Life cycle of products, works, services of a construction company. Features of construction products as a commodity. The life cycle of a construction company

  • 5. Failure of construction enterprises: general characteristics, classification.
  • 6. The essence of the phenomena of bankruptcy in modern economic conditions.
  • 2. Insolvent debtor:
  • 7. Analysis of the balance sheet structure of a construction company.
  • 8. Life cycle of a construction company.
  • 9. Causes of insolvency of construction companies.
  • 10. The role of anti-crisis management in the management system of a construction company.
  • 11. Basic concepts, principles, goals, tasks of anti-crisis management of a construction company.
  • 13.Diagnostics of the economic state of a construction company: methods, indicators.
  • 14.Marketing as a functional subsystem of anti-crisis management.
  • 15. Forecasting and planning as a functional subsystem of anti-crisis management.
  • 16. Making decisions and organizing their implementation as a functional subsystem of anti-crisis management.
  • 17. Control as a functional subsystem of anti-crisis management.
  • 18. Principles of functioning of the anti-crisis management system.
  • 19. Observation as a stage of anti-crisis management.
  • 20. Pre-trial rehabilitation as a stage of anti-crisis management.
  • 21. External management as a stage of anti-crisis management.
  • 22. Financial recovery as a stage of anti-crisis management.
  • 23. Bankruptcy proceedings as a stage of anti-crisis management.
  • 24. Settlement agreement as a stage of anti-crisis management.
  • 25.Basic provisions for the development of a plan for the financial recovery of the enterprise.
  • 26. The main functions of the plan for the financial recovery of a construction company and the stages of developing a plan.
  • 27. Plan for the financial recovery of a construction company: marketing (characteristics of the market, competition and marketing communication).
  • 28. Plan for the financial recovery of a construction company: assessment of the reasons for the company's insolvency and its financial and technical and economic condition.
  • 29. Plan for the financial recovery of a construction company: restructuring of a construction company.
  • 31. Program for the implementation of the plan for the financial recovery of a construction company.
  • 32. Scheme of the process of financial recovery of a construction company: characteristics of processes.
  • 33. Analysis of the possibility of restoration / loss of solvency of a construction company.
  • 34. Development of a strategy to bring an insolvent construction company out of a crisis.
  • 35. Investment policy in anti-crisis management.
  • 36. Evaluation of the investment attractiveness of construction companies.
  • 37. Marketing system at a construction company, goals and functions of marketing.
  • 38. Innovative strategy and tactics in a crisis.
  • 39. Types and classification of economic cycles.
  • 40.Economic essence of risk. Classification of risks in anti-crisis management.
  • 41. Methods of risk management.
  • 41. Methods of risk management.
  • 2. Forecasting the external economic environment.
  • 5. Creation of a system of reserves.
  • 6. Attraction of external resources.
  • 42.Innovation policy in anti-crisis management.
  • 43. Innovation process as a factor of anti-crisis management.
  • 43. Innovation process as a factor of anti-crisis management.
  • 44. The cycle of development of economic systems.
  • 45. Generalized characteristics of anti-crisis management.
  • 46. ​​Evaluation of indicators of business activity of a construction company.
  • 47. Possible consequences of economic crises.
  • 48. Managers at various stages of bankruptcy: goals, functions.
  • 49. Causes of economic cycles.
  • 50. The possibility of predicting the insolvency (bankruptcy) of a construction company.

    • 8.Life cycle construction company.

    In the development of any construction enterprise, certain patterns are visible, which may differ in the speed of flow and the amplitude of the level of development. This can be seen in the classical scheme of the enterprise life cycle (Fig. 2.1).

    Rice. 2.1. The life cycle of a construction company:

    but- the dynamics of the need for financing a successful enterprise; b– three life cycle examples; in - life cycle stages; A, B, C - life cycles; T- time lag; I - stage of origin; II - stage of development; III - stage of rapid growth; IV - stage of stable development; V - the stage of the emergence of a decline trend; VI - stage of active recession; VII - stage of bankruptcy; VIII - stage of liquidation of activities

    The following traditional stages can be distinguished in the life cycle: I - origin, II - development, III - rapid growth, IV - stable development; V - the emergence of a downtrend; VI - active recession; VII - bankruptcy; VIII - liquidation of activity. However, the liquidation of the activity of a construction enterprise does not always coincide with the moment of liquidation of the enterprise itself. So, in fig. 2.1 between life cycles B and C there is a time lag T, i.e. an enterprise, having exhausted all its reserves during the period of operation in cycle B, can extend its life in cycle C only subject to third-party financial injections, and in period T it undergoes a crisis .

    Consider the functioning of a construction company when it is at various stages of the life cycle from the point of view of the movement of the enterprise's finances, i.e. let us characterize its consistency and viability at various stages of its development in order to determine the moment of the crisis.

    The phase of the birth or creation of an enterprise is characterized by a large consumption of all resources, and the results of the enterprise's activities at this stage do not pay off the invested funds, i.e. The company is operating at a loss. At this stage, a new enterprise for some time, as a rule, does not conduct economic and production activities, but incurs certain losses related directly to the creation and registration of a new enterprise, the acquisition of buildings and premises, the purchase of equipment, raw materials and materials, and the involvement of labor resources. Later, at the same stage, the enterprise begins production activities, but they still do not make a profit.

    Thus, the main characteristic of this stage of development is the non-profit, unprofitable work of a construction company. It is important that in the first phase of the life cycle the enterprise has enough resources to move into the next one. Further, the enterprise reaches the break-even point (on the graph of the life cycle curve, this point is the point of intersection of the specified curve with the x-axis).

    In the phase of development or formation, the enterprise passes a critical point (the beginning of break-even activity), when the cost of all previously used resources and the income of the enterprise are equal. At this stage, the company is not yet making a profit, but it is no longer operating at a loss. The formation of strategic potential begins.

    Thus, phase II of the life cycle of the enterprise development is characterized by the transition to break-even activity, the receipt of the first profit, the size of which begins to grow at an ever-increasing pace. The company enters the next stage of its development - the stage of growth. It can be divided into stages of growth acceleration and growth deceleration,

    III, IV - phases of acceleration and deceleration of the enterprise growth, respectively. The first of them is characterized by a rather intensive growth in the activity of the enterprise, the absence or a small number of competitors. The management of the enterprise increases the production potential of the enterprise, increases the volume of production and, consequently, the volume of sales. The limitation of growth at this stage is determined only by the limitation of resources, as a rule, material ones.

    At the stage of accelerating growth, the enterprise has a greater reserve, greater growth potential; hence the development of the enterprise at a fairly rapid pace and, as a result, a rapid increase in the amount of profit received by the enterprise at this stage. In a relatively short period of time, the income of the enterprise increases sharply. At the stage of deceleration of growth, the rate of income growth falls, but, nevertheless, income growth is observed. The capabilities of the enterprise are approaching their limit, the pace of development is slowing down, the rate of profit growth is falling, although profit growth is observed.

    V phase - the phase of maturity and, at the same time, the emergence of a decline trend. The company reaches the pinnacle of success, the peak of income. The general condition of the enterprise stabilizes, the expansion of production stops. The task of any manager at this stage is to maximize its duration. This must be taken care of in advance, since after the stability phase, as a rule, there comes a recession phase. The reserves of growth and the production potential of the construction company have been used almost completely, and the company easily “rolls” into the recession stage.

    The recession phase is characterized by a sharp decrease in the volume of profits, a decline in the business activity of construction enterprises. The phase occurs mainly due to the aggressive policy of competing enterprises, as well as due to the increasing aging of enterprise resources. This applies to both material and personnel, information, and organizational resources. The enterprise is experiencing an intensive weakening of the potential, as a result of which external factors become of great importance.

    At this stage, almost everything deteriorates. financial indicators activities of a construction company, the structure of the balance sheet is disturbed. The enterprise "falls ill" and passes into the last phases of existence - the phases of "dying".

    VII and VIII - phases of "dying" - the company begins to incur direct losses from its activities. In this phase, the insolvency (bankruptcy) procedure usually begins, as a rule, the bankruptcy case ends with the declaration of the debtor enterprise as bankrupt, bankruptcy proceedings and liquidation of the enterprise.

    Rice. 2.1. The life cycle of a construction company:

    but- the dynamics of the need for financing a successful enterprise; b– three life cycle examples; in - life cycle stages; A, B, C - life cycles; T- time lag; I - stage of origin; II - stage of development; III - stage of rapid growth; IV - stage of stable development; V - the stage of the emergence of a decline trend; VI - stage of active recession; VII - stage of bankruptcy; VIII - stage of liquidation of activities

    The following traditional stages can be distinguished in the life cycle: I - origin, II - development, III - rapid growth, IV - stable development; V - the emergence of a downtrend; VI - active recession; VII - bankruptcy; VIII - liquidation of activity. However, the liquidation of the activity of a construction enterprise does not always coincide with the moment of liquidation of the enterprise itself. So, in fig. 2.1 between life cycles B and C there is a time lag T, i.e. an enterprise, having exhausted all its reserves during the period of operation in cycle B, can extend its life in cycle C only subject to third-party financial injections, and in period T it undergoes a crisis .

    However, there is another way. The consequences of the crisis can be smoothed out if the direction of the construction company is reoriented in time. This means the need to allocate financial resources from the profits received from successful sphere activities during the period of stable development of the enterprise. Such tools are useful for marketing research and repurposing business lines in the future. At the same time, the stage of development of a new type of activity should coincide in time with the stage of the appearance of a decline trend in the results of the main activity. In this case, the jump in the development of the enterprise during the transition period will be smoothed out, since the impact of the negative trend on the life of the enterprise will be weakened by the imposition of a positive trend in the development of a new type of activity. Thus, the life cycle of a construction company can be extended.

    Consider the functioning of a construction company when it is at various stages of the life cycle from the point of view of the movement of the enterprise's finances, i.e. let us characterize its consistency and viability at various stages of its development in order to determine the moment of the crisis.

    The phase of the birth or creation of an enterprise is characterized by a large expenditure of all resources, and the results of the enterprise's activities at this stage do not pay off the invested funds, i.e. The company is operating at a loss. At this stage, a new enterprise for some time, as a rule, does not conduct economic and production activities, but incurs certain losses related directly to the creation and registration of a new enterprise, the acquisition of buildings and premises, the purchase of equipment, raw materials and materials, and the involvement of labor resources. Later, at the same stage, the enterprise begins production activities, but they still do not make a profit.

    Thus, the main characteristic of this stage of development is the non-profit, unprofitable work of a construction company. It is important that in the first phase of the life cycle the enterprise has enough resources to move into the next one. Further, the enterprise reaches the break-even point (on the graph of the life cycle curve, this point is the point of intersection of the specified curve with the x-axis).

    In the phase of development or formation, the enterprise passes a critical point (the beginning of break-even activity), when the cost of all previously used resources and the income of the enterprise are equal. At this stage, the company is not yet making a profit, but it is no longer operating at a loss. The formation of strategic potential begins.

    Thus, phase II of the life cycle of the enterprise development is characterized by the transition to break-even activity, the receipt of the first profit, the size of which begins to grow at an ever-increasing pace. The company enters the next stage of its development - the stage of growth. It can be divided into stages of growth acceleration and growth deceleration,

    III, IV - phases of acceleration and deceleration of the enterprise growth, respectively. The first of them is characterized by a rather intensive growth in the activity of the enterprise, the absence or a small number of competitors. The management of the enterprise increases the production potential of the enterprise, increases the volume of production and, consequently, the volume of sales. The limitation of growth at this stage is determined only by the limitation of resources, as a rule, material ones.

    At the stage of accelerating growth, the enterprise has a greater reserve, greater growth potential; hence the development of the enterprise at a fairly rapid pace and, as a result, a rapid increase in the amount of profit received by the enterprise at this stage. In a relatively short period of time, the income of the enterprise increases sharply. At the stage of deceleration of growth, the rate of income growth falls, but, nevertheless, income growth is observed. The capabilities of the enterprise are approaching their limit, the pace of development is slowing down, the rate of profit growth is falling, although profit growth is observed.



    V phase - the phase of maturity and, at the same time, the emergence of a decline trend. The company reaches the pinnacle of success, the peak of income. The general condition of the enterprise stabilizes, the expansion of production stops. The task of any manager at this stage is to maximize its duration. This must be taken care of in advance, since after the stability phase, as a rule, there comes a recession phase. The reserves of growth and the production potential of the construction company have been used almost completely, and the company easily “rolls” into the recession stage.

    The recession phase is characterized by a sharp decrease in the volume of profits, a decline in the business activity of construction enterprises. The phase occurs mainly due to the aggressive policy of competing enterprises, as well as due to the increasing aging of enterprise resources. This applies to both material and personnel, information, and organizational resources. The enterprise is experiencing an intensive weakening of the potential, as a result of which external factors become of great importance.

    At this stage, almost all financial performance indicators of the construction company deteriorate, and the structure of the balance sheet is disturbed. The enterprise "falls ill" and passes into the last phases of existence - the phases of "dying".

    VII and VIII - phases of "dying" - the company begins to incur direct losses from its activities. In this phase, the insolvency (bankruptcy) procedure usually begins, as a rule, the bankruptcy case ends with the declaration of the debtor enterprise as bankrupt, bankruptcy proceedings and liquidation of the enterprise.

    Life cycle of construction products - priority approaches. Speaker: N.F. Seleznev ken. Moscow 2015 The concept of creating the organization of a life cycle quality control system Problem Increase in the cost of organizing quality control due to: unified system on the organization of quality control by all participants Tool: Application of 3D modeling 1 PHASE OF THE LIFE CYCLE Development of an investment feasibility study Reconstruction and technical re-equipment Selection or appointment of the customer PRE-INVESTMENT PHASE Disposal Liquidation Investor's decision to start construction Operation Design and working documentation Engineering surveys and design Selection of the general contractor Commissioning 2 DURATION OF LIFE CYCLE PHASES I - PRE-INVESTMENT PHASE - 0.01 - 0.05% II - INVESTMENT PHASE - 1.0 - 7.0% III - OPERATIONAL PHASE - 93 - 99% 3 GOST R 54257 -2010 RELIABILITY OF BUILDING STRUCTURES AND FOUNDATIONS 2.3. durability: The ability of a building to maintain the physical and other properties specified during design and to ensure its normal operation during the design life when properly maintained. 2.4. life cycle: The total period of time a building or structure exists, from the start of construction to its demolition and disposal. 4 System normative documents, regulating the quality control of activities in the life cycle of the object 1 STAGE until 2018 Quality control of work by the customer (investor) at the stage of pre-investment studies, selection and alienation of a land plot for construction, engineering surveys and design. Quality control of work by the general designer Quality control of work performed by the customer (investor) at the stage of construction work Quality control of work by the general contractor. STAGE 2 until 2020 STAGE 3 until 2022 Requirements for architectural supervision during operation. Control over the operation with the organization of modeling the life cycle of an object. Amendment of the legislation in terms of encumbrance of the funds of the owner of buildings and structures for liquidation and disposal 5 Construction and installation work quality diagram I - High quality. Low failures, within tolerances. II - Equivalence point. Deviations above the norm. III - Constant deviations according to the assessment, respectively, the growth of failures 6 Implementation of the proposed program 1. JSC "Gazprom" adopted the "Regulations for quality control of construction by general contractors at the facilities of JSC "Gazprom" developed by the authors. 2. Preparations are underway for the development of the corresponding STO Gazprom. 3. In order to popularize among the scientific and engineering community of the industry, articles 7 of Article 1 were published. “The creation of an integrated construction quality control system is one of the decisive conditions for minimizing the risks of the oil and gas complex” in the journal Pipeline Transport (theory and practice) No. 3 (37 ) 2013. 2. "Innovative approaches to the organization of a construction quality control system: from technical specifications for design to project implementation" in the journal "Pipeline transport" (theory and practice) No. 6 (40) 2013. 3. "Lean construction - a strategic direction development of the industry” in the journal “Gas industry” No. 11 (714) 2014. 8 Regulations on quality control of construction by general contractors at the facilities of Gazprom A complex approach to the assessment of requirements, unification of the organization and quality control systems for work performed by general contractors and subcontractors in construction. 2. An "integrated" method was applied, taking into account the time component. 3. Responsible and executors for processes are determined. 4. The procedure and methods for self-assessment of the contractor have been determined. 5. The criteria for evaluating the activities of the general contractor, his rating (degree of customer satisfaction) are determined. . The principles underlying the development of the Regulations are universal, unified and comprehensive for the construction of facilities, regardless of their departmental affiliation. 9 Evaluation of the quality of work of contractors Customer satisfaction questionnaire Customer Competitive purchases (selection of the general contractor) EVALUATION Results of quality control and audits Evaluation of activity on the quality of construction and installation works Inspection control Questionnaire of satisfaction of the general contractor General contractor EVALUATION Assessment of activities on the quality of construction and installation works Results of control Self-assessment of the general contractor Inspection control Self-assessment of the subcontractor Contractor's agreement Selection Subcontractor Contract Contract Subcontractor Management (Assessment Procedures) Information 10 Implementation Tool for the 3D Modeling Program. In construction, 3D modeling is increasingly being introduced in the design of objects and digital representation of as-built documentation “how” it was built. . Solves the issues of organizing control over the progress and quality of construction. . Depending on the task of the customer, they can bind to a specific element of the object under construction its physical characteristics (certificate data, passports), status (“in production”, “in logistics”, “mounted”), etc.,. The disadvantage of existing models is static, or at best, time discreteness. 11 Priorities for the development of 3D modeling programs - Binding to the specified element of the process of maintaining as-built documentation. - Formation of a database on the production of works based on the information recorded by the tablet computer of a quality control service employee. - Inclusion of data in the database on the basis of the contractor's authority to make changes confirmed by an electronic signature. - Support hierarchy access to view and make changes. 12 Priorities for the development of information modeling programs - Providing the opportunity to view construction data and control its quality to representatives of the investor, the customer, the controlling organization and the contractor's management, with fixing the fact of viewing. - Monitoring the process and operating conditions of the facility, until its liquidation. - Planning of routine and repair work, depending on operating conditions. 13 3D MODEL AND ITS IMPLEMENTATION Nitrogen-oxygen station Department of air purification and drying 14 14 Conclusions 1. The economic trend of our time is to reduce costs in general, including at the construction stage. 2. Improving the quality of construction requires an increase in the volume, depth and reliability of control operations and entails an increase in costs. 15 Conclusions The implementation of the proposed unified system for the organization of quality control at all stages of the life cycle of the object will allow: a) to reduce the costs of the investor and customer, contractors by 15 - 20%; b) optimize construction management processes by the customer, designer and contractor; c) minimize the risks of object failures during construction and operation, reducing them by an estimated 15 - 20%; d) improve the quality of design and construction. 4. A tool for implementing a unified system for organizing quality control - the use of 3D modeling of objects for a full life cycle.16 3. Proposals operation and 3D modeling. 2. Include in terms of reference for the design of especially dangerous, technically complex and unique facilities, the requirements for the development and further use in the construction and operation of a 3D model of the facility. 3. Identify "pilot" projects to test the proposed innovations. 17 Suggestions 4. A tool for implementing a unified system for organizing quality control - the use of 3D modeling of objects for a full life cycle. 5. Organize joint financing of the Ministry of Construction, NOSTROY and NOP for the development of a system of regulatory documents regulating the processes of organizing quality control and developing a 3D model of an object for the entire life cycle of an object. 6. Give the program for the development of a unified system for organizing quality control a state status with direct funding from the government budget or through tax incentives and other preferences. This will enable in as soon as possible achieve the goals set and ensure the protection of the economic interests of Russia and its companies. 18 Thank you for your attention! 19

    Life cycle of a property as a physical object, it is a sequence of processes of the existence of a real estate object from conception to liquidation (disposal).

    Life cycle stages real estate objects are named differently: pre-project-design-construction-operation-closure.

    1. Pre-project (initial) stage includes: analysis of the real estate market, selection of a property, development of a project strategy, investment analysis, preparation of initial permits, attraction of credit investment funds.

    2. Design stage includes: development of a financial scheme, organization of financing, selection of an architectural and engineering group, design management.

    3. Construction stage consists in choosing a contractor, coordinating the conduct of construction work and monitoring the quality of construction, cost estimates and expenses. At this stage, real evidence of the compliance of the object under construction with the requirements of the real estate market segment, due to the logic of the life cycle, appears. At this stage, the tasks of increasing the share of investments of potential consumers are solved, since the growth in the volume of offers and profits indicates a fairly wide market recognition.

    4. Operational stage object real estate involves: operation, facilities, their maintenance and repair. The operation of real estate objects, being a multidimensional function in the management system, includes the following areas: operation of premises equipment, material accounting, fire protection and safety, communications management, waste disposal and recycling, relocation and relocation, changes and reconstruction, elimination emergencies, maintenance and repair, installation of furniture and security of the facility.

    5. Object closing stage - complete elimination of its original and acquired functions, the result of which is either demolition or a qualitatively new development. At this stage of the life cycle of a property, significant costs for liquidation. These costs are the result of owning the property. If the property receives a new quality development, then the cost of change refers to the cost of ownership per new feature.

    Investment cycle is the period of time between the start of the project and its liquidation.

    The investment cycle is usually divided into phases, each of which has its own goals and objectives:

    pre-investment from preliminary research to the final decision on the adoption of an investment project;

    investment including design, conclusion of an agreement or contract, contract for construction works etc.;

    operating room(production) stage economic activity enterprise (object);

    liquidation when the liquidation of the consequences of IP implementation takes place.

    Pre investment phase includes several stages:

    a) identification of investment opportunities;

    b) analysis using special methods of alternative project options and project selection;

    c) conclusion on the project;

    d) making a decision on investment.

    Investment phase is to make strategic planning decisions that should allow investors to determine the volume and timing of investment, as well as draw up the most optimal project financing plan. As part of this phase, contracts and work contracts are concluded, capital investments, construction of facilities, commissioning, etc. are carried out.

    Operational (production) phase investment project is current activities on the project: purchase of raw materials, production and marketing of products, marketing activities, etc. At this stage, direct production operations are carried out related to mutual settlements with counterparties (suppliers, contractors, buyers, intermediaries), which form cash flows, the analysis of which makes it possible to evaluate economic efficiency this investment project.

    Liquidation phase associated with the stage of completion of the investment project, when it has fulfilled its goals or exhausted the possibilities inherent in it. At this stage, investors and users of facilities capital investments determine the residual value of fixed assets, taking into account depreciation, evaluate their possible market value, sell or conserve retired equipment, eliminate, if necessary, the consequences of the implementation of IP.

    Pre-investment stage of construction consists in getting acquainted with the investment object, the investor, and the future owner of the object, based on the results of which a decision is made on the expediency investment. On the this stage implementation project the wording investment idea, then reflected in everything project.

    Investment the idea is formulated in the Declaration of Intent - a document containing information about the investor, the location of the object, characteristics investment project, the need for resources, sources of financing, conditions for the sale of finished products.

    The next document being developed in pre-investment phase, is Rationale investment. It contains information about general characteristics industries and enterprises, goals and objectives of the developed project, data on the characteristics of objects and structures, the possibility of providing resources, the current state of the product market and its development forecast for the near future, the management structure project and evaluation of its effectiveness. Rationale investment must be prepared in accordance with the requirements government agencies and is subject to mandatory examination. Based on the analysis of all the information provided, a conclusion is made about the feasibility investment in this project.

    next step pre-investment phase is to carry out all the necessary examinations that serve to ensure the compliance of the facilities under construction with the requirements and norms of Russian legislation, as well as to identify the effectiveness of invested in project funds.

    Completion pre-investment stage is the development of a feasibility study - a set of documents reflecting the initial data on the project, technical, technological, estimated, estimated,

    Criteria and methods for evaluating investment projects

    Financial and economic evaluation of investment projects is central to the justification and selection process options investments in transactions with real assets. To a large extent, it is based on project analysis. The purpose of the project analysis is to determine the result (value) of the project. To do this, use the expression:

    Project result = project price - project costs.

    It is customary to distinguish between technical, financial, commercial, environmental, organizational (institutional), social, economic and other assessments of an investment project.

    Predictive assessment of the project is a rather difficult task, which is confirmed by a number of factors:

    1) investment expenditures can be made either on a one-time basis or over a sufficiently long period of time;

    2) the period of achievement of the results of the implementation of the investment project may be greater than or equal to the calculated one;

    3) the implementation of long-term operations leads to an increase in uncertainty in the assessment of all aspects of investments, that is, to an increase in investment risk.

    The effectiveness of an investment project is characterized by a system of indicators reflecting the ratio of costs and results, depending on the interests of its participants.

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