Sergey Chikiryov, Asteros: management of the complex project is a thriathlon for integrator

Sergey Chikiryov: The main feature just also consists in this "joint". Let's take separately the IT project: management of it, in general, keeps within several basic techniques. As notable help experience and an operating time of the corresponding industry expertize at customer interaction from different sectors – bank, oil and gas, state act. And in it many system integrators succeeded in the country.

With management of complex projects (PILES) – with IT, engineering and quite often construction components – the situation is different. It approximately as thriathlon: you can well run, technically overcome cycle routes, and in swimming you do not have equal. But when you should combine all these disciplines within one competition – you will understand what is this loading. Already to an input in KIP it is necessary to solve tens of the most difficult managerial problems, such as choice of optimal constructive, engineering and technological solutions, value analysis, creation of the verkhneurovny project management plan, including structure of ensuring building with human, material, financial and other resources. And all these tasks need to be carried out even before directly start of the project.

Sergey Chikiryov: On complex projects on level of responsibility, perhaps, the role of a managerial link is highest, and it that is more critical, than an object is more difficult. If it is rough, the IT project can be "aligned": "fill in" the project with resources, correct logic idle properly, expand functionality, etc. KIP is actually irreversible, and the price of an error is incredibly high. For this reason, the infrastructure and saturated object, such as stadium or hotel complex equipped with tens of the engineering systems difficult IT architecture and security systems is this call for control instruction.

Sergey Chikiryov: If five years ago our partners perceived us only as experts in the field of IT and security, now nobody is surprised by our presence on construction objects as the general contractor – whether it be internal finishing of "turnkey" office or construction "from scratch" of data processing centers.

It is obvious that high-quality transition from "IT shnikov" in "builders" is impossible suddenly: too different specifics. It is difficult step-by-step process which, as well as in our case, demanded reforming of all components – personnel structure, corporate management, financial model, etc. Growth of complexity of projects involves new calls. Quite often the companies do not cope with additional financial and managerial loading, multiple increase in risks, decrease in productivity and marginality. In my opinion, here important not only to type the cones, but also to look for options of it to avoid. As an example of the effective instrument of cost reduction and increase in efficiency of projects on a joint of construction and IT technologies of BIM design can serve: they give the chance to minimize engineering collisions and to work in a uniform communication field with the client and partners. Other examples - offsite-assembly of separate modules of the engineering systems, tracking of working resources and daily remote monitoring of the events on the platform in addition to regular personal "bypasses". And it is the far incomplete list of obligatory "life hacks".

Sergey Chikiryov: Construction business dictates accurate requirements to its participants. In building violation of production culture and logic of construction process perniciously. It is important that all functions in the company were built under classical construction "pipeline" where on each section people accurately understand who as as does, differently the command of implementation will stumble continually.

From this point of view construction competences of all – designers, operators and linear personnel, labor protection specialists, estimators and economists, suppliers, production and technical department engineers, accountants, etc. are important. If whom and to select, then it a design command, the price of their error is maximum. In this sense Asteros has unique examination - tell scales of the implemented and implemented projects about the highest professional qualities of our team of designers. On our GIPah and glavspeets huge responsibility lies. It is worth losing sight, apparently, of a minor part – and effects can be any: from not commissioning of the project in time because of need of an additional order of the equipment before the alterations of any systems killing economy of the project. With receiving a stamp "in works" their participation does not come to an end – the command of design accompanies the project before its end. It is extremely important, for example, at a commissioning and comprehensive tests.

Sergey Chikiryov: The volume of large infrastructure projects of the Asteros group increases as in absolute, and relative expression year by year. Based on 2014 financial year the share of large projects did not exceed 30%, in 2016 a ratio the already return – only a third of business is the share of a traditional IT segment, and it against the background of the fact that even in crisis years of run-rate steadily grew. At the end of 2017 the share of large infrastructure projects in total amount will grow: now in a closing stage there are at once three largest programs which cumulative budget exceeds 7 billion rubles. As transfer it is "Park VTB Arena" where Asteros is responsible for design and construction of the engineering systems of objects of a commercial zone and the low-current systems of stadium, the BSA Luzhniki program in which Asteros as the general contractor is responsible for building "from scratch" of key objects of IT infrastructure and security of the territory, and office center of one of the largest Russian corporations, for which we also as the general contractor make finishing of premises and installation mechanical, electric and low-current systems.

Sergey Chikiryov: Key risks traditionally lie in the area of change management, liquidity and performance. The sag on any of these components attracts inevitable problems in two others. It is important to understand that upon transition "in the highest construction league" it is impossible to rely on usual instruments of manual control – the system solutions which are "sealed" in a basis of business processes of the company are necessary. Change control means an operational maturity not only the contractor, but also the customer. It needs to structure deliberately the requirements and to maintain logic of construction process from beginning to end. Loss of control does a task not solvable – building chokes in the become invalid drawings and contradictory instructions from all directions.

Importance of the liquidity management also does not raise doubts. Any large infrastructure project is hundreds and thousands of people on the building site daily. For their effective work rhythmical execution of works and proportional financing, often – more operational should be provided, than it is possible to receive from the customer. Similarly – with suppliers of materials. In this sense a big error are attempts "shift" all unresolved questions – whether it be "inconsistencies" in drawings or delays with financing – to contractors. Results of such actions are always deplorable: from idle times till a mass outcome of subcontractors from building.

One more risk – decline in production in process of growth of scales of projects. For example, experts of McKinsey in the research of the construction sector call efficiency of work an industry main growth driver. Here everything is based not only on professionalism of a linear control link, but also on readiness of an engineering personnel to render active assistance in the solution of everyday problems, but not simply "ask for result".

Sergey Chikiryov: Certainly, federal projects of level of construction of infrastructure of the Olympic Games or FIFA World Cup in which Asteros, as a rule, acts as the partner are the effective driver of development of the industry. At the same time, case is not limited to them. Results of PIEF-2017 confirm abundance of the state and private initiatives of development of infrastructure of the country. Clouds, blockchain, bigdata, Internet of Things – yesterday's "buzzwords" turned into reality under which needs the corresponding infrastructure is built. At us in different stages preparatory work on very ambitious projects in the major industries – telecommunication, bank, transport, etc. which implementation means deep engineering and IT examination is conducted.