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![Page 1: Ch 10-1 © 2004 Pearson Education, Inc. Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458 Ostwald and McLaren / Cost Analysis and Estimating.](https://reader036.fdocuments.us/reader036/viewer/2022062423/5697bfd41a28abf838cad0bb/html5/thumbnails/1.jpg)
Ch 10-1© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Cost Analysis and Estimatingfor Engineering and Management
Chapter 10
Engineering Economy
![Page 2: Ch 10-1 © 2004 Pearson Education, Inc. Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458 Ostwald and McLaren / Cost Analysis and Estimating.](https://reader036.fdocuments.us/reader036/viewer/2022062423/5697bfd41a28abf838cad0bb/html5/thumbnails/2.jpg)
Ch 10-2© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Overview
Methods to Determine Project Returns Impact of Time Value of Money (Interest)
Simple and Compound Interest CalculationsMethods to Evaluate Projects
Various Rates of Return Evaluation of Replacement Alternatives Tax Effects on Decisions
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Ch 10-3© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Money
All Projects Require Money All Should Return Money (Payback) When Large Sums of Money or
Longer Times Are Involved –
Interest Becomes Important Decisions Are Based on Money
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Ch 10-4© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Capital
Monetary Assets Should Be Employed to Earn a Return Invested
In Ordinary Financial TransactionsIn Some Endeavor (Production/Service)
Need to Evaluate Investments
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Ch 10-5© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Monitoring Return Ways to Express Return
Total DollarsRatio with SalesReturn on Investment
Calculation of ReturnAverage Annual Rate of ReturnPayback PeriodEngineering-Economy Rate of Return
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Ch 10-6© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Average Annual Rate of Return
Yearly After Tax Profit from Activity Total Investment in the Activity
Alternately
Eq 10.1
Eq 10.2
% ,100 valueinvestment
yearper earnings=return
% ,100
investment average
life economicinvestment total- earnings average=return
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Ch 10-7© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Payback Period
How Many Years to Earn Back the Investment
Capital Liquidity Importance
Eq 10.3 years ,earningsafter tax annual
investmentnet =payback
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Ch 10-8© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Payback Caveats
Assumes Equal Annual Earnings Does Not Account for
InterestDepreciation / Obsolescence Earnings After Payback
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Ch 10-9© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Interest
Choice of InvestmentsTraditional (Bank, Stock Market, etc.)Capital into Endeavor (Equipment, etc.)
Time Value of Money Interest Calculations
SimpleCompound
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Ch 10-10© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Simple Interest
Interest
I = Pni Total Including Principal
F = P + I = P(1+ni) Payments Are at the End of the Periods
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Ch 10-11© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Compound Interest Interest Adds to Principal
Interest Earns Interest In Subsequent Periods
Single Payment Compound Amount Factor
(1+i)n
Used In All Variations
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Ch 10-12© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Various Interest Calculations
Net Present Worth Net Future Worth Net Equivalent Annual Worth Rate of Return All Generally Yield Consistent
Recommendations
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Ch 10-13© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Set Up for Discussions Example Situation
Investment $1025, for 3 Years
Factors Can Be Calculated or Found In Tables (10% and 20% in Appendices)
Year Cost Revenue
0 $1025 $0
1 0 450
2 0 425
3 0 400
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Ch 10-14© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Net Present Worth Convert All Amounts to Present Value
Period
n
PW Factor at 10%
Cash Flow
Amount
Year 1 to zero 1 0.9091 $450 $409
Year 2 to zero 2 0.8264 425 351
Year 3 to zero 3 0.7513 400 301
Total $1061
Less proposed investment
0 1.0000 1025 1025
Net present worth
$36
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Ch 10-15© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Net Future Worth Convert All Amounts to Future Value
Period
n
Compound Amount
Factor 10%
Cash Flow
AmountYear 1 to 3 2 1.2100 $450 $545
Year 2 to 3 1 1.1000 425 468
Year 3 0 1.0000 400 400 $1413
Compounded to terminal year at 10%
3 1.3310 1025 1364
Net future worth $ 49
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Ch 10-16© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Net Equivalent Annual Worth
Find Present Value of Receipts Calculate Annual Equivalent
Calculate Net Annual Equivalent Worth
427$4868.2
1061
0.7513+0.8264+0.9091
1061 =
14$4868.2
1025427=
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Ch 10-17© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Net Equivalent Annual Worth Example
AmountAnticipated annual receipts $427Less equal annual equivalent worth 14Equal annual receipts $413
1025 1.10 = $1128Less payment 413 715
715 1.10 = $787Less payment 413 374
374 1.10 = $413Less payment 413 0
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Ch 10-18© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Rate of Return
Other Methods Assume an Interest Rate Find the Interest Rate to Yield Same
Return as Investment Found By Trial-and-Error or Interpolation
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Ch 10-19© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Example at 5%
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Ch 10-20© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Example at 15%
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Ch 10-21© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Interpolate
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Ch 10-22© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Compare the Methods
Compare Present and Future Worths Rate of Return Finds Actual Interest
Other Methods Assume an Interest
Method Amount
Net present worth at 10% $36
Net future worth at 10% $49
Net annual equivalent worth at 10% $14
Rate of return 12.3%
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Ch 10-23© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Engineering Economy
P, F, A, i, and n Functional Notation
F=P(P/F, i%, n)P/F means, Find P Given F
6 Methods (Equations)2 Single Payment4 Uniform Payment Series
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Ch 10-24© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Single Payment Methods
F P i n ( )1
P F i n ( )1
Factor Name Functional Notation
Equation Equation Number
Compound-amount factor
(F/P, i%, n) (10.7)
Present-worth factor
(P/F, i%, n) (10.8)
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Ch 10-25© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Single Payment Diagrams
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Ch 10-26© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Uniform Payment Series
A Fi
i n
( )1 1
A Pi i
i
n
n
( )
( )
1
1 1
F Ai
i
n
( )1 1
P Ai
i i
n
n
( )
( )
1 1
1
Factor Name Functional Notation
Equation Equation Number
Sinking-fund factor
(A/F, i%, n) (10.9)
Capital-recovery factor
(A/P, i%, n) (10.10)
Compound-amount factor
(F/A, i%, n) (10.11)
Present-worth factor
(P/A, i%, n) (10.12)
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Ch 10-27© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Uniform Series Diagrams
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Ch 10-28© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Uniform Series Diagrams
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Ch 10-29© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Assumptions
Cash Flow at Year End (Lump Sum) Ignore Inflation Special Handling of Taxes Constant Interest Rate Predetermined MARR Save Non-Quantifiable Effects for End
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Ch 10-30© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Interest
Cost of Using Capital Internal Rate of Return (IRR) Minimum Acceptable Rate of Return
(MARR) External Rate of Return (ERR) Percentage Showing Yield on Different
Uses of Capital
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Ch 10-31© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
IRR
Based Solely on Project’s Cash FlowBefore Taxes
Find IRR for Present Worth of $0 Required IRR < the Projected IRR
Approve Project Compare Alternatives
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Ch 10-32© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
MARR
Rate Set By Management Sets Lower Limit on Acceptable Return Rations Capital to Avoid Unproductive
Investments
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Ch 10-33© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Comparison of Alternatives Feasible Alternatives Mutually Exclusive “Do Nothing” Is an Alternative May Omit Costs/Revenues If the Same Find Alternative with Highest Return or
Lowest Cost Equal/Unequal Lives Handled Differently
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Ch 10-34© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Equal Life Example (i=10%) Automatic Semiautomatic
Investment cost $1,250,000 $800,000
Annual Utilities 570,000 480,000
Labor, annual 50,000 700,000
Floor space 80,000 50,000
Maintenance 140,000 90,000
Equipment life 5 years 5 years
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Ch 10-35© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Cash Flows
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Ch 10-36© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Comparison for Example Automatic Semiautomatic
Annual capital recovery cost, P(A/P, 10%,5)
$329,750 $211,040
Annual cost 1,002,500 1,478,000
Comparative annual cost $1,332,250 $1,689,040
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Ch 10-37© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Unequal Life
Comparison Must Be for Equal OutputExtra Cost Involved with Extra Output
Different Useful Lives for AlternativesAnalysis Period Common Multiple of Useful Lives
Example I1 – 3 Years, I2 – 4 YearsCommon Multiple = 12 Years
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Ch 10-38© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Unequal Life ExampleInvestments I1 I2
Initial cost $230,000 $320,000
Annual operating cost 25,000 0
Salvage value 0 40,000
Economic life, year 3 4
Multiple of lives 12 12
Repeated investments 3 2
MARR before taxes 10% 10%
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Ch 10-39© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
12 Year Cash Flow
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Ch 10-40© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Comparison
Present Worth for 12 Years
PW (I1) = – $800,520
PW (I2) = – $629,116 Select Investment 2, Lower Cost
Assuming Revenues Are Equal Study Period May Be Excessive Situation May Vary from Assumptions
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Ch 10-41© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Restricted Life Project Limited to 2 Years Assume Salvage Value = $0
PW(I1) = – $273,388
PW(I2) = – $320,000 Compare to Include Salvage Value
(320,000-273,338)/(P/F,10%,2)=$56,400 Decision Depends on Salvage Cost of I2
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Ch 10-42© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Replacement
Existing Alternative In Operation Economic Facts Are Different for
Challenger Equipment Life – Period of Lower Cost Need Value for Existing Equipment
Don’t Use Book or Trade In ValueNeed the Market Value
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Ch 10-43© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Equivalent Annual Cost for Replacement
Includes Resale Value (Fs)
Or
Eq 10.13 + )%, ,/)(( iFniPAFPEAC ss
) %, /()%,,/( niFAFniPAPEAC ss
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Ch 10-44© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Example i = 20%, Life = 4 Years
Year
Defender (D) Challenger (C)
Operating cost
Salvage value
Operating cost
Salvage value
0 $120,000 $350,000
1 $34,000 70,000 $3000 310,000
2 39,000 40,000 10,000 270,000
3 46,000 25,000 12,000 240,000
4 56,000 10,000 15,000 210,000
5 20,000 170,000
6 31,000 120,000
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Ch 10-45© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Results
Existing (Defender)
EAC(D) = – $86,618 Challenger
EAC(C) = – $105,208 Challenger Has Higher Cost
Don’t Replace
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Ch 10-46© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Effects of Taxes
Taxable IncomeBefore Tax Cash Flow Less Depreciation and Other Charges
Rate of ReturnAfter Tax MARR (Before Tax MARR)(1-t)
Before Tax MARR = 20%, t = 38%
After Tax MARR = About 12.4% Timing of Cash Flow Has Impacts
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Ch 10-47© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Considerations for After Tax Analysis
Costs, Savings, Revenues Depreciation Taxable Income Cash Flow Effects Engineering Economy Analysis Decision Process
Consider Non-Economic Factors
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Ch 10-48© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
After Tax ExampleYr
End
Before Tax
Dep.
Deductible Charges
35% Tax Savings
After Tax Cash Flow
0 -$3 -$3
1 -25 $3.3 -$28.3 -$9.9 -15.1
2 -14 3.3 -17.3 -6.1 -7.9
3 -14 3.4 -17.4 -6.1 -7.9
3 2 2
0 -$28 -$28
1 -7 9.2 -$16.2 -$5.7 -1.3
2 -7 12.6 -19.6 -6.9 -0.1
3 -7 6.2 -13.2 -4.6 -2.4
Defender
Challenger
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Ch 10-49© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Outcome
EAC(D) = – $11.1 MillionEAC(C) = – $12.5 Million
Different Depreciation Methods UsedFavor Challenger
Costs Represent DisbursementsThus Positive Costs
Select Challenger
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Ch 10-50© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management
Summary
Methods of Project Alternative Evaluation
How to Use and Apply Interest Calculations
How to Evaluate Replacements What Is the Impact of Taxes for
Economic Decisions