ROLE The role the chief project engineer plays in the modern design process cannot be overstated. This is a key figure in making decisions of any kind: from purely technical to purely financial. But, first of all, organizational ones. All relationships between the design organization and the customer are built around this manager, and depend to a great extent on his personal and professional qualities.

However, due to the fact that the interests of many project participants intersect in his area of ​​responsibility, the GIP itself often becomes the center of conflicts between management, the customer, contractors and the direct developers of the documentation. The cause of disputes is often stereotypes about the “correct” course of design development that have survived from Soviet times.

1. The GUI is responsible for everything

The chief project engineer puts his signature on the title pages of all sections of the project documentation, ensuring its compliance with applicable regulations, standards, technical specifications, customer requirements and any other protocols agreed upon 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 documentation has been completed and you can move on to the next stage - obtaining conclusions. A project is the fruit of the labor of dozens, and sometimes hundreds of people: performers, checkers and approvals. Each of them puts his signature under the corresponding part of the work.

2. If anything happens, they “implant” the GIP

In fact, in the event of an emergency, an examination of the execution of construction work, its compliance with design 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 regulations on the chief engineer of the project clearly stipulate all his rights and obligations.

3. GIP is the most qualified specialist

Project documentation consists of many sections, and the chief project engineer cannot and should not understand the intricacies of each of them. The main function of a leader is different. His efforts should be aimed at maximizing the efficiency of the technical decisions made, 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 PI must have are the ability to negotiate, achieve solutions that are beneficial for the project organization, business ethics, diligence and integrity. The job description defines the term chief project engineer as a person with a higher education and 5-8 years of work experience in the specialty.

4. The GIP resolves all disputes within the team

Technical conflicts are common during project development. When plumbers' pipes cross electricians' cable trays, specialists turn to the project's chief engineer as the judge: who should move the equipment and correct the documentation. At the same time, each side presents arguments that the manager, not being a highly specialized engineer, cannot evaluate in a qualified manner.

In this case, the decision should be made based on economic considerations: how to install communications cheaper and how more convenient it is 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 technician

This used to be true. But new times dictate their own laws, and they are as follows: technical decisions must be made by narrowly qualified specialists. One person cannot solve completely different problems, from technology to construction. 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 from the point of view of the customer's benefit. The chief engineer of a project acquires a significant part of his knowledge through self-education and personal experience. It is precisely because it is impossible to become a chief engineer simply by receiving a technical education at a university and reading a manual for the chief engineer of a project that 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 Busch, a pilot of the German reconnaissance aviation, and Novoderevensk schoolboy Lesha Mikhailov received awards on the same day: Lieutenant Busch - the Iron Cross, and Lesha Mikhailov - the medal "For the Defense of Leningrad".

As stated in the order of the German command, pilot Bush was nominated 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 precisely for helping German planes discover these twelve batteries...

I see you are surprised. Your eyes are wide open. You probably think this is a mistake or typo. Well, it turns out that Lesha Mikhailov is a traitor? Why then did he receive a Soviet award, and not some kind of copper or tin German cross?

Meanwhile, there is no mistake here. Lesha Mikhailov received his award according to his merits. But why Lieutenant Friedrich Busch received it is a murky matter. Although - if you look at it - maybe he actually fulfilled his combat mission well. After all, he actually discovered twelve anti-aircraft batteries on the approaches to Leningrad. True, without the help of Lesha Mikhailov and other guys, he sure as hell would have discovered it. Or maybe...

Well, yes, however, you still won’t understand anything. We must tell everything in order.

Lesha Mikhailov lived, as I already said, in Novaya Derevnya. Near their house, behind the gardens, there was a pond. On the other side of the pond, in a small grove, there was an anti-aircraft battery. Almost every night, when German bombers flew towards Leningrad from the Finnish side, the battery opened fire. Of course, not just one battery. There were a lot of them around there. From this fire, in the Mikhailovsky House, as in other neighboring houses, not a single piece of glass remained for a long time; the windows were boarded up with boards or plywood, or stuffed with pillows. But the Germans, of course, also suffered from this fire!..

The battery was well camouflaged. In ordinary times, when she was silent and not working, she could not be seen not only from the air, but also from the ground. But, of course, only adults could not see this. Can you hide anything from the guys?

The guys a long time ago, even at the very beginning of the war, when they first got this battery, they sniffed out everything they needed, scouted it out and now knew the battery, probably no worse than the anti-aircraft gunners themselves. They 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. The morning after a bomber raid, almost every time a small, light, dragonfly-like German reconnaissance plane, Henschel 126, 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, spinning and circling, flew away.

At first the guys were surprised:

Why don't they shoot? After all, he’s flying right at chicken heights! You can knock him out with one shot!..

Once they couldn’t even stand it and shouted through the barbed wire to the battery commander, who at that time was just looking at an enemy scout through binoculars:

Comrade senior lieutenant! What are you looking at! Slam him with the second gun. It will be just right.

The commander looked up from his binoculars and looked at the guys in surprise.

What is it? - he shouted sternly. - How did you get here?!

The guys looked at each other, and Lesha Mikhailov answered for everyone:

So... slowly... We disguised ourselves.

Oh, that's how it is? Disguised? Well, that’s how I do it too - I’m putting on a disguise. It's clear?

Yeah. “I see,” Lesha said after thinking. - So that they won’t be discovered and detected?

“Indeed,” said the commander. - In general, get out of here! Don't you know that you can't go here?

“We know,” the guys answered. - Yes, we don’t walk, we crawl.

Well, crawl back.

Three days later, in the evening, a combat alert was announced at the battery. Before the signal had time to ring, the guys were already sitting in their usual place - in the bushes on the shore of the pond. One of the batteries noticed them and told the commander.

Oh, that's how it is? - the commander shouted, recognizing Lesha Mikhailov. - Is it you again? Well, wait, catch me!..

Lesha and his comrades ran away, but after that, of course, they spied on the batteries, but they just became a little more careful.

And in November, just before the holidays, this same story happened, for which Lesha Mikhailov and his comrades almost ended up in court.

Well, yes, however, let’s not get ahead of ourselves. We will continue to tell you in order.

It turned out to be a very nice winter day. There was a lot of snow - it was impossible to walk or drive through. After school, the kids ran out into the street for a walk. They started playing snowballs. We played a little and got tired of it. Someone suggested making a snow woman. And Lesha Mikhailov thought and said:

No, guys, let's not have a woman, but let's - you know what? Let's build a snow fortress. Or an anti-aircraft battery? With a dugout and everything that is required.

The kids liked the idea, and on the pond, behind the Mikhailovsky Gardens, next to a real anti-aircraft battery, construction began on a toy, snow and ice firing point.

The guys worked all day - until the evening. They rolled snowballs, erected walls, parapets, gun platforms... And they did a great job. Everything is as real. They even built a cannon, and they didn’t have just any cannon, but a very real one - an anti-aircraft gun, made from some old drawbar or shaft, and it even swiveled, and you could take aim from it.

It was on Saturday. The next day, the guys were finishing building their fortress in the morning, when an old Novoderevensk acquaintance, Henschel-126, appeared above their heads in the cloudless winter sky. This time he arrived very opportunely. It has become even more interesting to play.

Air! - shouted Koska Mukhin, a small, freckled boy 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 a real enemy plane.

For the fascist vultures - fire! - he commanded and answered for his gun:

Bang! Bang!

Bam-ba-ra-rah! - the guys chorused.

And the scout, as always, turned, spun and, chirping with his dragonfly motor, flew away towards the front.

The guys played a little more, then went their separate ways.

Bream Mikhailov was called home for dinner. He happily devoured the crumpled 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 third, thundered, as it seemed to him, right above his head. The walls of the Mikhailovsky House began to shake, plaster fell down, something fell in the kitchen and rolled with a ringing sound. Lesha’s sister Vera screamed and cried in a wild voice. Lesha’s grandmother began to cry behind her.

They're bombing! They're bombing! - someone shouted on the street. Anti-aircraft guns were already working there, a machine gun was hammering, and somewhere high in the sky the engines of German dive bombers were humming muffledly.

Well - quickly - go underground! - Lesha’s mother commanded, pushing the table aside and lifting the heavy hatch cover.

The grandmother, followed by Lesha’s sisters and younger brother, crawled into the basement, and Lesha himself, taking advantage of the commotion, tore his hat off the wall and ducked into the hallway.

In the yard he almost collided with Koska Mukhin. Mukha could hardly breathe, his face was pale, his lips were trembling.

Oh, Leshka! - he muttered, looking around in fear and sniffling. You know... what a disaster...

What? What's the problem?

Mukha couldn't catch his breath.

You know, this... after all, it was our battery that was bombed just now!..

Well, yes! Do not lie! - said Lesha, turning pale.

By God, I saw it with my own eyes. Two bombs... a direct hit... and both of them hit our battery. Only slivers remained.

You saw it yourself, you say?

I'm telling you, I saw it with my own eyes. Valka Vdovin and I went for water, saw it and immediately went there. I ran away and he...

What?! - Lesha shouted and grabbed his comrade by the shoulder with force.

He... he was taken to the battery. “For the real one,” said Mucha and, hanging his head, began to cry.

German planes bombed the toy fortress and flew away. The air raid warning sounded at the batteries, everything gradually calmed down in the village itself, but Valka Vdovin still did not return home.

Lesha Mikhailov ran to Valka’s mother several times. He calmed her down, said that he had seen Valka “with his own eyes,” that he was alive, that the anti-aircraft gunners had invited him to visit and were treating him to tea or biscuits there.

But Lesha himself could not calm down.

“It’s my fault,” he thought. “I made it all up - with this stupid fortress. And Valka didn’t even build it. He just arrived from Leningrad this morning...”

He was about to go to the battery and say that it was he who was to blame, 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 rejoiced.

No... I’ll be a minute... I won’t,” Valka muttered. Do you have anyone?

No, there's no one. Grandma is sleeping, and mom has left in line. Come in, don't be afraid.

Lesha,” said Vdovin, without looking at Lesha. - You will probably be sent to the tribunal. They will judge.

Me? - said Lesha. - How did you know it was me?

How did you know? And I said this to you.

Yes, I,” Valka repeated and looked Lesha in the eyes. - At first I denied it. I say: I don’t know anything. And then the battery commander says: “He’s probably the dark-haired one with the striped scarf... I think his name is Mikhailov?” Well, that's what I said. “Yes,” I say, “Mikhailov.” And I asked for your address - I said it too.

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 already getting ready.

So you're not angry?

Lesha stood without looking at his comrade.

No, he said.

Valka grabbed his hand.

You know? - he said. - Or maybe it’s better for you to run away?

“I won’t even think about it,” said Lesha.

Then he looked at Valka, could not stand it and sighed heavily.

Do you think they will shoot you? - he said.

Valka, after thinking for a moment, shrugged.

Maybe they won’t shoot him,” he answered not very confidently.

Until the evening, Lesha Mikhailov walked around not himself. The guys came running and asked him to go for a walk, but he didn’t go. He didn’t study his lessons, refused dinner and went to bed earlier than usual. But no matter how hard he tried, no matter how much he tossed and turned from one side to the other, he could not fall asleep. It's not like he was very afraid of anything. No, Lesha was, as they say, not one of the cowardly dozen. But still, as you yourself understand, his situation was not happy. Moreover, he felt really guilty. And the thought that he would be tried in the Military Tribunal as some kind of spy or traitor completely killed him.

“Maybe it’s really better to run away?” he thought. “I’ll somehow make my way to the front or to the partisans, tell some lies, say that I’ll soon be thirteen years old, and maybe they’ll take me. I’ll go somewhere- I’ll go on reconnaissance missions and die... as expected... and then they’ll write in the newspapers or maybe declare me 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! Son!

What? - Lesha muttered, kicking his leg sleepily.

Get up quickly. They came for you, they ask you.

Lesha threw off the blanket 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 kind of military man arrived. On a motorcycle.

“Oh, I didn’t have time to escape,” thought Lesha.

Buttoning his shirt as he walked and tightening the strap around his stomach, he went out to the kitchen.

A tall Red Army soldier in a sheepskin coat and a leather driver's helmet stood by the stove. He was drying his fur mittens in front of the stove. Steam was coming from them.

Seeing Lesha, the Red Army soldier seemed a little surprised. He probably thought that Lesha was a little older.

Mikhailov Alexey - will that be you? - he said.

“I,” said Lesha.

Get dressed. I'm behind you. Here I have a summons for you.

Oh, fathers of light, where are you taking him? - Lesha’s mother was scared.

And this, mother, is a military secret,” the Red Army soldier grinned. - If they call you, it means you deserve it.

Lesha’s hands did not fall into his sleeves when he pulled on his coat. His mother wanted to help him. He pulled her away.

Okay, mom. Leave it. “I myself,” he said and felt that his teeth were still slightly chattering and his voice was trembling.

Can I take anything with me? Or is it not necessary? - he asked, looking at the Red Army soldier.

He grinned again and didn’t say anything, but 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.

On the street at the gate stood a bright red trophy motorcycle with an attached boat sidecar.

Just yesterday morning with what pleasure, with what style, Lesha Mikhailov would have ridden in front of the whole village in this luxurious three-wheeled car! And now, with difficulty, barely dragging his feet, he climbed into the carriage and immediately raised his collar and hid his face: God forbid, one of the neighbors would see...

The Red Army soldier sat down in the saddle next to him and started the engine with one kick. The motorcycle trembled, made a noise, knocked and, taking off, rushed, throwing up snow flakes and bouncing on potholes, along a familiar village street.

They drove for a very short time. Lesha didn’t even have time to look back when the car stopped and stopped at the gate of a two-story stone house. There was a sentry at the gate.

Lesha looked around and recognized this house. There was once a kindergarten here.

“It’s on the Islands,” he realized. “Here it is, it turns out, where the tribunal is located...”

Get out, Alexey Mikhailov. Let’s go,” the Red Army soldier told him.

“Oh, if only I wouldn’t cry,” thought Lesha, getting out of the booth and heading to the gate.

The guard asked them for a pass.

“To Colonel Shmelev,” the escort said to Leshin and showed the summons. The sentry opened the gate and let them through.

In the large, smoky room, which had probably once been a kindergarten cafeteria, there were now a lot of military personnel. There were pilots, anti-aircraft gunners, and sailors from the coastal defense. There were both Red Army soldiers and officers. Some sat, some stood leaning against the wall, some walked around the room.

Wait a minute, I’ll be right there,” his companion said to Lesha and disappeared behind the large white door. A minute later he returned.

Sit down, rest, they will call you,” he said and left.

Lesha sat down on the edge of the bench and began to wait.

Suddenly the white door opened and Lesha’s acquaintance came out of it - the same senior lieutenant, commander of the Novoderevensk battery. He saw Lesha, recognized him, but said nothing, frowned and walked towards the exit.

And Lesha even stood up from excitement. He didn’t even immediately hear his name.

Mikhailov! Mikhailov! Who is Mikhailov? - they said around.

I'm Mikhailov! - Lesha shouted.

Why aren't you responding? - a young lieutenant in boots shining like a mirror told him angrily. He stood in the doorway with some folders and lists and had been calling out Lesha’s name for a whole minute.

“Come to the colonel,” he said, opening the white door.

“Just don’t cry,” Lesha thought again and, trying to stay straight, like a military man, he stepped over the threshold.

An elderly colonel with a crew cut was sitting at a large table and leafing through some papers.

Mikhailov? - he asked, without looking at Lesha.

Yes,” answered Lesha.

The colonel looked up and also seemed surprised that Lesha was so small and frail.

“Yes,” he said, looking at him from under his thick and furry eyebrows, like a bear’s. - That's what you are, it turns out. Come on, come closer.

Lesha approached the table. The colonel looked at him sternly, and his gray bearish eyebrows moved closer and closer to the bridge of his nose.

So, it was you who built the snow fortress, or dugout, or whatever... which was bombed by the Messers just now?

Yes... I,” Lesha wheezed and felt that in another minute his 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 eyes. - We were playing...

Oh, that's how it is? Were playing?

“Yeah,” Lesha whispered.

Who are we"?

Well, who? Guys, in one word.

And who is the instigator? Who came up with all this? Under whose leadership was it built?

I made it up. “Under mine,” answered Lesha, lowering his head. And then he could not stand it - tears burst out from where they had been hiding until now, and began to bubble in his throat.

Comrade Colonel... please... forgive me,” he stammered. I won't do it anymore...

What is it - you won't?

I won't play.

Here you go! - the colonel grinned. - How is it possible - not to play?

Well... in general... I won’t build dugouts.

You will not? Won't you be serious?

The most serious. By God! At least fail,” said Lesha.

“No,” said the colonel. - Well, what if we ask you?

What do you ask?

Yes, build something else - in the same way. A fortress, or a dugout, or some kind of bunker.

Lesha raised his eyes. The colonel looked at him as before seriously, without smiling, only his eyebrows parted from the bridge of his nose, and under them clear, slightly tired and inflamed eyes opened from long insomnia.

You see, dear comrade, what a story,” he said. It turns out that even in wartime one must play carefully. For example, you built a battery. It was probably built well, if the German mistook it for the real thing. But where did you build it? Next to a real operational anti-aircraft battery. Do you know this?

“It’s known, yes,” Lesha said barely audibly.

But it’s not just the battery that’s nearby. There are also non-military objects - residential buildings, living people.

Comrade Colonel! - Lesha interrupted him, almost crying. - Don’t I understand?!

You see, it’s too late,” the colonel said sternly. - You live in hindsight.

Right. “In the back,” Lesha agreed, sighing.

Meanwhile,” the colonel continued, “we, military people, really, really need such fake structures as your fortress.” 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 built somewhere on the side: dugouts, trenches, hangars, firing points, batteries and everything, whatever, in a word, the soul desires.

Lesha had long since swallowed his tears and listened to the colonel with such attention that he even opened his mouth.

Do you understand? - said the colonel.

Yeah. “I see,” Lesha nodded.

So, Comrade Mikhailov, would you agree to build us five or six of these false objects?

Who is this? It's me? - Lesha almost shouted.

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 the snow? - he asked.

And that’s just how you want it. The best thing is snow, of course. Firstly, the material is cheap. And secondly, who knows how to work with snow better than the guys!

Exactly! - Lesha agreed.

Well, so how? - said the colonel.

“Well,” answered Lesha, scratching his head for the sake of importance. - Of course it is possible. I'm just afraid that, perhaps...

What else is “perhaps”?

The shaft, I'm afraid, won't be enough.

What shafts?

Well, those instead of guns. We had it for fun: we didn’t have an anti-aircraft gun, so we used a shaft instead...

“I see,” said the colonel. “Well, Comrade Mikhailov, we’ll somehow get you a shaft.” Shafts won't matter.

Then everything is all right,” said Lesha. - Ordered to build.

They talked a little more, and ten minutes later the red staff motorcycle was already rushing Lesha Mikhailov back home.

I can’t tell you in detail what happened next. Where and how the false objects were built is, as you yourself understand, a very big military secret. I can only say that they were built together with Lesha Mikhailov, and Koska Mukhin, nicknamed Mukha, and Valka Vdovin, and other Novoderevensky guys. But Lesha Mikhailov was their chief engineer. And at headquarters, where he now often looked for directions and instructions, they called him this:

"Engineer 1st rank Alexey Mikhailov."

The guys worked, in general, brilliantly - sometimes, if necessary, they worked at night, forgot to drink and eat, did not spare either sleep or their time, but they still ran to school, did not miss them, and Lesha Mikhailov even These days I managed to get an “excellent” in written Russian.

And the Henschel-126 no longer flew to Novaya Derevnya, but flew to where new anti-aircraft points appeared one after another. Following him, heavy Messers and Focke-Wulfs flew in and, sparing no ammunition, bombed snow dugouts and wooden guns. And the guys were sitting at home or in a shelter at this time, listening to the distant explosions of landmines, looking at each other and laughing. And the adults didn’t understand why they were laughing and got angry. After all, no one knew that the Germans were bombing the snow. And the guys kept the military secret sacredly, as it should be.

Sometimes, if the Germans did not notice the battery and did not bomb it for a long time, the guys had to complete construction or even rebuild it. But there were only a few of them, two or three, and the Germans “pecked” at the rest, like a fish pecks at a good bait.

On the day when fascist planes bombed the twelfth snow battery, Lesha Mikhailov and his comrades were called to Leningrad, to the front headquarters. They were received by the front commander. From his hands, Lesha Mikhailov received a medal, and his comrades received certificates of honor, which stated that they had distinguished themselves in the defense of the city of Lenin, “carrying out a special assignment from 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 this. We also saw a photograph of this brave pilot there. What a stupid, smug and happy face this illustrious hero has, you know...

Where is he now, this Friedrich Busch?

And Lesha Mikhailov is alive and well, still lives in Novaya Derevnya and is already in ninth grade.

NOTES

STORIES ABOUT CHILDREN

These stories have long become classics; more than one generation of readers have been brought up on them. They were published in the series "Pioneer Library", "Golden Library", in collections representing Soviet children's literature abroad. Children, their destinies, and characters always worried the writer. In each of the children, regardless of age, L. Panteleev sees a personality, treats with respect and understanding the difficulties they encounter on the difficult path of growing up. How does L. Panteleev imagine 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 situations. That is why the story “The Word of Honest,” written in peaceful days, about a little boy’s loyalty to his given 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 besieged Leningrad. Along with adults, children shared the fate of the besieged city. 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 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 Karelo-Finnish SSR, 1946.

G. Antonova, E. Putilova

Frolov S.G.

A brief reference and methodological manual for the chief engineer (architect) of the project: A textbook for universities. - M.: ASV Publishing House, 2006. - 352 p.

The manual is structured 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 normative and guidance documents, lists of the main normative, guidance and methodological documents in force in the territory 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 developing each section of the project.

The reference and methodological manual is intended for beginning GIPs (GAPs), engineering and technical workers of design organizations, customers (investors) of design products and for students of higher educational institutions.

Frolov S.G., 2006

Publishing house DIA, 2006

PREFACE

In recent years, the design profession has become extremely scarce, and in all its specialties. A particularly difficult situation has developed with the availability of qualified chief engineers (chief architects) of projects, the driving intellectual force of any project (be it the design of a hydroelectric power station, a 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 executive stages of the design process. This takes years.

The purpose of this Reference and Methodological Manual (hereinafter referred to as the Manual) is to provide assistance in the most concise form to the beginning chief engineer (chief architect) of projects in resolving issues related to the pre-design stage of construction preparation, the development of design estimates and before participating in the acceptance into operation 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 facilities being designed and the organizational and legal forms of constructing design organizations.

The specifics of professional design in various industries and areas of the national economy are reflected in the relevant state and industry (departmental) standards, norms, rules, etc., and are not discussed in this Manual.

The manual is compiled from the regulatory and guidance documents in force as of December 31, 2004 on the territory of the Russian Federation and Moscow, necessary for the design of almost all newly built, expanded, reconstructed industrial and residential-civil facilities.

The manual is structured in a methodological sequence for considering a project (and its components) throughout its entire life cycle (calculation period) with the main necessary reference material - from conducting pre-investment studies to terminating the project.

The reference and methodological manual may also be of interest to engineering and technical workers of design organizations, customers (investors) of design products.

Considering the fact that the training of a design engineer is a very “bottleneck” place in the system of Russian higher technical education. The manual may also be of interest to students of higher educational institutions.

Sections and parts of the Manual, where there are no references to the documentation used, were written mainly by the author-compiler of the Manual, an honorary railway worker, taking into account his 25 years of experience as a chief engineer of projects in the field of industrial design in the Ministry of Railways. The author thanks his fellow designers for their great creative assistance in preparing the Manual.

The editors ask readers to send their comments and suggestions on the composition and content of the Manual. Constructive considerations will be gratefully received and taken into account in future work.

1 REGULATIONS ON THE CHIEF ENGINEER (CHIEF ARCHITECT) OF THE PROJECT

1.1 General provisions

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 technical and economic assessments 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 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 project organization.

When designing industrial, transport, energy, communications, agricultural and water management facilities, a chief project engineer (GIP) is appointed, and civil engineering facilities, 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 that are of great importance for the architectural appearance of the city, enterprises, buildings and structures, the appointment of a GIP and a GAP is allowed. In this case, the leading role is assigned to one of them.

The general design organization appoints a GIP (Gap) for the entire complex of the enterprise, buildings and structures, and a subcontractor design organization - for the complex of works performed by this organization. The head of the general design organization may, if necessary, add the position of deputy chief engineer of the project to the staff when designing critical facilities.

The GIP (GAP, Project Manager) is guided in its activities by:

Current legislation;

Schemes for the development of sectors of the national economy and industries;

Schemes and projects of regional planning;

Projects for planning and development of cities, urban-type settlements and rural settlements;

Schemes of master plans of industrial units;

Documents on the main directions in the design of facilities in the relevant industries;

State standards, building codes and regulations, regional, industry and departmental standards and guidance documents, regulatory documents of state supervisory authorities and public organizations related to design, engineering surveys and construction;

Catalogs of standard or analog design documentation, as well as in information terms - Internet materials;

Previous design developments for this facility.

1.2 Main tasks and responsibilities of the GIP (GAP, Project Manager)

The main tasks of the GIP (GAP, Project Manager) are:

Ensuring a high technical and economic level of the designed objects and the quality of design and estimate documentation (DED);

Applications in the design of advanced scientific and technical achievements and progressive technologies that make it possible to compete in the global market;

Increasing labor productivity, reducing the consumption of material resources, reducing the share of construction and installation work and the cost of facilities;

Improving the quality of urban planning and architectural planning solutions.

In accordance with the main tasks, the GIP (GAP, Project Manager) is assigned the following responsibilities:

Participation in the formation of the order list of the design organization, tenders (bidding) when placing an order for the design and construction of facilities;

Together with the management of the design organization, the GIP (GAP, Project Manager) must take the most active actions 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 selecting a site (route) for new construction, in preparing design assignments and in organizing 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 design and survey work, including the cost of design and surveys and its distribution between organizations and departments participating in the development of the project, and drawing up a schedule for the development of design and estimate documentation;

Ensuring the formation of a team of project developers, dividing tasks among them into sections and parts of the project and the scope of work with the corresponding payroll;

Monitoring the technical and economic level of design decisions made and the timing of development of design and estimate documentation;

Preparation of assignments for subcontracting design and survey organizations to carry out the work entrusted 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, reused or similar economical individual projects, unified space-planning, design and technological solutions, components, structures and products for the purpose of their widespread use in design, avoiding the unreasonable development of individual projects and design solutions;

Coordination of design and survey work for the entire complex of the project, ensuring the issuance of a complete design and estimate documentation to the customer within the time frame specified in the schedule for the contract for the execution of these works, and systematic monitoring of the correct expenditure of funds for design and survey work;

Timely resolution of issues related to design and arising during the construction process, 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 economical design solutions;

Ensuring that projects comply with the design assignment and working documentation with the approved project;

Reducing the volume of design estimates and other documentation;

Coordination of documentation made with justified deviations from current norms, rules and instructions, in terms of these deviations, with state supervisory authorities and interested organizations that approved them;

Confirmation in the project materials by a corresponding entry that the design documentation for the construction of enterprises, buildings and structures has been developed in accordance with norms, rules, instructions and state standards;

Protection of design solutions in the examination bodies and upon approval of the project by the customer;

Carrying out designer's supervision and monitoring of the progress of work during construction, timely resolution of issues related to design and arising during the construction process, commissioning of the facility and development of design capacities;

Preparation of proposals to the management of the design organization and the customer of design and estimate documentation on changes to the working documentation related to the introduction of new regulatory documents, taking into account the actual state of construction and timely inclusion of them in the working documentation, incl. and in the archival copy of the design organization;

Keeping records and presenting to the management of the design organization data on object-by-object labor costs to calculate the cost of work performed;

Decisions made by the GIP (GAP, Project Manager) in the performance of duties within its competence should be considered final and not subject to cancellation or change by other officials of the project organization without his consent.

1.3 Rights of the GIP (GAP, Project Manager)

GIP (GAP, Project Manager) has the right:

Represent the design organization in institutions, organizations and enterprises on the development, approval and review of design 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 established by the design organization;

Make decisions and conduct correspondence over your signature on issues of technical and economic assessments and investment calculations, bidding (tender) in the design process, concluding an agreement (contract) with the customer, design, construction, commissioning of the facility and development of design capacities;

Conduct negotiations and enter into preliminary agreements with the customer upon receipt of an order for the design and construction of a facility, incl. about the contract price and other conditions for performing the work;

Form the composition of participants in the development of the project, incl. from specialists not included in the staff of the design organization, determine their powers, forms of organization and remuneration, incentives and penalties;

Establish, in agreement with construction and installation contractors, a reduced volume 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 on design and survey work, compliance with established design deadlines and the quality of design solutions in the process of developing design documentation;

Make decisions on the formation and use of a reserve of funds based on the volume of work performed;

Make proposals to the management of the design organization for the development of new and adjustments to existing regulatory documents for the design, construction and operation of facilities;

Submit proposals to the management of the design organization to reward employees who have distinguished themselves during the development of the project, to take part in the distribution of bonuses between organizations and departments performing them, and also to make proposals to impose penalties on those responsible for the untimely and poor-quality development of design and estimate documentation;

It is recommended that the State Inspectorate (GAP, Project Manager) agree with the customer and provide for the use of the following rights in the contractual documentation for design and construction:

Freely monitor the progress of construction and installation work during its preparation and execution;

Conduct additional inspection or testing of structures, regardless of whether the part itself is being executed, installed, or has already been completed, incl. require the contractor (and the latter is obliged, at the first instruction of the State Inspectorate (GAP), Project Manager) to conduct a quality check of any design detail;

Suspend the production of certain types of construction and installation work when they are carried out with deviations from the project, in case of violation of 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 give instructions for the replacement and removal from the construction site of any materials and equipment that, in the opinion of the Civil Aviation Authority (Project Manager), do not meet the established requirements;

Make changes to the form, quality or volume of work provided for in the design documentation, provided that the technical and economic indicators and construction time remain unchanged;

Appoint your representatives from among the participants in the development of the project, whose powers to inform the customer and construction contractor.

1.4 Responsibility of the GIP (GAP, Project Manager)

The GIP (GAP, 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 documentation;

Correct determination of the estimated cost and priority of construction;

Achievement of project indicators by enterprises within the established time frame;

Achieving the required investment dynamics;

Timely receipt of income from the project implementation by the project organization;

Fulfillment of all contractual obligations, assigned responsibilities and use of granted rights.

1.5 Principles and methods of marketing for the GIP (GAP, Project Manager)

A design organization can successfully operate in the market if it knows how to attract and retain customers for its products and services. The ability to attract and create conditions for long-term cooperation with customers lies at the heart of marketing: define the product and market, find customers, find out and often formulate their needs, enter into an agreement for the development of design products and the provision of engineering consulting services, ensure high-quality and timely implementation agreements and try not to lose contact with profitable customers.

The marketing efforts of the Project Manager can be aimed at making the products and services offered available to potential customers and at arousing their interest by explaining the benefits they can receive from the products. and services. However, since the customer is ultimately interested not in the project, but in the constructed facility, or, more precisely, in the real profit from its operation or sale on the investment market, his ability to verify the reliability 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 he can somehow reduce the risk of an unsuccessful decision. In this case, the PIG (GAP, Project Manager) is forced to do the same thing - look for something that will help convince the customer that if he deals with him, the order will be in 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 clients should be aware of this: the project organization needs a reputation commensurate with the competence achieved and the Products that are produced, fully reflecting what they can do for clients. The question is not only what scientific and technical achievements determine reputation and may be of interest to potential customers, but also what principles and methods will be applied in marketing.

1.5.1 METHODS OF ORDER SPECIFIC MARKETING

To search for a specific order, you can use the following basic methods. "Cold" contacts. This is the name for visits, letters or telephone conversations when the PIG (GAP, Project Manager) contacts a potential customer and tries to offer him to do the work.

This is the least effective marketing method. But “freshly created” design firms often cannot do without it. “Cold” visits without prior agreement are the worst. Managers don't like to be bothered by strangers for reasons unknown in advance. However, in critical situations such contacts are acceptable.

“Cold” written contacts are a more successful method. Their goal is not to receive an order, but to introduce themselves to a promising customer in order to prepare the ground for future contact in a short time.

“Cold” telephone conversations have the sole purpose of getting a date with the customer. This includes answering any questions the customer may have before deciding to schedule an appointment.

If the customer only wants information, there is no need to insist on immediate negotiations about the order. Experience will tell you how far to go in each situation. After such contact, you can remind them about the telephone conversation 2-4 weeks later. If interest has disappeared, there is no need to insist.

1.5.2 RESPONSE TO AN INVITATION TO PARTICIPATE IN TRADES

You can get in touch with a potential customer in response to a published announcement of bidding (tenders) for the development of a project. As a rule, such a customer is a government 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 ​​what needs to be done. Its own or outsourced technical services have already carried out preliminary studies and developed a detailed tender specification, which can be obtained under conditions specified by the customer. Projects announced 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 in nature, and their publication is made very late. This occurs in cases where all the conditions of these tenders are transferred in advance to one or two companies with which the customer intends to deal, having officially formalized it through the tender;

The range of design organizations interested in obtaining work can be quite wide, so competition will be very tough;

Preparing the necessary materials for participation in the auction requires a significant investment of time and is expensive, and this will be a net loss for those who are rejected, and sometimes, according to the terms of the auction, the cost of preparation and participation in the auction is not reimbursed even to the winning company;

The procedure for the customer to select the best offer can be lengthy. The applicant may be asked to provide additional information, review some of the proposed solutions, and make several visits to the customer. Therefore, the applicant should not be in a position where he urgently needs job security. If you nevertheless decide to fight for such an order, you need to develop a detailed action plan to win the bid.

PI, GAL, Project Manager are potential participants in contract bidding as applicants, which obliges them to have very specific qualities.

In the Regulations for the work of the tender committee (MDS 80-14.2000), the following is recommended for the expert of the tender committee, clause 3.5. In addition to competence, a good expert must have a number of other qualities. The main ones are the abilities:

Solve problems whose solution method is completely or partially unknown;

Identify unobvious problems;

Guessing a solution without justifying it;

Predict or anticipate a future decision;

Oppose majority opinions or generally accepted authorities;

Consider the problem from different points of view.

“Regulations on contract bidding in the Russian Federation” are presented in Appendix 1 of the Manual.