How can you plan and execute marine engineering projects within budget and schedule constraints?

In order to define the scope and objectives in a clearly and realistically way, it’s a must to involve a truly multidisciplinary team of SMEs…on my career I see many projects with very well defined areas but with some shadows in other critical parts due to the lack of specific expertise.

One thing I've find helpful is the development of Work Breakdown Structure at the Work Scope Definition stage. Work scope can be further defined to ensure all sub-scope and related correlation with other discipline (Authority, Quality, Safety, HR, Supply Chain etc) are considered in order for a detailed scope scrutinization.

The marine projects generally kick-start with a fixed scope, duration and cost. When the actual construction construction starts, the project faces lot of uncertainties like rough seas, soil strata, availability of resources, procurement of long lead items and most importantly securing the permits/NOCs. The project Manager shall develop schedule in such a way that he allowed for some reserve days for any un-foreseen risks to meet the target time and similarly there should be some percentage (typ. 5%) contingency fund to compensate any cost-over runs. In summary, the Performance indicators shall be checked on daily/weekly basis and any deviations shall be highlighted to team for initiating action to bring them under control.

The " downtime " needs to be calculated in more detail than " about 5% " . Example : Lifeboat Station in Cornwall , 18 month nett construction period . We moved it to include 2 summers or 2 winters . Downtime for working on the sundeck was 32 and 54% respectively . These %'s were calculated using tide tables , wave height , wind direction , gust strength , deck levels . Each situation is different , so that each model is compiled accordingly. Time at tender stage is always at a premium, but a more scientific approach is necessary if the project team is going to have any realistic opportunity to achieve budget and date .

Actually, i disagree with the implementation of the Quality and Safety Standard as the fourth step. Quality and safety standard should be the second step upon defining the work scope and their objectives. Any additional resources for implementation of Quality and Safety Standards will provide necessary impact to resource & costs estimation and the development of project schedule and milestones.

This is missing the Elephant in the room - how to engage the right resource to undertake the execution. Could be internal resources or more likely by Tendering and thats the step that has a largest potential to impact a project due to the trade off management will inevitable have make on on the holy trinity of: 1. Cost (the differing prices the market gives you ) 2. Quality ( contracting with an experienced and competent entity who will likely not come with lowest cost hence management conflict with element 1) and 3. Schedule which again will conflict with 1 and 2. Key is the final compromise you make

For Marine projects execution i completed four 4, sea ports projects in Saudi Arabia as a Consultant Projects Engineer, 1) Dammam port (IPS). 2) Rais al Khair deep seaport project. 3) Industrial Port Project Jubail. 4) Al Qatif Fishery Harbour Port. My opinion is expected workmanship is the nack bone of the project. 2nd time verses cost saving. If there is any marine project need my services I'm willing to join immediately. Thanks and Regards. Mohammad Jaffar Abbasi United Arab Emirates

Dave, good points, wrt to resources an important factor often overlooked is the competance and equality important the breadth of experience of the management team. Cognitive bias can often compromise the management teams ability to delivery successful projects due to a narrow band of project experience that can result in focus on the 'wrong' tasks.

...to add on to resource competency, when faced with planning and you are a subject matter expert, don't expect others to be just as fast or experienced...