Frolov - A brief reference guide for the chief engineer (architect) of the project. Frolov - A brief reference guide for the chief engineer (architect) of the project Desktop guide for the chief engineer
ROLE, which is played by the chief project engineer in the modern design process, it is difficult to overestimate. It is a key figure in decision-making of any kind: from purely technical to purely financial. But, first of all - organizational. All relations between the design organization and the customer are built around this leader, and to a large extent depend on his personal and professional qualities.
However, due to the fact that the interests of many project participants intersect in its area of responsibility, the GUI itself often becomes the center of conflicts between management, the customer, contractors and the direct developers of the documentation. The reason for the disputes is often the stereotypes that have survived from Soviet times about the “correct” course of design development.
1. The GUI is in charge of everything
The Chief Project Engineer puts his signature on the title pages of all sections of the project documentation, ensuring that it complies with current norms, standards, terms of reference, customer requirements and any other protocols agreed during the development period. This is a mandatory procedure, without which the materials will not be accepted by the examination. Naturally, this signature is nothing more than a statement of the fact that the development of the documentation has been completed and it is possible to move on to the next stage - obtaining conclusions. The project is the fruit of the work of dozens, and sometimes hundreds of people: performers, checkers and coordinators. Each of them puts his signature under the corresponding part of the work.
2. If anything - they “plant” the GUI
In fact, in the event of an emergency, an examination of the execution of construction work, their compliance with project documentation and, directly, the quality of technical solutions is assigned. Based on the results of the review, the specific cause of the accident is determined and a number of developers, inspectors and experts are subject to punishment. That is why it is necessary to ensure that all control points are marked with appropriate signatures. The position on the chief engineer of the project clearly stipulates all his rights and obligations.
3. The GUI is the most qualified specialist
The project documentation consists of many sections, and the chief engineer of the project cannot and should not understand the intricacies of each of them. The main function of the leader is different. His efforts should be aimed at maximizing the efficiency of technical solutions, reducing construction and design time, reducing the cost of developing documentation and choosing the best model for settlements with process participants. The special qualities that a GUI should have are the ability to negotiate, achieve solutions that are beneficial for the project organization, business ethics, diligence and decency. The job description defines the term chief project engineer as a person with a higher education and work experience in the specialty of 5-8 years.
4. The GUI resolves all disputes within the team
Technical conflicts are common in project development. When plumbers' pipes cross electricians' cable trays, they turn to the project's chief engineer as the judge of who should move equipment and correct documentation. At the same time, each of the parties gives arguments, which the manager, not being a narrow-profile engineer, cannot evaluate in a qualified manner.
In this case, the decision should be made based on economic considerations: how it is cheaper to separate communications and how it is more convenient to operate them in the future. It is for this decision that the project manager will be responsible directly to the customer.
5. The GUI is a techie
It used to be true. But the new time dictates its own laws, and they are as follows: technical decisions should be made by narrow-profile qualified specialists. One person cannot solve completely different tasks, starting with technology and ending with the construction part. Today, the GUI must be able, first of all, to tie together different parts of the project, guided by economic considerations and evaluate the effectiveness of technical solutions in terms of the customer's benefit. A significant part of the knowledge the chief engineer of the project receives in the process of self-education and personal experience. Precisely because it is impossible to become a GUI, simply by getting a technical education at a university and reading a manual for the chief engineer of the project, these specialists are in high demand.
Panteleev Alexey Ivanovich (Panteleev L)
Chief Engineer
Title: Buy the book "Chief Engineer": feed_id: 5296 pattern_id: 2266 book_
(L.Panteleev)
Chief Engineer
Lieutenant Friedrich Bush, a pilot of the German reconnaissance aviation, and the Novoderevensky schoolboy Lesha Mikhailov received awards on the same day: Lieutenant Bush - an iron cross, and Lesha Mikhailov - a medal "For the Defense of Leningrad".
As stated in the order of the German command, pilot Bush was presented for an award "for excellent reconnaissance activities over enemy positions near Leningrad, as a result of which 12 Russian anti-aircraft installations were discovered and destroyed." And Lesha Mikhailov received his medal just because he helped German aircraft find these twelve batteries ...
I see you are surprised. Your eyes popped out of your head. You probably think that this is a mistake or a typo. Well, it turns out that Lesha Mikhailov is a traitor? Why, then, did he receive a Soviet award, and not some other copper or tin German cross?
Meanwhile, there is no mistake here. Lesha Mikhailov received his merit award. But what Lieutenant Friedrich Bush received it for is a dark matter. Although - if you look - maybe he really did a good job of his combat mission. After all, he really found twelve anti-aircraft batteries on the outskirts of Leningrad. True, without the help of Lesha Mikhailov and other guys, he would have discovered the devil with two. Or maybe...
Well, yes, however, so you still do not understand anything. Everything must be told in order.
Lesha Mikhailov lived, as I said, in Novaya Derevnya. There was a pond near their house behind the vegetable gardens. On the other side of the pond in a small grove stood an anti-aircraft battery. Almost every night, when German bombers flew to Leningrad from the Finnish side, the battery opened fire. Certainly not just one battery. There were a lot of them around. From this fire in the Mikhailovsky House, as well as in other neighboring houses, not a single glass was left for a long time. The windows were boarded up with boards or plywood, or stuffed with pillows. But the Germans, of course, also got it from this fire! ..
The battery was well disguised. At the usual time, when she was silent, did not work, she was not only visible from the air, but also from the ground. But, of course, only adults could not see it. Can you hide anything from the guys?
The guys long ago, at the very beginning of the war, when this battery had just appeared to them, they sniffed out everything they needed, reconnoitered and now knew the battery, probably no worse than the anti-aircraft gunners themselves. They also knew how many guns there were, and what caliber they were, and how many servants the guns had, and who the commander was, and where the shells were, and how they loaded, and how they fired, and how the command was given.
The battery only worked at night. Almost every morning after a bomber raid, a small, light, dragonfly-like German Henschel-126 reconnaissance aircraft flew into the village. Sometimes he circled over the village for half an hour or more, looking for and sniffing out the location of Russian anti-aircraft guns.
But the batteries were silent. And the Henschel-126, turning and spinning, flew away.
At first, the guys were surprised:
Why don't they shoot? After all, he is flying right at a chicken height! You can knock him out with one shot! ..
Once they could not even stand it and shouted through the barbed wire to the battery commander, who at that time was just looking at the enemy reconnaissance through binoculars:
Comrade senior lieutenant! What are you looking at! Slam it with the second gun. It will be just right.
The commander looked up from the binoculars and looked at the guys with surprise.
What is this? he shouted sternly. - How did you get here?
The guys looked at each other, and Lesha Mikhailov answered for everyone:
We are so... on the sly... Disguised.
Ah, how is it? Disguised? Well, so am I, too - disguised myself. Clear?
Yeah. Clearly, - said, thinking, Lyosha. - That, means, have not found out and have not noticed?
Wow, said the commander. - Get the hell out of here! Don't you know that you can't go here?
We know, - the guys answered. - Yes, we do not walk, we crawl.
Well, crawl back.
Three days later, in the evening, a combat alert was announced on the battery. Before the signal rang out, the guys were already sitting in their usual place - in the bushes on the shore of the pond. One of the batterymen noticed them and told the commander.
Ah, how is it? - shouted the commander, recognizing Lesha Mikhailov. - Is it you again? Well, wait, you get me! ..
Lesha and his comrades ran away, but after that, of course, they peeped at the batteries, only they became a little more careful.
And in November, just before the holidays, this very story happened, for which Lesha Mikhailov and his comrades almost landed in the tribunal.
Well, yes, however, let's not get ahead of ourselves. We will continue to tell in order.
It turned out to be a very nice winter day. Snow poured - neither to pass, nor to drive. After school, the guys ran out into the street for a walk. They started playing snowballs. Played a little - tired. Someone suggested making a snowman. And Lesha Mikhailov thought and said:
No, guys, let's not be a woman, but let's - you know what? Let's build a snow fort. Or an anti-aircraft battery? With a dugout and everything you need.
The guys liked the idea, and on the pond, behind the Mikhailovsky gardens, next to a real anti-aircraft battery, the construction of a toy, snow and ice firing point began.
The guys worked all day - until the evening. They rolled snowballs, erected walls, parapets, gun platforms ... And they did it great. Everything is real. They even built a cannon, and they didn’t have any kind of cannon, but the most real - anti-aircraft, from some old drawbar or shaft, and even spun, and it was possible to aim from it.
It was on Saturday. The next day, the guys were finishing building their fortress in the morning, when an old familiar "Henschel-126" appeared over their heads in a cloudless winter sky. This time he arrived very opportunely. Play became even more interesting.
Air! - shouted Koska Mukhin, a small, freckled kid nicknamed "Fly".
Anxiety! - shouted Lesha Mikhailov. - Comrade fighters, take your places!
He was the first to run up to the toy cannon and began pointing it at the real enemy aircraft.
On fascist vultures - fire! - he commanded and answered for his gun himself:
Bach! Bach!
Bam-ba-ra-rah! - chorus picked up the guys.
And the scout, as always, turned around, twisted and, chirping with his dragonfly motor, flew off towards the front.
The guys played a little more, then dispersed.
Bream Mikhailov was called home for dinner. He was enjoying eating mashed boiled potatoes with soybean oil and was about to ask his mother for more and even held out a bowl for this, when suddenly the bowl flew out of his hands. A deafening blow, followed by a second and a third, thundered, as it seemed to him, over his very head. The walls of the Mikhailovsky house were shaking, the plaster was crumbling, something fell in the kitchen and rolled with a clang. Lesha's sister Vera screamed and cried in a wild voice. Lesha's grandmother cried after her.
They're bombing! They're bombing! someone shouted in the street. Anti-aircraft guns were already working there, a machine gun was pounding, and somewhere high in the sky the engines of German dive bombers were muffled.
And well - lively - climb into the underground! - commanded Lesha's mother, pushing the table and lifting the heavy hatch cover.
Grandmother, followed by Lesha's sisters and younger brother, climbed into the basement, and Lesha himself, taking advantage of the turmoil, tore off his hat from the wall and darted into the hallway.
In the yard he almost ran into Koska Mukhin. Mucha was barely breathing, his face was pale, his lips were trembling.
Oh Lesha! he muttered, looking around frightened and sniffling. You know... what a disaster...
What? What's the trouble?
The fly could not catch his breath.
You know, it's ... it's our battery that was bombed just now! ..
Well, yes! Do not lie! - said, turning pale, Lyosha.
By God, I saw it with my own eyes. Two bombs... a direct hit... both on our battery. Only chips remained.
You saw it yourself, you say?
I tell you, I saw it with my own eyes. Valka Vdovin and I went to fetch water, saw it and - immediately there. I ran away and he...
What?! - Lyosha shouted and grabbed his comrade by the shoulder with force.
He ... they took him to the battery. For a real one, ”Mukha said and, lowering his head, began to cry.
German planes bombed the toy fortress and flew away. The all-clear of the air raid alarm sounded on the batteries, gradually everything calmed down in the village itself, but Valka Vdovin still did not return home.
Lesha Mikhailov ran to Valka's mother several times. He reassured her, saying that he had seen Valka "with his own eyes", that he was alive, that anti-aircraft gunners invited him to visit and treat him there with tea or biscuits.
But Lesha himself could not calm down.
"After all, it's my fault," he thought.
He was about to go to the battery and say that it was his fault, and not Valka, when there was a knock on the door and Valka Vdovin himself burst into the room.
Yeah, you're home, - he said, stopping at the door.
At home, at home, come in, - Lesha was delighted.
No... I'll wait a minute... I won't," muttered Valka. Do you have anyone?
No, there is no one. Grandmother is sleeping, and mother has left in line. Come on, don't be afraid.
Lesha, - said Vdovin, not looking at Lesha. - You will probably be sent to the tribunal. Will be judged.
Me? Lesha said. - How did you know it was me?
How did you know? And that's what I said to you.
Yes, I am, - Valka repeated and looked into Lesha's eyes. - At first I denied it. I say: I know nothing. And then the battery commander says: "This is probably such a dark-haired one, with a striped scarf ... Mikhailov, I think, is his name?" Well, I said. "Yes," I say, "Mikhailov." And he asked for your address - I also said.
Lesha stood with his head down.
Yes, he finally said. - So, did you say the address?
Yes. And he said the address.
Well, that's right, - said Lesha. - I would still go to the battery myself. I was even planning to.
So you're not angry?
Lyosha stood without looking at his friend.
No, he said.
Valka grabbed his hand.
You know? - he said. “Maybe you should run away?”
And I don’t think so, - said Lesha.
Then he looked at Valka, could not stand it, and sighed heavily.
What do you think - shoot? - he said.
Valka thought for a moment and shrugged his shoulders.
Maybe they won't shoot him, - he answered not very confidently.
Until the evening, Lesha Mikhailov walked not on his own. The guys came running, called him for a walk - he did not go. He did not study, refused supper and went to bed earlier than usual. But no matter how hard he tried, no matter how he turned from one side to the other, he could not fall asleep. It wasn't that he was very afraid of anything. No, Lesha was, as they say, not from a cowardly dozen. But still, as you yourself understand, his situation was not cheerful. Especially since he felt really guilty. And the thought that he would be tried in a military tribunal, like some kind of spy or traitor, completely killed him.
“Perhaps it’s really better to run away?” he thought. someday I’ll die in reconnaissance ... as it should be ... and then they will write in the newspapers or, perhaps, declare them a Hero of the Soviet Union ... "
But Lesha did not have time to escape. Just before dawn, he forgot himself and dozed off. And at half past seven, earlier than usual, his mother woke him up.
Lesha! Leshenka! she said in a frightened voice. - Wake up! Sonny!
What? - Lyosha muttered, jerking his leg awake.
Get up soon. They came for you, they ask you.
Lyosha threw off the covers in one fell swoop and sat up in bed.
Have you arrived? From the tribunal? - he said.
From which tribunal? I don't know, some military man came. On a motorcycle.
“Oh, I didn’t have time to escape,” Lesha thought.
Buttoning his shirt as he went and tightening the strap around his stomach, he went into the kitchen.
By the stove stood a tall Red Army man in a sheepskin coat and a leather driver's helmet. He dried his fur mittens in front of the stove. Steam came from them.
Seeing Lesha, the Red Army soldier seemed to be slightly surprised. He probably thought that Lesha was a little older.
Mikhaylov Alexei - will it be you? - he said.
I, - said Lesha.
Get dressed. I'm behind you. Here is my agenda for you.
Oh, dear sveta, where are you going to take him? Lesha's mother was frightened.
And this, mother, is a military secret, - the Red Army soldier grinned. - If they call, then you deserve it.
Lesha's hands did not get into the sleeves when he pulled on his little coat. The mother wanted to help him. He pushed her away.
Okay, mom. Leave. I myself,” he said, and felt that his teeth were still chattering slightly and his voice was trembling.
Can you take something with you? Or not? he asked, looking at the Red Army soldier.
He chuckled again and said nothing, just shook his head.
Let's go, - he said, putting on his fur mittens.
Lesha said goodbye to his mother and went to the exit.
In the street at the gate stood a bright red trophy motorcycle with an attached sidecar-boat.
Just yesterday morning, with what pleasure, with what style, Lesha Mikhailov would have swept in front of the whole village in this chic three-wheeled car! And now, with difficulty, dragging his feet, he climbed into the carriage and immediately turned up the collar and hid his face: still, God forbid, one of the neighbors would see ...
The Red Army soldier sat next to him in the saddle and started the engine with one kick of his foot. The motorcycle trembled, zafukat, rattled and, breaking off, rushed, throwing up snow flakes and bouncing on potholes, along the familiar village street.
They traveled for a very short time. Lesha did not even have time to look back, as the car stopped and stopped at the gate of a two-story stone house. There was a sentry at the gate.
Lyosha looked around and recognized this house. Once there was a kindergarten here.
"It's on the Islands," he thought. "Here it is, it turns out, where the tribunal is placed ..."
Get out, Alexei Mikhailov. Let's go, - the Red Army soldier told him.
"Oh, just don't cry," Lesha thought, getting out of the booth and heading for the gate.
The sentry asked them for a pass.
To Colonel Shmelev, - the escort said Leshin and showed the summons. The guard opened the gate and let them through.
There were a lot of military men in the large smoky room, where, probably, the dining room of the kindergarten was once located. There were also pilots, and anti-aircraft gunners, and sailors from coastal defense. There were both Red Army soldiers and officers. Who was sitting, who was standing, leaning against the wall, who was pacing around the room.
Wait a minute, I'm right now, - his companion said to Lesha and disappeared behind a large white door. A minute later he returned.
Sit, rest, you will be called, - he said and left.
Lyosha sat down on the edge of the bench and waited.
Suddenly, the white door opened and Leshin's acquaintance came out of it - the same senior lieutenant, commander of the Novoderevensk battery. He saw Lesha, recognized him, but did not say anything, frowned and went to the exit.
And Lyosha even got up from excitement. He didn't even hear his name right away.
Mikhailov! Mikhailov! Who is Mikhailov? - talked around.
I am Mikhailov! Lesha screamed.
Why don't you respond? - angrily said a young lieutenant in boots shining like a mirror. He stood in the doorway with some folders and lists, and for a whole minute he was calling out Lesha's name.
Go to the colonel, - he said, opening the white door.
"Just don't cry," Lesha thought again and, trying to stay straight, in a military way, stepped through the threshold.
An elderly colonel with a buzz cut was sitting at a large table leafing through some papers.
Mikhailov? - he asked, not looking at Lesha.
Yes, Lesha replied.
The Colonel looked up and also seemed surprised that Lyosha was so small and frail.
N-yes, - he said, looking at him from under thick and shaggy, like a bear, eyebrows. - Here you are, it turns out. Come on, come closer.
Lesha approached the table. The colonel looked at him sternly, and his gray, bear-like eyebrows moved closer and closer to the bridge of his nose.
So, then, it was you who built the snow fortress, or the dugout, or whatever ... which the "Messers" bombed just now?
Yes ... I, - Lesha croaked and felt that another minute - and tears would prevent him from speaking. “But we didn’t do it on purpose, Comrade Colonel,” he added, trying to look the colonel straight in the eye. We were playing...
Ah, how is it? Were playing?
Yeah, Lesha whispered.
Who are we"?
Well, who? Guys, in a word.
And who is the instigator? Who came up with all this? Under whose direction were they built?
I made it up. Under mine, - answered Lyosha, lowering his head. And then he could not stand it - tears broke out from where they had been hiding until now, and gurgled in his throat.
Comrade Colonel... please... forgive me," he murmured. I will no longer...
Is that not going to?
I will not play.
Here's to you! the Colonel chuckled. - How is it possible - not to play?
Well ... in general ... I will not build dugouts.
You will not? Won't you be the most serious?
The most serious. Here's to God! At least fail, - said Lesha.
No, yes, said the Colonel. - Well, what if we ask you?
What do you ask?
Yes, here's something else to build - in the same vein. A fortress, or a dugout, or some kind of bunker.
Lesha raised his eyes. The colonel looked at him as seriously as before, not smiling, only his eyebrows parted from the bridge of his nose, and under them opened clear, slightly tired and inflamed eyes from long insomnia.
You see, dear comrade, what a story, he said. It turns out that even in wartime you have to play carefully. Here you have built, for example, a battery. Well, they probably built it, if the German took it for a real one. But where did you build it? Next to a real combat active anti-aircraft battery. Do you know this?
It is known, yes, - Lesha said in a barely audible voice.
And it's not just the battery. There are also non-military objects - residential buildings, living people.
Comrade Colonel! - almost crying, Lesha interrupted him. - Don't I understand?
You understand, it's too late, - the colonel said sternly. - You live in hindsight.
Correctly. Rear, - Lesha agreed with a sigh.
And meanwhile, - continued the colonel, - such false, or something, structures as your fortress, we, military people, are very, very necessary. We call them false objects. In order to disguise a real object, to avert the enemy's eyes and pull his nose, fake, decorative, similar to real and yet not real fortifications and structures are being built somewhere in the side: dugouts, trenches, hangars, firing points, batteries and everything, what, in a word, the soul desires.
Lyosha swallowed his tears long ago and listened to the colonel with such attention that he even opened his mouth.
Do you understand? - said the colonel.
Yeah. Clearly, Lesha nodded.
So, Comrade Mikhailov, would you agree to build us five or six such false objects?
Who is this? It's me? Lesha almost screamed.
Yes. In general, you and your comrades.
Lesha looked at the colonel and did not understand whether he was joking or not.
What to build from? From snow? - he asked.
And that's how you want it. Best of all from the snow, of course. First, the material is cheap. And secondly, who knows how to work with snow better than guys!
Exactly! Lesha agreed.
Well, so how? - said the colonel.
Well, - answered Lyosha, scratching his head for the sake of importance. - Of course it is possible. I'm just afraid that maybe...
What else is "perhaps"?
I'm afraid that's not enough.
What kind of dumbass?
Well, which instead of guns. After all, we had a make-believe: we didn’t have anti-aircraft guns, so we’ll deafen instead of it ...
Understood, said the Colonel. - Well, Comrade Mikhailov, we'll get you a shaft somehow. There will be no business behind the shafts.
Then everything is in order, - said Lesha. - Ordered to build.
They talked a little more, and ten minutes later the red staff motorcycle was already racing Lesha Mikhailov back home.
And what happened next - I can not tell you in detail. Where and how the false facilities were built is, as you understand, a very big military secret. I can only say that they were built, together with Lesha Mikhailov, by Koska Mukhin, nicknamed Fly, and Valka Vdovin, and other Novoderevensk guys. But Lesha Mikhailov was their chief engineer. And at the headquarters, where he now often looked for instructions and for instructions, they called him that:
"Engineer 1st rank Alexei Mikhailov".
The guys worked, in general, for glory - sometimes, if necessary, they worked at night, forgot to drink and eat, spared neither sleep nor their time, but they still ran to school, did not miss it, and Lesha Mikhailov even managed these days to get "excellent" in Russian writing.
And the Henschel-126 no longer flew to Novaya Derevnya, but flew to where new anti-aircraft points appeared one after another. Behind him came heavy "Messers" and "Focke-Wulfs" and, sparing no ammunition, bombed snow dugouts and wooden guns. And the guys were sitting at this time at home or in a shelter, listening to the distant explosions of landmines, exchanging glances and chuckling. And adults did not understand what they were laughing at, and got angry. After all, no one knew that the Germans were bombing the snow. And the guys kept military secrets sacredly, as expected.
Sometimes, if the Germans did not notice the battery and did not bomb it for a long time, the guys had to complete or even rebuild it. But there were only a few of these, two or three, and the rest of the Germans "pecked" like a fish bites on a good bait.
On the day when the fascist planes bombed the twelfth battery in a row, Lesha Mikhailov and his comrades were summoned to Leningrad, to the headquarters of the front. They were received by the front commander. From his hands Lesha Mikhailov received a medal, and his comrades received certificates of honor, in which it was said that they distinguished themselves in the defense of the city of Lenin, "carrying out a special task of the command."
On the same day, Lieutenant Friedrich Busch, commander of the Henschel-126 reconnaissance aircraft, received the Iron Cross. German fascist newspapers wrote about it. We also saw a photograph of this brave pilot there. How, you know, the stupid, self-satisfied and happy face of this illustrious hero ...
Where is he now, this Friedrich Bush?
And Lesha Mikhailov is alive and well, still lives in Novaya Derevnya and is already in the ninth grade.
NOTES
STORIES ABOUT CHILDREN
These stories have long become classics; more than one generation of readers has been brought up on them. They were published in the Pioneer's Library and Golden Library series, in collections representing Soviet children's literature abroad. Children, their destinies, characters have always worried the writer. In each of the guys, regardless of age, L. Panteleev sees a personality, respects and understands the difficulties they face on the difficult path of growing up. How does L. Panteleev present his heroes? He believes that the best human qualities - honesty, courage, dignity - are manifested not only in exceptional circumstances, but also in the most ordinary, everyday environment. That is why the story "Honest Word" written in peaceful days about the fidelity of a little boy to this word sounded so relevant in the first days of the war. It was not only published, but also read on the radio.
L.Panteleev spent the autumn and winter of 1941-1942 in the besieged Leningrad. Along with adults, the fate of the besieged city was shared by children. Together with the guys, the writer was on duty on the roof, putting out lighters, the children surrounded him on Kamenny Island in the hospital, where he was brought in a state of extreme exhaustion. "The presence of children," writes L. Panteleev, "emphasized the great human meaning of our struggle." Most of the stories in this section are written about the courage of Leningrad children during the days of the war and blockade.
CHIEF ENGINEER
The story was written in the summer of 1942. First published in the magazine "Friendly Guys", 1944, Nos. 2-3, then in the book - "The First Feat". Petrozavodsk: State. publishing house of the Karelian-Finnish SSR, 1946.
G. Antonova, E. Putilova
Frolov S.G.
A brief reference guide for the chief engineer (architect) of the project: Textbook for universities. - M.: DIA Publishing House, 2006. - 352 p.
The manual is built in the technological sequence of project development throughout its billing period - from pre-investment studies to commissioning of completed facilities.
The manual contains excerpts from the main regulatory and guiding documents, lists of the main regulatory, guiding and methodological documents in force on the territory of the Russian Federation and Moscow, as well as reference and methodological materials necessary for working on the project as a whole during its life cycle and for the development of each from sections of the project.
The reference and methodological manual is intended for beginner GUIs (GAPs), engineering and technical workers of design organizations, customers (investors) of project products and for students of higher educational institutions.
Frolov S.G., 2006
DIA publishing house, 2006
FOREWORD
In recent years, the profession of a designer has become extremely scarce, and in all its specialties. A particularly difficult situation has developed with the presence of qualified chief engineers (chief architects) of projects, the driving force behind any project (whether it is the design of a hydroelectric power plant, the most complex linear facility - a railway, or the redevelopment of an office space). In order to skillfully and creatively manage the hard work of developing a project, it is necessary to go through all the performing stages of the design process. This takes years.
The purpose of this Reference Manual (hereinafter referred to as the Manual) is to provide in the most concise form assistance to a novice chief engineer (chief architect) of projects in resolving issues related to the pre-project stage of construction preparation, development of design estimates and before participating in the commissioning of completed construction of facilities for various purposes on the territory of the Russian Federation and in Moscow, regardless of the industry specialization of the designed facilities and organizational and legal forms of building design organizations.
The specifics of professional design in various industries and areas of activity of the national economy are reflected in the relevant state and industry (departmental) standards, norms, rules, and so on, and are not considered in this Manual.
The manual is compiled from the regulatory and guidance documents in force as of December 31, 2004 in the territory of the Russian Federation and Moscow, which are necessary for the design of almost all newly built, expanded, reconstructed industrial and housing and civil facilities.
The manual is structured in a methodical sequence of consideration of the project (and its components) throughout its entire life cycle (billing period) with the main necessary reference material - from conducting pre-investment studies to terminating the project.
The reference manual may also be of interest to engineering and technical workers of design organizations, customers (investors) of design products.
Given the fact that the training of a design engineer is a very "bottleneck" in the system of Russian higher technical education. The manual may be of interest to students of higher educational institutions.
Sections and parts of the Handbook, where there are no references to the documentation used, were written mainly by the author-compiler of the Handbook, an honorary railway worker, taking into account his 25 years of experience as a chief engineer of industrial design projects in the system of the Ministry of Railways. The author thanks fellow designers for their great creative assistance in the preparation of the Handbook.
The editors ask readers to send their comments and suggestions on the composition and content of the Handbook. Constructive considerations will be gratefully accepted and taken into account in further work.
1 REGULATIONS ON THE CHIEF ENGINEER (CHIEF ARCHITECT) OF THE PROJECT
1.1 General
The chief engineer (chief architect) of the project, as a rule, is appointed by the head of the design organization from among the most qualified specialists to develop design estimates and technical management of design and survey work throughout the entire period of design, construction, commissioning of the facility and development of design capacities.
To organize the development of design estimates, contract, tender and other documentation for construction and management of design and survey work, as well as work to provide engineering and consulting services to the customer throughout the entire period of preliminary feasibility studies and investment calculations, bidding (tender) , conclusion of an agreement (contract) with the customer, design, construction, commissioning of the facility and development of design capacities, a project manager may be appointed.
The project manager is appointed from among the most qualified specialists, as a rule, on a competitive basis with the conclusion of an individual agreement (contract) on the conditions for the performance of work, organization and remuneration. The project manager can be appointed both from among full-time employees and from employees who are not part of the staff of the design organization.
When designing objects of industry, transport, energy, communications, agricultural and water management construction, a chief project engineer (CIP) is appointed, and objects of civil engineering, planning and development of cities, urban-type settlements and rural settlements, in which the ideology of the project mainly belongs to the architect - chief architect of the project - (GAP).
When designing large and complex objects or objects of great importance for the architectural appearance of the city, enterprises, buildings and structures, it is allowed to appoint a GIP and GAP. In this case, the leading role is assigned to one of them.
The general design organization appoints the Chief Design Officer (GAP) for the entire complex of the enterprise, buildings and structures, the subcontractor design organization - for the complex of works performed by this organization. The head of the general design organization may appoint, if necessary, the position of deputy chief engineer of the project when designing the most important objects.
The PSU (GAP, Project Manager) in its activities is guided by:
current legislation;
Schemes for the development of sectors of the national economy and industries;
Schemes and projects of district planning;
Planning and development projects for cities, urban-type settlements and rural settlements;
Schemes of master plans for industrial units;
Documents on the main directions in the design of objects of the relevant industries;
State standards, building codes and regulations, regional, sectoral and departmental regulations and guidelines, regulations of state oversight bodies and public organizations related to design, engineering surveys and construction;
Catalogs of standard or analog project documentation, as well as in terms of information - Internet materials;
Previous design developments for this facility.
1.2 Main Tasks and Responsibilities of the PSU (PSU, Project Manager)
The main tasks of the GUI (GAP, Project Manager) are:
Ensuring a high technical and economic level of the designed facilities and the quality of design estimates (DED);
Applications in the design of advanced scientific and technological achievements and progressive technologies that make it possible to compete in the world market;
Increasing labor productivity, reducing the consumption of material resources, reducing the share of construction and installation works and the cost of facilities;
Improving the quality of urban planning and architectural planning solutions.
In accordance with the main tasks, the Chief Executive Officer (CEO, Project Manager) is responsible for:
Participation in the formation of the guarantor of orders of the design organization, tenders (tenders) held when placing an order for the design and construction of facilities;
Together with the leadership of the project organization, the PSU (PSU, Project Manager) should take active steps as possible to participate in working groups at various levels (Russian Federation, region, industry, department, city, enterprise) to develop complex, special or conceptual programs;
Participation in the work of the commission for the selection of a site (route) for new construction, in the preparation of a design assignment and in the organization of engineering surveys for the development of design and estimate documentation for the reconstruction, expansion and technical re-equipment of existing enterprises, buildings and structures;
Preparation of data for concluding an agreement with the customer for the performance of design and survey work, including the cost of design and survey and its distribution between organizations and departments - participants in the development of the project, and drawing up a schedule for the development of design and estimate documentation;
Ensuring the formation of the composition of the project developers, the division between them of tasks for sections and parts of the project and the amount of work with the corresponding payroll;
Control of the technical and economic level of the adopted design decisions and the timing of the development of design and estimate documentation;
Preparation of tasks for subcontracting design and survey organizations for the performance of the work assigned to them and providing these organizations with the necessary initial data for design; timely resolution of all issues arising from subcontractors in the process of developing design and estimate documentation;
Selection of standard, reusable or similar economical individual projects, unified space-planning, structural and technological solutions, assemblies, structures and products for the purpose of their wide application in design, preventing unreasonable development of individual projects and design solutions;
Coordination of design and survey works for the entire complex of the project, ensuring the issuance of a complete design and estimate documentation to the customer within the time frame stipulated by the schedule for the contract for the performance of these works, and systematic control over the correct spending of funds for design and survey work;
Timely resolution of issues related to design and arising in the process of construction, commissioning of the facility and development of design capacities;
Ensuring the development of the necessary options (when developing feasibility studies - mandatory) to justify the most appropriate and cost-effective design solutions;
Ensuring the compliance of projects with the design task and working documentation with the approved project;
Reducing the volume of design estimates and other documentation;
Coordination of documentation made with reasonable deviations from the current norms, rules and instructions, in terms of these deviations, with state supervision bodies and interested organizations that approved them;
Confirmation in the project materials with an appropriate entry that the design and estimate documentation for the construction of enterprises, buildings and structures has been developed in accordance with the norms, rules, instructions and state standards;
Protection of design decisions in the examination bodies and when the project is approved by the customer;
Realization of architectural supervision and monitoring of the progress of work during construction, timely resolution of issues related to the design and arising in the process of construction, commissioning of the facility and development of design capacities;
Preparation of proposals to the management of the design organization and the customer of the design and estimate documentation on making changes to the working documentation related to the introduction of new regulatory documents, taking into account the actual state of construction and their timely introduction into the working documentation, incl. and in the archival copy of the design organization;
Keeping records and submitting to the management of the design organization data on object labor costs for calculating the cost of work performed;
Decisions made by the CEO (PM, Project Manager) in the performance of duties within their competence should be considered final and not subject to cancellation or change by other officials of the design organization without his consent.
1.3 Rights of the GUI (GAP, Project Manager)
The PIU (PIU, Project Manager) has the right to:
Represent the design organization in institutions, organizations and enterprises on the development, approval and review of design and estimate documentation and other documentation for construction according to the approved project, manufacture and supply of equipment and materials, construction and development of design capacities; on these issues in the manner prescribed by the design organization;
Make decisions and conduct correspondence with his signature on the issues of technical and economic assessments and calculations of investments, bidding (tender) in the design process, conclusion of an agreement (contract) with the customer, design, construction, commissioning of the facility and development of design capacities;
Negotiate and conclude preliminary agreements with the customer upon receipt of an order for the design and construction of an object, incl. on the contractual price and other conditions for the performance of work;
Form the composition of the participants in the development of the project, incl. from specialists who are not part of the staff of the design organization, determine their powers, forms of organization and remuneration, incentives and penalties;
Establish, in agreement with contracting construction and installation organizations, a reduced amount of working documentation;
Check the status of project development, incl. with the involvement of competent specialists and organizations as experts and consultants, the correctness of spending funds for design and survey work, compliance with the established design deadlines and the quality of design solutions in the process of developing design and estimate documentation;
Make decisions on the formation and use of a reserve of funds from the volume of work performed;
Submit proposals to the management of the design organization on the development of new and adjustment of existing regulatory documents for the design, construction and operation of facilities;
Submit proposals to the management of the design organization to encourage employees who have distinguished themselves in the development of the project, take part in the distribution of bonuses between organizations and subdivisions of the performers, and also make proposals for imposing penalties on those responsible for the untimely and poor-quality development of the design and estimate documentation;
It is recommended that the CI (GAP, Project Manager) agree with the customer and provide for the use of the following rights in the contract documentation for design and construction:
To freely observe the progress of construction and installation works during their preparation and implementation;
Conduct additional inspection or testing of structures, regardless of whether the part itself is being performed, mounted or already finished, incl. require the contractor (and the latter is obliged, at the first instruction of the GUI (PIU, Project Manager) to conduct a quality check of any part of the structure;
Suspend the production of certain types of construction and installation works when they are carried out with deviations from the project, in case of violation of the technical conditions and rules for the production of these works, as well as their unsatisfactory quality for such a period and in such a manner as it will be proposed to them;
Prohibit the use and direct the replacement and removal from the construction site of any materials and equipment that, in the opinion of the PAA (PAG, Project Manager), do not meet the established requirements;
Make changes to the form, quality or scope of the work provided for in the design documentation, provided that the technical and economic indicators and construction time remain unchanged;
Appoint their representatives from among the participants in the development of the project, the powers of which to notify the customer and the construction contractor.
1.4 Responsibility of the PSU (PSU, Project Manager)
The PSU (PMU, Project Manager) bears the responsibility established by law and provided for by the project for:
Technical and economic level and architectural solutions of objects under construction;
Quality, timely development and completeness of design and estimate documentation;
Correct determination of the estimated cost and sequence of construction;
Achievement by enterprises of project indicators in a timely manner;
Achieving the required dynamics of investments;
Timely receipt by the project organization of income from the implementation of the project;
Fulfillment of all contractual obligations, duties assigned to him and use of the rights granted.
1.5 Principles and methods of marketing for the PSU (PSU, Project Manager)
A design organization can successfully carry out its activities in the market if it can attract and retain customers for products and services. The ability to attract and create conditions for long-term cooperation with customers is at the heart of marketing: identify a product and market, find customers, find out and often form their needs, conclude an agreement for the development of project products and the provision of engineering and consulting services, ensure high-quality and timely execution agreements and try not to lose touch with profitable customers.
The efforts of the PMU (Project Manager) spent on marketing can be aimed at making the offered products and services known to potential customers and arousing their interest by explaining the benefits that they can receive from these products. and services. However, since the customer is ultimately interested not in the project, but in the constructed object, or, more precisely, in the real profit from its exploitation or sale on the investment market, his ability to verify the authenticity of the proposals is and will be limited. Thus, the customer must have a good reason to use the services of this particular design organization, and not others. When a customer decides to invest in a product that at the time of placing an order is very difficult, and sometimes impossible to reliably evaluate or compare with what others are offering to receive an order for its development, he begins to look for reasons on which somehow it is possible reduce the risk of failure. In this case, the GUI (PM, Project Manager) is forced to do the same thing - to look for something that will help convince the customer that if he deals with him, the order will fall into good hands.
Building a professional reputation is the core of marketing. In the market, it is not enough to be competent and offer interesting products. Potential customers need to be aware of this: the design organization needs a reputation that matches the competencies achieved and the Products it produces, fully reflecting what they can do for customers. The question is not only what scientific and technological achievements determine the reputation and may be of interest to potential customers, but also what principles and methods will be applied in marketing.
1.5.1 ORDER-SPECIFIC MARKETING METHODS
You can use the following basic methods to search for a specific order. "Cold" contacts. This is the name of the visits, letters or telephone conversations when the GUI (PIU, Project Manager) approaches a potential customer and tries to offer him to do the work.
This is the least effective marketing method. But "freshly created" engineering firms often cannot do without it. "Cold" visits without prior arrangement are the worst. Managers don't like to be disturbed by strangers for unknown reasons. However, in critical situations such contacts are acceptable.
"Cold" written contacts are a more successful method. Their goal is not to get an order, but to introduce themselves to a prospective customer in order to pave the way for future contact in a short time.
"Cold" telephone conversations pursue the only goal - to get a date with the customer. In doing so, you need to answer any questions that the customer may ask before deciding to make an appointment.
If the customer wants only information, you should not insist on immediate negotiations about the order. Experience will tell you how far to go in each situation. After such contact, you can be reminded of a telephone conversation after 2-4 weeks. If interest is lost, do not insist.
1.5.2 RESPONSE TO INVITATION TO BID
You can get in touch with a potential customer in response to a published announcement of an auction (tender) for the development of a project. As a rule, such a customer is a state organization or enterprise or a large commercial structure.
In such a situation, the customer not only appears on his own initiative, but most likely already has a fairly accurate idea of \u200b\u200bwhat needs to be done. His own or involved technical services have already carried out preliminary studies and developed a detailed tender task, which can be obtained on conditions specified by the customer. Projects declared in this way are often large, financially attractive, and may be of interest to your competitors. However, before accepting the customer's invitation, you should carefully analyze the situation:
Sometimes tender announcements are purely formal, and their publication is done with a great delay. This happens in those cases when all the conditions of these auctions have been transferred in advance to one or two firms with which the customer intends to deal, having officially issued it through the auction;
The circle of design organizations interested in getting a job can be quite wide, so the competition will be very fierce;
Preparing the necessary materials for bidding is time consuming and expensive, and it will be a net loss for those who are rejected, and sometimes under the conditions of the bidding, the cost of preparation and participation in the bidding is not reimbursed even to the winning firm;
The procedure for selecting the best offer by the customer can be lengthy. The bidder may be asked to provide additional information, review some of the proposed solutions, and make several visits to the client. Therefore, the applicant should not be in a position where he urgently needs a guaranteed job. If, nevertheless, a decision is made to fight for such an order, a detailed action plan must be developed in order to win the auction.
The GUI, GAL, Project Manager are potential bidders in the contract tenders, which obliges them to have quite certain qualities.
In the Rules of Procedure of the Tender Committee (MDS 80-14.2000), the following is recommended for the expert of the Tender Committee, paragraph 3.5. In addition to competence, a good expert must also have a number of qualities. The main ones are the ability to:
Solve problems, the method of solving which is completely or partially unknown;
Identify non-obvious problems;
Guess the solution without justifying it;
Predict or anticipate a future decision;
Resist the opinions of the majority or generally recognized authorities;
Consider the problem from different points of view.
"Regulations on contract bidding in the Russian Federation" is presented in Appendix 1 of the Handbook.
... 1 area of use2. Regulatory references
3. Definitions
4. Design rules
4.1 General
4.2 Regulations on the chief engineer (chief architect) of the project
4.3 Main normative and guiding documents
4.4 The main provisions of the order of the Minister of Defense of the Russian Federation of 08.07.96 No. 264
4.5 Composition and content of investment justifications
4.6 Types of construction
4.7 Licensing
4.8 Basic requirements for design and working documentation
5. Design technology
5.1 Scheme for creating a construction object
5.2 Sequence and stages of design
5.3 Reconnaissance work
5.4 Pre-project preparation, collection of initial permits and initial data
5.5 Engineering surveys
5.6 Design brief
5.7 Engineering survey
5.8 Contractual, financial, claims work
5.9 Planned request for design and organization of the design process
5.10 Design features of facilities being built in Moscow
6. Coordination and examination of pre-project and project documentation
6.1 Internal review of construction projects
6.2 Coordination of pre-project and project documentation before submission to the state expertise bodies of projects
6.3 Working with expert bodies in the process of reviewing pre-project and project documentation
6.4 Procedure for reviewing previously approved documentation
7. Author's supervision
7.1 Organization of architectural supervision
7.2 Basic requirements of the Academy of Sciences for the quality of construction and installation work
8. Participation in the acceptance into operation of completed construction projects
9. Brief data on the main sections of the project for the construction of the facility
9.1 General explanatory note
9.2 General plan
9.3 Technological solutions
9.4 Architectural and construction solutions
9.5 Water supply and sewerage
9.6 Heating and gas supply
9.7 Heating, ventilation and air conditioning
9.8 Power supply and automation
9.9 Fire protection requirements
9.10 Metal structures
9.11 Environmental protection
9.12 Communication and signaling systems
9.13 Organization and production of work
9.14 The composition of the estimate documentation and the determination of the cost of construction
9.15 Investment performance
9.16 Management of production, enterprise and organization of conditions and labor protection of workers and employees
9.17 Engineering and technical measures of civil defense. Measures to prevent emergency situations
9.18 Additional requirements
9.19 Security and defense of the facility
Appendix A. List of word abbreviations and their abbreviations
Appendix B. Act of reconnaissance work
Annex B. Option for drawing up a design assignment
Annex D. The act of inspection of the technical condition of the object
Appendix E. Marks and ciphers of sections of the project and text documents
Annex G. Consolidated indicators of the cost of construction (specific indicators of capital investments)
Appendix I. Bibliography
