Louise Engel Training & Competence The 7th Element

DYNAMIC POSITIONING CONFERENCE

October 15 - 16, 2019

TRAINING AND COMPETENCE SESSION

The 7th Element

By Louise Engel
NAUTICAL SCIENCE

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 Louise Engel Training & Competence The 7th Element

Abstract
All over the world, accidents involving the human element call out for our attention. The creation
of codes and statutory conventions, helps the flag states to legislate on matters regarding training,
working hours, fatigue management and also benefits companies to develop their own procedures in order
to reduce the number of accidents.
This paper intends to highlight the integration of the human element involved in Personnel
Department’s activities with the recommendation of competences and, additionally, provide appropriate
support for the Vessel Operators to administer the professional development of DP Personnel, as well as
the DP projects in a way it meets the company’s strategy, the industrial mission and the Free Incidents DP
Operation. The 7th major element could be applied for MODUs and adapted for projects, construction
vessels, logistics vessels likewise as with any DP equipment, whatever class it is, 1, 2 or 3.

Introduction
Why the 7th element?
The DP system is composed by seven major elements. The 7 th major element is the human
element, considered here as all essential personnel involved on DP operation. Mariners (onboard),
engineers (onboard) and technical personnel (shore) of the Vessel operators.
In accordance with IMCA M 117, the DP key personnel identified are: Master/OIM, SDPO,
DPO, Chief Engineer, Senior Engineer, Engineer, DP Electrical and company DP Authority. The
guideline provides recommendation for training, qualification and competence levels of key DP
personnel; as well as for developing and sustaining competence through continuous professional
development (CPD) for key DP personnel.
Accordingly with the Guidance for Professional development of DP Personnel (MTS), all DP
personnel identified are: Marine, Maintenance and Industrial personnel. This paper is focused on enabling
the development of DP awareness, knowledge and skills of multi-disciplinary Vessel Operational teams
and by doing so facilitates the achievement of incident-free DP operations.
The 7th major element will provide a few suggestions for the competence of the Marines and
Maintenance (onboard personnel), based on the recommendations of IMCA M117 in conjugation with
MTSPDDP2; and a DP Project Management Office for Industrial Mission Personnel (Vessel Operator’s
technical department), aiming to serve as a guideline for all Vessel Operators’ dealing regarding the
management of their personnel’s competence, in addition to the Safety Measurement of their DP ships.

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IMCA M 117 KEY DP MTS PDDP2

PERSONNEL
SDPO

DPO MARINE
MASTER

CHIEF ENGINEER

ENGINEER WATCHKEEPER

ELETRICAL AND ELETRONIC MAINTENANCE

TECHNITIAN

COMPANY DP AUTHORITY INDUSTRIAL MISSION PERSONNEL

THE TRAINING AND EXPERIENCE FOR KEY DP GUIDANCE FOR PROFESSIONAL DEVELOPMENT
PERSONNEL OF DP PERSONNEL (PDDP2)

In 1996, IMCA published IMCA M 117, containing direct guidelines for the training experience
of Key DP personnel, which all personnel essential for DP operation were included. In 2006, the first
review reflected the current best practice and in 2016, the second review reflected the current best
practice and changes to the operators’ environment.

IMCA M 117 REV 2 Appendix 1

DP Induction Training course DP Simulator Training Course

IMCA M 117 REV 2 Appendix 2

Electrical and Electronics Technicians Training Course Guideline

IMCA M 117 REV 2 Appendix 3

Familiarization Course Guideline

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 Louise Engel Training & Competence The 7th Element

IMCA M 117 REV 2 Appendix 4

Suitability of DP Training Schemes
The training of Key DP personnel is the responsibility of the vessel owner/operator. It is
imperative that any chosen training schemes are properly administered so it meets the
operating safety requirements of a vessel with a DP system.

Even though IMCA M 117 guideline represents an important DP Guidance for the industry,
managing appendixes 1-4 for training and competence, by delivering this responsibility to the vessel
operator it is possible to generate misunderstandings, since there isn’t DP expert personnel in several
Vessel Operators as well as the misconducted training situations. We find difficulties on the managing
that permit loopholes causing accidents, lack of communication and fraud.
In January, 2019, The Brazilian Flag State published the Ordinance 342, amending norm 13,
regarding the qualification and certification of DPO and Key DP Personnel. With this implementation in
Brazilian Regulation, the qualification and certification processes of Key DP Personnel (IMCA M 117)
became mandatory.
The 7th element has come to work on competence gaps found inside the classrooms and the
importance of a good management.

Abbreviation / Definition

PDDP2 Professional Development of DP Personnel

DPPMO Dynamic Positioning Project Management Office
DP SME Dynamic Positioning Subject matter expert
CPD Continuous Professional Development
NI Nautical Institute
IMCA International Marine Contractor Association
OCIMF Oil Company International Marine Forum
SME Subject Matter Expert
IRM Inspection repair and maintenance
ACID Assurance Category Identification

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Objectives
This paper has the following main objectives:
✔ Improve Key DP Personnel Competence;
✔ Managing competences and DP Projects

DP Competence – Incident Free DP Operations Development Staircase

Competence is a combination of proper training, experience, skills and behavior. The root causes
of DP incidents can be DP system failures, improper procedures, bad designs or human errors. 21% of the
incidents analyzed during the last 10-year period were attributed to either being initiated by operator or a
consequence of incorrect operator response, for the other type of incidents identified like environmental
and design ones could be reduced by risk analysis.

Guidance for Professional Development of DP Personnel (MTS)

Culture of Compliance: “How”

Training, procedures and the elaboration of regulation-based documents end up facilitating the
worker abiding, for they feel secure and in accordance to the current regulation. A culture of compliance
can boost and stimulate daily ethical behaviors.

Culture of Awareness: “Why”

The correct comprehension of the DP System robustness, operation, design and industrial mission
requirements

The free DP incident achieved by a culture of compliance do not work rather fittingly, and results
in the insertion of different-areas workers into a silo. The mindset of compliance is prevalent in the sector.
To change this mindset and integrate professionals, the MTS has created the PDDP2 toll, for it is believed

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 Louise Engel Training & Competence The 7th Element

that the culture of compliance followed by “why”s has the potential to aid consistent delivery of Incident-
Free DP operations.

Guidance for Professional Development of DP Personnel

WHY are we still creating silos?

BARRIERS SOLUTION
No DP Scheme for Maintenance personnel Create DP Scheme and certification for
Maintenance Personnel ( engineers and ETOs)
The Manufacture maintenance course should DP Scheme with proper scope training, onboard
be used as extra course, not the main one familiarization and watchkeeping for
Maintenance Personnel (engineers and ETOs)
No technical personnel at Industrial Mission Certificated DP SME or Certificated DP
Team Authority personnel
The old generation of DPOs being trained with Apply PDDP2 tool
a culture of compliance

Despite engineers and ETOs are allowed to Management, procedures

DPO program, they could find barriers for DP
familiarization and watchkeeping
Onboarding training delivered by non- Certified instructors (DP Authority or DP SME)
specialized personnel Or recognized instructor by certification bodies
(NI, DNVGL, OSVDPA)

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DP Generations
Through Generations, the maritime industry and the world environment have prepared different
kind of professionals.
 Baby Boomer (1946-1964)
 Generation X (1965-1980)
 Generation Y (1980-1995)
 Generation Z (1995-2015)

The Generation and DP History

Baby Boomers Generation X
1954 1st Jack up 1966 Deep sea Drilling
1960 Kalman Filter 1971 Sedco 445
1961 Cuss 1 1977 Kongsberg 503
1962 Eureka 1977 DNV DP rules attempt
1964 Caldrill 1 1977 ADP 501
1979 Navstar, Sedco 709, ADP311
1971 Sedco 445

Generation Y Generation Z
1981 Start internet studies 1996 MTS
1983 Nautical Institute certification 1996 SDP series
1983 GPS for citizens with S/A 2000 S/A removed
1983 Upgrading DP Howard Shatto 2001 Laser Scanner
1983 ADP 100 2001 Balder Class 3 DP
1987 ADP 700, ADP 703 2006 KPOS series
1990 DPVOA 2013 DNVGL training scheme
1994 IMO MSC 645 2016 OSVDPA
1995 IMCA 2018 MSC 1 1580

Our world is racing through numerous changes and technological advancement. Nowadays we
may find in the job market all four generations, each one carved inside its different landmarks in the
Dynamic Positioning industry. The Baby Boomer, X and Y generations have had their initial training and
competences in DP developed in a culture of compliance.

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Fresh Training, Fresh Generations

So that there may be a more efficient disciplinar integration, it is necessary that the new DP
training withholds the awareness of the students facing the Free DP Incidents Operations Staircase and
the formations of the silos, presented by the MTS Guidance for Professional Development of DP
Personnel, and that the Training Institutions start adopting training schemes for Engineers and for ETOs.
Fresh Training, Unfresh Generations
Application of the PDDP2 toll adapted for is due industrial mission.

New Certifications
Although we already have certifications for DPO and industrial mission personnel (Industrial
Mission Certifications: DP SME, from MTS and DP Authority from IMCA), another certification that has
also been launched in the industry, could reduce the number of design accidents, is the DP FMEA
practitioner certification. In the past, such design accidents were considered human error because the
consequence of failure at FMEA was not identified.
The certificated industrial mission personnel could support the DPPMO by keeping the mindset of
integration, aiming the free incidents DP operation.

MTS PDDP2 Toll:

Cognition Levels
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.

Knowledge 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 its potential impact or
consequences. Able to execute planned procedures. Able to plan, prioritize
and adapt to evolving situations

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,

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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.

MTS PDDP2 toll use eleven themes:

1. PROCESS (developing of the WSOG/ASOG).
2. FMEA (Failure Mode Effect and Analysis)
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.
MTS PDDP2 Tool

Managing DP projects

In the Project Managing Industry, we could find the implementation a Project Management
Office. This has resulted in several well-assessed criteria, like supporting the company, quality
maintenance, learned lessons and the transformation of a tactic expertise to an explicit one. This Office is
an administrative structure that will standardize the governance processes which are connected to the
project itself, therefore facilitating the sharing of available resources, methodologies, tools and
techniques.
With the implementation of a Project Managing Office for DP into the Vessel Operators’
companies it shall lead to results accordingly to the company’s strategy, industrial mission and incident-
free DP operation. It is no longer efficient to put onto the Vessel Operator the responsibility of training
and developing its personnel with no observation or recommendation so that they may standardize, and
by doing that, they may also be able to administrate with due importance the DP activities, its projects
and its personnel competence and development. It is necessary to provide informational support, so the
Vessel Operators would acquire a wider, an awareness view concerning the robustness of the DP system
and the accidents’ consequences.

ISM code and OCIMF

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The ISM Code was introduced in 1998 as a Safety Management System standard, aiming to
improve Safety and Environmental standards in Shipping and Offshore vessel operations. Whilst the ISM
Code did improve Safety and Environmental standards, in 2011, OCIMF created the OVMSA (Offshore
Vessel Management and Self-Assessment), a Best-Practice Guidance tool for Offshore Vessel Operators,
aimed at improving Offshore Safety and Environmental standards and performance.
It is a Self-Assessment Program for Offshore Vessels Management from OCIMF. It was created
to be a tool to aid offshore vessel operators to evaluate, measure and improve their operation systems.
These systems cover all activities developed by the company, including technical, operational, personnel
and HSE ones, both onboard and offshore. Notice that the different quantities of offshore vessels and
units are usually referred as “vessels” all over this guidance.
The OVMSA creates incentive to the vessel operators to check their operation systems versus key
performance indicators and provides more accurate practical orientation. The best practice is an effective
option to minimize the possibility of a problem’s recurrence. It sets up an environment with greater
opportunities and optimizes the performance in crucial areas, such as security and environmental
excellency. Companies shall have as a goal the spreading of best practice in the completion of their fleet,
through a consistent application of enhanced procedures and processes.
It is acknowledged that the SOLAS Convention non-covered vessels may operate out of the ISM
Code. However, these ship’s operators may use this guide as a tool to measure and enhance their
operation.

OVPQ and the Programme

The requirement to complete the OVPQ element will rely on the individual requirements of the
concerned OCIMF member. When used in conjunction with the Programme, this Questionnaire is to be
answered by the Operator and then sent to the OVID System.

OCIMF the (ACID) Toll can be used to identify the level of DP Assurance that might be used for
any vessel and industrial mission combination, defined by 3 categories:
Category A – Low Risk
Category B – High Risk
Category C – Highest Risk

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DP Assurance Framework - OCIMF

DPPMO – Dynamic Positioning Project Management Office

Organizational Structure
Example:

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The DPPMO could support Vessel operators’ organization, managing the crew competence and
DP projects, controlling the quality, the lessons learned, the methodology and the resource-sharing.
Below, some activities that could be done by DPPMO:
DP Training sector
DP certificates control
Refresher Training
Performance Assessment
DP emergency drill - lessons learned
Brainstorming industrial mission adapted to PDDP2 toll lesson learned

Low Risk Activities:

DP project sector
OVIQ
OVPQ
Key DP personnel manning

High Risk:
DP project sector
OVIQ
OVPQ

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OVMSA
Key DP Personnel manning
System Design and Worst case failure intended design
DP proving trials
DP Operations manual
Decision Support Tools
Management of bridging documents between Technical Operator and Vessel Charterer

Highest Risk:
DP project sector
OVIQ
OVPQ
OVMSA
Key DP Personnel manning
System Design and Worst case failure Design Intended
DP proving trials
DP Annual trials
DP Operations manual
Decision Support Tools
Management of bridging documents between Technical Operator and Vessel Charterer

The DPPMO should ensure top management and important decision-makers receive the right information
about the DP projects.

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Conclusion

Further details of the DPPMO could be developed and implemented accordingly to the company’s
organizational structure. We believe in the importance of the DP Project Management Office and
certification for Mariners, Maintenance and Industrial Mission personnel. We hope these projects to be
demanded by all Oil and Gas companies worldwide, so there shall be a standardization and awareness
from all.

May this paper’s suggestions of training and competences incentivize a more appropriate and DP-
robustness focused training for all generations, therefore making it more resilient and enhancing the
integration among areas achieving finally the reduction on the number of accidents.

Acknowledgements

All DP community, to all students that have attended my classes and in special to the MTS
Dynamic Positioning Committee for the mentoring during the years I came to Houston and for the
opportunity to present this paper.

References

MTS – MARINE TECHNOLOGY SOCIETY. Guidance for professional development of DP

personnel (PDDP2 TOOL).

OCIMF – OIL COMPANIES INTERNATIONAL MARINE FORUM. Offshore Vessels Information

Database (OVID).

OCIMF – OIL COMPANIES INTERNATIONAL MARINE FORUM. DP Assurance Framework

2016.

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 Louise Engel Training & Competence The 7th Element

PMI – PROJECT MANAGEMENT INTITUTE – PMBOK. Project Management body of knowledge

6th edition.

IMCA – INTERNATIONAL MARITIME CONTRACTORS ASSOCIATION. IMCA M117 rev 2.

IMO – INTERNATIONAL MARITIME ORGANIZATION. ISM. International Safety Management

Code. 2010.

MTS - MARINE TECHNOLOGY SOCIETY - DP vessel design philosophy guidelines part 2. 2012

MTS - MARINE TECHNOLOGY SOCIETY - DP vessel design philosophy guidelines part 2,. 2011

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