Metropolis is launching a "Day in the Life of an Engineer" column with the national news and analysis agency Rosbalt. The first installment—timed to coincide with Builder's Day—features a conversation about the profession with the people who lead departments and projects, and who manage budgets, timelines, and human ambitions.

The first featured guests of the episode were two representatives from Metropolis: Olga Bornukova, Head of the Design Department, and Alena Zhuravleva, Head of projects. In a candid conversation, they discussed the workflow for complex projects, how to manage projects amidst constant unforeseen challenges, and why a female perspective on construction is no longer the exception.

Managing chaos: a system instead of panic

Design work always involves dealing with uncertainty—deadlines, budgets, shifting client requirements, and teams comprising dozens of specialists. How do you avoid drowning in this whirlwind?

Alena Zhuravleva explains that her system centers on prioritizing: "Urgent tasks never end. My role is to set priorities for the team. I often apply the Pareto principle: I identify the 20% of effort that yields 80% of the results and focus the team on those areas".

Olga Bornukova adds: "My workday begins with assessing the big picture. You need a clear plan of priority tasks and must strictly monitor project schedules and staff workloads. In design, staying ahead of the curve is crucial: most problems can be resolved calmly and efficiently if you spot them before they become critical".

On client communication

Working with clients is an art in itself. Olga Bornukova explains: "Right from the initial introduction, you need to find out as much as possible about the client's project management structure and roles. For those who want to know everything, we provide a convenient 'live' link where they can check the work's progress at any time. For those who just want results, we keep communication brief and to the point—using images, clear charts, and figures".

Alena Zhuravleva emphasizes: "A project management system begins not just with contractual obligations and schedules, but—first and foremost—with communication. Documents don't contain the strategically important information—what the client actually wants: to build something, to brainstorm, to generate publicity, or to attract investment? It is also crucial to understand who is authorized to make decisions and who actually makes them".

Gender stereotypes: a barrier to overcome

Both women acknowledge that male-dominated teams have traditionally held sway in construction and design, and female leaders often encounter bias. "The initial reaction to a female project manager—especially an attractive one—is often a failure to take her seriously. It frequently takes time for people to accept the situation and the roles involved. Then, the actual work begins", — says Alena Zhuravleva.

Orchestrating construction: getting dozens of specialists to play in unison

Projects typically involve architects, structural engineers, other engineers, and contractors. How do you synchronize such a complex system? Alena Zhuravleva likens project work to an orchestra: "The sheet music represents the regulatory framework, the project brief, and internal protocols. Virtuosity comes from the engineers' expertise. The instruments are the logistical resources and modern software. And, of course, the manager is the conductor. But unlike an orchestra, a project doesn't come with a score already written by a composer. That is why an effective project manager must be both composer and conductor".

Olga Bornukova adds: "Every task must have a single 'owner' responsible for the final outcome. It requires a smart division of tasks and constant oversight. If someone makes a mistake, they speak up immediately, and the whole team quickly steps in to bridge the gap".

Success metrics

What defines an "ideal project"? For Olga Bornukova, it comes down to a few scenarios: when the client says, "Guys, that was great. We’re doing the next project exclusively with you"; when the facility is commissioned and everything functions exactly as it should; and when the project team is thrilled with the experience and ready for new challenges.

Alena Zhuravleva believes: "The primary indicator of success is when the client gets exactly what they need—even if they couldn't articulate it at the start. The second metric is when the client returns with a new project—or, even more valuable, recommends us to colleagues and invites us to join their new teams. This signifies that we’ve built not just a business relationship, but a long-term partnership".

Read the full interview on the Rosbalt website at this link.