METROPOLITAN SEWER DISTRICT OFGREATER … a 100% Bid Design Estimate Class. There is not a code for...

Phase II

Program Management Services

M E T R O P O L I T A N S E W E R D I S T R I C T O F G R E A T E R C I N C I N N A T I

Decembe r 2008

Estimating Manual

Planners Engineers Constructors� �

Consultants, LLCRAFinal

Estimating Manual Review Comments Comment and Response For Draft manual

Page 1 of 3 12/31/2008

Document: Estimating Manual Review Date: 9/10/2008

Item Page

Number

Reviewer Initials &

Date Comment Consultant’s Response/Action /Date 1. Cover MB Manual should have a cover and name.

2. 1-2 MB

Ali Bahar said Director has indicated Value Engineering will be completed at 30%. You will need to confirm if it should be 30% or 60%. Currently shown at 60%.

Confirmation has been made and it is in agreement that a V.E can happen at the end of the 30%. The manual will be changed accordingly.

3. 1-5

MB Table 1-1, Class 4 and Class 3: This is incorrect. The project funding is established during the planning phase, which would be Class 4 in the table not during Class 3. Look at the End Use column and move project funding to class 4 row. In addition, since we have CAGIS most of our planning is based on a schematic plan and not just narratives and recommendations, as stated in the Background information used column.

Noted and changed accordingly

4. 1-18 MB The middle column lists an entity called “Change Order

Management.” Who will make up this group? Is the PM included in this group?

Please refer to the Change Order Management Procedures.

5. 1-19 MB 1.7.2 The last sentence refers to Section 5. Section 5 is not part of the

manual. If it is not part of this manual, it should reference the name of the manual that includes Section 5. I would like to review section 5.

Section 5 will be submitted at a later date and submitted directly through Mark Belcik and his approval system.

6. 1-19, 1-20

MB 1.8 PMC Estimating should develop a spreadsheet that can link with MSD’s database and is formatted to meet these requirements. MSD encourages the use of small companies and these requirements will eliminate smaller design consultants that do not have these capabilities. A spreadsheet tool would also help with consistency of estimates. MSD IHD provides a spreadsheet to consultants and it has been helpful in improving the quality of consultant estimates. The current estimating spreadsheet is not linked to the MSD database.

PMC Will begin to develop the tool when the approved database and estimating guideline package has been completed and approved for public submittal.


Page 2 of 3 12/31/2008


Item Page

Number

Reviewer Initials &

Date Comment Consultant’s Response/Action /Date

7. 1-27

MB 1.10.1 The estimate classification codes go up to P90 that equals the 90% design estimate. The estimating classes on page 1-5 and 1-6 end with a 100% Bid Design Estimate Class. There is not a code for the 100% Bid Design estimate.

Noted and adjusted

8.

THS After reviewing manual it appears that the estimating group is several employees but the number is not expressed. How many are required? When will they be required?

Phase 3 contract projects staffing needs. Future staffing that takes MSD “personnel embedding” in to consideration is well above the scope of this document. Personnel assessment in a ongoing process to commensurate with the needs of the department

9. Contents i THS Numbering system confusing 1.8 precedes 1.15. Should be 1.08 Noted

10. Contents ii

THS When Can we expect to see sections 2-7 Sections 5 and 6 will be completed for submittal by January 31, 2009; the remaining sections will be assessed for completion after January 31 2009.

11. 1-2 THS At 60% will a VE be done even within budget on larger projects The VE will only be completed “if

needed” and at the discretion of the project managers.

12. 1-12

THS Development refers to a planned budget, how is the planned budget established and by whom?

Page 1-12 refers to the 60% budget development process. The budget is developed using the 60% design submittal documents and developed by the estimating department.

13. 1-16 THS Section 1.6.6 refers to the change order management procedures, could this be included as an appendix to this manual

No. This document as well as the Change Order Management is part of the MPMP.

14. 1-18 THS Should not the contractor change order request go directly to

document control for distribution? Yes, The flow indicates commencement after change order management has received the COR.


Page 3 of 3 12/31/2008


Item Page

Number

Reviewer Initials &

Date Comment Consultant’s Response/Action /Date

15. Forms

THS Do all forms have to be completes for each estimate This will be left to the discretion of the Estimating manager and the Projects manager. This decision will be based on project scope and all of the necessary clarifications needed.

16. Form B THS Will the estimator notify OUPS prior to visiting the site All notifications will be completed a minimum of 2 days before site visitation

17. Estimate breakdown

THS What is CRDY Crew Day

18. Estimate breakdown

THS Why are there multiple listings of some of the items? The multiple listings indicated multiple application to the construction system.

Contents

Section 1 – Introduction 1.1 Overview .................................................................................................................... 1-1 1.2 Organization of Document ...................................................................................... 1-1 1.3 Estimating Flow......................................................................................................... 1-1 1.4 Estimating Methodologies ....................................................................................... 1-4 1.4.1 Conceptual Estimating ............................................................................... 1-4 1.4.2 Deterministic Estimating............................................................................ 1-4 1.5 Estimate Classification.............................................................................................. 1-4 1.6 Estimating Processes................................................................................................. 1-6 1.6.1 Project Request/Long-Range Planning Estimates ................................. 1-6 1.6.2 Planning Level Design Estimates.............................................................. 1-8 1.6.3 30% Design Estimates............................................................................... 1-10 1.6.4 60% Design Development Estimate........................................................ 1-12 1.6.5 90% - 100% Construction Document/Final Estimate .......................... 1-14 1.6.6 Change Order Review/Fair Cost Estimate ........................................... 1-16 1.7 Organization of Estimates...................................................................................... 1-17 1.7.1 Construction Specification Institute (CSI) ............................................. 1-17 1.7.2 Work Breakdown Structure (WBS)......................................................... 1-19 1.7.3 Uniformat I and Uniformat II.................................................................. 1-19 1.7.4 Schedule of Values .................................................................................... 1-19 1.8 Estimating Software Overview ............................................................................. 1-19 1.9 Components of the Estimate Report..................................................................... 1-20 1.9.1 Document List ........................................................................................... 1-21 1.9.2 Assumptions .............................................................................................. 1-21 1.9.3 Parametric Measurements ....................................................................... 1-21 1.9.4 Body of the Estimate................................................................................. 1-21 1.9.5 Estimate Markup Items ............................................................................ 1-22 1.9.6 Business Case Cost Analysis ................................................................... 1-26 1.9.7 Report Examples ....................................................................................... 1-26 1.10 Estimate Numbering System................................................................................. 1-27 1.10.1 Estimate Classification Code ................................................................... 1-27 1.11 Estimate/Schedule Integration ............................................................................. 1-27 1.12 Estimate Distribution.............................................................................................. 1-28 1.13 Quality Control/Estimate Review Process.......................................................... 1-28 1.13.1 Estimating Department Review/Guidelines ........................................ 1-29 1.13.2 WWE Review............................................................................................. 1-30 1.13.3 Project Management Review................................................................... 1-30 1.14 Internal Estimate Request ...................................................................................... 1-31 1.15 MSD Procedure for Consultant Construction Estimates Prepared by Design Consultant ................................................................................................................ 1-31

Α i

Cost Estimating Training Manual Table of Contents

Α ii

1.15.1 Consultant Prepared Estimate Review .................................................. 1-32 1.15.1.1 Basis of Estimate ..................................................................... 1-32 1.15.1.2 Estimating Personnel ............................................................. 1-32 1.15.1.3 Estimate Methodology........................................................... 1-33 1.15.1.4 Estimate Documentation ....................................................... 1-33 1.15.1.5 Estimate Validation ................................................................ 1-33 1.15.1.6 Consultant Review QA/QC.................................................. 1-33

Section 2 –Interactive Cost Estimating (ICE) 2000

Section 3 – Wizards and Models

Section 4 –On-Screen Takeoff

Section 5 – Work Breakdown Structure

Section 6 – Construction Specification Institute (CSI) Master Format 2004

Section 7 – Earthworks Appendices Appendix A – Forms: Form A: Project Documentation for Estimates Form B: Site Investigation Information for Estimates Form C: Project Information Included in the Estimate Form D: Estimate Request Form Form E: Review Checklist for Evaluating Estimates Form F: Project Site Visit Information for MSD Estimates Appendix B - Estimate Notes/Assumption Estimate Summary Estimate Breakdown

Section 1 Introduction 1.1 Overview The purpose of this document is to establish standard estimating guidelines to increase the accuracy of Metropolitan Sewer District (MSD) estimates. An accurately developed and properly reviewed estimate will result in a more precisely forecasted budget for a project. As potential projects are considered, there are decisions that affect whether a specific project should continue to be developed. Each decision point during the project life cycle typically requires a cost estimate of increasing accuracy. Estimating is thus an iterative process that is applied in each phase of the project’s design life cycle as the project scope is defined, modified, and refined. Estimate input continues during the construction phase as changes and claims require cost verification before acceptance.

The capital cost of a proposed project is one of the key determinants in evaluating the financial viability and business case of that project. Estimating serves as a tool supporting both scheduling and cost control of projects. An effective estimate establishes a realistic budget and provides accurate information for cost monitoring and progress measurement during project execution.

Project Management Consultant (PMC) Estimators/MSD Estimators, MSD Planning, MSD Designers, MSD Project Managers, MSD Construction Managers, and Contracted Designers will use the procedures and tools in this document to produce standardized estimates and to evaluate estimate reports for consistency and completeness. PMC and MSD program and department managers will use these guidelines to understand and direct the estimating process.

1.2 Organization of this Document Section 1 – Introduction/Overview

Section 2 – Interactive Cost Estimating (ICE) 2000

Section 3 – Wizards and Models

Section 4 – On-Screen Takeoff

Section 5 – Work Breakdown Structure

Section 6 – CSI Master Format 2004

Section 7 – Earthworks

Sections 2 through 7 will discuss the specifics of each of the cost estimating tools that are used to prepare accurate estimates.

1.3 Estimating Flow Figure 1-1 shows the process flow of the project cost forecast life cycle, and Figure 1-2 presents the design estimating process flow.

1-1

Estimating Manual Section 1- Introduction

Figure 1-1 Project Cost Forecast Life Cycle

30%

Des

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Com

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ion

Pla

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% D

esig

n C

ompl

etio

n90

% D

esig

n C

ompl

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n10

0% /B

idP

roje

ct R

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st/

Long

-Ran

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Pla

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g Treatment/Collections

Charter. WWIP Program Plan

Business Case Development

Estimate of Probable Costs & Business Case Cost Analysis

Is Design Within Budget?

No

Design Complete to 60%

60% Design Cost Estimate Is Design

Within Budget?

Yes

Design Complete to 90%

90% Design Cost Estimate Is Design

Within Budget?

No

Yes

No

Design Finalized for Bid Bidding

Process

YesYes

Develop Project Concept

Update Estimate to 100%

Award Project and Begin Work

Value Engineering

Analysis

Redesign incorporating all accepted value

engineering items as necessary

Do Bids Exceed Budget

by >10%?No

No

Design Complete to 30% Is Design

Within Budget?

30% Design Cost Estimate

Long range forecast of

probable costs

Yes

1-2


1-3

Figure 1-2 Design Estimating Flow Diagram

Estimating GroupMSDDocument Control

Yes

No

Yes

Finalized Estimate

Estimate Request Received

Schedule estimate according to

priority

Designer reconciles estimate

Determine Project Costing Need

Complete and distribute estimate

Estimated is distributed for

designer reconciliation

Estimate is received and

reviewed

Project Manager, Planning, Asset Management, In House

Design forward needed documents to PMC Estimating


Archive & Distribute Document

Reconciliation Revision

Is estimate accurate?

Is a revision needed?

Yes

No

If yes, and reconciliationis not needed

Verify that PMC Estimating Group received request

Obtain data as needed

Verify that all documents

needed for costing are included


1.4 Estimating Methodologies In general, estimating methodologies fall into two broad categories, conceptual and deterministic. As the level of project definition increases, estimating methodology tends to progress from conceptual (stochastic or factored) methods to deterministic methods.

1.4.1 Conceptual Estimating With conceptual estimating methods, the independent variables used in the estimating algorithm are generally something other than a direct measure of the units of the item being measured. They usually involve simple or complex modeling (or factoring) based on conferred or statistical relationships between costs and other, typically design-related, parameters. Often the cost estimating relationships used in conceptual estimating methods are somewhat subject to conjecture.

Conceptual estimating methods that will be used at MSD are:

Capacity Factor Method: A capacity factored estimate is one in which the cost of a new facility is derived from the cost of a similar facility with known (but usually different) capacity. This method relies on the non-linear relationship between capacity and cost.

Ratio or Factor Methods: Ratio or factored estimating methods are used in situations where the total cost of an item or facility can be reliably estimated from the cost of a primary component. For example these methods are commonly used when estimating the cost of specialized process equipment that makes up the significant portion of the total project cost.

The Parametric Method: A parametric model is a mathematical representation of cost relationships that provides a logical and predictable correlation between the physical or functional characteristics of a project and its resultant cost. A parametric estimate is developed using cost estimating relationships and other estimating functions that provide logical and repeatable relationships between independent variables, such as design parameters or physical characteristics; and the dependent variable, cost.

1.4.2 Deterministic Estimating For deterministic estimating methods, the independent variables used in the estimating algorithm are more or less direct measures of the item being estimated, such as straightforward counts or measures of items multiplied by known unit costs. Deterministic estimating methods require a high degree of precision and a determination of quantities, pricing, and a complete scope definition.

1.5 Estimate Classification Estimate classification is commonly used to categorize project cost estimate types to indicate the overall maturity and quality from the various types of estimates that may

1-4


be prepared; and most organizations will use some form of classification system to identify and categorize the various types of project estimates that they may prepare during the lifecycle of a project.

The Association for the Advancement of Cost Engineering (AACE) international developed the “recommended practice for cost estimate classification” (AACE 17R-97) to provide generic guidelines for the general principles of estimate classification that may be applied across a wide variety of industries. The estimate classification provides:

A common understanding of the concepts involved in classifying project cost estimates

The major characteristics, fully defined and correlated, used in classifying cost estimates so that different organizations may clearly determine how the particular practices compare to the AACE guidelines

The degree of project definition used as the primary characteristic in categorizing estimate classes

Table 1-1 shows the MSD estimate correlation to the AACE Estimate Classification System.

Table 1-1 Estimate Classes

Class Phase/ Type of Estimate MSD/PMC Project

Definition Expected Project

Contingency

Background information used

End use

5 Pre-planning – Order of Magnitude

Project Request/ Long-Range Planning

1-5% 20-60%

Few or no design parameters: estimate based on past history data

Preliminary Project Screening Capital Budget Strategic Analysis

4

Planning – Applied Parametric Estimate

Planning 6-15% 15-50% Based on project narrative and recommendations

Reality Check Alternate Schemes Preliminary Project Feasibility Study Project Funding

3 Schematic/ Deterministic

30% Design 15-40% 10-50%

Rudimentary design and estimator experience with known parameters needed to develop the estimate

Fair Price Check Change Alert Check Alternate Schemes

3 Deterministic Design Development

60% Design 20-60% 7-40%

Design development documents. Estimator experience needed for cost

Project Funding Fair Price Check Change Alert Check Alternate Schemes

1-5


Table 1-1 Estimate Classes

Class Phase/ Type of Estimate MSD/PMC Project

Definition Expected Background

End use Project information Contingency used

gap.

2 Deterministic Estimate

90% Design 60-90% 5-20%

Detailed estimating data from plans and specifications

Project Funding Control Estimate Change Alert

1

Construction Document/ Bid Development

100% Bid Design 90-100% 5-20%

Detailed documentation ready for bid submittal

Change Alert Estimate Firm Bid Estimate

As estimate accuracy increases through the five class continuum, where Class 5 is the least accurate and Class 1 the most accurate, risk of overruns and under-runs decreases. These classes were developed by the AACE to standardize the classification of estimate types industry-wide.

1.6 Estimating Processes 1.6.1 Project Request/Long-Range Planning Estimates Similar Industry Terms for this Level of Estimate: Feasibility, Top Down, Capacity Factored

Accuracy Range: -50% to +100%

Estimate Classification: Class 5

Development: The project request/long-range planning estimates will be developed using information gathered from MSD Planning Branch. An estimate will be compiled for each of the expected projects to be included in the Preliminary Design Report, Capital Budget, and Capital Improvement Program (CIP) Report using capacity factored modules based on comparative historical data. The statistical data will be collected and compiled (See separate Database Document) and a relative algorithmic curve will be established for each of the expected projects. The cost curves will be incorporated in the statistical module and applied on a project to project basis. Each planning estimate as defined by the module will be adjusted by the estimator to incorporate complexities anticipated with each individual project. This “adjustment” will rely on the collective experience of the Estimating Group. The Estimating Group will also assist with business case analysis by incorporating Life Cycle Cost Analysis (LCCA), Triple Bottom Line, and Comparative Project Cost Feasibility Analysis. The estimate will be presented in Capacity Factored Units with lines encoded into Work Breakdown Structure (Section 5) and CSI Masterformat 2004 (Section 6).

Figure 1-3 shows the project request/long- range planning estimate process flow.

1-6


1-7

Figure 1-3 Project Request/Long-Range Planning Estimate Flow Diagram

MSD Estimating GroupDocument Control



Establish data collection,

normalization, and application

Planning input into data collection. Project design intent is outlined, Project

options are outlined



Reviewed

Finalized EstimateArchive & Distribute Document





priority


Yes

No


Similar Industry Terms for this Level of Estimate: Rough Order of Magnitude, cept Study

e

ill be organized and presented by Work Breakdown Structure (See Section 5) with estimate lines coded in the CSI Masterformat 2004 classification system (See

Figure 1-4 presents the flow process of the planning level design estimate.

1.6.2 Planning Level Design Estimates

Budget, Scope Development, Con



Development: The planning level design estimates will be developed using information gathered from MSD Planning Branch and/or WWE design. Thesestimates will be developed when the initial construction budget is required. The accuracy of the planning level design estimate will depend on several factors including the level of project definition, the quality of past historical cost data used in development, and the judgment and experience of the Estimating Group. The estimates w

Section 6).

1-8


Figure 1-4 Planning Level Design Estimate Flow Diagram




Planning and/or WWE Design input into data collection. Project design intent is outlined, Project

options are outlined.



reviewed

Yes

No

Finalized Estimate



Verify that PMC Estimating Group received request Schedule estimate

according to priority


normalization, and application



1-9


1.6.3 30% Design Estimates Similar Industry Terms for this Level of Estimate: Rough Order of Magnitude, Budget, Scope Development, Concept Study



Development: The 30% design estimate will use preliminary project design documents to assemble the known parameters of the estimate. Preliminary quotes may be researched and acquired for items that are driving the projects costs. Allowances will be included to account for the predictable but unaccountable costs associated with project scope. The 30% design estimate accuracy will depend on several factors including the level of project definition, the quality of past historical cost data used in development, and the judgment and experience of the Estimating Group. The estimates will be organized and presented by Work Breakdown Structure (See Section 5) with estimate lines coded in the CSI Masterformat 2004 classification system (See Section 6).

Figure 1-5 depicts the 30% design estimate flow process.

1-10


Figure 1-5 30% Design Estimate Flow Diagram


WWE design input into data collection. Project design

intent and project options are outlined.

Complete and distribute the

estimate


reviewed

Estimate is distributed for


Yes


Finalized Estimate

If yes, and reconciliation is not needed


Reconciliation RevisionYes

No






priority






No

1-11


1.6.4 60% Design Development Estimate Similar Industry Terms for this Level of Estimate: Baseline, Budget, and Control



Development: The 60% design development estimate will use project design documents to assemble the known parameters of the estimate. Preliminary quotes may be researched and acquired for items that are driving the projects costs. Allowances will be included to account for the predictable but unaccountable costs associated with project scope. The accuracy of allowances will rely on the level of project information and the judgment and experience of the Estimating Group. The estimates will be organized and presented by Work Breakdown Structure (See Section 5) with estimate lines coded in the CSI Masterformat 2004 classification system (See Section 6). If a budget or cost overrun occurs, a study may be conducted to suggest design changes that will bring the project within the planned budget.

Figure 1-6 depicts the 60% design development estimate flow process.

1-12


Figure 1-6 60% Design Development Estimate Flow Diagram



intent and project options are outlined.

Complete and distribute the

estimate


reviewed



Yes


Finalized Estimate




No






priority






No

1-13


1.6.5 90% - 100% Construction Document/Final Estimate Similar Industry Terms for this Level of Estimate: Definitive, Final Engineer, Detailed, Firm Price, Bid Estimate


Estimate Classification: Class 2, Class 1

Development: The primary purpose of the Construction Document estimate is to accurately forecast the project cost amount that will be submitted at the public bid opening by the selected contractor. The Construction Document estimate will be developed using the detailed design documents when the design is within the 90%-100% completion phase. Vendor quotes will be researched and acquired for the major determinants of the project costs for material, products, equipment, and construction methods. This estimate is used for an evaluation of the low contractor bid amount. A meeting will be held with the MSD Project Manager, estimator, designer, and the selected contractor to determine if all work has been included in their bid. This meeting is also helpful to understand how the more complex portions of the project were interpreted and how such conditions are going to be handled by the contractor. The Construction Document estimate will also be used by the Project Manager to serve as a baseline for reviewing the general contractor’s initial schedule of values.

Figure 1-7 displays the Construction Document estimate flow process.

1-14


Figure 1-7 90% - 100% Construction Document Estimate Flow Diagram



intent and project options are outlined



reviewed



Yes


Finalized Estimate




No






priority






No

1-15


1.6.6 Change Order Review/Fair Cost Estimate Construction change orders may be necessary during the course of construction to deal with unforeseen construction conditions, user directed changes, or for other unknown reasons. All changes involving a modification to the construction contract should follow the procedures outlined in the Change Order Management Procedures Manual.

Cost and schedule are usually affected in some way when changes are incorporated on the project. While the completion date may not be affected by the magnitude of the change, any change will have an effect on personnel, resources, or the schedule for the execution of individual tasks. Such effects must be taken into consideration and planned into the estimate scope to be sure complete costs have been assessed. Careful coordination with scheduling is necessary to assess all of the factors that the change directive has an impact on. Examples of these factors are:

Productivity of workers may suffer due to interference with the project schedule changes in the continuum of activities and the increase in complexity of the project scope.

Performing work in partially completed areas involving introduction to the work, cutting and patching, working in confined spaces etc.

Work being prolonged into a period of increased labor rate or into a period of adverse weather conditions from summer and fall or from fall to winter

Excessive workforce on the project causing reduced productivity and requiring additional supervision, tooling, material control, and clerical backup

Project team member motivation to move forward dropping due to successive changes being introduced, interfering with the project’s order of activities and momentum, and resulting in work recycling.

Because a change order cost can be well above 35% over fair market value, it is necessary for MSD to create fair cost estimates to compare the expected costs for each change. The project manager can then use this fair cost estimate to negotiate the fair market value of the change with the contractor. It will be necessary for the project manager to submit a scope of the change and contractor proposal to the change order management team early in the change order process, so that a fair cost estimate can be scheduled and completed without extending the natural process of the change order procedure.

The Estimating Group will assume a support role for the negotiation of change orders when needed. Their primary responsibility during the negotiation process is to compare and analyze differences between the contractor’s submitted price and the fair cost estimate developed by the Estimating Group. For change order negotiation strategy and procedures please refer to the Change Order Management Procedures.

1-16


MSD Estimating Group will follow Section 1.6.5, 90% -- 100% Construction Document/Final Estimate process, to assemble change order fair cost estimates. The fair cost estimate markups will adhere strictly to Division 1 of the project specifications for each project. It will be assumed that specification section Division 1 will outline specifics regarding overhead, profit, and subcontractor overhead markup allowances.

Figure 1-8 shows the change order/fair cost estimate process flow.

1.7 Organization of Estimates The organization of estimates into discrete work items is essential to the perception and subsequent analysis of estimates. There are three basic estimate classification systems that may be used for MSD estimates.

1. Construction Specification Institution (CSI) Masterformat 2004

2. Work Breakdown Structure (WBS)

3. Uniformat I and Uniformat II.

Using estimate database software, a single estimate can be coded against one or all three of these classification systems to analyze and compare costs. Estimates for MSD will be organized by using the WBS with the CSI classification system encoded for each estimate line item. A schedule of values will also be generated from the WBS.

1.7.1 Construction Specification Institute (CSI) All MSD estimate details will be organized using the CSI Masterformat 2004 Codes. See Section 6 for Masterformat 2004 scope, clarification, and structure.

Using CSI codes to organize an estimate facilitates a direct comparison to the project specifications and drawings. The CSI system has three main strengths:

1. The CSI Divisions are widely known and used in the construction industry so it becomes easy for an owner, architect, engineer, contractor, subcontractor or supplier to communicate a specific construction concern or change by referencing the six-digit CSI code number.

2. The CSI Subheadings provide an organized coding structure where new products or upgrades of existing products can easily be incorporated into project specifications by referencing a new six-digit CSI number.

3. Contractors find CSI useful because the building materials and products are organized in the order that they are procured and installed during construction on a project.

1-17


Figure 1-8 Change Order/ Fair Cost Estimate Flow

Change Order Management Estimating GroupDocument Control




normalization, and application; and

conduct a site visit if necessary

Change order management team supplies necessary

documents


Estimate is received and reviewed

No

Finalized Estimate is distributed

Archive & distribute document

Provide fair cost negotiation points

and negotiate change order

Change progress

monitored for cost savings

Archive & distribute final

document

Contractor change order proposal

received



priority



Yes

1-18


1.7.2 Work Breakdown Structure (WBS) All MSD Estimates will be organized using a predetermined WBS. The WBS provides a systematic organization for all the costs in the estimate and is typically unique to a particular type of project. For example, a treatment plant may have a WBS structured around the plant process units, while a tunnel may be organized by each defined reach. A consistently applied WBS from the beginning of a project will facilitate a comparison of costs for each estimate submittal. Under each WBS heading, individual estimate line items will be coded using the CSI format. The same estimate can then be presented in estimate reports that are either sorted in the WBS or the CSI classification system. Section 5 includes scope, clarification, and structure of the MSD Work Breakdown Structure.

1.7.3 Uniformat I and Uniformat II These estimate formats will not be used by MSD; however, a Project Manager may encounter estimates produced by architectural firms that are using this estimate organization system. The Uniformat I construction classification system was developed in the United States in 1974 and replaced by Uniformat II in 1997. These Uniformat systems are based on typical building elements such a Basement Foundations, Slab on Grade, Floor Structure, Exterior Wall, Interior Walls, Interior Finishes, and Mechanical and Electrical Systems. The Uniformat systems are best used for broad cost comparisons of building elements or systems based on square feet parametric unit costs.

1.7.4 Schedule of Values A budget must be established as a control baseline as early as possible in the design process. The budgets are derived from estimates prepared using all of the design and cost information available at the time. Although budgets will be refined as the estimates are upgraded from conceptual to factored to definitive, all parties must be cognizant of the current budgets for their activities and for the execution of their work. Once the design process commences, project estimates will have necessarily stipulated the work breakdown structure that can be converted into an approved schedule of values. A schedule of values structure should be coordinated with the Designers early in the design phase to ensure that all work output is included and defined with its own budget and schedule. This will simplify later evaluation of the effect of change and can be used as a future planning reference and risk analysis basis. The historical project information can then be used as raw data for MSD proprietary trend analysis, indexing, and estimating unit data.

1.8 Estimating Software Overview Because reconciliation between the contracted designer’s estimate and an estimate of probable costs developed by the Estimating Group is necessary, the ability to prepare, calculate, analyze, and present estimated project costs consistently is crucial for a timely development of the costing phase. A database application is required to generate reports at different summary levels and by various formats required by these guidelines. Accordingly, a specific software application is not specified; however, the

1-19


following minimum required features must be included in any estimating software that is used for MSD project:

Encourage the use of MSD’s database of costs, or create a database of costs as needed, that can be updated and used on each individual project

Sort each estimate by CSI and project specific WBS Codes

List notes, assumptions, or cost sources of each estimate line item

Produce an audit trail for entered quantities

Create work assemblies (Work assemblies are larger estimating items comprised of various smaller work components, i.e. if the assembly is wall construction, components would be drywalling and painting, both of which would have specific estimates that would roll up within the assembly estimate.)

Build cost modules based on constructed assemblies

Have the flexibility to customize estimate reports

Electronically compare the current estimated costs to previous estimates.

1.9 Components of the Estimate Report All MSD estimates, regardless of their type, method of creation or report format have fundamental parts that are essential to their completeness and accuracy. An estimate report must always include the following:

1. Document List

2. Assumptions

3. Parametric Measurements

4. Body of the Estimate

a) Estimate line item structure

b) Quantities

c) Unit of measure

d) Pricing

i. Material cost

ii. Labor cost

iii. Equipment cost

iv. Subcontractor cost

v. Other construction costs

1-20


5. Estimate Markup Items

a) Contractor on site General Conditions, Bonds and Insurance

b) Contractor overhead

c) Contractor profit

d) Contingency

e) Escalation

6. Triple bottom line business case analysis (if needed)

Each of these components is described in the following sections.

1.9.1 Document List The document list establishes the basis of the estimate and will be noted on the estimate cover sheet or in the estimate report notes. It will include a complete project description and reference all drawings, sketches, reports, studies, equipment schedules, and outline specifications. The date on the drawings and documents will also be noted.

1.9.2 Assumptions Assumptions include information regarding labor rates, labor productivity, hours of work, unique site restrictions, building materials used, and construction methods. Assumptions will be documented to understand costs that were estimated when there was insufficient or minimal project scope information.

1.9.3 Parametric Measurements The estimate total and subtotal for each heading will be expressed in these commonly designated units for each estimate creation, evaluation of costs, and historical databases. If a parametric unit applies to the scope of the project, it will be shown on the Estimate Report Summary (See Appendix B). An example would be the “Million Gallons Per Day” (MGD) for a Pump Station.

1.9.4 Body of the Estimate Estimate reports for MSD will include the following items:

1. Estimating Line Item Structure: Each line item will be coded to a WBS and CSI code with a description of the type of material involved or the scope of the item that is being priced.

2. Quantities: If the scope of an entire construction item or task is difficult to take off, it will be designated as a “lump sum.” Quantities can also be expressed as a designated number of total individual labor hours to complete a task.

3. Unit of Measure: Each estimate line item will have a quantity of work expressed in its appropriate unit of measure.

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4. Pricing: This is the application of unit costs to the quantities for each unit of

measure to be acquired or installed. Unit costs are determined by calculating variables in the following five categories:

a) Material: The material unit price will be derived from vendor quotes or historical cost data.

b) Labor: Labor unit price will be based on probable labor production rates and crew sizes. Labor cost = (quantity/labor production rate) x labor rate where the labor production rate is the number of units of work produced by a person in a specified period of time, usually hours or days. This rate varies between trades, projects, climatic conditions, job supervision, complexity of the installation process, and other factors. The most current Davis-Bacon prevailing labor rates will apply.

c) Equipment: The Contractor’s major construction equipment costs include the rental, transportation, handling on the job, operation and maintenance costs. The equipment costs will be allocated to each appropriate line item, but may be shown as an individual line item if a major piece of equipment is used for many different work tasks during the project. Hourly, daily, weekly, and monthly equipment rental costs will be derived from the “Equipment Watch publications for Rental Rate Blue Books and Cost Reference Guide.”

d) Subcontractor Costs: The subcontractor’s quote will be reviewed for items that are included and excluded from their quotation and the length of time the subcontractor will honor the price.

e) Other Construction Costs (Allowances): This includes miscellaneous cost items that are not included in the unit costs. They may include costs associated with the following factors: weather, crew transportation, soil conditions, hazardous material removal, utility relocations, wetland replacements, road/highway/special crossings, traffic control, ground water, labor strikes, material and/or subcontractor availability, general economic conditions, complexity of the project, construction phasing, and the quality of the construction drawings and specifications.

1.9.5 Estimate Markup Items Estimate markups are indirect costs that are expressed as a lump sum or calculated as a percentage of the subtotal of the estimated construction costs. Indirect costs are costs that are required to complete a project. Direct costs are costs that are used to run the contractor’s business.

1. Contractor’s On-Site General Conditions: The contractor’s general conditions take into account the cost of items that cannot be associated with a specific element of work, but must be furnished to complete a project. The general conditions include cost items such as supervision, temporary facilities, office trailers, toilets, utilities, permits, photographs, small tools, local Business &

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Occupation (B & O) Taxes, bonds, and insurance. The Estimating Group will base general condition costs on the monthly cost of the project and the project duration acquired from the schedule; however, they can also be calculated as a percentage of the total project construction cost. Often there are common general condition items that have a higher than usual cost due to the uniqueness of the project. There is also a danger of having items that are assumed to be included in the contractor’s construction costs but are not because of their ambiguity. Some of these unforeseen conditions may include: traffic control and barricades, construction crew parking, right of way costs, testing, staff time to attend and conduct meetings, restoration of property, OSHA requirements, new design or building code standards, work hour restrictions, pollution controls, and bonding of subcontractors.

2. Contractor’s Overhead: This is the cost of doing business. The Estimating Group will calculate this percentage by gauging the amount of annual construction work of the contractor performing the work, on the particular project size and complexity, as well as the knowledge of what historically has been used on similar project of this type. Table 1-2 outlines the overhead percentage range to be used at each estimate class.

Table 1-2 Overhead Calculation Guide

Class Phase/ Type of Estimate

Low Range

Mid Range

High Range

5 Pre-planning – Order of Magnitude 7% 10% 12%

4 Planning – Applied Parametric Estimate 7% 10% 12%

3 Schematic/ Planning – Conceptual Level Design

5% 8% 10%

2 Design Development – Deterministic Estimate

5% 8% 10%

1 Construction Document/ Bid Development

5% 8% 10%

3. Contractor’s Profit: This includes the cost amount as compensation for risk and efforts to undertake and complete the project. This percentage will be based directly on economic conditions for local construction industry, the individual contractor’s overhead costs, and their perception of the risk of losing money on the project. Table 1-3 outlines the profit percentage range to be used at each estimate class.

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Table 1-3 Contractor’s Profit Calculation Guide

Class Phase/ Type of Estimate

Low Range

Mid Range

High Range

5 Pre-planning – Order of Magnitude 5% 8% 10%

4 Planning – Applied Parametric Estimate 5% 8% 10%

3 Schematic/ Planning – Conceptual Level Design

3% 5% 10%

2 Design Development – Deterministic Estimate

3% 5% 10%

1 Construction Document/ Bid Development

3% 5% 10%

4. Design Contingency: As the design progresses through the project design life cycle, a percentage will be added to the estimate to account for uncertainties inherent in the estimating process. This percentage is anticipated by the estimator as the relative stability of the design documents, project scope, and assumptions upon which the estimate is based are assessed. Items typically covered by design contingency are:

Design that may not be complete enough to determine final quantities at the time of estimate preparation

Some items that may defy precise quantification as far as what all is required to be estimated

Some items to be quantified that are generally computed by factors for other conceptual methods.

The design contingency percentage should decrease as the design life cycle progresses. The design contingency percentage calculates off of the raw capital cost in the estimate. Table 1-4 outlines the design contingency range to be used at each estimate class.

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Table 1-4 Design Contingency Allowance Guide

Type of Estimate Low Range

Mid Range

High Range

Long Term Planning Class 5 7% 10% 20%

Planning Class 4 7% 10% 20%

30% Design Class 3 5% 10% 15%

60% Design Class 3 3% 7% 10%

90% Design Class 2 0% 3% 5%

95% Design Class 1 0% 0% 0%

5. Construction Contingency: Construction contingency is a factor added to the estimate to account for the estimators anticipated overrun of the estimate due to the following:

Errors and omissions in the design process

Design that may not be complete enough to determine final quantities at the time of estimate preparation

Labor productivity variability

Labor availability, skills, and productivity that may vary from the fact originally assumed

Estimator assumed change orders that may be inherent within the project design.

The construction contingency amount relies upon the technical ability of the estimator or the estimating team, and is used in the estimate to deal with the uncertainties inherent in the project design process. The responsible estimator will assess all of the documents used to assemble the estimate to verify completeness and accuracy. From this assessment, the estimator formulates the project contingency amount for the estimate. The project contingency amount is applied using a percentage variable that calculates off of the initial construction raw costs, plus markups and escalation.

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6. Escalation: This is a provision for an increase in the cost of equipment, material,

and labor above the costs specified in the contract, due to continuing price changes over time. The Estimating Group will trend local and national market conditions to temper and forecast escalation percentages. To achieve transparency in the weighted escalation, forecasting the market condition report will be made available upon request.

1.9.6 Business Case Cost Analysis Engineering economics is the primary tool for stakeholders to formulate project decisions and applied comparative economic analysis. There are a variety of economic analysis techniques available to help the estimator make accurate choices when comparing alternatives. The general principle is that there are competing alternatives and the goal is to choose the alternative that fits best within the MSD business model. The tools used to analyze returns from the various alternatives are:

Present worth

Lifecycle cost analysis

Annual cash flow analysis

Rate of return analysis

Cost-Benefit ratio analysis.

The Estimating Group will be a resource to support the Planning Group as they assemble the project’s business case analysis. The Estimating Group, as directed by the Planning Group, will perform the lifecycle cost analysis, the present value analysis and the triple bottom line analysis. The Estimating Group will follow the procedures as outlined in the Financial Analysis Manual.

The Estimating Group will assemble and maintain models within the estimating software to perform the economic analysis. The models will make up the initial capital investment and all yearly and cyclic costs that apply to the project useful life. They will also make up all social impacts on the community and all environmental impacts to the project’s construction and completion. These models will follow the procedures as outlined in the Financial Analysis Manual.

1.9.7 Report Examples Following is a list of reports that will be used in the estimating process. These report examples are located in Appendix B.

Estimate Summary

Change Order Summary

Summary with Mark-ups Spread through WBS

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Assumptions

Unit Costs.

1.10 Estimate Numbering System The Estimating Group will follow the MSD Capital Improvement Program Project Numbering Procedure (MSD CIP Number) to adhere to the “common thread” numbering schema put in place by the PMC Document Control Group. This will be the initial framework of the estimate numbering system with an “estimating extension grouping” so that the estimate type, number of estimates, and revisions can be easily obtained. The following is an example of an estimate number:

{ { }1{}001{}30}10170000 RP −−−

MSD CIP Numbering System

Estimate Classification Code

Sequential Estimate Number

Revision Number

1.10.1 Estimate Classification Code The estimate classification code is the designation that will immediately follow the MSD CIP Number. This designation is to be used to quickly categorize and compare the type of cost forecast that is needed in relation to the design documents completion phase. The classification codes are as follows:

LRP – Project request/Long-range planning estimate

PLN - Planning level estimate

P30 – 30% design stage completion estimate



P100 – 100% design stage completion estimate / bid design estimate

COR – Change order estimate.

1.11 Estimate/Schedule Integration The integration of the project cost estimate and the project schedule is crucial for effective project cost forecast and schedule control. The estimate and schedule must share information with each other for each to be as accurate as possible. The schedule provides dates that are essential to calculating escalation and commitment forecasts, and the estimate provides labor hours and craft breakdowns essential to determining schedule activity durations and resource loading. The relationship between the cost

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estimate and schedule is not always straightforward, as the natural breakdowns (or hierarchy) of cost and schedule structures are different. The cost breakdown system is organized to monitor and control budget, where the schedule system is organized to plan monitor and control time. The control and monitoring of both variables are not necessarily compatible. The goal is to align cost data and schedule data at a level to support integration. An appropriate level of detail will be coordinated with the scheduling department to correlate cost and schedule.

The project duration used for estimating general conditions will be coordinated with the Project Controls Group (PCG). Many general costs in the project depend on the project's overall schedule duration. Project management and related costs are often estimated on a level-of-effort basis. If the project duration is expanded, cost for these activities is directly affected. Constructions indirect costs such as construction management, field office, construction equipment, security office, site maintenance, etc., are also affected.

Some costs are dependent on when they occur in the calendar year. Labor productivity can be adversely affected by weather (mostly snow and rain in winter or hot weather in summer). Construction indirects, such as weather protection or other construction support costs, can also be similarly affected.

Project costs can also be affected by schedule impact of execution plan changes. Changes to the execution plan to shorten the project duration may cause out of sequence construction, overtime, shift premiums, congestion, inefficient labor usage, etc., which will adversely impact costs. On the other hand, this may also result in increased efficiencies if labor resources can be allocated more efficiently, perhaps resulting in less overtime and shift premiums. Therefore it is important to evaluate the effects of schedule and duration when preparing the estimate. In addition to the obvious problem of accounting for the escalation cost to incorporate into the estimate, schedule impacts may directly affect labor productivity as well as labor and material pricing. It is also essential to plan early for estimate/schedule integration so that estimate results can be shared with scheduling as required to assist in resource loading, and to aid in earned value analysis and progress reporting.

1.12 Estimate Distribution Because document control coordination is essential to the efficient control of a project, a finalized estimate at any classification level will need to adhere to a strict distribution matrix developed by the Project Manager. This distribution matrix should include the project manager, scheduling, cost and budget control, contract QA/QC, design QA/QC, PMC senior level management, WWE senior level management, and change order control management when necessary. Distribution may also include contracted designers or in-house WWE design personnel.

1.13 Quality Control/Estimate Review Process Because an estimate is critically important to the project’s success, it makes sense that the estimate should undergo a rigorous quality control process. The estimate should

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be evaluated not only for its quality and accuracy, but also to ensure that it contains all the required information and is presented in a way that is understandable to all project team members. The Estimating Group will adhere to a structured (if not formal) estimate review process. The following sequence of steps will discuss a formal review process for internally prepared estimates.

1.13.1 Estimating Department Review/Guidelines The first estimate review will be conducted by the estimating team that prepared the project estimate. This is essentially a screening review to ensure that the math is correct (extension of pricing are correct, summaries backup properly, etc.), that the estimate is documented correctly (comprehensive basis of estimate document is prepared), and that it adheres to Estimating Department guidelines. This review will be held by the lead estimator with the members of his estimating team. On very large projects or those of significant importance, this review will be held by the estimating department manager.

A careful review will be done to verify that the cost estimate follows standard estimating guidelines for the department. This would include a review to verify that standard estimating procedures were followed regarding estimate format, cost coding, presentation, and documentation. This would include items such as the following:

Verify that the proper estimating methods, techniques, and procedures were used for the stage of the project completeness. In other words, different estimating techniques will be used depending on the type and completeness of the engineering documents available to create the estimate.

Confirm that the estimate summary and details are organized and presented in the proper format (i.e., following the project WBS code of accounts); and that the format is consistent with the intended purpose of the estimate (i.e., an estimate serving as a basis for cost control contains sufficient detail).

Ensure that all estimate backup information is organized properly. All values on the summary page of the estimate should be traced to the estimate detail pages, and all information on the estimate detail pages should be traced to the estimate backup or source documents.

Verify that all allowances and factors are appropriate for the type of estimate being prepared, and that they are consistent with comparable projects and estimates.

This level of estimate review helps to ensure that all estimates prepared by the Estimating Group are using established guidelines and are presented in a consistent manner from project to project. In addition, a two signature review process will be implemented to ensure that two members of the estimating team have followed the estimating department guidelines for internal review. This two signature process reduces the possibility for error. The signatures will be found on the Estimate Report Summary (See Appendix B).

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1.13.2 WWE Review The estimate will be reviewed by WWE for accuracy of project scope. The core members of the engineering team are key participants in this review, along with the lead estimator and estimating team. (If the design is consultant-based, this review might be omitted.) The following is a list of items that the engineering team should look for in the review process:

Completeness of engineering deliverables -- a listing of all drawings, sketches, specifications, and other engineering deliverables used in preparing the estimate

Equipment list

Design basis of the estimate

Engineering/design costs

Risk basis of the estimate.

1.13.3 Project Management Review The estimate is reviewed closely by the WWE, it is ready for review by the project manager and the rest of the project team. The objective is to gain the entire project team support of the estimate, and especially that of the project manager. This is also the first point where the estimate should be able to pass overall validation tests, in addition to quality review.

Engineering should have already reviewed the engineering design and associated support costs. Now is the time for other key members of the project team (project manager, project controls, procurement, PMC senior level managers, etc.) to examine their respective costs, which are included in the estimate, and to obtain agreement that they are correct. Although primarily the responsibility of the engineering team, the scope related costs should also be reviewed by the rest of the project team to gain consensus. In particular, the following areas should be discussed:

Verify that the latest project schedule agrees with the estimate (particularly as it relates to escalation).

Examine the project administration and other home office related costs for reasonableness.

Conduct a final constructability review to ensure that the methods of installation and construction assumed in the estimate are reasonable and cost effective.

Review the construction indirect costs (i.e., field staff, temporary facilities, temporary services, construction equipment and services, construction tools and consumables, etc.) to make sure they are reasonable.

Ensure that all required startup and commissioning materials are included.

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Finally, the project manager will coordinate a reconciliation of the current estimate to the designer’s estimate of probable costs. This is an important, but often overlooked aspect of the overall estimate review process. Comparing the current estimate with the designer’s estimate can increase its credibility, clearly defining project scope and construction methods. The reconciliation will be presented at a high level without excessive detail, but the backup should be available in case it is required during the review.

The project manager may also be interested in a reconciliation of the current estimate to the preceding estimate (or estimates). This will be used as an internal reconciliation process with the estimating team and the PM.

1.14 Internal Estimate Request An estimate request form (see Appendix A – Form D) is necessary to describe the specific estimating services that will be needed. The requirement to submit an internal estimate request streamlines the estimating procedure and keeps schedule overruns to a minimum. The estimate request form should define the estimate type required, the designated format, project number, project name, and if an urgent action is requested. The estimate request will be sent to the senior estimating manager for review and schedule. The senior estimating manager will have a number assigned by the Document Control Group, and then send the estimate request to the responsible estimating team.

1.15 MSD Procedure for Construction Estimates Prepared by Design Consultant Design estimates should be produced by an estimating professional who is not influenced by design, budgets, political interests, or other conflicts of interest. This approach will result in an unbiased assessment of costs to complete the project. The estimating personnel are either selected by the PM (pending estimating department review) or are part of the design consultant team that is awarded the project. In either case, the Project Manager should review and approve the proposed estimating personnel based on the following minimum qualifications:

1. The use of appropriate estimating software with the minimum required features (see Section 1.8)

2. Ability to produce estimate reports formatted according to MSD requirements for the specific project

3. Ability to produce estimate cost comparisons to record cost changes and provide a history of the project’s cost and scope changes

4. The use of MSD’s cost database, as well as historical cost databases which are updated and adjusted for local viability for the particular project type

5. Estimating staff or resources who are familiar with the project type

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6. Understanding and ability to produce business case analysis for the project

7. Agreement that all project information and estimated costs be kept confidential. (This is particularly critical when “what-if scenarios” or project options are being considered and estimated.)

It is best to use the same estimating team members throughout a project’s design to consistently document all assumptions, scope, and cost changes. Consistent documentation of the estimates will help MSD staff quickly understand the estimates and identify factors that impact the estimated costs.

1.15.1 Consultant Prepared Estimate Review When reviewing estimates prepared by design consultants, the Estimating Group will keep in mind the basic fundamentals described herein. Complicating the matter; however, is the problem that often only a short amount of time is allowed for a complete estimate review. Thus the review of an estimate prepared by the design consultant will be accomplished by critical assessment of the estimate and its documentation, and a series of questions to assist in evaluating the level of diligence used in preparing estimate. The following section focuses on guidelines that the Estimating Group will use to efficiently review estimates prepared by design consultants.

1.15.1.1 Basis of Estimate The Estimating Group will assess the following for the basis of estimate:

The estimate is well-organized and complete.

The estimate provides the required information regarding the design basis, planning basis, cost basis, and risk basis of the estimate.

The design basis clearly documents the scope of the project, and all engineering documents have been used in developing the estimate.

Scope assumptions have been identified.

Planning basis (schedule, resource planning, construction plan, etc.) is reasonable, in line with expectations, and consistently applied throughout the estimate.

Risk basis has been clearly identified and defined, and is reasonable for the level of information available to prepare the estimate.

1.15.1.2 Estimating Personnel The Estimating Group will examine the credentials of the consultant’s personnel that prepared the estimate, and assess their level of estimating experience. The Estimating Group will also assess whether the estimating personnel used internal procedures and guidelines to complete the estimate, and if the estimate was checked and reviewed before publication and release.

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1.15.1.3 Estimate Methodology The Estimating Group will assess the following:

The estimating methods, techniques, and procedures used in preparing the estimate

If the appropriate level of information is available for the project type

The different estimating methods used for different parts of the estimate

If the level of detail in the estimate is sufficient for the purpose of the estimate

The parts of the project that are difficult to estimate, and why

If sufficient time was available to prepare the estimate

The adjustments made to the estimate for location, complexity, etc., and their reasonableness

If the estimate is prepared according to the organizational breakdown outlined in this document in Section 4 and/or Section 5

1.15.1.4 Estimate Documentation The Estimating Group will assess the following for documentation:

If the estimate is documented clearly and is complete as outlined in Section 1.9.

If the estimate summary and detail page is well organized and presented at an appropriate level of detail

If the cost appearing on the summary is traceable to the estimate detail and other estimate back up documentation

1.15.1.5 Estimate Validation The Estimating Group will report on the following during the review process:

Metrics showing key estimating metrics and benchmark ratios for the estimate and similar past projects

Comparisons with a quick-check estimate (using conceptual estimating techniques)

1.15.1.6 Consultant Review QA/QC The Estimating Group should adhere to the two-signature QA/QC process defined in Section 1.13.1.

Appendix A Forms

Estimating GuidelinesMetropolitan Sewer District

of Greater Cincinnati

2.4 - Form "A": Project Documentation for EstimatesThe purpose of this appendix is to provide a checklist for project document information that the MSD Project Manager is to supply the estimator.

• The Project Manager is to review this list. Check the boxes for all available project information for this state of design.

• The Project Manager is to gather this available project information and include it in the Project Estimate Package.

[ ] 1 Project description (scope, size and location of project)

[ ] 2 Planned project start and completion dates

[ ] 3 Note if project is to be phased

[ ] 4 Project criteria table for: conveyance type (size and length); shafts, pits and manholes (size, depths and number); pump stations (capacity and total dynamic head).

[ ] 5 Site plan showing: i. The conveyance route.ii. Contour lines and major grade changes.iii. Major right of ways (roads, streets, and freeways) with areas of heavy traffic noted.iv. Streams, lakes, swamps, and areas with seasonally high water tables.v. Special crossings (railroad tracks).vi. Utility locations, new and existing and any relocation.vii. Extent of site demolition or structures to be relocated.viii. Note any activities adjacent to the project sites that would impact construction.ix. Note any conveyance projects in the area that are to be constructed concurrently.

[ ] 6 Drawings (Civil, Arch., Mech.) for pump station and/or treatment plant with process structures.

[ ] 7 Project sketches

[ ] 8 Profile Drawing showing depths of conveyance line and shafts.

[ ] 9 Specifications including:i. Trench depths and shoring typesii. Location of micro tunnel pitsiii. Pipe bedding, pipe cover and backfill material and depthiv. Any required permitsv. Current building codes requirementsvi. Site restoration and mitigation requirementsvii. Mechanical informationviii. Instrumentation and Control informationix. Electrical information (one-line diagrams minimum)x Equipment schedule list

May 20, 2008 - Estimate Guidelines Revision 2.0 Page 1 of 2



[ ] 12 Soils Report

[ ] 13 Hazardous Materials Report (soil, water and/or stockpiled material)

[ ] 14 Aerial photographs of the conveyance route or pump station site

[ ] 16 Any useful project information obtained by the Project Manager from on-site staff

[ ] 17 The Project Manager should list any items of concern or that have potential risk

[ ] 18 Inform the estimator of the type of estimate report that is needed.




•••

Performed By:Date Performed:

1

1 [ ] Residential______________________________________________________________2 [ ] Commercial______________________________________________________________3 [ ] Industrial________________________________________________________________

1 [ ] Narrow Roads____________________________________________________________2 [ ] Sharp Turns_____________________________________________________________3 [ ] Load Restrictions_________________________________________________________4 [ ] Overhead Obstructions_____________________________________________________5 [ ] Site security on conveyance line or at shaft sites_______________________________

1 [ ] Flat_____________________________________________________________________2 [ ] Moderate grade___________________________________________________________3 [ ] Extreme changes in elevation________________________________________________4 [ ] Overhead obstructions______________________________________________________

1 [ ] Is the area well drained____________________________________________________2 [ ] Is a well point and/or pump system required_________________________________3 [ ] Are the shaft area sites subject to flooding____________________________________4 [ ] Is there a low water table___________________________________________________

1 [ ] Is there minimum of clearing and grubbing_____________________________________2 [ ] Is there any clearing of forested land_________________________________________3 [ ] Are there ground level or underground obstructions______________________________4 [ ] Are there rock or boulders in site area________________________________________5 [ ] Is shoring/slope protection required__________________________________________6 [ ] Is dust control required____________________________________________________7 [ ] Is there an area for on site stock piling of earth_________________________________8 [ ] Imported fill expected______________________________________________________9

The purpose of this appendix is to provide a form for the Project Manager to record site visit information.

Comments:________________________________________________________________________________

2.5 - Form "B": Site Investigation Information for Estimates

What is the haul distance to dump site____________________________________________(Miles)

Site Topography:

The Project Manager is to make a project site visit independent of site visits made by the consultant estimator or by the design or engineering team.The Project Manager completes this form: checking boxes and describing site features that will impact cost.The Project Manager is to include this form in the Project Estimate Package.

On Conveyance Route:

Site Ground Water:

Clearing and Excavation:

Project:Location:Estimate #:

Area of Shaft, Pump Station or Treatment Plant Sites:Area of each Sites__________________________________________Acres/Square Feet

Zoning for Conveyance, Shaft, Pump Station and Treatment Plant Sites:




Is demolition required for:1 [ ] Buildings________________________________________________________________2 [ ] Other Structures__________________________________________________________

Comments:_________________________________________________________________________________

Is there adequate area for:1 [ ] Site Office_______________________________________________________________2 [ ] Equipment Storage________________________________________________________3 [ ] Material yard_____________________________________________________________4 [ ] Staff and crew parking_____________________________________________________5 [ ] Is storage yard available____________________________________________________6 [ ] Is site fencing required_____________________________________________________

Expected duration and season(s) during construction period:

1 [ ] Will overhead electrical power lines restrict construction__________________________2 [ ] Will underground power lines restrict construction________________________________3 [ ] Will underground water lines restrict consturction________________________________4 [ ] Will underground gas lines restrict construction__________________________________5 [ ] Will overhead cable lines restrict construction___________________________________6 [ ] Will underground cable lines restrict construction________________________________

Project Manager to note any items of concern or risk that may need further investigation:1 Concerns:

2 Items of Possible Risk:

A. [ ]B. [ ]C. [ ]D. [ ]E. [ ]F. [ ]G. [ ]H. [ ]I. [ ]

Stream diversion/protection_______________________________________________________Archaeological finds_____________________________________________________________

Demolition of existing structures__________________________________________________

Possible Items of Concern and Risk:

Unknown soil conditions_________________________________________________________Groundwater table elevations_____________________________________________________Utility relocations_______________________________________________________________

Shaft Site Staging Area

Site Utilities:

Demolition

Wetland protection boundaries____________________________________________________Mitigation Requirements_________________________________________________________Restricted Working Hours________________________________________________________

Weather:




•

•

•

General Project InformationPerformed By:________________________________Date Performed:______________________________Project Revision #:____________________________Telephone #:______________Fax #:______________Telephone #:______________Fax #:______________Telephone #:______________Fax #:______________Telephone #:______________Fax #:______________Telephone #:______________Fax #:______________Telephone #:______________Fax #:______________

2. Planned Project Construction Duration (months):________________________________3. Anticipated Construction Market (check one)

A) Highly Competitive [ ]B) Normal [ ]C) Non-competitive [ ]C) Unreliable [ ]

1. Project Start Date (mm/yyyy)_________________________________________________________________2. Project Construction Duration (in months)_______________________________________________________3 [ ] Is the Project Construction broken into different phases_______________________________________4 [ ] Is there a required sequence of construction for the project____________________________________5 [ ] Are there any designated project milestones________________________________________________6 [ ] Is there premium, night or weekend work required___________________________________________7 [ ] What construction activates will take place during the winter months____________________________8 [ ] Are there any construction activities that are likely to have delays______________________________

Architect:____________________________________Mechanical Engineer:__________________________Electrical Engineer:____________________________Structural Engineer____________________________

The purpose of this form is to provide general project information that is to be included in the finalized consultant's estimate report that is submitted to MSD's Project Manager.

2.6 - Form "C": Project Information Included in the Estimate

Project Location:______________________________Project Job #:_________________________________

1. Planned Project Bid Date (mm/dd/yyyy):______________________________________

Estimating Firm:______________________________Estimator In Charge:___________________________

The MSD Project Manager is to provide information for the following five sections: General Project Information, Schedule, General Conditions, Contingencies and Program Estimate Contingencies.The General Conditions section is a checklist of items that should be reviewed by the Project Manager and estimator for items of high cost that apply to the project. The Project Manager should list the checked items and any additional high cost general condition items in the first part of that section that need to be included in the estimated cost.The Project Manager is to include this form in the Project Estimate Package.

Construction Schedule

Project Name:________________________________




General Conditions

1)

2)

Contingency

1 Contingency [ ] To be calculated by Estimator[ ] To be calculated by Project Manager(Percentage to be Used by the estimator)_______________________________

2 Escalation To be calculated by the Estimator(Schedule Date for Midpoint of Construction)

1 [ ] Site Mitigation (Dollar Amount or Percentage to be used)_____________________________________2 [ ] Land Acquisition (Dollar Amount or Percentage to be used)___________________________________3 [ ] Allied Cost (Percentage to be used)______________________________________________________5 [ ] Sales Tax (Percentage to be used)_______________________________________________________

The contingency must be included in the estimate as a separate estimate line item. The estimator should calculate these amounts or percentages unless directed to use a specific amount or percentage by the Project Manager.

Program Estimate Contingency Items

The Project Manager should designate dollar amounts or percentage amount of the construction costs to be included in the program estimate report.

Escalation

Project Managers: Review the General Condition listed on the next 2 pages, then document and explain any listed items or additional general condition items with above normal costs for the project.




Document Control #___________________________________

•Form Completion Date:__________________________________________________

Date Received by Estimating:_____________________________________________

General Project Information

Telephone #:______________Fax #:______________

Urgent Action Required _____YES _____NO

3 Work Breakdown Structure___________________________________________________________________

1 [ ] Completed Form "A" - Project Documentation for Estimates

2 [ ] Completed Form "B" - Site Investigation Information for Estimates

3 [ ] Completed Form "C" - Project Information Included in the Estimate

4 [ ] Completed Form "F" - Project Site Visit Information for In-House MSD Estimates

5 [ ] Are there any assumtions that need to be made for this project?_______________________________

6 [ ] Are there any proprietary items on the project?______________________________________________

2.6 - Form "D": Estimate Request Form

2. Design Stage of Project (Conceptial, Planning, 30%, 60%, 90%) ____________________________________

Designer:____________________________________

1. Estimate Completion Date (mm/dd/yyyy):______________________________________

Project Name:_________________________________________________________________________________

Project Location:______________________________________________________________________________

Project Job #:_________________________________________________________________________________

Provide Project Information

The purpose of this form is to provide general project information and a list of information that is being supplied to MSD Estimating to prepare an estimate.

The Project Manager is to include this form in the Project Estimate Package.




••

[ ] 1

[ ] 2[ ] 3[ ] 4[ ] 5[ ] 6

[ ] 7

[ ] 8

[ ] 9

[ ] 10

[ ] 11

[ ] 12

[ ] 13

[ ] 14

[ ] 15

[ ] 16[ ] 17

[ ] 18[ ] 19

What was the basis for the unit costs? How was material, labor and equipment costs derived? Was all the document information from Form "A" included in the unit costs?Were certain portions of the estimate difficult to estimate? And why?What adjustments were made for project location, site conditions, and project complexity?

Does the estimator interpret the schedule, the resources to be used, the overall construction plan and the construction methods to be used the same as the designers envision these components?Are the contingency amounts adequate to cover the costs associated with items of risk and uncertainty? Were all items of risk included? Were there new items of risks?Does the project schedule agree with the amounts used for general conditions and escalation? Was the project duration reasonable for the current construction market?Are the mathematical calculations correct? Are all values on the summary page correctly linked to values on the subtotal of sections and the individual line item values?

Did the estimator make an independent project site visit? Did the estimator include costs for additional items not shown on Form "B"?

Does the estimator fully understand the project scope? What is his experience with this project type?Were there sufficient estimate preparation time and estimate resources (staff, software) to accurately estimate the project?

How were the quantities calculated? Which drawings or plans were used?

Did the Project Manager divide the estimate into high cost areas and line items? Were these analyzed? Were there any construction items that have an unreasonable high cost?

The purpose of this form is to provide a checklist of questions that MSD Estimating should use for reviewing and evaluating the completeness and accuracy of the consultant's estimates.

2.8 - Form "E": Review Checklist for Evaluating Estimates

The Project Manager should review the estimate using questions 1 through 8.

Is the estimate presented in an easily understood report format style?Is the estimate report in a format style that can be compared to previous estimates?Does the estimate report include all assumptions made by the Project Manager and those discussed with the estimator regarding the current project scope?Are all assumptions discussed with the estimator regarding allowance items, equipment quotes, labor rates, hours of works and other labor productivity factors included?

The Project Manager should meet with estimator and discuss questions 9 through 19

Is all of the information from the documents listed in Form "A" acknowledged and listed in the estimate report?Is all of the information from Form "B" included in the estimate report?Is all of the information from Form "C" included in the estimate report?




[ ] 1[ ] 2[ ] 3[ ] 4[ ] 5[ ] 6[ ] 7[ ] 8[ ] 9

[ ] 10[ ] 11[ ] 12[ ] 13[ ] 14[ ] 15[ ] 16[ ] 17[ ] 18[ ] 19[ ] 20[ ] 21[ ] 22[ ] 23[ ] 24 Other cost impact

Are small quantities of work involved?Is the estimate based on current prevailing labor rates?Is there any escalation costs required for labor or material increases?Are there premium labor costs for night, weekend or extended shift work?

Are there any contractual percentage mark ups on labor, material or subcontractor

Must walls, floors, ceiling, columns or doors be removed or be enlarged in order to remove Are there any utilities that must be relocated or worked around? Pipes, ductwork or What is the entire demolition scope?

Is the work being done in a confined space?

The Project Manager should investigate the project site and review this checklist, noting any of the site conditions that may have a cost impact on the project.

3.3 - Form "F": Project Site Visit Information for In-House MSD Estimates

Any current building codes that require additional work to be added to the project scope?

Is the construction work broken into separate work packages (phases)?

Are there any freight, handling and storage costs?Will the construction work occur while the building area is fully operational or will it be shutdown?

Are there any unusual safety requirements?

Have any budgetary numbers been established for equipment?Are there any vendor quotations for equipment?Are there any equipment cut sheets?

Is a contractor staging or material storage area required?Is there any known hazardous material removal? Is this issue being investigated?

Will there be any interference from other construction activities taking place near this Is there easy access to the construction area for equipment and construction materials?

Is there any difficulty in the removal and disposal of demolished materials?Are there any moisture problems?


Appendix B Reports

Project:

05/29/2008

Client:

Location

Sheet:

Proj#:

Date:

Page 1 of 1

Number Item Code Item Information Item Note or Comment

FOR OFFICIAL USE ONLY

Millcreek Grit Chamber

10144880P30E1R3

Estimate Notes/Assumptions

Exsisting conditions

1

Quantity:

Unit Measure:

02820.203

1.00

ALLOW

Assumes top 1/5 of structure removedSpecial Excavation @ Mixing Tank

2

Quantity:

Unit Measure:

02820.202

2,000.00

CY

Assumes top 1/5 of structure removedCDF Backfill @ Mixing Tanks

3

Quantity:

Unit Measure:

02820.201

20.00

CRDY

Assumes top 1/5 of structure removedElectrical/Mechanical Demo @ Mixing Tanks

4

Quantity:

Unit Measure:

02820.200

65.00

CRDY

Assumes top 1/3 of structure removed Equipment Cost Includes

OperatorStructure Demo Mixing Tanks (Top 1/3)

1

Estimate Summary

05/29/2008

Project:

Client:

Location

Sheet:

Proj#:

Date:

Page 1 of 1Millcreek Grit Chamber

10144880P30E1R3

0Revision Number:

Ref# Spec Description % of Est. Quantity Unit Item Total CostUnit Cost

109 Modular Green Roof $331,390.00 15.96 1.00 LS 331,390.00

12 Permeable Pavers $525,043.18 25.29 44,360.00 SQFT 11.84

13 Pervious Concrete $398,711.39 19.20 44,360.00 SQFT 8.99

132 Grit Tank Pump $136,582.88 6.58 2.00 EA 68,291.44

136 Demo Mixing Tanks $230,043.78 11.08 1.00 EA 230,043.78

139 PreFab Steel Building $61,471.38 2.96 1.00 EA 61,471.38

73 Pervious Asphalt $393,241.26 18.94 44,360.00 SQFT 8.86

SubTotal

Construction Contingency

Total Construction Costs

$2,076,483.87

MSD prepares its estimates utilizing the ICE 2000 software. The data used to create this estimate

is a MSD propietary database compiled using project history data that is updated on a quarterly

basis. All rights reserved. No part of this publication may be stored in a database or retrieval

Estimator :

Checked By:

Eric Link

$2,097,248.71

0.01 20,764.84

10144880P30E1R3.est 1

Estimate Summary

05/29/2008

Project:

Client:

Location

Sheet:

Proj#:

Date:

Page 1 of 1Millcreek Grit Chamber

10144880P30E1R3

0Revision Number:

Division Description % of Est.

109 Modular Green Roof $331,390.00 15.96

12 Permeable Pavers $525,043.18 25.29

13 Pervious Concrete $398,711.39 19.20

132 Grit Tank Pump $136,582.88 6.58

136 Demo Mixing Tanks $230,043.78 11.08

139 PreFab Steel Building $61,471.38 2.96

73 Pervious Asphalt $393,241.26 18.94

SubTotal

Overhead

Profit


Sub

$2,076,483.87

.080 $166,118.71

.050 $103,824.19

.100 $207,648.39




Estimator :

Checked By:

Eric Link

$2,554,075.16

10144880P30E1R3.est 1

Estimate Summary

05/29/2008

Project:

Client:

Location

Sheet:

Proj#:

Date:

Page 1 of 1

Division Description % of Est. WBS Total

01 General requirements 4,560.00 100.00

SubTotal

Overhead

Profit

SubTotal

Mid Project Escalation

Construction Cont.


Design Contingency

SubTotal

Taxes & Insurance

Material Tax

4,560.00

.080 364.80

.050 228.00

.000 0.00

.000 0.00

5,152.80

.100 515.28

5,668.08

.035 198.38

.100 586.65

5,866.46

6,453.11Total Project Costs




system, without the prior written permission of MSD or the City Of Cincinnati. Checked By:

Estimator :

1test.est

05/29/2008Estimate/Revision Date

Proj#:

Sheet:

Date:

Project:

Client:

Location:

Page 1 of 4

05/29/2008



10144880P30E1R3

Estimate Unit Breakdown 0Revision Number:

05/29/2008 2:16:42PM

Item

Code Description Quantity | UM

Labor

$

Material

$

Equipt

$

Sub

$

Equipt

Rntl $

Temp

Matl $

Other

Costs $

Total

Unit $

Item

Total $

Exsisting conditions

02820.200 Structure Demo Mixing Tanks (Top 1/3) CRDY 870.99 650.00 65.00 1,520.99 98,864.06

02820.201 Electrical/Mechanical Demo @ Mixing Tanks CRDY 870.99 20.00 870.99 17,419.71

02820.202 CDF Backfill @ Mixing Tanks CY 0.53 43.50 2.85 2,000.00 46.88 93,760.00

02820.203 Special Excavation @ Mixing Tank ALLOW 20,000.00 1.00 20,000.00 20,000.00

Total Exsisting conditions 1,742.50 43.50 20,652.85 0.00 0.00 0.00 0.00 22,438.85 230,043.78

Thermal and moisture protection

07720.021 3' x 3' Access Hatch EA 102.63 437.32 1.00 539.96 539.96

07944.895 Modular Green Roof LS 1.00 331,390.00 331,390.00 331,390.00

Total Thermal and moisture protection 102.63 437.32 0.00 331,390.00 0.00 0.00 0.00 331,929.96 331,929.96

Special construction

13340.091 Prefabricated Metal Building LS 6,241.78 24,500.00 1.00 30,741.78 30,741.78

Total Special construction 6,241.78 24,500.00 0.00 0.00 0.00 0.00 0.00 30,741.78 30,741.78

Plumbing

22119.038 COPPER PIPE,1" LNFT 5.26 4.33 25.00 9.59 239.80

22300.001 Grit Tank Pump, 250 GPM EA 3,618.56 38,000.00 3.00 41,618.56 124,855.68

22300.100 Waste Water Sampler EA 808.40 26,087.55 275.10 1.00 27,171.05 27,171.05

Total Plumbing 4,432.22 64,091.88 275.10 0.00 0.00 0.00 0.00 68,799.20 152,266.53

Page 1 of 4

10144880P30E1R3.est 0

See "Estimate Notes/Assumptions" section for

comments on highlighted fields.MSD prepares its estimates utilizing the ICE 2000 software. The data used to create this estimate




Proj#:

Sheet:

Date:

Project:

Client:

Location:

Page 2 of 4

05/29/2008



10144880P30E1R3


05/29/2008 2:16:42PM -

Item


Labor

$

Material

$

Equipt

$

Sub

$

Equipt

Rntl $

Temp

Matl $

Other

Costs $

Total

Unit $

Item

Total $

Electrical

26000.001 Prefab Building Electrical Connection LS 1,350.40 1.00 1,350.40 1,350.40

Total Electrical 1,350.40 0.00 0.00 0.00 0.00 0.00 0.00 1,350.40 1,350.40

Communications

27000.021 Grit Tank Drain PS LCP EA 1.00 2,500.00 2,500.00 2,500.00

27000.022 Grit Tank Drain PS LCS EA 1.00 6,000.00 6,000.00 6,000.00

Total Communications 0.00 0.00 0.00 8,500.00 0.00 0.00 0.00 8,500.00 8,500.00

Earthwork

31220.028 Mass Excavation CUYD 8.03 0.85 2,464.44 8.88 21,886.94



31230.116 Haul from site 0-2 miles CUYD 3.22 1.80 2,710.88 5.02 13,600.51



31233.501 Granular Fill TON 4.86 4.70 4.29 383.36 13.85 5,309.51



31233.502 #57 Rock Fill TON 4.86 10.20 4.29 766.72 19.35 14,836.03

31233.502 #57 Rock Fill TON 4.86 10.20 4.29 766.72 19.35 14,836.03

31233.502 #57 Rock Fill TON 4.86 10.20 4.29 766.72 19.35 14,836.03

31233.503 No. 2 Rock Fill TON 3.75 8.50 4.29 2,300.00 16.54 38,042.00

31233.503 No. 2 Rock Fill TON 3.75 8.50 4.29 2,300.00 16.54 38,042.00

Page 2 of 4

10144880P30E1R3.est 0






Proj#:

Sheet:

Date:

Project:

Client:

Location:

Page 3 of 4

05/29/2008



10144880P30E1R3


05/29/2008 2:16:42PM -

Item


Labor

$

Material

$

Equipt

$

Sub

$

Equipt

Rntl $

Temp

Matl $

Other

Costs $

Total

Unit $

Item

Total $

31233.503 No. 2 Rock Fill TON 3.75 8.50 4.29 2,300.00 16.54 38,042.00

31250.002 Geo Textile Fabric #12 SQFT 0.08 0.32 48,553.44 0.40 19,479.64



Total Earthwork 74.39 71.17 46.56 0.00 0.00 0.00 0.00 192.12 339,463.87

Exterior Improvements

32110.232 Limestone sub base CUYD 4.67 12.59 11.57 17.26 199.76

32120.008 4" Pervious Asphalt SQYD 5.42 13.20 4,928.89 18.62 91,772.48

32130.002 3000 psi concrete CUYD 6.37 75.60 7.72 81.97 632.49

32130.011 Concrete paving finish SQFT 0.41 44,360.00 0.41 18,329.55

32130.011 Concrete paving finish SQFT 0.41 625.00 0.41 258.25

32130.012 Protect and cure concrete paving SQFT 0.14 0.02 44,360.00 0.16 7,133.09

32130.012 Protect and cure concrete paving SQFT 0.14 0.02 625.00 0.16 100.50

32130.016 Fine grade for concrete paving SQFT 0.25 625.00 0.25 155.00

32130.021 Add for screeds-concrete paving CUYD 4.13 0.08 547.65 4.21 2,304.91

32130.021 Add for screeds-concrete paving CUYD 4.13 0.08 7.72 4.21 32.47

32130.022 Concrete paving edge forms LNFT 2.44 0.46 3,000.00 2.90 8,691.60

32130.022 Concrete paving edge forms LNFT 2.44 0.46 100.00 2.90 289.72

32140.012 Pervious Concrete CUYD 9.74 100.50 0.75 547.65 110.99 60,783.45

32140.012 Permeable Pavers SQFT 1.85 2.94 0.25 44,360.00 5.04 223,574.40

32370.947 Galvanized Steel Pipe Screen SF 6.57 0.41 10.00 6.99 69.85



Page 3 of 4

10144880P30E1R3.est 0






Proj#:

Sheet:

Date:

Project:

Client:

Location:

Page 4 of 4

05/29/2008



10144880P30E1R3


05/29/2008 2:16:42PM -

Item


Labor

$

Material

$

Equipt

$

Sub

$

Equipt

Rntl $

Temp

Matl $

Other

Costs $

Total

Unit $

Item

Total $

Total Exterior Improvements 62.26 207.18 1.00 0.00 0.00 0.00 0.00 270.44 414,467.24

Utilities

33002.093 6" perforated PVC pipe LNFT 3.72 3.94 24,398.00 7.66 186,837.44



33102.286 PIPE, ---- , 4" LNFT 9.94 4.50 175.00 14.44 2,527.67

33102.286 PIPE, ---- , 4" LNFT 9.94 4.50 19.17 14.44 276.89

33103.166 6" PVC LNFT 5.18 2.15 192.00 7.33 1,406.86

33103.166 6" PVC LNFT 5.18 2.15 192.00 7.33 1,406.86

33103.166 6" PVC LNFT 5.18 2.15 192.00 7.33 1,406.86

33806.039 WALL BRACKET EACH 83.00 50.53 1.37 133.54 182.85

Total Utilities 129.59 77.79 0.00 0.00 0.00 0.00 0.00 207.38 567,720.32

Page 4 of 4

10144880P30E1R3.est 0





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