarter standards
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Mission Statement- Commercial Existing or projected freight rates Competitor characteristics Anticipated market share Conferences Trade restrictions
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Mission Statement - Economic Required international rate of return
Prime and/or other rates Subsidies and/or grants Crew rates Insurance rates Fuel costs Tolls Port charges Vessel financing and interest rates Life of vessel Tax schedules
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Mission Statement - Government
Vessel registry and classification Governmental restrictions Cabotage laws Environmental restrictions Safety restrictions Registry
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Planning Design Commercial Production
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Engineering
The art of applying – Knowledge Scientific principles
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DESIGN is the essence of ENGINEERING
- Buxton
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The CPCD Design Sequence
Concept Preliminary Contract Detailed
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Design Drawings Sketches Artist renderings Diagrams/Schematics Computer imaging Calculations Models Model testing Research/Development Experimentation
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Design Includes
Industry standards Classification society rules Governmental regulations Manufacturers’ specifications Shipbuilder’s design detail
standards
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The Engineer Is Faced With Conflicting RequirementsExample
Physical – minimum weight Economic – minimum cost Social – maximum safety Environmental – minimum impact Commercial – maximum efficiency Esthetic – maximum stylishness Etc.
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The engineer resolves these conflicts and
searches for “optimum” solutions.
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Design is solving a problem with many VARIABLES.
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Design is an ITERATIVE process.
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Prior to 1970, designers used
The DESIGN SPIRAL.
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DESIGN SPIRAL Hull form Appropriate dimensions Hull prismatic coefficients Power estimates Weight estimates
- Hull- Machinery- Outfitting
Deadweight capacity
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Computers permit multiple criteria – multi variate search
patterns.
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“Conservative pressures increase as the design progresses.
Hence the early stages should be biased towards the novel.”
- Brown
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“New ships should be 25% novelty 75% well proven
practice.”
- Baker
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CONCEPT DESIGN
Requires Innovation Creativity Judgment Technical perception Economic awareness Analytic log “Hands on” control of the synthesis
process No computers
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Concept Design Synthesis takes place. Requirements evolve into form and
configuration. Some dimensions and principal
characteristics may evolve. Results in sketch or drawing. May include a written description. May include more than one
alternative. 10 to 80 man – days.
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Preliminary Design
Should also establish
Ability of vessel to meet mission statement.
Regulatory feasibility. Patent infringements (if any). Need for new technology. Model testing requirements.
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Preliminary Design The second iteration in the design
process. Provides more detail. Provides more accurate dimensions. Focuses on essential features. Provides enough detail to verify.
- technical feasibility- economic feasibility
Provides outline specification. Provides enough information for
- Construction cost estimate- Operating cost estimate- Revenue generating estimate
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Contract Design The third iteration in the design process. Creates definitive description of the
vessel. Can be used as contract documents. Permits total meeting of the minds
between designer and builder. Increase details and accuracy of the
design. Increase accuracy of feasibility checks. Decreases risks.
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Typical Ship Design Package
Plans Specifications
Reference material- Drawings- Guidance calculations
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Contract Design
Should Avoid ambiguity Avoid excessive specifics. Be precise. Use legal terminology. Avoid use of guidance drawings.
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Classification Societies
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The Role of Classification Societies Construction Standards
- Rules- Survey
Maintenance and Repair Standards- Rules- Survey
Certification Safety Auditing (ISM) Environmental Auditing (ISO) Technical Guidance Regulatory – Flag state
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THE IACS SOCIETIES
ABS BV CCS DNV GL KR
LR NK RINA RS CRS (Associate) IRS (Associate) PRS (Associate
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Class is not a substitute to an effective project management, inspection and survey program.
An owner cannot delegate his responsibility to assure that his vessel is seaworthy.
- Sundancer decision
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Model Basins Resistance and Propulsion
- Still water- Waves
Seakeeping Mooring forces Maneuverability Forces and motions Propeller performance Wake field Ice breaking Wind resistance (wind tunnels) Smoke flow (wind tunnels)
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The Role of the Manufacturerin High Tech Equipment
Technical Information Quality Control During Manufacture Installation & Start-Up-Support Guarantees Service Stock of Spares Crew Training Documentation
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Consulting Naval Architectsand Marine Engineers
Transportation planning Marine economic analyses Conceptual design Preliminary design Contract design and specifications Working (detailed) drawings Plan review Tests, sea trials, witness same Construction and repair inspection Contract management (owner’s
representative) Guarantee engineering
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Terms Used for EngineersWorking in Marine Field
Naval Architect Marine Engineer Naval Engineer Naval Constructor Ocean Engineer Shipbuilding Engineer Marine Surveyor Licensed Marine Engineer
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Planning Design Commercial Production
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Commercial Selection of yards for invitation Request for expression of interest Invitation to bid Bid analysis invitation to bid Pro-forma contact invitation to bid Negotiations Financing Contracting
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Factors in Selecting Yards for Invitation
Physical characteristics Technical capabilities Experience Order book Employment Location Ability to assist financing Reputation References
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Request for Expression of Interest
Simple and brief inquiry. Sent by e-mail or fax. Saves time and effort. Permits assessment of number
of yards participating.
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Invitation to Bid (RFP)
Best process. Make create legal obligations. Not to be used to develop price
estimates. Use standard formats. Formality is required. Use bid form.
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Information to be Sent in Invitation to Bid
Brief description of vessel. Name and address of person requesting
proposal. Number of vessels and options (if any). Documents
- Plans- Specifications- Pro-forma contract or Heads of Agreement
Required delivery. (cont’d.)
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Requirement for cash price Currency Financing terms Confidentiality of owner’s documents Performance bond (if any) Period of validity of bid Obligations on owner concerning bids Signature by authorized representative
(Cont’d.)
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Additional yard information- Quality information- Yard standard details- Current order book- Financial statement- Bank reference- Management plan- Technical plan- Major event schedule
Complete bid form
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Tips in Bidding
Hold bidders’ conference. Use addenda, if necessary. Be firm on submittal date. Create short list. Be courteous and fair. Ensure ethical practices.
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Bid Analysis Price for one vessel Price for a multiple vessel order Currency of payment Additional cost for financing Location of yard (and distance to where
vessel or vessels will be deployed) Cost of positioning vessel Reputation, experience and quality of yard Financial health of yard Proposed building schedule Owner’s costs as they relate to yard
location (i.e. inspectors’ housing, travel, taxes, etc.).
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Negotiations Have primary bidder and two back-up bidders. Beware of driving bidder below level of
profitability. Be well informed and prepared. Be aware of legal obligations in negotiating
stage. Have at total and complete meeting of the
minds. Yard to take total responsibility for design. Avoid split responsibilities. Review, in detail, all documents and initial
every page and drawing.- Contract- Specifications- Drawings
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Tips in Negotiating
Be fair. Be patient. Be firm, until it is absolutely
necessary to be flexible. Take enough time for the process.
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McCormack’s Rules for Negotiating Do not get stranded by “how much”.
Money issues are only one part of the transaction.
Let the other party go first (with terms and numbers).
Play in majors. Do not deal in round numbers. Avoid showdowns. Negotiate backwards. Trade places. Mollify then modify. Deflect with a question. Question positions but do not ignore them.
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McCormack’s Rules for Negotiating (Cont’d.)
Improve the offer with other parties’ self interest.
Consider barter. Keep your time frame quiet. Step back and relax. See emotional outbursts as
opportunities. Act in anger – never react in anger. Give the other parties side victories. Use candor.
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Silbiger’s Rules for Negotiating
Know your opponent. Know yourself. Do your homework. Understand your strategy. Understand your limits. Review your negotiations,
afterwards.
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Buyers’ Market
Low prices Early delivery Attractive financing terms Proactive engineering Yard flexibility Buyers’ contract terms
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Sellers’ Market
High prices Long delivery Little or no yard financing Sellers’ terms Inflexibility
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Ship Finance
Sources Equity Debt Grants
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World wide need for Ship Financing
$250,000,000,000 per year
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What form of financing to use?
FRICT approach Flexibility Risk Income Control Timing
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Factors to Consider in Financing Unused tax depreciation - Leasing
Excess debt - Equity Potential business risk - Equity Buyer’s market - Shipyard Credit Large earning power - Debt Strong, predictable cash flow - Debt Low stock price low expectation – Hybrid Long term, fixed rate- Bonds
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Debt Financing Least expensive Most restrictive Commercial or government loans Loans secured or collateralized Mortgages Possible pledge of:
- earnings- insurance- corporate guarantees- pledge of shares- personal guarantees
Seldom 100%
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Sources of Debt Financing Commercial banks Ship finance banks Investment banks Government banks Commercial finance companies Saving and loan associations Pension funds Insurance companies Commercial credit companies Account receivable factors Manufacturers and vendors
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Debt – Commercial Finance Cos.
GE Capital Greyhound CIT Kleinwart Benson Henry Ansbacher Samuel Montagu Others
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Debt – Commercial Banks Norwegian owners -
Norwegian banks Chinese owners - Hong Kong
banks Japanese owners - Japanese
banks Greek owners - Non-Greek
banks
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Debt – Mezzanine Financing
Used when bank unwilling to loan owner sufficient money.
High yield corporate debt, i.e. Junk Bonds.
Closes gap. Provides high return. Compensates for high risk. Usually arranged by investment
banks.
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Debt - Bonds
Issued by shipowner Certificates of indebtedness Specific purposes Specific rates and period
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Debt – Ship MortgagesPurposes: Public record of lien Priority of the lien Sequence of prior liens Agreement between lender and
owner:- Operation- Insurance- Maintenance- Trading areas
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Debt – Factors Considered in Granting Loans
Age of business Type of operation Method of payment Currency of loan and repayment Collateral Character of management Credit history National economic factors Industry Mortgage and loan terms
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Quality of Borrower Liner Co.
- Ability to Market it’s Service
Bulk Carrier Owner- Ability to Service Debt- Cash Flow- Quality of Charters
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Debt - Rates Floating (variable)
- usually tied to LIBOR Fixed
- Rare from commercial banks. “Swap”
- Swaps are more costly- Lender and third party who have excess variable and fixed rate funds arrange swap.
“Cap”- Protects against rising rates.- Lender pays interest over an agreed level.
“Collar”- Reduces extra costs for a cap.- A combination of a cap and “floor”.
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Spread Difference between cost of funds to
the lender and the borrower. Based on:
- Credit worthiness of owner- Risk in shipping operation- Size of loan- Period of loan- Type and amount of security- General supply and demand for loans
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Leases
Operating Finance
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Leveraged Leases
Most ship leases are leveraged leases.
Owner Lessor■ Provides equity portion of funding■ Provides debt portion■ Retains ownership ■ Holds mortgage■ Make lease payments ■ Receives assignment of lease
payments.■ Tax benefits■ Residual at end of lease (sometimes).
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Off-Balance Sheet Financing
Indebtedness does not show on balance sheet.
Usually done through chartering Not legal in U.S. nor GAAP.
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Sources of Equity Funds
Retained earnings Cash Flow Sale of Assets Sale of stock
- common- preferred
Limited partnerships
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Sale of Stock Public Offering
- Strict government controls- Rigorous accounting- Expensive- Time consuming
Private Placement- Insurance Cos. (casualty and property)- Mutual funds- Finance cos.
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Hybrid Financing Schemes
Convertible debt Debt with warrants DIFKO (Danish) K/G System (German) Blocked currency schemes Barter deals
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Government Grants Loans Loan guarantees Subsidized interest rates Cash grants (owner or builder) Cash or credit to allied industries Operating subsidies Favorable tax treatment Moratoria on debt repayment Training funds R & D Scrapping subsidies
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The Shipbuilding Contract
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ContractingWhy It Can Be Complicated
International transaction Different laws:
- construction/building- provision of services- sale of goods
More than 2 parties Much money Obligation may occur early, during
- bidding phase- negotiations
Constantly changing- laws- interpretations of law- tax regulations
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Contracting
Written (usually) Involves legal advice and
assistance Often starts with “Heads of
Agreement” and a “pro forma” contract
Sometimes letter of understanding
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Shipbuilding Is Governed By Many Laws
Contract law Other laws:
- tort- fraud- negligence- employment- environmental- etc.
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Contract
A promise enforceable by law. “A contract is a promise or set of
promises for the breach of which the law gives a remedy, or the performance of which the law in some way recognizes as a duty.”
Pact Sund Serventa (Promises made must be kept)
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Conditions for a Contract An offer An acceptance Consideration Intent to create a legal relationship In writing (sometimes oral) Parties are competent Form required by law Not impossible of performance Not contravene law or public policy
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An Offer Complete Free of ambiguities Properly communicated Fixed time of acceptance (or kept
open for a reasonable time) May be revoked
- before acceptance- providing offer provides for
notice of revocation.
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An Acceptance
Creates the binding contract Must be absolute and complete Qualified or conditional is NOT
an acceptance (it is a counter offer).
Silence is NOT an acceptance.
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A Contract May Be Voided
Material misrepresentations
Fraud Duress Improper conduct
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Shipbuilding Contracts
Specially drafted Owner or builder’s standard form Industry standard
- SAJ form- AWES form- MARAD form- Norwegian form-BIMCO
PRINCIPAL ELEMENTS OF A SHIPBUILDING CONTRACT
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A Comparison of Standard Form Shipbuilding Contracts
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Basic Elements of a Shipbuilding Contract
The parties What is to be done Price Delivery Guarantees Tests Change procedures Right to reject Default Title Jurisdiction
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Escaping Contracts
Walk Away Delay Renegotiate Delivery Frustrate Greenfield Yards
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Planning Design Commercial Production
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Production Management
Specialized Management Techniques
To Plan and Control Projects To Complete Defined Work On Schedule Within Budget Meet Quality Constraints
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Purposes of Production Management
Fulfill original objectives Keep project within budget Keep project on schedule Coordinate project team Detect need for and take corrective
action Communicate progress to
management
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Define Project
State objectives and goals Prepare mission statement Develop work plan Create Work Breakdown
Structure Document (WBSD)
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Establish Schedule
Define Tasks Select milestones Define interrelationships Establish timing and deadlines
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Prepare Budget Identify or estimate all
costs Allow for
margins/contingencies Establish timing of
expenses Adopt financial controls Obtain approvals
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Team Budget Elements Wages Benefits Local taxes – if any Global taxes – if any Travel expenses Supplies and equipment Communication costs
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Owner’s Expense Budget Owner furnished equipment Crew costs Professional costs
Legal Accounting Technical
Stores and supplies Fuel and lube Entertainment and ceremonies
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Team Select and recruit team leader Develop team position/tasks Establish timing for each Recruit members Indoctrinate Delegate
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Managing Your Team Staying in control Evaluating your team Identifying and dealing with
different personality types Motivating your team Managing clients Effective team organization
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Control Project Communicate Coordinate Meetings – scheduled and
unscheduled Review and audit Make adjustments/corrections as
necessary Document
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Production Control Techniques
Full wall scale charts Gantt charts PERT CPM Programs
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Gantt Chart
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PERT Chart
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Monitor Critical Elements
Require production statistics Monitor milestones Watch critical paths Identify choke points/bottlenecks Make projections/extrapolations Anticipate problems
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When Things Go Wrong
Identify real problems Get input from team Investigate thoroughly Analyze possible solutions Take timely corrective action Meet with yard Communicate with stakeholders
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Tips Delegate effectively Be a good listener Be fair with everyone Use good time management Avoid bureaucracy Be decisive and clear Communicate thoroughly Insist on ethical behavior
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Production Activities Owner’s representative Contract management Project management Plan approval Inspection Quality control Testing Crewing, storing, fueling Delivery and acceptance Post production activities Warranty and guaranty Closing the project
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Detailed Design Materials Working plans Finished drawings Posted plans Vendor drawings Field sketches Shop drawings Schematics Drawing changes Operating manuals Safety manuals Maintenance, repair and trouble shooting manuals Test agendae, protocols and results Tech specs for equipment procurement
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Inspectors Hull Machinery Outfitting Electrical Coatings Welding
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Delivery and Acceptance Title passes when
- physically delivered- at another time, if both parties contractually agree- vessel registered- execution of bill of sale- when both parties so declare- when ship is in a “deliverable” state- bill is paid- builder completes his performanceprogressively
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Post Production Activities Deficiencies Unfinished work Temporary and permanent
documents Warranty and guaranty
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Management Science Techniques Linear programming Integer linear programming (simplex
method) Network flow models PERT/CPM Queuing models Inventory models Computer simulation Decision analysis Goal programming Analytic hierarchy process (AHP) Forecasting process models Dynamic programming
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Innovative Techniques Clarification of aims Abstract reformulation Morphological synthesis Inductive reasoning Deductive reasoning Value analysis Brain storming Brain writing Heuristic programming
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Innovative Techniques (Cont’d.)
Idea combinations Negative brain storming Re-thinking through questioning Lateral thinking Independent review S Curve strategy The in-and-out strategy The 5-15 idea generating
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ProblemSolving
DecisionMaking
Define the ProblemIdentify the AlternativesDetermine the Criteria
Evaluate the AlternativesChoose an Alternative
Implement the DecisionEvaluate the Results
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Innovative Techniques (Cont’d.) Synetics process
Attribute listing PMI evaluation Matrix thinking Forced relationships Force field analysis The angel’s advocate Extrapolation and interpolation
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ComparingTechnologies
FeasibilityStudies
Ideal DesignIn one
TechnologyOptimization
Studies
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Economic Analysis
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