Operational Readiness Review

What gets looked at

• The platform. Configuration, condition, known defects, spares and what has actually been proven rather than assumed.
• CONOPS. What the vessel is for, in what conditions, with what limits, and whether the written version matches what the team believes.
• Procedures and documentation. Standing orders, normal operations, degraded modes, abort criteria, watch handovers, and who holds the authority to stop.
• The remote operations centre. Whether it is an operating model or a room with screens.
• Roles and manning. Watch structure, the Remote Master or equivalent, shore support, and whether one person is quietly doing four jobs.
• Competence. What each role has to be able to do, what evidence exists that they can, and where the records are.
• Emergency arrangements. Loss of control, loss of communications, flooding, fire, grounding, collision, third-party interference, compromised control centre.
• Communications. Primary, secondary and last-resort links, and what the vessel does when all of them go.
• Safety and operational governance. Risk assessments, hazard reviews, control measures, incident process, management of change and where operational authority actually sits.
• Regulatory position. What has been approved, what has been assumed, and what a reviewer would ask for tomorrow.

What you get

A findings register, split into blocking, conditional and advisory, each with an owner and a route to close it. A short verbal debrief with the people who have to act on it. Where a gap needs closing quickly, drafted text or a template to close it with, rather than a note telling you to write one.

No 90-page report nobody reads.

How it runs

Usually a few days. A document read, a round of interviews with the people who actually operate, and where it earns its place, time on site or in the control centre watching a real shift.

Findings are given straight, including the inconvenient ones. A review that tells you everything is fine is worth nothing.

When people ask for this

Before a first commercial job. Before a client audit. After a near miss. When a new investor, prime or insurer starts asking questions the team cannot answer in one document. And when a programme has grown faster than its paperwork, which is most of them.