Once a week, plots reported unfulfilled work, the reasons for the deviation from the terms specified in the network schedule. The group applied these data to the network schedule, according to which the front of the work was adjusted for each site.
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The data report on objects was transmitted to the GIVCES to calculate the schedule, on the basis of which the construction management developed measures to eliminate the lag and redistribute resources requested on the basis of applications.
A weekly analysis of the progress of work on the schedule allowed to make decisions in a timely manner, concentrate resources, pay attention to more important objects at this stage.
The need for such information in the first period of construction was due to the fact that, according to a number of objects of the starting complex of the first and second power units, by the time of compilation of the integrated network schedule, design estimates and work projects were not completely ready, the initial data for a number of objects were determined approximately. As the design estimates and development of the PPR, the complex network schedule was constantly adjusted. This complicated the work of Givzes and obtaining feedback information.
A comprehensive working network schedule for the construction and commissioning of power units No. 3, 4, 5 and 6 was significantly less adjusted, since by the time of its development, design estimates and PPR were completely.
To increase the level of operational guidance in organizing a clear interaction of all sections, consideration and solving complex technical and organizational issues arising during construction, the headquarters was created. At the daily meetings of the headquarters, which were carried out at launch facilities (in the morning) to coordinate general -supply work (in the evening), the heads of all units participated. Each meeting lasted 40-50 minutes.
Monitoring the execution of the decisions of the operational headquarters was assigned to the dispatch service of the construction department.
The preparatory period of the construction of the Ladyzhinsky GRES lasted 22 months, the corresponding period of the construction of the Kyiv TPP -5 – 34 months, and the Tripolskoye State Enterprise – 64 months.