Проекты домов, проекты коттеджей | GotDOM.ru | Каталог готовых проектов ГотДОМ.ру

Состав проекта

 

Пример проекта

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В настоящее время большинство представленных готовых проектов коттеджей содержат полный комплект рабочей документации для строительства. Все проекты авторские и разработаны Архитектурным Бюро «ДИЗАЙНУС».

 

Полный рабочий проект включает в себя 2 (два) альбома чертежей:

 

1. Альбом «Паспорт Проекта» (ПП).

Альбом служит для получения разрешения на строительство дома и включает в себя основные архитектурные чертежи.

 

2. Альбом «Рабочий Проект» (РП).

Альбом состоит из рабочих архитектурно-строительных, конструктивных и инженерных чертежей, по которым ведется строительство загородного дома. В состав данного альбома входит три раздела: Архитектурные Решения (АР), Конструктивные Решения (КР), Инженерное Оборудование (ИО):

 

• Архитектурные Решения (Раздел АР)

• Общие данные и пояснительная записка
• Планы этажей
• Фасады
• Разрезы
• Кладочные планы
• План кровли
• Спецификация окон
• Узлы и детали
• Спецификации ограждений и пр.

 

 

• Конструктивные Решения (Раздел КР)

• Общие данные и пояснительная записка
• Конструкции фундаментов
• Конструкции стен
• Конструкции колон и пилонов
• Конструкции перекрытий
• Конструкции перемычек
• Конструкции кровли
• Сечения, узлы и детали на все конструкции
• Спецификации элементов фундаментов, перекрытий, колонн и пилонов, перемычек, стропильной системы

 

 

• Инженерное Оборудование (Раздел ИО)

• Отопление
• Водоснабжение
• Канализация
• Вытяжки
• Теплые полы
• Котельная

 

Проект электрики не входит в типовой проект коттеджа. Так как электротехнический проект мы выполняем только после разработки дизайн-проекта интерьеров, когда точно известна расстановка мебели, привязки розеток и выключателей, подобраны и размещены все люстры и светильники, бра, торшеры, подсветки для картин, решена подсветка дома и участка. Проект электрики без дизайн-проекта интерьеров не имеет смысла.

 

Просим обратить внимание, что для любого типового проекта дома может потребоваться корректировка конструкций фундамента и ограждающих конструкций с учетом геологических особенностей Вашего участка (песок, глина, уровень грунтовых вод и т.п.) и климатического пояса.

 

Возможно внесение любых изменений, корректировок и дополнений (перепланировка, добавление цоколя и/или мансарды, пристройка бассейна, изменение фасадов и т.п.) в любые наши проекты за дополнительную плату.

 

Дополнительно Вы можете заказать:

 

Важное во всех наших проектах:

• Во всех проектах применены только экологически чистые материалы и строительные технологии, проверенные десятилетиями.
• Все проекты – авторские.
• Все проекты выполнены на высоком современном технологичном уровне.
• Рабочая документация проработана до мелочей.
• Все проекты имеют возможность свободной внутренней планировки.

Все проекты, представленные в данном каталоге www.GotDom.ru , являются предметом авторского права. Тиражирование, публикация, использование в строительстве, коммерческое и любое другое использование возможно только с письменного согласия ООО «ДИЗАЙНУС». Наше авторское право защищено Законом РФ об Авторском Праве.

 

90000 Project Management | 10 Steps to Creating a Project Plan 90001 90002 not only showing how it provides a roadmap for project managers to follow, but also exploring why it is the project manager’s premier communications and control tool throughout the project. 90003 90002 90005 Step 1: Explain the project plan to key stakeholders and discuss its key components 90006. One of the most misunderstood terms in project management, the project plan is a set of living documents that can be expected to change over the life of the project.Like a roadmap, it provides the direction for the project. And like the traveler, the project manager needs to set the course for the project, which in project management terms means creating the project plan. Just as a driver may encounter road construction or new routes to the final destination, the project manager may need to correct the project course as well. 90003 90002 A common misconception is that the plan equates to the project timeline, which is only one of the many components of the plan.The project plan is the major work product from the entire planning process, so it contains all the planning documents for the project. 90003 90002 90011 90005 Related Article: The Project Plan: How Much Detail is Enough? 90006 90014 90003 90002 Typically many of the project’s key stakeholders, that is those affected by both the project and the project’s end result, do not fully understand the nature of the project plan. Since one of the most important and difficult aspects of project management is getting commitment and buying, the first step is to explain the planning process and the project plan to all key stakeholders.It is essential for them to understand the importance of this set of documents and to be familiar with its content, since they will be asked to review and approve the documents that pertain to them. 90003 90002 90005 Components of the Project Plan Include: 90006 90003 90002 90011 Baselines. 90014 Baselines are sometimes called performance measures, because the performance of the entire project is measured against them. They are the project’s three approved starting points and include the scope, schedule, and cost baselines.These provide the ‘stakes in the ground.’ That is, they are used to determine whether or not the project is on track, during the execution of the project. 90003 90002 90011 Baseline management plans. 90014 These plans include documentation on how variances to the baselines will be handled throughout the project. Each project baseline will need to be reviewed and managed. A result of this process may include the need to do additional planning, with the possibility that the baseline (s) will change.Project management plans document what the project team will do when variances to the baselines occur, including what process will be followed, who will be notified, how the changes will be funded, etc. 90003 90002 Other work products from the planning process. These include a risk management plan, a quality plan, a procurement plan, a staffing plan, and a communications plan. 90003 90002 90005 Step 2: Define roles and responsibilities. 90006 Not all key stakeholders will review all documents, so it is necessary to determine who on the project needs to approve which parts of the plan.Some of the key players are: 90003 90036 90037 90005 Project sponsor 90006, who owns and funds the entire project. Sponsors need to review and approve all aspects of the plan. 90040 90037 90005 Designated business experts 90006, who will define their requirements for the end product. They need to help develop the scope baseline and approve the documents relating to scope. They will be quite interested in the timeline as well. 90040 90037 90005 Project manager 90006, who creates, executes, and controls the project plan.Since project managers build the plan, they do not need to approve it. 90040 90037 90005 Project team 90006, who build the end product. The team needs to participate in the development of many aspects of the plan, such as identifying risks, quality, and design issues, but the team does not usually approve it. 90040 90037 90005 End users 90006, who use the end product. They too, need to participate in the development of the plan, and review the plan, but rarely do they actually need to sign off.90040 90037 90005 Others 90006, such as auditors, quality and risk analysts, procurement specialists, and so on may also participate on the project. They may need to approve the parts that pertain to them, such as the Quality or Procurement plan. 90040 90061 90002 90005 Step 3: Hold a kickoff meeting 90006. The kickoff meeting is an effective way to bring stakeholders together to discuss the project. It is an effective way to initiate the planning process. It can be used to start building trust among the team members and ensure that everyone’s idea are taken into account.Kickoff meetings also demonstrate commitment from the sponsor for the project. Here are some of the topics that might be included in a kickoff meeting: 90003 90036 90037 Business vision and strategy (from sponsor) 90040 90037 Project vision (from sponsor) 90040 90037 Roles and responsibilities 90040 90037 Team building 90040 90037 Team commitments 90040 90037 How team makes decisions 90040 90037 Ground rules 90040 90037 How large the group should be and whether sub-groups are necessary 90040 90061 90002 90005 Step 4: Develop a Scope Statement 90006.The Scope Statement is arguably the most important document in the project plan. It’s the foundation for the rest of the project. It describes the project and is used to get common agreement among the stakeholders about the scope. The Scope Statement clearly describes what the outcome of the project will be. It is the basis for getting the buy-in and agreement from the sponsor and other stakeholders and decreases the chances of miscommunication. This document will most likely grow and change with the life of the project.The Scope Statement should include: 90003 90036 90037 Business need and business problem 90040 90037 Project objectives, stating what will occur within the project to solve the business problem 90040 90037 Benefits of completing the project, as well as the project justification 90040 90037 Project scope, stated as which deliverables will be included and excluded from the project. 90040 90037 Key milestones, the approach, and other components as dictated by the size and nature of the project.90040 90061 90002 It can be treated like a contract between the project manager and sponsor, one that can only be changed with sponsor approval. 90003 90002 90005 Step 5: Develop scope baseline 90006. Once the deliverables are confirmed in the Scope Statement, they need to be developed into a work breakdown structure (WBS), which is a decomposition of all the deliverables in the project. This deliverable WBS forms the scope baseline and has these elements: 90003 90036 90037 Identifies all the deliverables produced on the project, and therefore, identifies all the work to be done.90040 90037 Takes large deliverables and breaks them into a hierarchy of smaller deliverables. That is, each deliverable starts at a high level and is broken into subsequently lower and lower levels of detail. 90040 90037 The lowest level is called a «work package» and can be numbered to correspond to activities and tasks. 90040 90061 90002 The WBS is often thought of as a task breakdown, but activities and tasks are a separate breakdown, identified in the next step. 90003 90002 90005 Step 6: Develop the schedule and cost baselines 90006.Here are the steps involved in developing the schedule and cost baselines. 90003 90120 90037 Identify activities and tasks needed to produce each of the work packages, creating a WBS of tasks. 90040 90037 Identify resources for each task, if known. 90040 90037 Estimate how long it will take to complete each task. 90040 90037 Estimate cost of each task, using an average hourly rate for each resource. 90040 90037 Consider resource constraints, or how much time each resource can realistically devoted to this project.90040 90037 Determine which tasks are dependent on other tasks, and develop critical path. 90040 90037 Develop schedule, which is a calendarization of all the tasks and estimates. It shows by chosen time period (week, month, quarter, or year) which resource is doing which tasks, how much time they are expected to spend on each task, and when each task is scheduled to begin and end. 90040 90037 Develop the cost baseline, which is a time-phased budget, or cost by time period. 90040 90137 90002 This process is not a one-time effort.Throughout the project you will most likely be adding to repeating some or all of these steps. 90003 90002 90005 Step 7: Create baseline management plans 90006. Once the scope, schedule, and cost baselines have been established, you can create the steps the team will take to manage variances to these plans. All these management plans usually include a review and approval process for modifying the baselines. Different approval levels are usually needed for different types of changes. In addition, not all new requests will result in changes to the scope, schedule, or budget, but a process is needed to study all new requests to determine their impact to the project.90003 90002 90005 Step 8: Develop the staffing plan 90006. The staffing plan is a chart that shows the time periods, usually month, quarter, year, that each resource will come onto and leave the project. It is similar to other project management charts, like a Gantt chart, but does not show tasks, estimates, begin and end dates, or the critical path. It shows only the time period and resource and the length of time that resource is expected to remain on the project. 90003 90002 90005 Step 9: Analyze project quality and risks 90006.90151 90011 Project Quality 90014: Project quality consists of ensuring that the end product not only meets the customer specifications, but is one that the sponsor and key business experts actually want to use. The emphasis on project quality is on preventing errors, rather than inspecting the product at the end of the project and then eliminating errors. Project quality also recognizes that quality is a management responsibility and needs to be performed throughout the project. 90003 90002 Creating the Quality Plan involves setting the standards, acceptance criteria, and metrics that will be used throughout the project.The plan, then, becomes the foundation for all the quality reviews and inspections performed during the project and is used throughout project execution. 90003 90002 90011 Project Risks 90014: A risk is an event that may or may not happen, but could have a significant effect on the outcome of a project, if it were to occur. For example, there may be a 50% chance of a significant change in sponsorship in the next few months. Analyzing risks includes making a determination of both the probability that a specific event may occur and if it does, assessing its impact.The quantification of both the probability and impact will lead to determining which are the highest risks that need attention. Risk management includes not just assessing the risk, but developing risk management plans to understand and communicate how the team will respond to the high-risk events. 90003 90002 90005 Step 10: Communicate! 90006 One important aspect of the project plan is the Communications Plan. This document states such things as: 90003 90036 90037 Who on the project wants which reports, how often, in what format, and using what media.90040 90037 How issues will be escalated and when. 90040 90037 Where project information will be stored and who can access it. 90040 90061 90002 For complex projects, a formal communications matrix is ​​a tool that can help determine some of the above criteria. It helps document the project team’s agreed-on method for communicating various aspects of the project, such as routine status, problem resolution, decisions, etc. 90003 90002 Once the project plan is complete, it is important not just to communicate the importance of the project plan to the sponsor, but also to communicate its contents once it’s created.This communication should include such things as: 90003 90036 90037 Review and approval of the project plan. 90040 90037 Process for changing the contents of the plan. 90040 90037 Next steps-executing and controlling the project plan and key stakeholder roles / responsibilities in the upcoming phases. 90040 90061 90002 90011 90005 Do not forget to leave your comments below. 90151 90006 90014 90003 90192 90005 Elizabeth 90006 and 90005 Richard Larson 90006 are Co-Principals of Watermark Learning, a project management and business analysis training company.They have over 30 years of industry experience each, and have helped thousands of PM and BA practitioners develop new skills. 90002 They have published numerous articles and papers and have co-written two books together on Requirements Management and CBAP Preparation. Both Rich and Elizabeth are CBAP and PMP certified through IIBA and PMI, and are contributors to the BABOK® Guide, Version 2.0 and the PMBOK® Guide — 4 90198 th 90199 edition. 90011 90005 90151 90006 90014 90003 90002 90003.90000 HOUSING PROJECT | definition in the Cambridge English Dictionary 90001 HOUSING PROJECT | definition in the Cambridge English Dictionary 90002 Thesaurus: synonyms and related words .90000 5 Things to Know About Buying a Turnkey House and Land Package 90001 90002 90003 90004 A fixed-price turnkey home takes the stress out of buying a house and land package. 90005 90006 90007 90002 Instead of worrying about buying a parcel of land and then finding a builder, a fixed price house and land packages means that the property developer and builder work together to take care of both steps for you. 90007 90002 This means there is no conflict of interest between the land developer and builder on whether the lot is ready to build on, the available services and connections, and the overall finished quality, 90007 90002 A fixed-price, turnkey house and land package means there is no conflict of interest between the land developer and builder.Picture: Eugene Hyland 90007 90014 90002 A turnkey home takes this ease one step further. Buying a turnkey home literally means that once the building is completed, you can turn the key in the front door and start living there straight away, with no further work required. 90007 90002 Here are five things you should know about buying a turnkey house and land package. 90007 90019 90004 1. Choose the right developer and good quality land 90005 90022 90002 Make sure you have a good relationship with the developer you choose — this will help to make the whole process much more transparent.It will also mean you can readily ask any questions you have and that you’ll ultimately be provided with more information. 90007 90002 It’s also a good idea to research the area you’re buying in to ensure there will be no environmental problems with the land down the track. 90007 90002 One company to deal with means a simpler process for everyone involved. Picture: Eugene Hyland 90007 90014 90002 «The advantage of having one company to deal with means a faster process for development and approval and shorter waiting times between land settlement and construction, which can save you interest,» says Adam Jian, Director of Linden Wise, the exclusive sales agent of The Hills Estate.90007 90002 «There’s also less frustration and a smoother process all round.» 90007 90019 90004 2. Choose the right area for you 90005 90022 90002 Ensure your new suburb is properly planned and infrastructure is in place or being built. You need to think about what you’re looking for before you buy. 90007 90002 «If you rely on public transport make sure there are sufficient services to get you where you need to go. Green spaces are attractive for most people, especially those with young families, so find out about planned parks and playing fields in the area, «says Jian.90007 90002 Research the area to find out about any planned parks, recreation facilities and green spaces. Picture: Supplied 90007 90014 90002 If you’re not sure where to start, begin by researching areas near you. Linden Wise’s 90046 The Hills Estate 90047 development is part of the North Boxhill Development scheme, which will be laced with parklands and feature open space that will include a lake. Also planned is a town centre with shopping amenities as well as a primary school and several childcare centres.90007 90002 The Hills Estate will be less than an hour’s travel to the Sydney CBD once the Sydney Metro is completed, with Stage 1 of the project scheduled for a 2019 completion. 90007 90019 90004 3. Be clear about what you’re buying 90005 90022 90002 ‘Turnkey’ homes mean different things to different builders, so it’s very important that you check exactly what’s included in your purchase. 90007 90002 «Ask if your new home will include landscaping, driveways and all site costs, as well as all those extra things that make a house a home, such as a clothesline, mail box, curtains, fly screens and lights,» advises Jian.90007 90002 Be clear about what you’re buying; landscaping and driveways are not always included. Picture: Eugene Hyland 90007 90014 90019 90004 4. Understand the contract 90005 90022 90002 Building contracts will also vary between builders so you need to understand what you are committing to, says Michael Cronk from Transpire Constructions. 90007 90002 A fixed-price, turnkey home will give you certainty over price, but be sure to carefully check the contract for an expiry on this offer.90007 90002 Read the fine print carefully so that you know how long the offer stands for. Picture: Eugene Hyland 90007 90014 90002 It’s very important to check how long the fixed price applies for. Some builders only provide an available tender price for the next three or six months, but then do not start building until after that, which means you could end up paying more due to a price increase. 90007 90002 «For the fixed-price turnkey packages at The Hills Estate, we are offering a fixed price for three years, with a choice of standard or luxury inclusions» says Cronk, adding that this will ensure buyers can budget accordingly.90007 90002 If you’re not sure whether certain details like taps and handrails are included in the finished product, be sure to ask. Picture: Eugene Hyland 90007 90014 90019 90004 5. Ask questions up front 90005 90022 90002 Understand what is and is not included in your package to avoid any budget blowouts. 90007 90002 «Also, be aware that with some companies you do not always get what you see in the display home, so double check before you buy,» says Michael. 90007 90002 «Watch out for hidden clauses with potential variation or price increases, excluded items and fittings and unfair terms and conditions.»90007 .90000 What is Project Management | PMI 90001 90002 More specifically, what is a project? It’s a temporary endeavor undertaken to create a unique product, service or result. 90003 90002 A project is 90005 temporary 90006 in that it has a defined beginning and end in time, and therefore defined scope and resources. 90003 90002 And a project is 90005 unique 90006 in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who do not usually work together — sometimes from different organizations and across multiple geographies.90003 90002 The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. 90003 90002 And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need. 90003 90002 90005 Project management 90006, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.90003 90002 It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century. PMI’s 90021 A Guide to the Project Management Body of Knowledge (PMBOK 90022 ® 90023 Guide) 90024 identifies its recurring elements: 90003 90002 90005 Project management processes fall into five groups: 90006 90003 90030 90031 Initiating 90032 90031 Planning 90032 90031 Executing 90032 90031 Monitoring and Controlling 90032 90031 Closing 90032 90041 90002 90005 Project management knowledge draws on ten areas: 90006 90003 90030 90031 Integration 90032 90031 Scope 90032 90031 Time 90032 90031 Cost 90032 90031 Quality 90032 90031 Procurement 90032 90031 Human resources 90032 90031 Communications 90032 90031 Risk management 90032 90031 Stakeholder management 90032 90041 90002 All management is concerned with these, of course.But project management brings a unique focus shaped by the goals, resources and schedule of each project. The value of that focus is proved by the rapid, worldwide growth of project management: 90003.