MARINE TECHNOLOGY SOCIETY

GUIDELINES FOR PROFESSIONAL DEVELOPMENT OF DP OPERATIONAL PERSONNEL

MARINE TECHNOLOGY SOCIETY

GUIDANCE FOR PROFESSIONAL DEVELOPMENT

OF PERSONNEL ENGAGED IN DP OPERATIONS
USING THE
MAPPING DELIVERY ABILITY TOOL

(MDAT)

Marine Technology Society Dynamic Positioning Committee

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CONTENTS
SECTION PAGE
ABBREVIATIONS ................................................................................................................................. 3
1 INTRODUCTION...................................................................................................................... 4
1.1 PURPOSE................................................................................................................................................................ 4
1.2 GENERAL GUIDANCE ............................................................................................................................................ 5
1.3 LAYOUT OF THE DOCUMENT ............................................................................................................................... 6
2 DEVELOPING MDAT .............................................................................................................. 7
2.1 BACKGROUND TO DEVELOPMENT...................................................................................................................... 7
2.2 IDENTIFICATION OF THEMES ............................................................................................................................... 7
2.3 OVERVIEW OF THEMES ........................................................................................................................................ 8
2.4 INTRODUCTION TO MDAT................................................................................................................................... 12
2.5 MDAT DEFINITIONS ............................................................................................................................................. 13
2.6 MDAT APPLICATION ............................................................................................................................................ 13
3 PART 2 .................................................................................................................................. 17
3.1 INTRODUCTION TO PART 2 ................................................................................................................................ 17
3.2 CRITICAL SUCCESS FACTORS........................................................................................................................... 17
3.3 ROLL OUT AND IMPLEMENTATION METHODOLOGY....................................................................................... 18
3.4 PREPARATION...................................................................................................................................................... 18
3.5 ROLL OUT (FIELD)................................................................................................................................................ 18
3.6 PHASE 1 - ENGAGEMENT WITH ONBOARD MANAGEMENT............................................................................ 18
3.7 PHASE 2 - ENGAGEMENT WITH INDIVIDUALS .................................................................................................. 19
3.8 PHASE 3 - WRAP UP ENGAGEMENT WITH OPERATIONS MANAGEMENT TEAM AND INDIVIDUALS FROM
DISCIPLINES ......................................................................................................................................................... 20
3.9 ENABLING EFFECTIVENESS OF THIS GUIDANCE AND MDAT ........................................................................ 20
APPENDICES...................................................................................................................................... 22
APPENDIX A (MDAT) .................................................................................................................... 23

FIGURES
Figure 1-1 Development Staircase.................................................................................................................................... 6
Figure 2-1 Intended Application of MDAT ....................................................................................................................... 13
Figure 2-2 Thruster Arrangement.................................................................................................................................... 14

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ABBREVIATIONS
AGP ADVANCED GENERATOR PROTECTION
ASOG ACTIVITY SPECIFIC OPERATIONAL GUIDELINES
AVR AUTOMATIC VOLTAGE REGULATOR
BOP BLOW OUT PREVENTER
CP CONTROLLABLE PITCH
CPP CONTROLLABLE PITCH PROPELLER
DGPS DIFFERENTIAL GLOBAL POSITIONING SYSTEM
DP DYNAMIC POSITIONING
DPO DYNAMIC POSITIONING OPERATOR
DPS DYNAMIC POSITIONING SYSTEM
DSV DIVING SUPPORT VESSEL
ECR ENGINE CONTROL ROOM
EDS EMERGENCY DISCONNECT SYSTEM
ESD EMERGENCY SHUTDOWN SYSTEM
F&G FIRE & GAS
FMEA FAILURE MODES AND EFFECTS ANALYSIS
FMECA FAILURE MODE EFFECT AND CRITICALITY ANALYSES
HDOP HORIZONTAL DILUTION OF POSITION
HIL HARDWARE IN LOOP
HMI HUMAN MACHINE INTERFACE
HSE HEALTH, SAFETY AND ENVIRONMENT
HVAC HEATING VENTILATION AIR CONDITIONING
IAN INERTIAL AIDED NAVIGATION
IFO INCIDENT FREE OPERATIONS
IRM INSPECTION REPAIR AND MAINTENANCE
MDAT MAPPING DELIVERY ABILITY TOOL
MOC MANAGEMENT OF CHANGE
MODU MOBILE OFFSHORE DRILLING UNIT
MRU MOTION REFERENCE UNIT
OIM OFFSHORE INSTALLATION MANAGER
OSV OFFSHORE SUPPORT VESSEL
PRS POSITION REFERENCE SYSTEM
ROV REMOTELY OPERATED VEHICLE
SCE SAFETY CRITICAL ELEMENTS
SIMOPS SIMULTANEOUS OPERATIONS
SMO SAFEST MODE OF OPERATION
TAGOS THRUSTER AND GENERATOR OPERATING STRATEGY
TAM TASK APPROPRIATE MODE
TTT TIME TO TERMINATE
UPS UNINTERRUPTED POWER SUPPLY
VFD VARIABLE FREQUENCY DRIVES
VRU VERTICAL REFERENCE UNIT
WCF WORST CASE FAILURE
WCFDI WORST CASE FAILURE DESIGN INTENT
WSOG WELL SPECIFIC OPERATIONAL GUIDELINES
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1 INTRODUCTION
1.1 PURPOSE
1.1.1 One of the objectives of the MTS DP Technical Committee is to facilitate incident free
execution of DP Operations.
1.1.2 This is achieved by addressing the following three elements:
1. Design.
2. Operations.
3. People.
1.1.3 MTS DP Technical Committee has published guidelines addressing:
Design (DP DESIGN PHILOSOPHY DOCUMENT) and
Operations (DP OPERATIONS GUIDANCE).
1.1.4 This document has been provided to industry as a guidance document to address the
People element. It is focused on enabling the development of DP awareness, knowledge
and skills of multi-disciplinary Vessel Operational teams and by doing so facilitates delivery
of incident free DP operations.
1.1.5 The purpose of this document is to:
1. Enable development of people engaged in delivering operations where station
keeping is provided by Dynamic Positioning.
2. Provide a structured approach to facilitate self-learning on DP operations with a
focus on the vessels Industrial Mission.
3. Provide a path for continuing professional development training.
4. Provide an objective means for self-assessment on DP awareness, knowledge and
skills.
5. Enhance understanding of interactions and dependencies between and within
multidisciplinary operational teams and the potential impact on the Industrial Mission
and Station Keeping.
6. Introduce the Mapping Delivery Ability Tool (MDAT) to achieve the above.
7. Provide guidance on the implementation of the MDAT to achieve the intended
effectiveness.
1.1.6 This document is not meant to replace any rules, regulations or guidelines that are in
existence for minimum qualifications and experience of DP operational personnel. It is
expected that compliance with applicable industry or statutory requirements will be
ensured.
1.1.7 The guidance provided in this document is applicable to DP MODUs, project and
construction vessels and logistics vessels. It can be applied to DP vessels of any
Equipment Class.

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1.2 GENERAL GUIDANCE

1.2.1 This document builds upon the guidance and focus on the industrial mission provided by
the MTS DP Technical Committee Guidance documents (Design and Operations).
Classification Society rules do not explicitly address the specific and sometimes unique
requirements of the industrial mission. As a consequence, compliance and compliance
based behaviours, by themselves, with the Classification Society Rules for the DP
Equipment Class notation has not proved to be effective in delivering DP incident free
operations. The guidance provided in the MTS documents is intended to enhance
awareness, and knowledge. This enhanced awareness and knowledge augments
compliance with the Classification Society Rules and aids delivery of incident free DP
operations.
1.2.2 The guidance provided in this document is intended to enable the professional
development of personnel engaged in operations where Station Keeping is achieved by
DP. The goals of the guidance are to:
1. Prevent loss of position.
2. Make visible the potential to be exposed to loss of redundancy while carrying out
Inspection Repair and Maintenance (planned and unplanned).
3. Safely and efficiently carry out the Industrial Mission.
This is achieved by enabling a common understanding of key factors needed to deliver
safe and effective DP Operations by multi-disciplinary Marine, Maintenance and Industrial
personnel.
1.2.3 The document builds on the guidance provided by the MTS DP Technical Committee on
Design Philosophy and on DP Operations. The uptake by Industry of the published
guidance documents, reflected by the comments sent in by the end users was leveraged
and used as a foundation to develop this guidance.
1.2.4 Effective implementation of the guidance is expected to benefit:
1. Vessel Operational Teams - by enhancing overall awareness, knowledge and skills.
2. Vessel Owners/Operators - by providing a structured approach to facilitate industrial
mission focused training.
3. Charterers/Lease Operators - by providing transparency, and visibility to tools used
to manage station keeping risk, and the ability to leverage knowledgeable personnel
to safely achieve the industrial mission objectives.
4. Industry as a whole - by providing a work force that is empowered and enabled by a
sound foundation of knowledge to augment the instilled spirit of compliance.
Note: It is acknowledged that a mind-set of compliance is prevalent in Industry. It is
believed that compliance accompanied by a clear understanding of the whys have the
potential to aid consistent delivery of incident free DP operations.

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1.2.5 The graphic below is used to visualize the above point.

Figure 1-1 Development Staircase

NOTE: It is not the intention to reproduce all the information contained in the Design
Philosophy and Operations Guidance documents published by the MTS DP TECHNICAL
COMMITTEE in this document. It is expected that those documents will continue to be
used as source documents. Extracts from source documents when used in this guidance
document are meant to serve as roadmap to information contained within the guidance
documents on Design and Operations.
1.3 LAYOUT OF THE DOCUMENT
1.3.1 The document has two Parts: (PART 1 and PART 2).
1.3.2 Part 1 has the following:
Introduction.
Background to development.
Identification of themes.
Overview of themes.
Introduction to MDAT.
Appendix (MDAT).
1.3.3 PART 2 has the following:
Introduction to Part 2.
Critical success factors.
Rollout and Implementation methodology.
Enabling effectiveness of this guidance and MDAT.

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2 DEVELOPING MDAT
2.1 BACKGROUND TO DEVELOPMENT
2.1.1 Managing of station keeping operations has been identified as a focus area. This has
come about from an understanding of the consequences of a loss of position and the
potential ensuing process safety implications.
2.1.2 The exponential growth and expansion in the Industry has created high demand for
personnel. This rapid growth has resulted in an unintended consequence - a visible
dilution of skills and experience across all facets of the energy sector. The offshore sector
of the energy industry has not been immune to this.
2.1.3 Industry recognized the need for effective guidance to aid delivery of incident free DP
operations. MTS DP Committee identified design, operations and people as the three
areas of focus to achieve this objective. Guidance has been provided on DP Operations
and DP Design Philosophy. There has been wide acceptance and acknowledgement that
these documents are comprehensive and provide useful and implementable guidance.
2.1.4 This acceptance of these two documents was leveraged to develop the guidance
document for people.
2.1.5 The guidance document on operations focuses on effective decision support tools. The
WSOG/ASOG was seen as such a decision support tool. The WSOG/ASOG
encompasses elements of design (from the FMEA), operational requirements of the
industrial mission and provides clear unambiguous guidance on configurations, trigger
points and criteria to aid the DP operational teams by reducing subjectivity in decisions.
2.1.6 Systematic implementation of the guidance resulting in the development and use of the
WSOG/ASOG has succeeded in reducing loss of position incidents. Investigation of the
loss of position incidents where effective ASOGs were in place revealed that failure to
follow the ASOG was the key and at times the sole contributing factor.
2.1.7 This led to the conclusion that behaviours stemming from a culture of compliance alone
were suspect. It was acknowledged that awareness, knowledge and skills of DP
operations accompanied by a broad understanding of the industrial mission (the whys)
could augment a compliance based culture (the hows) to provide robust barriers against
the causal factors leading to a loss of position.
2.1.8 The Mapping Delivery Ability Tool (MDAT) was created to provide a structured approach to
enable professional development of the personnel engaged in delivering operations using
DP for Station Keeping. MDAT leverages and provides a road map to the relevant sections
of the MTS Guidance documents (design and operations) to enhance and augment the
knowledge base of the individual.
2.1.9 The MDAT provides a learning staircase to enable people to be developed to deliver top
quartile performance, based on a sound foundation of knowledge of DP operations and
Industrial Mission requirements.
2.2 IDENTIFICATION OF THEMES
2.2.1 A structure needed to be identified and developed to enable achievement of the objectives
of the MDAT.
2.2.2 Identifying specific themes to enable focus was deemed to be an effective way.

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2.2.3 A systematic and proven process of brainstorming was used to develop the themes. The
eleven themes that surfaced as a result are listed below:
1. PROCESS (developing of the WSOG/ASOG).
2. FMEA (FMEA and the seven principles leading to a robust DP system - Segregation,
Independence, Autonomy, Fault Tolerance, Fault Resistance , Fault Ride-Through
Capability, Differentiation).
3. Causal factors of incidents 1 (Environment - Vessels working outside their post
failure capability).
4. Causal factors of incidents 2 (Power plant and propulsion issues).
5. Causal factors of incidents 3 (Sensors, Position References and Software).
6. Causal factors of incidents 4 (Operator Error).
7. Inspection repair and maintenance and its effects on post failure DP capability.
8. Modes and features.
9. Industrial mission specific features.
10. Miscellaneous.
11. Common Misconceptions.
2.3 OVERVIEW OF THEMES
2.3.1 This subsection provides an overview of each of the 11 themes that are addressed in this
guidance and MDAT. An understanding of the themes is essential to facilitate systematic
implementation of this guidance and the MDAT.
2.3.2 It is not the intention to reproduce all the information contained in the Design Philosophy
and Operations Guidance documents published by the MTS DP Technical Committee in
this document.
2.3.3 Visibility is provided to these documents. Understanding the guidance and systematic
application of the same by the end users is expected to aid in delivery of incident free DP
operations.
2.3.4 Process - (development of the WSOG/ASOG and its implementation). The WSOG/ASOG
is a proven and effective decision support tool used to aid in the planning and execution of
DP operations.
1. The WSOG/ASOG is applicable to Marine, Maintenance and Industrial personnel
engaged in operations where DP is used as a means of station keeping. It is
expected that a minimum level of awareness exists within all personnel. Higher
levels of knowledge and skills may be expected from personnel with specific
responsibilities.
2. The development of the WSOG/ASOG is covered in the MTS Operations guidance
on Operations in section 4.8 (Activity Operational Planning).
3. The vessels DP FMEA is a key document to enable the development of the
WSOG/ASOG.
4. The WSOG/ASOG is a repository of pertinent information gathered from:
The multitude of manuals that are usually present on board the vessel.
Detailed technical review of the DP FMEA and DP FMEA Proving Trials.
The operational needs of the industrial mission.
Any specific nuances imposed by the geographical location the vessel is
operating in.
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5. The WSOG/ASOG presents the information in a systematic and intuitive manner by

using a four traffic light system to indicate the vessels status.
6. Transition from one status to another triggers:
Notifications - (lists the key personnel to be notified upon change of status).
Actions - Key actions triggered by a change of status.
BLUE- Advisory Status triggering risk assessments.
YELLOW- Cessation of operations in a controlled manner in preparation for a
suspension and abandonment of the activity being undertaken.
RED- Immediate suspension, abandonment of activity and implementation of
contingency plans.
7. The WSOG/ASOG has three distinct sections:
Configuration Section (How the vessel is to be set up).
Criteria Section (Triggering events and associated criteria for each trigger to
cause a change in status from a green to blue, yellow or red).
Simops Section (Interactions with other vessels).
2.3.5 FAILURE Modes and Effects Analysis (FMEA): - A comprehensive DP Failures Modes and
Effects Analysis accompanied by the Proving trials document is the key document
providing the basis of understanding of the vessels DP system.
1. Personnel are to be aware that operational considerations and constraints, if any, on
the vessel are based on the results of the FMEA.
2. FMEA is discussed in section 4.2 and 4.6 of the DP Operations Guidance
documents and sections 22.5 and 22.6 of the Design Philosophy document.
3. FMEAs should analyze and provide information about the:
Redundancy concept.
Effectiveness of protective functions.
Stability of the system under the full range of load/operational conditions.
Monitoring functions.
Degraded and failure conditions.
4. A comprehensive FMEA in addition to being a deliverable to obtain the DP
equipment Class notation should:
Identify system vulnerabilities not just non compliances with Class
Requirements.
Provide a comprehensive and transparent analysis.
Facilitates Independent performance verification.
Functions as a crew training resource.
Identifies critical maintenance issues related to redundancy.
Identifies potential system configuration errors and acts of maloperation.
5. FMEA should provide clear identification of:
Worst Case Failure Design Intent (WCFDI).
Worst Case Failure (WCF) which may be found upon analysis to differ from
the WCFDI.
Post Failure DP Capability (focused on post failure thrust capability).

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Configurations to facilitate setting up vessel in the Critical Activity Mode (CAM)

and Task Appropriate Mode (TAM).
Vulnerabilities, if any, including those of auxiliary systems.
2.3.6 Causal factors general: - Analysis of incidents over a 10 year period has revealed that
the causal factor of incidents can be categorized into 4 main areas (reference IMCA study
M181).
1. Loss of position resulting from vessels operating outside their post failure capability
(Environment).
2. Loss of position initiated by triggering events associated with power and propulsion
systems (Power and Propulsion).
3. Loss of position initiated by triggering events associated with sensors, position
reference sensors, software and hardware.
4. Operator error.
These causal factors are addressed as themes. Overview is provided in 2.3.7, 2.3.8, 2.3.9
and 2.3.10.
2.3.7 Causal factors of incidents (environment): - Nine per cent of the incidents analyzed during
the 10 year period were attributed to vessels operating outside of their post failure
capability.
1. Loss of position resulted when technical failures resulted in loss of thrust. Vessels
where such Loss of position occurred had not paid heed to setting operational limits
based on post failure capability.
2. Some of these loss of position events resulted during IRM and a lack of
understanding of impacts on non-availability of equipment due to IRM and the
potential for altering the post failure capability.
3. Thruster and Generator Operating Strategy (TAGOS) is developed and used to
make visible the impact of non-availability of equipment in configurations where a
multitude of permutations and combinations are feasible.
4. DP Incidents have also resulted on vessels where operational limits have been
derived from capability plots without understanding that such plots are theoretical in
nature. Degradation of delivered thrust due to a multitude of reasons (e.g. thruster to
hull and thruster to thruster interaction, degradation due to high current conditions)
have not been taken into consideration.
2.3.8 Causal factors of incidents (Power and Propulsion): - 32% of the incidents analyzed during
the 10 year period were attributed to issues associated with power and propulsion systems
on vessels. Such issues resulted from technical failures.
The consequence (loss of position) could have been avoided by appropriate operator
intervention. Such incidents were attributed to operator error without cognizance of the
initiating events/failures which were preventable. Subsequent understanding of the causal
factors led to devising and implementing mitigating measures to prevent failures resulting
in loss of position.
1. Principles of independence, segregation, autonomy, fault tolerance, fault resistance,
fault ride through and differentiation were better understood and used to establish
Critical Activity Mode (CAM) and Task Appropriate Mode (TAM) configurations.

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2. Guidance on power plants (generation, distribution) and propulsion, auxiliary

systems, power management systems, automatic black out recovery features is
provided in the MTS Design Philosophy document in Sections 9, 10 & 11.
2.3.9 Causal factors of incidents (Position Reference Systems):- 38% of the incidents analyzed
during the 10 year period were attributed to issues associated with sensors, position
reference sensors, software etc.
Such issues resulted from technical failures. The consequence - (loss of position) could
have been avoided by appropriate operator intervention. Such incidents were attributed to
operator error without cognizance of the initiating events/failures which were preventable.
Subsequent understanding of the causal factors led to devising and implementing
mitigating measures to prevent failures resulting in loss of position.
1. Principles of independence, segregation, autonomy, fault tolerance, fault resistance,
fault ride through and differentiation were used to establish Critical Activity Mode
(CAM) and Task Appropriate mode (TAM) configurations.
2. Guidance on sensors and position reference systems is provided in the MTS Design
Philosophy document in Section 14, 3/4, 15, 16 and MTS DP Operations Guidance
document Section 4.4.
2.3.10 Causal factors of incidents (operator error): - 21% of the incidents analyzed during the 10
year period were attributed to either being initiated by operator or a consequence of
incorrect operator response.
1. Introduction of effective guidance on development, implementation and use of the
WSOG/ASOG has resulted in reducing subjectivity in the decision making process.
2. Maintaining and adhering to the integrity of the development and implementation
process of the ASOG/WSOG, can result in reducing the potential for incidents due to
operator error.
3. Guidance on the process of developing ASOG/WSOG is provided in sections 4.11
and 5 of the MTS Operations Guidance documents and Section 18.1 of the DP
Design Philosophy document. In addition, implementing the guidance provided in
this document is expected to aid in reducing errors attributed to operator error.
2.3.11 Inspection Repair and Maintenance (IRM): - Managing IRM effectively has been identified
as key contributor to delivery of incident free operations.
The need has been identified to:
1. Enhance understanding of issues.
2. Ability to carry out structured documented risk assessments.
3. Establish robust PTW systems.
Guidance on managing IRM is provided in section 4.10 of the MTS DP Operations
Guidance document and section 21 of the MTS DP vessel Design Philosophy document.
2.3.12 Modes and features: - The Industrial Mission dictates the modes and features the vessel
needs to be equipped with. This section predominantly pertains to project and construction
vessels.
1. With the migratory patterns observed within the industry between logistics vessels,
project and construction vessels, and MODUs it was deemed prudent to emphasize
this section.

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2. Information on such modes and features are contained within section 14.7 of the DP
Design Philosophy document and 4.6 of the MTS DP Operations Guidance
document appendix 2&3.
2.3.13 Industrial mission specific features: - The Industrial Mission dictates the modes and
features the vessel needs to be equipped with.
1. This theme predominantly pertains to MODUs.
2. With the migratory patterns observed within the industry between logistic vessels,
project and construction vessels, and MODUs it was deemed prudent to emphasize
this section.
3. Information on such modes and features are contained within section of 17 of the
MTS DP Design Philosophy document and section 4.8 of the MTS DP Operations
Guidance document.
2.3.14 Miscellaneous: - This theme is a catch all for several items that do not readily fit into any of
the other themes.
It covers a broad range of topics. As an example the following are considered:
1. Establishing a drive off to drift off strategy.
2. The use of Positioning Standby.
3. The increasing influence and requirements being imposed on DP Operations by the
Regulators.
4. Guidance on the above is provided in Sections 4.8 of the DP Operations Guidance
document (app 1 & sect. 4.9 in app. 2&3).
2.3.15 Common misconceptions: - This theme addresses common misconceptions existing in the
Industry.
1. Information on this is dispersed in the MTS DP Guidance documents on design and
operations and in the TECHOP Guidance notes.
2. It is expected that this theme will be delivered using effective means of information
sharing by skilled and knowledgeable personnel.
2.4 INTRODUCTION TO MDAT
2.4.1 The Mapping Delivery Ability Tool (MDAT) has been developed by the MTS DP Technical
Committee as a repository for the information provided in this guidance. The structure has
been devised to facilitate adapting the tool to the Industrial Mission/Classification Category
of the DP vessel (MODUs, Project and Construction Vessels or Logistics).
2.4.2 A Matrix format was deemed suitable to capture the 11 themes discussed in this document
and link it to the different positions and disciplines that make up the vessel operational
teams engaged in carrying out operations where DP is used as a means of station
keeping.
2.4.3 Three categories, Aware, Knowledgeable and Skilled are used to facilitate mapping the
delivery ability of personnel. It is reiterated that the primary objective of the MDAT is to
provide a structured approach to enable:
1. Development of people.
2. Self-learning and self-assessment.
3. A path to establish training with a focus on requirements of the Industrial Mission.

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CAUTION: The temptation to use this tool for assessment purposes (including
assessments by third parties), without systematically achieving the above three objectives
should be avoided. Guidance on the roll out and application of the tool is provided in
Section 3. This guidance is intended to aid in achieving the intended value of the MDAT.
2.5 MDAT DEFINITIONS
2.5.1 MDAT uses the following three terms: Aware, Knowledgeable and Skilled, they are further
defined here as:
1. AWARE:- Able to explain, describe, discuss, identify, locate and report on the area of
knowledge and its relevance, potential impact and consequences to the operations
associated with the industrial mission.
2. KNOWLEDGEABLE: Able to demonstrate understanding of the terminology and
vocabulary in the area of knowledge. Able to demonstrate understanding of the
operations associated with the industrial mission and potential impact,
consequences. Able to execute planned procedures. Able to plan, prioritize and
adapt to evolving situations.
3. SKILLED: Able to translate guidelines and standards in the area of knowledge and
its relevance to the operations associated with the industrial mission and potential
impact, consequences into practical actions. Able to develop, review and modify
procedures in the area of knowledge. Able to evaluate, differentiate, discriminate,
validate and communicate solutions to common technical and operational problems.
Provide mentorship and training in the area of knowledge, relevant to the industrial
mission.
2.6 MDAT APPLICATION
2.6.1 A visual representation is provided below to aid in discussing the intended application of
the MDAT.

Figure 2-1 Intended Application of MDAT

2.6.2 It takes a multi-disciplinary team to deliver the objective of the Industrial Mission. On DP
vessel broadly these teams fall into three distinct categories:
1. Marine.
2. Maintenance.
3. Industrial Mission Personnel.

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Depending on the set up in the Contractors organization, the maintenance discipline could
be part of the Marine department or be its own discipline.
Disciplines by definition tend to create silos. This should not be seen as an impediment to
deliver the top objective incident free DP operations. It is recognized and acknowledged
that it takes teams a team effort to achieve this objective.
The MDAT facilitates access from these silos to deliver the top objective by identifying key
focus areas where a level of awareness, knowledge or specific skill sets are needed for
DP operations. A common understanding of impacts on the overall objective of the
Industrial mission by actions within the disciplines is expected to foster team work and
enhance inter discipline communications.
2.6.3 All personnel are not expected to have multifunctional skills enabling them to cross over to
the specific disciplines. Enhanced understanding of DP operations in the space depicted
in the diagram named facilitating common understanding using MDAT is intended to be
the focus area of MDAT. This focus is expected to aid in development of people by:
1. Providing a platform and structured approach to a common appreciation of impacts
by actions within disciplines.
2. Enabling delivery ability of incident free DP operations.
3. Aiding Progression to supervisory roles by a deeper understanding of other
disciplines.
2.6.4 The following example is used as an illustration:
1. Effects of IRM on Industrial Mission.
2. E.g. - A monohull MODU with six thrusters (3 bow thrusters and 3 stern thrusters).
See Figure 2-2.
3. Configuration - Vessel WCF is loss of three thrusters.
4. Scenario - Intention is to take one of the bow thrusters out of service for routine
maintenance. Thrusters are numbered 1, 2, 3, 4, 5 and 6. T1 and T2 have
commonality, T3 is the thruster that is intended to be taken out of service.
5. Impacts - With T3 out of service - onset of conditions for WCF or any failure affecting
T1 and T2 results in loss of all bow thrusters and loss of position.
REMOVING THRUSTER 3 FROM SERVICE
MEANS ONSET OF WCF OR
ANY FAILURE AFFECTING T1 & T2
LEADS TO LOSS OF POSITION

5 3

6 1

4 2

THESE THRUSTERS CAN FAIL TOGETHER THESE THRUSTERS CAN FAIL TOGETHER
BECAUSE OF A SINGLE FAILURE IN COMMON SYSTEMS BECAUSE OF A SINGLE FAILURE IN COMMON SYSTEMS

Figure 2-2 Thruster Arrangement

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Principle Source Focus Areas SDPO DPO Maint. Maint. Master Rig Driller Toolpusher Company
Reference Mech. Elect Manager Man
Permit to work MTS DP OPS All S K S S K A A
sect. 4.10 maintenance
on DP
equipment to
be conducted
under a PTW
Impacts on MTS Design Understand S K K K K A A
capability sect. 21.2 the need to
re-assess
post worst
case failure
capability
before taking
down
equipment
Project MTS DP OPS IRM to take S K S S K K K
scheduling sect. 4.10 into account
IMPACTS OF IRM

upcoming
industrial
SECTION 7

mission
activities
Documented Impacts of S K S S K K K
risk unavailability
assessments of equipment
(for extended
periods of
time) to be
captured in a
documented
risk
assessment
(for both TAM
and CAM)
Reinstating MTS DP OPS Consider a S K S S K A K A
equipment sect. 5 (app.2) proactive
post failure or yellow before
post reinstating
"intrusive" equipment
maintenance which is being
made
available

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SDPO: Skill-level
SDPO is to be aware of impacts on Post Failure capability, potential impact that the vessel
will not be left with any thruster in the bow if the WCF manifests itself, requirement for a
PTW, engage with the Industrial mission folks to ensure that Industrial mission activity is
such vessel is not required to operate in CAM, appropriate notifications, assessments of
present and forecasted weather conditions.
Maintenance: Knowledgeable
Maintenance Department to be aware of impacts on post failure capability, requirement for
a PTW, understanding of the industrial mission activity being performed.
Master: Knowledgeable
Master is to be aware of impacts on Post Failure capability, Weather conditions, and able
to articulate the impacts to other members of the vessel management team.
Rig Manager: Aware
Aware of the potential to experience a loss of position. Activity to be planned to minimize
exposure to well integrity.
Company Man: Aware
Aware of the potential to experience a loss of position. Activity to be planned to minimize
exposure to well integrity.

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3 PART 2
3.1 INTRODUCTION TO PART 2
3.1.1 Part 2 contains guidance on a suggested implementation methodology. The MDAT was
sequentially rolled out as a pilot on three DP MODUs. Learnings from the 1st DP MODU
of the pilot project were rolled into the subsequent DP MODUs, guidance contained in
Part 2 is based on observations and learnings from the pilot roll out.
3.1.2 The guidance provided in this part is not intended to be followed rigidly. It is expected that
end users/ stakeholders will be able to address observations and learnings described
herein as deemed appropriate for their own organizations.
3.1.3 Critical success factors (Section 3.2) described, are from observations during the Pilot
Project.
3.1.4 Roll out and Implementation methodology (Section 3.3) describes the roll out used in the
Pilot Project.
3.1.5 Section 3.4 contains the requirements to enable the efficacy of the MDAT.
3.2 CRITICAL SUCCESS FACTORS
3.2.1 The following are the critical success factors for the MDAT to succeed:
1. Clarity and definition of Objectives.
2. Transparency.
3. Consistency.
4. Commitment and Engagement.
5. Sensitivity to Diversity.
6. MDAT rollout and delivery team Technical and Operational Skills (Not to be confused
with the vessel operations delivery team).
3.2.2 Clarity and definition of objectives: There should be no ambiguity in communicating the
purpose of the tool. There should be a clear understanding that this is not meant to
perform an audit or an assessment of the individuals. If the intent is to use the tool for
assessments this should be preceded by the suggested two phases:
1. Roll-out as a self-learning and self-assessment tool.
2. Followed by another engagement to provide guidance, coaching and mentoring as
needed.
There should be sufficient time allocated between the phases to maximize the benefit of
using the tool.
3.2.3 Transparency of objectives, (intent, and use of MDAT): is a must and should be provided
to all stakeholders (Shore Based Management, Delivery Teams, Onboard Vessel
Management, Disciplines and Individuals)
3.2.4 Consistency: The message delivered by the Delivery team should be consistent.
Inconsistencies will derail the process and rapidly erode the value.
3.2.5 Commitment and Engagement: In order to realize the value that the MDAT can provide a
strong sense of commitment and engagement is required of the Contractors Management
and the Delivery team. Both these parties are to be firmly engaged in the process and
facilitate delivery
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3.2.6 Sensitivity to Diversity: The delivery team should be trained to be sensitive to the diversity
to be expected in the operational teams. The growth in the industry has led to a wide
range of diversity in all aspects (e.g. prior skill, training, present skill levels, experience in
industry).
3.2.7 Delivery Team Technical and Operational Skills: The delivery teams should have strong
technical and operational skills and in-depth knowledge of the Industrial Mission. They
should have the ability to communicate technical rationale in a simple, clear and concise
manner to operational teams.
3.3 ROLL OUT AND IMPLEMENTATION METHODOLOGY
3.3.1 This section provides an overview of the roll out and implementation methodology used in
the Pilot Project. The outcome was positive and is therefore suggested as a practice worth
replicating. Nothing in this section is meant to dissuade adopting effective alternate
methods.
3.4 PREPARATION
3.4.1 Roll out of the MDAT is to follow a structured format. The structured format is not meant to
impose rigidity. The structure should provide a road map to delivery.
3.4.2 Personnel involved with the roll out are to be trained in the delivery of MDAT. Desirable
traits of delivery personnel are:
1. Strong personal and people skills (e.g. ability to empathize, communicate, overcome
barriers).
2. Ability to adapt, tailor and deliver a message to a diverse audience.
3. Ability to empathize with people.
4. Strong sense of commitment to aid delivery of incident free DP operations.
5. Team composition should include personnel with superior technical and operational
knowledge of Dynamic Positioning with emphasis on the Industrial Mission of the
subject vessel.
3.4.3 Commitment from Leadership (Shore Based and Operational Vessel Management Teams)
is essential.
3.4.4 The MDAT message should be consistent to all stakeholders.
3.5 ROLL OUT (FIELD)
3.5.1 Three distinct phases are involved in the Roll-out:
1. Phase 1 - Engagement with Onboard Management.
2. Phase 2 - Engagement with Individuals.
3. Phase 3 - Wrap up.
3.6 PHASE 1 - ENGAGEMENT WITH ONBOARD MANAGEMENT
3.6.1 Duration 1.5 to 2 hours.
3.6.2 Givens - prior communication sent out to the onboard management team by the shore
based management outlining purpose and objectives of the MDAT delivery team.

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3.6.3 Kick off meeting with the Onboard Management Team: Suggested participants (DP
MODU).
1. Master.
2. Chief Engineer/RMS.
3. OIM/Rig Manager.
4. Client Representative.
3.6.4 Follow Agenda: Agenda to include overview of risks and risk management,
3.6.5 Must wins from this engagement are:
1. Management commitment and buy in.
2. Making available individuals for one on one engagement.
3. Time for wrap up.
3.7 PHASE 2 - ENGAGEMENT WITH INDIVIDUALS
3.7.1 Time commitments - range between 1 to 2 hours per individual - SDPO up to 2 hours,
Master up to 1.5 hours, others 1 to 1.5 hours.
3.7.2 Agenda development and follow up: - Agenda to include overview of Development
Staircase, (ref section 1.2.3). Creating a common understanding, (ref section 2.6).
Overview of MDAT. Identification of Station Keeping as Safety Critical Element and
Process Safety Implications, Standards and Guidance available, objectives of MDAT.
3.7.3 The above part is to be carried out using appropriate audio visual aids and effective
information sharing techniques. Ability to identify effective communication method for the
individual is a key success factor. (e.g. Facts, and figures, anecdotal instances,
conversational).
3.7.4 After this communication, provide broad overview of the MDAT to show how it is applied to
all disciplines. Then focus on discipline relevant to individual
3.7.5 Roll out is to focus on communicating effectiveness of the tool as a self-learning self-
assessment decision support tool.
3.7.6 Provide overview of the levels as described in the MDAT < Awareness, Knowledge and
Skilled as it pertains to the individual.
3.7.7 Provide overview of the MTS DP Design Guidance document and MTS Operations
document.
3.7.8 Must wins from this engagement are:
1. Effectively communicate ability of tool to aid self learning and development in
delivery of incident free DP operations.
2. Potential for MDAT as a means to build a staircase taking you from the plateau of
compliance to levels of world class knowledge and delivery capability.
3. Ability of tool to be used for self assessment.
4. Potential for MDAT to be used for structuring training programs.

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3.8 PHASE 3 - WRAP UP ENGAGEMENT WITH OPERATIONS MANAGEMENT TEAM AND

INDIVIDUALS FROM DISCIPLINES
3.8.1 At the minimum, representation from each discipline to be encouraged. - Primary objective
is to seek feedback from the onboard personnel to identify opportunities for improvement
of the MDAT and delivery. Secondary objective is to seek reinforcement of onboard
vessel management commitment to support implementation of the MDAT (Time
Commitment - 1 to 1.5 hours).
3.8.2 Follow agenda: - Agenda to include ability to recognize positive behaviours and make
visible opportunities for improvement.
3.8.3 Seek feedback, both positive and negative with a view to enhance the MDAT.
3.8.4 Communicate actions ensuing from the visit and time line to develop and implement action
plan if appropriate.
3.8.5 Must wins from the engagement are:
1. Transfer of ownership of tool to onboard personnel.
2. Management commitment to support implementation of tool based on realizing value
add from the MDAT in managing station keeping risk.
3.9 ENABLING EFFECTIVENESS OF THIS GUIDANCE AND MDAT
3.9.1 This section describes four focus areas. Trigger words are used to identify the focus areas
and a brief description provided on each of them:
1. Enabling.
2. Leveraging.
3. Behaviours.
4. Recognizing Challenges.
3.9.2 Enabling: The guidance in this document and the MDAT are designed to enable delivering
incident free DP operations though a structured and uniform approach to learning and
development. Committed implementation of the guidance facilitates the enhancement of
the skill levels of diverse work force through a process of self assessment. It provides a
means to identify and facilitate training needs. It enables people to make the journey from
an acceptable level of compliance to the desired level of knowledge and skill to perform as
a world class delivery professional.
3.9.3 Leveraging: The guidance in this document provides a road map to leverage the MTS DP
Guidance documents on design and operations and apply it in the manner it was intended.
It builds on the proven decision support tools like the ASOG/WSOG.
3.9.4 Behaviours: The guidance addresses the people element of the three legged stool,
Design, Operations and People. The people element is best addressed by a focus on
behaviours. This document fosters and enables efficient communications between
disciplines stemming from a respect and common understanding of individual objectives
and impacts on delivery of operations. The structure of the MDAT is designed to augment
effective coaching and mentoring through self learning and self assessment. This
approach is expected to deliver visible benefits by a step change in behaviour from one of
compliance alone to one based on a clear understanding of reasons (the whys) and
facilitate appropriate management of risks to operations where station keeping is achieved
by Dynamic Positioning.

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3.9.5 Recognizing Challenges: This subsection summarizes observations during execution of

the Pilot Project.
3.9.6 Of the main drivers of this guidance document is to enable delivery of incident free
operations by people with limited experience. This limited experience by itself introduces
challenges that need to be recognized and addressed by the delivery team.
3.9.7 Engagement by the Leadership is a key success factor. Visible engagement by the
leadership is to be sought through focused familiarization of this guidance and the MDAT.
3.9.8 The Delivery Team should be able to tailor the message to the audience without diluting
the content or altering the consistency. The Delivery Team should have the requisite
operational and technical knowledge, people skills and training to be effective. Flexibility to
deliver the message may be impeded if it is made a requirement to deliver the message by
rote.
3.9.9 Temptation to use the tool as a 3rd party assessment tool or an audit tool is to be avoided
without following the suggested implementation methodology in this document.

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APPENDICES

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APPENDIX A (MDAT)

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Mapping Delivery Ability Tool

SKILLED: Able to translate guidelines and standards in the area of knowledge and its relevance to the operations associated with the industrial mission and potential impact,
consequences into practical actions. Able to develop, review and modify procedures in the area of knowledge. Able to evaluate, differentiate, discriminate, validate and
communicate solutions to common technical and operational problems. Provide mentorship and training in the area of knowledge, relevant to the industrial mission.

KNOWLEDGEABLE: Able to demonstrate understanding of the terminology and vocabulary in the area of knowledge. Able to demonstrate understanding of the operations
associated with the industrial mission and potential impact, consequences. Able to execute planned procedures. Able to plan, prioritize and adapt to evolving situations.

AWARE: Able to explain, describe, discuss, identify, locate and report on the area of knowledge and its relevance, potential impact and consequences to the operations associated
with the industrial mission

SEPTEMBER 2012

Rig Mgr / OIM /

Company man
Maint (Mech)

Maint (Elec)

Toolpusher
Master

Driller
SDPO

OCM
DPO
Principle Source reference

Understanding of WSOG MTS DP OPS sect. 4.8 Inputs required- FMEA, DP manuals, industrial S K K K S K K K K
mission, notification
WSOG notifications MTS DP OPS appendix Notifications - Understand if person is aware of S S K K K A A K A
C notification protocols stipulated in WSOG/SMS/DP
Procedures/Standing orders
WSOG PROCESS

WSOG development MTS DP OPS sect. 4.7 FMEA - Clear understanding that WSOG is created S K K K K A A A A
section 3 / from a technical review of the vessel's FMEA, gaps in
SECTION 1

MTS DP OPS sect. 4.8 FMEA has been bridged, project requirements are
understood, and vessel's industrial mission
requirements are incorporated
WSOG traffic lights MTS DP OPS sect. 4.8 / Actions upon Blue Yellow and Red to be clearly S S K K S K K K K
WSOG understood. Need for documented risk assessment
with appropriate sign off to be in place if decision is
made to continue to operate when in WSOG yellow
condition
Structure of WSOG MTS DP OPS appendix CAM Configuration, criteria, and SIMOPS S K K K K A A A A
C
Key attributes of a robust MTS Design sect. 3.3 The seven attributes that make a robust DP system, S K S S K A A
DP System Autonomy, Independence, segregation Fault
detection, Fault Protection, Fault Ride-through and
FAILURE MODE EFFECTS ANALYSIS (FMEA)

Differentiation, Ability to grasp the core concepts

Identification of worst case MTS Design sect. 3.12 What is the defined WCF on the vessel; Has this been S K S S K A A
failure (WCF) clearly identified in the FMEA? Does this match with
the WSOG? If there is a difference between WSOG
and FMEA?
Post WCF capability FMEA / MTS DP OPS Is there an understanding that the vessel's capability S K K K K K K
sect 4.2 guidance notes (thrust) is reduced after experiencing WCF? Is there
SECTION 2

/ MTS Design sect. 3.12 an understanding that the station keeping capability
after suffering WCF is reduced (lower environment)?
Is there an appreciation that critical operations are
limited to post WCF capability?
Task appropriate mode MTS Design sect. 4.1 When is TAM permitted? What are the allowed S K K K K A A
(TAM) concepts flexibilities (power plant config, thrusters, thruster
loading, position reference sensors). Need to carry
out documented risk assessments
Vulnerabilities if any (eg: WSOG / FMEA Has the review surfaced any vulnerabilities that need K A S S K A A
SW, FW, fuel) to be managed?
Critical activity mode MTS DP OPS sect. 4.8 When is CAM required? What are the stipulations S K S S K K K
(CAM) concepts (power plant config, no. of thrusters, thruster loading,
position reference sensors)
Intact vs. post WCF MTS Design sect. 3.12 Understanding of this basic concept and clear S K A A K A A
capability understanding of control required in surge, sway and
yaw to DP
Effect of WCF MTS Design sect. Awareness that after WCF, remaining thrusters and S K K K K A A
3.12.9 / 10.8.7 engines will have to deliver double the initial output
Establishing criteria for MTS DP OPS sect. 4.8 Usually TAM - loss of one thruster, CAM - Post WCF S K K K K K K
CAM and TAM remaining thrusters
CAPABILITIES (ENVIRONMENT)

IRM impacts and MTS Design sect. 21.2 Assessment to be made on WCF with available S K K K K K K
identifying critical thrusters thrusters. Critical thrusters (mono hull 6 thruster
configurations)
Thruster and generator MTS DP OPS sect 4.7 Understanding of TAGOS (if applicable ) and how it is S K S S K A A
SECTION 3

operating strategy to be used.

(TAGOS)
Understanding of capability MTS Design sect. 4 Awareness that capability plots are theoretical in S K A A K A A
plots MTS DP OPS sect. 4.8 nature. Actual capabilities may be different. Impacts
of losses (thruster to thruster and thruster to hull
interactions). Limitations if any on available power,
degradation in thrust due to current.
Foot prints and capability MTS Design sect 4.2 Foot prints vs. capability plots, potential causes of S K K A A
plots MTS DP OPS app. A anomalies in foot prints (position reference systems)
MTS DP OPS sect 4.3
Precautions in using online Does not take into account thrust losses which could S K K A A
capability plots be variable
Thruster / power limits in Capability plots ad Impacts of directionality of wind and current S K K K K K K
WSOG WCFDI
TAM MTS DP OPS Sect. 4.8 When is TAM permitted? What are the allowed S K S S K A A
flexibilities (power plant config, thrusters, thruster
loading, position reference sensors). Need to carry
out documented risk assessments
TAM Why is TAM even considered? S K K K K K K
POWER AND PROPULSION

TAM What industrial missions are permitted to consider S K K K K

TAM?
TAM Flexibility - power plant configuration S K S S K A A
SECTION 4

CAM MTS DP OPS sect 4.1 When is CAM required? What are the stipulations S K S S K K K
(Power plant config, no. of thrusters, thruster loading,
position reference sensors) Considerations for
positioning standby.
CAM MTS Design 10.7 Why safety, automatic change-overs and protective S K S S K A A
devices are not given credit during CAM operations
CAM / TAM MTS DP Design sect. Links with time to terminate (TTT) S K A A K K K K K
3.9
Open / closed bus MTS Design 10.8.5 Common mode failures K A S S K A A
Open / closed bus MTS DP Design sect. Island concepts - Principles of segregation, autonomy, K K S S K A A
3.20.1 / 10.8.6 independence
Open / closed bus MTS Design sect. 9.5.1 AVR failures K A S S K A A

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Open / closed bus MTS Design sect. 9.4.2 Governor failures K A S S K A A

Open / closed bus MTS Design sect. Advanced generator protection / advanced generator K A S S A A
9.7.12 supervisory systems (as examples) as means to
reduce potential of consequences of common mode
failures
Open / closed bus MTS DP OPS Sect. 4.8 Why vessels with advanced protection systems are K A K K K A A
(CAM-section) still required to operate in CAM
Open / closed bus MTS Design sect. Difficulties with testing closed bus protective devices K A S S K A A
22.5.4
UPS MTS DP Design sect. Principles of independence and segregation K A S S K A A
13 emphasized. Awareness that UPS should be treated
as a power source in the FMEA.
Dependence on MTS Design sect. 10.4 Robust designs should not depend on emergency A A S S A A A
emergency generator (if generators and distribution. Conflict with class rules if
applicable) any to be clearly understood and impacts while on DP
to be managed through WSOG. Principles of
segregation to be followed
Bus instability MTS DP Design sect. Effects of transient loading S K S S K K K K A
5.11.1 / 9.3.2
Propulsion MTS Design sect. 3.17 / Principles of independence and segregation S K S S K A A
9.1.9/9.1.10 emphasized
Propulsion MTS Design sect. Need to have all thrusters available (default especially S K S S K A A
7.18.1 for VFDs)
Propulsion MTS DP OPS Sect. TAGOS (if applicable) and its use through the WSOG S K S S K A A
4.10 (guidance-section)
Propulsion MTS Design sect. Use of bias, precautions to be undertaken, under what S K A K K
14.17.2 conditions is bias released automatically
Propulsion MTS Design sect. Recognition of common mode failures and its S K S S K
3.11.1 / 9.1.10 identification / mitigation.
Propulsion MTS Design sect. On CPPs, potential to fail to full pitch and means to S K S S K
7.13.2 avoid
Auxiliaries (Fuel, FW, SW, MTS Design sect. 8.2.2 Principles of independence and segregation to be K A S S K A A
air (start and control), / 8.3.1 / 8.4.1 followed. Additionally guidance in Table 8.1 of MTS
lubricating systems, HVAC DP design document to be followed.
Auxiliaries (Fuel, FW, SW, FMEA / WSOG Ascertain if crossovers are fitted to facilitate K A S S K A A
air (start and control), maintenance and if so managed to maintain
lubricating systems, HVAC segregation. Look for opportunities for improvement
by adding critical and non critical redundancy
Auxiliaries (Fuel, FW, SW, Understanding of importance of monitoring of K A S S K
air (start and control), auxiliaries including redundant equipment
lubricating systems, HVAC
Automatic black out MTS Design sect. Philosophy and testing mechanism for automatic BOR K A S S K A A
recovery 11.15.3 / 11.15.7 and importance of documenting times
WSOG configurations Clear understanding of how the configuration is S K S S K A A
addressed in the WSOG (CAM/TAM) and the level of
detail that is required for the unit in question
Power management Understanding that the PMS system should be set up S K S S K A A
system (PMS) properly and (FMEA) tested to ensure the redundancy
concept is not defeated
Hardware (DP control) MTS Design Principles of independence and segregation observed. S K S S K A A
sect.8,9&10 No cross connections
Hardware (DP control) WSOG / FMEA In accordance with identified configuration for CAM S K S S K A A
Hardware (DP control) WSOG / FMEA UPS configuration in accordance with CAM S K S S K A A
Hardware (DP control) MTS Design sect.3&12 Importance and dependence on networks understood S K K S K A A K A
and reason for red on loss of networks understood
Sensors MTS Design sect. 3 & Principles of independence, segregation, diversity (to S K A S K A A
15 the extent feasible) understood
Sensors WSOG / FMEA UPS configuration in accordance with CAM S K K S K
Sensors Importance of avoiding cross connections S K A S K
Sensors MTS DP OPS Sect. 4.4 Failures of sensors and how they are addressed in S K A S K A A
WSOG and why
Sensors MTS DP OPS Sect. 4.4 Vulnerabilities of vessels equipped with 2 gyros K A A K K A A
Position references (PRS) Reference sensor set up and handling in DP control S K S K
system
Position references (PRS) FMEA UPS supplies in accordance with CAM S K S K
HARDWARE, SENSORS, POSITION REFERENCES

GNSS MTS Design sect. 15 Principles of independence and segregation S K A S K

GNSS IMO 645 Multiple GNSS does not mean meeting requirements S K A K K A A
of redundant position reference sensors
GNSS MTS DP OPS Sect. 4.4 Why no more than 2 GNSS systems are to be used in S K A K K A A
the solution when used in conjunction with another
position reference system
GNSS Ideal configuration of GNSS systems. GPS + S K A K K
SECTION 5

GLONASS; global corrections

GNSS MTS DP OPS Sect. 4.4 Importance of elevation masks S K A K K
GNSS spaceweather.com Errors in GNSS (solar activity) S K A K K A A
Acoustic systems MTS DP OPS Sect. 4.4 Principles of independence and segregation S K A K K A A
Acoustic systems Depth limitations of USBL S K A K K A A
Acoustic systems MTS DP OPS Sect. 4.4 Need for two independent acoustic systems on drilling S K A K K A A
rigs (including 2 arrays)
Acoustic systems Potential for inference and frequency management S K A K K A A
Inertial aided navigation Introducing differentiation and orthogonality to PRS K A A K K A A
IAN
IAN GNSS MTS DP OPS Sect. 4.4 IAN and advantages K A A K K A A
IAN acoustics IAN acoustics and potential to use USBL in deeper K A A K K A A
water/LBL with same update rate as GNSS to avoid
skewing in weighting
Relative PRS Need for redundant relative PRSes (industrial mission K A A A K A A
dependent)
Laser PRS Cyscan / Fanbeam K A A A K A A
Laser PRS Why prisms are recommended over reflective tubes K K A K K A A
Radar PRS Radius / Radascan K A A A K A A
Taut wire PRS MTS DP OPS Sect. 4.4 Industrial mission; water depth limitations / K K K K K A A
dependencies
Taut wire PRS Taut wire winch not to be used as a lifting / deploying K K A A K A A
device
Riser angle monitoring ERA; ARA. Limitations and conditions for use S K K K A A
(monitoring only)
Other PRS Industrial mission specific PRS (E.G. horizontal taut K A A K K A A
wire, gangway)
SECTIO

ERROR
OPERA

Failure to follow ASOG WSOG/ASOG akin to a permit to work; personal S K S S S K K S K

TOR
N6

consequences
Need to follow the WSOG/ASOG S K S S S K K S K

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MARINE TECHNOLOGY SOCIETY
GUIDELINES FOR PROFESSIONAL DEVELOPMENT OF DP OPERATIONAL PERSONNEL

Recovery from failure Proactive yellow before reinstating failed equipment S K S S K A K A

Maloperation Ergonomics, inadvertent pushing of buttons / S K S S K A A A A
operating valves, hazard hunts, procedures

Permit to work MTS DP OPS sect. 4.10 All maintenance on DP equipment to be conducted S K S S K A A
under a PTW
Impacts on capability MTS Design sect. 21.2 Understand the need to re-assess post worst case S K K K K A A
IMPACTS OF IRM

failure capability before taking down equipment

SECTION 7

Project scheduling MTS DP OPS sect. 4.10 IRM to take into account upcoming industrial mission S K S S K K K
activities
Documented risk Impacts of unavailability of equipment (for extended S K S S K K K
assessments periods of time) to be captured in a documented risk
assessment (for both TAM and CAM)
Recovery from lockout / MTS DP OPS sect. 5 Consider a proactive yellow before reinstating S K S S K A K A
tagout (app.2) equipment which is being made available
Follow target mode MTS Design sect. Precaution for use. Industrial mission and vessel S K A A K A A
14.7.6 /7 dependent.
Follow target mode MTS DP OPS sect. 4.5 Construction vessels - redundant relative PRSes S K A A K A A
(app.2) when working near floating facilities. Absolute PRSes
to be in use (GNSS and usable acoustics; water depth
considerations)
MODES AND FEATURES

External force MTS Design sect. Riser transfer and umbilical transfer (if applicable) S K A A K A A
compensation 14.7.8
Heavy lift mode MTS Design sect. Industrial mission dependent when potential for S K A A K A A
SECTION 8

14.7.2 instability exists. In addition to mode, robust and

executable contingency plans to be in place. Effective
mitigations must be in place along with detailed
procedures.
Pipe lay mode MTS Design sect. Industrial mission and company philosophy S K A A K A A
14.7.8 / 14.8.1 dependent. The use of external inputs automatically
into DP control system prohibited unless accompanied
by a detailed and proven systems engineering
approach.
External inputs MTS Design sect. The use of external inputs automatically into DP S K A A K A A
14.8.1 / 16.1-2 control system prohibited unless accompanied by a
detailed and proven systems engineering approach.
Emergency disconnect MTS DP OPS sect. 4.8 Awareness of development of red watch circles and S K A A K K K K K
EDS times
Emergency disconnect MTS Design sect. 17.5 Awareness of different times if different EDS modes S K A A K K K K K
are available
Riser analysis MTS DP OPS sect. 4.8 Inputs from riser analysis into WSOG K A A A K K A A K
Riser analysis WSOG Environmental conditions K A A A K A A A A
INDUSTRIAL MISSION SPECIFIC FEATURES

Riser analysis vessel specific Running / retrieval parameters K A A A K S K K S

Riser analysis vessel specific Hang off parameters K A A A K S K K S
Riser analysis MTS DP OPS sect. 4.8 Establishing credible watch circles (environment S A A A K K K
dependencies; 1 year, seasonal variations, 95% env
etc)
Riser analysis MTS DP OPS sect. 4.8 Awareness that POD and EDS times are for drift off S K A A K A A
SECTION 9

(WSOG section) NOT drive off

Riser analysis Metocean parameters for riser analysis K A K A A
Emergency shut down vessel specific Awareness of ESD nuances on subject vessel (cause K A S S K A K A
and effects matrix)
Emergency shut down MTS Design sect. Awareness that automatic BOR does not function K A S S K A A A
17.5.8 when black out is triggered by ESD
Emergency shut down MTS Design sect. Procedures for recovery from ESD and drills. K A S S K K K K K
17.5.8
BOP mode (lock to bottom) vessel specific (If fitted) Awareness of limitations imposed on station S A K K K A A K A
keeping and controls in place (PTW)
Water depth issues MTS DP OPS sect. 4.4 Effects of water depth upon industrial mission (time to S K A K K S A A S
note 13, terminate, position reference sensors, metocean
4.7 (wsog-section) conditions, analysis [example: riser analysis,
installation analysis])
Coastal state requirements MTS Design sect. 15.6 How are coastal state requirements made known to K A A A S A A
MISCELLANEOUS

the crews and adherence managed

SECTION 10

Drive off to drift off strategy 4.7 (wsog-section) Awareness of what a drive off to drift off strategy is S K K K K
Drive off to drift off strategy 4.7 (wsog-section) Detailed procedures in place S K K K K A A
Drive off to drift off strategy 4.7 (wsog-section) Drills (frequency and effectiveness and participation) S K K K S A A
DP position standby MTS DP OPS sect 4.8 Awareness of events triggering positioning standby, K K K K K K K K K
(guidance note) potential impacts (configuration changes, manning
requirements, IRM)
Redundancy concept MTS Design sect. Awareness of redundant equipment to be treated as S K S S K A A
violations 21.2.4 essential equipment in operation and in use and not
viewed as "installed spares"
Bus tie configuration DP Design sect. 10.8.5 Myth: closed bus tie is safer, and vessel can operate K A K K K A A
COMMON MISCONCEPTIONS

Incident reports in closed bus tie for CAM

Bus tie configuration DP Design sect. 9.7.12 Myth: Vessel has adequate protection to operate in K A K K K A A
Incident reports closed bus tie for CAM
SECTION 11

Bus tie configuration MTS Design sect. Myth: Short circuit testing cannot be done A A K K A
9.2.4/5 & 22.5.5/6
Bus tie configuration MTS Design sect. Myth: Station keeping system are unaffected by cross K A K K K A A
11.6.1 connections with industrial mission equipment
Capability plots MTS DP OPS Sect. Myth: Capability plots are a true representation of the K A K A A
4.7.3 / 4.8.1 vessel's station keeping capability
Class notation IMO 645 sect 2.7 Myth: The vessel has an "operational class" K A K K K A A
MTS design sect. 3.3.2
Consequence analysis MTS Design sect. Myth: The consequence analysis is calibrated to the K A A A K A A
14.15.1 / 22.6.1 FMEA

MDAT_Ver1_092012
17_Appendix_A.xlsx

26 Marine Technology Society Dynamic Positioning Committee

Guidance for Professional Development of DP Operational Personnel - Guidance_for_Professional_Development_of_DP_Personnel_Ver1_09201215.docx