Project Training Services - Shipyard Management of the Customer and Contract
Course Outline
Some topics which you may expect to be covered during the Shipyard Management of the Customer and Contract training course include the following:
DAY 1: Workscope Estimating, Bidding & Scheduling, Communications and Project Start-Up
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Common oversights during review of Owner's bid package
Quantities, not performance, as a basis for bidding
Understanding the risks associated with different types of specifications
Recognizing errors in the Owner's bid package
Understanding design and engineering responsibilities
Identifying the non-obvious scope of work slipped-in by the Owner
Purposes and intelligence-gathering opportunities of pre-bid ship check
Alternatives to a pre-bid ship check
Allowances for access to work and temporary removals
Allowances for costs of environmental and safety regulation compliance
Meetings and pre-contract communications which affect contract workscope
Defining all of the contract deliverables
Relationships and cost allowances for third parties
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Order of precedence, inclusions and exclusions of contract documents
Primary check-list - all crafts and services available or needed
Development of estimates for appropriate ship types
Process vs. end-product for estimating
The vital differences between estimates and bids
Conversion of the estimate to a bid
Qualifications to the shipyard's bid
Contact signing, pricing review and general schedule review
Identification of Owner's responsibilities vis-a-vis schedule
Establishing funciton-related lines of communication with Owner
Project kick-off meeting agenda items
Development of the detailed schedule and updates
Development of spreadsheets to track all contract communications
Implementation of mechanisms to avoid disputes
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DAY 2: Inspections, Change Orders, and Difficult-to-Deal-with Owner's Representatives
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Management and scheduling of the shipyard's sub-contracts
Delays as costs-excusable, compensable, non-excused and concurrent
Condition-found reports - origination and follow-up
Reliance on OFI and OFM commitments - form, timing, integration
Responding to failures by the other party to fulfill its obligations
Identifying standards for inspection or rejection of workmanship
Selection of equipment under the "or equal" clause
Changes mandated by third parties
Change of productivity vs. change of workscope
Examples of successful and other changes
How timing affects the cost of changes
The impacts of indirect costs associated with changes
Risk assessment and risk syndication
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Engineering & procurement for changes
Identification of all involved crafts - process vs. end product
Support services for change work
Distributed vs. limited authority for change negotiations
Credits for canceled or replaced basic work
Lead times and durations for change work
Identifying schedule impacts of changes
Determining delay entitlements for changes
Competition for change work
Use of the Primary Check List for change pricing
Recovery for time and material changes
Identifying and neutralizing negotiating tactics
Use of the C.O. Check List before making new commitments
Debriefing the production staff prior to post-delivery negotiations
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