GROUP 6

• LEADER: TUNGCUL, ADNER C.

• ASST. LEADER: SOTTO, TRISTAN C.
MEMBERS:
• TABIOS, LEVI KANE Y.
• TAKAHASHI, HIKARU D.
• TERO, GLENN MARK R.
• VELOSO, MARK JOHN M.
• ZAMORA, JOHN PAUL S.A.
Time and resource constraints onboard ships
Ships are like any other professional working set-ups,
wherein differences of opinions arise among working
seafarers on numerous occasions. While at times
differences of opinion may not be that threatening to the
nature of routine operations, certain conflicts can and be
serious threat to hamper the course of necessary
proceedings of the ship.

Moreover, as ship is a confined working area with limited

number of people, it becomes extremely important to
primarily extrapolate the causes that stand to create
major differences of opinion between professionals
working on ships and enable ways to settle the
discrepancies. This would help in fostering a better
working environment, especially considering the
longevity of contracts of the maritime professionals.
 Constraints of Work Environment
Undertaking a maritime commissioning requires
individuals to spend longer months away from
home and other acclimatized surroundings. At
times, this could cause severe debilitating scenarios
when professionals feel the strain of being
restricted to the work environment, getting to them.
Such type of working environment leads to
frustration and stress, resulting into conflicts
between seafarers.
Work Pressure
Working aboard a ship requires constant activity on
the part of seafarers. At times, necessity might
demand that the seafarers put in extra hours in their
allotted free time. Long working hours, unfriendly
working environment, and limited resources are a part
of working on ships.
Work pressure induced conflicts can also stem in case
multiple operations are required to be carried out at
the same time and there is a distinct lack of enough
working personnel to carry out all the operations
efficiently. While prioritizing the tasks in their order of
urgency, conflicts could arise between the seafarers.
Miscommunication
Lapse of communication is a
major problem that could affect
working relationship between
the seafarers, especially in the
times of crises.
Miscommunication could also
in-turn be an inducer for more
causation of conflict like
unnecessary envying and rivalry
between seafarers aboard the
vessel. This could lead to
discord and severe problems
affecting the positive viability of
the whole maritime operation on
ships.
 Reparation of Differences of Opinion

Since verbal communication channels get

strained on account of the conflicting and
discord aboard the vessel, the primary duty of
the managerial personnel such as chief
engineer or captain thus involves trying to use
verbal communication to reason out the
conflicts and amicably settle them. It’s in such
scenarios that the ship’s captain and alongside
him, all other senior-level mariners become
most important tools to adjudicate the matter
responsibly without any bias or partisanship.
Hierarchical Disputes
Differences of opinion and
thoughts also arise in
vessels when there are
conflicts between higher
and lower hierarchical work
personnel aboard a vessel.
Such disputes could either
be a matter of simple
disagreement of thoughts
between two people or
they could be more severe,
threatening the work
relationship irrevocably.
How to Manage Constraints and Ship on Time
There are three constraints
faced in every project: Scope,
Time, and Cost. They are a
part of every project and
though they can be limiting,
when properly managed they
should not affect a successful
project outcome. These are
often characterized in the
Project Management
Triangle.
Time
This is the most obvious one. Everything takes time. Each task, each feature, each report
made takes time. How long these tasks take can vary based on the number and expertise of
resources tackling them. You can save or add time based on the quality of work being
produced. The end game when thinking about time is hitting the deadline and delivering as
planned. Sometimes in order to meet the deadlines, you will have to cut scope or add
resources, increasing the cost.
Scope
Scope is about the product itself. What are we making? What features exist? What will they do? Video
players, news readers, ad players: every feature you add is part of the scope. What you add to your
product can help make it the best thing out there, but it can also add time and cost to the project by
broadening the scope. The grander the idea, the longer it can take and the more expensive the project
becomes. When you’re under pressure to deliver, you may end up scaling back the scope in order to
deliver on time and within budget. Alternatively, you may need to add resources to make sure the feature
is completed on time.
Cost
The last constraint is explicitly tied to scope. Project budgets are typically set prior to
projects and rarely change midway. But with changes in scope which extend the project, the
cost of the project (most often) changes as well.
How To Overcome Project Constraints
Project constraints will always exist. Strong project managers
can and should be ready for the following realities:

●Each project is different, and they each have their own

special blend of constraints
●If the scope can’t change than either the cost will or the
timeline
●If the timeline can’t change than either the scope will or the
cost
●If the cost can’t change than either the scope will or the
timeline
 The Advantages and Disadvantages of Resource Constrained
Higher Efficiency:
Hence, management may be forced to modify assignments so people can accomplish each task more easily,
expediting the time in which the project gets completed.
Encourage Innovation
Higher officers facing resource constraints may be forced to become more innovative, creative and resourceful.
They may use motivation techniques to get people to complete tasks and assignments more quickly

Inability to Complete All Steps

Sometimes, certain aspects of projects won't be completed because of resource constraints. The chief engineer may
start by eliminating the least important procedures to bring the project to do garbage burning . For example, engineers
may instruct engine cadet to eliminate one inconsequential step from the burning process for a garbage. Engineers
can later figure out how you do the process and step.

Delays
Some cadets faced with project resource constraints may inevitably be delayed in meeting
deadlines. The deadlines or due dates may have been unrealistic from the start, considering the
lack of certain resources.
 CAUSES EFFECT
• Watch hours or other working demands: • In short temper
safety or reefer patrol
• Jet lag in ship clock adjustment daily
• Lost sleep
• Too much to do in long hours • Slow in thinking and forget a lot
• Poor work environments and • Absent mind
accommodation condition • Deteriorating relationships with
• Health worries about dangerous cargos on
colleagues
board
• Strom and bad weather • Smoking or drinking too much
• Employment worries about changes in job • Increased complaints about health
• Social isolation and loneliness • Feeling constantly tired
• Separation worries
• Home leave worries
Lack of expertise or professionalism. Expertise or
Professionalism in our study is almost the same term as
our intuition, our structure or our Working Habit. To
achieve our professionalism is not one day or two days
job. It will need many Years time to achieve our
perfection by our efforts. But the first thing is first, we
must have proper mindset to prepare ourself in this
career by self practicing the necessary working habits
(including the SOP for each emergency), sometimes by
our luck and sometimes by our relationship with our
colleagues to achieve our goal.
 How to cope with it:

1. Keep healthy lifestyle, especially do not develop sleep debt, and sleep in the rest period not any TV game playing
2.Eat the right food, High-calorie or fried foods could be a poison while you are exhausted.
3. Housekeeping can not only make the cabin cleaner and more comfortable and helps depression, do more frequent can
help to release stress.
4. Counting your money. To see or touch the money make people happy, you can relieve the physical pain and reduce stress
caused by social isolation.
5. Meditating can enhance brain activity and help the recognitive recovery
6. Keep Positive Thinking to replace the negative emotion.
7. Give yourself a time each day to stay in silence
8. Breathing can relax conscious control to release irritation neck nerve, ease heartbeat, drop blood pressure. Breathe it
slowly, every minute of each inhalation and exhalation 4-6 times.
9. Change the environment: just go outside the cabin to see the sun, cloud and sea.
10 Shower had the magic power to reduce the physical pain in the body, if you find it hard to get off the bed before the watch.
Take some minutes earlier to get up and shower.
11. Doing some intuitional action like we do in releasing the emotion .
Learning objectives
Identify good practice in shipboard human resource
management.
Identify the importance of the ‘human element’ in shipboard
operations.
Apply the underpinning knowledge of related international
maritime conventions and recommendations, national
regulations, and codes of practice and guidelines covered in
other mandatory units when controlling the operation of the ship
and care for persons on board at the operational level.
Apply the elements of task and workload management, including
planning, co ordination, allocation and prioritisation of human
and physical resources when controlling the operation of the ship
and care for persons on board.
Apply effective resource management techniques with regard to:
Allocation, assignment and prioritisation of resources;
Use of effective communications on board and ashore, including;
i. Relevant use of verbal and non-verbal communications;
ii. Identifying challenges to communications;
iii. Developing strategies to prevent communication failures;
iv. Identifying cultural aspects that can hinder the acquisition of a common
understanding of messages communicated;
v. Effective questioning techniques;
vi. Effective briefings and debriefings; and
vii. Achieving effective communication.
Teamworking principles, including:
i. Recognising team potential and limitations;
ii. Considering the skills and abilities of the team when making decisions; and
iii. Roles and responsibilities of a team leader.
Use of assertiveness, leadership and motivation principles, including:
i. Roles and responsibilities of leaders and managers;
ii. Assessing and improving personal leadership qualities and potential;
iii. Identifying and adopting appropriate leadership styles to meet the needs of the team and each
situation;
iv. Recognising ineffective leadership styles and approaches;
v. Being assertive and the appropriate use of challenge and response;
vi. The importance of motivating self and team;
vii. Motivation techniques and practices;
viii. Accountability at individual and corporate levels; and
ix. Working within a ‘just culture’.
Obtaining and maintaining situational awareness, including:
i. The meaning of the term ‘situational awareness’;
ii. The process of developing situational awareness;
iii. Identifying the challenges to obtaining and maintaining situational awareness; and
iv. The meaning of the term ‘shared mental models’ (‘shared situational awareness’).
6. Apply the principles and practice of decision-making with regard to:
a) The influences of situation and risk assessment including:
i. Risk assessment;
ii. Human perception of risk;
iii. Factors that influence risk assessment;
iv. Human risk behaviour;
v. Reasons why humans make mistakes;
vi. Reasons why humans break rules;
vii. Managing errors – stopping mistakes from becoming disasters;
viii. Human and organisational factors that increase the likelihood of mistakes; and
ix Organisational influences on making mistakes.
Identifying and considering generated options including:
i. The decision-making process; and
ii. The influence of culture on decision making;
Selecting a course of action; and
Evaluating outcome effectiveness.
Manage fatigue and stress with regard to:
a) Causes and effects of fatigue;
b) Causes and effects of stress;
c) Relation between fatigue and stress;
d) Identifying signs and symptoms of stress and fatigue; and
e) Developing stress and fatigue management strategies to prevent stress and fatigue
from
affecting safety.
Contribute to shipboard training, learning, assessing and
developing human potential with regard to:

Formal and informal learning;

Learning from mistakes;
Continuous professional development; and
Shipboard training, learning, coaching, mentoring and
assessment.
THE END