Excerpts

 

 

"How different is the construction of a 40m LOA superyacht in comparison to a cargo vessel of 175m LOA? Just to give you some idea:

 

The displacement of a 40m LOA superyacht could be in the range of approximately 140 tonnes. It takes 20 months to build and consumes approximately 150,000 man-hours. This translates to 7t/month, and about 1100 man-hours/tonne. The displacement of a 175m LOA cargo vessel may be in the range of approximately 7500 tonnes. It takes nine months to build and consumes approximately 650,000 man-hours. This translates to 836t/month and 85 man-hours/tonne. From the data above you can see how construction of a superyacht is more labour-intensive in comparison with a much larger cargo vessel – almost 13 times more labour-intensive, in fact."

 

 

"Myths About the Project Manager:

 

Myth 1 – Project success depends entirely on the project manager.

 

Even the best project manager can’t do the job properly if he does not have a great team at his disposal. Typically a yard is managed by a general manager (GM) and has two to three vessels under construction. Each vessel is managed by a project manager (or project coordinator) who reports directly to the GM.

 

I would describe the organizational structure of a boatyard producing superyachts as having a “strong matrix.” This means that it is a full-time role and he has a moderate to high level of authority. There are specific functions such as design office, metal fabrication or composite, joinery, fairing and painting, mechanical, electrical, etc. These functions are managed by functional managers. The team is assembled and built up by the GM (perhaps using the popular methodology captured by this slogan: “forming, storming, norming and performing”). So, the skills, knowledge, and experience of the entire team, including project managers, depends on the GM’s selection and his leadership. Most importantly, the entire culture of the company is created by the GM.

 

Myth 2 – Any PM (with IT, civil, government, or agriculture background) can do it.

 

There is an opinion that a certified project manager can manage any project. He can manage it, but will he gain the respect of the people working with him without very specific boat-building knowledge and not knowing the maritime glossary?"

 

Stick & carrot approach

 

"You do not have to motivate, nor use carrot-and-stick encouragement for self-starters or clever people with a high job efficiency level. They know what to do, and when and how to do their duties. But if you try to motivate an idiot, he will just do stupid things, only faster. Why? Because, to quote the words of Prince Philip the Duke of Edinburgh, “The mind cannot absorb what the backside cannot endure”. "

 

"Advice to the Shipyard: Choose the Right Project:

 

...Listen to your subconscious – your gut feel. May be something is telling you, this project is not OK.

 

For instance, one of my potential clients revealed a bit of his past in the initial stage of negotiation. He said, “In my bar at home I have seven stools. Each one comes from a different pub. In order to steal the seventh stool, friends of mine had to help me. I had to pretend to be a person with a paraplegic disorder and they did the rest of the job”. Large alarm bells began to sound.

 

But, listen to this story, this is a gem:..."