Gibbs & Cox implements best practices in through all levels and elements of program management. Our staff includes certified Project Management Professionals (PMPs), who have demonstrated proficiency in the application of the Project Management Institute’s Project Management Body of Knowledge (PMBOK).
Gibbs & Cox frequently provides owner representation services to our clients.
As the eyes and ears of the owner during negotiations with shipbuilders, as well as during detailed design, construction, testing, and trials, Gibbs & Cox ensures that client’s requirements are met.
We provide our clients with:
Gibbs & Cox supports clients during detailed design reviews to ensure that the design products developed by the shipbuilder, design agent, or original equipment manufacturer meet the requirements of the contract and associated specifications and drawings.
During construction, Gibbs & Cox frequently supports owners and clients by providing knowledgeable staff on-site in the manufacturer’s facility or shipyard. This allows us to monitor the progress of the work and identify any potential areas of non-compliance early, minimizing the overall disruption to the program associated with rework.
Gibbs & Cox has established working relationships with the American Bureau of Shipping (ABS), Lloyds Register, Det Norske Veritas, and other independent classification societies, as well as Government regulatory bodies such as the U.S. Coast Guard.
We believe that effective project communication is essential for ensuring project success. Gibbs & Cox Program Management staff works with both internal and external clients to ensure that all project stakeholders are receiving the information they need in a timely manner.
Typical communication services provided by Gibbs & Cox Program Management staff include:
Gibbs & Cox has robust program planning capabilities to aid in the management of our projects, and we frequently are called upon by clients to assist in planning for new maritime projects.
Typical project planning activities performed by Gibbs & Cox personnel for internal and external clients include:
Requirements management is an essential process for successful execution of complex projects.
Gibbs & Cox tailors our requirements management approach to the needs of each project, from full-featured requirements management and tracking tools to simple, list-based requirements tracking lists. By implementing the appropriate level of requirements management and control early in the project, Gibbs & Cox provides our internal and external clients with cost effective solutions to ensure project success.
Typical requirements management functions performed include:
Gibbs and Cox understands how to carefully manage costs, from initial project definition through delivery. We use a variety of proprietary cost estimating algorithms and analysis tools to predict the design and construction costs associated with shipbuilding programs.
In addition to acquisition and non-recurring cost estimates, Gibbs & Cox also conducts life cycle cost estimates to support the comparison of Total Ownership Cost among competing projects or solution alternatives.
Typical cost analysis functions include:
Gibbs & Cox regularly supports Government and commercial clients in developing business case analyses to estimate costs associated with accomplishing a project, the benefits, and the associated payback period. This enables us to determine the return on the investment (ROI) and break-even point for the project.
Analyses are applied to:
Gibbs & Cox employs both qualitative and quantitative risk management processes and tools to ensure the success of our projects, and we regularly support Government and commercial clients in managing the risks of their projects.
A key success strategy in risk management is to tailor the tools and processes to the scope and complexity of the project. By selecting the appropriate risk management strategy at the start of the project, risks can be identified, assessed, prioritized and managed appropriately within the budget of the project.
Qualitative methods like a Risk Assessment matrix are used on less complex projects, where risks are generally well understood. More qualitative risk management methods, like Expected Monetary Value (EMV), can be used to support choosing courses of action with multiple, complex risks.
Risks can be generally classified in the following broad categories: