Documente Academic
Documente Profesional
Documente Cultură
A project study submitted in the partial fulfillment of the requirements for the subject
“ADVANCED SYSTEM MANAGEMENT”
Submitted By
HYDERABAD
CERTIFICATE
Prof:
Date:
ACKNOWLEDGEMENT
We, as co-workers are also grateful to each other for the team work without
which this study could not have been completed successfully.
PREFACE
The primary objective of this report is to provide the readers the insight into the
COST ESTIMATION TECHNIQUES FOR CONSTRUCTION INDUSTRY.
We hope that the report has made the text interesting and lucid. In writing this
report, we have benefited immensely by referring to many publications and
articles. We express our gratitude to all such authors and publishers.
Any suggestions to improve this report in contents or in style are always welcome
and will be appreciated and acknowledged.
DECLARATION
We hereby declare that all the information that has been collected, analyzed and
documented for the project is authentic possession of us.
We would like to categorically mention that the work here has neither been
purchased nor acquired by any other unfair means. However, for the purpose of
the project, information already compiled in many sources has been utilized.
(Prasad Bhaskar)
CONTENTS
INTRODUCTION
LEVELS OF ESTIMATES
COSTING METHODS
BIBLIOGRAPHY
INTRODUCTION
Knowing the future is something every company dreams of. Not only would it
help them operate at maximum potential, but it would also ensure that they did
not put a foot wrong. However, it is impossible for anybody, or anything, to
predict the future accurately. It is, however, not very difficult to predict a ‘very
near’ outcome based on previous and current scenarios.
The building and construction industry does not always run smoothly and has lots
of ups and down. Many factors contribute to the unpredictability of this sector
and it is therefore very important to operate as safely as possible. An accurate
estimate plays a vital role in preparing solid groundwork for the construction
projects.
In any business, risk identification and risk analysis are crucial for successful
implementation of business strategies. This enables to identify the likelihood of
success in a project to be undertaken, along with measures that help to minimize
the risk elements. The objective of risk management is to identify and then
measure the degree of the risk associated with different courses of action on a
project. The whole process of risk analysis helps in the overall decision-making
process.
TYPES OF CONSTRUCTION CONTRACTS:
Stipulated sum.
Design-build.
Bridging.
Turn Key.
PROJECT MANAGEMENT IN CONSTRUCTION BUSINESS
Companies’ always feels that there construction projects are running smoothly.
As they walk from office to office asking there project managers how things are
going, their responses include some of the following:
"EVERYTHING'S OK."
But, are things going as well as you were told? A few days later, you get a call
from an angry customer screaming his project is three weeks late. Another is
upset he isn't getting the quality and service for which he contracted. Another
client demands you drop everything and fix his problem now. Your accounting
manager tells you some project managers are not doing their required paperwork
timely and several change orders have not been approved in advance by the
owner. An irate subcontractor calls threatening to pull off a job unless they get
paid for work completed two months ago. On an important job, the concrete
cylinder tests for the footings are not coming up to the design mix requirements.
You find out a building inspector has not approved a major installation your
foreman changed in the field.
And then, it gets even worse. Your accounts receivable aging report is not good,
and payments are being received slower on most projects. Four customers still
owe your company final retention payment on projects completed over three
months ago. The city will not release your offsite improvement bonds as there are
still outstanding items left to complete from over a year ago. There are six
outstanding change orders a customer refuses to pay. The month-end job cost
reports show the estimated final profit on five projects has slipped again without
notice.
NO PROJECT PROBLEMS?
These problems are symptomatic of companies run by owners who haven't taken
the time to make installing pro-active project management systems a priority.
These owners struggle and fail as they let project managers continually tell them
what they want to hear instead of the truth, avoiding conflict until it's too late.
Typical project management problems are encountered when companies don't
have standardized systems in place that guarantee everyone does business the
same way. You want consistent performance and results. You want everyone to
do business in a similar manner. You don't want to rely on your constant
reminding, checking and confronting to make sure everything is performed
exactly the way you want it done. You want your project managers to be
accountable and keep you informed of the real situation on every project.
Even if you have great managers, they will do things differently unless you have
written systems in place for all to follow. Six good project managers will do things
six different ways, late or not at all. This creates chaos, disorganization, stress and
lost profits. Your customers, subcontractors and suppliers can't deal with a
company that doesn't have consistent business standards and systems in place.
Could you imagine doing business with a bank that let each loan officer lend
based on their own personal standards? It wouldn't work. Can you imagine a
construction company where each project manager could decide if and when lien
releases or signed change orders were required or if the subcontract terms had to
be followed? It wouldn't work either.
Typical re-occurring problems are a result of the company owner not requiring
everyone to follow the company project management systems. Most companies
have general rules to follow, but don't have them written down. The owner then
tries to keep project managers herded like cats to follow the company rules. But
busy owners, over time, let their people slip from following written company
procedures, if they even have them. It's hard to keep people accountable to
systems that aren't written, reviewed, trained, tracked, followed and adhered to.
i. Job cost.
ii. Productivity.
iii. Profit.
i. Start
ii. Milestones
iii. Completion
iv. Punch-list
D. Quality.
E. Service.
F. Safety.
G. Customer satisfaction.
H. Training.
2. PROJECT PLANNING
Successful projects have written plans to insure they stay on track and hit their
goals. You wouldn't start a construction project without a detailed set of working
drawings or building plans. Project management is no different. There are certain
steps every project must follow that guarantee on-time and on-budget
completion and success. These steps must be identified and perfected as part of
your project management system. These systems can include pre-project start-up
meetings, procurement procedures, change order systems and shop drawing
standards.
The objective should be more than keeping the job moving. The intent is to hit the
goals and project milestones. Systems will make this happen. Project managers
must breakdown the project into small incremental steps that will insure
accomplishing the end results. By creating and following a project plan, the
manager can assign tasks and hold people accountable. In order to draft a
successful project plan, include the following:
A. Project specifications
B. Project requirements
C. Materials
D. Resources
E. Equipment
F. Labor
G. Cash-flow
H. Tasks
I. Schedule
J. Accountability
K. Responsibility
3. PROJECT PRODUCTION AND IMPLEMENTATION
The next step is to build the project. Ongoing organizational systems will keep
your project headed and tracking toward the desired end result. Each project
team member must know what is expected and what systems must be followed
before starting work. By establishing clear measurements and procedures for
project implementation, team members can get started on track and monitored
on an ongoing basis as to their progress. Consider which project management
systems will guarantee that every project will meet its goals:
As you build each project, constant monitoring becomes easy for the owner or
upper management when systems are in place and being followed. When project
management systems are installed and used effectively, monthly evaluation
meetings become a simple check of what has been done properly and what needs
attention. When systems are used, problems become quick to identify, hard to
overlook or hide and can be addressed before it's too late.
PROJECT MANAGEMENT SYSTEMS ARE "PRO-ACTIVE"
1. Review bid/estimate/proposal.
5. Visit jobsite.
6. Project goals and objectives.
i. Insurance requirements
ii. Bonding requirements
iii. Billing and payment requirements
iv. Cash-flow needs
v. Discounts available
vi. Shop drawings and submittals
vii. Schedule and deadlines
viii. Long lead items
ix. Special tools and equipment
x. Meetings
xi. Signature of authority designated
xii. City and permit requirements
xiii. Site accessibility
xiv. Loading and unloading needs
xv. Project close-out requirements
9. Execute contract
PROCUREMENT SYSTEM
Cost estimators develop the cost information that business owners or managers,
professional design team members, and construction contractors need to make
budgetary and feasibility determinations. From an Owner's perspective the cost
estimate may be used to determine the project scope or whether the project
should proceed. The construction contractor's cost estimate will determine the
construction bid or whether the company will bid on the construction contract.
PRACTICES:
1. Awareness: The estimator should firstly consider the project scope and the
level of effort and resources needed to complete the task ahead; the
organization's financial capability, staff, and plant capacity (if working as an
estimator for a construction company) to complete the project.
Consider the time allotted for the construction of the project in
coordination with the owner's schedule needs.
Examine the general and special conditions of the contract and determine
the effect these requirements have on indirect costs.
Consider alternate methods of construction for the projects.
Review all sections of the drawings and division specifications to ascertain
an accurate perspective of the total project scope, level of design
discipline coordination, adequacy of details, and project constructability.
Make other members of the project team aware of any problems with the
project documents.
Communicate and coordinate information to other project team
members in a timely manner.
2. Uniformity: The estimator should develop a good system of estimating
forms and procedures that exactly meet the requirements of the project,
and that is understood and accessible by all team members. This system
should provide the ability to define material, labor hour and equipment
hour quantities required for the project. Material, labor, and equipment
unit costs are then applied to the quantities as developed in the quantity
survey. Apply amounts for overhead and profit, escalation, and contingency
in the final summary.
3. Consistency: Use methods for quantity surveys that are in logical order and
consistent with industry standard classification systems. These methods
should also meet the specific need of the company or client. Use of
consistent methods allows several estimators to complete various parts of
the quantity survey, or be continued later by another estimator.
Consistency also aids the identification of cost increases and decreases in
certain areas as the project progresses through the design stages. Combine
these surveys into the final account summaries.
4. Verification: The method and logic employed in the quantity survey must
be in a form, which can provide independent method of proof of the
accuracy of any portion of the survey.
9. Final Summaries: Provide methods for listing and calculating indirect costs.
Project scope governs the costs of overhead items such as insurance, home
office plant, and administrative personnel. Determine these costs in a
manner consistent with quantity survey applications. Consider other work
in progress, and/or owner occupancy of existing space that may have a
bearing on projected overhead costs. Determine amounts for performance
bonding, profits, escalation, and contingencies.
10. Analysis:
The levels of the construction cost estimate correspond to the typical phases of
the building design and development process and are considered standards
within the industry. These levels are as follows:
LEVEL 1 - ORDER OF MAGNITUDE
Project information required for estimates at this level usually might include a
general functional description, schematic layout, geographic location; size
expressed as building area, numbers of people, seats, cars, etc., and intended use.
Estimates prepared at Level 3 are used to verify budget conformance as the scope
and design are finalized and final materials are selected. Information required for
this level typically includes not less than 25% complete drawings showing floor
plans, elevations, sections, typical details, preliminary schedules (finishes,
partitions, doors, and hardware etc.), engineering design criteria, system single
line diagrams, equipment layouts, and outline specifications.
Level 4 estimates are used to confirm funding allocations, to again verify the
construction cost as design is being completed, for assessment of potential value
engineering opportunities before publication of the final project design
documentation for bids, and to identify any possible "design creep" items, and
their costs, caused by modifications during the completion of the construction
documents. This final construction document cost estimate will be used to
evaluate the subcontract pricing during the bid phase. Level 4 estimates are
typically based on construction documents not less than 90% complete.
The purpose of this level estimate is to develop probable costs in the preparation
and submittal of bids for contract with an Owner. In the traditional "design-bid-
build" delivery system, this would be with 100% completed and coordinated
documents. The Level 5 estimate will be used to evaluate sub-contractor bids and
change orders during the construction process.
Quantity Takeoff: The foundation for a successful estimate relies upon reliable
identification (takeoff) of the quantities of the various materials involved in the
project.
Labor Hours: Labor hour amounts can be developed by crew analysis or applied
on a unit man-hour basis. The use of a labor pay per unit of work (ex: Rs. 150 per
cubic yard for grade beams or Rs.200 per cubic yard for walls) is only applicable
when the cost history supports the data being used. The estimator must make
allowance for the varying production capability that will occur based upon the
complexity of a project.
Labor Rates: The labor rate is the cost per hour for the craftsmen on the project.
To determine any craft rate, whether union or open shop, the estimator starts
with the basic wages and fringe benefits.
Material Prices: Material prices, especially in today's current market, fluctuate up
and down. The estimator must both understand and anticipate the frequency and
extent of the price variations and the timing of the buying cycle. Material prices
may be affected by:
For the owner: design fees, permits, land acquisition costs, legal fees,
administration costs, etc.
The transfer of the estimate information to the field cost control system provides
management the opportunity to closely monitor and control construction costs as
they occur.
It should be noted that it is always good cost control practice to review and
evaluate the final cost estimate vs. the actual bid. This exercise is not another
level of estimate, but is a cost control mechanism and important data for
estimating future projects.
COSTING METHODS
JOB COSTING
(SMALL, SHORT-TERM
JOBS)
BATCH COSTING
SPECIFIC ORDERS (SMALL, IDENTICAL
UNITS)
CONTRACT COSTING
(LARGE, LONG-TERM)
COSTING
METHODS
OUTPUT COSTING
(ONLY ONE PRODUCT)
PROCESS COSTING
(PRODUCED IN
STAGES)
Cost studies of building seek to ensure the efficient use of available resources to
the industry, and to increase the rate of growth of construction work in the most
efficient manner. Cost studies are then followed by a process of cost analysis, cost
planning and cost control, which must be monitored and managed in such a way
that deviations from the plan are detected and corrected in time so that
objectives can be met and met on time and within budget. The construction
project consists of the physical components: the structure, the mechanical and
electrical systems, and the architectural finishes. To guide him, the construction
manager must know the estimate of costs, the plans and specifications defining
the materials to be used, and the proper assembly of the materials. The task of
cost estimates is essential and important in project management since through
cost estimates budget forecasting and cost control, etc. can be carried out.
Estimating costs is of prime importance both in the preliminary and the
realization phase of a project. The preparation of an accurate preliminary
estimate is one of the most complicated subjects for designers and estimators.
Table 1
Estimate Types
The degree of accuracy will very much depend on the type of information
provided to the quantity surveyor in addition to the quality of his pricing
information. Literature survey has elicited the following estimating methods:
METHODS NOTES
Based on a consensus viewpoint
CONFERENCE
Still a popular method on difficult and awkward contracts and where time
APPROXIMATE QUANTITIES
permits.
Not strictly a method of approximate estimating, but more associated with cost
ELEMENTAL ESTIMATING
planning; used widely in both the public and private sectors for controlling costs.
Used mainly by contractors for contract estimating and tendering and tendering
RESOURCE ANALYSIS
purposes.
Mainly used for petrochemical engineering projects.
COST ENGIN EERIN G
CONFERENCE ESTIMATE
This is a technique that can be used for the preparation of the earliest price
estimate given to the client. It is based on a collective view of a group of
individuals, and may at this stage not be quantified in any particular way. As for
the result, it has been shown that the group concerned must have relevant
experience of estimating the costs of similar projects. It is used in circumstances
where historical cost data may not be appropriate, as in the case of a prototype
project. It also offers a qualitative viewpoint to reinforce or otherwise a measured
estimate.
FINANCIAL METHOD
These are methods that fix a cost limit on the building design, based on either unit
of accommodation or rental values. The estimated cost of a project may be fixed
in relation to the number of pupils who are likely to attend a completed school.
The architect must then ensure that the design can be constructed within such a
cost limit. In the private sector, projects are often evaluated in terms of their
selling price or rental value. For example, in connection with a speculative
housing development a market research survey would determine the possible
selling price of dwellings on a new estate. The builder would then deduct other
development costs and profit from the total selling price, and the remainder
would represent the amount to be spent on building. Alternatively, building and
other development costs (excluding land) and profit could be calculated and
deducted from the total selling price in order to determine a maximum price to
be paid for the land. This method is used to avoid or reduce the risk or embarking
on a profitless venture. The assessment will take place at the outset, and certainly
before payment of the site purchase.
UNIT METHOD
This is still the most common method in use for early price estimating purposes.
The estimate of cost is easy to calculate and thus is expressed in a way that is
fairly and readily understood by those in the industry and the average
construction industry clients. The area of each of the floors is measured and then
multiplied by the cost per square meter. In order to provide comparability
between various schemes, the floor areas are calculated from the internal
dimensions of the building. It is largely a post-1945 method, and became
appropriate for projects such as schools and housing where storey heights were
similar. Storey heights, plan shape and methods of construction are particularly
important when deciding on the rate to be used. Another consideration which
favor the use of this method is that rates are readily available from many different
sources already operating, alternatively, they can be calculated very easily from
existing scheme cost data.
CUBE METHOD
c. Vertical position of the floors (by using different multipliers for each floor)
d. Storey heights (ratio of floor and roof area to external wall area)
f. Extra costs of providing usable floor areas below ground (by using multipliers)
APPROXIMATE QUANTITIES
ELEMENTAL ESTIMATING
The first stages of cost planning can be used to determine the approximate cost of
a construction project. This method analyses the cost of the project on an
elemental basis, attempting to make use of the cost analyses from other similar
projects. Cost planning, however, also seeks to do much more. It provides cost
advice during the design process, offering the client better value for money. It
keeps the designer fully informed of all the cost implications of the design in
relation to an approved approximate estimate and is likely to be accepted as the
tender sum. Full cost planning services today would also incorporate the
attributes of life-cycle costing and value engineering. Two alternative forms of
cost planning have been developed, although in practice a combination of both is
now generally used. The first form is known as elemental cost planning, where
the project must be designed within an overall framework of a cost limit. It is
often referred to as ‘designing to a cost’. In practice it is more appropriate to
public sector projects, which often incorporate some form of cost limit. The other
alternative form is comparative cost planning, where alternative designs can be
examined within an economic context. This method is referred to as ‘costing a
design’.
RESOURCE ANALYSIS
There are three methods used for capital cost estimating in the process-plant
industry. These are:
1. Functional Approach
The average cost of a functional unit in a process is the function of the various
process parameters. The estimated cost may therefore be represented in the
following way:
P = pressure
2. Factor Estimating
This method relies on costing from only a portion of the scheme and then
multiplying this by a factor to obtain the total cost. Zimmerman (1965) has called
these ratio-cost factors. Thus the total cost of a building project may be estimated
by multiplying the cost of the shell by, say, 1.6. A range of factors have been
derived empirically for different sorts of fixed capital equipment.
3. Exponent Estimating
The costs of similar plants or pieces of equipment of different sizes vary with the
size raised to some power.
C2 = ( Q2 )x
C1 Q1
Where C2 is the cost of the desired capacity Q2 and C1 is the cost of the known
capacity Q1. A frequent value of x is 0.6, and so relationship is often referred to as
the six-length rule. The exponent x can be determined by plotting actual historical
costs for the equipment or plant. These methods can also be used for estimating
the costs of building and civil engineering works.
COST MODELING METHOD
Cost modeling is a more modern method that can be used for forecasting the
estimated cost of a proposed construction project. Although they were first
suggested during the early 1970s, there is still only scant evidence of their use in
practice. However, considerable research has been undertaken in an attempt to
convert the theories into practice. The uncertainties about calculating project
costs have been discussed in several papers. It assumes a normal distribution for
various cost items and uses the probability estimating method with a 95%
confidence level as the estimation limit. It also discusses various probability
estimating methods and explains their applicability. It emphasizes that the
correlation between cost items must be considered in the probability estimating
methods when this correlation is significant.
The use of the computer has allowed more numerical methods such as statistical
and operational research techniques to be applied to the forecasting of
construction costs. Without computer facilities such applications would not be
possible. These models attempt to formulate a better representation of
construction costs than do their predecessors, by trying to discover the true
determinants of construction costs. There is, however, little evidence at the
present time that cost models offer any superiority over the traditional methods
in terms of forecasting performance. Computer application became stronger with
the fast development of mini and micro computers and especially with the
availability of software packages like spreadsheets and statistical packages, such
as SPSS, SAS, BMB and others. During the early phase of their development it was
assumed that estimating generally was solely a numerical process. This
assumption is now believed to be erroneous, and the models, to have any chance
of future practical application, must consider the input and expertise of the
surveyor or estimator. Cost models are developed to advance five major aspects
of cost information
Regression analysis is a technique that uses the best fitted mathematical equation
to express the relationship between the variables studied. In any statistical
analysis of relationship, exact relationships are not generally observed. The
simplest form of regression analysis involve only one independent variable and
one dependent variable, this is called linear regression analysis. In the actual
practice, one dependent variable is affected by more than one independent
variables. Therefore in describing their relationship, a multiple regression analysis
would be applied. The equations developed are used for the purpose of
estimating.
TESTING APPLICATION
CONCLUSION
The present study is focused on the cost estimation in construction industry. The
main purpose is to establish the method of cost estimating for building
construction. A scale for rating the popularity of practicing the estimating
methods is used in this study.
BIBLIOGRAPHY
www.google.com
www.constructionbusinessowner.com
US Labor Articles