480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Thesis - 480 rubles, shipping 10 minutes 24 hours a day, seven days a week and holidays

Vedeneev Fedor Valentinovich. Project management of engineering activities: dis. ... candidate of economic sciences: 08.00.05 / State. un-t management .. - Moscow, 2006. - 179 p.: ill. RSL OD, 9 06-10/505-1

Introduction

Chapter 1. Theoretical aspects of managing modern engineering activities

1.2 Analysis and classification of types of modern engineering activities 14

1.3 Study of the activities of engineering companies 28

1.4 Conclusions but chapter 45

Chapter 2. Analysis of engineering management methods and development of a project management system for engineering activities on their basis 48

2.1 Research activities and integration of project management and engineering management 48

2.2 Analysis of the methodology of parallel engineering 66

2.3 Using the methodology of integrated product development to improve the efficiency of engineering management 79

2.4 Development general principles building an effective project management system for an engineering company 90

2.5 Using an integrated organizational maturity model to improve the efficiency of project management of engineering activities 109

2.6 Chapter 113 findings

Chapter 3. Practical experience in the development and operation of a project management system for engineering activities 117

3.1 Development of an organizational structure for managing a small engineering enterprise 117

3.2 Development of methodological solutions that optimize the management of an engineering company 122

3.3 Results of the implementation of proposals for optimizing the management system of an engineering company 134

3.4 Chapter 135 Conclusions

Conclusion 138

References 148

Applications 156

Introduction to work

Modern economic relations characterized by increasing rates of increase in science-intensive products, services and processes of their creation. This trend leads to an increase in the volume of work associated with the solution of scientific, technical and complex organizational problems, which in turn leads to an increase in the volume of professional services aimed at solving these problems. Important results of this trend are an increase in the importance and an increase in the volume of engineering activities within the framework of economic relations. First of all, the development of engineering activity manifests itself in complex investment and industrial projects aimed at creating or modernizing complex economic systems or their individual components. But even with the implementation of not so large-scale economic initiatives, for example, the development of a new type of service by a small business, the volume of engineering activity is about a third of the volume of all work.

Currently, engineering activities are associated with the activities of specialized professional companies that take on the solution of complex scientific, technical, organizational and economic problems. The engineering company sector is currently developing rapidly. This is especially evident in industrialized foreign countries. Although engineering and engineering management in Russia developed in ways somewhat different from the global ones, at present the number of Russian engineering firms is increasing exponentially from year to year, which indicates the extreme relevance of engineering activities for the Russian Federation.

Modern engineering activity manifests itself not only in the activities of engineering companies, but also in the activities of large industrial corporations that are engaged in the development and production of new products and independently solve the engineering problems that arise in this case. But it should be noted that this kind of organization of engineering activities is already considered today as an exception to the rule. Just as economic construction has given way to professional construction, professional engineering services are dominating economic reality. Although the content of the engineering activity itself does not change from the methods of engineering work, the approaches to engineering management differ significantly. In this regard, it should be noted that this dissertation considers professional engineering services and the activities of professional engineering companies as the main subject area of ​​research.

In addition to the scope of participation, the importance of engineering activities in modern economic reality is also increasing. The success of any economic initiative depends almost entirely on the effective solution of complex scientific and technical problems. The effectiveness of engineering determines the quality of products and services, the quality technical support, the degree of satisfaction of customers and consumers, the timing of the development, creation and launch of new products on the market, the compliance of products with modern technological solutions, issues of productivity and efficiency of production processes,

In this way, relevance of the topic of this dissertation due to the following significant factors:

In the modern economy, the volume of tasks of a scientific, technical, organizational and economic nature is increasing, requiring the active participation of highly qualified specialists. professional level, and as a result, the volume and significance of engineering activities increase;

Engineering activity determines the most important indicators that affect the success of almost any enterprise or project, such as:

quality of design solutions, production processes, products and services, technical support;

economic indicators laid down in the development and design of products, and manifested in the production, sale and operation of products;

the duration of work on the development, production and launch of products on the market, and the duration of the period from the identification of a need to its actual satisfaction.

The effectiveness of engineering management becomes a determining factor in efficiency economic activity generally;

Management methods for engineering activities require constant development due to the intensive and dynamic development of engineering activities;

* Engineering companies in the Russian Federation are actively developing and
will develop based on the general direction of economic development towards more
high level of scientific and technical development.

The purpose of the dissertation research consists in the development of a science-based and effective management system for modern engineering activities, including a set of methodological and organizational principles, models and tools.

Main objectives of the study are as follows:

The study of the modern understanding of engineering activities in all its diversity of manifestations;

Analysis and classification of types of modern engineering activities;

Study of the activities of the best engineering companies;

* Studying the best experience of managing an engineering company applied
methods, tools and solutions;

A detailed analysis of the relationship between processes and functions of engineering management and
project management;

* Identification of methods and approaches that improve management efficiency
modern engineering activities;

Studying modern methods of parallel engineering;

Definition of methodological tools effective management current
operations and development of an engineering company;

* Practical use of formulated solutions within a specific
project of optimization of the management system of an engineering company.
Object of study is a system of engineering activities,

occurring within the framework of the functioning and development of engineering companies.

Subject of research are the principles and elements of the engineering activity management system, as well as individual techniques, methods and tools used within this system.

The study used scientific results obtained by domestic and foreign scientists, such as: Razu M.L., Porshnev A T., Yakutin Yu.V., Voropaev V.I., Karavaev E.L., Korotkov E.M., Milner B.Z., Gray K.F., Larson E.W., Diethelm G., Kertsner G. and many others .

Methodological basis of the study served as: general systems theory and system analysis, modern concept and methodology of project management, theoretical foundations of general and strategic management, methods of system engineering and optimal development technical systems, methods of statistical analysis.

Scientific novelty of the dissertation consists of the following:

The wording and content of the concept of "engineering" have been clarified;

The classification of types of engineering activities was carried out;

* Conducted a detailed analysis of the relationship between project management processes,
product management (management of design activities,
development, industrial production, promotion and operation
products) and engineering management;

The study of the interaction of various models of life cycles (product, project, engineering, technologies) was carried out, on the basis of which a generalized model of the product life cycle was developed, in which a place was determined for project management and engineering;

Solutions to improve the efficiency of engineering management were identified;

An approach to designing the organizational structure of the management of an engineering company has been developed;

* Substantiated and adapted the use of the methodology of integrated
development and integrated model of organizational maturity within the
effective project management system for engineering;

" The general principles of process integration are formulated corporate governance, management of functional activities and project management within the framework of a unified system of project management engineering. Reliability of results research is due to strict adherence to the provisions of the systems management theory and project management methodology, supported by practical calculation data from using, within the framework of the situational approach, methods of economic-mathematical and simulation modeling, and is also based on the representativeness of the initial information array.

Scientific significance of the dissertation consists in improving the management system of modern engineering activities, mastering new methods and tools for project management of engineering, in-depth research

relationship between project management and project product management, development of a number of integration solutions that increase both the efficiency of engineering management and the efficiency of project management as a whole.

Practical significance of the results of the dissertation research includes in opportunities to optimize the activities of engineering companies, in particular in:

Reducing the duration of engineering work, from product development to the start of its operation,

Improving the quality of design solutions, created products and technical support, primarily through the integration of the activities of all stakeholders of the engineering project,

Reducing the cost of an engineering project, mainly due to the elimination of corrections and repetitions,

Increasing the transparency and manageability of current operations,

"Improving the manageability of the long-term development of an engineering company.

The results of the dissertation research were practical testing in the course of projects for optimizing the control system of a number of Russian engineering companies, one of which is presented in detail in the third chapter of this dissertation. results practical application confirmed the correctness of theoretical approaches and formulated solutions.

The main conclusions and provisions of the dissertation are reflected in 4 publications. General provisions dissertations were presented at scientific and practical conferences held in State University management, where they received a positive assessment and approval.

Work structure

The dissertation consists of 3 chapters, introduction, conclusion with a total of 149 pages. A number of important but supporting material is presented in five Appendixes. The dissertation includes 1 table and 27 figures. When conducting scientific dissertation research, 121 sources were used, of which 30 are foreign.

Study of activities of engineering companies

Engineering activities abroad are carried out by specialized engineering, engineering consulting and engineering research firms, and in Russia - by design, survey and industry research and design institutes, design and development bureaus. All these organizations, one way or another, can be called engineering companies, which are the most important and active subjects of modern professional engineering activity.

Engineering as a professional area economic activity, is the provision of a range of commercial services for the preparation and support of the production process and sales of products, which, for all their diversity, form two main groups: services related to the preparation production process, and services to ensure the progress and control of the production process.

At present, based on the real conditions prevailing in the Russian economy, progress in the development of engineering activities and its contribution to improving the efficiency of investment project management can be facilitated by the use of foreign experience engineering management.

Departmental and organizational fragmentation of engineering and investment activities has led to the fact that the path from idea to finished products, especially in civilian industries, turned out to be many times longer in Russia than in developed countries from market economy. Additional problems arose during the transition period, characterized by the destruction of administrative-command methods, the rupture of economic ties and the decentralization of capital investments. These problems hinder the full development of engineering activities in Russia and impede the development best practices engineering, which significantly increase the efficiency of investment projects and economic activity in general.

In the last 10-15 years, engineering has received significant development and has become an independent field. international business(41). The leading positions in the world market of engineering services are occupied by firms from the USA, France, Great Britain, Germany, Japan, Canada, Sweden, Italy. The annual volume of exports of engineering services accounted for by these countries is tens of billions of US dollars, including the cost of supplies of equipment and materials,

The scope of engineering services within the framework of investment projects is quite wide. IN individual cases engineering is limited to consulting services or implementation technological knowledge. In this capacity, services for the design of this facility, systematization, processing and use of knowledge and experience for the specific purposes of this construction can be considered. The material embodiment of design work is design documentation. In other cases, engineering services do not have a directly expressed material embodiment, for example, training of specialists or managing the construction process of an object.

Engineering services, however, do not include the creation and implementation of know-how, licenses and other forms of knowledge in the field of technology. This kind of activity, unlike engineering, is limited by exclusive rights to the realization of knowledge. industrial purpose possessed by a limited number of subjects. However, in practice, the provision of engineering services is often combined with the sale of know-how. In this case, the transfer of know-how may be of a hidden nature and not stand out as an independent transaction.

The number of services related to the preparation of the production process primarily includes services that together form the scope project activities within the investment cycle. At the same time, pre-project services usually include: market research, field research - topographic survey of the area, study of soils, soil, exploration of minerals, development of capital investment plans, development of the transport network, implementation of a feasibility study (feasibility study), etc.

The scope of the actual design services, subdivided into basic (basic) and detailed (detailed) engineering, as a rule, includes the following works (41): basic engineering - the implementation of preliminary engineering studies and calculations, a master plan, flow diagrams and recommendations, a preliminary cost estimate project, development of initial requirements for equipment or enlarged specifications of equipment and materials, assessment of costs for its creation and operation. The results of these works, as a rule, are reflected in the basic design documentation; detailed engineering - preparation of documentation for the project itself and detailed calculations for its implementation, execution of working drawings, technical specifications, as well as consultations and supervision over the implementation of these works.

Another area of ​​engineering services includes preparation for the execution of a construction contract and the actual construction of an object, including the preparation of contract documentation, organization of tenders, evaluation of proposals, preparation of recommendations on them, submission of a contract, construction management, acceptance tests after commissioning, drafting and issuance of a certificate of completion of works, technical conclusion on construction, training of engineering and technical personnel, preparation of conditions for the sale of products. into the sphere special services includes conducting economic studies, developing proposals for waste disposal, legal advice and procedures, etc.

Engineering services to ensure the progress and control of the production process belong to the field of operation, management of the enterprise and the sale of its products. Services for the management and organization of the production process include the acceptance and testing of equipment, the actual services for operating the facility, determining the structure of production, training personnel and systems wages, organization of material and technical supply, supervision of operation. This also includes advice and assistance in arranging financing, assessment of income and costs and recommendations for their optimization, equity capital management, financial policy, etc., as well as services for the sale of products, including market research, organization of advertising and sales of products, services for implementation of information support systems.

Using the methodology of integrated product development to improve the efficiency of engineering management

Consideration of the IPD methodology is presented on the example of a military-industrial engineering project. The general framework for the project to create a new military-technical system is established in a document called a Request for Proposal (RFP - Request for Proposal), which is something similar to the general concept of the future system and which is formed by the customer and then sent to all potential contractors and suppliers. This document defines the detailed requirements for the system and how government entities acting as customers will manage the project and the contract that accompanies it. The IPD methodology prescribes that the appearance of the RFP document should be preceded by a preliminary planning procedure, since changing the scope of the project after the signing and commencement of the contract is always accompanied by high additional costs and significantly increases the risks of the project. The key to this pre-planning is the creation of a RFP team. This document should be developed by the same people who will manage the project after the contractor is approved and the contract is signed. This team includes not only the project management and interdisciplinary product development teams (IPT - Integrated Product Team), which form the main organizational core of the project, but also representatives of the top management of supervising government and military structures, as well as representatives of the consumer, an organization that will further will use the military system. Other important point at this stage is the involvement in the development of requirements for the system of representatives of suppliers. In addition to helping you better understand the system and contractor requirements, vendors can also be very helpful in system design, as they know better than anyone the capabilities of the technologies and solutions available on the market. The participation of suppliers significantly optimizes the work both on the preliminary design of the system and on the search for sources of solutions and contractors.

The next stage consists in a clearer description of the requirements for the system presented by consumers. No project can be successful without well-defined product requirements that are embodied in the solutions and processes that make up the system. The definition of requirements begins with the definition of customers. The most obvious consumer is the organization that will operate the system once it has been mastered. But the operating organization should not be considered as the only consumer. Other users of the system in the case of a military-industrial project are military headquarters structures, military agencies, and other military and government structures. Thus, when defining the requirements, it is necessary to involve all active stakeholders in this project. Following the definition of consumers and users, their requirements are determined, which are recorded in a document called Functional Requirements (ORD - Operational Requirements Document), which in general corresponds to the preliminary terms of reference for the system. When developing this document within the IPD methodology, a tool called Quality Function Deployment (QFD - Quality Function Deployment) is often used, which allows you to translate user requirements into the language specifications products and their manufacturing processes. The key point of this stage is effective communication with consumers. It is very important to develop team relationships with all consumer organizations, to involve them in the process as early as possible. Otherwise, belated requirements can significantly complicate the work on the formulation of requirements and further design. The time spent on pre-engagement with customers ultimately pays off in fewer revisions, improved product quality, and faster overall project time.

The result of the translation of customer requirements is a more detailed and technically oriented specification (or specifications) of the system. Based on the functional requirements, the concept of the system is studied (CE - Concept Exploration) and then the task for the design and creation of the system (EMD - Engineering and Manufacturing Development), which can be considered as a full-fledged analogue of the technical task for the system. This task is the main one for conducting tenders and selecting suppliers and contractors.

The next stage is the preliminary development of the content of the project to create new system. The main principle here is the orientation of all documents and processes to the product. All project activities should be decomposed into understandable and manageable elements that are clearly related to a specific element of the system being created. This happens using a product-oriented work breakdown structure (WBS - Work Breakdown Structure). In the vast majority of cases, projects to create complex military-technical systems become large megaprojects, or programs consisting of a large number of related, but independent projects. In this case, it is necessary to reflect in the structure of the breakdown of work also managerial work aimed at coordinating such multi-project activities. These kind of work breakdown structures are usually created as independent work trees, somewhat separated from the work structures for creating products. The work breakdown structure is a traditional project management tool and does not require a more detailed description here.

Immediately after the definition of the content, the planning of the project (or, as it was said, the program) is carried out. A key principle within the integrated product development methodology is holistic, upfront (or proactive) planning, which is that the most detailed planning should be carried out before a contract is awarded (for any part of the product). The first step in project planning is to identify key events and critical deadlines throughout the project's life cycle. At each stage of the project life cycle, these key events will have different characteristics. For example, the key events at the design stage are the verification and approval of design documentation, and at the production stage, the key event will be the completion of tests, and so on. Key events can be recurring or non-recurring. Key events define important features of contract documentation and tender requirements.

After determining the key events, the subject of activity is formulated, which is usually issued in the form of a description of work (SOW - Statement of Work). This document describes in more detail the content of the project (or part of it), previously presented in the form of a work breakdown structure. Based on the description of the work, a generalized project master plan (IMP - Integrated Master Plan) is formed, which should clearly indicate the specific results of the work in relation to key events and indicate the criteria for achieving these results. Also, the method of integrated product development requires the creation at this stage of a generalized master schedule (IMS - Integrated Master Schedule) and a list of technical criteria (TPM echnical Performance Measures).

Using an integrated model of organizational maturity to improve the efficiency of project management of engineering activities

This extension of the CMMI model should be recognized as perhaps the most successful innovation in the entire family of maturity models, since this solution allows you to really integrate almost all the processes of the organization into one model and use this model to manage both current operations and the development of the organization. But still, it should be recognized that a number of processes of strategic management of the organization remained outside the scope of this model. However, the expansion of the scope of processes deserves more detailed consideration.

In addition to simply listing the categories of process areas, the CMMI model contains them. detailed description, as well as consideration of issues of their interaction, which is perhaps the most useful tool for integrating all processes. An example of a description of a process category is given in Appendix 4. The main content of the CMMI model, presented as a catalog of organizational practices in the context of process areas (in the case of continuous improvement) or in terms of maturity levels and process areas (in the case of discrete improvements), is largely similar to the content of previous models. At the same time, the CMMI model for continuous improvements has a best practices catalog structure similar to the structure of the CMM model, and the CMMI model for discrete improvements has a similar structure to the IPD-CMM model. Given this similarity, giving examples of the description of practices here seems redundant. The only thing you can pay attention to is the fact that in the CMMI model the descriptions of practices have become more complete and voluminous. An example of a description of organizational practices within the framework of the CMMI model is presented in the third chapter of this dissertation research (see paragraph 3.3).

The CMMI model is an effective tool for optimizing the activities of companies involved in engineering in one way or another. This model can be successfully used both by highly specialized engineering companies performing certain types work within larger projects or product life cycles. The CMMI model provides great amount opportunities to improve the management of general engineering companies, as well as companies whose activities are related to the development, creation and promotion of a particular product or service. The CMMI model can also be used within a single project or even a subproject, including those of a purely engineering nature.

The advantages of the model, which lead to a significant improvement in engineering activities, include the following: The CMMI model clearly defines and describes in detail the set of processes and their components that are necessary and sufficient for the effective management of engineering activities both in the context of an organization and in the context of a separate project; the description of the processes presents the content of the operations performed, the means used, the target results, and so on; ? The CMMI model is based on the most modern and effective engineering management techniques, such as parallel engineering, integrated product development and product life cycle management; ? The CMMI model clearly defines and describes the relationships between processes and is an easy-to-use tool for integrating most of the vital processes of an engineering company - project management, project product management, current process management, organizational support management; these relationships are shown through clear diagrams and clear descriptions; ? The CMMI model allows you to integrate activities not only within a single organization, but also the activities of various participants in the entire project to create new products, and, first of all, allows you to effectively manage relationships with stakeholders; ? The CMMI model is a clear tool with which you can increase the organizational capacity of the enterprise by mastering new types of organizational practices and processes, increasing the level of capabilities and maturity, which ultimately leads to improved product quality and performance; The CMMI model is thus not so much a tool for managing current operations as a tool for organizational development. Thus, the CMMI model is an effective practical tool that reinforces the use of the general principles and decisions on the project management system for engineering activities, set out in paragraphs 2.3 and 2.4.

Project management is the main methodological direction for improving the efficiency of engineering management. It is this methodology that the author of the dissertation proposes to use as a system-forming one. At the same time, it should be noted that at the current stage of engineering development, it is advisable to talk not just about the use of project management for engineering management, but about the full integration of engineering management and project management.

The integration of project management and engineering management involves a detailed study of the processes related to these areas of activity, their differences and relationships. The chapter analyzes in detail the relationship between project management processes and project product management processes, as well as the place of engineering processes in these process areas. Various life cycle models are subjected to detailed study, which make it possible to determine the place of project management and the place of engineering in the modern engineering management system. Based on the results of a detailed analysis, the author formulates proposals for integrating project and engineering life cycle models within a single product life cycle model, as well as proposals for harmonizing the product life cycle with the technology life cycle. The formulated methodological solutions are accompanied by proposals for the use of information technology tools and tools.

As another component of an effective engineering management system, modern technique parallel engineering. Based on the study of this methodology, a proposal is formulated for using the methodology of integrated product (and process) development, which combines parallel engineering and project management. The practical use of the methodology of integrated development of products (and processes) is illustrated by a conditional example of the creation of complex military-technical products.

Development of methodological solutions that optimize the management of an engineering company

This dissertation study examines the content of modern engineering activities, organizational forms, in which engineering activities are carried out today, are analyzed modern methods and means of effective management of engineering, the best experience of leading engineering companies in the field of management is studied, and specific principles and methods for the formation and use of an effective system of project management of engineering activities are developed.

The structure of the dissertation reflects the sequence of scientific and applied research on management problems and is characterized by a movement from the general to the particular, and from theory and analysis to the development of proposals and their practical use. Thus, the first chapter presents the results of a study of general theoretical aspects management of modern engineering activities, which allow the author to clearly articulate what modern engineering is, what are its functions and relationships with other areas of activity in current economic activity, what principles determine the effectiveness of engineering and its management. In the second chapter, starting from the previously formulated characteristics of effective engineering, an analysis is made of the basic concepts that determine the presence of these characteristics and underlie the best practices in engineering management. On the basis of this analysis, specific proposals are formulated for the system of project management of engineering activities, namely, a general methodological scheme for developing an organizational structure for managing an engineering company is developed, the use of an integrated model of organizational maturity is substantiated, which makes it possible to combine and successfully use most of the modern effective engineering management tools with the proposed principles of building an engineering organization. The third chapter presents the results of the practical use of the author's proposals on the system of project management of engineering activities, including brief analysis activities of an engineering enterprise and the challenges faced in the field of management, a description of the use of methods and tools proposed by the author, and, finally, a presentation of the most general positive results from the use of author's developments. Further, it makes sense to consider each of the chapters in more detail.

The first chapter contains the definitions of the main concepts of this dissertation and the study of the main elements of the subject area. The main object of the dissertation research is engineering. In a general scientific sense, engineering can be defined as the application of modern scientific methods in order to effectively use natural resources to solve social problems. A little more broadly, engineering can be described as the application of scientific methods and tools to design, build, and use artificial systems, or to intervene in the development of natural systems in order to solve societal problems in various subject areas. Engineering manifests itself in economic relations not only as a scientific and technical activity, but also as a fairly dynamically developing economic activity related to the provision of professional engineering services. In this sense, engineering is one of the recognized forms of improving the efficiency of economic activity, the essence of which is the provision of professional research, design, calculation and analytical, production services, including the preparation of investment feasibility studies, the development of recommendations in the field of production organization and management, and as well as product sales.

Engineering has enough ancient history, but the heyday of engineering activity fell on the 19th-20th centuries. At present, engineering has unlimited industrial applications, but inter-industry types of engineering, which dominate modern economic activity, deserve special interest. The main type of intersectoral engineering is industrial engineering, which manifests itself primarily in the framework of various types of investment projects for the creation of new or modernization of old production. Therefore, in terms of content, modern industrial engineering is investment and industrial engineering, which, among other things, is used not only within industries, but also in any other sectors of the national economy (services, education, etc.). Professional Services investment and industrial engineering usually differ in the content of the tasks to be solved and the place in the investment project. Today we can talk about the existence of the following types of professional engineering activities within the framework of investment and industrial engineering: pre-project engineering, ? project engineering, ? financial engineering, ? cost engineering, ? technological engineering, ? architectural and construction engineering, ? production engineering (or engineering of production operations), ? organizational engineering, ? information technology engineering, ? complex engineering. In view of the fact that at present engineering activity abroad has a significantly higher level of development, in the framework of the study of the best approaches to the management of engineering activity, we consider the activities of the best foreign companies, which is done in Chapter 1. The results of this study allow us to identify key characteristics defining the management system of the best foreign companies. These characteristics include: application of parallel engineering techniques, ? use of project management methodology, but only as a separate management tool, but as a system integrating all the activities of an engineering company; ? active use of project-matrix management structures; ? widespread use of automated design and control tools design work, united in unified systems company management; ? involvement in the engineering processes of representatives of the customer, suppliers and other important stakeholders. Project management is the main methodological direction for improving the efficiency of engineering management. It is this methodology that the author of the dissertation proposes to use as a system-forming one. At the same time, it should be noted that at the current stage of engineering development, it is advisable to talk not just about the use of project management for engineering management, but about the full integration of engineering management and project management.

The experience of managing such complex and information-intensive projects as the construction of power grid facilities and thermal power plants shows that in this case the horizontal organizational model management is inconvenient, cumbersome, leads to discomfort for group members and poor controllability of functional units. Therefore, such a form as the organization of the project team within the framework of the project office and its interaction with functional units within the framework of the corporate system of an engineering company is more appropriate.

Above, the decisive role of engineering activities in any phases of a power construction project has been repeatedly emphasized. Any business processes here do not just require data on the technical and (or) financial and economic models of the object, which can be described as "passive" engineering, but at each step it is necessary:

• collection and processing of information for formal or informal adjustment of models;
• creation of new models of various nature;
• conducting analytical studies in connection with changes in the project environment;
• preparation of up-to-date reports taking into account the changed conditions for intra-company purposes with the reduction of model parameters;
• providing technical and economic information to various external structures;
• justification of new solutions;
• consulting company management and partners on all technological issues;
• provision of materials for project cost management;
• Information Support risk management.

All this is the subject of "active" engineering, emphasizing its organizational component (see Chapter 1).

Thus, from a systemic standpoint, taking into account the close integration of development and engineering in projects for the construction of power grid facilities and thermal power plants, it is advisable to combine these subject areas in one engineering and development (engineering and control) company with a dominant role of the engineering profile. Experience shows that such integration is optimal in terms of minimizing the ties between the project team and document flow, allows you to flexibly respond to constantly changing external influences and successfully resolve internal team conflicts.

It is also worth noting that the management of construction projects and development projects is a complex technical documentation has much in common with each other and is implemented on the same principles, with the help of the same software tools. In addition, in the most general view the business of such a company consists in projects-, concept development projects, OI, PD, RD; logistics projects for organizing the supply of equipment; construction management projects in the traditional definition of this concept; construction control projects (engineer functions), etc.

The solution of project management tasks (including programs and project portfolios) should be entrusted to special unit within the framework of an engineering company - a project office. This unit should accumulate in itself the competence of a specific field of theory and practice - project management, and in a narrower sense - project management in the construction of power facilities. As will be shown below, the project office should also concentrate the management of any engineering projects.

The project does not exist in the company by itself. In particular, with the integration approach described in the book, it is within the framework of engineering activities in the broadest sense of the word, so not all specialists called upon to solve project management tasks should be in the project office.

The following is a target list of functions of an integrated engineering company. At the first stage - the stage of creating a company - some of the functions, of course, can be omitted. In the future, the increase in the number of functions should occur as the corresponding needs and funding opportunities arise. Despite the fact that in the book we mainly consider the modeling of power grid facilities and thermal power plants, the functional block structure of an integrated engineering company indicates the functions and blocks related to the modeling of hydroelectric power plants, pumped storage power plants and generating facilities based on renewable energy sources.

The connection of functional blocks with each other and with the management departments of the engineering company is illustrated in Fig. 17.1 and

• 17.2. The figures show the approximate numbers of departments and administrative and managerial staff for some average volumes of work in the full development of the company.
• 1. Project management unit (project office)
• 1.1. Construction project management (own projects and projects under contracts with third-party owners, developers, customers, EPC (EPCM) contractors).
• 1.1.1. Development of projects in the pre-investment phase of construction.
• 1.1.2. Construction development.
• 1.2. Management of the development of documentation for construction, (functions of the CIP or CAP of design institutes).
• 1.2.1. Management of the development of pre-project documentation: OI, business plans, technical and commercial proposals.
• 1.2.2. Management of the development of project documentation (PD, RD).
• 1.3. Organization of an internal quality management system (QMS) of an engineering company.
• 1.3.1. Organization of the QMS according to standards ISO series 9001 (production management) and administration of this system.
• 1.3.2. Organization of the QMS according to the standards of the ISO 14000 series (environmental management) and administration of this system.
• 1.4. Development of construction schedules for power facilities (carried out on the basis of technical models of objects according to clauses 2.1-2.3, the construction organization project is carried out according to clause 2.4 using specialized software systems, databases and the competencies of the company's specialists).
• 1.4.1. Breakdown of construction into types of work with the detailing provided for by the TOR.
• 1.4.2. Determining the duration of work and the resources required to complete it.
• 1.4.3. Development of a finished product for transfer to the customer in the agreed format (for further use as a basis for construction management using existing IT products: Primavera, Microsoft Project, etc.).

Explanations. The main tasks solved in the process of project management both in terms of and. 1.1, and according to clause 1.2 during their life cycle, are:

• formation of the budget of projects and control over the expenditure of funds for them;
• coordination of the work of the departments of the engineering company during the implementation of projects;

Rice. 17.1.

Rice. 17.2.

• organizing and holding meetings;
• collection and analysis of information necessary for opening projects;
• structural plan development ( calendar schedule) projects;
• control over the implementation of the structural plan;
• coordination of activities of the members of the working group during the implementation of projects;
• updating the structural plan of projects;
• preparation of reports on the progress of projects and their development;
• interaction support project teams customer and subcontractors;
• verification of fulfillment of obligations under projects by the customer and the contractor;
• preparation and execution of decisions on the closure of projects;
• issuance of project documentation to the customer (final materials on construction project management, analytical materials, modeling results, drawings, etc.);
• preparation and approval of documents (contracts, additional agreements to them, agreements, acts of acceptance of work performed, technical documentation, instructions, etc.).

To implement project management functions, it is necessary to create a corporate project management system (CPMS) based on licensed information and software systems (for example, Primavera, Microsoft Project, etc.).

The same complexes are used to issue a product to the customer - a construction schedule in the form of Gantt charts, broken down by work provided for by the TOR.

2. Block for the development of technical models of power facilities

The block for developing a technical model at different stages of the life cycle of objects provides for a phased development of the company.

At the first stage carried out:

• implementation of the technical part of the technical and commercial proposal, OI, BP;
• third-party execution control specialized organizations technical part of OI, PD, RD.

At the second stage additionally prepared technical part OI, PD.

In perspective(if there are opportunities and demand) the RD is being additionally developed.

• 2.1. Development of technological models of thermal power plants.
• 2.1.1. Design of the thermal mechanical part (thermal scheme) of TPP.
• 2.1.2. Designing a water treatment system (chemical water treatment) for the technological part of the TPP and network water.
• 2.1.3. Design of the fuel supply system for TPP (on gas, coal, renewable organic fuel).
• 2.1.4. Preparation of technical models for EPC (EPCM)-contracting.
• 2.2. Development of technological models of hydroelectric power plants, pumped storage power plants and hydraulic structures of thermal power plants.
• 2.2.1. Design of the hydromechanical part of hydroelectric power plants, pumped storage power plants (if there are opportunities and demand).
• 2.2.2. Design of hydraulic structures of TPP (water supply, water disposal, circulating cooling circuits).
• 2.2.3. Preparation of technical models for EPC (EPCM)-contracting.
• 2.3. Development of technological models for the electrical part of thermal power plants, hydroelectric power plants, pumped storage power plants (including their power distribution schemes), generating facilities based on renewable energy sources, substations and power lines, as well as process control systems.
• 2.3.1. Design of the electrical part of thermal power plants, hydroelectric power stations, pumped storage power plants.
• 2.3.2. Substation design.
• 2.3.3. Power line design.
• 2.3.4. Design of an automated information-measuring system commercial accounting energy, automated system KUE (ASKUE), automated process control system for thermal power plants, hydroelectric power stations, pumped storage power plants and substations.
• 2.3.5. Preparation of technical models for EPC (EPCM)-contracting.
• 2.4. Development of building solutions, master plan schemes

and transport communications.

• 2.4.1. Design of the construction part of the main and auxiliary structures of TPP.
• 2.4.2. Design of the construction part of the main and auxiliary structures of hydroelectric power plants, pumped storage power plants (if there are opportunities and demand).
• 2.4.3. Design of the construction part of the main and auxiliary structures of substations and power lines.
• 2.4.4. Development of a master plan scheme and transport communications for thermal power plants, hydroelectric power plants, pumped storage power plants, substations and power lines.
• 2.4.5. POS development.

Explanations. For the high-quality development of technical documentation, it is necessary to purchase licensed software systems: AutoCAD 2008, 2009 from Autodesk or the Plant Design Management System (PDMS) from AVEVA, as well as complexes for calculating thermal schemes and designing thermal mechanical equipment (for example, “CCP Designer”, boiler designer).

For calculations of electrical modes in the tasks of designing power distribution schemes, it is also required to purchase programs: RastrWin, ANARES, RTKZ, Mustang, etc.

3. Block for the development of financial and economic models of energy facilities and monitoring of electricity and heat markets

At the first stage development of financial and economic models of units, buildings and structures are carried out:

• implementation of the financial and economic part of the TCH, OI, BP;
• control over the fulfillment by third-party specialized organizations of the financial and economic part of the OI, PD, RD;
• preparation of cost proposals for own EPC (EPCM) contracts, analysis of cost proposals for EPC (EPCM) contracts of third parties.
• 11a second stage additionally, the financial and economic part of the PD is being carried out.

In perspective(subject to availability and availability of demand), an estimate part (“marking”) of the design documentation is additionally prepared.

• 3.1. System analytics.
• 3.1.1. System Analysis(system engineering) projects at various stages of their implementation.
• 3.1.2. Analysis of the situation in the economy as a whole and in the electric power industry, monitoring the markets for electric and thermal energy, as well as system services in order to justify the effectiveness of the implementation of projects for the construction of thermal power plants, hydroelectric power plants, pumped storage power plants.
• 3.1.3. Analysis of the balances of electrical and thermal energy and power to justify the construction of energy sources.
• 3.1.4. Identification of investment opportunities for own projects.
• 3.2. Development of financial and economic models of projects.
• 3.2.1. Substantiation and selection of indicators of financial and economic efficiency of projects.
• 3.2.1. Collection of initial data on macroeconomic indicators.
• 3.2.2. Collection of initial data on the purchase of resources for the functioning of energy sources and on sales indicators (volumes, prices) of electric, thermal energy and system services for the life cycle of projects.
• 3.2.3. Calculations of selected performance indicators, including determination of their sensitivity to the most significant price factors.
• 3.3. Determining the cost of construction.
• 3.3.1. Determination of the cost of construction projects at various stages of design (according to technical models of various details) - TCH, OI, PD, DD.
• 3.3.2. Determination of the cost of proposals during the EPC (EPCM) contract. The basis is the distribution of costs for the main, auxiliary equipment, materials, construction and installation, commissioning (commissioning) works, etc.
• 3.3.3. Development of local and object estimates, the total estimated cost of construction based on the standards provided for by the "Methodology for determining the cost of construction products on the territory of the Russian Federation" (MDS 81-35.2004).

Explanations. To perform calculations of financial and economic indicators of projects, it is necessary to have a powerful software(for example, AltInvest programs, Microsoft Project, etc.). There is also a need for a serious database on the regional economy, on the forecast scenario conditions for the development of the economy, electricity and heat.

4. Block for the development of environmental models of energy facilities and monitoring environment

At the first stage development of ecological models of energy sources, taking into account the impact on the environment, is carried out:

• implementation of the environmental part of the TAP;
• control over the fulfillment by third-party specialized organizations of the environmental part of the OI, PD, RD;

At the second stage in addition, the environmental part (EIA) of the RI, PD, RD is being prepared, as well as the EIA procedure of own projects is organized and carried out.

• 4.1. Performing environmental analysis and EIA documentation.
• 4.1.1. Analytical research.
• 4.1.2. Monitoring of the current environmental legislation.
• 4.1.3. Development of EIA documentation for OI, PD.
• 4.1.4. Development of PD and RD for individual environmental measures.
• 4.2. Organization of EIA procedures.
• 4.2.1. Organization of documentation development (collection of initial data, conclusion of contracts).
• 4.2.2. Organization of public hearings on EIA.
• 4.2.3. Contacts with the public, design and construction organizations on environmental issues.
• 5. Block of organization of EPC (EPCM)-contracts
• 5.1. Performing analytical studies.
• 5.1.1. Monitoring of markets for the construction of energy sources (investment programs, announced tenders).
• 5.1.2. Creation of databases on EPC (EPCM) contractors, manufacturers of main equipment in relation to the possibilities of involving them in contracting in the form of EPC (EPCM).
• 5.1.3. Creation of databases for contractors (construction and installation, commissioning, design).
• 5.1.4. Monitoring of the competitive environment.
• 5.2. Development of tender and contract documentation.
• 5.2.1. Organization of preparation of tender documentation (including technical and commercial proposals).
• 5.2.2. Organization of preparation of EPC (EPCM) contracts.
• 5.2.3. Creation and administration of a system for participation in tenders for the conclusion of EPC (EPCM) contracts (enterprise standards, draft orders and instructions, maintaining an archive of documents).
• 5.2.4. Organization of the conclusion of subcontracts for construction and installation, commissioning and design work.
• 5.3. Carrying out competitive procedures.
• 5.3.1. Organization of participation of own companies in tenders announced by third parties.
• 5.3.2. Organization of tenders for the selection of subcontractors.
• 5.3.3. Organization and conduct of competitive procedures at the request of third-party customers
• 6. Block for the implementation of the functions of an engineer and a technical agent
• 6.1. Organization of the functions of an engineer.
• 6.1.1. Participation in the development of fundamental technical solutions for the construction site.
• 6.1.2. Control over the process of implementation of project documentation by the general designer and his subcontractors.
• 6.1.3. Coordination of project documentation on behalf of the developer, technical customer (stamping "In production" or obtaining an approval signature on the most important drawings).
• 6.1.4. Participation on behalf of the developer-customer in the acceptance of completed units, buildings and structures.
• 6.2. Organization of the performance of the functions of a technical agent.
• 6.2.1. Participation in the control of work performed at the facilities: determining the correctness of reporting indicators (physical and in monetary terms), reporting deadlines and compliance with technical documentation.
• 6.2.2. Participation in quality control of work performed.
• 6.2.3. Implementation of the functions of technical supervision of construction.
• 6.2.4. Drafting analytical notes and progress reports.

Explanations. The functions of an engineer and a technical agent are carried out with the involvement of:

• project management unit;
• unit for the development of technical models of power facilities;
• unit for developing financial and economic models of power facilities and monitoring markets;
• unit for developing environmental models of power facilities and environmental monitoring;
• equipment assembly unit.
• 7. Block of a complete set of the equipment (logistics)
• 7.1. Complete set of basic equipment.
• 7.1.1. Maintaining databases on the main equipment (boilers, turbines, generators, powerful transformers) and its suppliers in accordance with the company's technical policy, embodied in the technical models of the projects (energy facilities) under development.
• 7.1.2. Organization of the conclusion of contracts for the supply of basic equipment (based on the technical model of the facility).
• 7.1.3. Monitoring the execution of contracts for the supply of basic equipment.
• 7.1.4. Operational control of the completeness and timing of the implementation of the main equipment supply program.
• 7.2. Auxiliary equipment set.
• 7.2.1. Maintenance of databases on auxiliary equipment and materials, as well as on their suppliers in accordance with the technical policy of the company, embodied in the technical models of the developed projects (energy facilities).
• 7.2.2. Organization of the conclusion of contracts for the supply of auxiliary equipment and materials (based on the technical model of the facility).
• 7.2.3. Monitoring the execution of contracts for the supply of auxiliary equipment.
• 7.2.4. Operational control over the completeness and timing of the program for the supply of auxiliary equipment and materials.

Explanations. With a large volume of construction, it is advisable to separate the functions of equipment assembly into a separate company - a legal entity.

2. Engineering components

Content

Engineer is a trained object creator.

Engineering- activities for the provision of paid services, for the creation and operation of facilities.

engineering project- a separate set of works to create an object (Fig. 2.0.1).

Models for the distribution of responsibility of participants in construction projects- typical options for areas of responsibility in projects (for the customer, contractor, engineer).

Typical services of engineering companies– consulting, design, equipment, construction, project management.

Business processes of engineering companies- process representation of the work performed by companies.

Rice. 2.0.1. What is needed to create an object

2.1. Modern understanding of engineering

Rice. 2.1.1. Who is an engineer

"An engineer is a 'scientific builder' of structures of various kinds." This is how the dictionary defined it IN AND. Dalia meaning of engineering.

The modern understanding of the term "engineering" has largely been preserved. When creating an object, the engineer acts as a "scientist-builder" or assists or guides the builder. The engineer knows what to build, how to build, and how to manage construction (Figure 2.1.1).

With a broader interpretation, not only construction objects, but also other types of artificially created objects can act as an engineering object. Then engineering is an activity on commercial basis to ensure the functioning of artificially created objects and solutions of transport and information systems, control systems, business systems, etc. Usually, such activities are carried out in the form of a separate project for the development of an engineering solution or in the form of services (Fig. 2.1.2).

Rice. 2.1.2. Typical forms of performance of activities by an engineering company

2.2. Key processes for creating an infrastructure object

Rice. 2.2.1. Key processes for creating an object

In the general investment process "initiation - creation of an object - operation - disposal or reconstruction", the stage of creation (construction) of an object takes an honorable second place. Four processes play a central role in the construction of a facility (Figure 2.2.1):

- E (engineering - design);

- P (procurement - equipment);

- C (construction - construction);

- PM ( project management- project management).

Here, another, narrower interpretation of the term "engineering" appears as a system design activity, while a broader one understands engineering as the implementation of all these processes in the project.

When implementing investment projects, processes can be performed by specialized organizations both separately and in various combinations. For example, an EPC contract is widely used, which is a complex execution of work on design, organization of supplies and creation of an object:

EPC = E + P + C.

In such projects, engineering plays the role of the core of the entire life cycle of the project implementation - from the formation of an idea to the creation of an object.

Distribution of responsibility for object creation

Structure the process of creating an object, describe the main processes and their subprocesses.

Define performers.

Distribute responsibility for the execution of the object creation processes between the investor, the technical representative of the investor and the engineering companies-executors.

2.3. Distribution of EPC-responsibility (roles) of participants in engineering projects

Rice. 2.3.1. Traditional model (engineer-investor)

In the practice of modern business there are various options delegating to an engineer (engineering company) responsibility for the implementation of the basic processes of creating objects.

Options for the distribution of areas of EPC-responsibility, understood as the roles of participants in construction projects, can be conveniently characterized using the correspondence matrices "types of activity - performers".

In such matrices, the columns characterize typical forms of engineering services:

– design;

- equipment;

- construction.

The lines define the project participants:

- customer;

– contractor;

- consulting engineer

The crosses (X) in the matrix indicate the scope of responsibility of the project participant, i.e., the correspondence “process - executor”.

When asked which of the participants is responsible for the effective execution of engineering functions in the project, modern practice gives three common answers:

- customer (investor) (Fig. 2.3.1);

– independent consultant (engineering firm) (Fig. 2.3.2);

- EPC contractor, or construction general contractor (construction company) (Fig. 2.3.3).

Not so long ago, it was believed that engineering issues could best be resolved by the services of the project's customers. The following arguments were put forward in favor of this concept:

- economic efficiency of work performed on their own;

– accumulation of competencies, knowledge and experience in various projects in the customer company;

– non-disclosure of technological know-how;

- economic security.

Rice. 2.3.2. Traditional model (consulting engineer

Rice. 2.3.3. EPC-model (turnkey contractor

However, as the market develops, all four arguments turn out to be less and less valid.

When analyzing the first argument, experts show that a large economic efficiency can ensure the specialization of companies and the selection of performers on a competitive basis.

The second argument turns out to be irrelevant, for example, when applying project financing schemes, when a project company acts as a customer, which, by its status, does not have the right to participate in other projects.

The third argument loses its value due to the acceleration of the development cycle and the introduction of technological know-how: in the modern world, it is not the one who keeps the secrets better, but the one who quickly applies the innovations that appear on the market that wins.

And finally, the fourth argument also becomes less important when applying the methods of modern project financing, which requires a certain transparency from all project participants and from project procedures.

Thus, today the focus of engineering activities is increasingly shifted to the shoulders of specialized engineering consulting firms and EPC contractors. As a rule, all the functions of examination and supervision remain with the services of the customer.

In this situation, a focused consideration of the organization of "pure" engineering activities becomes relevant: the composition of business processes and functions, the construction organizational charts, project management approaches, etc.

When developing a project for creating an infrastructure facility

Make a list of competencies needed to complete the project.

Assess the existing competencies of engineering companies - potential project executors.

Choose the composition of the companies participating in the project, the option of distributing their areas of responsibility, evaluate the strengths and weaknesses of the selected option.

Develop a neutralization plan weaknesses selected option.

2.4. Forms of engineering execution by specialized consultants and EPC contractors

Rice. 2.4.1. Organization of cooperation in the execution of projects

There is no single scheme for execution and interaction in engineering projects of specialized engineering companies and EPC contractors (Fig. 2.4.1). From project to project, the forms of engineering execution change, but nevertheless, certain trends can be traced.

Specialized engineering companies, as a rule, are involved in:

- customers, investors - at an early stage of the project to develop the concept of the project, the development of feasibility studies;

- by customers - as a project engineer, which may include the development of tender documents, the selection of contractors and suppliers and project management;

– customers, investors, financial institutions, EPC contractors – as independent experts or technical auditors;

- customers, project engineer, EPC contractors - to perform specific types of design and survey work (for example, surveys, detailed engineering, etc.);

– by customers, project engineer, EPC contractors – for organization of procurement (supply of process equipment and process materials).

Thus, the modern realities of the market are as follows: it is relatively easy to find a “just” builder. However, it becomes important for the customer that the contractor is responsible not only for the implementation of physical volumes according to the received drawings, but also for a well-designed and reliably built facility. That is why today engineering is becoming more or less the lot of every construction company. Moreover, the effective application of engineering becomes a decisive factor in creating and maintaining the strategic competitive advantages of a construction company.

New engineering services

– engineering of business processes and control systems

– competency engineering

– HR engineering

2.5. Evolution of requirements for contractors

Rice. 2.5.1. Evolution of customer requirements to the contractor

Approaches to the selection of a contractor and the basis of the criteria for such selection are closely related to the emergence of two concepts: special skills and the amount of remuneration for work. These two basic criteria - technical and economic (in other words, quality and price) - remain the main parameters of the contract market, as well as any market in general (Fig. 2.5.1).

Technical criterion is a multifaceted and sometimes contradictory concept. This includes experience, qualifications of personnel, construction time, methods and quality of work, the fundamental ability of the contractor to implement a particular technical solution, and much more. The price of the project also contains evaluation options, for example, in the form of additional conditions for the order of payment.

With the development and saturation of the market, another criterion for choosing a contractor has appeared - its reliability, which ensures the customer's confidence in minimizing risks.

Often for the customer, a very important criterion is financial, i.e. the conditions for the participation of the contractor in financing the project. The forms of such participation have gone through a difficult path of development from postponing the payment of contractual remuneration to the participation of the contractor in complex modern forms of project financing.

Recent trends affecting approaches to choosing a contractor are due to the fact that the development and saturation of the market has led to a certain leveling of the technical and economic level of contractors. Today the most advanced technologies and materials are equally available to everyone. Contractors have the same opportunities not only to rent equipment (in a developed leasing market), but also to attract finance (in a developed financial services market). Moreover, even human resources in some areas are no longer a unique advantage: all contractors in the world on projects in different regions use the same workers from Turkey, engineers from India, managers from Holland. But, for example, when choosing contractors, international oil corporations give the most evaluation points for the level of organization of labor protection and the system of environmental measures, considering these factors even more important than economic ones.

As a result, competition flows into new areas, for example, in the area of ​​business culture, environmental protection, the quality of the contractor's relationship not only with the customer, but also with society as a whole. As a result, the most important requirements for contractors are socio-economic criteria:

– business culture (corporate business standards and management systems);

– culture of attitude to production (quality management system);

- culture of attitude towards the employee (system of health protection and safety of production);

- a culture of attitude towards nature (a system for managing environmental protection activities).

Improving the position of an engineering company

Conduct a SWOT analysis of the company (opportunities and threats external environment company's strengths and weaknesses)

Analyze the strengths and weaknesses of the company's positioning from the point of view of a potential customer

Develop a plan to neutralize the weaknesses of the company's positioning and threats from the external environment

Define directions of use strengths company and opportunities of the external environment

Develop a company strategy

Determine the mechanisms for implementing the strategy

Start implementation

Control the progress of the strategy implementation

Make the necessary adjustments

Get Active

Benchmarking with competitors

Determine the composition of the criteria - K1, K2, K3 ... to compare the company with competitors

Conduct an express analysis and evaluate the qualitative value of the comparison criteria for the company and for competitors

Build comparative graphs of characteristic values ​​(see Fig. 2.5.2.)

Assess the situation

Take the necessary measures

Rice. 2.5.2. Comparative graph of characteristic values

2.6. Contractor engineering

Rice. 2.6.1. Engineering support for the activities of the builder-contractor

Engineering of a contracting construction organization includes two areas:

– engineering as part of the actual installation work;

– engineering as a component of the work of the EPC contractor. It can be called technological engineering.

Construction engineering is an integral part of the performance of construction and installation works and includes the management of quality, labor protection, environmental issues, the choice of technologies, construction equipment, forms of work organization.

The engineering component of the work of the EPC contractor is a group of functions (process engineering) that are associated with the performance of work on the development and coordination (with the customer and suppliers) technological solutions, including the choice of equipment, for the development and approval of project documentation in the required volume (Fig. 2.6.1).

Contracting company:

Provides the performance of the functions of the chief engineer

Organizes the execution of the main and construction-supporting engineering processes

Provides interaction within the framework of cooperation on the project

Ensures product and work quality standards

Ensures safe work

Executes project budgets and estimates

Strives to improve competitive position

2.7. Example. Services of the engineering company "Snaprogetti"

Rice. 2.7.1. Services of the company "Snaprogetti"

The positioning of the company in the market begins with the announcement of the list of products and services.

An interesting example of the modern understanding of the concept of "engineering" is given by the description of the services and roles of the pipeline division of the company "Snaprogetti" (Italy), which can be called an example of a classic engineering company in the field of oil and gas infrastructure.

According to the presentation brochure of the company, the services of the pipeline division of Snaprogetti are as follows (Fig. 2.7.1):

– development of master plans for projects;

– preliminary engineering and feasibility studies (preengineering and feasibility studies);

– basic engineering, detailed engineering and equipment acceptance (basic and detailed engineering and plant commissioning);

– project management;

– supply of technological equipment (procurement);

– technical supervision of construction and installation works (erection and construction supervision);

– training (training);

– research and development work (research and development);

– project financing.

Roles in projects carried out by Snaprogetti:

– technology supplier;

– engineering contractor;

– main contractor;

– managing contractor/managing company of the project (managing contractor);

– project finance engineer.

In the brochure of the Snaprogetti company, two positions attract attention:

– unambiguous understanding of project finance as an engineering activity (the term “project finance engineer” is typical);

- inclusion in the list of company roles of the role of the main contractor (despite the fact that Snaprogetti does not have its own production resources, but only manages subcontractors).

2.8. Example. Business processes implemented by Stroytransgaz engineering services

Rice. 2.8.1. Business processes of Stroytransgaz

It is useful to consider the standard list of works developed by the Kiev representative office of Stroytransgaz, which must be performed by the engineering service in the process of preparing and implementing a project for the construction of an oil and gas facility (for example, a pipeline, an oil loading station, a tank farm) (Fig. 2.8.1).

Development of the project concept:

– definition of the composition of the project;

– initial data for the project;

- task for the design of the project.

Feasibility study of the project:

– conducting a preliminary survey of the project;

– clarification of the initial data for the project and the composition of the project (including applicable standards, cartographic data, references, etc.);

– general technical solutions for the project, selection of the main technological equipment and materials for the project;

– creation of a preliminary bill of quantities of work, equipment and materials for the project;

– determination of the basic requirements for equipment, materials, systems, quality, safety, etc.;

– development of general procedures for the project (design, supply, construction, numbering and documentation, etc.);

– preliminary selection of the list of potential suppliers;

– general commercial evaluation of the project.

Preliminary, or basic, engineering:

– conducting a detailed survey of the object, including all types of surveys;

– basic technological calculations for the project;

– development of general technological schemes;

– selection and configuration of the main technological equipment (pipes, valves, compressors, turbines, pumps, etc.);

– development of basic technological documentation (plans / profiles, main transitions, etc.);

– creation of configuration and structures, control, control and safety systems (including centralized control systems, power supply, communications, electrochemical protection, leakage control, surveillance and warning systems, air conditioning and ventilation, water supply and sewerage, fire extinguishing, etc.);

– development of general construction documentation (general plans, placement of foundations, etc.);

– clarification of bills of volumes, development of custom specifications;

- selection of potential suppliers, holding a competition among them;

– development of quality and safety control procedures.

Detail engineering:

– confirmation of the results of the inspection of objects;

– development of detailed technological schemes;

– development of specifications for equipment and systems;

– development of basic procedures for the types of work;

- detailed general construction calculations (calculation of foundations, supports, transitions, fences, etc.);

– detailed calculations by systems;

– integration and interaction of all applied systems;

– development of detailed technological documentation (piping, technological isometry, etc.);

– detailed technological calculations (hydraulics, stress analysis, etc.);

– preparation of various reports on the work process, procurement, engineering, etc.);

– preparing and conducting inspections and acceptances of equipment;

– development of detailed general construction documentation (buildings, cable channels, foundations, etc.);

– general management philosophy;

– preparation of operating manuals.

Field engineering:

- clarification of the adopted technical solutions directly at the construction site of the facility;

– technical supervision or installation supervision for the main works;

– quality control, quality assurance;

– management of labor protection and ecology issues.

Documentation "as built":

– conducting a survey of the object after the completion of the main work;

– making changes to existing documentation;

– post-project verification calculations;

– preparation of reports, reports and other special documentation.

The above list of works can be interpreted as "engineering from an engineer" in the form of deciphering the concept of "engineering", as it is usually interpreted in EPC contracts. However, we should not forget that the implementation of construction and installation works is also an activity, including engineering, associated with the choice of technologies and construction equipment, organization of work and, which is especially important at a modern construction site, with the management of quality, labor protection, and ecology problems.

New types of engineering services:

– Design of facility management systems

– Training of personnel of a newly created facility

– Launching the facility management system into operation