CC BY
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Присутствует соединение таблиц Y N
Заменить элементы на любые другие из их класса, в соответствии с полученными ограничениями, возможно изменить количество X X
Добавлено ограничение: соответствие столбцов в условии соединения соединяемым таблицам X
Таким образом, можно сформулировать общий алгоритм генерации запросов SQL на основе текста запроса-образца.
Произвести классификацию столбцов схемы данных в соответствии с приведенными признаками, значения которых получаются на основе схемы. Все значения признаков при должной реализации можно извлечь автоматически. Даже семантику, если насыщать ей схему в формализованном виде, доступном для извлечения и распознавания машиной.
Разобрать запрос на составные части, простейшие запросы, получая по ходу разбора дополнительные ограничения.
Произвести классификацию элементов запроса в соответствии с приведенными признаками, значения которых получаются на основе запроса.
Произвести автоматическую замену элементов на случайные, в соответствии с приведенными базовыми правилами и установленными в ходе разбора дополнительными ограничениями.
Пошагово пройти процесс разбора в обратном порядке, на каждом шаге производя автоматическую замену элементов на случайные в соответствии с приведенными базовыми правилами и установленными в ходе разбора дополнительными ограничениями и дополнительными возможностями для генерации.
Литература
1. Моисенко Сергей. SQL Задачи и решения. [Электронный ресурс]: SQL. URL: http://www.sql-tutorial.ru/ru/content.html. (дата обращения: 31.05.2016).
2. Астахова И. Ф., Толстобров А. П., Мельников В. М. SQL в примерах и задачах. Мн.: Новое знание, 2002. 176 с.
Construction project management and risk management Kaab M. (Russian Federation) Управление строительными проектами и управление рисками Кааб М. А. (Российская Федерация)
Кааб Мохаммед Ажми Дшабер /Kaab Mohammed - бакалавр гражданского строительства,
Инженерно-строительный институт, Санкт-Петербургский государственный политехнический университет, г. Санкт-Петербург
Abstract: present article is devoted to some questions of project and risk of management. Construction industries are exposed to wide array of risks, such as financial, design, and contractual ones, which might have a direct impact on their performance toward achieving the desired objectives. Risk Management is a proactive decision-making process used to minimize and manage the risks in the most efficient and appropriate manner.
Аннотация: настоящая статья посвящена некоторым вопросам проекта и риску менеджмента. Строительная промышленность подвергается широкому спектру рисков, таких как финансовые , проектные и контрактные, которые могут оказать непосредственное влияние на их производительность на пути к достижению желаемых целей. Управление рисками - активный процесс принятия решений для минимизации и управления рисками наиболее эффективным и надлежащим образом.
Keywords: construction Project Management, Risk Management, construction projects, construction project management methodologies.
Ключевые слова: строительство, управление проектами, управление рисками, проекты строительства методологии управления строительного проекта.
Construction project management combines the responsibilities of a traditional project manager with the skills and expertise of the construction industry. Because construction projects are always changing, a successful construction project manager needs a wide range of skills and abilities to manage diverse teams and projects.
Project management is at the heart of what makes a construction project flow. While it deals with the technical sides of budgeting and execution, it also requires a people component, where project managers have to work with the individual needs of the builders, stakeholders, and community.
Construction project management involves the planning, coordination, and control over the various tasks involved in construction projects. This could include different types of construction projects, like agricultural, residential, commercial, institutional, industrial, heavy civil, and environmental.
Construction Project Management (CPM) is the overall planning, coordination, and control of a project from beginning to completion. CPM is aimed at meeting a client's requirement in order to produce a functionally and financially viable project [8, c. 6]. The construction industry is composed of five sectors: residential, commercial, heavy civil, industrial, and environmental. A construction manager holds the same responsibilities and completes the same processes in each sector. All that separates a construction manager in one sector from one in another is the knowledge of the construction site. This may include different types of equipment, materials, subcontractors, and possibly locations.
A contractor is assigned to a construction project once the design has been completed by the person or is still in progress. This is done by going through a bidding process with different contractors. The contractor is selected by using one of 3 common selection methods: low-bid selection, best-value selection, or qualifications-based selection.
The functions of construction management typically include the following:
1. Specifying project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants.
2. Maximizing the resource efficiency through procurement of labor, materials and equipment.
3. Implementing various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process.
4. Developing effective communications and mechanisms for resolving conflicts [2, c. 10].
CM professional practice includes specific activities, such as defining the responsibilities and management structure of the project management team, organizing and leading by implementing project controls, defining roles and responsibilities, developing communication protocols, and identifying elements of project design and construction likely to give rise to disputes and claims [4, c. 19].
7 types of construction: аgricultural; residential; сommercial; institutional; industrial; heavy civil; environmental [8, c. 6].
A bid is given to the owner by construction managers that are willing to complete their construction project. A bid tells the owner how much money they should expect to pay the construction management company in order for them to complete the project [5, c.34]. Open bid: An open bid is used for public projects. Any and all contractors are allowed to submit their bid due to public advertising. Closed bid: A closed bid is used for private projects. A selection of contractors are sent an invitation for bid so only they can submit a bid for the specified project.
This is a guide on construction project management methodologies.
Waterfall, or Traditional Project Management is the most common form of construction project management techniques. Alternatively known as traditional project management, this technique involves clear milestones between each task - there are set due dates, deliverables, and client expectations organized on a clear timeline. Waterfall takes a systematic approach; you can't build a bathroom in a home without first building the home's foundation. It can be summed up like this: if your project is sequential, consider traditional project management.
One of the main pros to the waterfall methodology is that it allows a team to focus the whole of their attention on each aspect allowing developers to ensure high quality development at each stage. It also helps prevent small details from being overlooked and can prevent compatibility issues later on in implementation.
This, however, can elongate the completion process, by preventing builders from moving ahead on certain items, while waiting for other independent ones to be finished. The waterfall methodology can also severely limit customer feedback and input throughout the completion process.
Agile Construction Management takes the flexibility of agile software development and applies it to construction. A contractor may need to use different materials for instance, because the ones specified by the architect are unavailable at that time. Access to a site or to resources may be blocked, adding to the problems. Construction tasks are then often handled using improvisation and as a result it becomes difficult to track project schedules and manage critical path activities. Agile construction management helps by:
-Breaking down the project delivery into smaller, more manageable parts that in this case are not necessarily available to be reordered, but that can be better managed and tracked to completion.
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-Focusing on time management and regular, frequent reviews to improve project financial management, specifically in the areas of productivity and profitability.
-Opening the door to continual improvement by encouraging workers to team up and to give their input back to construction managers on how to do things better and faster.
Critical Chain: the construction critical path method (CPM) is a tool that many project managers use, often with their construction management software, to help figure out the best steps to take to finish a job efficiently. This critical path method, otherwise known as critical path scheduling, is one of the most frequently used construction planning techniques. Critical chain, on the other hand, looks specifically at the longest chain considering task and resource dependencies.
Critical chain is defined as the longest chain considering task and resource dependencies. This means that both the task and resources in a project are scheduled. It's fundamentally different from the critical path that only considers task dependencies. Critical chain recognizes the impact of variability in execution, providing metrics, dashboards, and actionable information, pinpointing precisely where action must be taken.
Critical Chain methodology requires a more disciplined mindset in planning, scheduling and execution of your projects. Perhaps this can be more accurately described as challenging some of your long held beliefs on what practices lead to successful project management. Critical chain methodology consists of 2 parts, one is technical, the recognition of the importance of resource dependencies while planning the project.
Exepron is a state of art critical chain solution. Leveraging the newest technologies with power of the cloud, it is a user friendly and cost effective tool that will be up and running, providing value in a very short period of time. Informational dashboards provide real-time visibility of all the projects in a portfolio and with real-time dashboards that are designed to meet the needs of all levels of Management. Embedded intelligence, real time information, advanced risk management capabilities, extensive performance metrics are a few of many other tools that are available to the different levels of management.
Lean Construction Management: in order to increase flow on a construction site, lean construction emphasizes arranging the supply chain so there are no unnecessary breaks when working on production. Construction managers design the facility and the delivery process together - necessarily taking a top-down approach to evaluating and planning a project.
All aspects of the project are monitored, measured, and improved upon, largely with the help of construction management software. Managers encourage face-to-face communication daily to eliminate communication problems. When figuring out the specifics of a job, they define value from the customer's perspective and take an iterative approach to their work processes to continually eliminate waste.
Project planning is done backwards to make sure that goals will be met by the required due date. The first way is by avoiding work stoppages and delays through early identification of potential bottlenecks. The pull planning technique allows everyone to identify what they need to do their work and when they need it. Handoffs between trades/team members are clearly identified.
The hardest part about adopting a lean construction management style is that schedulers and project managers need to be comfortable with relinquishing their command and control power. It takes some adjustment to assume more of a facilitator role.
Construction Risk Management: it's important to recognize that, in the construction industry, risks come in a variety of flavors. For instance, there are health and safety risks, risks to the environment, operational risks, regulatory risks, and so on. So when we talk about risk management, what we're really talking about are the steps a business can take to identify risks in the workplace and control them, or at least lessen the damage they can do to people and businesses should something go wrong.
In short, it's about making visible the threat that already exists in the workplace and then taking steps to mitigate it.
Risk - ISO 31000: 2009, the standard on the implementation of risk management defines «Risk» as, «Effect of Uncertainties on Objectives». The «Effect» can be considered as a deviation from the expected / estimated. The effect can be positive (i.e. it can have repercussions which can be beneficial in nature) or negative (i.e. harmful in nature). ISO/IEC Guide 73, which was published at the same time, further elaborates «Risk» as «the combination of the probability of an event and its consequences». Any activity is exposed to number of known or unknown factors during its lifetime. These factors may deviate or advance the progress of activity towards its objective. Taking a risk, implies undertaking any activity to achieve a definite objective in a planned manner despite of having a knowledge that certain factors may deviate the activity from reaching its planned conclusion.
Risk management is the process associated with identifying, analysing, planning, tracking and controlling project risks. Risk Management can also be broadly defined as the process of identifying factors that can have impact on the objective of any activity, assess such factors and then devise a strategy to mitigate the effect of such factors so that there is a minimal deviation from the objective. The overall goal of the risk management process is to maximize the opportunities and minimize the consequences of a risk event [2, c. 10].
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In other words, Risk management entails the identification of uncertainties, assessment of the likelihood of their manifestation into a reality and optimizing the use of resources to monitor and control the impact of any harmful event or to maximize the realization of beneficial event.
Since this article deals with the risk management in the context of construction projects, it is imperative to understand the nature of projects related to construction industry.
PMBOK Guide (A Guide to Project Management Book of Knowledge) defines project as «A temporary endeavour undertaken to create a unique product, service or result». This definition emphasises the nature of the end product by describing it as «unique».
Turner (1992) has defined project as an endeavour in which human, material and financial resources are organised in a novel way; to undertake a unique scope of work of given specification, within constraints of cost and time, so as to achieve unitary, beneficial change, through the delivery of quantified and qualitative objectives.
In perspective of Construction Projects, this definition seems to be more appropriate. A typical construction project involves great involvement of numerous participants who have to be properly coordinated for the successful completion of the project. Construction projects are invariably constrained in terms of budget and timely construction of the project often affects the functionality of the product. Turner (1992) has laid emphasis on three key targets of the project, i.e. time, cost and quality and further highlights the importance of efficient organisation of various resources to the satisfactory completion of the project [8, c. 7].
Any Construction Project can be divided into 2 phases - Pre-Contract phase and the Post-Contract phase. The Pre-Contract phase includes conducting feasibility studies, preparing designs and drawings, compiling specifications, land acquisitions, inviting tender, conducting the bid process and awarding the construction contracts. The Post-Contract phase includes the preparation of Detailed Designs and Drawings, Construction, Procurement and Commissioning of the project.
Generally 3 main parties are involved in any Construction Contract; i.e. the Client, the Consultant and the Contractor. According to PBL (1987), a client is a party that carries out or assigns others to carry out construction, demolition or land work. A Contractor is the party that provides a service for the client, i.e. executes the construction works. The role of the consultants is to assist clients and contractors and provide architectural and engineering services.
Construction projects involve number of interacting activities. Proper coordination of these activities has significant impact on the project in terms of Cost, Quality or Time. Moreover, due to their dynamic nature, projects change continuously. Thus a great amount of risk and uncertainty is involved in construction activities. Such a risk or uncertainty has to be properly managed by all the parties involved in the project for successful attainment of objectives.
Importance of Risk Management in Construction Projects: Murdoch (2001) has stated that «By the very nature of construction contracts, certain risks are unavoidable». Sir Michael Latham (1994) has further reinforced this argument by stating, «No construction project is risk free. Risk can be managed, minimized, shared, transferred, or accepted but it cannot be ignored». The importance of risk management in construction projects is highlighted in Karim's (2009) statement «It's true because there are numerous risks associated with construction project, no doubt some are insurable but not all». Baloi & Price (2003) explains that Risk Management has nowadays become a very critical factor to successful project management, as projects have become more complex and competition has become tougher in the construction market. Mackay (2003) writes that there are almost hundreds of distinct construction project risks, right from project planning, through on-site activity till project completion. The importance of proper Risk Management specially for the Contractor is highlighted by (Flanagan, 2001) when he states that the Clients want to reduce the possibility of risk exposure, as much as possible, by seeking recourse financing and guarantees.
Some risks like local site risks, tax risks, interface issues, material delivery risks, etc. are inevitable. On the other hand, some risks like changes in law may seem to be less likely to arise, but in case they manifest into a reality, they would have a major impact on project (Pinsent Masons, 2007). Walewski (2003) says in his report; «Organizations are more likely to successful plan and deliver international venture when they have more comprehensive understanding of the commercial, political, construction and operation uncertainties and risk with such project». He mentioned that Politics, Social unrest and rates of Currency exchange are some of the reasons that increase the complexity of Construction projects, particularly international ventures. As per his finding, there is no common point of view regarding the risks existing in the construction industry because the Owner, the Investor, the Designer and the Contractor have differing project aims and objectives. Moreover, lack of proper coordination between various contracting parties is common in construction history.
An experienced Contracts Administrator should consider all these factors and accord due weight age to all such risks, while preparing the Contract or working on the pre-contract process, to account for such risks at post-contract stage. Once contract has been signed then the rights and liabilities of the Contracting parties are ruled by the strict clauses of the Conditions of Contract (Pinsent Masons, 2007). To avoid such serious
problems and the key of successful project is to start risk management process from the day when you received tender documents.
Once a risk is identified, it can be abated following a system like the hierarchy of controls or other tools that not only help identify risks, but also help to rate and prioritize risks for abatement based on relative severity and likelihood of occurring. So again, risk management is the umbrella under which all of these activities occur.
The construction industry faces a complex mix of EHS, operational, regulatory, financial, and other risks due to the nature and size of projects, the often large and evolving workforces that must be managed, and the quickly evolving job site and regulatory environment.
On a typical construction site you have numerous physical risks (e.g. slips, trips, and falls, crane safety, exposure to the elements, chemical exposure), but you also have a constant flow of workers and third-party contractors who need to be trained. Failure to train employees properly can lead to injuries and lost time, which can cause productivity losses and compliance issues (e.g. fines and work stoppages). Add to this strict deadlines, budget constraints, and external factors like skilled labor shortages, and the risks only become bigger and more burdensome to properly manage.
However, with the right system in place, managing risk becomes a less complicated task. As a project grows in size and complexity, managing it becomes exponentially more difficult. You have to set clear goals up front, and must understand the goals of the other parties. Beyond that, there must be a system and a process in place to manage the project. The system needs to be powerful and able to provide deep insight to every aspect of the project, but it must be easy to use [2, c. 11].
Large, complex projects create interesting situations: the team needs to communicate even more, but with a large team, communications can quickly become unmanageable.
Whether it's the risk of going over budget, late delivery or not meeting project requirements, none of those match the horror of what can happen if your team doesn't communicate. If owners, designers, contractors, and vendors don't communicate, the project will go sideways; the only question is, «How bad will it get?»
What is the best way to ensure good construction risk management? The answer lies in good processes. These processes are robust, easy to follow, and help you take the right decisions and actions. Risk management in building benefits from this kind of process too, at an enterprise and at a project level. Here are five steps to keep risks under control that can help every construction company.
1. List the Potential Sources of Construction Risk. To start managing your construction risks, you need to be able to list out what could jeopardize your projects. Take a deep breath, because the list can be long:
Occupational risk: Injury, possibly fatal, to a worker because of behavior, methodologies or technologies used, weather or a third party.
Financial risk: Such as unmanaged growth, lack of sales, rising interest rates, overtrading, problems with the economy, and increases in oil and building supply prices.
Contractual risk: Penalties you may have to pay for not completing a job on time.
Project risk: Lack of proper project management, inadequate company policies or lack of application of such policies, miscalculation of time and resources required, and more.
Stakeholder risk: Problems of communication, misunderstanding on the deliverables or closeout of a building project, insufficiency of stakeholder funds.
Natural risks: Floods, earthquakes, and other phenomena that damage construction sites or make access for work impossible.
Competition: Pressure to match price or delivery terms offered by a competitor, possibly putting your profitability at risk or straining your resources, loss of a project or opportunity to a competitor, and more.
2.Rank Construction Risks in Order of Importance. Other construction companies' key risks are not necessarily your own, and vice-versa. For example, their office may be situated in an area prone to earthquakes, while your office is safe elsewhere. In other words, start with an open mind about possible risks and don't limit yourself by using somebody else's list. Some risks tend to materialize more often than others. Contractor company failure statistics illuminate the following top five reasons:
1. Unrealistic Growth (overextending credit lines, taking on too much work): 37%.
2. Performance Issues (lack of experience and/or staff): 36%.
3. Character Issues (transfer of ownership, key person leaves): 29%.
4. Accounting Issues (insufficient cost and time tracking, non-compliance): 29%.
5. Management Issues (lack of training, poor project management): 29%.
Most building work is done properly, either because contractors want to do a good job anyway or because building codes and inspections keep results in line, stage by stage. Poor business practices are a more common cause of failure. Construction firm owners and managers with good technical knowhow often struggle with the management side.
There is a simple and effective way of evaluating the importance of each construction risk. It depends on 2 factors:
-The impact on your business.
-The probability of the risk materializing.
3. Deal with Each Risk. Although construction risks may be varied and complicated, risk management techniques fall into 4 simple categories.
1. Avoid the risk. For example, you may choose to refuse building projects in areas prone to earthquakes.
2. Transfer the risk. Insurance is a common way to do this. An appropriate contractual agreement with a subcontractor or supplier may be another.
3. Mitigate the risk. For instance, safety hazards in construction will continue to exist. Proper safety equipment and training for both workers and managers can help reduce the dangers.
4. Accept the risk. Weather, for instance, is uncontrollable and can cause delays on construction schedules. However, good construction project management can sometimes work around the problem and lessen its impact.
The approach you choose to manage a risk can also be optimized in terms of the reward associated with the risk. Profit, a repeat building project from a customer, or getting a key construction project reference to break into a market are all examples of rewards that you may be looking for. Higher rewards may require higher levels of risk. However, higher levels of risk do not automatically yield higher rewards.
4. Select the Right Resource to Help Manage Your Risk. If you have decided to transfer, mitigate, or accept a risk, different resources may help you to optimize your risk management choice:
Software. Whether for building design, costing, project management, accounting or other aspects of a construction business, the right construction management software can make tasks more manageable and quicker to process. All of these advantages also help mitigate risk. As a construction company grows and handles increasing numbers of projects simultaneously, it may be beneficial to use a software application specifically designed to help you manage risk (ERM or enterprise risk management software). At an intermediate level, certain project management software options also have risk management functionality built in.
Training. On-the-job training in the use of specific materials and machines is one example and online training for work safety is another.
Financing. Construction business credit lines, whether you use them or not, are often a good precaution. As a financial cushion, they allow you to accept various risks, such as a client's possible late payment or a payment dispute. The right accounting software can make it easy to prepare documents that your bank will require before opening up a line of credit.
Insurance. An insurance broker or company should be able to advise you about local authority requirements for construction insurance, and the ins and outs of CCIP (contractor controlled insurance programs), and SDI (subcontractor default insurance.) Some construction risk will always be uninsurable.
Professional advice. Sources of advice for construction businesses include legal firms specializing in construction contracts and litigation, bankers and accountancy firms, consultants, and business friends. Another source, sometimes overlooked, is organizations that issue surety bonds. This bond protects clients by guaranteeing that their building project will be finished, whatever might happen to your construction company. To decide whether to issue a surety bond, the issuing organization will investigate a contractor's business, including the identification of any risky business practices.
New technology and methods. Some risks that were automatically accepted before can now be mitigated or even eliminated with new approaches. Bad weather is one example. With the use of prefabricated building modules, building construction time on site can be significantly reduced and with it, the possible impact of bad weather. In other areas, the use of drones (unmanned aerial vehicles) can save time and reduce safety hazards. Building information modeling (BIM) is also a means of identifying and dealing with risk before it becomes reality.
5. Get the Rest of the Organization Involved. Construction risk management is not a spectator sport. Everybody must know and contribute to good risk management according to his or her role in a construction business. Risk updates and reviews about risks should be part of the communication at all levels.
Regular, constructive reminders help things to turn out right. Keep communication about risks simple and to the point as well, so that your message is easy to understand and remember. The basic 3x3 grid showing risk impact and probability often works well with management colleagues, for example.
Construction risk is not all negative. Business construction projects are now also being done on a BIARS (balanced incentive and risk sharing) basis. The customer and the contractor share in the potential upside (project cost savings for instance) as well as the downside, helping to boost the incentive of each party to make the job successful.
Many of the resources for handling negative risk can also be applied to positive risk as well.
In conclusion: сonstruction projects, whether for a new house, a multi-level office block, or other jobs are complex and unique - as are the risks that go with them. Sometimes a risk turning into reality delivers a
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knockout blow. In other cases, a combination of risks, even where no individual risk would have been fatal, will sink the project or even the construction company altogether. Construction risk management is a must if a company is to be sure of survival and growth.
References
1. 3rd Forum "International Construction Project Management" 26th/27 June, 2003 in Berlin.
2. Barbara J. Jackson (2010). Construction Management Jumpstart (2nd ed.). Indianapolis, Indiana: Wiley.
3. Gerardo Viera (September 2008). "What Is Construction Project Management?" PM Hut. Retrieved 2010-07-04.
4. Halpin Daniel. Construction Management. Hoboken, NJ: Wiley, 2006
5. Stagner Steve. "Design-Build and Alternative Project Delivery in Texas" (PDF). Texas Council of Engineering Companies. Retrieved 18 October, 2011.
6. Strang Warner (2002). "The Risk In CM "At-Risk"" (PDF). CM eJournal 4 (9): 3-8. Retrieved July 22, 2015.
7. Advantages and Disadvantages of Construction Delivery Methods. Sierra Companies. 2013-01-14. Retrieved 2015-07-22.
8. Hendrickson Chris. Project Management for Construction. Department of Civil and Environmental Engineering, Carnegie Mellon University, Pittsburgh, PA l52l3 Copyright C. Hendrickson 1998.
Methods for automated control security system residential house PLC Arhipov V.1, Filippov A.2, Belyakov A.3, Maslov I.4 (Russian Federation) Методы автоматизированного управления охранной системой жилого
дома на базе ПЛК Архипов В. В.1, Филиппов А. В.2, Беляков А. Р.3, Маслов И. А.4 (Российская Федерация)
'Архипов Владислав Валерьевич /Arhipov Vladislav — студент; 2Филиппов Анатолий Владимирович /Filippov Anatolij — студент; 3Беляков Арсений Робертович /Belyakov Arseny — студент; 4Маслов Иван Алексеевич /Maslov Ivan — студент, кафедра систем автоматического управления и контроля, факультет интеллектуальных технических систем,
Национальный исследовательский университет, Московский институт электронной техники, г. Зеленоград
Аннотация: в данной работе приведены общие сведения о системе безопасности жилого дома. Проведено проектирование системы безопасности для жилого частного дома. Проанализированы технические требования к системе. Выбрана среда разработки системы управления. Abstract: this work gives an overview of the security system of a house. Conducted security design for a residential private house. Analyzed technical requirements for the system. Selected development environment of the control system.
Ключевые слова: система автоматического управления, среда разработки TwinCAT. Keywords: the automatic control system, the TwinCAT development environment.
В настоящее время проникновение посторонних лиц в жилой дом с целью хищения имущества -явление частое. Кроме того, зачастую люди в спешке, по невнимательности или по другим причинам, сами забывают закрыть свой дом, квартиру на замок, что дает ворам доступ к жилищу. Обеспечение личной безопасности и сохранности имущества является острой проблемой на сегодняшний день. С развитием технологий все более новые и современные решения внедряются в охранную систему жилых домов. Однако следует учесть, что и злоумышленники придумывают все более изощренные методы доступа в чужое жилье [1].
В данной статье рассмотрена автоматизированная пожарно-охранная система управления для жилого дома на базе программируемого логического контроллера. Основной задачей данной системы является подача сигналов постановки или снятия системы с охраны, нелегального проникновения, пожарной тревоги, затопления водой, а также подача сигналов газовой опасности хозяевам жилища посредством SMS-уведомлений и в диспетчерскую службу.
Безопасность внутренней части является важным аспектом при проектировании охранной системы жилого дома. Для обеспечения безопасности внутренней части жилого дома необходимо:
