- Contract and organizational modeling
Any organization is a system consisting of employees and a specific set of resources, the management of which allows the organization to achieve its goals. Moreover, all the resources of the organization, including labor, as a rule, exist not spontaneously, but are organized in a certain order and hierarchy.
We can say that they are structured, i.e. the organization consists of a certain set of structures, and interconnected. The most common structures are organizational, full-time, financial, budgetary, process structures.
Thus, the management of an organization is the management of interconnected structures. The leadership of each organization independently determines which structures should be managed. But in any case, the management of these structures consists, first of all, in the correct establishment of the relationships between the elements of these structures.
For example, having established the relationship between the list of posts and functions of an organization, we will assign a specific set of functions to each post. Having drawn this up in a document (management regulations), as a result we get job descriptions that will correspond to the real situation in each specific organization, unlike those that are often copied or created spontaneously.
The result of organizational modeling is a formalized structure of management areas, as well as a number of established regulatory provisions and instructions, which are the basis for the management activities of the organization.
Modeling contractual relations and choosing the optimal set of contracts for the effective implementation of an investment construction project would be right to start directly with the classification of contracts as such.
Of course, today in practice and in the customs of business turnover there are a large number of types and classifications of contractual relations, that their complete listing can take more than a dozen printed pages, which, unfortunately, we often see in educational publications. We propose to dwell only on the key classification bases, which, firstly, are directly involved in the discussion of contract models, and, secondly, significantly affect the formation of such a model.
The need for a clear understanding of the classification of contracts is due to the fact that the current fashion trends for the use of exclusively recommended models, including EPC / EPCM models, are often not explained in any way from the point of view of the optimal solution for the Customer. Meanwhile, the optimal contract model is as a reasonable set of various stages of the investment and construction process or elements of these stages, concentrated in one contract, can be formed only by a deep analytical approach. Moreover, as applied to each new project, it will have so many features and varieties that even the presented classification in terms of responsibility will not cover the entire field of options.