Download the Chief Engineer's Desk Reference. Book: Chief Engineer. If anything happens, the GIP will be imprisoned

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, and their publication is 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.

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.

CHIEF ENGINEER

Job responsibilities. Determines the technical policy and directions of technical development of the enterprise in a market economy, ways of reconstruction and technical re-equipment of existing production, the level of specialization and diversification of production for the future. Ensures the necessary level of technical preparation of production and its constant growth, increasing production efficiency and labor productivity, reducing costs (material, financial, labor), rational use of production resources, high quality and competitiveness of manufactured products, works or services, compliance of manufactured products with current state standards , technical conditions and technical aesthetic requirements, as well as their reliability and durability. In accordance with the approved business plans of the enterprise for the medium and long term, he manages the development of measures for the reconstruction and modernization of the enterprise, preventing the harmful effects of production on the environment, careful use of natural resources, creating safe working conditions and improving the technical culture of production. Organizes the development and implementation of plans for the introduction of new equipment and technology, carrying out organizational and technical activities, research and development work. Ensures the effectiveness of design solutions, timely and high-quality preparation of production, technical operation, repair and modernization of equipment, achievement of high quality products in the process of its development and production. Based on modern achievements of science and technology, the results of patent research, as well as best practices, taking into account market conditions, organizes work to improve the range and quality, improve and update manufactured products, work (services), equipment and technology, and create fundamentally new competitive types of products , on the design and implementation into production of means of complex mechanization and automation of technological processes, control and testing of high-performance specialized equipment, the development of standards for the labor intensity of products and standards for the consumption of materials for their production, the consistent implementation of savings and cost reduction. Monitors compliance with design, engineering and technological discipline, rules and regulations on labor protection, safety, industrial sanitation and fire safety, requirements of environmental, sanitary authorities, as well as bodies exercising technical supervision. Ensures timely preparation of technical documentation (drawings, specifications, technical conditions, technological maps). Concludes agreements with research, design (engineering and technological) organizations and higher educational institutions for the development of new equipment and production technology, projects for the reconstruction of the enterprise, its divisions, renovation and modernization of equipment, comprehensive mechanization and automation of production processes, automated production management systems, exercises control over their development, organizes the review and implementation of technical re-equipment projects developed by third-party organizations, and prepares applications for the purchase of equipment on leasing terms. Coordinates work on issues of patent and invention activity, unification, standardization and certification of products, conducting a special assessment of working conditions and rationalization of jobs, metrological support, mechanical and energy maintenance of production. Takes measures to improve the organization of production, labor and management based on the introduction of the latest technical and telecommunication tools for performing engineering and management work. Organizes scientific research and experiments, testing of new equipment and technology, as well as work in the field of scientific and technical information, rationalization and invention, dissemination of advanced production experience. Carries out work to protect the priority of implemented scientific and technical solutions, prepare materials for their patenting, obtain licenses and intellectual property rights. Organizes training and advanced training for workers and engineers and ensures continuous improvement of personnel training. Manages the activities of the technical services of the enterprise, monitors the results of their work, the state of labor and production discipline in subordinate departments. He is the first deputy director of the enterprise and is responsible for the results and efficiency of production activities.
(as amended by Order of the Ministry of Labor of Russia dated February 12, 2014 N 96)

Must know: legislative and regulatory legal acts regulating the production, economic and financial-economic activities of the enterprise, resolutions of federal, regional and local government authorities and management, defining priority directions for the development of the economy and the relevant industry; organizational and administrative documents and regulatory materials of other bodies relating to the activities of the enterprise; profile, specialization and features of the enterprise structure; prospects for technical, economic and social development of the industry and business plan of the enterprise; production capacity of the enterprise; production technology of the enterprise's products; the procedure for drawing up and approving plans for the production and economic activities of the enterprise; market methods of business and enterprise management; the procedure for concluding and executing economic and financial contracts; scientific and technical achievements in the relevant industry and the experience of leading enterprises; economics and organization of production, labor and management; basics of environmental legislation; basics of labor legislation; rules and regulations of labor protection.

Qualification requirements. Higher professional (technical) education and work experience in the specialty in management positions in the relevant industry sector of the enterprise for at least 5 years.

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