2013 ET Jan Final Web

January 2013
A M E R I C A N S O C I E T Y O F P R O F E S S I O N A L E S T I M AT O R S
MTU Great Lakes Research Center pg.18

Estimating Exciting Career Choice? pg.8
2013 Estimating Academy Preview pg.23
Target Value Design (TVD) A Process that Fundamentally Changes the Role of the Estimator During Preconstruction and Beyond pg.21
How to Estimate the Cost of: Installing an Electrical Distribution Center (EDC) pg. 11
for ASPE Members
FREE Software
ProEst is a powerful, easy-to-use estimating software solution that helps companies like yours quickly create accurate, competitive bids. With ProEst, you can create estimates, perform digital takeoffs, store project drawings and manage the bid day process using a single solution with one SQL database. A comprehensive materials database allows you to refine each bid to take full advantage of project opportunities, and accurately calculate the cost of any size project quickly and easily.
Key ProEst Benefits:

An intuitive user interface and Microsoft Office look-and-feel lowers the learning curve and makes it quick and easy to create detailed estimates A single solution with one database for storing all of your valuable estimate data means youll never have to search for a missing estimate or drawing file again A standardized estimating process increases efficiency, eliminates errors and presents a consistent and professional company brand Seamless integration with standard business tools, construction accounting programs and online plan rooms extends the power of ProEst well beyond estimating
Intuitive User Interface One SQL Database Integrated Digital Takeoffs
Free Estimating Software for ASPE Members

ProEst software, an official sponsor of ASPE, is pleased to offer all current ASPE members a free ProEst software and training package (a benefit worth $1,890) that includes a ProEst Lite software subscription, worry free support and maintenance and scheduled monthly training. To order your free ProEst Lite software subscription and training package, simply visit www.proest.com/aspe or call 800.255.7407 today!
ASPE Sponsor | www.proest.com/aspe | 800.255.7407
January 2013
Editor
Patsy M. Smith
January 2013
Advertising
Christian Lutz
A M E R I C A N S O C I E T Y O F P R O F E S S I O N A L E S T I M AT O R S
Design & Layout

Corey M. Seaborn
MTU Research Center

Estimating Exciting Career Choice?
pg.8
pg.18
2013 Estimating Academy Preview

pg.23
Target Value Design (TVD) A Process that Fundamentally Changes the Role of the Estimator During Preconstruction and Beyond
pg.22
To serve Construction Estimators by providing Education, Fellowship & Opportunity for Professional Development
MISSION
How to Estimate the Cost of: Installing an Electrical Distribution Center (EDC) pg. 11
5 6 7 8 11
PRESIDENTS MESSAGE
16 18 21 23 28
CertiFicatiOn cOmment cOrner
Estimating Today is the official publication of the American Society of Professional Estimators. Material in this magazine may not be reproduced or transmitted in any form or by any means (electronic, mechanical, photocopy or otherwise) without permission from the editor. It is the policy of the Society that all materials submitted for publication become the property of the Society and may or may not be published, in whole or in part, at the discretion of the editor. Opinions and views expressed by contributors do not necessarily reflect the position of ASPE, Estimating Today, or its staff.
MemBer PrOFiLe: Nominations Committee Member: Central Plains
MTU Research Center:

Project Profile
mOBiLe Apps HighLight:

Construction Apps for Estimators
Estimator During Precon & Beyond
Target VaLue Design (TVD) Changing the Role of the
Estimating eXciting career chOice?
2013 Estimating AcademY PreVieW
TechnicaL paper
MemBership Updates NeW CPEs
Send submissions to Patsy Smith, Editor Society Business Office psmith@aspenational.org
How to Estimate the Cost of: Installing Electrical Distribution Center (EDC)
Technical Paper
What successful Cost Estimators know. . . . and you should, too.
>>>>>>> AN ESTIMATORS GUIDE TO POLICIES, >>>>>>>>>>> PROCEDURES, AND STRATEGIES
How To Estimate the Cost of
INSTALLING AN
ELECTRICAL DISTRIBUTION CENTER (EDC)

submitted by Randy Smith, CPE
1) 2) 3) 4) Introduction Types and Methods of Measurement Specific Factors in Takeoff and Pricing Overview of Labor, Material, Equipment, Indirect Costs, and Approach to Mark-ups 5) 6) 7) 8) 9) 10) Special Risk Considerations Ratios and Analysis Testing the Bid Misc. Pertinent Information Sample Sketch Sample Takeoff & Pricing Glossary
Randy Smith, CPE began his career in the estimating eld in 1993 after one year at Henderson State University, where he played baseball for the Reddies. He began his career working with Little Rock Electrical Contractors, Inc as an estimator working directly for the Senior Estimator. He performed take-os and entered the data into the estimating software program. In 1996, he expanded his duties at Little Rock Electrical, becoming a project manager. In 2004, Randy became Vice President of Operations while continuing to estimate and manage projects for the company. In 2008, he joined forces with partners in ownership of the company, where he was the President and majority stock holder. In 2012, Randy began a new path on his own, creating an estimating company, Accurate Estimate. He currently works for multiple clients, performing take-os and providing estimates, as well as giving advice from his 20 years experience in the electrical industry. Randy is currently a member of ASPE Chapter 33 out of Little Rock, Arkansas.
www.aspenational.org
January 2013
11
January 2013
BOARD OF TRUSTEES 2012 - 2013 President

Joe Flemming, CPE president@aspenational.org
Society Business Office

American Society of Professional Estimators 2525 Perimeter Place Drive - Suite 103 Nashville, TN 37214
615.316.9200 (Phone) 888.378.6283 (Toll Free) 615.316.9800 (Fax)
STAFF
Tanya Graham tanya@aspenational.org Certification Admin. Accreditation GEK & DST Testing Tina Cooke tina@aspenational.org Bookkeeping Membership Online Classes Corey M. Seaborn corey@aspenational.org Graphic Design Publications Website Management
www.aspenational.org Christian Lutz Assistant Executive Director

christian@aspenational.org Advertising Marketing Tradeshows Education
First Vice President

Doyle T. Phillips, CPE doyle.phillips@nabholz.com
psmith@aspenational.org Society Management Human Resource Membership Convention Planning Website Accounting Chapter Development
Patsy M. Smith Executive Director
Second Vice President

Mark Puente mark.puente68@gmail.com
Third Vice President

Marcene N. Taylor, CPE mtaylor@mticost.com
Northwest Governor
Walter Lemon, III, CPE walt@europa.com
Your suggestions and comments are always welcome. Let us hear from you. This is your magazine.
Southwest Governor
Scott L. Eaton, CPE seaton@tcco.com
Quote of the month:

"You can never solve a problem on the level on which it was created." Albert Einstein
Swiss-American mathematician, physicist and public philosopher (1879-1955)
Central Plains Governor

Daniel Frondorf, CPE dan@dgfrondorf.com
Send us your favorite quote or saying to share with our Society!

Members Only Section: Log in here Remember, your username is your Member Number and your password is your full email address.
Southeast Governor
Chris Peace chris.peace@skanska.com
Northeast Governor
Bruce Schlesier, CPE bruce_schlesier@msn.com New Career Search Tool: Searching for a career advancement and opportunities is a daunting task. ASPE understands this and wants to make the task a little more accessible! Our website now has a new career search tool available on the homepage. Try it out. Its targeted, easy, and affordable. The results are priceless.
Immediate Past President

B. Keith Jones, CPE bkj0704@gmail.com
Treasurer (appointed position)

John B. Stewart, FCPE jbstewart@sundt.com
January 2013
Members & Readers
Message from the President

Joe Flemming, CPE, LEED AP National President
want to wish you a Happy New Year from myself and the entire Board of Trustees. Lets all hope that 2013 shows us a healthy recovery for our industry and our Society.
Our Society membership is still struggling. In a down economy, the first thing that seems to be given up is the non-work related activities. Sometimes businesses stop paying for memberships and individuals dont see the reason to continue their membership on their own. It is hard for me to understand this. When I first joined ASPE, it was because my boss attended an AGC meeting and learned about ASPE. He encouraged me to go to a meeting. After the first meeting, I saw the benefit of the Society and the camaraderie of the members. I enjoyed the education and the hanging out with my peers and competitors. I immediately filled out the application and a CPE application the next week. My company supported my endeavors. A few years back, I was laid off due to the economy. Wouldnt you know it; it was right when ASPE dues came around. Especially when one is unemployed, the thought of dishing out a couple hundred dollars for a membership is painful. Even though my unemployment check was only $400/week, I knew I had to keep my membership active, so I paid it myself. A few hundred dollars is a small cost to pay for something you believe in. A few months later, I had a new job. I got that job through my ASPE connections. Now, my company supports my ASPE habit because they see the benefit of ASPE. Do they get more jobs because they pay my membership? No. Do they get better pricing from certain subcontractors because of my ASPE membership? Probably not. Am I a better estimator because of everything I learn at ASPE meetings? Maybe a little. Am I a better person because I volunteer to help make our profession more knowledgeable and better recognized? Probably. You get out of ASPE (or any organization) what you put into it. If your company doesnt see the value of ASPE, do you? Are you putting enough into ASPE to get something out of it? As a New Years resolution, I encourage all members to invite one nonmember to attend the next ASPE meeting. After the meeting, ask them to join. Tell them why you joined and what you get out of your membership. May the New Year bring you plenty of work, an abundance of happiness and good health.
A few years back, I was laid off due to the economy I knew I had to keep my membership active. A few months later, I had a new job. I got that job through my ASPE connections.
December 2012
MemBer PrOFiLe
Jeremy Adkins, CPE

Nominations Committee Central Plains Region
President - Central Indiana Ch. 59
y construction career started in an odd way. I was approached by the Vice President of Operations at a large general contracting firm located just outside of Indianapolis. This gentleman and I talked nearly every day. He would be standing outside of our apartment complex when I would get home from work. We never talked construction mostly just general conversation. He kept telling me that he needed a guy like me, and I should get my resume to him. I finally did. Had an interview with them, and three weeks went by without any word. I assumed nothing would come of it, but one day he came to my door and said you start on Monday. Thats how I started as a project engineer. Within a year I graduated to being a general superintendent. Approximately a year after that a position opened up in estimating. I showed some interest in doing it, and they gave me a chance. Once I started estimating I really enjoyed it, and have been doing it ever since. I am currently employed with Lee & Ryan, Inc., a Service-Disabled Veteran-Owned Small Business (SDVOSB) and U.S. Department of Veterans Affairs Certified Veterans
Enterprise registered contractor. Lee & Ryan is one of the fastest growing environmental, construction, and SDVOSB contractors in the Midwest, East, and Southeast, headquartered in Greenfield, IN and offices also in Chicago, IL and Atlanta, GA. Since our inception in 1996, we have performed both Environmental and Construction work throughout the United States for both Federal and private sector clients. My experience in construction estimating includes aviation hangers, car dealerships, municipal buildings, K-12 schools, higher education, light industrial facilities, hospitals, multi-family, retail, dormitories, restaurants, and office remodels. I have been associated with ASPE for nine years. I have gotten many things from being involved in ASPE. I have been able to make many friends through ASPE both locally and nationally. I have now served as the President of the local chapter as well as being a part of the National Nominations Committee. My fellow board members and I are looking forward to growing our chapter in 2013.
Jeremy Adkins, CPE Estimator Lee & Ryan, Inc. (SDVOSB) American Society of Professional Estimators Member since 2003, Central Indiana Ch. #59 Certified Professional Estimator Experienced in estimating for aviation hangers, car dealerships, municipal buildings, K-12 schools, higher education, light industrial facilities, hospitals, multi-family, retail, dormitories, restaurants, and office remodels.
ASPE Online Classes

Education at your fingertips.
Check our updated schedule through 2014.
Self Paced Classes can be started at any time.

101 Introduction To Construction Estimating (Start anytime) 102 Essential Construction Math (Start anytime)
January 14, 2013 March 24, 2013

103 Construction Blueprint Reading 105 Estimating and Bidding 1 106 Estimating and Bidding 2 107 Construction Materials and Processes 202S Oral and Written Communications 204P Contract Documents and Construction Law 205T Planning and Scheduling 301 Fundamentals of Green Building design and Construction 302 LEED for New Construction: Applying the Guidelines 305 Building Green Buildings: The Contractors Perspective
http://www.aspenational.org/Education_OnlineClasses.aspx
Textbooks are provided for 100 & 300 level classes. Students must purchase textbooks for 200 level classes separately. See class syllabus for more information.
January 2013
MOBiLe Access
Januarys Highlights
Start utilizing your mobile devices capabilities with the list on ASPEs national website.
CamCard
CamCard is a professional business card reader and business card scanner. Simply take a picture of a business card, CamCard recognizes the business card and saves contact information in Card Holder Address Book. Key Features: Scan card, recognize card and save in Card Holder and iPhone Address book, Gmail or other Exchange account. All your cards can be saved in the Cloud securely, privately, and never missing. Restore cards in case of accidental deleting. Manage and Synchronize cards across multi-devices with Cloud Sync. QR Code creation and recognition Share cards with QR Code Email Recognition Export all cards to vCard or Excel files LinkedIn search and send invitations Make notes to cards Great app for when you are going to a show and get a lot of business cards. https://itunes.apple.com/us/app/camcard-business-card-scanner/id347803339?mt=8
Keynote
Keynote makes it easy to create, deliver, and share stunning presentations on your iPad, iPhone, and iPod touch. No matter which device youre on, iCloud keeps your work up to date across them all automatically. Choose from 12 Apple-designed themes and youre already off to a great start. Design your presentation using your choice of slide master, animations, fonts and style options or drag your Microsoft power point presentation in and use it via Icloud. Great tool for presentations on the go or if your just trying to win the job. Very powerful tool and has many options available. http://www.apple.com/apps/keynote/ Is there a mobile app that YOU use regularly? If so, ASPE wants to know about it! Send your recommendations/suggestions to: maalsgaard@ftch.com Mike Alsgaard, CPE | Chair, National Education Commmittee
January 2013
Career-Wise
Estimating Exciting Career Choice?

by Todd Piepergerdes, CPE Preconstruction Specialist | Nabholz Construction National Education Committee - SE Region member of Arkansas Ch. 33
Is estimating an exciting career? If you were a high school or college student today would you seriously consider a career in estimating? Sure it can be demanding, stressful and tedious but I think estimating is exciting and rewarding, especially today. Setting aside how important and relevant estimators have always been (contrary to any beliefs some of our construction colleagues have) in the construction industry, the days of simply sitting behind a desk and crunching numbers are behind us. Unless you work for a true hard-bid contractor or subcontractor that may still be true. For those contractors that use alternative delivery methods or negotiate work, the estimators role has changed.
oday many estimators must play greater roles in front of clients and designers possessing communication skills that were not always high on an employers list of required skills. A significantly growing number of clients today are more demanding, thus requiring estimators to understand various procurement/delivery methods (i.e. Integrated Project Delivery or IPD), forever changing technology (i.e. Building Information Modeling or BIM) and sustainability (i.e. LEED). These are some of the things that require todays estimator to take a more prominent role in assisting clients who must make decisions as to whether a project will not only meet their program needs, but will the project even get built due to possible budget concerns. Estimators today are challenged to be proactive and help clients find meaningful solutions for their projects. The major challenge of getting the younger crowd excited about estimating is changing the attitudes of colleges/ universities and the construction industry itself. Most construction management programs at colleges/universities only require two estimating classes for graduation. Now I understand there is a lot of ground to be covered in the curriculum, but a study done ten years ago by Auburn University shows that student perceptions and attitudes
regarding a career in estimating were less than positive. I believe the same study today would produce similar results. We also cant deny that many companies, directly or not, foster the belief that the only viable path to leadership positions is through field operations or project management. I believe with new technologies and changing client needs, the additional skills required can make estimating an exciting career choice for those entering the industry today. In 2010, the Bureau of Labor Statistics showed estimating as a top 10 career in regards to growth (25%) through 2020, while Money and PayScale.com say construction estimating is a top 100 best jobs. Impressive when you think of all the careers that are out there. What we can do is remain proactive with our alma maters and local colleges encouraging additional estimating courses and promoting our chosen career at job fairs in high schools and colleges. Probably the toughest sell is within our own industry trying to change an attitude that has been around for a long, long time. I would suggest open dialogue with company executives that demonstrate the greater value estimators have today versus years gone by. Those entering the industry today hopefully see greater opportunities in an estimating career.
January 2013
ASPE Award Submittal Time! Go Electronic!
ave time, money, and energy on your 2012-2013 Award Submittals. New this year, ASPEs Award Committee will only be accepting submittals electronically; no hard copies will be accepted. Instead of saving files to multiple discs or printing your completed submittal and sending them in the mail, we are asking applicants to complete the Intent to Submit form that will allow for uploading the submittal, in a continuous PDF file, to the Awards Chair via Sharefile.
The links below will provide you with the Intent Form and Instructions PDF that will explain how the uploading to Sharefile works. The award forms are being updated to reflect the change in submittal procedures. For questions, contact: Patsy Smith, Executive Director at 615-316-9200 or email: psmith@aspenational.org
Submit Your Best Program, Event, Newsletter, Fundraiser, etc.
Be A Winner!
Who will WIN in 2013?
If you have a program that youre proud of, submit your Intent Form today! Intent forms are due to the Society Business Office by February 28, 2013.
2012, American Society of Professional Estimators (ASPE) | 2525 Perimeter Place Drive, Nashville, TN 37214
10
January 2013
Technical Paper
What successful Cost Estimators know. . . . and you should, too.
>>>>>>> AN ESTIMATORS GUIDE TO POLICIES, >>>>>>>>>>> PROCEDURES, AND STRATEGIES
How To Estimate the Cost of
INsTaLLiNG aN
ELecTRicaL DisTRiBUTioN CeNTeR (EDC)

submitted by Randy Smith, CPE
1) Introduction 2) Types and Methods of Measurement 3) Specific Factors in Takeoff and Pricing 4) Overview of Labor, Material, Equipment, Indirect Costs, and Approach to Mark-ups 5) Special Risk Considerations 6) Ratios and Analysis Testing the Bid 7) Misc. Pertinent Information 8) Sample Sketch 9) Sample Takeoff & Pricing 10) Glossary
Randy Smith, CPE began his career in the estimating eld in 1993 after one year at Henderson State University, where he played baseball for the Reddies. He began his career working with Little Rock Electrical Contractors, Inc as an estimator working directly for the Senior Estimator. He performed take-os and entered the data into the estimating software program. In 1996, he expanded his duties at Little Rock Electrical, becoming a project manager. In 2004, Randy became Vice President of Operations while continuing to estimate and manage projects for the company. In 2008, he joined forces with partners in ownership of the company, where he was the President and majority stock holder. In 2012, Randy began a new path on his own, creating an estimating company, Accurate Estimate. He currently works for multiple clients, performing take-os and providing estimates, as well as giving advice from his 20 years experience in the electrical industry. Randy is currently a member of ASPE Chapter 33 out of Little Rock, Arkansas.
January 2013
11
HTETCO: iNstalliNg aN electRical distRiBUtioN CeNteR (EDC)
1. Introduction
The purpose of the following technical paper is to provide the reader some general information on how to properly estimate the installation of an Electrical Distribution Center or EDC as it is often referred in the construction industry.
compare how the installation of EDC units is one of the ways that owners have been able to achieve this goal.
2. Types and Methods oF MeasURemeNTs

There are many factors that comprise the complete installation of any EDC such as the underground rough-in of conduits to other EDC units or panel boards, as well as the overhead installation of roof top units. However, this paper will only focus on the actual installation of an EDC unit. Any piece of switchgear cannot actually be considered installed until it has been fed from its power source. For our purposes in this article, we will focus on the installation of a 3,000A unit that will be installed inside a large box retail store. Here are a few things that an estimator will need to know in order to properly account for the material and labor to install this unit:
It is imperative to obtain the manufacturers shop drawings, rigging diagrams, and equipment specifications of the unit. It is also important to know the weight of the unit (we will discuss reasons later on). If at all possible, the estimator should tour an existing store which has an EDC in place or better yet, request permission to view the installation process during an on-going construction process.
estimating today. Any loose switchboard, panel board, or other smaller EDC unit, which is not installed within the main EDC unit, will either be fed underground, such as the secondary service entrance, or overhead to power the AHU. The one-line diagram shows an example of these two feeders. For the Main Switchboard within the EDC1 unit, we are installing a 3000 amp, 480/277V, 3 phase, 4 wire system. Therefore we are to include (8) sets of 4 PVC schedule 40 conduits with each conduit containing (4) #750kcmil aluminum wires. The estimator will notice that on this one-line diagram, an option to run copper or aluminum is offered. To be most competitive, aluminum wiring should be chosen, due to the fact that aluminum wiring is less expensive to purchase than copper wiring. Typically, this secondary service will be one of the largest single assemblies in your estimate; so much consideration should be given in order to estimate it accurately and competitively. For this paper however, we will only focus on the setting in place of the EDC unit and the hours and materials associated with it. Once the estimator completes the underground rough-in portion of the estimate, that is any feeder entering or leaving underground from the EDC unit, including the grounding to footers and water pipe, as well as any stub-outs for the telephone service, it is time to review the installation of the 3,000A EDC unit. It must be understood that certain scopes of work must be completed in sequence to allow for a smooth project. All parties have their role to play. The building pad has to be prepared, then the conduits are to be roughed in place, after this the concrete can be poured around the conduits. Once the block walls have been installed, we are ready to place the EDC unit. On the day of the arrival of the EDC unit, several hours will be required to ensure that there is a smooth transition and placement of the EDC unit onto the pad safely from the delivery truck. A 10 ton crane is recommended to unload an EDC unit of this size. It is recommended that the estimator sub out this portion of the project. A crane company is typically more experienced in setting large equipment, and therefore able to perform the task of unloading the unit with more efficiency than that of the Electrical Contractor. The estimator should include in his estimate a company that is familiar with unloading large pieces of equipment and is licensed and insured. A crew of 3 4
Main CSI Division:

16000 - Electrical
Main CSI Sub-Divisions:

16050 - Basic Electrical Materials and Methods 16100 - Wiring Methods 16405 - Electrical Distribution Center
Brief Description
The Electrical Distribution Center or EDC was introduced to the construction industry as a time saver, and time is money. These EDC houses are constructed as a single unit containing switchboards, panel boards, dry type, step down transformers, grounding conductors from each transformer to ground chase through the floor of the EDC, plywood mounting boards for the low voltage systems, general duty service receptacles, light fixtures, and switches. Nearly all switchgear manufacturers have EDC units available, ranging from large 4,000A units to smaller 400A units. Each unit is UL listed and is preassembled and each EDC is specifically designed at an offsite manufacturing facility, according to the specific needs and requests of the owner. The larger EDC houses are also constructed with detachable lift connections for easier installations. The other key aspect of the design of the EDC house is that each one is manufactured and delivered as weatherproof units. It is important to maintain these units in their weatherproof condition until the building is fully enclosed. This allows the switchgear to be heated up early and used as the main temporary power source. In todays commercial construction market, time is truly of the essence. Owners are expecting their projects completed faster, and at the same time expecting their projects to be built for less money. Historically, the typical large box retail stores were constructed with the schedule in mind and the cost for construction was less important. That is not to say that money was no object, not at all, but the owner wanted to sell his merchandise as quickly as possible. Therefore, many overtime hours had to be figured in order meet critical grand opening dates, which drives up the cost of a project. Today, however, these same large box retail owners are getting both, quick construction schedules as well as less expensive projects. In this article, we will discuss and
After the estimator has reviewed the specifications regarding the EDC house and its physical layout, it is now time to review the EDC house that is drawn within the electrical sheets of the project. When we turn to the one-line drawing schematic of this EDC house, we will notice several things of importance (refer to sheet 9 for schematic drawing). One of the first things the estimator will notice is the bolder dashed line that designates all the panel boards and other equipment located within the EDC House (EDC1 per the sketch). These items have all been pre- installed from the factory. The second item to notice is the smaller dashed lines running from the MSB to other panel boards or equipment within the unit. These lines represent the conduit and wiring that has been installed by the EDC manufacturer of the specific unit at the factory. However, it is important to know that per the electrical specifications, the installer of the EDC unit is responsible to check every termination that was made at the factory and re-torque, if required, per the manufacturers instructions. The next phase of the estimate we consider is the rough-in portion of the EDC house. There are typically many underground feeders leaving a large EDC unit, such as we are
12
January 2013
experienced technicians is required to assist the crane company with the setting of the unit in its correct location. This process will range in time from 1-4 hours depending on the size of the EDC unit. It is recommended for a 3,000A unit, 4 hours for 4 men be included. During the shipping process of the EDC unit from the factory to the jobsite, it is very likely that some of the factory terminations have worked loose, and therefore the verification process of each termination falls on the responsibility of the electrical contractor. Documentation must be done in the field verifying this work was inspected and completed.
4. Overview of Labor, Material, Equipment, INdiRecT CosTs aNd Approach to Mark-Ups

The total price to install an Electrical Distribution Center can broken down into the following categories: labor, material, equipment, indirect costs, and mark-ups (overhead and profit). An electrical estimator should take time to review all plan documents and specifications to accurately provide a proposal to the GC. We will take a detailed look at each of these categories.
Material
Accurately estimating the cost of materials for most projects can be difficult. With the daily ups and downs in the commodity markets, a good estimate can go south overnight. The job of an estimator is to get the best price of his/her material on bid day and consider the following; when will this project be awarded? This answer can determine how aggressive the estimator can be with the materials. It is recommended a note be added to the scope letter indicating the electrical proposal is good for 30 days, which is standard.
3. Specific Factors in TaKe-oFF aNd PRiciNG

Consideration for the installation of the EDC house needs to occur many weeks prior to the completion of the underground roughin. It is typically the responsibility of the electrical contractor to ensure proper delivery of the unit. The estimator will need to include the cost for a crane to set the EDC house in place. It is recommended that the estimator call prior to bid day for pricing from at least two different sources, and should only deal with those firms who are familiar with setting larger EDC houses. The estimator should ensure that the crane company is including a crane large enough to pick up the EDC house from the delivery truck and set it directly on the pad. The estimator should also verify the pricing includes spreader bars to eliminate the possibility of the slings, which are used to hoist the unit, from pinching the sides and damaging the unit. Fluctuation of material costs is always something an estimator should consider. Steel, copper and even aluminum products tend to fluctuate on a weekly basis. It is recommended that the estimator send out his bill of material for these products to an electrical supply house for accurate and up to date pricing. Historically, each EDC is furnished by the owner. Even though the unit is provided by others, this is something that the estimator should consider. When the estimator has completed the take-off and has arrived at job cost, the percentage of mark-ups should be adjusted slightly higher due to the fact that the electrical contractor does not get to include mark up on the quoted materials.
Labor
Labor is obviously a critical part in any successful project. A smart crew leader, along with competent skilled electricians is the key to success. The crew is composed of many men, all with varying degrees of skill, experience, and hourly compensation. The estimator is required to know (or at least closely anticipate) the crew rate for each project in order to provide the electrical contractor with the best chance of success. Below is an example of how a crew rate was derived for the installation of a 3,000A EDC unit (see Table 1). It is important for the estimator to be familiar with the burden rate that is added on top of the hourly rate per electrician and to make sure this cost is included in his/her estimate. Each project could, and most likely will, require different crew rates. The larger projects could have one to two additional foremen. A discussion on bid day with the General Superintendants can be very advantageous for the estimator. For example, the General Superintendant can inform the estimator of certain employees that will be available for this project should it be awarded in the future. If the estimate is built around this factor, it will increase the chance of success. The estimator is also required to know whether the project will require Prevailing Wage Rates, such as for a government facility. If so, the estimator should familiarize himself with the Davis Bacon Act. This document will instruct him on the hourly rate required to pay, as well as the fringe benefits.
Equipment
For every project careful consideration should be given to what type of lifts will be required and how many lifts will be needed to successfully meet critical deadlines. Having the right equipment on site can lead to a successful project. For example, utilizing cranes to set the EDC instead of two sky tracks will save money and time, but greatest of all is it is safer method of installation.
Indirect Costs
Indirect costs are simply those costs not directly associated with the construction of the project, at least not 100% of the time. For example, some of the major indirect costs of a project will be the Project Manager and the General Superintendant. Neither one of these positions is located on the construction site full time, yet both are critical in the success of the project. To properly account for this cost, a percentage of hours should be included in the estimate. Projects that will require daily work from the Project Manager or weekly jobsite visits by the General Superintendant will require a higher percentage. A typical large box retail store should include 5% of the overall estimated hours for each of these positions. A typical government facility project should include 15% of the overall estimated hours. Larger projects, those over 10,000 man hours should also consider time for a material person on site. Many hours are wasted by an electrician on a daily basis rounding up the material he/she needs to install. A material person can help alleviate these wasted hours.
Table 1. Labor/Crew Rate/Burden

Paving Labor Foreman Journeyman Apprentice Crew 1 2 4 Hours 17.15 34.30 34.30 Rate $ $30.00 $25.00 $15.00 Subtotal $514.50 $857.00 $514.50 Brdn 30% 30% 30% Brdn Total $154.35 $257.25 $154.35 Total $668.85 $1,114.75 $668.85 Full Rate $39.00 $32.50 $19.50
January 2013
13
Mark-Ups
A project can be deemed successful in different ways and for different reasons, but ultimately, the success of a project is determined by the profits at the end of any project. Every estimate should include markups, also known as overhead and profits. The percentage of profits that an estimator should include is based on the difficulty of the project. Some other factors that should be considered are the duration and location of the project. A 10% mark-up for overhead and 5% mark-up for profits is good starting point. Difficult projects should have increased levels.
5. Special Risk CoNsideRaTioNs

There are several items to consider should you be awarded this project. First is the delivery of the EDC unit to the jobsite. In order to be as efficient as possible, and to maintain the profits included in the estimate, the pad for the EDC should be poured and ready to receive the EDC unit when it arrives. If the
pad is not ready, and the EDC unit arrives, the only choice is to unload the EDC unit and set it off to the side with the crane. Then when the pad is ready, the crane is needed for a second time to put the EDC unit in place. This second trip for the crane, is not included in the original estimate and nor should it be, therefore it can only be paid out of the anticipated profits figured. Co-ordination with all other subs is imperative to ensure a profitable project. A second concern is that the roof of the building not be installed prior to the EDC unit arrival. If so, using a crane is no longer an option, and this will bring about additional labor hours to install the EDC unit. It is mandatory for the EC to keep up with the project to ensure it meets these critical dates of the project.
be considered. The location of the project should be considered for the delivery of materials to the jobsite in a timely manner. The General Contractor is another variable to consider. An experienced General Contractor, who maintains the schedule can increase the bottom line for a subcontractor.
7. Misc. Pertinent INFoRmaTioN

One thing an estimator needs in order to perform an accurate estimate is time. Today many contractors are trying to bid too many projects and not allowing the estimator sufficient time for thorough bid process. Time is required in order to review all project documents including the architectural drawings.
6. Ratios and Analysis

An estimate is just that, an estimate. The only method that is proven to determine an estimates accuracy is the historical data from similar previous projects. However, it is imperative to know that even projects that are identical as far as layout, other factors should
8. Sample Sketch
See sample sketch below.
14
January 2013
9. Sample Take-off and Pricing

One thing an estimator needs in order to perform an accurate estimate is time. Today many contractors are trying to bid too many projects and not allowing the estimator sufficient time for thorough bid process. Time is required in order to review all project documents including the architectural drawings.
Description
#12 WIRE POWER TERM #10 WIRE POWER TERM # 8 WIRE POWER TERM # 6 WIRE POWER TERM # 4 WIRE POWER TERM # 3 WIRE POWER TERM # 2 WIRE POWER TERM # 1 WIRE POWER TERM #1/0 WIRE POWER TERM #3/0 WIRE POWER TERM #4/0 WIRE POWER TERM #250 WIRE POWER TERM #350 WIRE POWER TERM UNLOAD EDC AND SET PLACE CLEAN/WIPE DOWN EDC REMOVE WP ROOF REMOVE DOOR PACKAGING
Qty
240 130 30 14 2 2 6 4 8 16 6 4 12 1 1 1 1
U
E E E E E E E E E E E E E E E E E
Cost
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00
Labor
0.09 0.11 0.14 0.17 0.21 0.23 0.25 0.29 0.32 0.39 0.43 0.47 0.54 16.00 1.00 2.00 1.00
Unit
E E E E E E E E E E E E E E E E E
Total Mat
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 0.00 5.00
Total Hrs
21.60 14.30 4.20 2.38 0.42 0.46 1.50 1.16 2.56 6.24 2.58 1.88 6.48 16.00 1.00 2.00 1.00 85.76
Labor Type
FOREMAN JOURNEYMAN APPRENTICE
Crew
1.00 2.00 2.00 5
Hours
17.15 34.30 34.30 85.76
Rate
$30.00 $25.00 $15.00 $22.00
Sub
514.50 857.50 514.50 1,886.50
Brdn %
30.000 30.000 30.000
Brdn Tot
154.35 257.25 154.35 565.95
Total
$668.85 $1,114.75 $668.85 $2,452.45
Full Rate
39.00 32.50 19.50 28.60
Indirect Labor
PROJECT MANAGER GENERAL FOREMAN
Lbr %
5.000 5.000
Hrs
4.29 4.29 8.58
Rate
$25.00 $35.00 $30.00
Total
107.25 150.15 $257.40 (Note that since these positions are salaried, there is no burden)
Equipment
CRANE - 10 TON (per Hour)
Qty
1.00
Hrs
4.00
P/Hr
$200.00
Total
$800.00
Final Pricing
Database Material Material Tax-9% Material Total Direct Labor Indirect Labor Labor Total Equipment Total Cost Overhead-10% Subtotal Profit-5% Selling Price
Value ($)
5.00 0.45 5.45 2,452.45 257.40 2,709.85 800.00 3,515.30 351.53 3,866.83 193.34 4,060.17
January 2013
15
10. Glossary
EDC or Electrical Distribution Center: a preassembled unit of a certain ampacity that may include 480V panels, step down transformers, 208V panels, communication boards, lighting, and receptacles. All items are pre-wired from the EDC manufacturers facility and shipped complete to any location. Loose Switchgear: any panel, 480V or otherwise, that is not included within the EDC unit. AHU: Air Handling unit Feeders: the conduit and wiring that is installed from one panel or power source to another. Feeders can be installed underground or overhead. GRC 90: GRC is an acronym, it stands for Galvanized Rigid Conduit. 90 is a term used in the routing of a feeder. The conduit feeder turns 90 degrees. A GRC 90 is a fitting that is used on larger conduits in lieu of bending the conduit to 90 degrees. General Superintendant: a position within an organization who oversees numerous projects at a time. A jobsite Superintendant will work directly for a General Superintendant. Fringe Benefits: is the compensation to employees in addition to their hourly rate of pay. The fringe benefits of a project vary from one to the other and from city to city and state to state. Overhead: simply stated, overhead is the cost of doing business on a daily basis.
Certification Comment Corner

s we start the new year, and as Chairman of the Certification Committee, I would like to express a special Thank You to all of the committee members. Most of the ASPE members are not aware of the dedication required to work on this committee. Questions arise on any day, at any time. This committee as a whole has been very quick to respond to any issues. Thanks to all of the certification members. As we start a new year we will make even more progress. Committee members, I look forward to seeing you in January, we have a lot of business on the agenda. Your dedication is greatly appreciated by this chairman. Thanks again, and see you soon!!!
This column is dedicated to the issues of the Certification Program and will allow you as members to get answers to frequently asked questions. As a continuing article, we are responding to various comments made in the questionnaire. Comments will be grouped by topics in an effort to address as many as possible. Thank you for your continued interest and support!
QUESTIONNAIRE ANSWER: I suggest that there be a periodic review of all exams by current CPE members to make certain that mistakes are eliminated for candidates. It looks a bit unprofessional if we have tests that dont match up with the question sheet. If they arent already doing so, the exams should be updated periodically, say every 3 or so. COMMITTEE RESPONSE: This comment is acknowledged. We continuously strive to improve, update, and correct any deficiencies in the testing processes. This includes updates of code issues, formats, specifications, and industry nomenclature standards. The current process allows any candidate to document problems within a specific test. The Certification Committee is constantly monitoring the tests to insure that they are up to date with the industry standards. While every three years may be acceptable, we strive to exceed this time period. This part of the certification process is an ongoing task that never ends. All CPEs should feel free to jump in and offer assistance in this effort. QUESTIONNAIRE ANSWER: I have no suggestions or improvements to be made. I am a retired Professional Estimator for the last 12 years. Worked for 40 years as ESTIMATOR with various capacities. ASPE is doing great job in educating and training new Estimators. Keep up the good work. COMMITTEE RESPONSE: It is January and we are starting a new year. For the Certification Committee we appreciate the positive feedback, and will strive to maintain and improve the certification processes. Dan Ergle, CPE Chairman, on behalf of the Certification Committee
Applications, Brochures, Forms, & Information:
REMINDER TO ALL CPEs: If you have any changes in your information such as mailing address, company name, contact numbers, and e-mail addresses please get this new information to the Society Business Office as soon as possible. 615.316.9200 | tanya@aspenational.org
http://www.aspenational.org/CPEapplications.aspx
16
January 2013
Project Profile: Michigan Technological University (MTU)
Great Lakes Research Center

submitted by Mike Alsgaard, CPE Conceptual Estimator | Fishbeck, Thompson, Carr & Huber National Education Committee - Chair member of Western Michigan Ch. 70
ichigan Technological University (MTU) envisioned a new campus facility to house laboratories for Great Lakes and other freshwater biological, chemical, and physical research, as well as to support instruction and outreach efforts. In addition, the University wanted the facility to be located on, and act as a catalyst for rediscovery of, the campus waterfront and lead the development of this under-utilized campus asset, transforming the waterfront area from a campus service and utility area to a prominent role on the campus.
18
January 2013
Project Profile:
Michigan Technological University (MTU) Great Lakes Research Center

designed by: Fishbeck, Thompson, Carr & Huber, Inc. (FTC&H)
designed the Great Lakes Research Center (GLRC), a 55,000-sf, 5-level facility that exceeds these goals. The building is organized into three zones: Zone 1 A central, 4-level public accessible zone. It contains a large meeting room and prefunction hall space to conduct academic lectures, seminars, demonstrations, and symposia. The zone also contains spaces that contribute to the Universitys K-12 student outreach programs, such as a Limnology Lab, a Computing Lab, and a Geowall visual display. Zone 2 A 5-level research zone. This area has controlled access off the central public zone, and contains the research laboratories and offices. The basement level and the top (penthouse) level house mechanical and electrical systems supporting the laboratories and other parts of the building. Also included in this zone is a computer Data Center, where computer and supercomputer servers are located in a temperature and power controlled environment. Zone 3 A single-level high bay research vessel zone. Commonly called the boathouse, this area contains space to store and maintain University boats indoors over the winter, and research equipment used out on the water. The building, positioned on a compact site on the lower elevation of campus, is along the shores of the Keweenaw Waterway and includes dockage for University vessels. The project replaced three, steel fuel oil tanks and their containment dikes that previously occupied this area. >>>
FTC&H
January 2013
19
MTU Research Center - continued
Functional building efficiency is maximized through the use of an 11x28-foot laboratory planning module and the integration of a utility spine situated between the laboratories. The planning module provides flexibility for future modifications as needs change. Vertical alignment of the utility spine with the basement mechanical room and mechanical penthouse provides an effective, flexible, and cost-efficient distribution of utilities for laboratory spaces. The boathouse provides the University with proper facilities to support field research activities on Lake Superior and other bodies of water, while keeping the fuels and other fluids needed for the vessels separate from the main building zones. Outreach areas provide the opportunity to connect research knowledge to public awareness of issues facing the worlds freshwater resources.
Original or Innovative Application of New or Existing Technology

The GLRC utilizes a unique heating system that draws heat from the exhaust stream of boilers at the nearby campus central heating plant through the use of a condensing economizer. This heat, which would otherwise be wasted up the boiler stacks, is instead recovered in the form of hot water, which is then pumped to the GLRC through a tunnel and utilized as the heat source for the majority of the building. Minimizing energy use is always a priority in building design, particularly in laboratory facilities, which typically have higher heating and cooling demands than conventional buildings. To reduce cooling energy usage and cost, the GLRC design capitalizes on the local climate and utilizes natural ventilation of non-laboratory spaces. Laboratory spaces are situated in the center of each floor, and non-laboratory spaces with operable windows are located on the perimeter, thus maximizing natural ventilation potential. However, it can still be difficult to achieve natural ventilation where non-laboratory spaces are placed in close proximity to laboratories they support, because negative laboratory pressurization must be maintained to ensure safe capture of odors and exhaust. In the GLRC design, natural ventilation was achieved through the incorporation of pressure control systems and mechanical assistance to the ventilation path. The significant amount of exhaust air from laboratories is often a logical place from which to recover heat for reuse in a building, to conserve energy. However, in a building where virtually all of the heat is derived from waste heat at little cost, a reasonable payback for heat recovery equipment is difficult to demonstrate. Since the heat exhausted up the stacks at the heating plant may have more value in the future, provisions have been made in the GLRC for future reclamation of heat rejected in the laboratory exhaust and the considerable heat rejected from the computer Data Center in the building. University faculty members were keenly interested in including storm water infiltration systems such as bioswales or rain gardens in this project. However, the compact site left no surface area on which to construct such features. FTC&H instead designed a simple underground infiltration system in which surface storm water is carried to a large underground perforated pipe installed level in a bed of stone. The collected storm water has time to infiltrate into the ground before any excess exits the pipe through a relief drain.
The buildings architecture provides a distinct and personal image for the facility. The buildings forms, materials, and technology integration help reinforce the buildings ties to water. For example, exposed structural bracing and horizontal cable railings are reminiscent of ship construction. The prominent curtain wall clad Prefunction area resembles a ships wheelhouse. Light blue tinted glass connects the building with the water wrapping around two sides of the site. The facility also reinforces its ties to its natural and historical setting, providing vistas up and down the waterway and across the first vegetated roofs installed in Houghton, Michigan. The boathouse roof doubles as an outdoor plaza accessible from the Prefunction area. Outfitted with concrete pavers wrapping around a vegetated roof, the views of the surrounding countryside are breathtaking. The masonry building exterior draws its appearance from sandstone cliffs of the Pictured Rocks National Lakeshore and other Michigan locations. The colors of the exterior metal panels resemble those of metal clad mining buildings routed in the areas history. Electronic data displays of ongoing research and building diagnostic data visually connect students, researchers, and building visitors to the research being conducted. The display of real-time research and building information data connects the building users to the Universitys academic mission. The ability to monitor various building systems (such as water use, energy usage, and indoor air quality) will showcase the environmental impacts of buildings in general, and the GLRC specifically.
>>> continued on page 24
20
January 2013
DeLiVerY PrOcess
Target Value Design (TVD)

A Process that Fundamentally Changes the Role of the Estimator During Preconstruction and Beyond
submitted by Paul Martin, LEED AP Senior Estimator | Herrero Contractor, Inc National Education Committee - NW Region member of Golden Gate Ch. 2
The Target Value Design Process Target Value Design (TVD) is a collaborative delivery process that fundamentally changes the role of the estimator during preconstruction of a project and beyond. I have been practicing the principles of TVD in an integrated team environment since 2010 and have found the TVD process to be an exciting and revolutionary way of thinking that pivots the estimator into a key management role during design. As a result, cost is not a surprise to the outcome of design; it is a partner to the design. The TVD approach keeps the estimator informed of all potential design changes or potential changes during the preconstruction stage; furthermore, changes can only be approved if the team understands the cost impacts from a thorough analysis managed by the lead estimator. If managed correctly, the TVD process will deliver a project that meets or exceeds all expectations. In this TVD overview, we will discuss the general process with hopes to inspire the reader to further study this process and perhaps practice TVD on an upcoming project. Most estimators can relate to design-build or design-assist projects with reactive costing cycles. This is not, most certainly, by the estimators choice but the result of a traditional approach that has been accepted as the norm. It is important to note that some parts of the processes examined in this TVD overview may not be foreign to the reader. As a matter of fact, you may already be practicing various components of TVD and not labeling it as such. Committing to TVD project delivery is the opportunity to formalize best practices and to formalize the process. Customizing the TVD process specifically for a project is important due to unique variables, such as: size, structural, mechanical code driven and calculated load elements, preconstruction makeup, project complexity, etc. However, for team success, there are important fundamentals that must always be included as the teams TVD process is formalized. These essentials will be included in our overview. www.aspenational.org For this TVD Process Overview, Some Paramount Understandings Must Be Established:
The TVD team is made up of leaders from design,
engineering, construction, owner and estimating. All members of the team become advocates for delivering customer value. The lead estimator is director of the TVD process. The TVD process is a culture built on commitment, collaboration, and mutual learning that must be created and understood early in the formation of the team. This, most likely, will require educating your team on TVD culture and expectations. It is important that all team members are on board with the process. In the TVD process, an important order of thought is cost is to be proactive and not reactive. Designers seek out information and collaboration from the team on design ideas as they are developed. There is a tight fit between cause and effect as it relates to design and cost. This is a concept that is important for the team to embrace. The success of the TVD project also relies on the team having the ability to think of new innovative ideas. The team should have an open mind to alternate approaches, such as simplification of details, use of manufactured systems in lieu of field constructed, etc. >>>
January 2013
21
Target Value Design (TVD) - continued
Target Value Design (TVD) is a Process and a Culture

TVD is a process and a culture that will deliver a project within the defined goals of the team. These goals are collaboratively defined at the onset of the project, and are to be continuously reinforced and used to guide the team to a successful conclusion. The owners needs and goals are clearly understood very early in the process and help define the culture of the project team. These goals are typically categorized as:
Key design criteria and elements Budget that matches business case (Target Cost) Level of quality &/or value Schedule
Figure #1 This is an example of collaboration between the designers and trade partners that resulted in a tremendous cost savings. This one condition repeated many times on many floors. As a result of the teams TVD process plumbing and drywall framing trade partners experienced a substantial savings to the project.
Although these are the most common categories, they are certainly not the only ones. Each owner and project is unique and has slightly different priorities. To ensure these goals are fully recognized and understood, the TVD team conducts comprehensive and collaborative sessions with attendance from the project architect, design/consulting, trade partners (subcontractors), general contractor and owner. These meetings are productive and set the expectations and tone for the rest of the project. During the entire TVD process, it is inevitable that complex scenarios and unforeseen variables will confront the team. Three TVD principles are paramount to guide the team and the team should not deviate from these grounding ideals:
The Three Target Value Design Principles:

1) The Cardinal Rule The total Target Cost of the facility must not be exceeded. 2) The Corresponding Rule The buyers satisfaction with the result is equally important. 3) The Fundamental Challenge Anything unnecessary to the delivery of value is considered waste.
Establishing a Target Cost

There are many ways that the project Target Cost is established. In some cases, the owner may simply have only a specified dollar amount for the project. In other instances, the owner or the team may use market historical costs. The Target Cost can also be established based on historical costs adjusted slightly under market conditions. No matter what process is used to set the target, the team must not exceed that cost.
Figure #2 This is an example of a visual aid tool that helped the designers understand the plumbing contractors suggestions on options for plumbing fixtures that were within the budget parameters. The designers could visualize what was being proposed. This also illustrates that visuals can be used in many ways that will unify the understanding of the end product.
Estimating & Value Identification Occurs Simultaneously With Design

Cost is Design and Design is Cost In a traditional approach, the design will have progressed considerably before a cost analysis is performed. Such an approach has potential for design, unknowingly, to move away from the original cost target; forcing redesign. The TVD team approach must be that cost will mirror design. This is achieved by collaborative feedback and timely cost analysis. To ensure accurate and timely cost options and enable proper feedback, the trade partners involvement to a real time costing approach is another valuable asset for making informed decisions for basis of design. Rapid feedback of cost and other relevant information is essential for potential changes that naturally occur during a collaborative design process. Fast and efficient analysis is essential and must not only be continuous, but also thorough for a successful TVD process. There is a benefit to rapid cost reporting which accurately reflects the teams collaborative understanding of the current design. The team can truly make timely decisions that are based on these cost report outs. Furthermore, these snapshots will help the team calibrate and refine the design direction.
>>> continued on page 26
Design to Target
It is a fact that most designers and engineers have little experience with means, methods and pricing the cost of construction. In TVD, the team works collaboratively to identify the design solution that is most effective at delivering the customer value. This special collaboration is unique to the industry and, most importantly, is always a great experience for everyone involved. It becomes a great opportunity to learn from each other and to see issues from a slightly different perspective. Having key Trade Partners (subcontractors) on the TVD team is essential in many instances. Successful TVD teams that include involvement from the major trades experience exciting innovation, discover practical solutions and have a high level of confidence in the accuracy of cost reporting during design. (see Figure #1 and #2)
22
January 2013
Estimating Academy Preview

National Education Committee
Philadelphia
July 17-20, 2013
Hyatt Regency Penn Landing
Academy Sessions*
Target Value Design (TVD) Evaluating Project Risk for Contractual Partners Concept & Theory of Model Based Quantity Analysis & Pricing Validation National Estimators Forum Effect of Construction Law on Estimators Avoiding MEP Traps on Bid Day Electrical HVAC Plumbing/Sprinkler
Mike Alsgaard, CPE

Committee Chair & Central Plains Region
Academy Instructors*
Ron Covarrubias Director of Estimating Alberici Constructors Session: Evaluating Project Risk (Contractor Viewpoint) Elmer Pittman Jr., CPE, LEED Green Associate Estimator/Designer Ken Neyer Plumbing Inc. Session: Avoiding MEP Traps: Plumbing/Sprinkler
Paul Martin, LEED AP

Northwest Region
M. Arif Fazil, PE, CCS, CCCA, LEED AP, CEM Principal-in-Charge DHuy Engineering, Inc. Session: Evaluating Project Risk (Owner Viewpoint) Paul Klemish Director of Target Value Design Herrero Contractors, Inc. Session: Target Value Design (TVD)
Bruce Shapiro, LEED AP

Chief Operating Officer Boro Construction Session: Avoiding MEP Traps: Electrical
Frank Haas, CPE

Southwest Region
John Stewart, FCPE Senior Estimator Sundt Construction, Inc. Session: Avoiding MEP Traps: HVAC
Todd Piepergerdes, CPE, LEED AP

Southeast Region
Hung Nguyen, Ph.D Manager of Project Management Royal HaskoningDHV Session: Concept & Theory of Model Based Quantity Analysis & Pricing Validation
Committee Member Instructors

James Hanna, CPE, CCCA, CCS Project Manager | DHuy Engineering, Inc. Session: Evaluating Project Risk (Owner Viewpoint) Paul Martin, LEED AP Senior Estimator | Herrero Contractors, Inc. Sessions: Concept & Theory of Model Based Quantity Analysis & Pricing Validation National Estimators Forum
James Hanna, CPE, CCCA, CCS

Northeast Region * All information is subject to change. January 2013
23
MTU Research Center - continued from page 20
A predecessor concept to FTC&Hs involvement with the project consisted of boat docking facilities within the building. Recognizing the difficulties of sustaining environmental control with lake water interior to the building (particularly in the winter) FTC&H instead designed exterior docking facilities for the boats and a fixed pier structure on which a specialty crane straddles a boat, lifts it out of the water, and carries it into the boathouse for storage. At FTC&Hs suggestion, MTU was even able to purchase and recondition a used crane to suit the application at a significant savings.
Future Value to the Engineering Profession

The architectural building design drew from influences in the natural and historical settings in the Upper Peninsula. This example of contextual design is something from which all branches and disciplines of design can benefit. The use of waste heat and natural ventilation, as well as the installation of the storm water infiltration system, are fairly simple ideas to emulate in other projects when the conditions are fitting, but can achieve a significant sustainable benefit to a facility. Engineers should look for opportunities to utilize similar designs to reduce energy use or storm water impacts of their facilities.
Social, Economic, and Sustainable Design Considerations

The health of freshwater lakes and their surrounding environment is essential for long-term stability and growth of the Great Lakes regions natural resources and its dependent industries. The GLRC is positioned to lead research and development of those resources. The facility will serve as a resource for sustainable economic efforts that impose minimal environmental impact on the Great Lakes and their surroundings, thereby attracting more monies in economic development and research with emphases on environmental sustainability to the region. The GLRC laboratories will provide student training and research opportunities in a state-
of-the-art environment. These students, once employed in various state agencies, industries, and educational institutions throughout the country, will contribute to the long-term development of sustainable industries. As in many other branches of science and engineering, much of the cutting-edge research is computational in nature. For example, electronic models of the entire Lake Superior or Lake Michigan waters can be analyzed much more efficiently than in-water research, but require that a tremendous amount of data be modeled. The high-performance computers needed to perform these complex analyses and housed in the buildings Data Center will allow the University to further its research goals to the benefit of the Great Lakes region.
Looking For a New Way to Introduce Yourself to Clients?... Try Im a Certied Professional Estimator.
Visit www.aspenational.org to enroll in the Certification Program today!
2013. American Society of Professional Estimators
24
January 2013
MTU Research Center - continued
The projects sustainable design features previously discussed include the reclamation of an old site, the use of waste heat to heat the building, the use of natural ventilation despite the adjoining pressure-sensitive laboratories, provisions for heat reclamation from exhaust streams, and the installation of underground storm water infiltration measures on a compact site. All these serve as innovative examples from which other designs may draw.
Complexity
A university level research laboratory building and a high-end Data Center are two of the most complex design challenges in the industry. The mechanical systems needed to serve the combination of the two on this project not only magnified that complexity, but also increased the challenge for the companion design disciplines. This project was further challenged by the necessary interaction with the water, the compact site, and the need to keep the building layout compact and efficient to meet state requirements.
Sign up today for your Free subscription to DCD magazine, the leading industry resource for actual construction costs. Delivered electronically each issue of DCD provides you: Actual buildings and their cost to build Square Foot Cost Reports Material Cost Trends National Building Cost Reports Legally Speaking by Matthew J. DeVries on Green Building and more Go to www.dcd.com/aspe to sign up. Please call us at 800-533-5680 if we can help.
The #1 Ind ustry Sourc January-F ebruary 2013 e for Actua $17.00 l Square Foot Cost Data
Design Co
Free Subscription to Design Cost Data
st Data
ASPE Member Benefit!
DCD
No From Preconwh ere to Hide: BIM Mak struct ion to Fa es In roads cilitie s Manag emen t A Busted Bu dget : What Do es It Cost?
Architect:
Bryant Hig Jackson Brown Pal
h School Addition Bryant, culict Arc Arkansas hitects, Inc .
January 2013
25
Target Value Design (TVD) - continued from page 22
In a traditional approach, when a project master estimate is performed early in the design; the focus is typically on systems dollars which are driven by large aggregate units. The TVD process should move slightly away from the traditional aggregate or big picture unit cost numbers and focus more on detailed units costs. This method produces a better definition of design. The detailed unit cost method approach allows the team to track early design items which would typically be concealed within larger unit cost categories. Of course the challenge is to produce an accurate cost with incomplete information. As the saying goes Thats why we make the big bucks. Furthermore, the TVD process offers great collaboration and mutual learning from all of the estimators on the project; i.e. general contractor estimator, electrical estimator, mechanical estimator etc. The ability to collaborate with other trade specific estimators in a TVD environment is a unique opportunity and key for accurately pricing of incomplete information. Of course as the design progresses, more definitive quantities are available and will be updated in the master estimate.
implications to the goals. Because the team works together, all decisions are transparent and will contribute to the success of the project goals. Cost report outs are used to highlight areas in which the team will need to focus innovation of cost and design. The advantage to report outs are that the entire team knows where each trade is in relation to the cost targets. The TVD Director (lead estimator) must hold all team members accountable to the budget report-outs. If a cost spike occurs, questions and solutions are the next line of order.
All Parties Must Accept Equal Responsibility for the Goal

The TVD process is not achieved by just a few members of the team. The TVD process is successful because the team is unified by the goals set early in the project creating a culture of commitment and responsibility to reach those goals. The team is built with members that understand the important principal that we are all equally responsible for the project goals. This team culture strengthens mutual learning, collaboration and continuous improvements that nurture the teams project success.
Leveraging Technology
Leveraging technology, such as BIM, is also a valuable tool in the TVD process. The project model should be constructed with estimating quantity analysis in mind. The estimator must work with the modeling team to set early expectations of what is needed from the model at various stages of design to accurately inform the required quantity analysis. A good TVD team will consistently utilize various components of the project model for various analyses. There are challenges to leveraging the model for required levels of information before components of the model has matured to a trusted state. It is important the estimator works with the modeling team to understand the current state of the model. That aside, working with the modeling team can be an extremely productive and accurate way to retrieve some components of quantities for analysis. (Refer to Estimating Today May 2011) *
From an Estimators Perspective

I hope this overview will encourage you to learn more about and practice the TVD concept. Speaking from an estimators perspective, I have found the process to be exciting, intriguing and a great opportunity to engage more in the design process than an estimator would typically experience. Furthermore, a successful TVD process will yield a final design that meets the entire teams expectations and budget.
ASPE 2013 National Estimating Academy and the TVD Process

The ASPE National Education Committee is dedicated to showcasing new technologies and processes that effect the estimating profession. We are pleased to offer as one of the class options, a comprehensive course on Target Value Design (TVD) at the 2013 ASPE National Estimating Academy in Philadelphia. The class will be taught by Paul Klemish, Director of Target Value Design for Herrero Contractors, San Francisco California. Mr. Klemish has worked over 20 years in the Building & Construction Industry; For the last six years, Mr. Klemish has worked exclusively on Integrated Project Delivery and TVD models for a variety of healthcare projects in San Francisco, CA totaling $2.4 billion.
2012 All Rights Reserved. Trademarks & logos are the property of their respective owners Contributors: Special thanks to Paul Klemish, Herrero Contactors, Inc. and Rob Purcell, Herrero Contactors, Inc. for their review and input. * For more information on Model Quantity Analysis reference: Estimating Today, May 2011 - Model-Based Quantity Takeoff and Estimate Validation (Authors: Dr. Hung Nguyen and Paul Martin) Paul Martin is a Senior Estimator for Herrero Contractors, Inc., in San Francisco. He is a LEED Accredited Professional and serves as Vice President of the Golden Gate Chapter of the American Society of Professional Estimators and is on the National Education Committee. Martin is also currently the Senior Estimator for the Cathedral Hill Hospital Project, a $1 billion acute care hospital in San Francisco. He has extensive construction estimating experience, with projects ranging from health care, hotels and parking structures to public works projects. He has in-depth, practical knowledge of the Target Value Design Process, a new type of delivery process that is impacting the estimating profession. Martin is a nationally recognized leader in quantity analysis based on three-dimensional modeling and its application to estimating. He has published several articles and gives lectures throughout the country on the subject. Martin also teaches Construction Estimating 1 and 2 at the University of California, Davis Extension.
Regular Monitoring of Cost & Value

Detailed and current design cost analysis are performed and presented to the team on a weekly or bi-weekly basis. Although reporting periods may change from project to project, in all TVD environments, they are frequent, simply because the design has the potential of falling out of sync with pricing. Updated cost results are made visible to the entire team in graphical form; this helps the team understand the cost movement of various design and logistic components. (See Figure #3) If the teams cost report outs are to be relevant and productive, real time pricing snapshots are critical during the TVD process. As the design is moving forward the team must act on timely design and cost data. Frequent cost updates show the pulse of the design in relation to cost. The process must also never lose sight of the project stated goals including value and quality. The TVD process must be agile and reflect timely and frequent cost study analysis needed to compare various design options. The entire team is then able to make informed decisions with the full knowledge of its
Figure #3 Frequent cost report outs are presented to the team. This makes cost targeting calibrated and transparent.
26
January 2013
FROM THE EXECUTIVE DIR ECTOR

Patsy M. Smith Executive Director
Happy New Year!

By the time you are reading this, all the holiday goodies have been consumed, the decorations have been put away for another year, and we all begin to try to remember to write the correct year on our documents. And so, for us with our ASPE, it is time to not only reflect on our previous work (and/or accomplishments), but to also plan for the coming months and ways to better our chapters and our Society as a whole. The Construction Users Roundtable was founded in 2000 by construction and engineering executives representing major corporations across the US and the world, continuing the 30-year effort of the Construction Committee of the Business Roundtable. We have been exhibiting during their Annual Meeting for the past several years and were again able to participate this past November with Christian and myself attending the three day event(s), held in Orlando, Florida. This meeting gives us the opportunity to meet with owners and top executives of many of the largest companies in the US and also executives with other major construction organizations. During December I visited Philadelphia to visit sites being considered for the Presidents Party for our Annual Convention in July. While there I had the opportunity to meet with several of the chapter members for a brainstorming session on sites, venues, etc., pertaining to convention and I am extremely excited about the enthusiasm this chapter has in helping out this year. Make your plans and mark your calendar and join us in Philadelphia in July for what I know will be a fun and informative convention. During January both the Standards Committee and Certification Committee will be holding their committee meetings at the Society Business Office. As always, we look forward to having the committee members at the SBO. Both these committees have a full slate for their meetings, so be looking for their meeting recaps and further information in upcoming Estimating Today articles. The Board of Trustees will hold their Spring Board Meeting at the SBO on Saturday, March 9, so if you have items you would like to be considered by the Board, be sure to contact either your Regional Governor, a Vice President, or the President. Remember, the board members are elected by you and are there to represent you, so let them know your items of interest. The Regional Conferences are soon upon us, so make your plans now to attend one (or more) of the following meetings: Northeast Regional Governor, Bruce Schlesier, CPE February 23 Baltimore, Maryland Northwest/Southwest Joint Regional Northwest Governor, Walt Lemon, CPE Southwest Governor, Scott Eaton, CPE March 1 & 2 San Jose, California Central Plains Regional Governor, Dan Frondorf, CPE March 2 Davenport, Iowa Southeast Region Governor, Chris Peace March 7 Nashville, Tennessee The regional conferences are informative, educational, full of good fellowship, and an event you want to make a part of your Society experience. Look for full registration information on our website soon at www.aspenational.org/upcoming events, or contact your governor for details.
Are you interested in a leadership role in our ASPE? Remember, February 1 is the last day to submit your credentials as a candidate for a national office. This is your opportunity to step up and serve - - - consider it !
Until next month,
January 2013
27
The SBO, Board of Trustees, and ASPE membership would like to welcome our newest Members and congradulate our latest CPEs!
NEW MEmBERS
NOVEmBER 2012 MEmBERS CHAPTER NAmE CH.# MEmBER COmPAnY Cary Stump Los Angeles 1 Macerich Jim P. Archer Los Angeles 1 Lenax Construction Services Jason A. Foisset Denver 5 GH Phipps Joel R. Votaw Arizona 6 Valley View Building Services, Inc Shawn M. Koca Chicago 7 Wight & Company Jim Johnson New Orleans 9 Hi-Tech Electric Jeffrey F. Hartgrove Atlanta 14 Shaw Power Group Art W. Eidson Atlanta 14 MARTA Darko Martinovski Detroit 17 Homeland Government Services, LLC Paul N. Malzahn Detroit 17 Barton Malow Micah W. Boyce Baltimore 21 KBE Building Corporation Nathan J. Giordano Baltimore 21 Oak Contracting, LLC Keith OMalley Garden State 26 Gerard Construction Corp Alex W. Stenger Southwestern Ohio 38 HGC Construction Carlos H. Granados Rio Grande 40 B&G Mechanical Derek J. Pizzey Puget Sound 45 PCL Construction Services, Inc. Ben S. Reinhardsen Puget Sound 45 PCL Construction Services, Inc Josh A. Crooker-Flint Roadrunner 47 AUI Inc. Bruce A. McIntosh Columbia-Pacific 54 Konell Construction & Demolition Bassel Anber Silicon Valley 55 Blach Construction COmpany Chris Neal Central Indiana 59 Summit Construction Co., Inc Sheila Rhodes Delp Philadelphia 61 The Bannett Group Thomas P. Adams Philadelphia 61 Thomas Adams Designs James M. Schaefgen Memphis 62 IN-Line Consulting Kirk A. Gray Old Fort 65 Industrial Design Group, LLC Bonnie M. Baer Inland Empire 68 Gateway Concrete, Inc. Kevin Michael Quad Cities 71 Barton Malow Richard L. O'Bryan NW M-A-L 90 Legacy Mechanical Inc.
testing all estimators.

Can you complete this quantity take-off in 30 seconds or less? If not, then you need the Estimating Aides CD. It has 323 items that make estimating faster/easier.
Januarys Quantity Survey: INTERSECTING PIPES

Two steel pipes, each of 10-0 Diameter (D), intersect at 90 degrees.
Q) What is the length of the welded seams?
Decembers Answers:
METAL PAN DECKING FORMS A deck 3,400 SF in area is to be covered with 20 x 20 x 18 deep metal pans with a 4 concrete cover over the top of the pans. Pans made by the MFG company. Q) How many cubic yards of concrete will be require (no waste)? A) 76.73 CY Sam Zitser, CPE c/o Lenax Construction Services 3700 Wilshire Blvd., Suite 560 The CD for solving these problems Los Angeles, CA 90010-3086 can be obtained by contacting: Cell: 323.267.2803 email: szitser@yahoo.com Ordering information For answers to this quantity survey, see the next issue of Estimating Today
MEmBERS Scott Schroeder, CPE John Balistreri, CPE Eduardo Castaneda, CPE Tom Pelardis, CPE Andres Pareja, CPE John Psarianos, CPE Christopher Sublett, CPE Frank Nieves, CPE Mark P. Engengro, CPE Lucious Johnson, CPE Thomas Perkins, CPE
Estimate Among The Elite. CHAPTER NAmE CH.# COmPAnY REPRESEnTED N/A N/A Beatty Construction San Diego 4 Kaiser Permanente Denver 5 Roche Constructor, Inc Garden State 26 Pelcon Construction. Inc. Garden State 26 S&J Electrical Contractors Garden State 26 Anka Painting Co., Inc Arkansas 33 CDI Contractors, LLC Tampa Bay 48 Painters on Demand Nutmeg 60 L. Holzner Electric Construction Philadelphia 61 International Consultants, Inc. Magnolia 81 W.G. Yates & Sons Construction Co.
NEW CPES
Advertisers Index
Page
Blue Book Network . . . . . . . . . . . . . . . . . . 31 ConsensusDOCS. . . . . . . . . . . . . . . . . . . . . 21 DCD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 On Center . . . . . . . . . . . . . . . . . . . . . . . . . . 07 ProEst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02 SmartBidNet. . . . . . . . . . . . . . . . . . . . . . . . 09 Is your ad not here? It pays to advertise! christian@aspenational.org
28
January 2013
upcOming Chapter meetings
State by State. Chapter by Chapter. Fellowship.

BecaUse pRoFessioNaL associaTioNs really matter.
ARIZONA
Arizona Ch. 6
San Diego Ch. 4
Where: Doubletree Guest Suites - 320 44th St., Phoenix Date: 2nd Tues. of the Month Time: 5:30pm Social Hour 6:30pm Dinner Meeting Contact: Alan Skinner: 602.997.0000 alan@sis-corporation.com
Where: TBD Date: 3rd Tues. of Month Time: 5:30pm Social Hour 6:30pm Dinner 7:15pm Program Contact: Frank Young, FCPE 619.980.4025 pancho77@cox.net
DELAWARE
Delaware Ch. 75
ILLINOIS
Chicago Ch. 7
Where: TBD Date: TBD Time: TBD Contact: Marvin Fitzwater II, CPE 630.678.0808 mfitzwater@ccsos.com
MAINE
Where: Varies Date: 2nd Weds. of month, Sept. - June Time: 5:30pm Social Hour 6:30pm Dinner 7:15pm Program Contact: Teri Mantey 302.529.2535 tmantey@nasonconstruction.com
Maine Ch. 37
Sacramento Ch. 11
Old Pueblo Ch. 53
Where: El Parador Restaurant Date: 1st Wednesday of month Time: 5:30pm Social 6pm Dinner 6:45pm Program Contact: Philip Rosenberg: 520.624.1757 philip@pgrconstruction.com
Where: Vanir Construction - 4540 Duckhorn Dr. #300, Sacramento Date: Once a month on a week day Time: 12pm Contact: Matthew Moore 916.941. 9364 mmoore@airsystems1.com
DISTRICT OF COLUMBIA
INDIANA
Central Indiana Ch. 59
Where: Varies each month Date: 3rd Thurs. of month Time: 5:30pm Social 6pm Dinner 7pm Program Contact: Keith Parker,CPE 317.787.5746 keithparker@ circlebco.com
Where: Varies Date: 1st Wed. in Oct., Dec, Feb, Apr & June Time: 6pm Social Hour 6:30pm Dinner Program Varies Contact: John Brockington, CPE 207.774.6635 jbrockington@ woodardcurran.com
Greater DC Ch. 23
ARKANSAS
Silicon Valley Ch. 55
Arkansas Ch. 33
Where: TBD Date: 3rd Fri. of Month Time: 12:00 Noon Contact: Justin Mack 501.553.5191 jmack@baldwinshell.com
Where: 400 Reed St. - Santa Clara Date: 3rd Monday of Month Time: 11:30am - 1pm Contact: Rich Jensen 408.828.4023 rajensen@joimail.com
Where: Hill International, Inc. - 1225 Eye Street, NW, Suite 600 Date: 3rd Wed. of month Time: 6pm Program Contact: Keith Buchanan, CPE 202. 408.3043 keithbuchanan@hillintl.com
MARYLAND
Baltimore Ch. 21
FLORIDA
Where: TBD - see website Date: 2nd Thurs. of month Sept. - June Time: 5pm Social 6pm Dinner & Program Contact: Shana Carroll 410.461.0711 shana.m.carroll@gmail.com
Tampa Bay Ch. 48
Old Fort Ch. 65
Inland Empire Ch. 68
Razorback Ch. 79
Where: Varies - see website Date: 3rd Fri. of month Time: 11:30am 1pm Contact: Heath Rheay 479.750. 4565 info@razorbackaspe.org
Where: Marie Callenders - 29363 Rancho California Rd., Temecula Date: 3rd Thursday of Month Time: 5:30pm Social 6:30pm Dinner 7pm Program Contact: Rebecca Ferrell 951.295. 5166 rebecca.ferrell78@gmail.com
Where: Brio-Tuscan Grill at Intl Mall 2223 N. West Shore Blvd, Tampa Date: 3rd Thurs. of month except July & August Time: 6pm Social 6:45pm Dinner 7:15pm Program Contact: Victor Driskell 813.675.1987 vdriskell@live.com
Where: TBD - see website Date: TBD - see website Time: TBD - see website Contact: Chad David 260.490.7449 cdavid@weigandconstruction.com
MASSACHUSETTS
Boston, Ch. 25
Where: Varies Date: Last Thurs. of Month Time: 6pm Social 6:30pm Dinner 7pm Program Contact: Timothy Rielly 781.367.7099 trielly@aspeboston.org
IOWA
Quad Cities Ch. 71
Where: Steeplegate Inn - 100 W 76th Street, Davenport, IA Date: 4th Tuesday of the Month except June, July, Aug., & Dec. Time: 5:30pm Social 6:30pm Dinner 7pm Program Contact: Dave Furness 563.386.5151 dfurness@treiberconstruction.com
Gold Coast Ch. 49
CALIFORNIA
Los Angeles Ch. 1
COLORADO
Denver Ch. 5
Where: VQ Hotel at Mile High - 1975 Mile High Stadium Circle, Denver Date: 2nd Tues of Month Sept. - May Time: 5pm Social 6pm Dinner 7pm Program Contact: Chris Morton, CPE 303. 899.4784 cmortoncpe@comcast.net
Where: The Barkley Restaurant - 1400 Huntington Dr., South Pasadena Date: 4th Wed. of Month Jan.-Oct. Time: 6pm Social 7pm Dinner 7:45pm Program Contact: Oleg Zeetser,CPE 213.637.9146 oleg.zeetser@lenax.net
Where: Nikkis On The Green, Orangebrook Golf Club - 400 Entrada Dr., Hollywood Date: 3rd Tues. of month except June, July & December Time: 5:30pm Social 6:15pm Dinner 6:30pm Program Contact: Stacey Miller 954.975.4304 stacey@aspechapter49.com
MICHIGAN
Detroit Ch. 17
Orlando Ch. 50
Golden Gate Ch. 2
Where: Brennans - 700 University Ave, Berkeley, CA Date: 3rd Weds. of each month Time: 6pm Social 6:30pm Dinner 7pm Program Contact: Douglas Bibby, CPE 510.525.9499 dbibbyl@bibbyllc.com
CONNECTICUT
Where: Confettis Restaurant - 393 Farmington Ave., Rt. 10, Plainville, CT Date: 2nd Wed. of month Time: 6pm Social 6:30pm Dinner 7pm Program Contact: Eileen Basilone, CPE 860. 284.7437 ebasilone@kbebuilding.com
Nutmeg Ch. 60
Where: Announced in e-mails one week prior to CRAVE RESTAURANT @ Mall of Millennia Date: 2nd Weds. of month Time: 5:45pm Social 6:15pm Dinner Program TBD Contact: Danny Chadwick,CPE 407.618.7482 dkchadwick@bellsouth.net
Greater Des Moines Ch. 73
Where: Announced via email lists and on chapter website Date: Announced via email & on website Time: 5:30pm - 8pm Social, Dinner & Program Contact: Amy Johnston 313.437. 2773 amy.johnston@aspe17.org
Western Michigan Ch. 70
Where: Various Locations Date: 3rd Thurs. of Month, Sept-May Time: 5:30pm Social 6:30pm Dinner 7:30pm Program Contact: Steve Watrous 515.264.0782 stevew@autodoorgroup.com
Where: Grand Rapids BX - 4461 Cascade SE, Grand Rapids Date: 3rd Weds. of Month Time: 7am Contact: Jeremy Sompels 616.233. 5643 jeremy.sompels@gmail.com
Orange County Ch. 3
GEORGIA
Where: The Hastings Room at Ayres Hotel - 325 Bristol St., Costa Mesa Date: 2nd Wed. of Month Time: 5:30pm Social 6:15pm Dinner 7pm Program Contact: Steven Murow 714.932. 9992 smurow@dirt-expert.com
Atlanta Ch. 14
LOUISIANA
New Orleans Ch. 9
Where: TBD Date: TBD Time: TBD Contact: Jean-Prieur Du Plessis, CPE 504.274.0060 jduplessis@mkainc.com
MINNESOTA
Viking Ch. 39
Where: Varies - Officers offices Date: 3rd Thurs. of month Time: 5:30pm Social 6-8pm Dinner & Program Contact: Chad Chapman 763.498. 3767 chad.chapman@fgould.com
Yankee Ch. 15
TBD: Contact Chapter President: Bill Jacabacci, CPE: 203.257.3928 jacabacci@gmail.com
Where: Cross Creek Caf - 1221 Cross Creek Parkway, Atlanta Date: 3rd Thurs. of month Time: 12 noon Lunch & Program Contact: Jack Fuller, CPE 770.886. 9414 jackf427@bellsouth.net
January 2013
29
upcOming Chapter meetings
MISSISSIPPI
Magnolia Ch. 81
NEW MEXICO
Contact: Society Business Office 615.316.9200 psmith@aspenational.org
Roadrunner Ch. 47
OKLAHOMA
LandrunOklahoma City Ch. 80
Where: Wine Room at Ingrids Kitchen - 3701 N. Youngs Blvd, Oklahoma City Date: 1st Weds. of month Time: 11:30am 1pm Lunch & Program Contact: Rick Martin, CPE 405. 203.8058 rmartin.rlm@gmail.com
TENNESSEE
Middle Tennessee Ch. 34
Where: Kraft CPA - 555 Great Circle Road, Nashville Date: 1st Fri. of Jan, March, May, August & October Time: 11am Social 12pm Program Contact: Ricky Sanford: 615.206.6809 ricky.sanford@rogersgroupinc.com
UTAH
MISSOURI
St. Louis Metro Ch. 19
Where: Various locations Date: Thursday PM or Friday AM Time: 5:30pm OR 7am Social 6:30pm OR 8am Dinner & Program Contact: Brett Streb 314.713.3030 FBStreb@paric.com
Where: Fiestas - 4400 Carlisle NE, Albuquerque Date: 1st Wed of month Time: 5:30pm Social 6pm Dinner 6:30pm Program Contact: Glynnette Hale,CPE 505.823.4449 / 505.944.6616 ghaleyes@msn.com
Salt Lake City Ch. 51
Where: Mountainlands Plan Room 583 West 3560 South, Salt Lake City Date: 3rd Thursday of Month Time: 5:30pm Dinner 6-7pm Program Contact: James Couts 801.292.9954 jcouts.pe.pls@gmail.com
VIRGINIA
NEW YORK
Heartland Ch. 32
Where: Hereford House - 5001 Town Center Dr, Leawood, KS Date: 3rd Tues. of month Sept May Time: 5:30pm Social 6pm Dinner 6:30pm Program Contact: Kelly Jarman,CPE 816.292.8671 kelly.jarman@jedunn.com
Where: Nebraska Steakhouse - 15 Stone St., New York, NY Date: Quarterly Time: 6pm Social 7pm Dinner & Program Contact: Peter Wellstood 914.235. 5650 imagineering@verizon.net
New York City Ch. 10
OREGON
Columbia-Pacific Ch. 54
Where: University Place - 310 SW Lincoln St., Portland Date: 3rd Tues. of month except Dec. Time: 5:30pm Social 6:15pm Dinner & Program Contact: Curt Kolar, CPE 503.962.8840 kolarc@trimet.org
Eastern Tennessee (Knoxville) Ch. 56
Richmond Ch. 82
Memphis Ch. 62
Empire State Ch. 42
NEBRASKA
Great Plains Ch. 35
Where: Grisantis Italian Restaurant 10875 W Dodge Rd, Omaha Date: 2nd Weds of the month Time: 11:30am Contact: Mark Mentele 402.334.3332 ext.215 markm@tempestcompany.com
Where: Reel Seafood - 195 Wolf Road, Albany, NY Date: Quarterly - Sept.11 & Dec.11, 2012 March 12 & June 12, 2013 Time: 6pm Social 6:30pm Dinner 7pm Program Contact: James Diamantopoulos, CPE 518.369.4160 / 518.489.4160 estjimator@aol.com
Where: TBD Date & Time: TBD Contact: Marc Naylor, CPE 901.496. 7062 mwnaylor2@comcast.net
Where: Baskervill Architects - 101 15th St., Richmond Date: 3rd Weds. of Month Time: 5pm Social - 5:30pm Dinner 6pm Program Contact: TK Farleigh 804.343.1010 tfarleigh@baskervill.com
WASHINGTON
Puget Sound Ch. 45
PENNSYLVANIA
Greater Lehigh Valley Ch. 41
Where: Notices will be emailed. Date: TBD Time: TBD Contact: James G. Hanna, CPE 610.865.3000 jgh@dhuy.com
TEXAS
Houston Ch. 18
Where: Spagetti Westerns - 1608 N. Shepherd, Houston, TX Date: 2nd Mon. of month Time: 6pm Dinner - 7pm Program Contact: Dennis Maale,CPE 832.351.7210 dennis.maale@jacobs.com
Where: Rock Salt Restaurant Date: 3rd Tues. of Month Time: 5:30pm Social 6:30pm Dinner 7:15pm Program Contact: Mike Booth 206.793.8504 electricbooth@msn.com
WISCONSIN
Western NY Ch. 77
Brew City Ch. 78
NEVADA
Reno Ch. 12
NORTH CAROLINA
Charlotte
- Chapter in Development Info: email psmith@aspenational.org
Where: Varies Date: Varies Time: TBD Contact: Chad Cooley 775.359.0396 chad@deltafiresystems.com
Three Rivers Pittsburg Ch. 44
Rio Grande Ch. 40
OHIO
Las Vegas Ch. 72
Where: Desert Pines Golf Club - 3415 East Bonanze Rd., Las Vegas Date: 2nd Thurs. of month Time: 5:30pm Social 6pm Dinner & Program Contact: Blossom Tavares 702.289. 9128 blossom.tavares@wsfp.us
Contact: Carolyn Van Paepeghem, LEED AP 614.586.0248 c.vanpaepeghem@setterlin.com
Buckeye Ch. 27
Philadelphia Ch. 61
Northeastern OH Ch. 28
NEW JERSEY
Where: TBD Date: TBD Time: TBD Contact: Larry Lacure 216.973.6184 llacure@ozanne.com
Where: Double Tree Hotel - 640 W. Germantown Pike, Plymouth Meeting Date: 3rd Wed. of month Time: 5:30pm Social 6:30pm Dinner/ Program Contact: Karla Wursthorn, CPE 610.649.0400 kwursthorn@tnward.com
Where: Jaxsons Restaurant - 1135 Airways Blvd, El Paso Date: 1st Thurs. of each month Time: 5:30pm Social 6:30pm Dinner & Program Contact: Simon Woodart, CPE 915. 533.4202 swoodart@henrybenning.com
Where: Charcoal Grill - 15375 West Greenfield Ave., New Berlin, WI Date: 2nd Tues. of Month Time: 5:30pm Social 6pm Dinner 6:30pm - 8pm Program Contact: Chris Rozof, CPE 262.790.8130 chrisr@berghammer.com
Dallas/Fort Worth Ch. 43
Where: TBD Date: TBD Time: TBD Contact: Marcus Bates, CPE 972.789.9936 mbates@aguirreroden.com
Garden State Ch.26
Southwestern OH Ch. 38
Central PA Ch. 76
San Antonio Ch. 57
Where: Pals Cabin - 285 West Prospect Ave., West Orange Date: 4th Tues. of month Time: 6pm Social 7pm Dinner Contact: Jeff Senholzi 570.476.6907 CostNav@ptd.net
Where: Embassy Suites Hotel - 4554 Lake Forest Drive, Blue Ash, Ohio Date: 3rd Thurs. of month Time: 5:30pm Social 6pm Dinner Program Varies Contact: Gary Gilbert 513.861.8866 ggilbert@HGCconstruction.com
Where: TBD Date: 2nd Wed. of Month Time: 6pm Social 6:30pm Dinner & Program Contact: David Rodney, CPE 717.732.8210 drodney@ pyramidconstruction.us
Where: Normally at Weston Solutions 70 NW Loop 410 Ste.600, San Antonio Date: Last Thursday of Month Time: Between 4pm - 6pm Contact: Mohammad Sadi 210.248. 2415 / 210.324.9323 mohammad.sadi@westonsolutions.com
All Chapter Meetings are on a monthly basis unless otherwise noted. If you do not see a Chapter Meeting listing in your state/area call 615.316.9200. Chapter Presidents should contact the SBO with any updates needed.
30
January 2013
aspe_dec12_Layout 4 10/12/12 4:17 PM Page 1
www.bb-bid.com
The industrys leading, FREE project communication system just got better. With a new streamlined user interface, enhanced functionality and direct access to the nations most accurate and complete database of qualified subcontractors, BB-Bid is your one-stop solution for managing the people, documents and pre-bid communication for all your projects! Improved tools to manage and update your private vendors, complete with Blue Book Network intelligence for smart decision making Enhanced filters for more efficient selection and organization of your vendors A private, secure online plan room for improved document tracking/reporting A state-of-the-art, secure messaging platform provides greater deliverability New prequalification feature lets you customize forms to meet your specific needs
More features, more functionality and a nationwide network of subcontractors and suppliers ready to go to work for you. | www.bb-bid.com
Want to schedule a FREE BB-Bid Lunch & Learn for your team? Just call: (855) 805-2560
Question Center
Membership
Certification
Online Classes
Upcoming Events
Have a question, comment, or suggestion? . . . Let ASPE know.

Your questions can be answered and published for all to see. Email your question, comment, or suggestion to Patsy M. Smith at psmith@aspenational.org and watch here for your question to be answered!
visit us @ www.aspenational.org
January 2013
31
American Society of Professional Estimators 2525 Perimeter Place Drive Suite 103 Nashville, TN 37214
Academy Agenda
Wednesday July 17, 2013
Target Value Design (TVD) Evaluating Project Risk for Contractual Partners
We Want You!
Thursday July 18, 2013 Avoiding MEP Traps on Bid Day
Plumbing/Sprinkler HVAC Motivation Speakers Ethics for GCs Luncheon Electrical Effect of Construction Law on Estimators
Luncheon Concept & Theory of Model Based Quantity Analysis & Pricing Validation
National Estimators Forum

2013 ET Jan Final Web

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2013 ET Jan Final Web

Uploaded by

Copyright:

Available Formats

January 2013

MTU Great Lakes Research Center pg.18

2013 Estimating Academy Preview pg.23

for ASPE Members

Key ProEst Benefits:

Intuitive User Interface One SQL Database Integrated Digital Takeoffs

Free Estimating Software for ASPE Members

ASPE Sponsor | www.proest.com/aspe | 800.255.7407

Design & Layout

MTU Research Center

2013 Estimating Academy Preview

CertiFicatiOn cOmment cOrner

MemBer PrOFiLe: Nominations Committee Member: Central Plains

MTU Research Center:

mOBiLe Apps HighLight:

Estimator During Precon & Beyond

Target VaLue Design (TVD) Changing the Role of the

Estimating eXciting career chOice?

2013 Estimating AcademY PreVieW

MemBership Updates NeW CPEs

Send submissions to Patsy Smith, Editor Society Business Office psmith@aspenational.org

What successful Cost Estimators know. . . . and you should, too.

>>>>>>> AN ESTIMATORS GUIDE TO POLICIES, >>>>>>>>>>> PROCEDURES, AND STRATEGIES

How To Estimate the Cost of

ELECTRICAL DISTRIBUTION CENTER (EDC)

BOARD OF TRUSTEES 2012 - 2013 President

Society Business Office

www.aspenational.org Christian Lutz Assistant Executive Director

First Vice President

Patsy M. Smith Executive Director

Second Vice President

Third Vice President

Quote of the month:

Central Plains Governor

Send us your favorite quote or saying to share with our Society!

Immediate Past President

Treasurer (appointed position)

Members & Readers

Message from the President

Jeremy Adkins, CPE

ASPE Online Classes

Self Paced Classes can be started at any time.

January 14, 2013 March 24, 2013

Estimating Exciting Career Choice?

ASPE Award Submittal Time! Go Electronic!

Submit Your Best Program, Event, Newsletter, Fundraiser, etc.

Who will WIN in 2013?

What successful Cost Estimators know. . . . and you should, too.

>>>>>>> AN ESTIMATORS GUIDE TO POLICIES, >>>>>>>>>>> PROCEDURES, AND STRATEGIES

How To Estimate the Cost of

ELecTRicaL DisTRiBUTioN CeNTeR (EDC)

HTETCO: iNstalliNg aN electRical distRiBUtioN CeNteR (EDC)

2. Types and Methods oF MeasURemeNTs

Main CSI Division:

Main CSI Sub-Divisions:

HTETCO: iNstalliNg aN electRical distRiBUtioN CeNteR (EDC)

4. Overview of Labor, Material, Equipment, INdiRecT CosTs aNd Approach to Mark-Ups

3. Specific Factors in TaKe-oFF aNd PRiciNG

Table 1. Labor/Crew Rate/Burden

HTETCO: iNstalliNg aN electRical distRiBUtioN CeNteR (EDC)

5. Special Risk CoNsideRaTioNs

7. Misc. Pertinent INFoRmaTioN

6. Ratios and Analysis

HTETCO: iNstalliNg aN electRical distRiBUtioN CeNteR (EDC)