Duration: Three days | Fee: $1,000.00
September 22-24, 2020
Too many docking projects end with major cost overruns and delays, wasting both time and money for the shipowner. This course enables the participants to plan and manage a docking project from A to Z and re-deliver the ship on time and on budget with the right level of quality to ensure carefree future operation.
Who should attend:
Superintendents, Fleet Managers, Senior Management, Officers and Engineers
Planning and managing a drydocking is very different from a superintendent’s daily work, which typically consists of juggling a myriad of urgent issues. A drydocking is a specific task conducted over a concentrated timeframe and requires a different project-based approach. This course will enable the participants to plan and manage such major projects, including how to handle the risks.
This three-day practical course starts with an introduction to drydocking as well as general project management topics. It then takes participants through the entire practical process from the planning and pre-arrival stages to the actual docking and repair. The course ends with the oft neglected task of capturing the knowledge and data generated in a post-docking report.
When things go wrong during a docking project the cause always lies with poor planning, which opens the door to technical surprises. This course therefore covers such potential surprises in detail. Designed in close co-operation with many shipping companies, and drawing on many years of practical experience, the course is highly interactive and encourages a lively exchange of ideas and experiences for the mutual benefit of all attendees.
The course focuses on:
- Project management and control
- Project risk management
- Cost control
- Repair Specification
- The practical phases of a docking project
- Final invoice negotiations
- Undocking and departure
- Best practices, software tools and templates
- Practical, relevant cases
Øystein Wikeby, has well over 20 years of experience as a consultant to the maritime, offshore wind, and Oil&Gas industries. He spent the first 7 years of his career as a consulting naval architect, as the owner's representative managing ship newbuilding, docking and conversion projects world-wide. He was also responsible for design, analysis, specification development and procurement, as well as due diligence and project monitoring on behalf of banks.
Conference papers: 2012 Lloyd’s Maritime Academy, London: Controlling Ship Operating Costs “Controlling docking costs”