06-Project Management for Construction-Cost Estimation

8/7/2019 06-Project Management for Construction-Cost Estimation

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Cost EstimationCosts Associated with Constructed FacilitiesApproaches to Cost Estimation

Type of Construction Cost EstimatesEffects of Scale on Construction CostUnit Cost Method of EstimationMethods for Allocation of Joint CostsHistorical Cost DataCost IndicesApplications of Cost Indices to Estimating

Estimate Based on Engineer's List of QuantitiesAllocation of Construction Costs Over TimeComputer Aided Cost EstimationEstimation of Operating CostsReferencesProblemsFootnotes

5. Cost Estimation

5.1 Costs Associated with Constructed Facilities

The costs of a constructed facility to the owner include both the initial capital cost and thesubsequent operation and maintenance costs. Each of these major cost categories consists of anumber of cost components.

The capital cost for a construction project includes the expenses related to the inital

establishment of the facility:

Land acquisition, including assembly, holding and improvement Planning and feasibility studies Architectural and engineering design Construction, including materials, equipment and labor Field supervision of construction Construction financing


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Insurance and taxes during construction Owner's general office overhead Equipment and furnishings not included in construction Inspection and testing

The operation and maintenance cost in subsequent years over the project life cycle includes thefollowing expenses:

Land rent, if applicable Operating staff Labor and material for maintenance and repairs Periodic renovations Insurance and taxes Financing costs Utilities Owner's other expenses

The magnitude of each of these cost components depends on the nature, size and location of theproject as well as the management organization, among many considerations. The owner isinterested in achieving the lowest possible overall project cost that is consistent with itsinvestment objectives.

It is important for design professionals and construction managers to realize that while theconstruction cost may be the single largest component of the capital cost, other cost componentsare not insignificant. For example, land acquisition costs are a major expenditure for buildingconstruction in high-density urban areas, and construction financing costs can reach the sameorder of magnitude as the construction cost in large projects such as the construction of nuclear

power plants.

From the owner's perspective, it is equally important to estimate the corresponding operation andmaintenance cost of each alternative for a proposed facility in order to analyze the life cyclecosts. The large expenditures needed for facility maintenance, especially for publicly ownedinfrastructure, are reminders of the neglect in the past to consider fully the implications ofoperation and maintenance cost in the design stage.

In most construction budgets, there is an allowance for contingencies or unexpected costsoccuring during construction. This contingency amount may be included within each cost item orbe included in a single category of construction contingency. The amount of contingency isbased on historical experience and the expected difficulty of a particular construction project. Forexample, one construction firm makes estimates of the expected cost in five different areas:

Design development changes, Schedule adjustments, General administration changes (such as wage rates), Differing site conditions for those expected, and Third party requirements imposed during construction, such as new permits.


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Contingent amounts not spent for construction can be released near the end of construction to theowner or to add additional project elements.

In this chapter, we shall focus on the estimation of construction cost, with only occasionalreference to other cost components. In Chapter 6, we shall deal with the economic evaluation of

a constructed facility on the basis of both the capital cost and the operation and maintenance costin the life cycle of the facility. It is at this stage that tradeoffs between operating and capital costscan be analyzed.

Example 5-1: Energy project resource demands[1]

The resources demands for three types of major energy projects investigated during the energycrisis in the 1970's are shown in Table 5-1. These projects are: (1) an oil shale project with acapacity of 50,000 barrels of oil product per day; (2) a coal gasification project that makes gaswith a heating value of 320 billions of British thermal units per day, or equivalent to about50,000 barrels of oil product per day; and (3) a tar sand project with a capacity of 150,000 barrels

of oil product per day.

For each project, the cost in billions of dollars, the engineering manpower requirement for basicdesign in thousands of hours, the engineering manpower requirement for detailed engineering inmillions of hours, the skilled labor requirement for construction in millions of hours and thematerial requirement in billions of dollars are shown in Table 5-1. To build several projects ofsuch an order of magnitude concurrently could drive up the costs and strain the availability of allresources required to complete the projects. Consequently, cost estimation often represents anexercise in professional judgment instead of merely compiling a bill of quantities and collectingcost data to reach a total estimate mechanically.

TABLE 5-1 Resource Requirements of Some Major Energy ProjectsOil shale(50,000

barrels/day)

Coal gasification(320 billions

BTU/day)

Tar Sands(150,000

barrels/day)

Cost($ billion)

2.5 4 8 to 10

Basic design(Thousands of

hours)80 200 100

Detailed

engineering(Millions of

hours)

3 to 4 4 to 5 6 to 8

Construction(Millions of

hours)20 30 40

Materials 1 2 2.5


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($ billion)

Source: Exxon Research and Engineering Company, Florham Park, NJ

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5.2 Approaches to Cost Estimation

Cost estimating is one of the most important steps in project management. A cost estimateestablishes the base line of the project cost at different stages of development of the project. Acost estimate at a given stage of project development represents a prediction provided by the costengineer or estimator on the basis of available data. According to the American Association ofCost Engineers, cost engineering is defined as that area of engineering practice whereengineering judgment and experience are utilized in the application of scientific principles andtechniques to the problem of cost estimation, cost control and profitability.

Virtually all cost estimation is performed according to one or some combination of the followingbasic approaches:

Production function. In microeconomics, the relationship between the output of a process andthe necessary resources is referred to as the production function. In construction, the productionfunction may be expressed by the relationship between the volume of construction and a factorof production such as labor or capital. A production function relates the amount or volume ofoutput to the various inputs of labor, material and equipment. For example, the amount of outputQ may be derived as a function of various input factors x1, x2, ..., xn by means of mathematicaland/or statistical methods. Thus, for a specified level of output, we may attempt to find a set ofvalues for the input factors so as to minimize the production cost. The relationship between the

size of a building project (expressed in square feet) to the input labor (expressed in labor hoursper square foot) is an example of a production function for construction. Several such productionfunctions are shown in Figure 3-3 of Chapter 3.

Empirical cost inference. Empirical estimation of cost functions requires statistical techniqueswhich relate the cost of constructing or operating a facility to a few important characteristics orattributes of the system. The role of statistical inference is to estimate the best parameter valuesor constants in an assumed cost function. Usually, this is accomplished by means of regressionanalysis techniques.

Unit costs for bill of quantities. A unit cost is assigned to each of the facility components or

tasks as represented by the bill of quantities. The total cost is the summation of the products ofthe quantities multiplied by the corresponding unit costs. The unit cost method is straightforwardin principle but quite laborious in application. The initial step is to break down or disaggregate aprocess into a number of tasks. Collectively, these tasks must be completed for the constructionof a facility. Once these tasks are defined and quantities representing these tasks are assessed, aunit cost is assigned to each and then the total cost is determined by summing the costs incurredin each task. The level of detail in decomposing into tasks will vary considerably from oneestimate to another.


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Allocation of joint costs. Allocations of cost from existing accounts may be used to develop acost function of an operation. The basic idea in this method is that each expenditure item can beassigned to particular characteristics of the operation. Ideally, the allocation of joint costs shouldbe causally related to the category of basic costs in an allocation process. In many instances,however, a causal relationship between the allocation factor and the cost item cannot be

identified or may not exist. For example, in construction projects, the accounts for basic costsmay be classified according to (1) labor, (2) material, (3) construction equipment, (4)construction supervision, and (5) general office overhead. These basic costs may then beallocated proportionally to various tasks which are subdivisions of a project.

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5.3 Types of Construction Cost Estimates

Construction cost constitutes only a fraction, though a substantial fraction, of the total projectcost. However, it is the part of the cost under the control of the construction project manager.

The required levels of accuracy of construction cost estimates vary at different stages of projectdevelopment, ranging from ball park figures in the early stage to fairly reliable figures for budgetcontrol prior to construction. Since design decisions made at the beginning stage of a project lifecycle are more tentative than those made at a later stage, the cost estimates made at the earlierstage are expected to be less accurate. Generally, the accuracy of a cost estimate will reflect theinformation available at the time of estimation.

Construction cost estimates may be viewed from different perspectives because of differentinstitutional requirements. In spite of the many types of cost estimates used at different stages ofa project, cost estimates can best be classified into three major categories according to theirfunctions. A construction cost estimate serves one of the three basic functions: design, bid and

control. For establishing the financing of a project, either a design estimate or a bid estimate isused.

1. Design Estimates. For the owner or its designated design professionals, the types of costestimates encountered run parallel with the planning and design as follows:

o Screening estimates (or order of magnitude estimates)o Preliminary estimates (or conceptual estimates)o Detailed estimates (or definitive estimates)o Engineer's estimates based on plans and specifications

For each of these different estimates, the amount of design information available

typically increases.

2. Bid Estimates. For the contractor, a bid estimate submitted to the owner either forcompetitive bidding or negotiation consists of direct construction cost including fieldsupervision, plus a markup to cover general overhead and profits. The direct cost ofconstruction for bid estimates is usually derived from a combination of the followingapproaches.

o Subcontractor quotations


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o Quantity takeoffso Construction procedures.

3. 3. Control Estimates. For monitoring the project during construction, a control estimateis derived from available information to establish:

o Budget estimate for financingo

Budgeted cost after contracting but prior to constructiono Estimated cost to completion during the progress of construction.

Design Estimates

In the planning and design stages of a project, various design estimates reflect the progress of thedesign. At the very early stage, the screening estimate or order of magnitude estimate is usuallymade before the facility is designed, and must therefore rely on the cost data of similar facilitiesbuilt in the past. Apreliminary estimate or conceptual estimate is based on the conceptual designof the facility at the state when the basic technologies for the design are known. The detailedestimate or definitive estimate is made when the scope of work is clearly defined and the detailed

design is in progress so that the essential features of the facility are identifiable. The engineer'sestimate is based on the completed plans and specifications when they are ready for the owner tosolicit bids from construction contractors. In preparing these estimates, the design professionalwill include expected amounts for contractors' overhead and profits.

The costs associated with a facility may be decomposed into a hierarchy of levels that areappropriate for the purpose of cost estimation. The level of detail in decomposing the facility intotasks depends on the type of cost estimate to be prepared. For conceptual estimates, for example,the level of detail in defining tasks is quite coarse; for detailed estimates, the level of detail canbe quite fine.

As an example, consider the cost estimates for a proposed bridge across a river. A screeningestimate is made for each of the potential alternatives, such as a tied arch bridge or a cantilevertruss bridge. As the bridge type is selected, e.g. the technology is chosen to be a tied arch bridgeinstead of some new bridge form, a preliminary estimate is made on the basis of the layout of theselected bridge form on the basis of the preliminary or conceptual design. When the detaileddesign has progressed to a point when the essential details are known, a detailed estimate is madeon the basis of the well defined scope of the project. When the detailed plans and specificationsare completed, an engineer's estimate can be made on the basis of items and quantities of work.

Bid Estimates

The contractor's bid estimates often reflect the desire of the contractor to secure the job as well asthe estimating tools at its disposal. Some contractors have well established cost estimatingprocedures while others do not. Since only the lowest bidder will be the winner of the contract inmost bidding contests, any effort devoted to cost estimating is a loss to the contractor who is nota successful bidder. Consequently, the contractor may put in the least amount of possible effortfor making a cost estimate if it believes that its chance of success is not high.


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If a general contractor intends to use subcontractors in the construction of a facility, it may solicitprice quotations for various tasks to be subcontracted to specialty subcontractors. Thus, thegeneral subcontractor will shift the burden of cost estimating to subcontractors. If all or part ofthe construction is to be undertaken by the general contractor, a bid estimate may be prepared onthe basis of the quantity takeoffs from the plans provided by the owner or on the basis of the

construction procedures devised by the contractor for implementing the project. For example, thecost of a footing of a certain type and size may be found in commercial publications on cost datawhich can be used to facilitate cost estimates from quantity takeoffs. However, the contractormay want to assess the actual cost of construction by considering the actual constructionprocedures to be used and the associated costs if the project is deemed to be different fromtypical designs. Hence, items such as labor, material and equipment needed to perform varioustasks may be used as parameters for the cost estimates.

Control Estimates

Both the owner and the contractor must adopt some base line for cost control during the

construction. For the owner, a budget estimate must be adopted early enough for planning longterm financing of the facility. Consequently, the detailed estimate is often used as the budgetestimate since it is sufficient definitive to reflect the project scope and is available long beforethe engineer's estimate. As the work progresses, the budgeted cost must be revised periodicallyto reflect the estimated cost to completion. A revised estimated cost is necessary either becauseof change orders initiated by the owner or due to unexpected cost overruns or savings.

For the contractor, the bid estimate is usually regarded as the budget estimate, which will be usedfor control purposes as well as for planning construction financing. The budgeted cost shouldalso be updated periodically to reflect the estimated cost to completion as well as to insureadequate cash flows for the completion of the project.

Example 5-2: Screening estimate of a grouting seal beneath a landfill [2]

One of the methods of isolating a landfill from groundwater is to create a bowl-shaped bottomseal beneath the site as shown in Figure 5-0. The seal is constructed by pumping or pressure-injecting grout under the existing landfill. Holes are bored at regular intervals throughout thelandfill for this purpose and the grout tubes are extended from the surface to the bottom of thelandfill. A layer of soil at a minimum of 5 ft. thick is left between the grouted material and thelandfill contents to allow for irregularities in the bottom of the landfill. The grout liner can bebetween 4 and 6 feet thick. A typical material would be Portland cement grout pumped underpressure through tubes to fill voids in the soil. This grout would then harden into a permanent,

impermeable liner.


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for a 4 ft layer, volume = (4 ft)(360,000 ft2) = 1,440,000 ft3for a 6 ft layer, volume = (6 ft)(360,000 ft2) = 2,160,000 ft3

It is estimated from soil tests that the voids in the soil layer are between 20% and 30% of thetotal volume. Thus, for a 4 ft soil layer:grouting in 20% voids = (20%)(1,440,000) = 288,000 ft

3

grouting in 30 % voids = (30%)(1,440,000) = 432,000 ft3and for a 6 ft soil layer:grouting in 20% voids = (20%)(2,160,000) = 432,000 ft3grouting in 30% voids = (30%)(2,160,000) = 648,000 ft3The unit cost for drilling exploratory bore holes is estimated to be between $3 and $10 per foot(in 1978 dollars) including all expenses. Thus, the total cost of boring will be between (2,880)(3)= $ 8,640 and (2,880)(10) = $28,800. The unit cost of Portland cement grout pumped into placeis between $4 and $10 per cubic foot including overhead and profit. In addition to the variationin the unit cost, the total cost of the bottom seal will depend upon the thickness of the soil layergrouted and the proportion of voids in the soil. That is:for a 4 ft layer with 20% voids, grouting cost = $1,152,000 to $2,880,000

for a 4 ft layer with 30% voids, grouting cost = $1,728,000 to $4,320,000for a 6 ft layer with 20% voids, grouting cost = $1,728,000 to $4,320,000for a 6 ft layer with 30% voids, grouting cost = $2,592,000 to $6,480,000The total cost of drilling bore holes is so small in comparison with the cost of grouting that theformer can be omitted in the screening estimate. Furthermore, the range of unit cost variesgreatly with soil characteristics, and the engineer must exercise judgment in narrowing the rangeof the total cost. Alternatively, additional soil tests can be used to better estimate the unit cost ofpumping grout and the proportion of voids in the soil. Suppose that, in addition to ignoring thecost of bore holes, an average value of a 5 ft soil layer with 25% voids is used together with aunit cost of $ 7 per cubic foot of Portland cement grouting. In this case, the total project cost isestimated to be:

(5 ft)(360,000 ft2

)(25%)($7/ft3

) = $3,150,000An important point to note is that this screening estimate is based to a large degree onengineering judgment of the soil characteristics, and the range of the actual cost may vary from $1,152,000 to $ 6,480,000 even though the probabilities of having actual costs at the extremes arenot very high.

Example 5-3: Example of engineer's estimate and contractors' bids[3]The engineer's estimate for a project involving 14 miles of Interstate 70 roadway in Utah was$20,950,859. Bids were submitted on March 10, 1987, for completing the project within 320working days. The three low bidders were:

1. Ball, Ball & Brosame, Inc., Danville CA $14,129,798

2. National Projects, Inc., Phoenix, AR $15,381,789

3. Kiewit Western Co., Murray, Utah $18,146,714

It was astounding that the winning bid was 32% below the engineer's estimate. Even the thirdlowest bidder was 13% below the engineer's estimate for this project. The disparity in pricingcan be attributed either to the very conservative estimate of the engineer in the Utah Departmentof Transportation or to area contractors who are hungrier than usual to win jobs.


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The unit prices for different items of work submitted for this project by (1) Ball, Ball &Brosame, Inc. and (2) National Projects, Inc. are shown in Table 5-2. The similarity of their unitprices for some items and the disparity in others submitted by the two contractors can be noted.

TABLE 5-2: Unit Prices in Two Contractors' Bids for Roadway Construction

Items Unit QuantityUnit price

1 2

Mobilization ls 1 115,000 569,554

Removal, berm lf 8,020 1.00 1.50

Finish subgrade sy 1,207,500 0.50 0.30

Surface ditches lf 525 2.00 1.00

Excavation structures cy 7,000 3.00 5.00

Base course, untreated, 3/4'' ton 362,200 4.50 5.00

Lean concrete, 4'' thick sy 820,310 3.10 3.00

PCC, pavement, 10'' thick sy 76,010 10.90 12.00

Concrete, ci AA (AE) ls 1 200,000 190,000

Small structure cy 50 500 475

Barrier, precast lf 7,920 15.00 16.00

Flatwork, 4'' thick sy 7,410 10.00 8.00

10'' thick sy 4,241 20.00 27.00

Slope protection sy 2,104 25.00 30.00Metal, end section, 15'' ea 39 100 125

18'' ea 3 150 200

Post, right-of-way, modification lf 4,700 3.00 2.50

Salvage and relay pipe lf 1,680 5.00 12.00

Loose riprap cy 32 40.00 30.00

Braced posts ea 54 100 110

Delineators, type I lb 1,330 12.00 12.00

type II ea 140 15.00 12.00

Constructive signs fixed sf 52,600 0.10 0.40

Barricades, type III lf 29,500 0.20 0.20

Warning lights day 6,300 0.10 0.50

Pavement marking, epoxy material

Black gal 475 90.00 100


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TABLE 5-2: Unit Prices in Two Contractors' Bids for Roadway Construction

Items Unit Quantity Unit price

Yellow gal 740 90.00 80.00

White gal 985 90.00 70.00

Plowable, one-way white ea 342 50.00 20.00

Topsoil, contractor furnished cy 260 10.00 6.00

Seedling, method A acr 103 150 200

Excelsior blanket sy 500 2.00 2.00

Corrugated, metal pipe, 18'' lf 580 20.00 18.00

Polyethylene pipe, 12'' lf 2,250 15.00 13.00

Catch basin grate and frame ea 35 350 280

Equal opportunity training hr 18,000 0.80 0.80

Granular backfill borrow cy 274 10.00 16.00

Drill caisson, 2'x6'' lf 722 100 80.00

Flagging hr 20,000 8.25 12.50

Prestressed concrete member

type IV, 141'x4'' ea 7 12,000 16.00

132'x4'' ea 6 11,000 14.00

Reinforced steel lb 6,300 0.60 0.50

Epoxy coated lb 122,241 0.55 0.50Structural steel ls 1 5,000 1,600

Sign, covering sf 16 10.00 4.00

type C-2 wood post sf 98 15.00 17.00

24'' ea 3 100 400

30'' ea 2 100 160

48'' ea 11 200 300

Auxiliary sf 61 15.00 12.00

Steel post, 48''x60'' ea 11 500 700

type 3, wood post sf 669 15.00 19.00

24'' ea 23 100 125

30'' ea 1 100 150

36'' ea 12 150 180

42''x60'' ea 8 150 220


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06-Project Management for Construction-Cost Estimation

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