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“Engineering Economics and Project Management”
Mechanical Engineering Handbook
Ed. Frank Kreith
Boca Raton: CRC Press LLC, 1999
c 1999 by CRC Press LLC
17
1
© 1999 by CRC Press LLC
Engineering Economics
and Project
*
Management
17.1 Engineering Economic Decisions..................................172
17.2 Establishing Economic Equivalence..............................172
Interest: The Cost of Money • The Elements of Transactions
Involving Interest • Equivalence Calculations • Interest
Formulas • Nominal and Effective Interest Rates • Loss of
Purchasing Power
17.3 Measures of Project Worth ..........................................1716
Describing Project Cash Flows • Present Worth Analysis •
Annual Equivalent Method • Rate of Return Analysis •
Accept/Reject Decision Rules • Mutually Exclusive
Alternatives
17.4 Cash Flow Projections .................................................1728
Operating Proﬁt — Net Income • Accounting Depreciation •
Corporate Income Taxes • Tax Treatment of Gains or Losses
for Depreciable Assets • AfterTax Cash Flow Analysis •
Effects of Inﬂation on Project Cash Flows
17.5 Sensitivity and Risk Analysis .....................................1736
Project Risk • Sensitivity Analysis • Scenario Analysis • Risk
Analysis • Procedure for Developing an NPW Distribution •
Expected Value and Variance • Decision Rule
17.6 Design Economics........................................................1745
Capital Costs vs. Operating Costs • MinimumCost Function
17.7 Project Management ....................................................1751
Engineers, Projects, and Project Management • Project
Planning • Project Scheduling • Stafﬁng and Organizing • Team
Building • Project Control • Estimating and Contracting
*
Department of Industrial & Systems Engineering, Auburn University, Auburn, AL 36849. Sections 17.1 through
17.6 based on
Contemporary Engineering Economics,
2nd edition, by Chan S. Park, AddisonWesley Publishing
Company, Reading, MA, 1997.
Chan S. Park
*
Auburn University
Donald D. Tippett
University of Alabama in Huntsville
17
2
Section 17
17.1 Engineering Economic Decisions
Decisions made during the engineering design phase of product development determine the majority
(some say 85%) of the costs of manufacturing that product. Thus, a competent engineer in the 21st
century must have an understanding of the principles of economics as well as engineering. This chapter
examines the most important economic concepts that should be understood by engineers.
Engineers participate in a variety of decisionmaking processes, ranging from manufacturing to
marketing to ﬁnancing decisions. They must make decisions involving materials, plant facilities, the in
house capabilities of company personnel, and the effective use of capital assets such as buildings and
machinery. One of the engineer’s primary tasks is to plan for the acquisition of equipment (ﬁxed asset)
that will enable the ﬁrm to design and produce products economically. These decisions are called
engineering economic decisions
.
17.2 Establishing Economic Equivalence
A typical engineering economic decision involves two dissimilar types of dollar amounts. First, there is
the investment, which is usually made in a lump sum at the beginning of the project, a time that for
analytical purposes is called today, or time 0. Second, there is a stream of cash beneﬁts that are expected
to result from this investment over a period of future years.
In such a ﬁxed asset investment funds are committed today in the expectation of earning a return in
the future. In the case of a bank loan, the future return takes the form of interest plus repayment of the
principal. This is known as the
loan cash ﬂow
. In the case of the ﬁxed asset, the future return takes the
form of cash generated by productive use of the asset. The representation of these future earnings along
with the capital expenditures and annual expenses (such as wages, raw materials, operating costs,
maintenance costs, and income taxes) is the
project cash ﬂow.
This similarity between the loan cash
ﬂow and the project cash ﬂow brings us an important conclusion—that is, ﬁrst we need to ﬁnd a way
to evaluate a money series occurring at different points in time. Second, if we understand how to evaluate
a loan cash ﬂow series, we can use the same concept to evaluate the project cash ﬂow series.
Interest: The Cost of Money
Money left in a savings account earns interest so that the balance over time is greater than the sum of
the deposits. In the ﬁnancial world, money itself is a commodity, and like other goods that are bought
and sold, money costs money. The cost of money is established and measured by an
interest rate,
a
percentage that is periodically applied and added to an amount (or varying amounts) of money over a
speciﬁed length of time. When money is borrowed, the interest paid is the charge to the brrower for the
use of the lender’s property; when money is loaned or invested, the interest earned is the lender’s gain
from providing a good to another.
Interest
, then, may be deﬁned as the cost of having money available
for use.
The operation of interest reﬂects the fact that money has a time value. This is why amounts of interest
depend on lengths of time; interest rates, for example, are typically given in terms of a percentage per
year. This principle of the time value of money can be formally deﬁned as follows: the economic value
of a sum depends on when it is received. Because money has earning power over time (it can be put to
work, earning more money for its owner), a dollar received today has a greater value than a dollar
received at some future time.
The changes in the value of a sum of money over time can become extremely signiﬁcant when we
deal with large amounts of money, long periods of time, or high interest rates. For example, at a current
annual interest rate of 10%, $1 million will earn $100,000 in interest in a year; thus, waiting a year to
receive $1 million clearly involves a signiﬁcant sacriﬁce. In deciding among alternative proposals, we
must take into account the operation of interest and the time value of money to make valid comparisons
of different amounts at various times.
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
3
The Elements of Transactions Involving Interest
Many types of transactions involve interest — for example, borrowing or investing money, purchasing
machinery on credit — but certain elements are common to all of them:
1. Some initial amount of money, called the
principal
(
P
) in transactions of debt or investment
2. The
interest rate
(
i
), which measures the cost or price of money, expressed as a percentage per
period of time
3. A period of time, called the
interest period
(or
compounding period
), that determines how
frequently interest is calculated
4. The speciﬁed length of time that marks the duration of the transaction and thereby establishes a
certain
number of interest periods
(
N
)
5. A
plan for receipts or disbursements
(A
n
) that yields a particular cash ﬂow pattern over the length
of time (for example, we might have a series of equal monthly payments [A] that repay a loan)
6. A
future amount of money
(F) that results from the cumulative effects of the interest rate over a
number of interest periods
Cash Flow Diagrams
It is convenient to represent problems involving the time value of money in graphic form with a cash
ﬂow diagram (see Figure 17.2.1), which represents time by a horizontal line marked off with the number
of interest periods speciﬁed. The cash ﬂows over time are represented by arrows at the relevant periods:
upward arrows for positive ﬂows (receipts) and downward arrows for negative ﬂows (disbursements).
EndofPeriod Convention
In practice, cash ﬂows can occur at the beginning or in the middle of an interest period, or at practically
any point in time. One of the simplifying assumptions we make in engineering economic analysis is the
endofperiod convention
, which is the practice of placing all cash ﬂow transactions at the end of an
interest period. This assumption relieves us of the responsibility of dealing with the effects of interest
within an interest period, which would greatly complicate our calculations.
FIGURE 17.2.1
A cash ﬂow diagram for a loan transaction — borrow $20,000 now and pay off the loan with ﬁve
equal annual installments of $5,141.85. After paying $200 for the loan origination fee, the net amount of ﬁnancing
is $19,800. The borrowing interest rate is 9%.
© 1999 by CRC Press LLC
17
4
Section 17
Compound Interest
Under the compound interest scheme, the interest in each period is based on the total amount owed at
the end of the previous period. This total amount includes the original principal plus the accumulated
interest that has been left in the account. In this case, you are in effect increasing the deposit amount
by the amount of interest earned. In general, if you deposited (invested) P dollars at interest rate i, you
would have P + iP = P(1 + i) dollars at the end of one period. With the entire amount (principal and
interest) reinvested at the same rate i for another period, you would have, at the end of the second period,
This interestearning process repeats, and after N periods, the total accumulated value (balance) F will
grow to
(17.2.1)
Equivalence Calculations
Economic equivalence refers to the fact that a cash ﬂow — whether it is a single payment or a series
of payments — can be said to be converted to an
equivalent
cash ﬂow at any point in time; thus, for
any sequence of cash ﬂows, we can ﬁnd an equivalent single cash ﬂow at a given interest rate and a
given time.
Equivalence calculations can be viewed as an application of the compound interest relationships
developed in Equation 17.2.1. The formula developed for calculating compound interest, F = P(1 + i)
N
,
expresses the equivalence between some present amount, P, and a future amount, F, for a given interest
rate, i, and a number of interest periods, N. Therefore, at the end of a 3year investment period at 8%,
$1000 will grow to
Thus at 8% interest, $1000 received now is equivalent to $1,25l9.71 received in 3 years and we could
trade $1000 now for the promise of receiving $1259.71 in 3 years. Example 17.2.1 demonstrates the
application of this basic technique.
Example 17.2.1 — Equivalence
Suppose you are offered the alternative of receiving either $3000 at the end of 5 years or P dollars today.
There is no question that the $3000 will be paid in full (no risk). Having no current need for the money,
you would deposit the P dollars in an account that pays 8% interest. What value of P would make you
indifferent in your choice between P dollars today and the promise of $3000 at the end of 5 years from
now?
Discussion.
Our job is to determine the present amount that is economically equivalent to $3000 in 5
years, given the investment potential of 8% per year. Note that the problem statement assumes that you
would exercise your option of using the earning power of your money by depositing it. The “indifference”
ascribed to you refers to economic indifference; that is, within a marketplace where 8% is the applicable
interest rate, you could trade one cash ﬂow for the other.
Solution.
From Equation (17.2.1), we establish
P i i P i P i i
P i
1 1 1 1
1
2
+ ( ) + + ( )
[ ]
· + ( ) + ( )
· + ( )
F P i
N
· + ( ) 1
$ . $ . 1000 1 0 08 1259 71
3
+ ( ) ·
$ . 3000 1 0 08
5
· + ( ) P
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
5
Rearranging to solve for P,
Comments.
In this example, it is clear that if P is anything less than $2042, you would prefer the
promise of $3000 in 5 years to P dollars today; if P were greater than $2042, you would prefer P. It is
less obvious that at a lower interest rate, P must be higher to be equivalent to the future amount. For
example, at i = 4%, P = $2466.
Interest Formulas
In this section is developed a series of interest formulas for use in more complex comparisons of cash
ﬂows. It classiﬁes four major categories of cash ﬂow transactions, develops interest formulas for them,
and presents working examples of each type.
Single Cash Flow Formulas
We begin our coverage of interest formulas by considering the simplest cash ﬂows: single cash ﬂows.
Given a present sum P invested for N interest periods at interest rate i, what sum will have accumulated
at the end of the N periods? You probably noticed quickly that this description matches the case we ﬁrst
encountered in describing compound interest. To solve for F (the future sum) we use Equation (17.2.1):
Because of its origin in compound interest calculation, the factor (F/P, i, N), which is read as “ﬁnd
F, given P, i, and N” is known as the
single payment compound amount factor
. Like the concept of
equivalence, this factor is one of the foundations of engineering economic analysis. Given this factor,
all the other important interest formulas can be derived. This process of ﬁnding F is often called the
compounding process. (Note the timescale convention. The ﬁrst period begins at n = 0 and ends at n
= 1.) Thus, in the preceding example, where we had F = $1000(1.08)
3
, we can write F = $1000(F/P,
8%, 3). We can directly evaluate the equation or locate the factor value by using the 8% interest table
*
and ﬁnding the factor of 1.2597 in the F/P column for N = 3.
Finding present worth of a future sum is simply the reverse of compounding and is known as
discounting process
. In Equation (17.2.1), we can see that if we were to ﬁnd a present sum P, given a
future sum F, we simply solve for P.
(17.2.2)
The factor 1/(1 + i)
N
is known as the
single payment present worth factor
and is designated (P/F, i,
N). Tables
*
have been constructed for the P/F factors for various values of i and N. The interest rate i
and the P/F factor are also referred to as
discount rate
and
discounting factor
, respectively. Because
using the interest tables is often the easiest way to solve an equation, this factor notation is included for
each of the formulas derived in the following sections.
*
All standard engineering economy textbooks (such as
Contemporary Engineering Economics
by C. S. Park,
Addison Wesley, 1997) provide extensive sets of interest tables. Or you can obtain such interest tables on a World
Wide Web site at http://www.eng.auburn.edu/park/cee.html, which is a textbook web site for
Contemporary Engi
neering Economics.
P · + ( ) · $ . $ 3000 1 0 08 2042
5
F P i P F P i N
N
· + ( ) · ( ) 1 , ,
P F
i
F P F i N
N
·
+ ( )
¸
1
]
1
· ( )
1
1
, ,
© 1999 by CRC Press LLC
17
6
Section 17
A Stream of Cash Flow Series
A common cash ﬂow transaction involves a series of disbursements or receipts. Familiar situations such
as car loans and insurance payments are examples of series payments. Payments of car loans and
insurance bills typically involve identical sums paid at regular intervals. However, when there is no clear
pattern of payment amounts over a series, one calls the transaction an
uneven cashﬂow series
.
The present worth of any stream of payments can be found by calculating the present value of each
individual payment and summing the results. Once the present worth is found, one can make other
equivalence calculations, such as calculating the future worth by using the interest factors developed in
the previous section.
Example 17.2.2 — Present Value of an Uneven Series by Decomposition into Single
Payments
Wilson Technology, a growing machine shop, wishes to set aside money now to invest over the next 4
years in automating their customer service department. They now earn 10% on a lump sum deposited,
and they wish to withdraw the money in the following increments:
Year 1: $25,000 to purchase a computer and data base software designed for customer service use
Year 2: $3000 to purchase additional hardware to accommodate anticipated growth in use of the system
Year 3: No expenses
Year 4: $5000 to purchase software upgrades
How much money must be deposited now to cover the anticipated payments over the next 4 years?
Discussion.
This problem is equivalent to asking what value of P would make you indifferent in your
choice between P dollars today and the future expense stream of ($25,000, $3000, $0, $5000). One way
to deal with an uneven series of cash ﬂows is to calculate the equivalent present value of each single
cash ﬂow and sum the present values to ﬁnd P. In other words, the cash ﬂow is broken into three parts
as shown in Figure 17.2.2.
Solution.
Cash Flow Series with a Special Pattern
Whenever one can identify patterns in cash ﬂow transactions, one may use them in developing concise
expressions for computing either the present or future worth of the series. For this purpose, we will
classify cash ﬂow transactions into three categories: (1) equal cash ﬂow series, (2) linear gradient series,
and (3) geometric gradient series. To simplify the description of various interest formulas, we will use
the following notation:
1. Uniform Series: Probably the most familiar category includes transactions arranged as a series
of equal cash ﬂows at regular intervals, known as an
equalpayment series
(or
uniform series
)
(Figure 17.2.3a). This describes the cash ﬂows, for example, of the common installment loan
contract, which arranges for the repayment of a loan in equal periodic installments. The equal
cash ﬂow formulas deal with the equivalence relations of P, F, and A, the constant amount of the
cash ﬂows in the series.
2. Linear Gradient Series: While many transactions involve series of cash ﬂows, the amounts are
not always uniform: yet they may vary in some regular way. One common pattern of variation
occurs when each cash ﬂow in a series increases (or decreases) by a ﬁxed amount (Figure 17.2.3b).
A 5year loan repayment plan might specify, for example, a series of annual payments that
P P F P F P F · ( ) + ( ) + ( )
·
$ , , %, $ , %, $ , %,
$ ,
25 000 10 1 3000 10 2 5000 10 4
28 622
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
7
increased by $50 each year. We call such a cash ﬂow pattern a
linear gradient series
because its
cash ﬂow diagram produces an ascending (or descending) straight line. In addition to P, F, and
A, the formulas used in such problems involve the constant amount, G, of the change in each
cash ﬂow.
3. Geometric Gradient Series: Another kind of gradient series is formed when the series in cash
ﬂow is determined, not by some ﬁxed amount like $50, but by some ﬁxed
rate
, expressed as a
percentage. For example, in a 5year ﬁnancial plan for a project, the cost of a particular raw
material might be budgeted to increase at a rate of 4% per year. The curving gradient in the
diagram of such a series suggests its name: a
geometric gradient series
(Figure 17.2.3c). In the
formulas dealing with such series, the rate of change is represented by a lowercase g.
Table 17.2.1 summarizes the interest formulas and the cash ﬂow situations in which they should be used.
For example, the factor notation (F/A, i, N) represents the situation where you want to calculate the
equivalent lumpsum future worth (F) for a given uniform payment series (A) over N period at interest
rate i. Note that these interest formulas are applicable only when the interest (compounding) period is
the same as the payment period. Also in this table we present some useful interest factor relationships.
The next two examples illustrate how one might use these interest factors to determine the equivalent
cash ﬂow.
FIGURE 17.2.2
Decomposition of uneven cash ﬂow series into three singlepayment transactions. This decompo
sition allows us to use the singlepayment present worth factor.
© 1999 by CRC Press LLC
17
8
Section 17
Example 17.2.3 — Uniform Series: Find F, Given i, A, N
Suppose you make an annual contribution of $3000 to your savings account at the end of each year for
10 years. If your savings account earns 7% interest annually, how much can be withdrawn at the end
of 10 years? (See Figure 17.2.4.)
Solution.
Example 17.2.4 — Geometric Gradient: Find P, Given A
1
, g, i, N
Ansell Inc., a medical device manufacturer, uses compressed air in solenoids and pressure switches in
the machines to control the various mechanical movements. Over the years the manufacturing ﬂoor has
changed layouts numerous times. With each new layout more piping was added to the compressed air
delivery system to accommodate the new locations of the manufacturing machines. None of the extra,
unused old pipe was capped or removed; thus the current compressed air delivery system is inefﬁcient
and fraught with leaks. Because of the leaks in the current system, the compressor is expected to run
FIGURE 17.2.3
Five types of cash ﬂows: (a) equal (uniform) payment series; (b) linear gradient series; and (c)
geometric gradient series.
FIGURE 17.2.4
Cash ﬂow diagram (Example 17.2.3).
F F A · ( )
· ( )
·
$ , %,
$ .
$ , .
3000 7 10
3000 13 8164
41 449 20
© 1999 by CRC Press LLC
E
n
g
i
n
e
e
r
i
n
g
E
c
o
n
o
m
i
c
s
a
n
d
P
r
o
j
e
c
t
M
a
n
a
g
e
m
e
n
t
1
7

9
© 1999 by CRC Press LLC
TABLE 17.2.1 Summary of Discrete Compounding Formulas with Discrete Payments
Flow Type Factor Notation Formula Cash Flow Diagram Factor Relationship
Single
Compound amount (
F/P, i, N
)
Present worth (
P/F, i, N
)
F
=
P
(1 +
i
)
N
P
=
F
(1 +
i
)
ÐN
(
F/P, i, N
) =
i
(
F/A, i, N
) + 1
(
P/F, i, N
) = 1 Ð (
P/A, i N
)
i
Equal Payment Series
Compound amount (
F/A, i, N
)
(
A/F, i, N
) = (
A/P, i, N
) Ð i
Sinking fund (
A/F, i, N
)
Present worth (
P/A, i, N
)
Capital recovery (
A/P, i, N
)
Gradient Series
Uniform gradient
Present worth (
P/G, i, N
)
(
F/G, i, N
) = (
P/G, i, N
)(
F/P, i, N
)
(
A/G, i, N
) = (
P/G, i, N
)(
A/P, i, N
)
Geometric gradient
Present worth (
P/A
1
,
g, i, N
)
(
F/A
1
,
g, i, N
) = (
P/A
1
,
g, i, N
)(
F/P, i N
)
Adapted from Park, C.S. 1997.
Contemporary Engineering Economics.
AddisonWesley, Reading, MA. Tables are constructed for various interest factors and you can obtain
such interest tables on a World Wide Web site at http://www.eng.auburn.edu/~park/cee.html, which is a textbook web site for
Contemporary Engineering Economics.
F A
i
i
N
·
+ −
¸
1
]
1
( ) 1 1
A F
i
i
N
·
+ −
¸
1
]
1
( ) 1 1
P A
i
i i
N
N
·
+ −
+
¸
1
]
1
( )
( )
1 1
1
( / , , )
( / , , )
A P i N
i
P F i N
·
− 1
A P
i i
i
N
N
·
+
+ −
¸
1
]
1
( )
( )
1
1 1
P C
i iN
i i
N
N
·
+ − −
+
¸
1
]
1
( )
( )
1 1
1
2
P
A
g i
i g
NA
i
i g
N N
·
− + +
−
¸
1
]
1
+
·
¸
−
1
1
1 1 1
1
( ) ( )
( ) if
©
1
9
9
9
b
y
C
R
C
P
r
e
s
s
L
L
C
17
10
Section 17
70% of the time that the plant is in operation during the upcoming year, which will require 260 kW/hr
of electricity at a rate of $0.05/kWhr. (The plant runs 250 days a year for 24 hr a day.) If Ansell continues
to operate the current air delivery system, the compressor run time will increase by 7% per year for the
next 5 years due to everdeteriorating leaks. (After 5 years, the current system cannot meet the plant’s
compressed air requirement, so it has to be replaced.) If Ansell decides to replace all of the old piping
now, it will cost $28,570. The compressor will still run the same number of days; however, it will run
23% less (or 70% (1 – 0.23) = 53.9% usage during the day) because of the reduced air pressure loss.
If Ansell’s interest rate is 12%, is it worth ﬁxing now?
Solution.
• Step 1. Calculate the cost of power consumption of the current piping system during the ﬁrst
year. The power consumption is equal to:
• Step 2. Each year the annual power cost will increase at the rate of 7% over the previous year’s
power cost. Then the anticipated power cost over the 5year period is summarized in Figure
17.2.5. The equivalent present lumpsum cost at 12% for this geometric gradient series is
• Step 3. If Ansell replaces the current compressed air system with the new one, the annual power
cost will be 23% less during the ﬁrst year and will remain at that level over the next 5 years. The
equivalent present lumpsum cost at 12% is
• Step 4. The net cost for not replacing the old system now is $71,175 (= $222,283 – $151,108).
Since the new system costs only $28,570, the replacement should be made now.
Nominal and Effective Interest Rates
In all our examples in the previous section, we implicitly assumed that payments are received once a
year, or annually. However, some of the most familiar ﬁnancial transactions in both personal ﬁnancial
matters and engineering economic analysis involve nonannual payments; for example, monthly mortgage
payments and daily earnings on savings accounts. Thus, if we are to compare different cash ﬂows with
different compounding periods, we need to address them on a common basis. The need to do this has
led to the development of the concepts of
nominal interest rate
and
effective interest rate
.
power cost = % of day operating days operating per year hours per day
kW hr kWhr
days year hr day 260 kW hr kWhr
× ×
× ×
· ( ) × ( ) × ( ) × ( ) × ( )
·
$
% $ .
$ ,
70 250 24 0 05
54 440
P P A
Old
·
( )
·
− + ( ) + ( )
−
¸
1
]
1
·
−
$ , , %, %,
$ ,
. .
. .
$ ,
54 440 7 12 5
54 440
1 1 0 07 1 0 12
0 12 0 07
222 283
1
5 5
P P A
New
· − ( )( )
· ( )
·
$ , . , %,
$ , . .
$ ,
54 440 1 0 23 12 5
41 918 80 3 6048
151 108
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
11
Nominal Interest Rate
Even if a ﬁnancial institution uses a unit of time other than a year — a month or quarter, for instance
— in calculating interest payments, it usually quotes the interest rate on an annual basis. Many banks,
for example, state the interest arrangement for credit cards in this way: “18% compounded monthly.”
We say 18% is the
nominal interest rate
or
annual percentage rate
(APR), and the compounding
frequency is monthly (12). To obtain the interest rate per compounding period, we divide 18% by 12 to
obtain 1.5% per month. Therefore, the credit card statement above means that the bank will charge 1.5%
interest on unpaid balance for each month.
Although the annual percentage rate, or APR, is commonly used by ﬁnancial institutions and is familiar
to customers, when compounding takes place more frequently than annually, the APR does not explain
precisely the amount of interest that will accumulate in a year. To explain the true effect of more frequent
compounding on annual interest amounts, we need to introduce the term effective interest rate.
Effective Annual Interest Rate
The
effective interest rate
is the only one that truly represents the interest earned in a year or some other
time period. For instance, in our credit card example, the bank will charge 1.5% interest on unpaid
balance at the end of each month. Therefore, the 1.5% rate represents an effective interest rate — on a
monthly basis, it is the rate that predicts the actual interest payment on your outstanding credit card
balance.
Suppose you purchase an appliance on credit at 18% compounded monthly. Unless you pay off the
entire amount within a grace period (let’s say, a month), any unpaid balance (P) left for a year period
would grow to
This implies that for each dollar borrowed for 1 year, you owe $1.1956 at the end of the year, including
the principal and interest. For each dollar borrowed, you pay an equivalent annual interest of 19.56 cents.
In terms of an effective annual interest rate (i
a
), we can rewrite the interest payment as a percentage of
the principal amount
Thus, the effective annual interest rate is 19.56%.
FIGURE 17.2.5
Expected power expenditure over the next 5 years due to deteriorating leaks if no repair is performed
(Example 17.2.4).
F P i
P
P
N
· + ( )
· + ( )
·
1
1 0 015
1 1956
12
.
.
i
a
· + ( ) − · 1 0 015 1 0 1956 19 56
12
. . , . % or
© 1999 by CRC Press LLC
17
12
Section 17
Clearly, compounding more frequently increases the amount of interest paid for the year at the same
nominal interest rate. We can generalize the result to compute the effective interest rate for
any time
duration
. As you will see later, we normally compute the effective interest rate based on payment
(transaction) period. For example, cash ﬂow transactions occur quarterly but interest rate is compounded
monthly. This quarterly conversion allows us to use the interest formulas in Table 17.2.1. To consider
this, we may deﬁne the effective interest rate for a given payment period as
(17.2.3)
where
M = the number of interest periods per year
C = the number of interest periods per payment period
K = the number of payment periods per year
When M = 1, we have the special case of annual compounding. Substituting M = 1 into Equation
(17.2.3), we ﬁnd it reduces to i
a
= r. That is, when compounding takes place once annually,
*
effective
interest is equal to nominal interest. Thus, in all our earlier examples, where we considered only annual
interest, we were by deﬁnition using effective interest rates.
Example 17.2.5 — Calculating Auto Loan Payments
Suppose you want to buy a car priced $22,678.95. The car dealer is willing to offer a ﬁnancing package
with 8.5% annual percentage rate over 48 months. You can afford to make a down payment of $2678.95,
so the net amount to be ﬁnanced is $20,000. What would be the monthly payment?
Solution.
The ad does not specify a compounding period, but in automobile ﬁnancing the interest and
the payment periods are almost always both monthly. Thus, the 8.5% APR means 8.5% compounded
monthly. In this situation, we can easily compute the monthly payment using the
capital recovery factor
in Table 17.2.1:
*
For an extreme case, we could consider a continuous compounding. As the number of compounding periods
(M) becomes very large, the interest rate per compounding period (r/M) becomes very small. As M approaches
inﬁnity and r/M approaches zero, we approximate the situation of
continuous compounding
.
To calculate the effective annual interest rate for continuous compounding, we set K equal to 1, resulting in:
As an example, the effective annual interest rate for a nominal interest rate of 12% compounded continuously
is i
a
= e
0.12
– 1 = 12.7497%.
i r M
r CK
C
C
· + ( ) −
· + ( ) −
1 1
1 1
i e
r K
· −1
i e
a
r
· −1
i
N
A A P
· ·
( )( ) ·
( ) ·
8 5 12 0 7083
4 48
0 7083 48 492 97
. % . %
, . %, $ .
per month
= 12 months
= $20, 000
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
13
Example 17.2.6 — Compounding More Frequent Than Payments
Suppose you make equal quarterly deposits of $1000 into a fund that pays interest at a rate of 12%
compounded monthly. Find the balance at the end of year 2 (Figure 17.2.6).
Solution.
We follow the procedure for noncomparable compounding and payment periods described
above.
1. Identify the parameter values for M, K, and C:
2. Use Equation (17.2.3) to compute effective interest per quarter.
3. Find the total number of payment periods, N.
4. Use i and N in the (F/A, i, N) factor from Table 17.2.1:
Loss of Purchasing Power
It is important to differentiate between the time value of money as we used it in the previous section
and the effects of inﬂation. The notion that a sum is worth more the earlier it is received can refer to
its earning potential over time, to decreases in its value due to inﬂation over time, or to both. Historically,
the general economy has usually ﬂuctuated in such a way that it experiences
inﬂation
, a loss in the
purchasing power of money over time. Inﬂation means that the cost of an item tends to increase over
time or, to put it another way, the same dollar amount buys less of an item over time.
Deﬂation
is the
FIGURE 17.2.6
Quarterly deposits with monthly compounding (Example 17.2.6).
M
K
C
·
·
·
12
4
3
compounding periods per year
payment periods per year
interest periods per payment period
i = 1+ 0.12 12
per quarter
( ) −
·
3
1
3 030 . %
N K · ( ) · ( ) · number of years quarters 4 2 8
F F A · ( ) · $ , . %, $ . 1000 3 030 8 8901 81
© 1999 by CRC Press LLC
17
14
Section 17
opposite of inﬂation (negative inﬂation), in that prices decrease over time and hence a speciﬁed dollar
amount gains in purchasing power. In economic equivalence calculations, we need to consider the change
of purchasing power along with the earning power.
The Average Inﬂation Rate
To account for the effect of varying yearly inﬂation rates over a period of several years, we can compute
a single rate that represents an
average inﬂation rate.
Since each individual year’s inﬂation rate is based
on the pervious year’s rate, they have a compounding effect. As an example, suppose we want to calculate
the average inﬂation rate for a 2year period for a typical item. The ﬁrst year’s inﬂation rate is 4% and
the second year’s is 8%, using a base price index of 100.
• Step 1. We ﬁnd the price at the end of the second year by the process of compounding:
• Step 2. To ﬁnd the average inﬂation rate f over a 2year period, we establish the following
equivalence equation:
Solving for f yields
f
= 5.98%
We can say that the price increases in the last 2 years are equivalent to an average annual percentage
rate of 5.98% per year. In other words, our purchasing power decreases at the annual rate of 5.98% over
the previous year’s dollars. If the average inﬂation rate is calculated based on the
consumer price index
(CPI), it is known as a
general inﬂation rate
Actual vs. Constant Dollars
To introduce the effect of inﬂation into our economic analysis, we need to deﬁne several inﬂationrelated
terms.
*
• Actual (current) dollars (A
n
): Estimates of future cash ﬂows for year n which take into account
any anticipated changes in amount due to inﬂationary or deﬂationary effects. Usually these
amounts are determined by applying an inﬂation rate to base year dollar estimates.
• Constant (real) dollars Dollars of constant purchasing power independent of the passage
of time. In situations where inﬂationary effects have been assumed when cash ﬂows were esti
mated, those estimates can be converted to constant dollars (base year dollars) by adjustment
using some readily accepted
general inﬂation rate
. We will assume that the base year is always
time 0 unless we specify otherwise.
*
Based on the ANSI Z94 Standards Committee on Industrial Engineering Terminology. 1988.
The Engineering
Economist.
Vol. 33(2): 145–171.
100 1 0 04 1 0 08 112 32 + ( ) + ( ) · . . .
1 2 44 3 44
1 2 4444 3 4444
100 1 112 32 100 2 112 32
2
+ ( ) · ← ( ) · f F P f . , , .
( ). f
(A ):
n
′
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
15
Equivalence Calculation under Inﬂation
In previous sections, our equivalence analyses have taken into consideration changes in the
earning
power
of money — that is, interest effects. To factor in changes in
purchasing power
as well — that is,
inﬂation — we may use either (1) constant dollar analysis or (2) actual dollar analysis. Either method
will produce the same solution; however, each uses a different interest rate and procedure.
There are two types of interest rate for equivalence calculation: (1) the market interest rate and (2)
the inﬂationfree interest rate. The interest rate that is applicable depends on the assumptions used in
estimating the cash ﬂow.
• Market interest rate (i): This interest rate takes into account the combined effects of the earning
value of capital (earning power) and any anticipated inﬂation or deﬂation (purchasing power).
Virtually all interest rates stated by ﬁnancial institutions for loans and savings accounts are market
interest rates. Most ﬁrms use a market interest rate (also known as
inﬂationadjusted rate of return
[
discount rate
]) in evaluating their investment projects.
• Inﬂationfree interest rate (i
′
): An estimate of the true earning power of money when inﬂation
effects have been removed. This rate is commonly known as
real interest rate
and can be computed
if the market interest rate and inﬂation rate are known.
In calculating any cash ﬂow equivalence, we need to identify the nature of project cash ﬂows. There are
three common cases:
Case 1. All cash ﬂow elements are estimated in constant dollars. Then, to ﬁnd the equivalent present
value of a cash ﬂow series in constant dollars, use the inﬂationfree interest rate.
Case 2. All cash ﬂow elements are estimated in actual dollars. Then, use the market interest rate to
ﬁnd the equivalent worth of the cash ﬂow series in actual dollars.
Case 3. Some of the cash ﬂow elements are estimated in constant dollars and others are estimated in
actual dollars. In this situation, we simply convert all cash ﬂow elements into one type — either
constant or actual dollars. Then we proceed with either constantdollar analysis for case 1 or
actualdollar analysis for case 2.
Removing the effect of inﬂation by deﬂating the actual dollars with and ﬁnding the equivalent worth
of these constant dollars by using the inﬂationfree interest rate can be greatly streamlined by the
efﬁciency of the
adjusteddiscount method
, which performs deﬂation and discounting in one step.
Mathematically we can combine this twostep procedure into one by
(17.2.4)
This implies that the market interest rate is a function of two terms, i
′
, . Note that if there is no
inﬂationary effect, the two interest rates are the same ( = 0
→
i = i
′
). As either i
′
or increases, i
also increases. For example, we can easily observe that when prices are increasing due to inﬂation, bond
rates climb, because lenders (that is anyone who invests in a moneymarket fund, bond, or certiﬁcate of
deposit) demand higher rates to protect themselves against the eroding value of their dollars. If inﬂation
were at 3%, you might be satisﬁed with an interest rate of 7% on a bond because your return would
more than beat inﬂation. If inﬂation were running at 10%, however, you would not buy a 7% bond; you
might insist instead on a return of at least 14%. On the other hand, when prices are coming down, or
at least are stable, lenders do not fear the loss of purchasing power with the loans they make, so they
are satisﬁed to lend at lower interest rates.
f
i i f i f · ′ + + ′
f
f f
© 1999 by CRC Press LLC
17
16
Section 17
17.3 Measures of Project Worth
This section shows how to compare alternatives on equal basis and select the wisest alternative from an
economic standpoint. The three common measures based on cash ﬂow equivalence are (1) equivalent
present worth, (2) equivalent annual worth, and (3) rate of return. The present worth represents a measure
of future cash ﬂow relative to the time point “now” with provisions that account for earning opportunities.
Annual worth is a measure of the cash ﬂow in terms of the equivalent equal payments on an annual
basis. The third measure is based on
yield
or percentage.
Describing Project Cash Flows
When a company purchases a ﬁxed asset such as equipment, it makes an investment. The company
commits funds today in the expectation of earning a return on those funds in the future. Such an
investment is similar to that made by a bank when it lends money. For the bank loan, the future cash
ﬂow consists of interest plus repayment of the principal. For the ﬁxed asset, the future return is in the
form of cash ﬂows from the proﬁtable use of the asset. In evaluating a capital investment, we are
concerned only with those cash ﬂows that result directly from the investment. These cash ﬂows, called
differential
or
incremental cash ﬂows
, represent the change in the ﬁrm’s total cash ﬂow that occurs as
a direct result of the investment.
We must also recognize that one of the most important parts of the capital budgeting process is the
estimation of the relevant cash ﬂows. For all examples in this section, however, net cash ﬂows can be
viewed as beforetax values or aftertax values for which tax effects have been recalculated. Since some
organizations (e.g., governments and nonproﬁt organizations) are not taxable, the beforetax situation
can be a valid base for that type of economic evaluation. This view will allow us to focus on our main
area of concern, the economic evaluation of an investment project. The procedures for determining after
tax net cash ﬂows in taxable situations are developed in Section 17.4.
Example 17.3.1 — Identifying Project Cash Flows
Merco Inc., a machinery builder in Louisville, KY, is considering making an investment of $1,250,000
in a complete structuralbeamfabrication system. The increased productivity resulting from the instal
lation of the drilling system is central to the justiﬁcation. Merco estimates the following ﬁgures as a
basis for calculating productivity:
• Increased fabricated steel production: 2000 tons/year
• Average sales price/ton fabricated steel: $2566.50/ton
• Labor rate: $10.50/hr
• Tons of steel produced in a year: 15,000 tons
• Cost of steel per ton (2205 lb): $1950/ton
• Number of workers on layout, holemaking, sawing, and material handling: 17
• Additional maintenance cost: $128,500 per year
With the cost of steel at $1950/ton and the direct labor cost of fabricating 1 lb at 10 cents, the cost
of producing a ton of fabricated steel is about $2170.50. With a selling price of $2566.50/ton, the resulting
contribution to overhead and proﬁt becomes $396/ton. Assuming that Merco will be able to sustain an
increased production of 2000 tons per year by purchasing the system, the projected additional contribution
has been estimated to be 2000 tons
×
$396 = $792,000.
Since the drilling system has the capacity to fabricate the full range of structural steel, two workers
can run the system, one on the saw and the other on the drill. A third operator is required as a crane
operator for loading and unloading materials. Merco estimates that to do the equivalent work of these
© 1999 by CRC Press LLC
Engineering Economics and Project Management
17
17
three workers with conventional manufacture requires, on the average, an additional 14 people for
centerpunching, holemaking with radial or magnetic drill, and material handling. This translates into a
labor savings in the amount of $294,000 per year ($10.50
×
40 hr/week
×
50 weeks/year
×
14). The
system can last for 15 years with an estimated aftertax salvage value of $80,000. The expected annual
corporate income taxes would amount to $226,000. Determine the net cash ﬂow from undertaking the
investment. Determine the net cash ﬂows from the project over the service life.
Solution.
The net investment cost as well as savings are as follows:
• Cash inﬂows:
Increased annual revenue: $792,000
Projected annual net savings in labor: $294,000
Projected aftertax salvage value at the end of year 15: $80,000
• Cash outﬂows:
Project investment cost: $1,250,000
Projected increase in annual maintenance cost: $128,500
Projected increase in corporate income taxes: $226,000
Now we are ready to summarize a cash ﬂow table as follows:
The project’s cash ﬂow diagram is shown in Figure 17.3.1.
Assuming these cost savings and cash ﬂow estimates are correct, should management give the go
ahead for installation of the system? If management has decided not to install the fabrication system,
what do they do with the $1,250,000 (assuming they have it in the ﬁrst place)? The company could buy
$1,250,000 of Treasury bonds. Or it could invest the amount in other costsaving projects. How would
the company compare cash ﬂows that differ both in timing and amount for the alternatives it is consid
ering? This is an extremely important question because virtually every engineering investment decision
involves a comparison of alternatives. These are the types of questions this section is designed to help
you answer.
Year Cash Inﬂows Cash Outﬂows Net Cash Flows
0 0 $1,250,000 –$1,250,000
1 1,086,000 354,500 731,500
2 1,086,000 354,500 731,500
M M M M
15 1,086,000 + 80,000 354,500 811,500
FIGURE 17.3.1
Cash ﬂow diagram (Example 17.3.1).
© 1999 by CRC Press LLC
17
18
Section 17
Present Worth Analysis
Until the 1950s, the paycheck method
*
was widely used as a means of making investment decisions. As
ﬂows in this method were recognized, however, business people began to search for methods to improve
project evaluations. This led to the development of discounted cash ﬂow techniques (DCF), which take
into account the time value of money. One of the DCFs is the net present worth method (NPW). A
capital investment problem is essentially one of determining whether the anticipated cash inﬂows from
a proposed project are sufﬁciently attractive to invest funds in the project. In developing the NPW
criterion, we will use the concept of cash ﬂow equivalence discussed in Section 17.2. Usually, the most
convenient point at which to calculate the equivalent values is often time 0. Under the NPW criterion,
the present worth of all cash inﬂows is compared against the present worth of all cash outﬂows that are
associated with an investment project. The difference between the present worth of these cash ﬂows,
called the net present worth (NPW), determines whether or not the project is an acceptable investment.
When two or more projects are under consideration. NPW analysis further allows us to select the best
project by comparing their NPW ﬁgures.
We will ﬁrst summarize the basic procedure for applying the present worth criterion to a typical
investment project.
• Determine the interest rate that the ﬁrm wishes to earn on its investments. This represents an
interest rate at which the ﬁrm can always invest the money in its investment pool. We often refer
to this interest rate as either a required rate of return or a minimum attractive rate of return
(MARR). Usually this selection will be a policy decision by top management. It is possible for
the MARR to change over the life of a project, but for now we will use a single rate of interest
in calculating NPW.
• Estimate the service life of the project.
**
• Determine the net cash ﬂows (net cash ﬂow = cash inﬂow – cash outﬂow).
• Find the present worth of each net cash ﬂow at the MARR. Add up these present worth ﬁgures;
their sum is deﬁned as the project’s NPW.
• Here, a positive NPW means the equivalent worth of inﬂows are greater than the equivalent worth
of outﬂows, so project makes a proﬁt. Therefore, if the PW(i) is positive for a single project, the
project should be accepted; if negative, it should be rejected. The decision rule is
Note that the decision rule is for a single project evaluation where you can estimate the revenues as well
as costs associated with the project. As you will ﬁnd later, when you are comparing alternatives with
*
One of the primary concerns of most business people is whether and when the money invested in a project can
be recovered. The payback method screens projects on the basis of how long it takes for net receipts to equal
investment outlays. A common standard used in determining whether or not to pursue a project is that no project
may be considered unless its payback period is shorter than some speciﬁed period of time. If the payback period is
within the acceptable range, a formal project evaluation (such as the present worth analysis) may begin. It is important
to remember that payback screening is not an end itself, but rather a method of screening out certain obvious
unacceptable investment alternatives before progressing to an analysis of potentially acceptable ones. But the much
used payback method of equipment screening has a number of serious drawbacks. The principal objection to the
payback method is its failure to measure proﬁtability; that is, there is no “proﬁt” made during the payback period.
Simply measuring how long it will take to recover the initial investment outlay contributes little to gauging the
earning power of a project.
If accept the investment
If remain indifferent
If reject the investment
PW i
PW i
PW i
( ) >
( ) ·
( ) <
0
0
0
,
,
,
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1719
the same revenues, you can compare them based on the cost only. In this situation (because you are
minimizing costs, rather than maximizing proﬁts), you should accept the project that results in smallest,
or least negative, NPW.
Example 17.3.2 — Net Present Worth
Consider the investment cash ﬂows associated with the metal fabrication project in Example 17.3.1. If
the ﬁrm’s MARR is 15%, compute the NPW of this project. Is this project acceptable?
Solution. Since the fabrication project requires an initial investment of $1,250,000 at n = 0 followed
by the 15 equal annual savings of $731,500, and $80,000 salvage value at the end of 15 years, we can
easily determine the NPW as follows:
Then, the NPW of the project is
Since PW (15%) > 0, the project would be acceptable.
Annual Equivalent Method
The annual equivalent worth (AE) criterion is a basis for measuring investment worth by determining
equal payments on an annual basis. Knowing that we can convert any lumpsum cash amount into a
series of equal annual payments, we may ﬁrst ﬁnd the NPW for the original series and then multiply
the NPW by the capital recovery factor:
**
Another special case of the PW criterion is useful when the life of a proposed project is perpetual or the
planning horizon is extremely long. The process of computing the PW cost for this inﬁnite series is referred to as
the capitalization of project cost. The cost is known as the capitalized cost. It represents the amount of money that
must be invested today to yield a certain return A at the end of each and every period forever, assuming an interest
rate of i. Observe the limit of the uniform series present worth factor as N approaches inﬁnity:
Thus, it follows that
(17.5)
Another way of looking at this, PW(i) dollars today, is to ask what constant income stream could be generated
by this in perpetuity. Clearly, the answer is A = iPW(i). If withdrawals were greater than A, they could be eating
into the principal, which would eventually reduce to 0.
lim lim
N N
N
N
P A i N
i
i i i
→∞ →∞
( ) ·
+ ( ) −
+ ( )
¸
1
]
1
1
· , ,
1 1
1
1
PW i A P A i N
A
i
( ) · → ∞ ( ) · , ,
PW
outflow
15 1 250 000 % $ , , ( ) ·
PW P A P F 15 731 500 15 15 80 000 15 15
4 284 259
% $ , , %, $ , , %,
$ , ,
( ) · ( ) + ( )
·
inflow
PW PW PW
in flow out flow
15 15 15
4 284 259 1 250 000
3 034 259
% % %
$ , , $ , ,
$ , ,
( ) · ( ) − ( )
· −
·
© 1999 by CRC Press LLC
1720 Section 17
(17.3.1)
The acceptreject decision rule for a single revenue project is
Notice that the factor (A/P, i, N) in Table 17.2.1 is positive for –1 < i < ∞. This indicates that the
AE(i) value will be positive if and only if PW(i) is positive. In other words, accepting a project that has
a positive AE(i) value is equivalent to accepting a project that has a positive PW(i) value. Therefore, the
AE criterion should provide a basis for evaluating a project that is consistent with the NPW criterion.
As with the present worth analysis, when you are comparing mutually exclusive service projects
whose revenues are the same, you may compare them based on cost only. In this situation, you will
select the alternative with the minimum annual equivalent cost (or least negative annual equivalent worth).
Unit Proﬁt/Cost Calculation
There are many situations in which we want to know the unit proﬁt (or cost) of operating an asset. A
general procedure to obtain such a unit proﬁt or cost ﬁgure involves the following two steps:
• Determine the number of units to be produced (or serviced) each year over the life of the asset.
• Identify the cash ﬂow series associated with the production or service over the life of the asset.
• Calculate the net present worth of the project cash ﬂow series at a given interest rate and then
determine the equivalent annual worth.
• Divide the equivalent annual worth by the number of units to be produced or serviced during
each year. When you have the number of units varying each year, you may need to convert them
into equivalent annual units.
To illustrate the procedure, we will consider Example 17.3.3, where the annual equivalent concept
can be useful in estimating the savings per machine hour for a proposed machine acquisition.
Example 17.3.3 — Unit Proﬁt per Machine Hour
Tiger Machine Tool Company is considering the proposed acquisition of a new metalcutting machine.
The required initial investment of $75,000 and the projected cash beneﬁts and annual operating hours
over the 3year project life are as follows.
Compute the equivalent savings per machine hour at i = 15%.
Solution. Bringing each ﬂow to its equivalent at time zero, we ﬁnd
End of Year Net Cash Flow Operating Hours
0 –$75,000
1 24,400 2,000
2 27,340 2,000
3 55,760 2,000
AE i PW i A P i N ( ) · ( )( ) , ,
If accept the investment
If remain indifferent
If reject the investment
AE i
AE i
AE i
( ) >
( ) ·
( ) <
0
0
0
,
,
,
PW P F P F P F 15 75 000 24 400 15 1 27 340 15 2 55 760 15 3
3553
% $ , $ , , %, $ , , %, $ , , %,
$
( ) · − + ( ) + ( ) + ( )
·
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1721
Since the project results in a surplus of $3553, the project would be acceptable. We ﬁrst compute the
annual equivalent savings from the use of the machine. Since we already know the NPW of the project,
we obtain the AE by
With an annual usage of 2000 hr, the equivalent savings per machine hour would be
Comments. Note that we cannot simply divide the NPW amount ($3553) by the total number of machine
hours over the 3year period (6000 hr), or $0.59/hr. This $0.59 ﬁgure represents the instant savings in
present worth for each hourly use of the equipment, but does not consider the time over which the
savings occur. Once we have the annual equivalent worth, we can divide by the desired time unit if the
compounding period is 1 year. If the compounding period is shorter, then the equivalent worth should
be calculated for the compounding period.
Rate of Return Analysis
Along with the NPW and AE, the third primary measure of investment worth is based on yield, known
as rate of return. The NPW measure is easy to calculate and apply. Nevertheless, many engineers and
ﬁnancial managers prefer rate of return analysis to the NPW method because they ﬁnd it intuitively
more appealing to analyze investments in terms of percentage rates of return than in dollars of NPW.
Internal Rate of Return
Many different terms refer to rate of return, including yield (that is, the yield to maturity, commonly
used in bond valuation), internal rate of return, and marginal efﬁciency of capital. In this section, we
will deﬁne internal rate of return as the breakeven interest rate, i
*
, which equates the present worth of
a project’s cash outﬂows to the present worth of its cash inﬂows, or
Note that the NPW expression is equivalent to
(17.3.2)
Here we know the value of A
n
for all n, but not the value of i
*
. Since it is the only unknown, we can
solve for i
*
. There will inevitably be N values of i
*
that satisfy this equation. In most project cash ﬂows
you would be able to ﬁnd a unique positive i
*
that satisﬁes Equation (17.3.2). However, you may encounter
some cash ﬂow that cannot be solved for a single rate of return greater than –100%. By the nature of
the NPW function in Equation (17.3.2), it is certainly possible to have more than one rate of return for
a certain type of cash ﬂow.
*
(For some cash ﬂows, we may not ﬁnd any rate of return at all.)
Finding the IRR
We don’t need laborious manual calculations to ﬁnd i
*
. Many ﬁnancial calculators have builtin functions
for calculating i
*
. It is also worth noting here that many spreadsheet packages have i
*
functions, which
solve Equation (17.3.2) very rapidly. This is normally done by entering the cash ﬂows through a computer
AE A P 15 3553 15 3 1556 % $ , %, $ ( ) · ( ) ·
Savings per machine hour hr hr · · $ $ $ . 1556 2000 0 78
PW i PW PW
*
( )
· −
·
cash inflows cash outflows
0
PW i
A
i
A
i
A
i
N
N
*
* * *
( )
·
+
( )
+
+
( )
+ +
+
( )
·
0
0
1
1
1 1 1
0 L
© 1999 by CRC Press LLC
1722 Section 17
keyboard or by reading a cash ﬂow data ﬁle. As an alternative, you could try the trialanderror method
to locate the breakeven interest that makes the net present worth equal to zero.
Accept/Reject Decision Rules
Why are we interested in ﬁnding the particular interest rate that equates a project’s cost with the present
worth of its receipts? Again, we may easily answer this by examining Figure 17.3.2. In this ﬁgure, we
notice two important characteristics of the NPW proﬁle. First, as we compute the project’s PW(i) at a
varying interest rate (i), we see that the NPW becomes positive for i < i
*
, indicating that the project
would be acceptable under the PW analysis for those values of i. Second, the NPW becomes negative
for i > i
*
, indicating that the project is unacceptable for those values of i. Therefore, the i
*
serves as a
breakeven interest rate. By knowing this breakeven rate, we will be able to make an accept/reject
decision that is consistent with the NPW analysis.
At the MARR the company will more than break even. Thus, the IRR becomes a useful gauge against
which to judge project acceptability, and the decision rule for a simple project is
*
When applied to projects that require investments at the outset followed by a series of cash inﬂows (or a simple
project), the i
*
provides an unambiguous criterion for measuring proﬁtability. However, when multiple rates of return
occur, none of them is an accurate portrayal of project acceptability or proﬁtability. Clearly, then, we should place
a high priority on discovering this situation early in our analysis of a project’s cash ﬂows. The quickest way to
predict multiple i
*
s is to generate a NPW proﬁle and check to see if it crosses the horizontal axis more than once.
In addition to the NPW proﬁle, there are good — although somewhat more complex — analytical methods for
predicting multiple i
*
s. Perhaps more importantly, there is a good method, which uses a cost of capital, of reﬁning
our analysis when we do discover multiple i
*
s. Use of a cost of capital allows us to calculate a single accurate rate
of return (also known as return on invested capital); it is covered in Contemporary Engineering Economics, C.S.
Park, AddisonWesley, 1997. If you choose to avoid these more complex applications of rateofreturn techniques,
you must at a minimum be able to predict multiple i
*
s via the NPW proﬁle and, when they occur, select an alternative
method such as NPW or AE analysis for determining project acceptability.
FIGURE 17.3.2 A net present worth proﬁle for the cash ﬂow series given in Figure 17.3.1 at varying interest rates.
The project breaks even at 58.43% so that the NPW will be positive as long as the discount rate is less than 58.43%.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1723
Note that this decision rule is designed to be applied for a single project evaluation. When we have
to compare mutually exclusive investment projects, we need to apply the incremental analysis, as we
shall see in a later section.
Example 17.3.4 — Rate of Return Analysis
Reconsider the fabrication investment project in Example 17.3.1. (a) What is the projected IRR on this
fabrication investment? (b) If Merco’s MARR is known to be 15%, is this investment justiﬁable?
Solution.
• (a) The net present worth expression as a function of interest rate (i) is
Using Excel’s ﬁnancial function (IRR), we ﬁnd the IRR to be 58.43%. (See Figure 17.3.2.) Merco
will recover the initial investment fully and also earn 58.43% interest on its invested capital.
• (b) If Merco does not undertake the project, the $1,250,000 would remain in the ﬁrm’s investment
pool and continue to earn only 15% interest. The IRR ﬁgure far exceeds the Merco’s MARR,
indicating that the fabrication system project is an economically attractive one. Merco’s manage
ment believes that, over a broad base of structural products, there is no doubt that the installation
of its fabricating system would result in a signiﬁcant savings, even after considering some potential
deviations from the estimates used in the analysis.
Mutually Exclusive Alternatives
Until now, we have considered situations in which only one project was under consideration, and we
were determining whether to pursue it, based on whether its present worth or rate of return met our
MARR requirements. We were making an accept or reject decision about a single project.
In the real world of engineering practice, however, it is more typical for us to have two or more
choices of projects for accomplishing a business objective. Mutually exclusive means that any one of
several alternatives will fulﬁll the same need and that selecting one alternative means that the others
will be excluded.
Analysis Period
The analysis period is the time span over which the economic effects of an investment will be evaluated.
The analysis period may also be called the study period or planning horizon. The length of the analysis
period may be determined in several ways: it may be a predetermined amount of time set by company
policy, or it may be either implied or explicit in the need the company is trying to fulﬁll. In either of
these situations, we consider the analysis period to be a required service period. When no required
service period is stated at the outset, the analyst must choose an appropriate analysis period over which
to study the alternative investment projects. In such a case, one convenient choice of analysis period is
the period of useful life of the investment project.
When useful life of the investment project does not match the analysis or required service period, we
must make adjustments in our analysis. A further complication, when we are considering two or more
mutually exclusive projects, is that the investments themselves may have differing useful lives. We must
If IRR MARR accept the project
If IRR MARR remain indifferent
If IRR MARR reject the project
>
·
<
,
,
,
PW i P A i P F i ( ) · − + ( ) + ( )
·
$ , , $ , , , $ , , , 1 250 000 731 500 15 80 000 15
0
© 1999 by CRC Press LLC
1724 Section 17
compare projects with different useful lives over an equal time span, which may require further adjust
ments in our analysis.
Analysis Period Equals Project Lives
Let’s begin our analysis with the simplest situation where the project lives equal the analysis period. In
this case, we compute the NPW for each project and select the one with highest NPW for revenue
projects or least negative NPW for service projects. Example 17.3.5 will illustrate this point.
Example 17.3.5 — Two Mutually Exclusive Alternatives
A pilot wants to start her own company to airlift goods to the Commonwealth of Independent States
(formerly the U.S.S.R.) during their transition to a freemarket economy. To economize the startup
business, she decides to purchase only one plane and ﬂy it herself. She has two mutually exclusive
options: an old aircraft (A1) or a new jet (A2) with which she expects to have higher purchase costs,
but higher revenues as well because of its larger payload. In either case, she expects to fold up business
in 3 years because of competition from larger companies. The cash ﬂows for the two mutually exclusive
alternatives are given in thousand dollars:
Assuming that there is no donothing alternative, which project would she select at MARR = 10%?
Solution. Since the required service period is 3 years, we should select the analysis period of 3 years.
Since the analysis period coincides with the project lives, we simply compute the NPW value for each
option. The equivalent NPW ﬁgures at i = 10% would be as follows:
• For A1:
• For A2:
Clearly, A2 is the most economical option.
Project Lives Differ from a Speciﬁed Analysis Period
Often project lives do not match the required analysis period and/or do not match each other. For example,
two machines may perform exactly the same function, but one lasts longer than the other and both of
them last longer than the analysis period for which they are being considered. We are then left with
some unused portion of the equipment, which we include as salvage value in our analysis. Salvage value
is the amount of money for which the equipment could be sold after its service or the dollar measure
of its remaining usefulness.
When project lives are shorter than the required service period, we must consider how, at the end of
the project lives, we will satisfy the rest of the required service period. Replacement projects — additional
n A1 A2
0 –3,000 –$12,000
1 1,350 4,200
2 1,800 6,225
3 1,500 6,330
PW P F P F P F
A
15 3000 1350 10 1 1800 10 2 1500 10 3
842
1
% $ $ , %, $ , %, $ , %,
$
( ) · − + ( ) + ( ) + ( )
·
PW P F P F P F
A
15 12 000 4200 10 1 6225 10 2 6330 10 3
1719
2
% $ , $ , %, $ , %, $ , %,
$
( ) · − + ( ) + ( ) + ( )
·
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1725
projects to be implemented when the initial project has reached the limits of its useful life — are needed
in such a case. Sufﬁcient replacement projects must be analyzed to match or exceed the required service
period.
To simplify our analysis, we sometimes assume that the replacement project will be exactly the same
as the initial project, with the same corresponding costs and beneﬁts. However, this assumption is not
necessary. For example, depending on our forecasting skills, we may decide that a different kind of
technology — in the form of equipment, materials, or processes — is a preferable replacement. Whether
we select exactly the same alternative or a new technology as the replacement project, we are ultimately
likely to have some unused portion of the equipment to consider as salvage value at the end of the
required service period. On the other hand, if a required service period is relatively short, we may decide
to lease the necessary equipment or subcontract the remaining work for the duration of the analysis
period. In this case, we can probably exactly match our analysis period and not worry about salvage
values.
Example 17.3.6 — Present Worth Comparison — Project Lives Shorter Than Analysis
Period
The Smith Novelty Company, a mailorder ﬁrm, wants to install an automatic mailing system to handle
product announcements and invoices. The ﬁrm has a choice between two different types of machines.
The two machines are designed differently but have identical capacities and do exactly the same job.
The $12,500 semiautomatic model A will last 3 years with a salvage value of $2000, while the fully
automatic model B will cost $15,000 and last 4 years with a salvage value of $1500. The expected cash
ﬂows for the two machines including maintenance, salvage value, and tax effects are as follows:
As business grows to a certain level, neither of the models can handle the expanded volume at the end
of year 5. If that happens, a fully computerized mailorder system will need to be installed to handle
the increased business volume. With this scenario, which model should the ﬁrm select at MARR = 15%?
Solution. Since both models have a shorter life than the required service period (5 years), we need to
make an explicit assumption of how the service requirement is to be met. Suppose that the company
considers leasing comparable equipment that has an annual lease payment of $6000 (after taxes) for the
remaining required service period. In this case, the cash ﬂow would look like Figure 17.3.3.
Here the bold ﬁgures represent the annual lease payments. (It costs $6000 to lease the equipment and
$5000 to operate anually. Other maintenance will be paid by the leasing company.) Note that both
alternatives now have the same required service period of 5 years. Therefore, we can use NPW analysis.
n Model A Model B
0 –12,500 –$15,000
1 –5,000 –4,000
2 –5,000 –4,000
3 –5,000 + 2,000 –4,000
4 –4,000 + 1,500
5
n Model A Model B
0 –12,500 –$15,000
1 –5,000 –4,000
2 –5,000 –4,000
3 –3,000 –4,000
4 –6,000 –5,000 –2,500
5 –6,000 –5,000 –6,000 –5,000
© 1999 by CRC Press LLC
1726 Section 17
Since these are service projects, model B is the better choice.
Flaws in Project Ranking by IRR. Under NPW, the mutually exclusive project with the highest worth
ﬁgure was preferred. Unfortunately, the analogy does not carry over to IRR analysis. The project with
the highest IRR may not be the preferred alternative. To illustrate the ﬂaws of comparing IRRs to choose
from mutually exclusive projects, suppose you have two mutually exclusive alternatives, each with a 1
year service life; one requires an investment of $1000 with a return of $2000 and the other requires
$5000 with a return of $7000. You already obtained the IRRs and NPWs at MARR = 10% as follows:
FIGURE 17.3.3 Comparison for unequallived projects when the required service period is longer then the individual
project life (Example 17.3.6.)
n A1 A2
0 –$1000 –$5000
1 222000 7000
IRR 100% 40%
PW(10%) $818 $1364
PW P A P F
P A P F
A
15 12 500 5000 15 2 3000 15 3
11 000 15 2 15 3
34 359
% $ , $ , %, $ , %,
$ , , %, , %,
$ ,
( ) · − − ( ) + ( )
− ( )( )
· −
PW P A P F P F
B
15 15 000 4000 15 3 2500 15 4 11 000 15 5
32 747
% $ , $ , %, $ , %, $ , , %,
$ ,
( ) · − − ( ) − ( ) − ( )
· −
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1727
Would you prefer the ﬁrst project simply because you expect a higher rate of return?
We can see that A2 is preferred over A1 by the NPW measure. On the other hand, the IRR measure
gives a numerically higher rating for A1. This inconsistency in ranking is due to the fact that the NPW
is an absolute (dollar) measure of investment worth, while the IRR is a relative (percentage) measure
and cannot be applied in the same way. That is, the IRR measure ignores the scale of the investment.
Therefore, the answer is no; instead, you would prefer the second project with the lower rate of return,
but higher NPW. The NPW measure would lead to that choice, but comparison of IRRs would rank the
smaller project higher. Another approach, called incremental analysis, is needed.
Rate of Return on Incremental Investment
In our previous ranking example, the more costly option requires an incremental investment of $4000
at an incremental return of $5000. If you decide to take the more costly option, certainly you would be
interested in knowing that this additional investment can be justiﬁed at the MARR. The 10% of MARR
value implies that you can always earn that rate from other investment sources — $4400 at the end of
1 year for $4000 investment. However, by investing the additional $4000 in the second option, you
would make an additional $5000, which is equivalent to earning at the rate of 25%. Therefore, the
incremental investment can be justiﬁed.
Now we can generalize the decision rule for comparing mutually exclusive projects. For a pair of
mutually exclusive projects (A, B), rate of return analysis is done by computing the internal rate of
return on incremental investment (IRR
∆
) between the projects. Since we want to consider increments of
investment, we compute the cash ﬂow for the difference between the projects by subtracting the cash
ﬂow for the lower investmentcost project (A) from that of the higher investmentcost project (B). Then,
the decision rule is select B, if IRR
BA
> MARR. Otherwise select A.
Example 17.3.7 — IRR on Incremental Investment: Two Alternatives
Reconsider the two mutually exclusive projects in Example 17.3.5.
Since B1 is the lower cost investment project, we compute the incremental cash ﬂow for B2–B1. Then
we compute the IRR on this increment of investment by solving
We obtain = 15%. Since IRR
B2B1
> MARR, we select B2, which is consistent with the NPW
analysis.
Comments. Why did we choose to look at the increment B2B1 instead of B1B2? We want the
increment to have investment during at least some part of the time span so that we can calculate an IRR.
Subtracting the lower initial investment project from the higher guarantees that the ﬁrst increment will
be investment ﬂow. Ignoring the investment ranking, we might end up with an increment which involves
borrowing cash ﬂow and has no internal rate of return. This is the case for B1B2. is also 15%,
not –15%.) If we erroneously compare this i
*
with MARR, we might have accepted project B1 over B2.
n B1 B2 B2–B1
0 –$3,000 –$12,000 –$9,000
1 1,350 4,200 2,850
2 1,800 6,225 4,425
3 1,500 6,330 4,830
IRR 25% 17.43%
− + ( ) + ( ) + ( ) · $ $ , , $ , , $ , , 9000 2850 1 4425 2 4830 3 0 P F i P F i P F i
i
B2B1
*
(i
B1B2
*
© 1999 by CRC Press LLC
1728 Section 17
17.4 Cash Flow Projections
With the purchase of any ﬁxed asset such as equipment, we need to estimate the proﬁts (more precisely,
cash ﬂows) that the asset will generate during its service period. An inaccurate estimate of asset needs
can have serious consequences. If you invest too much in assets, you incur unnecessarily heavy expenses.
Spending too little on ﬁxed assets also is harmful, for then the ﬁrm’s equipment may be too obsolete to
produce products competitively and without an adequate capacity you may lose a portion of your market
share to rival ﬁrms. Regaining lost customers involves heavy marketing expenses and may even require
price reductions and/or product improvements, all of which are costly. We will begin this section by
giving an overview on how a company determines its operating proﬁt.
Operating Proﬁt — Net Income
Firms invest in a project because they expect it to increase their wealth. If the project does this — if
project revenues exceed project costs — we say it has generated a proﬁt, or income. If the project reduces
the owner’s wealth, we say that the project has resulted in a loss. One of the most important roles of
the accounting function within an organization is to measure the amount of proﬁt or loss a project
generates each year or in any other relevant time period. Any proﬁt generated will be taxed. The
accounting measure of a project’s aftertax proﬁt during a particular time period is known as net income.
Accountants measure the net income of a speciﬁed operating period by subtracting expenses from
revenues for that period. These terms can be deﬁned as follows:
1. The project revenue is the income earned by a business as a result of providing products or
services to outsiders. Revenue comes from sales of merchandise to customers and from fees
earned by services performed for clients or others.
2. The project expenses incurred are the cost of doing business to generate the revenues of that
period. Some common expenses are the cost of the goods sold (labor, material, inventory, and
supplies), depreciation, the cost of employees’ salaries, the operating cost (such as the cost of
renting a building and the cost of insurance coverage), and income taxes.
The business expenses listed above are all accounted for in a straightforward fashion on the income
statement and balance sheet: the amount paid by the organization for each item would translate dollar
for dollar into expenses in ﬁnancial reports for the period. One additional category of expenses, the
purchase of new assets, is treated by depreciating the total cost gradually over time. Because it plays a
role in reducing taxable income, depreciation accounting is of special concern to a company.
Accounting Depreciation
The acquisition of ﬁxed assets is an important activity for a business organization, whether the organi
zation is starting up or acquiring new assets to remain competitive. The systematic allocation of the
initial cost of an asset in parts over a time known as its depreciable life is what we mean by accounting
depreciation. Because accounting depreciation is the standard of the business world, we sometimes refer
to it more generally as asset depreciation.
The process of depreciating an asset requires that we make several preliminary determinations:
1. What can be depreciable? Depreciable property includes buildings, machinery, equipment, and
vehicles. Inventories are not depreciable property because they are held primarily for sale to
customers in the ordinary course of business. If an asset has no deﬁnite service life, the asset
cannot be depreciated. For example, you can never depreciate land.
2. What cost base should be used in asset depreciation? The cost base of an asset represents the
total cost that is claimed as an expense over an asset’s life, that is, the sum of the annual
depreciation expenses. The cost base generally includes the actual cost of the asset and all the
other incidental expenses, such as freight, site preparation, and installation. This total cost, rather
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1729
than the cost of the asset only, must be the depreciation base charged as an expense over the
asset’s life.
3. What is the asset’s value at the end of its useful life? The salvage value is an asset’s value at the
end of its life; it is the amount eventually recovered through sale, tradein, or salvage. The eventual
salvage value of an asset must be estimated when the depreciation schedule for the asset is
established. If this estimate subsequently proves to be inaccurate, then an adjustment must be
made.
4. What is the depreciable life of the asset? Historically, depreciation accounting included choosing
a depreciable life that was based on the service life of an asset. Determining the service life of
an asset, however, was often very difﬁcult, and the uncertainty of these estimates often led to
disputes between taxpayers and the IRS. To alleviate the problems, the IRS published guidelines
on lives for categories of assets known as Asset Depreciation Ranges, or ADRs. These guidelines
speciﬁed a range of lives for classes of assets based on historical data, and taxpayers were free
to choose a depreciable life within the speciﬁed range for a given asset.
5. What method of depreciation do we choose? Companies generally calculate depreciation one way
when ﬁguring taxes and another way when reporting income (proﬁt) to investors: (1) they use
the straightline method (or declining balance or sumofyears’ digits) for investors and (2) they
use the fastest rate permitted by law (known as “modiﬁed accelerated cost recovery system
[MACRS]”) for tax purposes. Under the straightline method, for an asset with a 5year life which
costs $10,000 and has a $1000 salvage value, the annual depreciation charge is ($10,000 –
$1000)/5 = $1800. For tax purposes, Congress created several classes of assets, each with a more
or less arbitrarily prescribed life called a recovery period or class life. The depreciable base is
not adjusted for salvage value, which is the estimated market value of the asset at the end of its
useful life. Table 17.4.1 describes what types of property ﬁt into the different class life groups
and the allowed depreciation percentages. Congress developed these recovery allowance percent
ages based on the declining balance method, with a switch to straightline depreciation at some
point in the asset’s life. The MACRS recovery percentages as shown in Table 17.4.1 also employ
the halfyear convention — that is, they assume that all assets are put into service at midyear
and, hence, generate a halfyear’s depreciation.
Corporate Income Taxes
Corporate taxable income is deﬁned as follows:
Once taxable income is calculated, income taxes are determined by
The corporate tax rate structure for 1996 is relatively simple. There are four basic rate brackets (ranging
from 15 to 35%) plus two surtax rates (5 and 3%) based on taxable incomes, and businesses with lower
taxable incomes continue to be taxed at lower rates than those with higher taxable incomes.
Tax Treatment of Gains or Losses for Depreciable Assets
When a depreciable asset used in business is sold for an amount different from its book value, this gain
or loss has an important effect on income taxes. An asset’s book value at any given time is determined by
taxable income gross income revenues
cost of goods sold depreciation operating expenses
· ( )
− + + ( )
income taxes tax rate taxable income · ( ) × ( )
© 1999 by CRC Press LLC
1730 Section 17
The gain or loss is found by
where the salvage value represents the proceeds from the sale less any selling expense or removal cost.
These gains, commonly known as depreciation recapture, are taxed as ordinary income. In the unlikely
event that if an asset is sold for an amount greater than its initial cost, the gains (salvage value – book
value) are divided into two parts (ordinary gains and capital gains) for tax purposes:
TABLE 17.4.1 MACRS Depreciation Schedules for Personal Properties with
HalfYear Convention
Personal Property
Class 3 5 7 10 15 20
Depreciation 200% 200% 200% 200% 150% 150%
Year Rate DB DB DB DB DB DB
1 33.33 20.00 14.29 10.00 5.00 3.750
2 44.45 32.00 24.49 18.00 9.50 7.219
3 14.81
*
19.20 17.49 14.40 8.55 6.677
4 7.41 11.52
*
12.49 11.52 7.70 6.177
5 11.52 8.93
*
9.22 6.93 5.713
6 5.76 8.92 7.37 6.23 5.285
7 8.93 6.55
*
5.90
*
4.888
8 4.46 6.55 5.90 4.522
9 6.56 5.91 4.462
*
10 6.55 5.90 4.461
11 3.28 5.91 4.462
12 5.90 4.461
13 5.91 4.462
14 5.90 4.461
15 5.91 4.462
16 2.95 4.461
17 4.462
18 4.461
19 4.462
20 4.461
21 2.231
Note:
“*”
denotes year to switch from declining balance to straight line.
Property Class Applicable Property
3year Machine tools
5year Automobiles, light trucks, hightech equipment
7year Manufacturing equipment, ofﬁce furniture
10year Vessels, barges, tugs, railroad cars
15year Utility property (water, telephone)
20year Municipal sewers, electrical power plant
book value cost base total amount of depreciation · −
gains losses salvage value book value ( ) · −
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1731
Capital gains are normally taxed at a different rate from that of ordinary gains.
AfterTax Cash Flow Analysis
In developing an aftertax ﬂow, we are concerned only with those cash ﬂows that result directly from
the project. These cash ﬂows, called incremental cash ﬂows, represent the change in the ﬁrm’s total cash
ﬂows that occurs as a direct result of undertaking the project. There are several elements that contribute
toward the project cash ﬂows. In preparing the cash ﬂow statement which shows sources and uses of
cash in project undertaking, we may group them into three areas: (1) cash ﬂow elements associated with
operations, (2) cash ﬂow elements associated with investment activities (capital expenditures), and (3)
cash ﬂow elements associated with project ﬁnancing (such as borrowing). The main purpose of this
grouping is to provide information about the operating, investing, and ﬁnancing activities of a project.
• Operating Activities: In general, cash ﬂows from operations include current sales revenue, cost
of goods sold, operating expense, and income taxes. Cash ﬂows from operations should generally
reﬂect the cash effects of transactions entering into the determination of net income. The interest
portion of a loan repayment is a deductible expense when determining net income, and it is
included in the operating activities. Since we will usually look only at yearly ﬂows, it is logical
to express all cash ﬂows on a yearly basis. We can determine the net cash ﬂow from operations
either (1) based on net income or (2) based on cash ﬂow by computing income taxes directly.
When we use net income as the starting point for cash ﬂow determination, we should add any
noncash expenses (mainly depreciation) back to net income to compute the net cash ﬂow. Thus,
In business practice, accountants usually prepare the cash ﬂow statements based on the net income,
namely, using Approach 1, whereas Approach 2 is commonly used in many traditional engineering
economic texts. If you learn only Approach 2, it is more than likely that you need to be retrained
to learn Approach 1 to communicate with the ﬁnancing and accounting professionals within your
organization. Therefore, we will use the income statement approach (Approach 1) whenever
possible throughout this section.
Approach 1 Approach 2
Cash revenues (savings) Cash revenues (savings)
–Cost of goods sold –Cost of goods sold
–Depreciation
–Operating expense –Operating expense
–Interest expense –Interest expense
Taxable income
–Income taxes –Income taxes
Net income + depreciation Operating cash ﬂow
gains salvage value book value
= salvage value cost base cost base book value
capital gains ordinary gains
· −
− ( ) + − ( )
1 2 4444 3 44444 1 2 4444 3 4444
net operating cash flow net income noncash expenses
depreciation
· +
( )
© 1999 by CRC Press LLC
1732 Section 17
• Investing Activities: Three types of investment ﬂows are associated with buying a piece of
equipment: the original investment, salvage value at the end of its useful life, and working capital
investment
*
or recovery.
**
We will assume that our outﬂow for both capital investment and working
capital investment is as if they take place in year 0. It is quite possible that both investments will
not occur instantaneously, but rather over a few months as the project gets into gear; we could
then use year 1 as an investment year. (Capital expenditures may occur over several years before
a large investment project becomes fully operational. In this case, we should enter all expenditures
as they occur.) For a small project, either method of timing these ﬂows is satisfactory, because
the numerical differences are likely to be insigniﬁcant.
• Financing Activities: Cash ﬂows classiﬁed as ﬁnancing activities include (1) the amount of
borrowing and (2) repayment of principal. Recall that interest payments are tax deductible
expenses so that they are usually classiﬁed as operating, not ﬁnancing, activities.
Then, net cash ﬂow for a given year is simply the sum of the net cash ﬂows from these three activities.
Example 17.4.1 — Developing a Cash Flow Statement
A computerized machining center has been proposed for a small tool manufacturing company. If the
new system costing $125,000 is installed, it will generate annual revenues of $100,000 and require
$20,000 in annual labor, $12,000 in annual material expenses, and another $8000 in annual overhead
(power and utility) expenses. The automation facility would be classiﬁed as a 7year MACRS property.
The company expects to phase out the facility at the end of 5 years, at which time it will be sold for
$50,000. The machining center will require an investment of $23,331 in working capital (mainly spare
parts inventory), which will be recovered in full amount at the end of the project life. Assume that
$62,500 of the $125,000 paid for the investment is obtained through a bank loan which is to be repaid
in equal annual installments at 10% interest over 5 years. The remaining $62,500 will be provided by
equity (for example, from retained earnings). Find the yearbyyear aftertax net cash ﬂow for the project
at a 40% marginal tax rate based on the net income (Approach 1), and determine the aftertax net present
worth of the project at the company’s MARR of 15%.
Discussion. We will use the business convention that no signs (positive or negative) are used in preparing
the income statement, except in the situation where we have a negative taxable income or tax savings.
In this situation we will use ( ). However, in preparing the cash ﬂow statement, we will observe
explicitly the sign convention: a positive sign indicating cash inﬂow, a negative sign or ( ) indicating
cash outﬂow.
Solution. Before presenting the cash ﬂow table, we need some preliminary calculations. The following
notes explain the essential items in Table 17.4.2.
• Depreciation Calculation:
1. If it is held for all 7 years, we depreciate a 7year property in respective percentages of
14.29, 24.49, 17.49, 12.49, 8.93, 8.92, 8.93, and 4.46% (see Table 17.4.1).
2. If the asset is sold at the end of the ﬁfth tax year (during the recovery period), the applicable
depreciation amounts would be $17,863, $30,613, $21,863, $15,613, and $5581. Since the
*
Normally, additional inventories are required to support a new operation and increased accounts receivable.
These increases in current assets must be ﬁnanced. On the other hand, accounts payable will also increase as a result
of business expansion and this will reduce the net cash needed to ﬁnance inventories and accounts receivable. The
difference is known as net change in working capital. If this difference is positive, an investment in working must
be made.
**
As the project approaches termination, inventories are sold off and not replaced, and account receivables are
eventually collected. As this change occurs, the ﬁrm experiences an endofproject cash ﬂow (known as working
capital recovery) that is equal to the net working capital investments that were made when the project was begun.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1733
asset is disposed of in the ﬁfth tax year, the last year’s depreciation, which would ordinarily
be $11,163, is halved due to the halfyear convention.
• Salvage Value and Gain Taxes: In year 5, we must deal with two aspects of the asset’s disposal
— salvage value and gains (both ordinary as well as capital). We list the estimated salvage value
as a positive cash ﬂow. Taxable gains are calculated as follows:
1. The total depreciation in years 1 to 5 is $17,863 + $30,613 + $21,863 + $15,613 + $5581
= $91,533.
2. The book value at the end of period 5 is the cost base minus the total depreciation, or
$125,000 – $91,533 = $33,467.
3. The gains on the sale are the salvage value minus the book value, or $50,000 – $33,467 =
$16,533. (The salvage value is less than the cost base, so all the gain is ordinary.)
4. The tax on the ordinary gains is $16,633 × 40% = $6,613. This is the amount that is placed
in the table under “gains tax”.
• Interest and principal repayment: We ﬁrst need to compute the size of the annual installments:
Next, we determine the repayment schedule of the loan by itemizing both the interest and the
principal represented in each annual repayment as follows:
The interest payments are listed under the income statement and the principal payments are listed
under the cash ﬂow statement as shown in Table 17.4.2.
TABLE 17.4.2 Cash Flow Statement for the Automated Machining Center Project with
Debt Financing (Example 17.4.1)
Income Statement
0 1 2 3 4 5
Revenues $100,000 $100,000 $100,000 $100,000 $100,000
Labor 20,000 20,000 20,000 20,000 20,000
Material 12,000 12,000 12,000 12,000 12,000
Overhead 8,000 8,000 8,000 8,000 8,000
Depreciation 17,863 30,613 21,863 15,613 5,581
Debt interest 6,250 5,226 4,100 2,861 1,499
Taxable income $35,887 $24,161 $34,037 $41,526 $52,920
Income taxes (40%) 14,355 9,664 13,615 16,610 21,168
Net income $21,532 $14,497 $20,433 $24,916 $31,752
Cash Flow Statement
Operating activities
Net income 21,532 14,497 20,422 24,916 31,752
Depreciation 17,863 30,613 21,863 15,613 5,581
Investment activities
Investment (125,000)
Salvage 50,000
Gains tax (6,613)
Working capital (23,331) 23,331
Financing activities
Borrowed funds 62,500
Principal repayment (10,237) (11,261) (12,387) (13,626) (14,988)
Net cash ﬂow $(85,831) $29,158 $33,849 $29,898 $26,903 $89,063
$ , , %, $ , 62 500 10 5 16 487 A P ( ) ·
© 1999 by CRC Press LLC
1734 Section 17
• Investment Analysis: Once we obtain the project’s aftertax net cash ﬂows, we can determine their
equivalent present worth at the ﬁrm’s interest rate of 15%. The present value equivalent of the
aftertax cash ﬂow series is
This means that investing $125,000 in this automated facility would bring in enough revenue to
recover the initial investment and the cost of funds with a surplus of $44,439.
Effects of Inﬂation on Project Cash Flows
We now introduce inﬂation into estimating project cash ﬂows. We are especially interested in two
elements of project cash ﬂows — depreciation expenses and interest expenses — that are essentially
immune to the effects of inﬂation. We also consider the complication of how to proceed when multiple
price indexes have been used in generating various project cash ﬂows.
Because depreciation expenses (as well as loan repayment) are calculated on some baseyear purchase
amount, they do not increase over time to keep pace with inﬂation. Thus, they lose some of their value
to defer taxes as inﬂation drives up the general price level and hence taxable income. Similarly, salvage
values of depreciable assets can increase with the general inﬂation rate and, because any gains on salvage
values are taxable, they can result in increased taxes.
Example 17.4.2 — AfterTax Cash Flows under Inﬂation
A construction ﬁrm is offered a ﬁxedprice contract for a 5year period. The ﬁrm will be paid $23,500
(actual dollars) per year for the contract period. In order to accept the contract, the ﬁrm must purchase
equipment costing $15,000 and requiring $13,000 (constant dollars) per year to operate. The equipment
qualiﬁes for 5year MACRS depreciation and is expected to have a salvage value of $1000 at the end
of 5 years. Use a tax rate of 40% and an inﬂationfree interest rate of 20%. If the general inﬂation rate
is expected to average 5% over the next 5 years, salvage value at the annual rate of 5%, and
operating expenses at 8% per year for the project duration, should the contractor accept the contract?
Solution. The analysis of this situation should explicitly consider inﬂation, since the contractor is being
offered a ﬁxedprice contract and cannot increase the fee to compensate for increased costs. In this
problem, as is common practice, we assume that all estimated costs are expressed in today’s dollars,
and actual costs will be increased due to inﬂation.
The Excel spreadsheet analysis is shown in Table 17.4.3, where the ﬁrst ﬁve rows are designated as
the input ﬁelds. Then column C in both the income statement and the cash ﬂow statement is reserved
for entering the speciﬁc inﬂation rate for the item listed in that row. Since the O&M costs are responsive
to inﬂation, we can automate the cell entries by using the following cell formulas:
Year Beginning Balance Interest Payment Principal Payment Ending Balance
1 $62,500 $6,250 $10,237 $52,263
2 52,263 5,226 11,261 41,002
3 41,002 4,100 12,387 28,615
4 28,615 2,861 13,626 14,989
5 14,989 1,499 14,988 0
PW P F P F 15 85 351 29 158 15 1 89 063 15 5
44 439
% $ , $ , , %, $ , , %,
$ ,
( ) · − + ( ) + + ( )
·
K
( ) f
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1735
Note that the salvage value in cell I27 has been increased at 5%. (When no inﬂation rate is given for
a speciﬁc cost category, it is normally assumed that the general inﬂation rate holds.) Gains taxes on
disposal are based on the difference between book value and salvage value, in this case, $1276 – $1728
= ($452) or loss of $452. This results in a tax savings of ($452) (0.40) = $181, as shown in cell I28.
In row 12, operating expenses have been increased at 8%. As explained in the section “Loss of
Purchasing Power,” actualdollar cash ﬂows are converted to constantdollar ﬂows by “deﬂating” at the
general inﬂation rate. The IRR is calculated at 22.03%, based on the constantdollar cash ﬂows. This is
compared to the MARR of 20%, the inﬂationfree interest rate, indicating that this is an acceptable
contract as long as the 5 and 8% escalation rates are correct.
TABLE 17.4.3 Excel’s Spreadsheet Application to “What If” Questions — What General Inﬂation Rate Does
the Project Break Even? (Example 17.15)
cell E12 = $D$2 $C$12
cell F12 = E12 $C$12
cell I12 = H12 $C$12
*
*
*
1
1
1
+ ( )
+ ( )
+ ( )
M M
© 1999 by CRC Press LLC
1736 Section 17
Since no one can predict inﬂation rates in any precise manner, it is always wise to investigate the
effects of changes in these rates. This is very easy to do with a spreadsheet. For example, we can easily
determine the value of the general inﬂation rate at which this project exactly earns 20%. The value of
was adjusted manually until the IRR was exactly 20%. This would not be a good project if were
greater than 6.77% (cell H2). (Note that at the exact value of (6.771%), the NPW in cell C36 will
be zero or its rate of return would be 20%.) Similarly, you can vary the O&M cost and salvage value
to see how the project’s proﬁtability changes.
17.5 Sensitivity and Risk Analysis
In previous sections, the cash ﬂows from projects were assumed to be known with complete certainty,
and our analysis was concerned with measuring the economic worth of projects and selecting the best
investment projects. Although these results can provide reasonable decision bases for many investment
situations, we should certainly consider the more usual situation where forecasts of cash ﬂows are subject
to some degree of uncertainty. In this situation, management rarely has precise expectations regarding
the future cash ﬂows to be derived from a particular project. In fact, the best that the ﬁrm can reasonably
expect to do is to estimate the range of possible future costs and beneﬁts and the relative chances of
achieving a certain return on the investment. We can use the term risk in describing an investment project
whose cash ﬂow is not known in advance with absolute certainty, but for which an array of alternative
outcomes and their probabilities (odds) are known. We will also use the term project risk to refer to the
variability in a project’s NPW. A greater project risk means that there is a greater variability in the
project’s NPW, or simply saying that risk is the potential for loss. We may begin analyzing project risk
by ﬁrst determining the uncertainty inherent in a project’s cash ﬂows. We can consider risk in a number
of ways ranging from making informal judgments to calculating complex economic and statistical
analyses. In this section, we will introduce three methods of describing project risk: (1) sensitivity
analysis, (2) scenario analysis, and (3) risk analysis. We shall explain each method with a single example
(Boston Metal Company).
Project Risk
The decision to make a major capital investment such as the introduction of a new product requires cash
ﬂow information over the life of the project. The proﬁtability estimate of the investment depends on
cash ﬂow estimations, which are generally uncertain. Many cash ﬂow elements (such as demand) are
subject to substantial uncertainty. The common approach is to make singlenumber “best estimates” for
each of the uncertain factors and then to calculate measures of proﬁtability such as NPW or rate of
return for the project. This approach has two drawbacks:
1. There is no guarantee that the “best estimates” will ever match actual values.
2. There is no way to measure the risk associated with the investment or the project risk. In particular,
the manager has no way of determining either the probability that the project will lose money or
the probability that it will generate very large proﬁts.
Because cash ﬂows can be so difﬁcult to estimate accurately, project managers frequently consider a
range of possible values for cash ﬂow elements. If there is a range of possible values for individual cash
ﬂows, it follows that there is a range of possible values for the NPW of a given project. Clearly, the
analyst will want to try to gauge the probability and reliability of individual cash ﬂows occurring and,
consequently, the level of certainty about achieving the overall project worth.
Sensitivity Analysis
One way to glean a sense of the possible outcomes of an investment is to perform a sensitivity analysis.
This analysis determines the effect on NPW of variations in the input variables (such as revenues,
f f
f
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1737
operating cost, and salvage value) used to estimate aftertax cash ﬂows. A sensitivity analysis reveals
how much the NPW will change in response to a given change in an input variable. In a calculation of
cash ﬂows, some items have a greater inﬂuence on the ﬁnal result than others. In some problems, we
may easily identify the most signiﬁcant item. For example, the estimate of sales volume is often a major
factor in a problem in which the quantity sold varies among the alternatives. In other problems, we may
want to locate the items that have an important inﬂuence on the ﬁnal results so that they can be subjected
to special scrutiny.
Sensitivity analysis is sometimes called “whatif” analysis because it answers questions such as: What
if incremental sales are only 1000 units, rather than 2000 units? Then what will the NPW be? Sensitivity
analysis begins with a basecase situation, which is developed using the mostlikely values for each
input. Then we change the speciﬁc variable of interest by several speciﬁc percentages above and below
the mostlikely value, holding other variables constant. Next, we calculate a new NPW for each of these
values. A convenient and useful way to present the results of a sensitivity analysis is to plot sensitivity
graphs. The slopes of the lines show how sensitive the NPW is to changes in each of the inputs: the
steeper the slope, the more sensitive the NPW is to a change in the particular variable. It identiﬁes the
crucial variables that affect the ﬁnal outcome most. We will use Example 17.5.1 to illustrate the concept
of sensitivity analysis.
Example 17.5.1 — Sensitivity Analysis
Boston Metal Company (BMC), a small manufacturer of fabricated metal parts, must decide whether
to enter the competition to be the supplier of transmission housings for Gulf Electric. Gulf Electric has
its own inhouse manufacturing facility to produce transmission housings, but it has almost reached its
maximum production capacity. Therefore, Gulf is looking for an outside supplier. To compete, the ﬁrm
must design a new ﬁxture for the production process and purchase a new forge. The new forge would
cost $125,000, including tooling costs for the transmission housings. If BMC gets the order, it may be
able to sell as many as 2000 units per year to Gulf Electric for $50 each, and the variable production
costs,
*
such as direct labor and direct material costs, will be $15 per unit. The increase in ﬁxed costs
**
other than depreciation will amount to $10,000 per year. The ﬁrm expects that the proposed transmission
housings project would have about a 5year product life. The ﬁrm also estimates that the amount ordered
by Gulf Electric for the ﬁrst year will be ordered in each of the subsequent 4 years. (Due to the nature
of contracted production, the annual demand and unit price would remain the same over the project after
the contract is signed.) The initial investment can be depreciated on a MACRS basis over the 7year
period, and the marginal income tax rate is expected to remain at 40%. At the end of 5 years, the forge
machine is expected to retain a market value of about 35% of the original investment. Based on this
information, the engineering and marketing staffs have prepared the cash ﬂow forecasts shown in Table
17.5.1. Since NPW is positive ($40,169) at the 15% opportunity cost of capital (MARR), the project
appears to be worth undertaking.
However, BMC’s managers are uneasy about this project because there are too many uncertain
elements that have not been considered in the analysis. If decided, BMC must make the investment in
the forging machine to provide some samples with Gulf Electric as a part of the bidding process. If Gulf
Electric does not like BMC’s sample, BMC stands to lose the entire investment in the forging machine.
On the other hand, if Gulf likes BMC’s sample but it is overpriced, BMC would be under pressure to
bring the price in line with competing ﬁrms. There is even a possibility that BMC would get a smaller
order as Gulf may utilize their overtime capacity to produce some extra units. They also are not certain
about the variable and ﬁxed cost ﬁgures. Recognizing these uncertainties, the managers want to assess
the various potential future outcomes before making a ﬁnal decision. (a) Perform a sensitivity analysis
to each variable and (b) develop a sensitivity graph.
*
Expenses that change in direct proportion to the change in volume of sales or production.
**
Expenses that do not vary as the volume of sales or production changes. For example, property taxes, insurance,
depreciation, and rent are usually ﬁxed expenses.
© 1999 by CRC Press LLC
1738 Section 17
Discussion. Table 17.5.1 shows BMC’s expected cash ﬂows — but there is no guarantee that they will
indeed materialize. BMC is not particularly conﬁdent in is revenue forecasts. The managers think that
if competing ﬁrms enter the market, BMC will lose a substantial portion of the projected revenues.
Before undertaking the project described, the company wants to identify the key variables that determine
whether the project will succeed or fail. The marketing department has estimated revenue as follows:
The engineering department has estimated variable costs such as labor and material per unit at $15.
Since the projected sales volume is 2000 units per years, the total variable cost is $30,000.
Having deﬁned the unit sales, unit price, unit variable cost, and ﬁxed cost, we conduct a sensitivity
analysis with respect to these key input variables. This is done by varying each of the estimates by a
TABLE 17.5.1 A Typical Excel Worksheet Design to Perform Sensitivity Analyses (Example 17.5.1)
annual revenue product demand unit price · ( )( )
· ( )( ) · 2000 50 100 000 $ $ ,
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1739
given percentage and determining what effect the variation in that item has on the ﬁnal results. If the
effect is large, the result is sensitive to that item. Our objective is to locate the most sensitive item(s).
Solution.
(a) Sensitivity analysis: We begin the sensitivity analysis with a “basecase” situation, which reﬂects
the best estimate (expected value) for each input variable. In developing Table 17.5.2, we changed
a given variable by 20% in 5% increments, above and below the basecase value, and calculated
new NPWs, holding other variables constant. The values for both sales and operating costs were
the expected, or basecase, values, and the resulting $40,169 is called the basecase NPW. Now
we ask a series of “whatif” questions: What if sales are 20% below the expected level? What if
operating costs rise? What if the unit price drops from $50 to $45? Table 17.5.2 summarizes the
results of varying the values of the key input variables.
(b) Sensitivity graph: Figure 17.5.1 shows the transmission project’s sensitivity graphs for six of the
key input variables. The basecase NPW is plotted on the ordinate of the graph at the value 1.0
on the abscissa. Next, the value of product demand is reduced to 0.95 of its basecase value, and
the NPW is recomputed with all other variables held at their basecase value. We repeat the
process by either decreasing or increasing the relative deviation from the base case. The lines for
the variable unit price, variable unit cost, ﬁxed costs, and salvage value are obtained in the same
manner. In Figure 17.5.1, we see that the project’s NPW is very sensitive to changes in product
demand and unit price, is fairly sensitive to changes in the variable costs, and is relatively
insensitive to changes in the ﬁxed cost and the salvage value.
Graphic displays such as those in Figure 17.5.1 provide a useful means to communicate the relative
sensitivities of the different variables on the corresponding NPW value. However, the sensitivity graph
does not explain any variable interactions among the variables or the likelihood of realizing any speciﬁc
deviation from the base case. Certainly, it is conceivable that an answer might not be very sensitive to
changes in either of the two items, but very sensitive to combined changes in them.
Scenario Analysis
Although sensitivity analysis is useful, it does have limitations. It is often difﬁcult to specify precisely
the relationship between a particular variable and the NPW. The relationship is further complicated by
interdependencies among the variables. Holding operating costs constant while varying unit sales may
ease the analysis, but in reality, operating costs do not behave in that manner. Yet it may complicate the
analysis too much to permit movement in more than one variable at a time. A scenario analysis is a
technique that does consider the sensitivity of NPW both to changes in key variables and to the range
of likely variable values. For example, the decisionmaker may consider two extreme cases, a “worst
case” scenario (low unit sales, low unit price, high variable cost per unit, high ﬁxed cost, and so on)
and a “bestcase” scenario. The NPWs under the worst and best conditions are then calculated and
compared to the expected, or basecase, NPW. Example 17.5.2 will illustrate a plausible scenario analysis
for the BMC’s transmissionhousings project.
Example 17.5.2 — Scenario Analysis
Consider again BMC’s transmissionhousing project in Example 17.5.2. Assume that the company’s
managers are fairly conﬁdent of their estimates of all the projects’s cash ﬂow variables except that for
unit sales. Further, assume that they regard a decline in unit sales to below 1600 or a rise above 2400
as extremely unlikely. Thus, decremental annual sales of 400 units deﬁne the lower bound, or the worst
case scenario, whereas incremental annual sales of 400 units deﬁne the upper bound, or the bestcase
scenario. (Remember that the mostlikely value was 2000 in annual unit sales.) Discuss the worst and
bestcase scenarios, assuming that the unit sales for all 5 years would be equal.
© 1999 by CRC Press LLC
1
7

4
0
S
e
c
t
i
o
n
T
i
t
l
e
© 1999 by CRC Press LLC
TABLE 17.5.2 Sensitivity Analysis for Six Key Input Variables (Example 17.5.1)
©
1
9
9
9
b
y
C
R
C
P
r
e
s
s
L
L
C
Engineering Economics and Project Management 1741
Discussion. To carry out the scenario analysis, we ask the marketing and engineering staffs to give
optimistic (bestcase) and pessimistic (worstcase) estimates for the key variables. Then we use the
worstcase variable values to obtain the worstcase NPW and the bestcase variable values to obtain the
bestcase NPW. Table 17.5.3 summarizes the results of our analysis. We see that the base case produces
a positive NPW, the worst case produces a negative NPW, and the best case produces a large positive
NPW.
By just looking at the results in Table 17.5.3, it is not easy to interpret scenario analysis or to make
a decision based on it. For example, we can say that there is a chance of losing money on the project,
but we do not yet have a speciﬁc probability for this possibility. Clearly, we need estimates of the
probabilities of occurrence of the worst case, the best case, the base case (most likely), and all the other
possibilities. This need leads us directly to the next step, developing a probability distribution. If we can
predict the effects on the NPW of variations in the parameters, why should we not assign a probability
distribution to the possible outcomes of each parameter and combine these distributions in some way
FIGURE 17.5.1 Sensitivity graph — BMC’s transmissionhousings project (Example 17.5.1).
TABLE 17.5.3 Scenario Analysis for BMC (Example 17.5.2)
Variable Considered WorstCase Scenario MostLikelyCase Scenario BestCase Scenario
Unit demand 1,600 2,000 2,400
Unit price ($) 48 50 53
Variable cost ($) 17 15 12
Fixed cost ($) 11,000 10,000 8,000
Salvage value ($) 30,000 40,000 50,000
PW (15%) –$5,856 $40,169 $104,295
© 1999 by CRC Press LLC
1742 Section 17
to produce a probability distribution for the possible outcomes of the NPW? We shall consider this issue
in the next section.
Risk Analysis
Quantitative statements about risk are given as numerical probabilities, or as values for likelihoods (odds)
of occurrence. Probabilities are given as decimal fractions in the interval 0.0 to 1.0. An event or outcome
that is certain to occur has a probability of 1.0. As the probability of an event approaches 0, the event
becomes increasingly less likely to occur. The assignment of probabilities to the various outcomes of
an investment project is generally called risk analysis. In this section, we shall assume that the analyst
has available the probabilities (likelihoods) of future events from either previous experience in a similar
project or a market survey. The use of probability information can provide management with a range of
possible outcomes and the likelihood of achieving different goals under each investment alternative.
Procedure for Developing an NPW Distribution
To develop the NPW distribution, we may follow these steps:
1. Identify all cash ﬂows elements that are random variables. (A random variable) is a variable that
can have more than one possible value.)
2. Express the NPW (or cash ﬂow series) as a function of random variables.
3. Determine the probability distribution for each random variable.
4. Determine the joint events and their probabilities.
5. Evaluate the NPW equation at these joint events.
6. Order the NPW values in increasing order of NPW.
These steps can best be illustrated by Example 17.5.3.
Example 17.5.3 — Developing an NPW Probability Distribution
Consider the BMC’s transmissionhousing project. If the unit sales (X) and unit price (Y) were to vary
with the following probabilities, determine the NPW probability distribution. Here we assume the
situation where both random variables are independent. In other words, observing a typical outcome for
random variable X does not have any inﬂuence on predicting the outcome for random variable Y.
Discussion. If the product demand X and the unit price Y are independent random variables, the PW
(15%) will also be a random variable. To determine the NPW distribution, we need to consider all the
combinations of possible outcomes. The ﬁrst possibility is the event where x = 1600 and y = $48. With
these values as input in Table 17.5.1, we compute the resulting NPW outcome to be $5574. Since X
and Y are considered to be independent random variables, the probability of this joint event is
Demand (X) Probability Unit Price (Y) Probability
1600 0.20 $48 0.30
2000 0.60 $50 0.50
2400 0.20 $53 0.20
P x y P x P y · · ( ) · · ( ) · ( )
· ( )( )
·
1600 48 1600 48
0 20 0 30
0 06
, $ $
. .
.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1743
There are eight other possible joint outcomes. Substituting these pairs of values in Table 17.5.1, we
obtain the NPWs and their joint probabilities in Table 17.5.4 and its NPW distribution as depicted in
Figure 17.5.2.
Solution. The NPW probability distribution in Table 17.5.4 indicates that the project’s NPW varies
between $5574 and $82,808, but that there is no loss under any of the circumstances examined. From
the cumulative distribution, we further observe that there is a 0.38 probability that the project would
realize an NPW less than that forecast for the basecase situation ($40,168). On the other hand, there
is a 0.32 probability that the NPW will be greater than this value. Certainly, the probability distribution
provides much more information on the likelihood of each possible event, as compared with the scenario
analysis presented in Table 17.5.3.
Expected Value and Variance
We have developed a probability distribution for the NPW by considering the random cash ﬂows. As
we have observed, the probability distribution helps us to see what the data imply in terms of the risk
of the project. With the NPW distribution deﬁned, we can further summarize the probabilistic information
— the mean and the variance.
The expected value (also called the mean) is a weighted average value of the random variable (µ)
where the weighting factors are the probabilities of occurrence. (See Table 17.5.5.) The expected value
of a distribution tells us important information about the “average” or expected value of a random
variable such as the NPW, but it does not tell us anything about the variability on either side of the
TABLE 17.5.4 The NPW Probability Distribution with
Independent Random Variables (Example 17.5.3)
Event No. x y P(x,y)
Cumulative Joint
Probability NPW
1 1600 $48.00 0.06 0.06 $5,574
2 1600 $50.00 0.10 0.16 $12,010
3 1600 $53.00 0.04 0.20 $21,664
4 2000 $48.00 0.18 0.38 $32,123
5 2000 $50.00 0.30 0.68 $40,168
6 2000 $53.00 0.12 0.80 $52,236
7 2400 $48.00 0.06 0.86 $58,672
8 2400 $50.00 0.10 0.96 $68,326
9 2400 $53.00 0.04 1.00 $82,808
FIGURE 17.5.2 NPW probability distributions: when X and Y are independent (Example 17.5.3).
© 1999 by CRC Press LLC
1744 Section 17
expected value. Will the range of possible values of the random variable be very small, with all the
values located at or near the expected value?
Another measure that we need in analyzing probabilistic situations is a measure of the risk due to the
variability of the outcomes. There are several measures of the variation of a set of numbers that are used
in statistical analysis — the range and the variance (or standard deviation), among others. The variance
and the standard deviation are used most commonly in the analysis of risk situations. We will use Var[X]
or to denote the variance, and σ
x
to denote the standard deviation of random variable X. (If there is
only one random variable in an analysis, we normally omit the subscript.) The variance tells us the
degree of spread, or dispersion, of the distribution on either side of the mean value. As the variance
increases, the spread of the distribution increases; the smaller the variance, the narrower the spread about
the expected value.
To determine the variance, we ﬁrst calculate the deviation of each possible outcome x
j
from the
expected value (x
j
– µ), then raise the result to the second power and multiply it by the probability of
x
j
occurring (that is, p
j
). The summation of all these products serves as a measure of the distribution’s
variability. To be most useful, any measure of risk should have a deﬁnite value (unit). One such measure
is the standard deviation. To calculate the standard deviation, we take the positive square root of Var[X],
which is measured in the same units as is X. The standard deviation is a probabilityweighted deviation
(more precisely, square root of sum of squared deviations) from the expected value. Thus, it gives us
an idea of how far above or below the expected value the actual value is likely to be. For most probability
distributions, the actual value will be observed within the ±3σ range. In our BMC project, we obtain
the variance of the NPW distribution, assuming independence between X and Y, as shown in Table 17.5.5.
TABLE 17.5.5 Calculation of the Mean and Variance of NPW Distribution (Example 17.5.3)
Event No. x y P(x,y)
Cumulative Joint
Probability NPW Weighted NPW
1 1600 $48.00 0.06 0.06 $5,574 $334
2 1600 $50.00 0.10 0.16 $12,010 $1,201
3 1600 $53.00 0.04 0.20 $21,664 $867
4 2000 $48.00 0.18 0.38 $32,123 $5,782
5 2000 $50.00 0.30 0.68 $40,168 $12,050
6 2000 $53.00 0.12 0.80 $52,236 $6,268
7 2400 $48.00 0.06 0.86 $58,672 $3,520
8 2400 $50.00 0.10 0.96 $68,326 $6,833
9 2400 $53.00 0.04 1.00 $82,808 $3,312
E(NPW) = $40,168
Event No. x y P(x,y) NPW (NPW – E[NPW])^2
Weighted
(NPW – E[NPW])^2
1 1600 $48.00 0.06 $5,574 1,196,769,744 71,806,185
2 1600 $50.00 0.10 $12,010 792,884,227 79,288,423
3 1600 $53.00 0.04 $21,664 342,396,536 13,695,861
4 2000 $48.00 0.18 $32,123 64,725,243 11,650,544
5 2000 $50.00 0.30 $40,168 0 0
6 2000 $53.00 0.12 $52,236 145,631,797 17,475,816
7 2400 $48.00 0.06 $58,672 342,396,536 20,543,792
8 2400 $50.00 0.10 $68,326 792,884,227 79,288,423
9 2400 $53.00 0.04 $82,808 1,818,132,077 72,725,283
Var[PW(15%)] = 366,474,326
Standard Deviation = $19,144
σ
x
2
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1745
Decision Rule
Once the expected value has been located from the NPW distribution, it can be used to make an accept
reject decision, in much the same way that a single NPW is used when a single possible outcome is
considered for an investment project. The decision rule is called the expected value criterion, and using
it we may accept a single project if its expected NPW value is positive. In the case of mutually exclusive
alternatives, we select the one with the highest expected NPW. The use of expected NPW has an advantage
over the use of a point estimate, such as the likely value, because it includes all the possible cash ﬂow
events and their probabilities.
The justiﬁcation for the use of the expected value criterion is based on the law of large numbers,
which states that if many repetitions of an experiment are performed, the average outcome will tend
toward the expected value. This justiﬁcation may seem to negate the usefulness of the expected value
criterion in economic analysis, since most often in project evaluation we are concerned with a single,
nonrepeatable “experiment” — that is, investment alternative. However, if a ﬁrm adopts the expected
value criterion as a standard decision rule for all its investment alternatives, over the long term the law
of large numbers predicts that accepted projects will tend to meet their expected values. Individual
projects may succeed or fail, but the average project result will tend to meet the ﬁrm’s standard for
economic success.
The expectedvalue criterion is simple and straightforward to use, but it fails to reﬂect the variability
of investment outcome. Certainly, we can enrich our decision by incorporating the variability information
along with the expected value. Since the variance represents the dispersion of the distribution, it is
desirable to minimize it. In other words, the smaller the variance, the less the variability (the potential
for loss) associated with the NPW. Therefore, when we compare the mutually exclusive projects, we
may select the alternative with the smaller variance if its expected value is the same as, or larger than,
those of other alternatives. In cases where there are no clearcut preferences, the ultimate choice will
depend on the decisionmaker’s tradeoffs — how much he or she is willing to take the variability to
achieve a higher expected value. In other words, the challenge is to decide what level of risk you are
willing to accept and then, having decided on your risk tolerance, to understand the implications of that
choice.
17.6 Design Economics
Engineers frequently have to come up with a minimumcost solution when they have two or more cost
components that are affected differently by the same design element. That is, for a single design variable,
some costs increase while others decrease. Another valuable extension of the AE analysis in the section
on “Annual Equivalent Method,” is that these cost components be expressed in equivalent annual form
so that we can identify which cost component we need to control to obtain the minimum cost solution
to various engineering design problems.
Capital Costs vs. Operating Costs
The AE method is sometimes called the annual equivalent cost method when only costs are involved.
In this case, there are two kinds of costs that revenues must cover: operating costs and capital costs.
Operating costs are incurred by the operation of physical plant or equipment to provide service; they
include such items as labor and raw materials. Capital costs are incurred by purchasing the assets used
in production and service. Normally, capital costs are nonrecurring (that is, onetime costs), whereas
operating costs recur as long as the asset is owned.
Because operating costs recur over the life of a project, they tend to be estimated on an annual basis
anyway, so for the purposes of an annual equivalent cost analysis, they require no special calculation
on our part. However, because capital costs tend to be onetime costs in conducting an annual equivalent
© 1999 by CRC Press LLC
1746 Section 17
cost analysis, we must translate this onetime cost into its annual equivalent over the life of the project.
The annual equivalent of a capital cost is given a special name: capital recovery cost, designated CR(i).
There are two general monetary transactions associated with the purchase and eventual retirement of
a capital asset, its initial cost (I) and its salvage value (S). Taking into account these sums, we calculate
the capital recovery cost as
(17.6.1)
Recalling the algebraic relationships between factors in Table 17.1.1, notice that the (A/P,i,N) factor can
be expressed as
Then, we may rewrite the CR(i) as
(17.6.2)
MinimumCost Function
When the equivalent annual total cost of a design variable is a function of increasing (O&M costs) and
decreasing cost components (capital costs), we usually can ﬁnd the optimal value that will minimize its
cost.
(17.6.3)
where x is a common design variable, and a, b, and c are constants.
To ﬁnd the value of the common design variable that minimizes the AE(i), we need to take the ﬁrst
derivative, equate the result to zero, and solve for x.
(17.6.4)
The value x
*
is the minimum cost point for the design alternative. To illustrate the
optimization concept, we will consider selecting an optimal pipe size.
Example 17.6.1 — Economical Pipe Size
As a result of the conﬂict in the Persian Gulf, Kuwait is studying the feasibility of running a steel pipeline
across the Arabian Peninsula to the Red Sea. The pipeline will be designed to handle 3 million barrels
of crude oil per day at optimum conditions. The length of the line will be 600 miles. Calculate the
optimum pipeline diameter that will be used for 20 years for the following data at i = 10%:
• Pumping power = 1.333Q∆P/1,980,000 horsepower
• Q = volume ﬂow rate, cubic ft/hr
CR i I A P i N S A F i N ( ) · ( ) − ( ) , , , ,
A P i N A F i N i , , , , ( ) · ( ) +
CR i I A P i N S A P i N i
I S A P i N iS
( ) · ( ) − ( ) −
[ ]
· − ( )( ) +
, , , ,
, ,
AE i a bx
c
x
( ) · + +
dAE i
dx
b
c
x
( )
· −
·
2
0
x
c
b
*
·
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1747
• ∆P = 128QµL/gπD
4
, pressure drop lb/sq ft
• L = pipe length, ft
• D = inside pipe diameter, ft
• t = 0.01 D, pipeline wall thickness, ft
• µ = 8500 lb/hr ft, oil viscosity
• g = 32.2 × 12,960,000 ft/hr
2
• Power cost, $0.015 per horsepower hour
• Oil cost, $18 per barrel
• Pipeline cost, $1.00 per pound of steel
• Pump and motor costs, $195 per horsepower
The salvage value of the steel after 20 years is assumed to be zero considering the cost of removal. (See
Figure 17.6.1 for relationship between D and t.)
Discussion. In general, when progressively largersize pipe is used to carry a given ﬂuid at a given
volume ﬂow rate, the energy required to move the ﬂuid will progressively decrease. However, as we
increase the pipe size, the cost to construct the pipe will increase. In practice, to obtain the best pipe
size for a particular situation, you may choose a reasonable, but small, starting size. Compute the energy
cost of pumping ﬂuid through this size and the total construction cost. Compare the difference in energy
cost with the difference in construction cost. When the savings in energy cost exceed the added
construction cost, you may repeat the process with progressively larger pipe sizes until the added
construction cost exceeds the savings in energy cost. As soon as this happens the best pipe size to use
in the particular application is identiﬁed. However, we can simplify this search process by using the
minimum cost concept as explained through Equations (17.6.3) and (17.6.4).
FIGURE 17.6.1 Designing economical pipe size to handle 3 million barrels of crude oil per day (Example 17.6.1).
© 1999 by CRC Press LLC
1748 Section 17
Solution. We will solve the pipe sizing problem in 8 steps:
1. Since the pipe size will be measured in inches, we will assume the following basic conversion
units:
• 1 mile = 5280 ft
• 600 miles = 600 × 5280 = 3,168,000 ft
• 1 barrel = 42 U.S. gal
• 1 barrel = 42 gal × 231 in.
3
/gal = 9702 in.
3
• 1 barrel = 9702 in.
3
/12
3
= 5.6146 ft
3
• Density of steel = 490.75 lb/ft
3
2. To determine the operating cost in pumping oil, we ﬁrst need to determine power (electricity)
required to pump oil:
• Volume ﬂow rate per hour:
• Pressure drop:
• Pumping power required to boost the pressure drop:
• Power cost to pump oil:
3. Pump and motor cost calculation
Q · ×
·
·
3 000 000 5 6146
16 843 800
701 825
, , .
, ,
,
barrels day ft barrel
ft day
ft hr
3
3
3
∆P
Q L
g D
D
D
·
·
× × ×
× ×
·
128
128 701 825 8500 3 168 000
32 2 12 960 000 3 14159
1 845 153 595
4
4
4
µ
π
, , ,
. , , .
, , ,
lb ft
2
power
hp
·
·
× ×
·
1 333
1 980 000
1 333 701 825
1 845 153 595
1 980 000
871 818 975
4
4
.
, ,
. ,
, , ,
, ,
, ,
Q P
D
D
∆
power cost hp $0.015 hp.hr hr day days year
year
· × × ×
·
871 818 975
24 365
114 557 013 315
4
4
, ,
$ , , ,
D
D
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1749
4. Required amount and cost of steel
5. Annual equivalent cost calculation
6. Economical pipe size
To ﬁnd the optimal pipe size (D) that results in the minimum annual equivalent cost, we take the
ﬁrst derivative of AE(10%) with respect to D, equate the result to zero, and solve for D.
pump and motor cost hp · ×
·
871 818 975
195
170 004 700 125
4
4
, ,
$
$ , , ,
D
D
crosssectional area
ft
total volume of pipe = ft ft
101,376 ft
total weight of steel = 101,376 ft lb ft
lb
total pipeline cost = $1.00 lb lb
2
2
3
3 3
·
( ) − ( )
[ ]
·
×
·
×
·
×
·
3 14159 0 51 0 50
4
0 032
0 032 3 168 000
490 75
49 750 272
49 750 272
49 750 272
2 2
2
2
2
2
2
2
2
. . .
.
. , ,
.
, ,
, ,
$ , ,
D D
D
D
D
D
D
D
D
capital cost
annual power cost
· +
¸
¸
_
,
( )
· +
·
$ , ,
$ , , ,
, %,
, ,
, , ,
$ , , ,
49 750 272
170 004 700 125
10 20
5 843 648
19 968 752 076
114 557 013 315
2
4
2
4
4
D
D
A P
D
D
D
AE D
D D
10 5 843 648
19 968 752 076 114 557 013 315
2
4 4
% , ,
, , , $ , , ,
( ) · + +
dAE
dD
D
D
D
D
D
10
11 687 297
538 103 061 567
0
11 687 297 538 103 061 567
46 041 70
5
6
6
%
, ,
, , ,
, , , , ,
, .
*
( )
· −
·
·
·
· 5.9868 ft
© 1999 by CRC Press LLC
1750 Section 17
Note that velocity in a pipe should be ideally no more than around 10 ft/sec due to friction wearing
in the pipe. To check to see if the answer is reasonable, we may compute
which is less than 10 ft/sec. Therefore, the optimal answer as calculated can be practical.
7. Equivalent annual cost at optimal pipe size
• Capital cost:
• Annual power cost:
• Total annual equivalent cost:
8. Total annual oil revenue
There are enough revenues to offset the capital as well as operating cost.
Comments. A variety of other criteria exists for choosing pipe size for a particular ﬂuid transfer
application. For example, low velocity may be required where there are erosion or corrosion concerns.
Alternatively, higher velocities may be desirable for slurries where setting is a concern. Constructional
ease will also weight signiﬁcantly in the choice of pipe size. A small pipe size may not accommodate
the head and ﬂow requirements efﬁciently, whereas space limitations may prohibit selecting large pipe
size.
Q
V
V
· ×
× ·
( )
·
velocity pipe inner area
701,825 ft hr hr sec
ft sec
3
1
3 600
3 14159 5 9868
4
6 93
2
,
. .
.
capital cost · ( ) +
¸
1
]
1
( )
· ( ) +
·
$ , , .
, , ,
.
, %,
, , .
, , ,
.
49 750 272 5 9868
170 004 700 125
5 9868
10 20
5 843 648 5 9868
19 968 752 076
5 9868
2
4
2
4
A P
$224, 991, 039
annual power cost =
114, 557, 013,315
5 9868
4
.
· $89,174, 911
total annual cost = $224, 991, 039 +
·
$ , , 89 174 911
$314,165, 950
annual oil revenue = $18 bbl bbls day days year
year
× ×
·
3 000 000 365
19 710 000 000
, ,
$ , , ,
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1751
17.7 Project Management
Donald D. Tippett
Engineers, Projects, and Project Management
For a majority of engineers, project work is a way of life throughout their professional careers. Projects
build bridges, put men in space, design and install computerintegrated manufacturing systems, perform
R&D on stateofthe art materials, and pursue a thousand other objectives in organizations large and
small across the world.
A project has a speciﬁc set of objectives and a deﬁnite schedule, budget, and set of performance
requirements. It has a ﬁnite life span and is usually a team effort led by a recognized project manager.
Project management is planning, organizing, leading, and controlling organizational resources to
successfully complete a project.
Project Planning
The two most important facets of project management are planning and team building (to be discussed
in the section on team building).
Project Charter. The ﬁrst step in a sound planning process is the issuance of a project charter. A project
charter is a formal establishing of the project by the upper management chartering authority (a project
is not really a project unless it has management’s sanction). As a minimum, the charter should: (1)
designate the purpose of the project, (2) establish the general organizational format for the project, (3)
appoint a project manager, and (4) state management’s support for the project.
All projects should be formally launched with some sort of charter. For small inhouse projects, it
may be only a brief memo. Larger projects will have much more extensive charters. A charter puts the
organization on notice that the project is being launched and that it has management’s acknowledgment
and commitment. The charter is the project manager’s action authority to perform the project.
What is Project Planning?
• Planning is determining what needs to be done, by whom, and by when.
• Planning is decision making based upon futurity.
• Planning is selecting enterprise objectives, and establishing policies/procedures/programs neces
sary for achieving them.
• Planning is an iterative process and must be performed throughout the life of the project (Kerzner,
1998).
Each of these statements adds to an understanding of what project planning is. But why plan? There are
a number of reasons:
• The planning process serves as a simulation of the project in the planners’ minds before signiﬁcant
resources are expended. Thus false starts are avoided and problems are identiﬁed and resolved
when solutions are the easiest.
• The planning process serves as a means of communications, informing everyone on the project
what will be expected of them.
• Plans identify inconsistency and risk.
• Plans provide the basis for action.
Plans must be ﬂexible, and provisions should be provided to update them as needed throughout the
project. They should include reasonable contingencies and usually require several iterations before they
are acceptable.
© 1999 by CRC Press LLC
1752 Section 17
Whenever possible, the people who will do the work should plan the work. This develops a sense of
ownership of the tasks among those who will actually execute them (Rosenau, 1992).
Senior managers tend to apply pressure on the project manager to cut the planning process prematurely
short. However, cutting the planning process short is usually false economy. As much as 50% of direct
labor hours and dollars can be spent before project execution begins, and companies that spend signif
icantly less usually ﬁnd quality problems during execution (Kerzner, 1998).
Project Planning Steps. The steps in sound project planning are:
Establish objectives
Develop statement of work
Prepare detailed speciﬁcations
Establish project milestones
Create the work breakdown structure
Establish detailed schedules
Establish detailed budgets
Deﬁne responsibilities
Replan as required
Objectives. Project objectives are the basis for all project planning. Objectives must be clearly stated,
speciﬁc, measurable, and achievable. They should also be realistic and agreed upon by all parties
concerned. Objectives should be consistent with the resources available and with other organizational
plans and projects.
Statement of Work/Speciﬁcations. The statement of work (SOW) speciﬁcally states what the project
will do for the customer. For large projects it will be a formal part of the contract. For projects within
the organization it might be a memorandum. The SOW speciﬁes the reason for establishing the project,
the desired end results, and the performance, budget, and schedule goals. It may also include speciﬁc
acceptance criteria, as well as a management section which discusses client relationships, management
philosophies, project organization and personnel reporting, contingencies, and communications. The
establishment of a satisfactory statement of work may require several iterations. However, it is critical
that all parties have a detailed understanding of what is to be done before work proceeds.
Depending upon the size of the project, detailed speciﬁcations may be listed separately, or included
as part of the SOW. They deﬁne the standards which must be met with respect to materials, labor, prices,
equipment, support, etc. It is important to ﬁrmly establish detailed speciﬁcations up front, as small
changes in speciﬁcations can have major effects on budgets and schedules.
Project Milestones. Project milestones establish the start and end dates of the project (if known), as
well as all the signiﬁcant subsets. Milestones are designated points in time by which certain speciﬁc
project tasks/accomplishments are to be completed. The set of milestones forms a group of waypoints
which provide a basis for status assessment, management reviews, and replanning the project. Because
they are simple to understand, they are an important tool to gauge progress.
Work Breakdown Structure. The work breakdown structure (WBS) is a systematic way of deﬁning the
component parts of the project. The WBS breaks down the work to be accomplished into a logical
hierarchy of sets, subsets, etc., so that it is put into “bitesized” chunks which can be easily understood
by planners, schedulers, workers, and managers. More speciﬁcally, breaking the project’s work into
manageable pieces:
• Facilitates the planning process by describing the total job in terms of discrete tasks.
• Allows assignment of these tasks to speciﬁc groups and individuals.
• Forms the framework upon which the budget and schedule are built, since each WBS task can
easily be estimated in terms of labor, duration, and other required resources.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1753
• Facilitates the chore of scheduling, supervision, and project control and information systems by
deﬁning exactly who is responsible for each task and establishing a target completion time.
• Simpliﬁes purchasing, scheduling, and staging of required materials.
In creating a WBS, the following principles should be kept in mind:
• Routine or repetitive work should not be excessively subdivided.
• Subdivide each block of work to a level which is useful to project management; all blocks do
not have to have the same number of subdivisions.
• Each task should be easily understood and should have an identiﬁable schedule.
• The cost of the smallest subtask should be signiﬁcant.
It is essential that a work breakdown structure be created. The WBS forms the skeleton upon which the
plan, schedule, budget, and control system are built. In addition, a completed WBS is the basis of entering
project information into any of the myriad of computerized planning and scheduling systems now being
used by virtually all project managers.
Scheduling/Budgeting/Responsibilities/Replanning. The remaining components of project planning —
developing a schedule and budget, and assigning responsibilities — naturally follow the creation of the
WBS. Once the project’s work has been separated into a set of manageable subtasks, it is a straightforward
process to set about estimating the time and resources required to complete each one (see the section
on estimating). These estimates are then compiled into a project budget. Similarly, responsibility for
each WBS component can be assigned to individuals and groups as appropriate and compatible with
available resources. While the scheduling process involves a few more intermediate steps (see the next
section), it too is a logical extension of the work breakdown structure. Much of the project plan depends
on the WBS. Therefore project managers should pay close attention to it.
Since plans relate to future events but are based upon current knowledge, it follows that plans will
need to change during the course of the project. As the project team learns lessons along the way, and
as events unfold in the dynamic project environment, project plans will need to be adjusted accordingly.
Vehicles for accomplishing this process should be established at the outset. Plans must be kept current.
Outofdate plans hurt project credibility. Besides, the project team needs an accurate roadmap if it is
to arrive successfully at its desired destination.
Project Scheduling
Creating a viable schedule and adjusting it as necessary throughout the life of the project is an important
part of the project manager’s responsibilities.
The scheduling cycle (see Figure 17.7.1) begins with the work breakdown structuring process, which
subdivides the project’s work in to a set of manageable and easily understood tasks. The next step is to
estimate the time, man hours, and other resources required to complete each task. Then the relationships
between tasks must be documented. Many can be performed in parallel while some must necessarily
come before others. In any case, each task’s interdependence with every other task must be determined.
The project manager is now ready to create the actual schedule, using one of the methods discussed in
the next section. Once the schedule is formulated, it must be checked against available resources for
feasibility. If the schedule contains periods of time during the project when more resources are called
for than will be available, the scheduler must iterate back to an earlier part of the scheduling cycle and
make adjustments so that the eventual schedule will be compatible with available resources. Once this
is accomplished, the project manager should make a ﬁnal check to ensure that the proposed schedule
will in fact satisfy the project constraints (budget, time, and performance criteria). If constraints are met,
the schedule can be ﬁnalized.
© 1999 by CRC Press LLC
1754 Section 17
Scheduling is a continuous process during the life of a project. In the dynamic project environment,
changes are always occurring which necessitate replanning and rescheduling. Mechanisms that keep the
project plan and schedule valid and current should be put in place at the outset of the project.
Scheduling Methods. The Gantt chart or bar chart (see Figure 17.7.2) was one of the ﬁrst techniques
used by project managers to schedule and control projects, and it is still widely used. It is simple, graphic,
easy to construct and change, and convenient for displaying progress. Project task times are usually
shown as horizontal bars that begin and end at the scheduled activity start and end times, respectively.
However, Gantt charts do not do a good job of displaying task dependencies and interrelationships.
Furthermore, the critical path, the set of sequential activities which deﬁne the ultimate length of the
project, is not obvious (Rosenau, 1992). So, while the Gantt chart is a useful tool for quick overviews
and broad statusing of projects, it needs to be augmented by a more comprehensive scheduling tool in
all but the most elementary project management situations.
Critical path method (CPM) and program evaluation and review technique (PERT) are two critical
path systems developed to address the shortcomings of the Gantt chart, and enable project managers to
FIGURE 17.7.1 Project scheduling and estimating cycle.
FIGURE 17.7.2 Gantt chart example.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1755
do a better job scheduling complex projects. They both show project task durations, and indicate the
earliest task start times as the Gantt chart does, but they also show the precedence between activities.
This allows the project manager to determine the most critical activities and to more easily modify and
determine the status of the schedule.
CPM assumes activity durations are known with a reasonable degree of certainty, and are thus useful
in industries like construction that have a long history of performing the various tasks to draw from in
formulating accurate project activity estimates (e.g., dig basement, pour footer, etc.). On the other hand,
PERT is designed to be used in applications like R&D and aerospace wherein many activities are being
performed for the ﬁrst time and there is no history to draw upon in formulating activity duration estimates.
PERT employs statistical techniques to assist the scheduler to devise reasonable activity duration esti
mates and an estimate for the overall project duration.
Figure 17.7.3 depicts a simple CPM network drawn in the activity on node (AON) format. The nodes
or circles denote activity. The connecting arrows show precedence between activities. There are various
possible routes through the network. The longest route deﬁnes the predicted total project duration. The
activities on this longest route, or critical path, are called critical activities. Any delay in the execution
of these critical activities translates into a delay in overall project completion. Other noncritical activities
have a certain amount of leeway (or slack) associated with them which allows the project manager some
ﬂexibility in scheduling resources. Thus the project manager should pay special attention to critical
activities in making tradeoff decisions, as these are the ones that can potentially extend the project
duration. However, it should be noted that noncritical activities can potentially become critical if they
experience delays greater than their original slack, so the project manager cannot become complacent
about noncritical activities either.
FIGURE 17.7.3 Example of AON CPM network.
© 1999 by CRC Press LLC
1756 Section 17
In solving the network, forward and backward passes are made according to the formulas given in
Figure 17.7.3. Together these two passes determine the earliest and latest starts and ﬁnishes for each
activity. Also determined are the project’s duration, and the critical path (path that contains activities
without slack), which represents the predicted project duration. In the example, activities A, C, D, and
F have no slack and are thus critical. The path ACEF is the critical path and deﬁnes the project duration,
26 days. Once created, the network can be continually updated and used during the life of the project
to assist the project manager to understand current project status and make informed tradeoff decisions.
It is not feasible to solve any but the most simple PERT/CPM networks by hand. Fortunately, software
is widely available for modern personal computers which is capable of constructing and solving these
networks for small and medium sized projects. Very large project networks require the power of
mainframe computers. The Dreger (1992) text presents comprehensive examples using typical personal
computer project management software in realistic project situations.
A more detailed exposition of PERT/CPM techniques can be found in Moder et al., 1983.
Stafﬁng and Organizing
In stafﬁng and organizing a project, management must bring together a diverse group of people,
equipment, information, and other resources that, when properly integrated, is capable of achieving the
project objectives. Each element of the resulting system is critical to overall project success.
Selecting the Project Manager. The project manager is the most critical selection. A person should be
selected who:
• Serves full time on the project. With few exceptions, appointing a parttime project manager is
not practical for projects of any signiﬁcance. Naming a parttime project manager signals the
organization that the project is a low priority. This practice is not fair to the individual or to the
project, and usually produces less than optimum results.
• Has a proven track record. Most project situations are poor training grounds for project managers
with little or no experience or training. A project manager’s credibility with the organization is
vital.
• Functions as a manager, not a doer. If the project manager spends all of his or her time performing
technical tasks, then, in effect, there is no project manager. With no one in the driver’s seat,
budgets, schedules, customer relations, and other critical project management components are
left unattended.
• Possesses good interpersonal skills. A project manager may be called upon at any time to be a
communicator, mediator, negotiator, motivator, coach, counselor, and leader.
Project Team Stafﬁng. The project manager may have little or no control over the composition of the
project team, as the functional managers of the contributing departments are often the ones who decide
which individuals serve on the project. Hence, project managers must be able to mold a potentially broad
mix of talents, functional backgrounds, and professional experience into an integrated team. This is one
reason why team building skills are vitally important. Given a choice, the project manager would opt
for project team members who are assigned fulltime to the project, experienced in project work and
their discipline, are team players, and relate well with customer representatives when direct interchange
is required.
Organizing for Project Management. Projects are conducted under an inﬁnite variety of organizational
structures. Project managers usually have little input in this area and must learn to make the best of the
organizational structure in which they ﬁnd their project operating. However, project managers should
bear in mind that, while organizational structures may serve either to facilitate or impede project progress,
they are usually not a principal factor in determining overall project success or failure. Other factors
like thorough planning and building a cohesive, motivated project team are more predictive of project
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1757
success. Besides, as Kerzner (1998) so aptly points out, any organizational form will work if the people
want it to.
Nevertheless, project managers should be cognizant of the strengths and weaknesses of the organi
zational structure under which they are operating so they can make the best of their situation. Table
17.7.1 gives some of the advantages and disadvantages of the three principal organizational structures
and their many variants, from a project management perspective.
Regardless of the organizational form used, it is a good idea to create a steering team to oversee and
guide important projects. A steering team of senior managers demonstrates management support of the
project, helps with integration and hard problems, provides oversight and guidance, makes major dollar
decisions, and acts as an interface with upper management.
Team Building
Today’s projects characteristically require the efforts of many people from multiple disciplines whose
efforts must be effectively integrated to meet project objectives. Further, project managers must cope
with dynamic environments, high degrees of organizational complexity, and everincreasing competitive
pressures. Experienced project managers know that the only way to effectively deal with these challenges
TABLE 17.7.1 Advantages and Disadvantages of the Three Main Organizational Forms from a Project
Management Perspective
Organizational
Structure Advantages Disadvantages
Functional/Hierarchical/
Classical
*
*
*
*
*
*
Close control of budget and people.
Welldeﬁned authority and
communications channels.
Wellunderstood career paths.
Best for mass production.
Nurtures functional areas; assures upto
date technology.
Provides security for individuals (in
functional groups)
*
*
*
*
*
*
*
No one person truly in charge of the
entire project.
Long lead times, ineffective integration,
very slow internal communications.
Ineffective communications with the
customer.
Difﬁcult to establish status of projects.
Very slow to respond to change.
Strongest functional group tends to
dominate decision making.
Poor conﬂict resolution, great reliance
on hierarchical referral.
Pure Project/Product/
Divisional
*
*
*
*
*
*
One individual in authority to speak for the
project.
Quick response to changing environment.
Personnel allocated completely to the
project
Good communications.
Less need for hierarchical referral to
resolve conﬂict.
Most likely to complete the project on
time.
*
*
*
*
Less efﬁcient use of resources.
Does not nurture functional disciplines.
Best when company is projectoriented.
Uncertainty for personnel when project
ends (where do they go?).
Matrix
*
*
*
*
*
*
More efﬁcient: project can share personnel
and more easily accommodate changing
requirements.
Good communications.
Personnel security (people have homes to
go to after project is ﬁnished).
Technical disciplines are
supported/nurtured.
Quick to respond to change.
One person speaks for the project.
*
*
*
*
*
*
High potential for conﬂict.
Project personnel must work for two
bosses.
Heavy penalty in communications
requirements and other administrative
overhead costs.
Best for projectoriented organization.
Competition for best resources.
Upper management may use matrix as
requiring them to give up some
authority.
© 1999 by CRC Press LLC
1758 Section 17
is to mold their project personnel into true project teams or groups of people with complementary skills
who are committed to a common purpose, set of performance goals, and approach for which they hold
themselves mutually accountable (Katzenbach and Smith, 1993). Teams feature enhanced efﬁciency,
increased motivation, selfregulation, synergistic output, ﬂexibility, and heightened conﬁdence (Raud
sepp, 1984), all of which are vital to project success in the present competitive environment. Thus, team
building is an essential project management skill.
Robert P. Hagen has advanced six key elements of most successful team building plans which, if
implemented by project managers, would greatly enhance the state of team building on project teams
(Table 17.7.2).
Project Control
Planning puts the team in a position to launch a project. However, rarely does everything go according
to plan. As soon as the project begins, deviations start to occur. Thus, once the project is launched,
conforming to the plan becomes a principal function of project management.
It is up to the project control system to keep the project manager apprised of how all components of
the project are progressing, and highlight signiﬁcant problems and deviations from plan, so that corrective
action can be taken. Without a control system, the project manager has little inﬂuence over the project,
and it will meander to completion in some form or fashion.
An effective project control system combines a cost accounting function and a cost control function
with appropriate mechanisms for monitoring progress against schedule and technical performance targets.
The cost accounting function accumulates actual costs, ensures costs are properly allocated, and veriﬁes
work is carried out and billed correctly. The cost control function provides the information to support
cost analysis, prediction, and reporting. Costs are maintained within budget by taking corrective action
wherever predicted costs exceed the budget.
TABLE 17.7.2 Six Key Team Building Elements
1. In all actions, demonstrate respect and consideration for all employees as valued members of the team.
Are employees encouraged by example and admonition to respect each other? Do they know enough about
each other’s job to appreciate the contributions others are making? Does a general atmosphere of consideration
exist?
2. Identify individual job responsibilities and performance standards and see that they are known.
Are individual discussions held to ensure that each employee knows their job’s standards and responsibilities?
Does each team member understand how their portion of the project is important to overall project success?
3. Work to secure good communications with employees as individuals and as a team.
Do team members feel their inputs and suggestions are valued? Do they receive regular feedback on how they
are doing? Is advance warning of changes conveyed whenever possible along with reasons why changes are
necessary? Are regular exchange meetings held? Are team members included in decisionmaking?
4. Establish individual and group goals, preferably in coordination with those concerned.
Are individual goals established for each team member? Is consideration given to each individual’s opportunities
for professional development? Are group goals established and communicated to the team? Is a goal
established that encourages growth in team development factors like team planning, conﬂict resolution, and
problem solving?
5. Reward teamwork and team building efforts.
Who issues rewards? Project managers? Functional managers? Are rewards mostly based on extrinsic job
factors like pay, bonuses, and working conditions, or are they based on intrinsic job factors like
accomplishment, recognition, responsibility, and growth? Does management recognize the difference between
rewarding an individual as a member of a team, and rewarding an individual as an individual? Are individuals
singled out and rewarded for their performance on the project team? Do team members have input into what
and how rewards are given and to whom?
6. Practice and encourage loyalty to the team.
Does the project manager defend team members against unfair criticism? Is there a climate of trust on the
project team? Is effective leadership practiced by project managers?
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1759
Among the most critical requirements of a project control system is providing a capability to compare
budgeted costs to actual costs, and then conduct variance analyses which lead to corrective action. The
earned value approach to variance analysis is widely used. It compares the budgeted cost of work
performed (BCWP), or earned value, with the actual cost of work performed (ACWP) to determine the
cost variance (CV). It compares the BCWP with the budgeted cost of work scheduled (BCWS), or
planned earned value, to determine the schedule variance (SV).
ACWP and BCWS are fairly straightforward to obtain. On the other hand, it may be difﬁcult to obtain
an accurate representation of BCWP. One approach is to use standard dollar expenditures for the project,
so that x% of the costs are booked for x% of the time. Another is the 50/50 rule, wherein half the budget
is recorded when an activity is scheduled to begin and the other half when the activity is scheduled to
complete. Other alternative approaches may depend on percentage of man hours expended, parts installed,
programs written/tested, etc. There are many other possible approaches; however the object is to somehow
measure the percentage complete for project activities (or earned value). On some projects the time,
trouble, and expense to obtain an accurate BCWP may not be cost effective.
Figure 17.7.4 gives a graphic presentation of the earned value approach and summarizes some
quantitative indices useful to project managers conducting variance analysis. Once identiﬁed, each critical
variance must be investigated to determine the cause and the appropriate corrective action. Such an
investigation should begin at the lowest organizational level by the supervisor involved. It then progresses
upward to the project manager, who reviews variance causes and approves corrective actions. Normally
the project manager will review these results with upperlevel management prior to preparing the
contractually required reports to the customer.
FIGURE 17.7.4 Variance analysis indices and graphics.
© 1999 by CRC Press LLC
1760 Section 17
Estimating and Contracting
Project Estimating. Estimating time and resource requirements on projects is frustrating because the
project manager knows in advance that the probability of being exactly correct is slim. The key, then,
is to not be afraid to be wrong, but rather simply strive to be as accurate as possible, given what is
known at the time.
A simple threestep approach will serve as a starting point for estimating:
1. TopDown Estimate — Make an initial estimate at an overview level…an orderofmagnitude
estimate using the broad, big picture view.
2. Detailed BottomUp Estimate — Follow the topdown estimate with a detailed estimate built
from the bottom up. Start with the lowest tasks in the work breakdown structure and work up by
task, by department, and so on, arriving at a total ﬁgure.
3. Compare the two estimates.
In effect, each estimate provides a reality check for the other. If the two are in relative agreement, it
is likely that a good estimate has been developed. However, if the two ﬁgures are very different, more
analysis is indicated. Go back and examine the individual work packages to discover where costs may
differ, and to what extent there have been incorrect assumptions made as to the scope and content of
work called for. Once the areas of principal differences between the two estimates have been determined,
decisions can be taken as to which is correct.
Contingency planning is an important part of estimating. It is usually not appropriate to place a blanket
contingency ﬁgure (e.g., 10%) across all tasks. Rather, contingency budgets should be set deliberately
considering each activity individually, being careful not to build contingency on top of contingency.
In developing detailed estimates, time and dollars to cope with the following issues should not be
overlooked (Rosenau, 1992).
• Interfacing with customers, upper management, and other departments
• Obtaining customer furnished items
• Getting approvals
• Working at remote/difﬁcult locations
• Training people
• Making mistakes
• Obtaining security clearances
• Placing major subcontractors and purchase orders
• Replacing sick and vacationing people
Contracts. There are many types of contractual agreements used on projects. However, most can be
categorized as variations upon two basic types of contracts: ﬁxedprice and costreimbursable. Under a
ﬁxedprice contract the customer agrees to pay a speciﬁc amount upon satisfactory completion of the
project. A costreimbursable contract is one in which the customer agrees to reimburse the contractor
organization for costs actually incurred in performing the project.
The ﬁxed price contract presents the lowest ﬁnancial risk to the customer because the maximum
ﬁnancial liability is speciﬁed. This form presents the highest risk to the contractor organization, though
it also opens the door for increased proﬁts if the contracted costs can be underrun. On the other hand,
under a costreimbursable contract, the customer is obligated to reimburse the contractor for all costs
incurred, and thus bears considerable risk. The usual arrangement under costreimbursable contracts is
to add a ﬁxed fee or an incentive fee to the costs to arrive at the total compensation ﬁgure due the
contractor. Costreimbursable contracts are traditionally used when the nature of the project dictates that
accurate pricing cannot be determined.
© 1999 by CRC Press LLC
Engineering Economics and Project Management 1761
Market conditions also inﬂuence the type of contract used. When work is scarce, customer organiza
tions often insist upon ﬁxedprice contracts. Conversely, when business is good, customers are not able
to insist upon ﬁxedprice contracts, and more costreimbursable type contracts are used.
Summary
Project management is among the most challenging undertakings in the ﬁeld of management today.
Project managers routinely face formidable performance requirements, ﬁrm budget constraints, and tight
schedules. They must organize people from diverse technical backgrounds into a cohesive, motivated
team, and then lead that team as it plans and executes its complex tasks in an everchanging environment.
While the most successful technical people are often promoted to project management, it takes more
than a solid technical background to make an effective project manager. To qualify an individual for
project management, sound training in the fundamentals is essential, along with onthejob experience
as a project team member and/or assistant project manager or project engineer.
The above constitutes but the tip of the iceberg in terms of required knowledge for project managers,
but it will perhaps give the uninitiated a starting point. The excellent references listed below will serve
to ﬁll in many of the gaps for the interested reader.
Deﬁning Terms
Activity on Node (AON): A scheduling network in which the circles (or nodes) represent activities,
while the connecting lines denote the sequence the activities must follow (see Figure 17.8.3).
Actual Cost of Work Performed (ACWP): Actual dollars expended on a given project activity.
Budgeted Cost of Work Performed (BCWP): Earned value of completed work.
Budgeted Cost of Work Scheduled (BCWS): Planned earned value.
Gantt Chart: The Gantt chart, named after Henry L. Gantt, is a bar chart useful in project management
to depict planned and actual progress of project activities on a horizontal time scale (see Figure 17.8.2).
Network: A combination of arcs and nodes linked together to represent project activity durations and
precedences. Used in conjunction with a solution technique like CPM or PERT, estimates of project
completion times, critical activities, and resource requirements can be determined.
PERT/CPM: PERT stands for program evaluation and review technique, while CPM stands for critical
path method. Both are methods for solving a project activity network. CPM is used on projects where
activity time estimates are well established, like on construction jobs. PERT is used on projects where
times to complete activities are not known with a great deal of certainty, such as in aerospace and R&D
applications. Almost always used in conjunction with computer software, these techniques yield estimates
of overall project completion times, listings of the most critical activities, and resource requirements by
time frame.
Statement of Work (SOW): Formal statement delineating speciﬁcally what the project will do for the
customer. As a minimum it should contain performance, budget and schedule objectives.
Work Breakdown Structure (WBS): A logical division of the work involved in the project into a
hierarchy of component parts. It forms the basis for subsequent project budgeting, scheduling, and
controlling.
References
Dreger, J.B. 1992. Project Management: Effective Scheduling, Van Nostrand Reinhold, New York.
Hagen, R.P. 1985. Team Building, Management, First Quarter.
Katzenbach, J.R. and Smith, D.K. 1993. The discipline of teams, Harvard Business Review, Mar/Apr.
Kerzner, H. 1998. Project Management: A Systems Approach to Planning, Scheduling, and Controlling,
6th ed. New York: Van Nostrand Reinhold.
Meredith, J.R. and Mantel, Jr., S.M. 1995. Project Management, A Managerial Approach, 3rd ed. New
York: John Wiley & Sons.
© 1999 by CRC Press LLC
1762 Section 17
Moder, J.J., Phillips, C.R., and Davis, E.W. 1983. Project Management With CPM, PERT, and Precedence
Diagramming, 3rd ed. New York: Van Nostrand Reinhold.
Raudsepp, E. 1984. Effective teamwork, Manage., April.
Rosenau, M.D., Jr. Successful Project Management, 2nd ed. 1992. New York: Van Nostrand Reinhold.
Shtub, A., Bard, J., and Globerson, S. 1994. Project Management: Engineering, Technology, Implemen
tation. Englewood Cliffs, N.J.: PrenticeHall.
© 1999 by CRC Press LLC
Engineering Economics and Project *Management
Chan S. Park*
Auburn University
17.1 Engineering Economic Decisions..................................172 17.2 Establishing Economic Equivalence..............................172
Interest: The Cost of Money • The Elements of Transactions Involving Interest • Equivalence Calculations • Interest Formulas • Nominal and Effective Interest Rates • Loss of Purchasing Power
Donald D. Tippett
University of Alabama in Huntsville
17.3 Measures of Project Worth ..........................................1716
Describing Project Cash Flows • Present Worth Analysis • Annual Equivalent Method • Rate of Return Analysis • Accept/Reject Decision Rules • Mutually Exclusive Alternatives
17.4 Cash Flow Projections .................................................1728
Operating Proﬁt — Net Income • Accounting Depreciation • Corporate Income Taxes • Tax Treatment of Gains or Losses for Depreciable Assets • AfterTax Cash Flow Analysis • Effects of Inﬂation on Project Cash Flows
17.5 Sensitivity and Risk Analysis .....................................1736
Project Risk • Sensitivity Analysis • Scenario Analysis • Risk Analysis • Procedure for Developing an NPW Distribution • Expected Value and Variance • Decision Rule
17.6 Design Economics........................................................1745
Capital Costs vs. Operating Costs • MinimumCost Function
17.7 Project Management ....................................................1751
Engineers, Projects, and Project Management • Project Planning • Project Scheduling • Stafﬁng and Organizing • Team Building • Project Control • Estimating and Contracting
Department of Industrial & Systems Engineering, Auburn University, Auburn, AL 36849. Sections 17.1 through 17.6 based on Contemporary Engineering Economics, 2nd edition, by Chan S. Park, AddisonWesley Publishing Company, Reading, MA, 1997.
*
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171
172
Section 17
17.1 Engineering Economic Decisions
Decisions made during the engineering design phase of product development determine the majority (some say 85%) of the costs of manufacturing that product. Thus, a competent engineer in the 21st century must have an understanding of the principles of economics as well as engineering. This chapter examines the most important economic concepts that should be understood by engineers. Engineers participate in a variety of decisionmaking processes, ranging from manufacturing to marketing to ﬁnancing decisions. They must make decisions involving materials, plant facilities, the inhouse capabilities of company personnel, and the effective use of capital assets such as buildings and machinery. One of the engineer’s primary tasks is to plan for the acquisition of equipment (ﬁxed asset) that will enable the ﬁrm to design and produce products economically. These decisions are called engineering economic decisions.
17.2 Establishing Economic Equivalence
A typical engineering economic decision involves two dissimilar types of dollar amounts. First, there is the investment, which is usually made in a lump sum at the beginning of the project, a time that for analytical purposes is called today, or time 0. Second, there is a stream of cash beneﬁts that are expected to result from this investment over a period of future years. In such a ﬁxed asset investment funds are committed today in the expectation of earning a return in the future. In the case of a bank loan, the future return takes the form of interest plus repayment of the principal. This is known as the loan cash ﬂow. In the case of the ﬁxed asset, the future return takes the form of cash generated by productive use of the asset. The representation of these future earnings along with the capital expenditures and annual expenses (such as wages, raw materials, operating costs, maintenance costs, and income taxes) is the project cash ﬂow. This similarity between the loan cash ﬂow and the project cash ﬂow brings us an important conclusion—that is, ﬁrst we need to ﬁnd a way to evaluate a money series occurring at different points in time. Second, if we understand how to evaluate a loan cash ﬂow series, we can use the same concept to evaluate the project cash ﬂow series.
Interest: The Cost of Money
Money left in a savings account earns interest so that the balance over time is greater than the sum of the deposits. In the ﬁnancial world, money itself is a commodity, and like other goods that are bought and sold, money costs money. The cost of money is established and measured by an interest rate, a percentage that is periodically applied and added to an amount (or varying amounts) of money over a speciﬁed length of time. When money is borrowed, the interest paid is the charge to the brrower for the use of the lender’s property; when money is loaned or invested, the interest earned is the lender’s gain from providing a good to another. Interest, then, may be deﬁned as the cost of having money available for use. The operation of interest reﬂects the fact that money has a time value. This is why amounts of interest depend on lengths of time; interest rates, for example, are typically given in terms of a percentage per year. This principle of the time value of money can be formally deﬁned as follows: the economic value of a sum depends on when it is received. Because money has earning power over time (it can be put to work, earning more money for its owner), a dollar received today has a greater value than a dollar received at some future time. The changes in the value of a sum of money over time can become extremely signiﬁcant when we deal with large amounts of money, long periods of time, or high interest rates. For example, at a current annual interest rate of 10%, $1 million will earn $100,000 in interest in a year; thus, waiting a year to receive $1 million clearly involves a signiﬁcant sacriﬁce. In deciding among alternative proposals, we must take into account the operation of interest and the time value of money to make valid comparisons of different amounts at various times.
© 1999 by CRC Press LLC
2.800. called the principal (P) in transactions of debt or investment 2. EndofPeriod Convention In practice. Some initial amount of money. A plan for receipts or disbursements (An) that yields a particular cash ﬂow pattern over the length of time (for example. which would greatly complicate our calculations.1 A cash ﬂow diagram for a loan transaction — borrow $20. The speciﬁed length of time that marks the duration of the transaction and thereby establishes a certain number of interest periods (N) 5. we might have a series of equal monthly payments [A] that repay a loan) 6. expressed as a percentage per period of time 3.000 now and pay off the loan with ﬁve equal annual installments of $5. borrowing or investing money.2. that determines how frequently interest is calculated 4.Engineering Economics and Project Management 173 The Elements of Transactions Involving Interest Many types of transactions involve interest — for example. The borrowing interest rate is 9%. or at practically any point in time. which is the practice of placing all cash ﬂow transactions at the end of an interest period. purchasing machinery on credit — but certain elements are common to all of them: 1. This assumption relieves us of the responsibility of dealing with the effects of interest within an interest period. © 1999 by CRC Press LLC .1). which represents time by a horizontal line marked off with the number of interest periods speciﬁed. The cash ﬂows over time are represented by arrows at the relevant periods: upward arrows for positive ﬂows (receipts) and downward arrows for negative ﬂows (disbursements). called the interest period (or compounding period).141. the net amount of ﬁnancing is $19. cash ﬂows can occur at the beginning or in the middle of an interest period. A future amount of money (F) that results from the cumulative effects of the interest rate over a number of interest periods Cash Flow Diagrams It is convenient to represent problems involving the time value of money in graphic form with a cash ﬂow diagram (see Figure 17. FIGURE 17. A period of time. One of the simplifying assumptions we make in engineering economic analysis is the endofperiod convention.85. The interest rate (i). which measures the cost or price of money. After paying $200 for the loan origination fee.
What value of P would make you indifferent in your choice between P dollars today and the promise of $3000 at the end of 5 years from now? Discussion. Example 17. given the investment potential of 8% per year. Therefore. you would have P + iP = P(1 + i) dollars at the end of one period. The formula developed for calculating compound interest.1 — Equivalence Suppose you are offered the alternative of receiving either $3000 at the end of 5 years or P dollars today. you would have. $1000 received now is equivalent to $1. and a future amount. expresses the equivalence between some present amount. Having no current need for the money. the interest in each period is based on the total amount owed at the end of the previous period. In general. at the end of the second period.1. P.2.174 Section 17 Compound Interest Under the compound interest scheme.25l9. N. thus. and a number of interest periods. i. With the entire amount (principal and interest) reinvested at the same rate i for another period. From Equation (17. we establish $3000 = P(1 + 0. you could trade one cash ﬂow for the other. for a given interest rate. the total accumulated value (balance) F will grow to F = P(1 + i) N (17. F. and after N periods.2. we can ﬁnd an equivalent single cash ﬂow at a given interest rate and a given time.2. Note that the problem statement assumes that you would exercise your option of using the earning power of your money by depositing it. if you deposited (invested) P dollars at interest rate i.71 received in 3 years and we could trade $1000 now for the promise of receiving $1259.08) = $1259. Our job is to determine the present amount that is economically equivalent to $3000 in 5 years. that is.2. Equivalence calculations can be viewed as an application of the compound interest relationships developed in Equation 17.1). at the end of a 3year investment period at 8%. for any sequence of cash ﬂows. within a marketplace where 8% is the applicable interest rate. There is no question that the $3000 will be paid in full (no risk). you are in effect increasing the deposit amount by the amount of interest earned.71 in 3 years. Example 17. $1000 will grow to $1000(1 + 0.2. P(1 + i) + i[ P(1 + i)] = P(1 + i) (1 + i) = P(1 + i) 2 This interestearning process repeats. you would deposit the P dollars in an account that pays 8% interest.1 demonstrates the application of this basic technique. The “indifference” ascribed to you refers to economic indifference.1) Equivalence Calculations Economic equivalence refers to the fact that a cash ﬂow — whether it is a single payment or a series of payments — can be said to be converted to an equivalent cash ﬂow at any point in time. F = P(1 + i)N. This total amount includes the original principal plus the accumulated interest that has been left in the account. Solution.71 3 Thus at 8% interest. In this case.08) 5 © 1999 by CRC Press LLC .
Tables* have been constructed for the P/F factors for various values of i and N. i. Because using the interest tables is often the easiest way to solve an equation. develops interest formulas for them. N ) (1 + i) (17. P must be higher to be equivalent to the future amount. 1 P = F N = F( P F. all the other important interest formulas can be derived. i. Single Cash Flow Formulas We begin our coverage of interest formulas by considering the simplest cash ﬂows: single cash ﬂows. P = $2466. In Equation (17. The ﬁrst period begins at n = 0 and ends at n = 1.2) The factor 1/(1 + i)N is known as the single payment present worth factor and is designated (P/F. (Note the timescale convention. given P. in the preceding example. you would prefer the promise of $3000 in 5 years to P dollars today. The interest rate i and the P/F factor are also referred to as discount rate and discounting factor. we can see that if we were to ﬁnd a present sum P. where we had F = $1000(1. what sum will have accumulated at the end of the N periods? You probably noticed quickly that this description matches the case we ﬁrst encountered in describing compound interest. 1997) provide extensive sets of interest tables. Interest Formulas In this section is developed a series of interest formulas for use in more complex comparisons of cash ﬂows. 3).) Thus.html. the factor (F/P. All standard engineering economy textbooks (such as Contemporary Engineering Economics by C. * © 1999 by CRC Press LLC . this factor is one of the foundations of engineering economic analysis. Given this factor. i. given a future sum F. and presents working examples of each type. It classiﬁes four major categories of cash ﬂow transactions. N). Or you can obtain such interest tables on a World Wide Web site at http://www. N ) N Because of its origin in compound interest calculation. It is less obvious that at a lower interest rate. it is clear that if P is anything less than $2042.08) = $2042 5 Comments. This process of ﬁnding F is often called the compounding process.08)3. we simply solve for P.2. S. we can write F = $1000(F/P.2. i. which is read as “ﬁnd F. Addison Wesley. respectively. For example.1). Park. if P were greater than $2042.Engineering Economics and Project Management 175 Rearranging to solve for P. i.2.2597 in the F/P column for N = 3. which is a textbook web site for Contemporary Engineering Economics.1): F = P(1 + i) = P( F P. Finding present worth of a future sum is simply the reverse of compounding and is known as discounting process. Given a present sum P invested for N interest periods at interest rate i. at i = 4%. In this example.eng. 8%. To solve for F (the future sum) we use Equation (17. Like the concept of equivalence.edu/park/cee.auburn. P = $3000 (1 + 0. We can directly evaluate the equation or locate the factor value by using the 8% interest table* and ﬁnding the factor of 1. you would prefer P. this factor notation is included for each of the formulas derived in the following sections. N). and N” is known as the single payment compound amount factor.
$0. a growing machine shop. for example. This problem is equivalent to asking what value of P would make you indifferent in your choice between P dollars today and the future expense stream of ($25. Once the present worth is found.10%. A 5year loan repayment plan might specify. the constant amount of the cash ﬂows in the series. 622 Cash Flow Series with a Special Pattern Whenever one can identify patterns in cash ﬂow transactions.2. (2) linear gradient series. F. 000( P F. Example 17. which arranges for the repayment of a loan in equal periodic installments. such as calculating the future worth by using the interest factors developed in the previous section.000. The equal cash ﬂow formulas deal with the equivalence relations of P. we will use the following notation: 1. one can make other equivalence calculations.2. known as an equalpayment series (or uniform series) (Figure 17. one calls the transaction an uneven cashﬂow series. Familiar situations such as car loans and insurance payments are examples of series payments. One way to deal with an uneven series of cash ﬂows is to calculate the equivalent present value of each single cash ﬂow and sum the present values to ﬁnd P.2 — Present Value of an Uneven Series by Decomposition into Single Payments Wilson Technology. This describes the cash ﬂows. for example. wishes to set aside money now to invest over the next 4 years in automating their customer service department. They now earn 10% on a lump sum deposited.2. For this purpose. 2. and (3) geometric gradient series. Solution.10%.10%. the amounts are not always uniform: yet they may vary in some regular way. Uniform Series: Probably the most familiar category includes transactions arranged as a series of equal cash ﬂows at regular intervals. To simplify the description of various interest formulas.1) + $3000( P F. one may use them in developing concise expressions for computing either the present or future worth of the series.3b).3a). $3000.2.176 Section 17 A Stream of Cash Flow Series A common cash ﬂow transaction involves a series of disbursements or receipts. 4) = $28. P = $25. of the common installment loan contract. In other words. However. when there is no clear pattern of payment amounts over a series. $5000). Linear Gradient Series: While many transactions involve series of cash ﬂows. One common pattern of variation occurs when each cash ﬂow in a series increases (or decreases) by a ﬁxed amount (Figure 17. 2) + $5000( P F.2. Payments of car loans and insurance bills typically involve identical sums paid at regular intervals. a series of annual payments that © 1999 by CRC Press LLC . and they wish to withdraw the money in the following increments: Year 1: $25. The present worth of any stream of payments can be found by calculating the present value of each individual payment and summing the results. we will classify cash ﬂow transactions into three categories: (1) equal cash ﬂow series. and A.000 to purchase a computer and data base software designed for customer service use Year 2: $3000 to purchase additional hardware to accommodate anticipated growth in use of the system Year 3: No expenses Year 4: $5000 to purchase software upgrades How much money must be deposited now to cover the anticipated payments over the next 4 years? Discussion. the cash ﬂow is broken into three parts as shown in Figure 17.
i.1 summarizes the interest formulas and the cash ﬂow situations in which they should be used. 3.Engineering Economics and Project Management 177 FIGURE 17. the formulas used in such problems involve the constant amount. This decomposition allows us to use the singlepayment present worth factor.2. in a 5year ﬁnancial plan for a project. Table 17. For example. © 1999 by CRC Press LLC . not by some ﬁxed amount like $50. of the change in each cash ﬂow. Also in this table we present some useful interest factor relationships. the rate of change is represented by a lowercase g. expressed as a percentage. We call such a cash ﬂow pattern a linear gradient series because its cash ﬂow diagram produces an ascending (or descending) straight line. The curving gradient in the diagram of such a series suggests its name: a geometric gradient series (Figure 17.3c). the factor notation (F/A. F. Geometric Gradient Series: Another kind of gradient series is formed when the series in cash ﬂow is determined. G. increased by $50 each year. the cost of a particular raw material might be budgeted to increase at a rate of 4% per year. and A.2.2 Decomposition of uneven cash ﬂow series into three singlepayment transactions. N) represents the situation where you want to calculate the equivalent lumpsum future worth (F) for a given uniform payment series (A) over N period at interest rate i.2. For example. In addition to P. but by some ﬁxed rate. The next two examples illustrate how one might use these interest factors to determine the equivalent cash ﬂow. In the formulas dealing with such series. Note that these interest formulas are applicable only when the interest (compounding) period is the same as the payment period.
Example 17. and (c) geometric gradient series. g.2.8164) = $41. F = $3000( F A.2. i. With each new layout more piping was added to the compressed air delivery system to accommodate the new locations of the manufacturing machines. Because of the leaks in the current system.2..20 Example 17. thus the current compressed air delivery system is inefﬁcient and fraught with leaks. N Ansell Inc. Solution. Given A1.) FIGURE 17.3 — Uniform Series: Find F. 449.2.3 Five types of cash ﬂows: (a) equal (uniform) payment series. how much can be withdrawn at the end of 10 years? (See Figure 17.178 Section 17 FIGURE 17. the compressor is expected to run © 1999 by CRC Press LLC . 7%. a medical device manufacturer.4.4 — Geometric Gradient: Find P.4 Cash ﬂow diagram (Example 17. uses compressed air in solenoids and pressure switches in the machines to control the various mechanical movements.2. A. None of the extra. (b) linear gradient series. N Suppose you make an annual contribution of $3000 to your savings account at the end of each year for 10 years. Over the years the manufacturing ﬂoor has changed layouts numerous times. unused old pipe was capped or removed.3).10) = $3000(13.2. Given i. If your savings account earns 7% interest annually.
i. N) Present worth (P/F. 1997.html. N) 1 − (1 + g) N (1 + i ) − N A1 i−g P= NA1 (if i = g) 1 + i (F/A1. N) = 1 Ð (P/A. N) (1 + i ) N − iN − 1 P = C N 2 i (1 + i ) (F/G. i. i.Engineering Economics and Project Management TABLE 17. N) Gradient Series Geometric gradient Present worth (P/A1. g. i.2. i. 179 © 1999 by CRC Press LLC . i. i. i N)i Compound amount (F/A. N)(A/P. i. i N) Adapted from Park. N) ( A / P. i. g. i. N) = (P/A1. N)(F/P. N) Equal Payment Series Present worth (P/A. i. which is a textbook web site for Contemporary Engineering Economics. i. N) (A/G. Contemporary Engineering Economics. g.edu/~park/cee. i. N) = (P/G. i. i. Reading. i. N) (1 + i ) N − 1 F = A i i A = F N (1 + i ) − 1 (1 + i ) N − 1 P = A N i(1 + i ) i(1 + i) N A = P N (1 + i ) − 1 (A/F.1 Summary of Discrete Compounding Formulas with Discrete Payments Flow Type Factor Notation Formula Cash Flow Diagram Factor Relationship Single Compound amount (F/P. N) + 1 (P/F. C. i. AddisonWesley. i. i.eng. N) = (P/G. i. Tables are constructed for various interest factors and you can obtain such interest tables on a World Wide Web site at http://www. i. N) i 1 − ( P / F. N) Ð i Sinking fund (A/F. N) = (A/P.S. N ) = Capital recovery (A/P.auburn. i. N) F = P(1 + i)N P = F(1 + i)ÐN (F/P. N) = i(F/A. MA. N ) Uniform gradient Present worth (P/G. N)(F/P. i.
which will require 260 kW/hr of electricity at a rate of $0. © 1999 by CRC Press LLC . The equivalent present lumpsum cost at 12% is PNew = $54. some of the most familiar ﬁnancial transactions in both personal ﬁnancial matters and engineering economic analysis involve nonannual payments.80(3.570. the compressor run time will increase by 7% per year for the next 5 years due to everdeteriorating leaks. Then the anticipated power cost over the 5year period is summarized in Figure 17.05/kWhr.175 (= $222. 7%. 440 0. The net cost for not replacing the old system now is $71.9% usage during the day) because of the reduced air pressure loss. we need to address them on a common basis.570.6048) = $151. the current system cannot meet the plant’s compressed air requirement. The compressor will still run the same number of days. 283 • Step 3. However.07)5 (1 + 0.12%.) If Ansell continues to operate the current air delivery system. Nominal and Effective Interest Rates In all our examples in the previous section. 440(1 − 0. 440 • Step 2. is it worth ﬁxing now? Solution. (After 5 years. or annually.12 − 0. Since the new system costs only $28. it will cost $28.23) = 53. 918. Calculate the cost of power consumption of the current piping system during the ﬁrst year.108 • Step 4.23) ( P A. the replacement should be made now. Thus. Each year the annual power cost will increase at the rate of 7% over the previous year’s power cost.) If Ansell decides to replace all of the old piping now. 5) = $41. it will run 23% less (or 70% (1 – 0.1710 Section 17 70% of the time that the plant is in operation during the upcoming year. we implicitly assumed that payments are received once a year.05 kWhr ) = $54. monthly mortgage payments and daily earnings on savings accounts. for example.2.283 – $151. 5) 1 − (1 + 0. The power consumption is equal to: power cost = % of day operating × days operating per year × hours per day × kW hr × $ kWhr = (70%) × (250 days year ) × (24 hr day) × (260 kW hr ) × ($0.5. so it has to be replaced. If Ansell’s interest rate is 12%.07 = $222. If Ansell replaces the current compressed air system with the new one. The need to do this has led to the development of the concepts of nominal interest rate and effective interest rate. if we are to compare different cash ﬂows with different compounding periods. the annual power cost will be 23% less during the ﬁrst year and will remain at that level over the next 5 years. (The plant runs 250 days a year for 24 hr a day.12%. 440( P A1 .108).12) −5 = $54. • Step 1. however. The equivalent present lumpsum cost at 12% for this geometric gradient series is POld = $54.
To obtain the interest rate per compounding period.5% interest on unpaid balance at the end of each month. the credit card statement above means that the bank will charge 1.56% 12 Thus. For each dollar borrowed.1956 at the end of the year. Suppose you purchase an appliance on credit at 18% compounded monthly. it is the rate that predicts the actual interest payment on your outstanding credit card balance. any unpaid balance (P) left for a year period would grow to F = P(1 + i) N = P(1 + 0. is commonly used by ﬁnancial institutions and is familiar to customers. for example. Effective Annual Interest Rate The effective interest rate is the only one that truly represents the interest earned in a year or some other time period. it usually quotes the interest rate on an annual basis. you owe $1. the effective annual interest rate is 19.5% rate represents an effective interest rate — on a monthly basis. For instance.” We say 18% is the nominal interest rate or annual percentage rate (APR). a month). we divide 18% by 12 to obtain 1. Therefore. Although the annual percentage rate.5 Expected power expenditure over the next 5 years due to deteriorating leaks if no repair is performed (Example 17.5% per month. the bank will charge 1. Many banks.5% interest on unpaid balance for each month.56%. and the compounding frequency is monthly (12).015) = 1. To explain the true effect of more frequent compounding on annual interest amounts. we can rewrite the interest payment as a percentage of the principal amount ia = (1 + 0.2. © 1999 by CRC Press LLC . the 1.2.56 cents. In terms of an effective annual interest rate (ia).Engineering Economics and Project Management 1711 FIGURE 17.4). we need to introduce the term effective interest rate. the APR does not explain precisely the amount of interest that will accumulate in a year. including the principal and interest.015) − 1 = 0. Nominal Interest Rate Even if a ﬁnancial institution uses a unit of time other than a year — a month or quarter.1956 P 12 This implies that for each dollar borrowed for 1 year. Therefore. you pay an equivalent annual interest of 19. for instance — in calculating interest payments.1956. when compounding takes place more frequently than annually. in our credit card example. Unless you pay off the entire amount within a grace period (let’s say. or 19. state the interest arrangement for credit cards in this way: “18% compounded monthly. or APR.
678.7083%. What would be the monthly payment? Solution. As you will see later.97 For an extreme case. This quarterly conversion allows us to use the interest formulas in Table 17. For example.95. we approximate the situation of continuous compounding.2. so the net amount to be ﬁnanced is $20. when compounding takes place once annually. * i = er K − 1 To calculate the effective annual interest rate for continuous compounding. As the number of compounding periods (M) becomes very large. In this situation. © 1999 by CRC Press LLC .000.12 – 1 = 12.1712 Section 17 Clearly. we ﬁnd it reduces to ia = r.000( A P .* effective interest is equal to nominal interest. cash ﬂow transactions occur quarterly but interest rate is compounded monthly.1. but in automobile ﬁnancing the interest and the payment periods are almost always both monthly. As M approaches inﬁnity and r/M approaches zero. the interest rate per compounding period (r/M) becomes very small.5% annual percentage rate over 48 months.2.2. we have the special case of annual compounding. Thus.2. 0. To consider this. we set K equal to 1. Thus. we can easily compute the monthly payment using the capital recovery factor in Table 17.5% compounded monthly. That is. compounding more frequently increases the amount of interest paid for the year at the same nominal interest rate.7497%.5% APR means 8.3).1: i = 8. You can afford to make a down payment of $2678.5% 12 = 0.5 — Calculating Auto Loan Payments Suppose you want to buy a car priced $22.3) where M = the number of interest periods per year C = the number of interest periods per payment period K = the number of payment periods per year When M = 1. we could consider a continuous compounding. the effective annual interest rate for a nominal interest rate of 12% compounded continuously is ia = e0.2. in all our earlier examples. The car dealer is willing to offer a ﬁnancing package with 8. resulting in: ia = e r − 1 As an example.95. we normally compute the effective interest rate based on payment (transaction) period. Example 17. The ad does not specify a compounding period. we may deﬁne the effective interest rate for a given payment period as i = (1 + r M ) − 1 C = (1 + r CK ) − 1 C (17.7083% per month N = (12)(4) = 48 months A = $20. where we considered only annual interest. the 8. 48) = $492. we were by deﬁnition using effective interest rates. We can generalize the result to compute the effective interest rate for any time duration. Substituting M = 1 into Equation (17.
Use Equation (17. i. Solution.81 Loss of Purchasing Power It is important to differentiate between the time value of money as we used it in the previous section and the effects of inﬂation.12 12) − 1 3 = 3. Find the total number of payment periods. or to both.6 — Compounding More Frequent Than Payments Suppose you make equal quarterly deposits of $1000 into a fund that pays interest at a rate of 12% compounded monthly. to decreases in its value due to inﬂation over time.Engineering Economics and Project Management 1713 Example 17. to put it another way. N) factor from Table 17. 1.030%. We follow the procedure for noncomparable compounding and payment periods described above.6 Quarterly deposits with monthly compounding (Example 17.2. The notion that a sum is worth more the earlier it is received can refer to its earning potential over time. 8) = $8901. Find the balance at the end of year 2 (Figure 17. i = (1 + 0. a loss in the purchasing power of money over time.2.3) to compute effective interest per quarter. N = K ( number of years) = 4(2) = 8 quarters 4. the general economy has usually ﬂuctuated in such a way that it experiences inﬂation.6). K.2.6). Identify the parameter values for M.2. Inﬂation means that the cost of an item tends to increase over time or. N. the same dollar amount buys less of an item over time. Use i and N in the (F/A. FIGURE 17. 3.030% per quarter 3. and C: M = 12 compounding periods per year K = 4 payment periods per year C = 3 interest periods per payment period 2.1: F = $1000( F A . Historically.2.2. Deﬂation is the © 1999 by CRC Press LLC .
32 ← 100( F P . We will assume that the base year is always time 0 unless we specify otherwise.98% over the previous year’s dollars. f . our purchasing power decreases at the annual rate of 5. The Engineering Economist. To ﬁnd the average inﬂation rate f over a 2year period.* • Actual (current) dollars (An): Estimates of future cash ﬂows for year n which take into account any anticipated changes in amount due to inﬂationary or deﬂationary effects. • Step 1. 2) = 112. The Average Inﬂation Rate To account for the effect of varying yearly inﬂation rates over a period of several years. © 1999 by CRC Press LLC . we need to deﬁne several inﬂationrelated terms. those estimates can be converted to constant dollars (base year dollars) by adjustment using some readily accepted general inﬂation rate. suppose we want to calculate the average inﬂation rate for a 2year period for a typical item. In other words. Constant Dollars To introduce the effect of inﬂation into our economic analysis. • Constant (real) dollars (A ′ ): Dollars of constant purchasing power independent of the passage n of time.08) = 112. we establish the following equivalence equation: 100(1 + f ) = 112.98% per year. 33(2): 145–171. The ﬁrst year’s inﬂation rate is 4% and the second year’s is 8%. * Based on the ANSI Z94 Standards Committee on Industrial Engineering Terminology. they have a compounding effect. using a base price index of 100. Since each individual year’s inﬂation rate is based on the pervious year’s rate. in that prices decrease over time and hence a speciﬁed dollar amount gains in purchasing power. Actual vs. We ﬁnd the price at the end of the second year by the process of compounding: 100(1 + 0.1714 Section 17 opposite of inﬂation (negative inﬂation). In economic equivalence calculations. we need to consider the change of purchasing power along with the earning power.32 14 24 3 4 4 1444 2444 3 4 4 • Step 2. Usually these amounts are determined by applying an inﬂation rate to base year dollar estimates. 1988.04)(1 + 0. If the average inﬂation rate is calculated based on the consumer price index (CPI). In situations where inﬂationary effects have been assumed when cash ﬂows were estimated.98% We can say that the price increases in the last 2 years are equivalent to an average annual percentage rate of 5. it is known as a general inﬂation rate ( f ). As an example. we can compute a single rate that represents an average inﬂation rate.32 2 Solving for f yields f = 5. Vol.
Mathematically we can combine this twostep procedure into one by i = i ′ + f + i ′f (17. On the other hand. Then we proceed with either constantdollar analysis for case 1 or actualdollar analysis for case 2. All cash ﬂow elements are estimated in actual dollars. For example. we simply convert all cash ﬂow elements into one type — either constant or actual dollars. There are three common cases: Case 1. All cash ﬂow elements are estimated in constant dollars. Virtually all interest rates stated by ﬁnancial institutions for loans and savings accounts are market interest rates. our equivalence analyses have taken into consideration changes in the earning power of money — that is. we can easily observe that when prices are increasing due to inﬂation. In this situation. when prices are coming down. Some of the cash ﬂow elements are estimated in constant dollars and others are estimated in actual dollars. each uses a different interest rate and procedure. • Inﬂationfree interest rate (i′): An estimate of the true earning power of money when inﬂation effects have been removed. Case 3. Removing the effect of inﬂation by deﬂating the actual dollars with f and ﬁnding the equivalent worth of these constant dollars by using the inﬂationfree interest rate can be greatly streamlined by the efﬁciency of the adjusteddiscount method. or at least are stable. however. which performs deﬂation and discounting in one step. Most ﬁrms use a market interest rate (also known as inﬂationadjusted rate of return [discount rate]) in evaluating their investment projects. Case 2. There are two types of interest rate for equivalence calculation: (1) the market interest rate and (2) the inﬂationfree interest rate. so they are satisﬁed to lend at lower interest rates. the two interest rates are the same ( f = 0 → i = i′). you might insist instead on a return of at least 14%. i also increases. Note that if there is no inﬂationary effect. • Market interest rate (i): This interest rate takes into account the combined effects of the earning value of capital (earning power) and any anticipated inﬂation or deﬂation (purchasing power). to ﬁnd the equivalent present value of a cash ﬂow series in constant dollars. or certiﬁcate of deposit) demand higher rates to protect themselves against the eroding value of their dollars. The interest rate that is applicable depends on the assumptions used in estimating the cash ﬂow. If inﬂation were running at 10%. f . use the market interest rate to ﬁnd the equivalent worth of the cash ﬂow series in actual dollars. © 1999 by CRC Press LLC . Then. In calculating any cash ﬂow equivalence. As either i′ or f increases. bond rates climb. To factor in changes in purchasing power as well — that is. interest effects. i′. bond. inﬂation — we may use either (1) constant dollar analysis or (2) actual dollar analysis.Engineering Economics and Project Management 1715 Equivalence Calculation under Inﬂation In previous sections. lenders do not fear the loss of purchasing power with the loans they make.4) This implies that the market interest rate is a function of two terms. Then.2. you would not buy a 7% bond. Either method will produce the same solution. This rate is commonly known as real interest rate and can be computed if the market interest rate and inﬂation rate are known. we need to identify the nature of project cash ﬂows. however. you might be satisﬁed with an interest rate of 7% on a bond because your return would more than beat inﬂation. If inﬂation were at 3%. use the inﬂationfree interest rate. because lenders (that is anyone who invests in a moneymarket fund.
Such an investment is similar to that made by a bank when it lends money.500 per year With the cost of steel at $1950/ton and the direct labor cost of fabricating 1 lb at 10 cents.1 — Identifying Project Cash Flows Merco Inc. the projected additional contribution has been estimated to be 2000 tons × $396 = $792. Describing Project Cash Flows When a company purchases a ﬁxed asset such as equipment. a machinery builder in Louisville. and material handling: 17 Additional maintenance cost: $128. Merco estimates that to do the equivalent work of these © 1999 by CRC Press LLC .1716 Section 17 17.000. the beforetax situation can be a valid base for that type of economic evaluation. Since some organizations (e. These cash ﬂows. net cash ﬂows can be viewed as beforetax values or aftertax values for which tax effects have been recalculated. it makes an investment. two workers can run the system. holemaking. we are concerned only with those cash ﬂows that result directly from the investment..g. the future return is in the form of cash ﬂows from the proﬁtable use of the asset. With a selling price of $2566. The company commits funds today in the expectation of earning a return on those funds in the future. called differential or incremental cash ﬂows. however.000 in a complete structuralbeamfabrication system. Assuming that Merco will be able to sustain an increased production of 2000 tons per year by purchasing the system.50/ton Labor rate: $10. the cost of producing a ton of fabricated steel is about $2170. We must also recognize that one of the most important parts of the capital budgeting process is the estimation of the relevant cash ﬂows. represent the change in the ﬁrm’s total cash ﬂow that occurs as a direct result of the investment. one on the saw and the other on the drill. and (3) rate of return.3 Measures of Project Worth This section shows how to compare alternatives on equal basis and select the wisest alternative from an economic standpoint. A third operator is required as a crane operator for loading and unloading materials.. the economic evaluation of an investment project.50. The three common measures based on cash ﬂow equivalence are (1) equivalent present worth. For the bank loan. In evaluating a capital investment.4. The increased productivity resulting from the installation of the drilling system is central to the justiﬁcation. For all examples in this section.50/ton. Example 17. sawing. governments and nonproﬁt organizations) are not taxable. The third measure is based on yield or percentage. For the ﬁxed asset. Since the drilling system has the capacity to fabricate the full range of structural steel. This view will allow us to focus on our main area of concern.50/hr Tons of steel produced in a year: 15. KY. the resulting contribution to overhead and proﬁt becomes $396/ton.3.000 tons Cost of steel per ton (2205 lb): $1950/ton Number of workers on layout. the future cash ﬂow consists of interest plus repayment of the principal.250. (2) equivalent annual worth. Annual worth is a measure of the cash ﬂow in terms of the equivalent equal payments on an annual basis. The procedures for determining aftertax net cash ﬂows in taxable situations are developed in Section 17. is considering making an investment of $1. Merco estimates the following ﬁgures as a basis for calculating productivity: • • • • • • • Increased fabricated steel production: 2000 tons/year Average sales price/ton fabricated steel: $2566. The present worth represents a measure of future cash ﬂow relative to the time point “now” with provisions that account for earning opportunities.
500 The project’s cash ﬂow diagram is shown in Figure 17. The expected annual corporate income taxes would amount to $226.000 1. an additional 14 people for centerpunching. and material handling.000 • Cash outﬂows: Project investment cost: $1. Determine the net cash ﬂow from undertaking the investment.000.1.3. Solution. These are the types of questions this section is designed to help you answer.500 M 354.500 M 811.250.086. Determine the net cash ﬂows from the project over the service life.000 731.500 731.000 + 80.000 of Treasury bonds. holemaking with radial or magnetic drill.000 Projected annual net savings in labor: $294.250.000. should management give the goahead for installation of the system? If management has decided not to install the fabrication system.000 Cash Outﬂows $1. on the average. what do they do with the $1.1).000 (assuming they have it in the ﬁrst place)? The company could buy $1.000 per year ($10.3.250.086.3. Assuming these cost savings and cash ﬂow estimates are correct. The system can last for 15 years with an estimated aftertax salvage value of $80.000 M 1.250.500 Projected increase in corporate income taxes: $226.50 × 40 hr/week × 50 weeks/year × 14). How would the company compare cash ﬂows that differ both in timing and amount for the alternatives it is considering? This is an extremely important question because virtually every engineering investment decision involves a comparison of alternatives.000 Now we are ready to summarize a cash ﬂow table as follows: Year 0 1 2 M 15 Cash Inﬂows 0 1. The net investment cost as well as savings are as follows: • Cash inﬂows: Increased annual revenue: $792.000 Projected aftertax salvage value at the end of year 15: $80.500 354.Engineering Economics and Project Management 1717 three workers with conventional manufacture requires.000 Projected increase in annual maintenance cost: $128. Or it could invest the amount in other costsaving projects.000 354.500 Net Cash Flows –$1. © 1999 by CRC Press LLC . This translates into a labor savings in the amount of $294.1 Cash ﬂow diagram (Example 17. FIGURE 17.250.086.
• Here.2. called the net present worth (NPW). We will ﬁrst summarize the basic procedure for applying the present worth criterion to a typical investment project. the paycheck method* was widely used as a means of making investment decisions. but rather a method of screening out certain obvious unacceptable investment alternatives before progressing to an analysis of potentially acceptable ones. the most convenient point at which to calculate the equivalent values is often time 0. Usually this selection will be a policy decision by top management. Add up these present worth ﬁgures. • Find the present worth of each net cash ﬂow at the MARR. This led to the development of discounted cash ﬂow techniques (DCF). business people began to search for methods to improve project evaluations. but for now we will use a single rate of interest in calculating NPW. A common standard used in determining whether or not to pursue a project is that no project may be considered unless its payback period is shorter than some speciﬁed period of time. The difference between the present worth of these cash ﬂows. when you are comparing alternatives with One of the primary concerns of most business people is whether and when the money invested in a project can be recovered. so project makes a proﬁt. It is important to remember that payback screening is not an end itself. the present worth of all cash inﬂows is compared against the present worth of all cash outﬂows that are associated with an investment project. if the PW(i) is positive for a single project. Usually. One of the DCFs is the net present worth method (NPW). accept the investment If PW (i) = 0. As you will ﬁnd later. a formal project evaluation (such as the present worth analysis) may begin. But the muchused payback method of equipment screening has a number of serious drawbacks. * © 1999 by CRC Press LLC . It is possible for the MARR to change over the life of a project. the project should be accepted. which take into account the time value of money. If the payback period is within the acceptable range. reject the investment Note that the decision rule is for a single project evaluation where you can estimate the revenues as well as costs associated with the project. We often refer to this interest rate as either a required rate of return or a minimum attractive rate of return (MARR). NPW analysis further allows us to select the best project by comparing their NPW ﬁgures. • Determine the interest rate that the ﬁrm wishes to earn on its investments. In developing the NPW criterion. A capital investment problem is essentially one of determining whether the anticipated cash inﬂows from a proposed project are sufﬁciently attractive to invest funds in the project. The decision rule is If PW (i) > 0. that is. there is no “proﬁt” made during the payback period. a positive NPW means the equivalent worth of inﬂows are greater than the equivalent worth of outﬂows. Under the NPW criterion. This represents an interest rate at which the ﬁrm can always invest the money in its investment pool. determines whether or not the project is an acceptable investment. it should be rejected. however.1718 Section 17 Present Worth Analysis Until the 1950s.** • Determine the net cash ﬂows (net cash ﬂow = cash inﬂow – cash outﬂow). When two or more projects are under consideration. Simply measuring how long it will take to recover the initial investment outlay contributes little to gauging the earning power of a project. The payback method screens projects on the basis of how long it takes for net receipts to equal investment outlays. As ﬂows in this method were recognized. remain indifferent If PW (i) < 0. we will use the concept of cash ﬂow equivalence discussed in Section 17. The principal objection to the payback method is its failure to measure proﬁtability. if negative. Therefore. their sum is deﬁned as the project’s NPW. • Estimate the service life of the project.
000 = $3.000 at n = 0 followed by the 15 equal annual savings of $731. 259 Since PW (15%) > 0. 259 − $1. assuming an interest rate of i. If withdrawals were greater than A. you should accept the project that results in smallest. i. Annual Equivalent Method The annual equivalent worth (AE) criterion is a basis for measuring investment worth by determining equal payments on an annual basis. rather than maximizing proﬁts). we can easily determine the NPW as follows: PW (15%) outflow = $1. Is this project acceptable? Solution.3. 034. NPW. The cost is known as the capitalized cost. 284. 284. you can compare them based on the cost only. The process of computing the PW cost for this inﬁnite series is referred to as the capitalization of project cost. the answer is A = iPW(i).15%.15) = $4. Example 17. In this situation (because you are minimizing costs. and $80. Clearly.250. which would eventually reduce to 0. i. © 1999 by CRC Press LLC . the NPW of the project is PW (15%) = PW (15%)in flow − PW (15%) out flow = $4.3. Observe the limit of the uniform series present worth factor as N approaches inﬁnity: (1 + i) N − 1 1 lim ( P A . PW(i) dollars today. 000 PW (15%)inflow = $731. If the ﬁrm’s MARR is 15%.2 — Net Present Worth Consider the investment cash ﬂows associated with the metal fabrication project in Example 17. 259 Then.500. Since the fabrication project requires an initial investment of $1.Engineering Economics and Project Management 1719 the same revenues. 500( P A . or least negative. is to ask what constant income stream could be generated by this in perpetuity. we may ﬁrst ﬁnd the NPW for the original series and then multiply the NPW by the capital recovery factor: ** Another special case of the PW criterion is useful when the life of a proposed project is perpetual or the planning horizon is extremely long. they could be eating into the principal. compute the NPW of this project.1. It represents the amount of money that must be invested today to yield a certain return A at the end of each and every period forever.15) + $80. 250.15%. Knowing that we can convert any lumpsum cash amount into a series of equal annual payments.000 salvage value at the end of 15 years.5) Another way of looking at this. N → ∞) = A i (17. 000( P F . N ) = lim N = N →∞ N →∞ i(1 + i) i Thus. 250. the project would be acceptable. it follows that PW (i) = A( P A .
we ﬁnd PW (15%) = −$75.000 Compute the equivalent savings per machine hour at i = 15%. N) in Table 17. reject the investment (17. 000 + $24. 760( P F. In this situation.1 is positive for –1 < i < ∞.1720 Section 17 AE(i) = PW (i) ( A P.15%. you may compare them based on cost only. • Calculate the net present worth of the project cash ﬂow series at a given interest rate and then determine the equivalent annual worth. This indicates that the AE(i) value will be positive if and only if PW(i) is positive. where the annual equivalent concept can be useful in estimating the savings per machine hour for a proposed machine acquisition. the AE criterion should provide a basis for evaluating a project that is consistent with the NPW criterion.3.340 55. • Divide the equivalent annual worth by the number of units to be produced or serviced during each year. The required initial investment of $75. accept the investment If AE(i) = 0. i.000 2. To illustrate the procedure. Example 17. i. Unit Proﬁt/Cost Calculation There are many situations in which we want to know the unit proﬁt (or cost) of operating an asset. 400( P F.400 27.1) Notice that the factor (A/P.3.000 and the projected cash beneﬁts and annual operating hours over the 3year project life are as follows. Solution.1) + $27. remain indifferent If AE(i) < 0. 340( P F. In other words.3. you will select the alternative with the minimum annual equivalent cost (or least negative annual equivalent worth).000 2. when you are comparing mutually exclusive service projects whose revenues are the same. accepting a project that has a positive AE(i) value is equivalent to accepting a project that has a positive PW(i) value.3. As with the present worth analysis.3 — Unit Proﬁt per Machine Hour Tiger Machine Tool Company is considering the proposed acquisition of a new metalcutting machine.15%. • Identify the cash ﬂow series associated with the production or service over the life of the asset. A general procedure to obtain such a unit proﬁt or cost ﬁgure involves the following two steps: • Determine the number of units to be produced (or serviced) each year over the life of the asset.000 24. you may need to convert them into equivalent annual units.760 Operating Hours 2. 2) + $55. Therefore. we will consider Example 17.2. When you have the number of units varying each year. N ) The acceptreject decision rule for a single revenue project is If AE(i) > 0. End of Year 0 1 2 3 Net Cash Flow –$75. Bringing each ﬂow to its equivalent at time zero. 3) = $3553 © 1999 by CRC Press LLC .15%.
By the nature of the NPW function in Equation (17. In most project cash ﬂows you would be able to ﬁnd a unique positive i* that satisﬁes Equation (17.2). Since it is the only unknown. internal rate of return. including yield (that is. i*.59/hr. However. we obtain the AE by AE(15%) = $3553( A P.3. The NPW measure is easy to calculate and apply.* (For some cash ﬂows. Note that we cannot simply divide the NPW amount ($3553) by the total number of machine hours over the 3year period (6000 hr). Internal Rate of Return Many different terms refer to rate of return.15%. it is certainly possible to have more than one rate of return for a certain type of cash ﬂow.) Finding the IRR We don’t need laborious manual calculations to ﬁnd i*.3. or PW i * = PWcash inflows − PWcash outflows =0 Note that the NPW expression is equivalent to PW i * = ( ) ( ) (1 + i ) A0 * 0 + (1 + i ) A1 * 1 +L+ (1 + i ) AN * N =0 (17. We ﬁrst compute the annual equivalent savings from the use of the machine. we may not ﬁnd any rate of return at all. but not the value of i*. Once we have the annual equivalent worth.Engineering Economics and Project Management 1721 Since the project results in a surplus of $3553. Nevertheless. the yield to maturity. There will inevitably be N values of i* that satisfy this equation. and marginal efﬁciency of capital.2) Here we know the value of An for all n. then the equivalent worth should be calculated for the compounding period. or $0. we can solve for i*.3. commonly used in bond valuation). Many ﬁnancial calculators have builtin functions for calculating i*. we will deﬁne internal rate of return as the breakeven interest rate.2) very rapidly.2). This is normally done by entering the cash ﬂows through a computer © 1999 by CRC Press LLC . the equivalent savings per machine hour would be Savings per machine hour = $1556 $2000 hr = $0. which equates the present worth of a project’s cash outﬂows to the present worth of its cash inﬂows.3. If the compounding period is shorter. which solve Equation (17.59 ﬁgure represents the instant savings in present worth for each hourly use of the equipment. Since we already know the NPW of the project. known as rate of return. 3) = $1556 With an annual usage of 2000 hr. you may encounter some cash ﬂow that cannot be solved for a single rate of return greater than –100%. In this section. This $0. the project would be acceptable. we can divide by the desired time unit if the compounding period is 1 year. the third primary measure of investment worth is based on yield. but does not consider the time over which the savings occur.78 hr Comments. Rate of Return Analysis Along with the NPW and AE. It is also worth noting here that many spreadsheet packages have i* functions. many engineers and ﬁnancial managers prefer rate of return analysis to the NPW method because they ﬁnd it intuitively more appealing to analyze investments in terms of percentage rates of return than in dollars of NPW.
of reﬁning our analysis when we do discover multiple i*s. Second. The quickest way to predict multiple i*s is to generate a NPW proﬁle and check to see if it crosses the horizontal axis more than once. when multiple rates of return occur. * © 1999 by CRC Press LLC . The project breaks even at 58. then. it is covered in Contemporary Engineering Economics. If you choose to avoid these more complex applications of rateofreturn techniques. there is a good method. indicating that the project would be acceptable under the PW analysis for those values of i.43%. Park.2 A net present worth proﬁle for the cash ﬂow series given in Figure 17. Accept/Reject Decision Rules Why are we interested in ﬁnding the particular interest rate that equates a project’s cost with the present worth of its receipts? Again. the IRR becomes a useful gauge against which to judge project acceptability. At the MARR the company will more than break even. we will be able to make an accept/reject decision that is consistent with the NPW analysis.43% so that the NPW will be positive as long as the discount rate is less than 58. we notice two important characteristics of the NPW proﬁle.S. Use of a cost of capital allows us to calculate a single accurate rate of return (also known as return on invested capital). However. C.3. FIGURE 17.3. and the decision rule for a simple project is When applied to projects that require investments at the outset followed by a series of cash inﬂows (or a simple project). which uses a cost of capital. the i* serves as a breakeven interest rate. as we compute the project’s PW(i) at a varying interest rate (i). indicating that the project is unacceptable for those values of i. when they occur. Therefore. By knowing this breakeven rate. AddisonWesley. you must at a minimum be able to predict multiple i*s via the NPW proﬁle and. First. As an alternative. the i* provides an unambiguous criterion for measuring proﬁtability. we may easily answer this by examining Figure 17. there are good — although somewhat more complex — analytical methods for predicting multiple i*s. In addition to the NPW proﬁle. we see that the NPW becomes positive for i < i*. Perhaps more importantly. Thus. you could try the trialanderror method to locate the breakeven interest that makes the net present worth equal to zero.2.1 at varying interest rates.1722 Section 17 keyboard or by reading a cash ﬂow data ﬁle.3. select an alternative method such as NPW or AE analysis for determining project acceptability. we should place a high priority on discovering this situation early in our analysis of a project’s cash ﬂows. In this ﬁgure. Clearly. 1997. none of them is an accurate portrayal of project acceptability or proﬁtability. the NPW becomes negative for i > i*.
is that the investments themselves may have differing useful lives.3. there is no doubt that the installation of its fabricating system would result in a signiﬁcant savings. we ﬁnd the IRR to be 58. i. • (a) The net present worth expression as a function of interest rate (i) is PW (i) = −$1.250. 000 + $731. (a) What is the projected IRR on this fabrication investment? (b) If Merco’s MARR is known to be 15%. Merco’s management believes that. The length of the analysis period may be determined in several ways: it may be a predetermined amount of time set by company policy. • (b) If Merco does not undertake the project. even after considering some potential deviations from the estimates used in the analysis. 500( P A. The IRR ﬁgure far exceeds the Merco’s MARR. When we have to compare mutually exclusive investment projects.43%. the analyst must choose an appropriate analysis period over which to study the alternative investment projects. remain indifferent If IRR < MARR. we must make adjustments in our analysis. Mutually exclusive means that any one of several alternatives will fulﬁll the same need and that selecting one alternative means that the others will be excluded. when we are considering two or more mutually exclusive projects. accept the project If IRR = MARR. we have considered situations in which only one project was under consideration. In either of these situations. A further complication. as we shall see in a later section.43% interest on its invested capital. we need to apply the incremental analysis. The analysis period may also be called the study period or planning horizon.4 — Rate of Return Analysis Reconsider the fabrication investment project in Example 17. one convenient choice of analysis period is the period of useful life of the investment project. the $1.000 would remain in the ﬁrm’s investment pool and continue to earn only 15% interest.1.3. we consider the analysis period to be a required service period.2. 000( P F. and we were determining whether to pursue it.) Merco will recover the initial investment fully and also earn 58. (See Figure 17. over a broad base of structural products. Analysis Period The analysis period is the time span over which the economic effects of an investment will be evaluated. however. 250.15) =0 Using Excel’s ﬁnancial function (IRR). reject the project Note that this decision rule is designed to be applied for a single project evaluation.15) + $80. We were making an accept or reject decision about a single project. is this investment justiﬁable? Solution. indicating that the fabrication system project is an economically attractive one.3. Mutually Exclusive Alternatives Until now. based on whether its present worth or rate of return met our MARR requirements. Example 17.Engineering Economics and Project Management 1723 If IRR > MARR. In such a case. In the real world of engineering practice. When useful life of the investment project does not match the analysis or required service period. or it may be either implied or explicit in the need the company is trying to fulﬁll. i. We must © 1999 by CRC Press LLC . it is more typical for us to have two or more choices of projects for accomplishing a business objective. When no required service period is stated at the outset.
800 1. Project Lives Differ from a Speciﬁed Analysis Period Often project lives do not match the required analysis period and/or do not match each other. The cash ﬂows for the two mutually exclusive alternatives are given in thousand dollars: n 0 1 2 3 A1 –3. which we include as salvage value in our analysis.330 Assuming that there is no donothing alternative.225 6. but higher revenues as well because of its larger payload. 3) = $842 • For A2: PW (15%) A2 = −$12.1) + $6225( P F.10%.10%.3. Example 17. but one lasts longer than the other and both of them last longer than the analysis period for which they are being considered.500 A2 –$12. Analysis Period Equals Project Lives Let’s begin our analysis with the simplest situation where the project lives equal the analysis period.) during their transition to a freemarket economy. 000 + $4200( P F. we will satisfy the rest of the required service period. two machines may perform exactly the same function. 3) = $1719 Clearly. Salvage value is the amount of money for which the equipment could be sold after its service or the dollar measure of its remaining usefulness.10%.10%. we must consider how.10%. She has two mutually exclusive options: an old aircraft (A1) or a new jet (A2) with which she expects to have higher purchase costs.3.5 — Two Mutually Exclusive Alternatives A pilot wants to start her own company to airlift goods to the Commonwealth of Independent States (formerly the U. In either case. Since the analysis period coincides with the project lives.R. Replacement projects — additional © 1999 by CRC Press LLC . which may require further adjustments in our analysis. 2) + $1500( P F.1) + $1800( P F.350 1.S. 2) + $6330( P F. When project lives are shorter than the required service period. she expects to fold up business in 3 years because of competition from larger companies. Since the required service period is 3 years. To economize the startup business.000 4. at the end of the project lives.10%.200 6. A2 is the most economical option. In this case. We are then left with some unused portion of the equipment.S.5 will illustrate this point. Example 17. she decides to purchase only one plane and ﬂy it herself. we simply compute the NPW value for each option. For example. we should select the analysis period of 3 years. The equivalent NPW ﬁgures at i = 10% would be as follows: • For A1: PW (15%) A1 = −$3000 + $1350( P F.1724 Section 17 compare projects with different useful lives over an equal time span.000 1. we compute the NPW for each project and select the one with highest NPW for revenue projects or least negative NPW for service projects. which project would she select at MARR = 10%? Solution.
000 –5. Sufﬁcient replacement projects must be analyzed to match or exceed the required service period.000 –2.Engineering Economics and Project Management 1725 projects to be implemented when the initial project has reached the limits of its useful life — are needed in such a case. depending on our forecasting skills.000 –5. Other maintenance will be paid by the leasing company. Example 17.000 –5. Therefore.6 — Present Worth Comparison — Project Lives Shorter Than Analysis Period The Smith Novelty Company.000 –3.000 –6. The $12.000 and last 4 years with a salvage value of $1500.000 + 1.) Note that both alternatives now have the same required service period of 5 years. neither of the models can handle the expanded volume at the end of year 5.000 –5.500 –6. Whether we select exactly the same alternative or a new technology as the replacement project.3. this assumption is not necessary. The two machines are designed differently but have identical capacities and do exactly the same job. materials.000 –4.000 Model B –$15.000 –5.000 –6.000 –4.000 + 2. Suppose that the company considers leasing comparable equipment that has an annual lease payment of $6000 (after taxes) for the remaining required service period. we need to make an explicit assumption of how the service requirement is to be met.000 Model B –$15. a fully computerized mailorder system will need to be installed to handle the increased business volume. n 0 1 2 3 4 5 Model A –12. we may decide that a different kind of technology — in the form of equipment.3.500 semiautomatic model A will last 3 years with a salvage value of $2000. The ﬁrm has a choice between two different types of machines. If that happens. With this scenario. we can use NPW analysis.500 –5.000 –5. salvage value. the cash ﬂow would look like Figure 17.000 Here the bold ﬁgures represent the annual lease payments. To simplify our analysis.3. we can probably exactly match our analysis period and not worry about salvage values. we are ultimately likely to have some unused portion of the equipment to consider as salvage value at the end of the required service period. In this case.000 –4.000 –4.500 –5. we may decide to lease the necessary equipment or subcontract the remaining work for the duration of the analysis period. (It costs $6000 to lease the equipment and $5000 to operate anually. © 1999 by CRC Press LLC . However. with the same corresponding costs and beneﬁts. or processes — is a preferable replacement. The expected cash ﬂows for the two machines including maintenance. In this case. we sometimes assume that the replacement project will be exactly the same as the initial project. a mailorder ﬁrm. Since both models have a shorter life than the required service period (5 years). On the other hand.000 –4. if a required service period is relatively short. For example.000 –4. wants to install an automatic mailing system to handle product announcements and invoices. and tax effects are as follows: n 0 1 2 3 4 5 Model A –12.000 –4. while the fully automatic model B will cost $15. which model should the ﬁrm select at MARR = 15%? Solution.500 As business grows to a certain level.
) PW (15%) A = −$12. 3) − $11. To illustrate the ﬂaws of comparing IRRs to choose from mutually exclusive projects.15%. model B is the better choice.3 Comparison for unequallived projects when the required service period is longer then the individual project life (Example 17. Unfortunately. 5) = −$32. 000( P F.3. 3) = −$34.15%.15%.1726 Section 17 FIGURE 17. 359 PW (15%) B = −$15. one requires an investment of $1000 with a return of $2000 and the other requires $5000 with a return of $7000.15%. 2) + $3000( P F.15%. suppose you have two mutually exclusive alternatives. 4) − $11. 3) − $2500( P F. the mutually exclusive project with the highest worth ﬁgure was preferred. Flaws in Project Ranking by IRR. You already obtained the IRRs and NPWs at MARR = 10% as follows: n 0 1 IRR PW(10%) A1 –$1000 222000 100% $818 A2 –$5000 7000 40% $1364 © 1999 by CRC Press LLC . Under NPW. 500 − $5000( P A. each with a 1year service life. the analogy does not carry over to IRR analysis. 747 Since these are service projects.3.15%. 000 − $4000( P A.6.15%. The project with the highest IRR may not be the preferred alternative. 000( P A. 2)( P F.
n 0 1 2 3 IRR B1 –$3. That is. but higher NPW. if IRRBA > MARR. This is the case for B1B2. is needed. (iB1B2 is also 15%. Example 17. we compute the cash ﬂow for the difference between the projects by subtracting the cash ﬂow for the lower investmentcost project (A) from that of the higher investmentcost project (B). Then we compute the IRR on this increment of investment by solving −$9000 + $2850( P F.830 Since B1 is the lower cost investment project. we select B2. certainly you would be interested in knowing that this additional investment can be justiﬁed at the MARR. Why did we choose to look at the increment B2B1 instead of B1B2? We want the increment to have investment during at least some part of the time span so that we can calculate an IRR. you would prefer the second project with the lower rate of return. instead.3. i. rate of return analysis is done by computing the internal rate of return on incremental investment (IRR∆) between the projects.800 1. but comparison of IRRs would rank the smaller project higher. Ignoring the investment ranking.330 17. The 10% of MARR value implies that you can always earn that rate from other investment sources — $4400 at the end of 1 year for $4000 investment.1) + $4425( P F. i.000 2. the IRR measure ignores the scale of the investment. This inconsistency in ranking is due to the fact that the NPW is an absolute (dollar) measure of investment worth.350 1. Since IRRB2B1 > MARR. which is consistent with the NPW analysis. while the IRR is a relative (percentage) measure and cannot be applied in the same way. Since we want to consider increments of investment. B). Rate of Return on Incremental Investment In our previous ranking example.500 25% B2 –$12. Comments. However.5. called incremental analysis. 3) = 0 * We obtain iB2B1 = 15%. Now we can generalize the decision rule for comparing mutually exclusive projects.Engineering Economics and Project Management 1727 Would you prefer the ﬁrst project simply because you expect a higher rate of return? We can see that A2 is preferred over A1 by the NPW measure. Subtracting the lower initial investment project from the higher guarantees that the ﬁrst increment will be investment ﬂow. the answer is no. Then. Therefore.3.200 6.7 — IRR on Incremental Investment: Two Alternatives Reconsider the two mutually exclusive projects in Example 17. If you decide to take the more costly option. we might end up with an increment which involves * borrowing cash ﬂow and has no internal rate of return.000 1. not –15%. Otherwise select A. Another approach. the incremental investment can be justiﬁed. we compute the incremental cash ﬂow for B2–B1. Therefore.43% B2–B1 –$9. 2) + $4830( P F. i. For a pair of mutually exclusive projects (A.225 6. * with MARR. the IRR measure gives a numerically higher rating for A1.850 4. the decision rule is select B.) If we erroneously compare this i © 1999 by CRC Press LLC . On the other hand. we might have accepted project B1 over B2. which is equivalent to earning at the rate of 25%. you would make an additional $5000. by investing the additional $4000 in the second option. the more costly option requires an incremental investment of $4000 at an incremental return of $5000. The NPW measure would lead to that choice.000 4.425 4.
Because accounting depreciation is the standard of the business world. The systematic allocation of the initial cost of an asset in parts over a time known as its depreciable life is what we mean by accounting depreciation. you can never depreciate land. This total cost. such as freight. and vehicles. One additional category of expenses. for then the ﬁrm’s equipment may be too obsolete to produce products competitively and without an adequate capacity you may lose a portion of your market share to rival ﬁrms. equipment. depreciation. The accounting measure of a project’s aftertax proﬁt during a particular time period is known as net income. Any proﬁt generated will be taxed. 2. or income. and income taxes. If you invest too much in assets.4 Cash Flow Projections With the purchase of any ﬁxed asset such as equipment. we sometimes refer to it more generally as asset depreciation. The business expenses listed above are all accounted for in a straightforward fashion on the income statement and balance sheet: the amount paid by the organization for each item would translate dollar for dollar into expenses in ﬁnancial reports for the period. Accountants measure the net income of a speciﬁed operating period by subtracting expenses from revenues for that period. If the project does this — if project revenues exceed project costs — we say it has generated a proﬁt. rather © 1999 by CRC Press LLC . cash ﬂows) that the asset will generate during its service period. The project expenses incurred are the cost of doing business to generate the revenues of that period. and supplies). and installation. 2. Accounting Depreciation The acquisition of ﬁxed assets is an important activity for a business organization. Operating Proﬁt — Net Income Firms invest in a project because they expect it to increase their wealth. the sum of the annual depreciation expenses. For example. What can be depreciable? Depreciable property includes buildings. If the project reduces the owner’s wealth. the cost of employees’ salaries. we say that the project has resulted in a loss. the asset cannot be depreciated. material. machinery. The project revenue is the income earned by a business as a result of providing products or services to outsiders. is treated by depreciating the total cost gradually over time. Revenue comes from sales of merchandise to customers and from fees earned by services performed for clients or others. Because it plays a role in reducing taxable income. These terms can be deﬁned as follows: 1. whether the organization is starting up or acquiring new assets to remain competitive. the operating cost (such as the cost of renting a building and the cost of insurance coverage). that is. We will begin this section by giving an overview on how a company determines its operating proﬁt. Spending too little on ﬁxed assets also is harmful. we need to estimate the proﬁts (more precisely. depreciation accounting is of special concern to a company. Inventories are not depreciable property because they are held primarily for sale to customers in the ordinary course of business.1728 Section 17 17. Regaining lost customers involves heavy marketing expenses and may even require price reductions and/or product improvements. One of the most important roles of the accounting function within an organization is to measure the amount of proﬁt or loss a project generates each year or in any other relevant time period. you incur unnecessarily heavy expenses. Some common expenses are the cost of the goods sold (labor. An inaccurate estimate of asset needs can have serious consequences. If an asset has no deﬁnite service life. What cost base should be used in asset depreciation? The cost base of an asset represents the total cost that is claimed as an expense over an asset’s life. The process of depreciating an asset requires that we make several preliminary determinations: 1. inventory. the purchase of new assets. all of which are costly. site preparation. The cost base generally includes the actual cost of the asset and all the other incidental expenses.
If this estimate subsequently proves to be inaccurate. for an asset with a 5year life which costs $10. The depreciable base is not adjusted for salvage value. What method of depreciation do we choose? Companies generally calculate depreciation one way when ﬁguring taxes and another way when reporting income (proﬁt) to investors: (1) they use the straightline method (or declining balance or sumofyears’ digits) for investors and (2) they use the fastest rate permitted by law (known as “modiﬁed accelerated cost recovery system [MACRS]”) for tax purposes. or salvage. 3. There are four basic rate brackets (ranging from 15 to 35%) plus two surtax rates (5 and 3%) based on taxable incomes. hence. Tax Treatment of Gains or Losses for Depreciable Assets When a depreciable asset used in business is sold for an amount different from its book value. Congress created several classes of assets. Congress developed these recovery allowance percentages based on the declining balance method. however.1 also employ the halfyear convention — that is. tradein. Corporate Income Taxes Corporate taxable income is deﬁned as follows: taxable income = gross income ( revenues) − (cost of goods sold + depreciation + operating expenses) Once taxable income is calculated.000 – $1000)/5 = $1800. The MACRS recovery percentages as shown in Table 17. and the uncertainty of these estimates often led to disputes between taxpayers and the IRS.Engineering Economics and Project Management 1729 than the cost of the asset only.1 describes what types of property ﬁt into the different class life groups and the allowed depreciation percentages. 5. and businesses with lower taxable incomes continue to be taxed at lower rates than those with higher taxable incomes. it is the amount eventually recovered through sale. the IRS published guidelines on lives for categories of assets known as Asset Depreciation Ranges. then an adjustment must be made.4. For tax purposes. To alleviate the problems. What is the depreciable life of the asset? Historically. which is the estimated market value of the asset at the end of its useful life. What is the asset’s value at the end of its useful life? The salvage value is an asset’s value at the end of its life. Table 17. this gain or loss has an important effect on income taxes. they assume that all assets are put into service at midyear and. with a switch to straightline depreciation at some point in the asset’s life. and taxpayers were free to choose a depreciable life within the speciﬁed range for a given asset. must be the depreciation base charged as an expense over the asset’s life. Determining the service life of an asset. or ADRs. 4. depreciation accounting included choosing a depreciable life that was based on the service life of an asset. Under the straightline method. The eventual salvage value of an asset must be estimated when the depreciation schedule for the asset is established. These guidelines speciﬁed a range of lives for classes of assets based on historical data. generate a halfyear’s depreciation.4. the annual depreciation charge is ($10. was often very difﬁcult. each with a more or less arbitrarily prescribed life called a recovery period or class life.000 and has a $1000 salvage value. income taxes are determined by income taxes = (tax rate) × (taxable income) The corporate tax rate structure for 1996 is relatively simple. An asset’s book value at any given time is determined by © 1999 by CRC Press LLC .
750 7.91 2.4.29 24.462 4.46 10 200% DB 10.45 14.462 4. tugs.20 11.92 8. Applicable Property Machine tools Automobiles.00 32.93 4. the gains (salvage value – book value) are divided into two parts (ordinary gains and capital gains) for tax purposes: © 1999 by CRC Press LLC . barges.90 5.00 19.461 2.90 5.49 17.177 5.81* 7. hightech equipment Manufacturing equipment.00 9.462 4.285 4.90 5.22 7.462 4.28 15 150% DB 5. electrical power plant Property Class 3year 5year 7year 10year 15year 20year book value = cost base − total amount of depreciation The gain or loss is found by gains (losses) = salvage value − book value where the salvage value represents the proceeds from the sale less any selling expense or removal cost. light trucks.93* 8. In the unlikely event that if an asset is sold for an amount greater than its initial cost.00 18.461 4.41 5 200% DB 20.713 5.462 4.00 14.37 6.50 8.55 7.461 4.90 5.52 5.23 5.52 9. commonly known as depreciation recapture.55 3.219 6.888 4.93 6.677 6.91 5.462* 4.52* 11.461 4.49 12.91 5.461 4.522 4.55* 6. railroad cars Utility property (water. telephone) Municipal sewers.1 MACRS Depreciation Schedules for Personal Properties with HalfYear Convention Personal Property Class Depreciation Rate 3 200% DB 33.76 7 200% DB 14.461 4.33 44.40 11.231 Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 Note: “*” denotes year to switch from declining balance to straight line.56 6.91 5.70 6. ofﬁce furniture Vessels.55 6.49 8.95 20 150% DB 3. These gains.1730 Section 17 TABLE 17.90* 5. are taxed as ordinary income.
Therefore. and (3) cash ﬂow elements associated with project ﬁnancing (such as borrowing). net operating cash flow = net income + noncash expenses (depreciation) Approach 1 Cash revenues (savings) –Cost of goods sold –Depreciation –Operating expense –Interest expense Taxable income –Income taxes Net income + depreciation Approach 2 Cash revenues (savings) –Cost of goods sold –Operating expense –Interest expense –Income taxes Operating cash ﬂow In business practice. we will use the income statement approach (Approach 1) whenever possible throughout this section. accountants usually prepare the cash ﬂow statements based on the net income. and income taxes. When we use net income as the starting point for cash ﬂow determination. © 1999 by CRC Press LLC . represent the change in the ﬁrm’s total cash ﬂows that occurs as a direct result of undertaking the project. In preparing the cash ﬂow statement which shows sources and uses of cash in project undertaking. We can determine the net cash ﬂow from operations either (1) based on net income or (2) based on cash ﬂow by computing income taxes directly. whereas Approach 2 is commonly used in many traditional engineering economic texts. using Approach 1. cash ﬂows from operations include current sales revenue. Cash ﬂows from operations should generally reﬂect the cash effects of transactions entering into the determination of net income. and ﬁnancing activities of a project. AfterTax Cash Flow Analysis In developing an aftertax ﬂow. (2) cash ﬂow elements associated with investment activities (capital expenditures). The main purpose of this grouping is to provide information about the operating. we should add any noncash expenses (mainly depreciation) back to net income to compute the net cash ﬂow. namely. cost of goods sold. and it is included in the operating activities. Since we will usually look only at yearly ﬂows. it is more than likely that you need to be retrained to learn Approach 1 to communicate with the ﬁnancing and accounting professionals within your organization. These cash ﬂows. it is logical to express all cash ﬂows on a yearly basis. There are several elements that contribute toward the project cash ﬂows. • Operating Activities: In general. operating expense. we may group them into three areas: (1) cash ﬂow elements associated with operations. Thus. called incremental cash ﬂows.Engineering Economics and Project Management 1731 gains = salvage value − book value = (salvage value − cost base) + (cost base − book value) 4 3 14444244443 1444 24444 4 capital gains ordinary gains Capital gains are normally taxed at a different rate from that of ordinary gains. we are concerned only with those cash ﬂows that result directly from the project. The interest portion of a loan repayment is a deductible expense when determining net income. If you learn only Approach 2. investing.
a negative sign or ( ) indicating cash outﬂow.000 paid for the investment is obtained through a bank loan which is to be repaid in equal annual installments at 10% interest over 5 years. ** As the project approaches termination.1).49. 17.863. Find the yearbyyear aftertax net cash ﬂow for the project at a 40% marginal tax rate based on the net income (Approach 1). in preparing the cash ﬂow statement.49. We will use the business convention that no signs (positive or negative) are used in preparing the income statement. If the new system costing $125. Solution. These increases in current assets must be ﬁnanced. not ﬁnancing. If it is held for all 7 years. we need some preliminary calculations. an investment in working must be made. The remaining $62. The following notes explain the essential items in Table 17. Then. The automation facility would be classiﬁed as a 7year MACRS property. • Depreciation Calculation: 1. we depreciate a 7year property in respective percentages of 14.613. and another $8000 in annual overhead (power and utility) expenses. which will be recovered in full amount at the end of the project life. If this difference is positive.) For a small project. we could then use year 1 as an investment year.1 — Developing a Cash Flow Statement A computerized machining center has been proposed for a small tool manufacturing company. additional inventories are required to support a new operation and increased accounts receivable. and 4. The difference is known as net change in working capital. $15.000 and require $20.863. because the numerical differences are likely to be insigniﬁcant. net cash ﬂow for a given year is simply the sum of the net cash ﬂows from these three activities.2.49.500 of the $125. either method of timing these ﬂows is satisfactory. we should enter all expenditures as they occur. * © 1999 by CRC Press LLC . 8. it will generate annual revenues of $100. the ﬁrm experiences an endofproject cash ﬂow (known as working capital recovery) that is equal to the net working capital investments that were made when the project was begun. and working capital investment* or recovery.000 in annual labor. accounts payable will also increase as a result of business expansion and this will reduce the net cash needed to ﬁnance inventories and accounts receivable. at which time it will be sold for $50. and determine the aftertax net present worth of the project at the company’s MARR of 15%. salvage value at the end of its useful life.331 in working capital (mainly spare parts inventory). 8.613. However. $12. The machining center will require an investment of $23.000 in annual material expenses. Assume that $62. 24. except in the situation where we have a negative taxable income or tax savings.29. In this situation we will use ( ). (Capital expenditures may occur over several years before a large investment project becomes fully operational.1732 Section 17 • Investing Activities: Three types of investment ﬂows are associated with buying a piece of equipment: the original investment. The company expects to phase out the facility at the end of 5 years. 2.000. It is quite possible that both investments will not occur instantaneously.93. we will observe explicitly the sign convention: a positive sign indicating cash inﬂow. the applicable depreciation amounts would be $17. from retained earnings). and account receivables are eventually collected. inventories are sold off and not replaced.000 is installed.4.4. activities.** We will assume that our outﬂow for both capital investment and working capital investment is as if they take place in year 0. 8.93. In this case. On the other hand. If the asset is sold at the end of the ﬁfth tax year (during the recovery period). Recall that interest payments are tax deductible expenses so that they are usually classiﬁed as operating. 12.500 will be provided by equity (for example.46% (see Table 17. • Financing Activities: Cash ﬂows classiﬁed as ﬁnancing activities include (1) the amount of borrowing and (2) repayment of principal.4. Since the Normally. $21. $30.92. and $5581. Example 17. Discussion. As this change occurs. but rather over a few months as the project gets into gear. Before presenting the cash ﬂow table.
581 (23. We list the estimated salvage value as a positive cash ﬂow.633 × 40% = $6. which would ordinarily be $11.) 4. © 1999 by CRC Press LLC .903 (14.526 16.037 13.000 12.497 3 $100.Engineering Economics and Project Management 1733 TABLE 17.000 8.887 14.613 + $5581 = $91.250 $35.613) 23.433 4 $100. 487 Next.000 8. or $125. The total depreciation in years 1 to 5 is $17.331 14.261) $33.000 21.000 17.000 20.100 $34.4.4.4.613 31.2. The gains on the sale are the salvage value minus the book value. 2.000 8. the last year’s depreciation.000 8.387) $29. Taxable gains are calculated as follows: 1.063 asset is disposed of in the ﬁfth tax year.000 – $33.000 15.581 1.533. This is the amount that is placed in the table under “gains tax”.613 20.499 $52.613 2.610 $24.2 Cash Flow Statement for the Automated Machining Center Project with Debt Financing (Example 17.863 + $15.613.532 2 $100. (The salvage value is less than the cost base.920 21.000 12. The tax on the ordinary gains is $16. or $50.422 21.467 = $16.000 12.168 $31.000 5.752 Cash Flow Statement Operating activities Net income Depreciation Investment activities Investment Salvage Gains tax Working capital Financing activities Borrowed funds Principal repayment Net cash ﬂow 21.863 (125.000) 50.000 12.916 5 $100.163.237) $29. is halved due to the halfyear convention.226 $24.664 $14.1) Income Statement 0 Revenues Labor Material Overhead Depreciation Debt interest Taxable income Income taxes (40%) Net income 1 $100.000 20.988) $89.613 5.752 5.331) 62.831) (10. 3.497 30.000 20.000 (6.158 (11.000 – $91. we determine the repayment schedule of the loan by itemizing both the interest and the principal represented in each annual repayment as follows: The interest payments are listed under the income statement and the principal payments are listed under the cash ﬂow statement as shown in Table 17.863 6.500 $(85. we must deal with two aspects of the asset’s disposal — salvage value and gains (both ordinary as well as capital).863 + $30. 500( A P.626) $26. • Salvage Value and Gain Taxes: In year 5.000 20.000 8.000 12. The book value at the end of period 5 is the cost base minus the total depreciation.861 $41.000 30.532 17.533.613 + $21.533 = $33.849 (12.863 4.916 15.898 (13.000 20. • Interest and principal repayment: We ﬁrst need to compute the size of the annual installments: $62.467. so all the gain is ordinary.863 24.161 9.10%. 5) = $16.615 $20.355 $21.
000 (constant dollars) per year to operate. since the contractor is being offered a ﬁxedprice contract and cannot increase the fee to compensate for increased costs.15%. they do not increase over time to keep pace with inﬂation. 351 + $29. We are especially interested in two elements of project cash ﬂows — depreciation expenses and interest expenses — that are essentially immune to the effects of inﬂation. and actual costs will be increased due to inﬂation. Since the O&M costs are responsive to inﬂation. the ﬁrm must purchase equipment costing $15. they can result in increased taxes. The ﬁrm will be paid $23. we assume that all estimated costs are expressed in today’s dollars. where the ﬁrst ﬁve rows are designated as the input ﬁelds.2 — AfterTax Cash Flows under Inﬂation A construction ﬁrm is offered a ﬁxedprice contract for a 5year period.263 41. The analysis of this situation should explicitly consider inﬂation. 5) = $44. and operating expenses at 8% per year for the project duration.15%. as is common practice. should the contractor accept the contract? Solution. We also consider the complication of how to proceed when multiple price indexes have been used in generating various project cash ﬂows.100 2.263 41. 439 This means that investing $125. Similarly.158( P F. In order to accept the contract.002 28.4. we can determine their equivalent present worth at the ﬁrm’s interest rate of 15%.988 Ending Balance $52.615 14.3. Effects of Inﬂation on Project Cash Flows We now introduce inﬂation into estimating project cash ﬂows. The Excel spreadsheet analysis is shown in Table 17. Use a tax rate of 40% and an inﬂationfree interest rate of 20%. they lose some of their value to defer taxes as inﬂation drives up the general price level and hence taxable income.002 28.499 Principal Payment $10.000 in this automated facility would bring in enough revenue to recover the initial investment and the cost of funds with a surplus of $44. Thus. If the general inﬂation rate ( f ) is expected to average 5% over the next 5 years.989 0 • Investment Analysis: Once we obtain the project’s aftertax net cash ﬂows. Example 17. salvage values of depreciable assets can increase with the general inﬂation rate and.000 and requiring $13. salvage value at the annual rate of 5%. we can automate the cell entries by using the following cell formulas: © 1999 by CRC Press LLC .615 14.500 (actual dollars) per year for the contract period.387 13.500 52.1734 Section 17 Year 1 2 3 4 5 Beginning Balance $62. because any gains on salvage values are taxable.1) + K + $89.4. In this problem.626 14. The present value equivalent of the aftertax cash ﬂow series is PW (15%) = −$85.250 5.237 11. Then column C in both the income statement and the cash ﬂow statement is reserved for entering the speciﬁc inﬂation rate for the item listed in that row.261 12.861 1. Because depreciation expenses (as well as loan repayment) are calculated on some baseyear purchase amount. The equipment qualiﬁes for 5year MACRS depreciation and is expected to have a salvage value of $1000 at the end of 5 years.226 4.989 Interest Payment $6. 063( P F.439.
In row 12.Engineering Economics and Project Management 1735 TABLE 17. the inﬂationfree interest rate. indicating that this is an acceptable contract as long as the 5 and 8% escalation rates are correct. (When no inﬂation rate is given for a speciﬁc cost category. This results in a tax savings of ($452) (0.40) = $181. As explained in the section “Loss of Purchasing Power.) Gains taxes on disposal are based on the difference between book value and salvage value. it is normally assumed that the general inﬂation rate holds.” actualdollar cash ﬂows are converted to constantdollar ﬂows by “deﬂating” at the general inﬂation rate. © 1999 by CRC Press LLC .03%. The IRR is calculated at 22. This is compared to the MARR of 20%. $1276 – $1728 = ($452) or loss of $452. operating expenses have been increased at 8%. as shown in cell I28. in this case.15) cell E12 = $D$2 * (1 + $C$12) cell F12 = E12 * (1 + $C$12) M M cell I12 = H12 * (1 + $C$12) Note that the salvage value in cell I27 has been increased at 5%. based on the constantdollar cash ﬂows.3 Excel’s Spreadsheet Application to “What If” Questions — What General Inﬂation Rate Does the Project Break Even? (Example 17.4.
The common approach is to make singlenumber “best estimates” for each of the uncertain factors and then to calculate measures of proﬁtability such as NPW or rate of return for the project. For example. (Note that at the exact value of f (6. but for which an array of alternative outcomes and their probabilities (odds) are known. we should certainly consider the more usual situation where forecasts of cash ﬂows are subject to some degree of uncertainty. the manager has no way of determining either the probability that the project will lose money or the probability that it will generate very large proﬁts. The value of f was adjusted manually until the IRR was exactly 20%. In this situation. management rarely has precise expectations regarding the future cash ﬂows to be derived from a particular project. If there is a range of possible values for individual cash ﬂows.1736 Section 17 Since no one can predict inﬂation rates in any precise manner. The proﬁtability estimate of the investment depends on cash ﬂow estimations. 17.5 Sensitivity and Risk Analysis In previous sections. the analyst will want to try to gauge the probability and reliability of individual cash ﬂows occurring and.771%). the NPW in cell C36 will be zero or its rate of return would be 20%. we will introduce three methods of describing project risk: (1) sensitivity analysis. you can vary the O&M cost and salvage value to see how the project’s proﬁtability changes. A greater project risk means that there is a greater variability in the project’s NPW. 2. consequently. We can consider risk in a number of ways ranging from making informal judgments to calculating complex economic and statistical analyses. which are generally uncertain. There is no way to measure the risk associated with the investment or the project risk.77% (cell H2). (2) scenario analysis. We will also use the term project risk to refer to the variability in a project’s NPW. we can easily determine the value of the general inﬂation rate at which this project exactly earns 20%. Because cash ﬂows can be so difﬁcult to estimate accurately. Clearly.) Similarly. There is no guarantee that the “best estimates” will ever match actual values. We shall explain each method with a single example (Boston Metal Company). This approach has two drawbacks: 1. and our analysis was concerned with measuring the economic worth of projects and selecting the best investment projects. the level of certainty about achieving the overall project worth. We may begin analyzing project risk by ﬁrst determining the uncertainty inherent in a project’s cash ﬂows. In particular. Sensitivity Analysis One way to glean a sense of the possible outcomes of an investment is to perform a sensitivity analysis. it is always wise to investigate the effects of changes in these rates. the best that the ﬁrm can reasonably expect to do is to estimate the range of possible future costs and beneﬁts and the relative chances of achieving a certain return on the investment. This analysis determines the effect on NPW of variations in the input variables (such as revenues. This would not be a good project if f were greater than 6. it follows that there is a range of possible values for the NPW of a given project. This is very easy to do with a spreadsheet. the cash ﬂows from projects were assumed to be known with complete certainty. In fact. In this section. project managers frequently consider a range of possible values for cash ﬂow elements. We can use the term risk in describing an investment project whose cash ﬂow is not known in advance with absolute certainty. or simply saying that risk is the potential for loss. © 1999 by CRC Press LLC . Although these results can provide reasonable decision bases for many investment situations. Many cash ﬂow elements (such as demand) are subject to substantial uncertainty. and (3) risk analysis. Project Risk The decision to make a major capital investment such as the introduction of a new product requires cash ﬂow information over the life of the project.
1 to illustrate the concept of sensitivity analysis. Since NPW is positive ($40. will be $15 per unit.169) at the 15% opportunity cost of capital (MARR). They also are not certain about the variable and ﬁxed cost ﬁgures. the forge machine is expected to retain a market value of about 35% of the original investment. For example.* such as direct labor and direct material costs. some items have a greater inﬂuence on the ﬁnal result than others. The new forge would cost $125. Based on this information. ** * © 1999 by CRC Press LLC .1. and salvage value) used to estimate aftertax cash ﬂows. If Gulf Electric does not like BMC’s sample. rather than 2000 units? Then what will the NPW be? Sensitivity analysis begins with a basecase situation. BMC’s managers are uneasy about this project because there are too many uncertain elements that have not been considered in the analysis. the engineering and marketing staffs have prepared the cash ﬂow forecasts shown in Table 17. Example 17. the annual demand and unit price would remain the same over the project after the contract is signed. However. holding other variables constant. Sensitivity analysis is sometimes called “whatif” analysis because it answers questions such as: What if incremental sales are only 1000 units. Expenses that change in direct proportion to the change in volume of sales or production. Next. Gulf Electric has its own inhouse manufacturing facility to produce transmission housings. It identiﬁes the crucial variables that affect the ﬁnal outcome most. we may want to locate the items that have an important inﬂuence on the ﬁnal results so that they can be subjected to special scrutiny. the ﬁrm must design a new ﬁxture for the production process and purchase a new forge. if Gulf likes BMC’s sample but it is overpriced. including tooling costs for the transmission housings. property taxes. the project appears to be worth undertaking. BMC must make the investment in the forging machine to provide some samples with Gulf Electric as a part of the bidding process. Then we change the speciﬁc variable of interest by several speciﬁc percentages above and below the mostlikely value. (Due to the nature of contracted production. There is even a possibility that BMC would get a smaller order as Gulf may utilize their overtime capacity to produce some extra units. we calculate a new NPW for each of these values.000. The ﬁrm also estimates that the amount ordered by Gulf Electric for the ﬁrst year will be ordered in each of the subsequent 4 years. The ﬁrm expects that the proposed transmissionhousings project would have about a 5year product life. the more sensitive the NPW is to a change in the particular variable.5. The increase in ﬁxed costs** other than depreciation will amount to $10. A sensitivity analysis reveals how much the NPW will change in response to a given change in an input variable. insurance. At the end of 5 years. depreciation. a small manufacturer of fabricated metal parts. If BMC gets the order. and rent are usually ﬁxed expenses.1 — Sensitivity Analysis Boston Metal Company (BMC). BMC would be under pressure to bring the price in line with competing ﬁrms.5. and the variable production costs. must decide whether to enter the competition to be the supplier of transmission housings for Gulf Electric. Therefore.Engineering Economics and Project Management 1737 operating cost. For example. Expenses that do not vary as the volume of sales or production changes. it may be able to sell as many as 2000 units per year to Gulf Electric for $50 each.5. If decided. In a calculation of cash ﬂows. the managers want to assess the various potential future outcomes before making a ﬁnal decision. On the other hand. and the marginal income tax rate is expected to remain at 40%. Recognizing these uncertainties. (a) Perform a sensitivity analysis to each variable and (b) develop a sensitivity graph. the estimate of sales volume is often a major factor in a problem in which the quantity sold varies among the alternatives. To compete.000 per year.) The initial investment can be depreciated on a MACRS basis over the 7year period. BMC stands to lose the entire investment in the forging machine. Gulf is looking for an outside supplier. which is developed using the mostlikely values for each input. The slopes of the lines show how sensitive the NPW is to changes in each of the inputs: the steeper the slope. We will use Example 17. In some problems. but it has almost reached its maximum production capacity. A convenient and useful way to present the results of a sensitivity analysis is to plot sensitivity graphs. we may easily identify the most signiﬁcant item. In other problems.
Since the projected sales volume is 2000 units per years. BMC will lose a substantial portion of the projected revenues. BMC is not particularly conﬁdent in is revenue forecasts. Before undertaking the project described. The marketing department has estimated revenue as follows: annual revenue = ( product demand)( unit price) = (2000) ($50) = $100. the total variable cost is $30.5. the company wants to identify the key variables that determine whether the project will succeed or fail. we conduct a sensitivity analysis with respect to these key input variables. 000 The engineering department has estimated variable costs such as labor and material per unit at $15. unit price. unit variable cost. and ﬁxed cost.1 A Typical Excel Worksheet Design to Perform Sensitivity Analyses (Example 17. Having deﬁned the unit sales. The managers think that if competing ﬁrms enter the market. This is done by varying each of the estimates by a © 1999 by CRC Press LLC .1 shows BMC’s expected cash ﬂows — but there is no guarantee that they will indeed materialize.5.000.1738 Section 17 TABLE 17.1) Discussion.5. Table 17.
NPW. it is conceivable that an answer might not be very sensitive to changes in either of the two items. and the resulting $40. it does have limitations.Engineering Economics and Project Management 1739 given percentage and determining what effect the variation in that item has on the ﬁnal results.5. high ﬁxed cost.1 shows the transmission project’s sensitivity graphs for six of the key input variables. If the effect is large.2 summarizes the results of varying the values of the key input variables. In Figure 17. The lines for the variable unit price. or the worstcase scenario. © 1999 by CRC Press LLC .) Discuss the worst. decremental annual sales of 400 units deﬁne the lower bound. but very sensitive to combined changes in them. In developing Table 17. Solution. Example 17.and bestcase scenarios.2. we changed a given variable by 20% in 5% increments. Our objective is to locate the most sensitive item(s).2 will illustrate a plausible scenario analysis for the BMC’s transmissionhousings project. variable unit cost. values. high variable cost per unit. (b) Sensitivity graph: Figure 17. However. we see that the project’s NPW is very sensitive to changes in product demand and unit price. The basecase NPW is plotted on the ordinate of the graph at the value 1. It is often difﬁcult to specify precisely the relationship between a particular variable and the NPW.2 — Scenario Analysis Consider again BMC’s transmissionhousing project in Example 17. low unit price. but in reality.169 is called the basecase NPW. (Remember that the mostlikely value was 2000 in annual unit sales.5. Certainly. assume that they regard a decline in unit sales to below 1600 or a rise above 2400 as extremely unlikely.5. Now we ask a series of “whatif” questions: What if sales are 20% below the expected level? What if operating costs rise? What if the unit price drops from $50 to $45? Table 17. and salvage value are obtained in the same manner. and so on) and a “bestcase” scenario. Graphic displays such as those in Figure 17. or the bestcase scenario. Thus.5. (a) Sensitivity analysis: We begin the sensitivity analysis with a “basecase” situation. Next. the sensitivity graph does not explain any variable interactions among the variables or the likelihood of realizing any speciﬁc deviation from the base case. ﬁxed costs. or basecase. which reﬂects the best estimate (expected value) for each input variable. and is relatively insensitive to changes in the ﬁxed cost and the salvage value.5. For example.1 provide a useful means to communicate the relative sensitivities of the different variables on the corresponding NPW value. or basecase. above and below the basecase value. is fairly sensitive to changes in the variable costs. Example 17. whereas incremental annual sales of 400 units deﬁne the upper bound. Holding operating costs constant while varying unit sales may ease the analysis.95 of its basecase value. The values for both sales and operating costs were the expected.2. the result is sensitive to that item. A scenario analysis is a technique that does consider the sensitivity of NPW both to changes in key variables and to the range of likely variable values. operating costs do not behave in that manner.1.5.5. and calculated new NPWs. The NPWs under the worst and best conditions are then calculated and compared to the expected. holding other variables constant. We repeat the process by either decreasing or increasing the relative deviation from the base case. the decisionmaker may consider two extreme cases. Yet it may complicate the analysis too much to permit movement in more than one variable at a time. The relationship is further complicated by interdependencies among the variables. and the NPW is recomputed with all other variables held at their basecase value. assuming that the unit sales for all 5 years would be equal. Further. the value of product demand is reduced to 0. Assume that the company’s managers are fairly conﬁdent of their estimates of all the projects’s cash ﬂow variables except that for unit sales. a “worstcase” scenario (low unit sales.5. Scenario Analysis Although sensitivity analysis is useful.0 on the abscissa.
5.1740 TABLE 17.1) Section Title © 1999 by CRC Press LLC .2 Sensitivity Analysis for Six Key Input Variables (Example 17.5.
Table 17.169 BestCase Scenario 2.000 30.1 Sensitivity graph — BMC’s transmissionhousings project (Example 17.Engineering Economics and Project Management 1741 FIGURE 17.000 50.295 By just looking at the results in Table 17. the best case. we need estimates of the probabilities of occurrence of the worst case.5.000 –$5.5.000 50 15 10. This need leads us directly to the next step. why should we not assign a probability distribution to the possible outcomes of each parameter and combine these distributions in some way © 1999 by CRC Press LLC .000 $40.000 40. For example.1). we can say that there is a chance of losing money on the project. Clearly. and all the other possibilities.3 Scenario Analysis for BMC (Example 17.3 summarizes the results of our analysis. the worst case produces a negative NPW. it is not easy to interpret scenario analysis or to make a decision based on it.5. To carry out the scenario analysis.600 48 17 11. we ask the marketing and engineering staffs to give optimistic (bestcase) and pessimistic (worstcase) estimates for the key variables.000 $104. and the best case produces a large positive NPW.400 53 12 8.3. Discussion. If we can predict the effects on the NPW of variations in the parameters. developing a probability distribution.5.2) Variable Considered Unit demand Unit price ($) Variable cost ($) Fixed cost ($) Salvage value ($) PW (15%) WorstCase Scenario 1. Then we use the worstcase variable values to obtain the worstcase NPW and the bestcase variable values to obtain the bestcase NPW. We see that the base case produces a positive NPW. but we do not yet have a speciﬁc probability for this possibility. the base case (most likely).5. TABLE 17.856 MostLikelyCase Scenario 2.5.
0. the probability of this joint event is P( x = 1600. (A random variable) is a variable that can have more than one possible value.50 0. With these values as input in Table 17.) 2.20 Unit Price (Y) $48 $50 $53 Probability 0.30) = 0. Risk Analysis Quantitative statements about risk are given as numerical probabilities. If the unit sales (X) and unit price (Y) were to vary with the following probabilities. y = $48) = P( x = 1600) P( y = $48) = (0. observing a typical outcome for random variable X does not have any inﬂuence on predicting the outcome for random variable Y. 4. Order the NPW values in increasing order of NPW.3. In other words. Identify all cash ﬂows elements that are random variables. 3. The assignment of probabilities to the various outcomes of an investment project is generally called risk analysis. An event or outcome that is certain to occur has a probability of 1. determine the NPW probability distribution. Evaluate the NPW equation at these joint events.06 © 1999 by CRC Press LLC . the event becomes increasingly less likely to occur. 5.60 0. Example 17. 6. Probabilities are given as decimal fractions in the interval 0.5. If the product demand X and the unit price Y are independent random variables. In this section.3 — Developing an NPW Probability Distribution Consider the BMC’s transmissionhousing project. Determine the joint events and their probabilities. The use of probability information can provide management with a range of possible outcomes and the likelihood of achieving different goals under each investment alternative.0. These steps can best be illustrated by Example 17.5.30 0. Procedure for Developing an NPW Distribution To develop the NPW distribution.0 to 1. The ﬁrst possibility is the event where x = 1600 and y = $48. we need to consider all the combinations of possible outcomes. we compute the resulting NPW outcome to be $5574. we may follow these steps: 1. we shall assume that the analyst has available the probabilities (likelihoods) of future events from either previous experience in a similar project or a market survey. Express the NPW (or cash ﬂow series) as a function of random variables.1. or as values for likelihoods (odds) of occurrence.20)(0. As the probability of an event approaches 0.5.1742 Section 17 to produce a probability distribution for the possible outcomes of the NPW? We shall consider this issue in the next section. To determine the NPW distribution. Determine the probability distribution for each random variable.20 0. the PW (15%) will also be a random variable. Since X and Y are considered to be independent random variables.20 Discussion. Demand (X) 1600 2000 2400 Probability 0. Here we assume the situation where both random variables are independent.
574 $12.2 NPW probability distributions: when X and Y are independent (Example 17.5.) The expected value of a distribution tells us important information about the “average” or expected value of a random variable such as the NPW. (See Table 17.5.06 0.2. as compared with the scenario analysis presented in Table 17. From the cumulative distribution.00 $53.04 Cumulative Joint Probability 0.86 0.00 $53. The NPW probability distribution in Table 17.808.4 The NPW Probability Distribution with Independent Random Variables (Example 17.5. but it does not tell us anything about the variability on either side of the © 1999 by CRC Press LLC . we obtain the NPWs and their joint probabilities in Table 17.5.808 FIGURE 17.3) Event No. Solution.00 $48.20 0.96 1. 1 2 3 4 5 6 7 8 9 x 1600 1600 1600 2000 2000 2000 2400 2400 2400 y $48. the probability distribution helps us to see what the data imply in terms of the risk of the project.664 $32.00 $53.236 $58.168).5.06 0.06 0.16 0.672 $68.30 0.00 NPW $5.38 0. With the NPW distribution deﬁned.00 $50.68 0.12 0.5.04 0.32 probability that the NPW will be greater than this value.5.Engineering Economics and Project Management 1743 TABLE 17.00 $50. we further observe that there is a 0.00 P(x. The expected value (also called the mean) is a weighted average value of the random variable (µ) where the weighting factors are the probabilities of occurrence. There are eight other possible joint outcomes.18 0.10 0.3). but that there is no loss under any of the circumstances examined.3.1.4 and its NPW distribution as depicted in Figure 17.38 probability that the project would realize an NPW less than that forecast for the basecase situation ($40.168 $52. there is a 0.00 $50.y) 0.80 0. we can further summarize the probabilistic information — the mean and the variance.00 $48. the probability distribution provides much more information on the likelihood of each possible event. As we have observed.4 indicates that the project’s NPW varies between $5574 and $82. Substituting these pairs of values in Table 17.10 0.5.326 $82.5.5. Certainly.5.010 $21.123 $40. Expected Value and Variance We have developed a probability distribution for the NPW by considering the random cash ﬂows. On the other hand.
475. The standard deviation is a probabilityweighted deviation (more precisely.664 $32.227 1.30 0.86 0.00 $48.y) 0.18 0.10 0.80 0.00 P(x.808 Weighted NPW $334 $1.00 $53.00 $53. 1 2 3 4 5 6 7 8 9 x 1600 1600 1600 2000 2000 2000 2400 2400 2400 y $48.769. among others.474. and σx to denote the standard deviation of random variable X.227 342.10 0.818. as shown in Table 17.00 $50.884.236 $58. Will the range of possible values of the random variable be very small.168 $52.884.00 $48. As the variance increases.30 0.00 $50.288.312 E(NPW) = $40.283 Event No.077 Var[PW(15%)] = 366.y) 0.168 Weighted (NPW – E[NPW])^2 71.5 Calculation of the Mean and Variance of NPW Distribution (Example 17. we ﬁrst calculate the deviation of each possible outcome xj from the expected value (xj – µ).695.664 $32.04 Cumulative Joint Probability 0.268 $3.792 79.288.326 $82.18 0. pj). or dispersion.725.010 $21. To determine the variance.326 $82. we normally omit the subscript.123 $40.423 72.243 0 145.00 $50.132.782 $12.04 0.196.5.38 0.06 0.00 $53.396.06 0.816 20. it gives us an idea of how far above or below the expected value the actual value is likely to be. the actual value will be observed within the ±3σ range.520 $6.672 $68.04 0.1744 Section 17 TABLE 17. Thus.00 $53. we take the positive square root of Var[X].68 0.650. (If there is x only one random variable in an analysis.06 0. In our BMC project. 1 2 3 4 5 6 7 8 9 x 1600 1600 1600 2000 2000 2000 2400 2400 2400 y $48. To calculate the standard deviation.236 $58.00 $50.808 (NPW – E[NPW])^2 1.12 0.861 11.744 792. The summation of all these products serves as a measure of the distribution’s variability. We will use Var[X] or σ 2 to denote the variance.672 $68. we obtain the variance of the NPW distribution.00 $50.00 $53.123 $40. The variance and the standard deviation are used most commonly in the analysis of risk situations.5. square root of sum of squared deviations) from the expected value.04 NPW $5. the smaller the variance.10 0.5.201 $867 $5.3) Event No. any measure of risk should have a deﬁnite value (unit).797 342.574 $12.00 P(x.144 expected value. which is measured in the same units as is X.544 0 17.326 Standard Deviation = $19. For most probability distributions.423 13.185 79. with all the values located at or near the expected value? Another measure that we need in analyzing probabilistic situations is a measure of the risk due to the variability of the outcomes.20 0. of the distribution on either side of the mean value.00 $53.96 1. the narrower the spread about the expected value.396. assuming independence between X and Y.574 $12.00 NPW $5.543. the spread of the distribution increases.536 64.631.833 $3. One such measure is the standard deviation.806.06 0. To be most useful.00 $48.12 0.168 $52. © 1999 by CRC Press LLC .06 0.) The variance tells us the degree of spread.536 792. There are several measures of the variation of a set of numbers that are used in statistical analysis — the range and the variance (or standard deviation). then raise the result to the second power and multiply it by the probability of xj occurring (that is.050 $6.10 0.010 $21.725.5.16 0.00 $50.00 $48.
17. or larger than. the challenge is to decide what level of risk you are willing to accept and then. Individual projects may succeed or fail. it can be used to make an acceptreject decision. they require no special calculation on our part. for a single design variable. the less the variability (the potential for loss) associated with the NPW. the average outcome will tend toward the expected value. Capital Costs vs. we select the one with the highest expected NPW.Engineering Economics and Project Management 1745 Decision Rule Once the expected value has been located from the NPW distribution. and using it we may accept a single project if its expected NPW value is positive.6 Design Economics Engineers frequently have to come up with a minimumcost solution when they have two or more cost components that are affected differently by the same design element. In other words. However. the smaller the variance. the ultimate choice will depend on the decisionmaker’s tradeoffs — how much he or she is willing to take the variability to achieve a higher expected value. Capital costs are incurred by purchasing the assets used in production and service. Therefore. it is desirable to minimize it. In this case. In other words. over the long term the law of large numbers predicts that accepted projects will tend to meet their expected values. This justiﬁcation may seem to negate the usefulness of the expected value criterion in economic analysis. The justiﬁcation for the use of the expected value criterion is based on the law of large numbers. investment alternative. capital costs are nonrecurring (that is. which states that if many repetitions of an experiment are performed. The decision rule is called the expected value criterion. those of other alternatives. they include such items as labor and raw materials. such as the likely value. Another valuable extension of the AE analysis in the section on “Annual Equivalent Method. having decided on your risk tolerance. The use of expected NPW has an advantage over the use of a point estimate. if a ﬁrm adopts the expected value criterion as a standard decision rule for all its investment alternatives. In cases where there are no clearcut preferences. because it includes all the possible cash ﬂow events and their probabilities. but it fails to reﬂect the variability of investment outcome. Because operating costs recur over the life of a project. onetime costs). nonrepeatable “experiment” — that is. In the case of mutually exclusive alternatives. they tend to be estimated on an annual basis anyway. when we compare the mutually exclusive projects. Certainly. Normally. so for the purposes of an annual equivalent cost analysis. That is. we can enrich our decision by incorporating the variability information along with the expected value.” is that these cost components be expressed in equivalent annual form so that we can identify which cost component we need to control to obtain the minimum cost solution to various engineering design problems. some costs increase while others decrease. Operating costs are incurred by the operation of physical plant or equipment to provide service. The expectedvalue criterion is simple and straightforward to use. whereas operating costs recur as long as the asset is owned. because capital costs tend to be onetime costs in conducting an annual equivalent © 1999 by CRC Press LLC . we may select the alternative with the smaller variance if its expected value is the same as. Operating Costs The AE method is sometimes called the annual equivalent cost method when only costs are involved. Since the variance represents the dispersion of the distribution. to understand the implications of that choice. there are two kinds of costs that revenues must cover: operating costs and capital costs. in much the same way that a single NPW is used when a single possible outcome is considered for an investment project. since most often in project evaluation we are concerned with a single. but the average project result will tend to meet the ﬁrm’s standard for economic success. However.
its initial cost (I) and its salvage value (S).1746 Section 17 cost analysis. Calculate the optimum pipeline diameter that will be used for 20 years for the following data at i = 10%: • Pumping power = 1. Kuwait is studying the feasibility of running a steel pipeline across the Arabian Peninsula to the Red Sea. There are two general monetary transactions associated with the purchase and eventual retirement of a capital asset. and solve for x.N) factor can be expressed as ( A P.980. i.1. we will consider selecting an optimal pipe size.6. i. i. we may rewrite the CR(i) as CR(i) = I ( A P.333Q∆P/1. i. b. notice that the (A/P. i. The length of the line will be 600 miles.6. equate the result to zero.6. N ) − S( A F. i. N ) − S ( A P. and c are constants. N ) + i Then.3) where x is a common design variable. cubic ft/hr © 1999 by CRC Press LLC . To ﬁnd the value of the common design variable that minimizes the AE(i). N ) = ( A F. Taking into account these sums. The pipeline will be designed to handle 3 million barrels of crude oil per day at optimum conditions.6.1 — Economical Pipe Size As a result of the conﬂict in the Persian Gulf. N ) − i = ( I − S) ( A P. N ) + iS [ ] (17. The annual equivalent of a capital cost is given a special name: capital recovery cost.4) The value x* is the minimum cost point for the design alternative.6. To illustrate the optimization concept.1) Recalling the algebraic relationships between factors in Table 17. designated CR(i). dAE(i) c =b− 2 dx x =0 x* = c b (17.000 horsepower • Q = volume ﬂow rate. we calculate the capital recovery cost as CR(i) = I ( A P.2) MinimumCost Function When the equivalent annual total cost of a design variable is a function of increasing (O&M costs) and decreasing cost components (capital costs).1. and a. N ) (17. AE(i) = a + bx + c x (17. Example 17.i. we need to take the ﬁrst derivative. we usually can ﬁnd the optimal value that will minimize its cost. i. we must translate this onetime cost into its annual equivalent over the life of the project.
Engineering Economics and Project Management
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• • • • • • • • • •
∆P = 128QµL/gπD4, pressure drop lb/sq ft L = pipe length, ft D = inside pipe diameter, ft t = 0.01 D, pipeline wall thickness, ft µ = 8500 lb/hr ft, oil viscosity g = 32.2 × 12,960,000 ft/hr2 Power cost, $0.015 per horsepower hour Oil cost, $18 per barrel Pipeline cost, $1.00 per pound of steel Pump and motor costs, $195 per horsepower
The salvage value of the steel after 20 years is assumed to be zero considering the cost of removal. (See Figure 17.6.1 for relationship between D and t.)
FIGURE 17.6.1 Designing economical pipe size to handle 3 million barrels of crude oil per day (Example 17.6.1).
Discussion. In general, when progressively largersize pipe is used to carry a given ﬂuid at a given volume ﬂow rate, the energy required to move the ﬂuid will progressively decrease. However, as we increase the pipe size, the cost to construct the pipe will increase. In practice, to obtain the best pipe size for a particular situation, you may choose a reasonable, but small, starting size. Compute the energy cost of pumping ﬂuid through this size and the total construction cost. Compare the difference in energy cost with the difference in construction cost. When the savings in energy cost exceed the added construction cost, you may repeat the process with progressively larger pipe sizes until the added construction cost exceeds the savings in energy cost. As soon as this happens the best pipe size to use in the particular application is identiﬁed. However, we can simplify this search process by using the minimum cost concept as explained through Equations (17.6.3) and (17.6.4).
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Section 17
Solution. We will solve the pipe sizing problem in 8 steps: 1. Since the pipe size will be measured in inches, we will assume the following basic conversion units: • 1 mile = 5280 ft • 600 miles = 600 × 5280 = 3,168,000 ft • 1 barrel = 42 U.S. gal • 1 barrel = 42 gal × 231 in.3/gal = 9702 in.3 • 1 barrel = 9702 in.3/123 = 5.6146 ft3 • Density of steel = 490.75 lb/ft3 2. To determine the operating cost in pumping oil, we ﬁrst need to determine power (electricity) required to pump oil: • Volume ﬂow rate per hour: Q = 3, 000, 000 barrels day × 5.6146 ft 3 barrel = 16, 843, 800 ft 3 day = 701, 825 ft 3 hr • Pressure drop: ∆P = = = 128QµL gπD 4 128 × 701, 825 × 8500 × 3,168, 000 32.2 × 12, 960, 000 × 3.14159 D 4 1, 845,153, 595 lb ft 2 D4
• Pumping power required to boost the pressure drop: power = 1.333Q∆P 1, 980, 000 1.333 × 701, 825 × 1, 845,153, 595 D4 1, 980, 000
= = • Power cost to pump oil: power cost = =
871, 818, 975 hp D4
871, 818, 975 hp × $0.015 hp.hr × 24 hr day × 365 days year D4 $114, 557, 013, 315 year D4
3. Pump and motor cost calculation
© 1999 by CRC Press LLC
Engineering Economics and Project Management
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pump and motor cost = = 4. Required amount and cost of steel
871, 818, 975 × $195 hp D4 $170, 004, 700,125 D4
crosssectional area =
3.14159 (0.51D) − (0.50 D)
2
[
2
]
4
= 0.032 D 2 ft 2 total volume of pipe = 0.032 D 2 ft 2 × 3,168, 000 ft = 101,376 D 2 ft 3 total weight of steel = 101,376 D 2 ft 3 × 490.75 lb ft 3 = 49, 750, 272 D 2 lb total pipeline cost = $1.00 lb × 49, 750, 272 D 2 lb = $49, 750, 272 D 2 5. Annual equivalent cost calculation $170, 004, 700,125 capital cost = $49, 750, 272 D 2 + ( A P,10%, 20) D4 = 5, 843, 648 D 2 + annual power cost = 6. Economical pipe size AE(10%) = 5, 843, 648 D 2 + 19, 968, 752, 076 $114, 557, 013, 315 + D4 D4 19, 968, 752, 076 D4
$114, 557, 013, 315 D4
To ﬁnd the optimal pipe size (D) that results in the minimum annual equivalent cost, we take the ﬁrst derivative of AE(10%) with respect to D, equate the result to zero, and solve for D. dAE(10%) 538,103, 061, 567 = 11, 687, 297 D − dD D5 =0 11, 687, 297 D 6 = 538,103, 061, 567 D 6 = 46, 041.70 D* = 5.9868 ft
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14159(5. higher velocities may be desirable for slurries where setting is a concern. 004. 752.991.039 + $89. 710.165. For example.013. Therefore. Alternatively. 20) 5. Comments.10%. 600 4 V = 6. A small pipe size may not accommodate the head and ﬂow requirements efﬁciently. 076 5. 968.9868) + ( A P. Total annual oil revenue annual oil revenue = $18 bbl × 3.174.9868 4 = $224. 750.315 5. 000 year There are enough revenues to offset the capital as well as operating cost. 000.125 2 capital cost = $49. 000 bbls day × 365 days year = $19. Constructional ease will also weight signiﬁcantly in the choice of pipe size. 700.557. © 1999 by CRC Press LLC . A variety of other criteria exists for choosing pipe size for a particular ﬂuid transfer application.825 ft 3 hr × 3.9868 4 = $89. the optimal answer as calculated can be practical.039 • Annual power cost: annual power cost = 114.950 8. 911 = $314. 272(5.9868) 1 hr sec = V 3. we may compute Q = velocity × pipe inner area 701. low velocity may be required where there are erosion or corrosion concerns. To check to see if the answer is reasonable. whereas space limitations may prohibit selecting large pipe size.93 ft sec which is less than 10 ft/sec. 843. 000.9868 4 = 5.991. 7.1750 Section 17 Note that velocity in a pipe should be ideally no more than around 10 ft/sec due to friction wearing in the pipe.9868) + 2 2 19. 648(5.174.911 • Total annual equivalent cost: total annual cost = $224. Equivalent annual cost at optimal pipe size • Capital cost: 170.
and set of performance requirements. • Planning is decision making based upon futurity. Each of these statements adds to an understanding of what project planning is. put men in space. Projects. informing everyone on the project what will be expected of them. A project has a speciﬁc set of objectives and a deﬁnite schedule. What is Project Planning? • Planning is determining what needs to be done. Project Planning The two most important facets of project management are planning and team building (to be discussed in the section on team building). and (4) state management’s support for the project. Project management is planning. © 1999 by CRC Press LLC . As a minimum. • Planning is selecting enterprise objectives. Tippett Engineers. It has a ﬁnite life span and is usually a team effort led by a recognized project manager. A project charter is a formal establishing of the project by the upper management chartering authority (a project is not really a project unless it has management’s sanction).7 Project Management Donald D. budget. A charter puts the organization on notice that the project is being launched and that it has management’s acknowledgment and commitment. leading. For small inhouse projects. But why plan? There are a number of reasons: • The planning process serves as a simulation of the project in the planners’ minds before signiﬁcant resources are expended. design and install computerintegrated manufacturing systems. perform R&D on stateofthe art materials. They should include reasonable contingencies and usually require several iterations before they are acceptable. Plans must be ﬂexible. and controlling organizational resources to successfully complete a project. (3) appoint a project manager. All projects should be formally launched with some sort of charter. and pursue a thousand other objectives in organizations large and small across the world. • Plans provide the basis for action. Larger projects will have much more extensive charters. • Planning is an iterative process and must be performed throughout the life of the project (Kerzner. project work is a way of life throughout their professional careers. organizing. • The planning process serves as a means of communications.Engineering Economics and Project Management 1751 17. Project Charter. the charter should: (1) designate the purpose of the project. • Plans identify inconsistency and risk. and Project Management For a majority of engineers. 1998). and establishing policies/procedures/programs necessary for achieving them. The ﬁrst step in a sound planning process is the issuance of a project charter. Projects build bridges. it may be only a brief memo. (2) establish the general organizational format for the project. Thus false starts are avoided and problems are identiﬁed and resolved when solutions are the easiest. and provisions should be provided to update them as needed throughout the project. by whom. The charter is the project manager’s action authority to perform the project. and by when.
the desired end results. the people who will do the work should plan the work. However. 1998). 1992).1752 Section 17 Whenever possible. measurable. etc. Objectives must be clearly stated. breaking the project’s work into manageable pieces: • Facilitates the planning process by describing the total job in terms of discrete tasks. They should also be realistic and agreed upon by all parties concerned. • Forms the framework upon which the budget and schedule are built. The steps in sound project planning are: Establish objectives Develop statement of work Prepare detailed speciﬁcations Establish project milestones Create the work breakdown structure Establish detailed schedules Establish detailed budgets Deﬁne responsibilities Replan as required Objectives. The statement of work (SOW) speciﬁcally states what the project will do for the customer. workers. and managers. they are an important tool to gauge progress. budget. and replanning the project. Statement of Work/Speciﬁcations. Project objectives are the basis for all project planning. For large projects it will be a formal part of the contract. The WBS breaks down the work to be accomplished into a logical hierarchy of sets. This develops a sense of ownership of the tasks among those who will actually execute them (Rosenau. project organization and personnel reporting. and communications. As much as 50% of direct labor hours and dollars can be spent before project execution begins. It is important to ﬁrmly establish detailed speciﬁcations up front. prices. or included as part of the SOW. The set of milestones forms a group of waypoints which provide a basis for status assessment. Work Breakdown Structure. as well as a management section which discusses client relationships. and schedule goals. Senior managers tend to apply pressure on the project manager to cut the planning process prematurely short. However. For projects within the organization it might be a memorandum. and achievable. Objectives should be consistent with the resources available and with other organizational plans and projects. Because they are simple to understand. and companies that spend significantly less usually ﬁnd quality problems during execution (Kerzner. as small changes in speciﬁcations can have major effects on budgets and schedules. Milestones are designated points in time by which certain speciﬁc project tasks/accomplishments are to be completed. as well as all the signiﬁcant subsets. • Allows assignment of these tasks to speciﬁc groups and individuals. The SOW speciﬁes the reason for establishing the project. so that it is put into “bitesized” chunks which can be easily understood by planners. management reviews.. © 1999 by CRC Press LLC . They deﬁne the standards which must be met with respect to materials. The establishment of a satisfactory statement of work may require several iterations. etc. Project Planning Steps. schedulers. It may also include speciﬁc acceptance criteria. management philosophies. Project milestones establish the start and end dates of the project (if known). More speciﬁcally. labor. and other required resources. cutting the planning process short is usually false economy. The work breakdown structure (WBS) is a systematic way of deﬁning the component parts of the project. contingencies. and the performance. Depending upon the size of the project. Project Milestones. speciﬁc. subsets. it is critical that all parties have a detailed understanding of what is to be done before work proceeds. equipment. duration. support. detailed speciﬁcations may be listed separately. since each WBS task can easily be estimated in terms of labor.
Once the schedule is formulated. all blocks do not have to have the same number of subdivisions. • Each task should be easily understood and should have an identiﬁable schedule. Many can be performed in parallel while some must necessarily come before others. the scheduler must iterate back to an earlier part of the scheduling cycle and make adjustments so that the eventual schedule will be compatible with available resources. If the schedule contains periods of time during the project when more resources are called for than will be available. the schedule can be ﬁnalized. project plans will need to be adjusted accordingly. time. As the project team learns lessons along the way. Since plans relate to future events but are based upon current knowledge. Similarly. Plans must be kept current.Engineering Economics and Project Management 1753 • Facilitates the chore of scheduling. using one of the methods discussed in the next section. Scheduling/Budgeting/Responsibilities/Replanning. Vehicles for accomplishing this process should be established at the outset. supervision. and as events unfold in the dynamic project environment. Outofdate plans hurt project credibility. Project Scheduling Creating a viable schedule and adjusting it as necessary throughout the life of the project is an important part of the project manager’s responsibilities. • Subdivide each block of work to a level which is useful to project management. it follows that plans will need to change during the course of the project.1) begins with the work breakdown structuring process. The scheduling cycle (see Figure 17. each task’s interdependence with every other task must be determined. The project manager is now ready to create the actual schedule. responsibility for each WBS component can be assigned to individuals and groups as appropriate and compatible with available resources. scheduling. a completed WBS is the basis of entering project information into any of the myriad of computerized planning and scheduling systems now being used by virtually all project managers. the project manager should make a ﬁnal check to ensure that the proposed schedule will in fact satisfy the project constraints (budget. and other resources required to complete each task. it is a straightforward process to set about estimating the time and resources required to complete each one (see the section on estimating). The WBS forms the skeleton upon which the plan. In creating a WBS. These estimates are then compiled into a project budget. the project team needs an accurate roadmap if it is to arrive successfully at its desired destination. Once this is accomplished. and project control and information systems by deﬁning exactly who is responsible for each task and establishing a target completion time. which subdivides the project’s work in to a set of manageable and easily understood tasks. and staging of required materials. While the scheduling process involves a few more intermediate steps (see the next section). © 1999 by CRC Press LLC .7. and control system are built. Once the project’s work has been separated into a set of manageable subtasks. man hours. schedule. it too is a logical extension of the work breakdown structure. budget. Besides. The next step is to estimate the time. and performance criteria). It is essential that a work breakdown structure be created. the following principles should be kept in mind: • Routine or repetitive work should not be excessively subdivided. • Simpliﬁes purchasing. it must be checked against available resources for feasibility. If constraints are met. and assigning responsibilities — naturally follow the creation of the WBS. Therefore project managers should pay close attention to it. In addition. The remaining components of project planning — developing a schedule and budget. Then the relationships between tasks must be documented. In any case. Much of the project plan depends on the WBS. • The cost of the smallest subtask should be signiﬁcant.
7. it needs to be augmented by a more comprehensive scheduling tool in all but the most elementary project management situations. The Gantt chart or bar chart (see Figure 17. and convenient for displaying progress. So. Scheduling Methods. FIGURE 17. Furthermore. respectively. 1992). It is simple.1 Project scheduling and estimating cycle. In the dynamic project environment. Project task times are usually shown as horizontal bars that begin and end at the scheduled activity start and end times. and enable project managers to © 1999 by CRC Press LLC . the set of sequential activities which deﬁne the ultimate length of the project. the critical path.2 Gantt chart example. Critical path method (CPM) and program evaluation and review technique (PERT) are two critical path systems developed to address the shortcomings of the Gantt chart. while the Gantt chart is a useful tool for quick overviews and broad statusing of projects.7. graphic. Mechanisms that keep the project plan and schedule valid and current should be put in place at the outset of the project.7. and it is still widely used.2) was one of the ﬁrst techniques used by project managers to schedule and control projects. is not obvious (Rosenau. easy to construct and change. Gantt charts do not do a good job of displaying task dependencies and interrelationships. Scheduling is a continuous process during the life of a project.1754 Section 17 FIGURE 17. changes are always occurring which necessitate replanning and rescheduling. However.
They both show project task durations. pour footer. etc. so the project manager cannot become complacent about noncritical activities either. © 1999 by CRC Press LLC . The activities on this longest route.g. as these are the ones that can potentially extend the project duration. are called critical activities. and are thus useful in industries like construction that have a long history of performing the various tasks to draw from in formulating accurate project activity estimates (e. There are various possible routes through the network.). or critical path.3 Example of AON CPM network. but they also show the precedence between activities. On the other hand. FIGURE 17. PERT employs statistical techniques to assist the scheduler to devise reasonable activity duration estimates and an estimate for the overall project duration.7. The nodes or circles denote activity. Any delay in the execution of these critical activities translates into a delay in overall project completion. CPM assumes activity durations are known with a reasonable degree of certainty. This allows the project manager to determine the most critical activities and to more easily modify and determine the status of the schedule. The longest route deﬁnes the predicted total project duration. Thus the project manager should pay special attention to critical activities in making tradeoff decisions. dig basement. The connecting arrows show precedence between activities. and indicate the earliest task start times as the Gantt chart does.7.Engineering Economics and Project Management 1755 do a better job scheduling complex projects. Other noncritical activities have a certain amount of leeway (or slack) associated with them which allows the project manager some ﬂexibility in scheduling resources.3 depicts a simple CPM network drawn in the activity on node (AON) format. PERT is designed to be used in applications like R&D and aerospace wherein many activities are being performed for the ﬁrst time and there is no history to draw upon in formulating activity duration estimates.. However. it should be noted that noncritical activities can potentially become critical if they experience delays greater than their original slack. Figure 17.
they are usually not a principal factor in determining overall project success or failure. D. the project manager would opt for project team members who are assigned fulltime to the project. In the example. This is one reason why team building skills are vitally important. motivated project team are more predictive of project © 1999 by CRC Press LLC . A project manager’s credibility with the organization is vital. • Possesses good interpersonal skills. activities A. Project managers usually have little input in this area and must learn to make the best of the organizational structure in which they ﬁnd their project operating. Once created. and other critical project management components are left unattended. Each element of the resulting system is critical to overall project success. negotiator. there is no project manager. The Dreger (1992) text presents comprehensive examples using typical personal computer project management software in realistic project situations. budgets. • Functions as a manager. software is widely available for modern personal computers which is capable of constructing and solving these networks for small and medium sized projects. Fortunately. Other factors like thorough planning and building a cohesive. However. is capable of achieving the project objectives. Stafﬁng and Organizing In stafﬁng and organizing a project. project managers should bear in mind that. and leader. Together these two passes determine the earliest and latest starts and ﬁnishes for each activity. Very large project networks require the power of mainframe computers. customer relations. then. A person should be selected who: • Serves full time on the project. motivator. A project manager may be called upon at any time to be a communicator. Also determined are the project’s duration. Organizing for Project Management. Naming a parttime project manager signals the organization that the project is a low priority. experienced in project work and their discipline. coach. equipment. and professional experience into an integrated team. The project manager is the most critical selection. Project Team Stafﬁng. project managers must be able to mold a potentially broad mix of talents.3. and usually produces less than optimum results. in effect. mediator. management must bring together a diverse group of people. as the functional managers of the contributing departments are often the ones who decide which individuals serve on the project. With no one in the driver’s seat. Selecting the Project Manager.1756 Section 17 In solving the network. not a doer.7.. This practice is not fair to the individual or to the project. appointing a parttime project manager is not practical for projects of any signiﬁcance. It is not feasible to solve any but the most simple PERT/CPM networks by hand. The project manager may have little or no control over the composition of the project team. while organizational structures may serve either to facilitate or impede project progress. With few exceptions. Projects are conducted under an inﬁnite variety of organizational structures. A more detailed exposition of PERT/CPM techniques can be found in Moder et al. and the critical path (path that contains activities without slack). are team players. functional backgrounds. and other resources that. 26 days. 1983. counselor. when properly integrated. The path ACEF is the critical path and deﬁnes the project duration. • Has a proven track record. Given a choice. and relate well with customer representatives when direct interchange is required. forward and backward passes are made according to the formulas given in Figure 17. the network can be continually updated and used during the life of the project to assist the project manager to understand current project status and make informed tradeoff decisions. If the project manager spends all of his or her time performing technical tasks. Most project situations are poor training grounds for project managers with little or no experience or training. information. schedules. which represents the predicted project duration. and F have no slack and are thus critical. C. Hence.
Strongest functional group tends to dominate decision making. Good communications. Further. Does not nurture functional disciplines.7. Poor conﬂict resolution.1 gives some of the advantages and disadvantages of the three principal organizational structures and their many variants. as Kerzner (1998) so aptly points out. Very slow to respond to change. Provides security for individuals (in functional groups) * Disadvantages No one person truly in charge of the entire project. Quick response to changing environment. success. Personnel security (people have homes to go to after project is ﬁnished). and everincreasing competitive pressures. project managers should be cognizant of the strengths and weaknesses of the organizational structure under which they are operating so they can make the best of their situation. Less need for hierarchical referral to resolve conﬂict. Project personnel must work for two bosses. Personnel allocated completely to the project Good communications. Nurtures functional areas. and acts as an interface with upper management. Nevertheless.Engineering Economics and Project Management 1757 TABLE 17. Table 17. Technical disciplines are supported/nurtured. great reliance on hierarchical referral. assures uptodate technology. A steering team of senior managers demonstrates management support of the project. it is a good idea to create a steering team to oversee and guide important projects. Best when company is projectoriented. Best for projectoriented organization. * * * * * * * * * * Pure Project/Product/ Divisional * * * * * * Matrix * * * * * * One individual in authority to speak for the project. Competition for best resources. Upper management may use matrix as requiring them to give up some authority.1 Advantages and Disadvantages of the Three Main Organizational Forms from a Project Management Perspective Organizational Structure Functional/Hierarchical/ Classical * * Advantages Close control of budget and people. Uncertainty for personnel when project ends (where do they go?). ineffective integration. One person speaks for the project. provides oversight and guidance. any organizational form will work if the people want it to. project managers must cope with dynamic environments. Team Building Today’s projects characteristically require the efforts of many people from multiple disciplines whose efforts must be effectively integrated to meet project objectives. Welldeﬁned authority and communications channels. very slow internal communications. Best for mass production. helps with integration and hard problems. Long lead times. from a project management perspective. Wellunderstood career paths.7. high degrees of organizational complexity. Regardless of the organizational form used. Difﬁcult to establish status of projects. * * * * * * * * * * High potential for conﬂict. Heavy penalty in communications requirements and other administrative overhead costs. Quick to respond to change. makes major dollar decisions. Most likely to complete the project on time. Less efﬁcient use of resources. Experienced project managers know that the only way to effectively deal with these challenges © 1999 by CRC Press LLC . Ineffective communications with the customer. Besides. More efﬁcient: project can share personnel and more easily accommodate changing requirements.
ensures costs are properly allocated. Establish individual and group goals. would greatly enhance the state of team building on project teams (Table 17. increased motivation. and heightened conﬁdence (Raudsepp. and problem solving? 5. and reporting. and working conditions. preferably in coordination with those concerned. Thus. and highlight signiﬁcant problems and deviations from plan. selfregulation. the project manager has little inﬂuence over the project. The cost accounting function accumulates actual costs. It is up to the project control system to keep the project manager apprised of how all components of the project are progressing. Identify individual job responsibilities and performance standards and see that they are known.7. recognition.2). Does the project manager defend team members against unfair criticism? Is there a climate of trust on the project team? Is effective leadership practiced by project managers? Project Control Planning puts the team in a position to launch a project. Are employees encouraged by example and admonition to respect each other? Do they know enough about each other’s job to appreciate the contributions others are making? Does a general atmosphere of consideration exist? 2. © 1999 by CRC Press LLC . Hagen has advanced six key elements of most successful team building plans which. Thus. bonuses. TABLE 17. and approach for which they hold themselves mutually accountable (Katzenbach and Smith. deviations start to occur. As soon as the project begins. Reward teamwork and team building efforts. Without a control system.1758 Section 17 is to mold their project personnel into true project teams or groups of people with complementary skills who are committed to a common purpose. prediction. Who issues rewards? Project managers? Functional managers? Are rewards mostly based on extrinsic job factors like pay.7. and it will meander to completion in some form or fashion. ﬂexibility. and veriﬁes work is carried out and billed correctly. so that corrective action can be taken. Costs are maintained within budget by taking corrective action wherever predicted costs exceed the budget. if implemented by project managers. synergistic output. Are individual discussions held to ensure that each employee knows their job’s standards and responsibilities? Does each team member understand how their portion of the project is important to overall project success? 3. conﬂict resolution. Do team members feel their inputs and suggestions are valued? Do they receive regular feedback on how they are doing? Is advance warning of changes conveyed whenever possible along with reasons why changes are necessary? Are regular exchange meetings held? Are team members included in decisionmaking? 4. Work to secure good communications with employees as individuals and as a team. 1984). demonstrate respect and consideration for all employees as valued members of the team. conforming to the plan becomes a principal function of project management. An effective project control system combines a cost accounting function and a cost control function with appropriate mechanisms for monitoring progress against schedule and technical performance targets. Teams feature enhanced efﬁciency. Are individual goals established for each team member? Is consideration given to each individual’s opportunities for professional development? Are group goals established and communicated to the team? Is a goal established that encourages growth in team development factors like team planning. 1993). In all actions. responsibility. and rewarding an individual as an individual? Are individuals singled out and rewarded for their performance on the project team? Do team members have input into what and how rewards are given and to whom? 6. However. team building is an essential project management skill. set of performance goals. once the project is launched. rarely does everything go according to plan.2 Six Key Team Building Elements 1. The cost control function provides the information to support cost analysis. and growth? Does management recognize the difference between rewarding an individual as a member of a team. Robert P. or are they based on intrinsic job factors like accomplishment. Practice and encourage loyalty to the team. all of which are vital to project success in the present competitive environment.
4 Variance analysis indices and graphics. and expense to obtain an accurate BCWP may not be cost effective. parts installed. Once identiﬁed. or earned value. It then progresses upward to the project manager.7. Normally the project manager will review these results with upperlevel management prior to preparing the contractually required reports to the customer. each critical variance must be investigated to determine the cause and the appropriate corrective action.4 gives a graphic presentation of the earned value approach and summarizes some quantitative indices useful to project managers conducting variance analysis. On the other hand. to determine the schedule variance (SV). and then conduct variance analyses which lead to corrective action. however the object is to somehow measure the percentage complete for project activities (or earned value). On some projects the time. The earned value approach to variance analysis is widely used. It compares the budgeted cost of work performed (BCWP). © 1999 by CRC Press LLC . who reviews variance causes and approves corrective actions. Other alternative approaches may depend on percentage of man hours expended. or planned earned value. ACWP and BCWS are fairly straightforward to obtain. FIGURE 17. Figure 17. There are many other possible approaches. Another is the 50/50 rule. with the actual cost of work performed (ACWP) to determine the cost variance (CV). so that x% of the costs are booked for x% of the time. Such an investigation should begin at the lowest organizational level by the supervisor involved. etc. trouble. programs written/tested. One approach is to use standard dollar expenditures for the project. it may be difﬁcult to obtain an accurate representation of BCWP.7.Engineering Economics and Project Management 1759 Among the most critical requirements of a project control system is providing a capability to compare budgeted costs to actual costs. It compares the BCWP with the budgeted cost of work scheduled (BCWS). wherein half the budget is recorded when an activity is scheduled to begin and the other half when the activity is scheduled to complete.
contingency budgets should be set deliberately considering each activity individually. Contingency planning is an important part of estimating.g. then. arriving at a total ﬁgure. If the two are in relative agreement. decisions can be taken as to which is correct. is to not be afraid to be wrong. Detailed BottomUp Estimate — Follow the topdown estimate with a detailed estimate built from the bottom up. However. The usual arrangement under costreimbursable contracts is to add a ﬁxed fee or an incentive fee to the costs to arrive at the total compensation ﬁgure due the contractor. and so on.1760 Section 17 Estimating and Contracting Project Estimating. Rather. big picture view. under a costreimbursable contract. Estimating time and resource requirements on projects is frustrating because the project manager knows in advance that the probability of being exactly correct is slim. However.. Compare the two estimates. by department. Go back and examine the individual work packages to discover where costs may differ. Once the areas of principal differences between the two estimates have been determined. 2. In developing detailed estimates. most can be categorized as variations upon two basic types of contracts: ﬁxedprice and costreimbursable. time and dollars to cope with the following issues should not be overlooked (Rosenau. though it also opens the door for increased proﬁts if the contracted costs can be underrun. © 1999 by CRC Press LLC . and other departments Obtaining customer furnished items Getting approvals Working at remote/difﬁcult locations Training people Making mistakes Obtaining security clearances Placing major subcontractors and purchase orders Replacing sick and vacationing people Contracts. Costreimbursable contracts are traditionally used when the nature of the project dictates that accurate pricing cannot be determined. 3. A simple threestep approach will serve as a starting point for estimating: 1. the customer is obligated to reimburse the contractor for all costs incurred. each estimate provides a reality check for the other. Start with the lowest tasks in the work breakdown structure and work up by task. It is usually not appropriate to place a blanket contingency ﬁgure (e. given what is known at the time. In effect. A costreimbursable contract is one in which the customer agrees to reimburse the contractor organization for costs actually incurred in performing the project. 10%) across all tasks. 1992). Under a ﬁxedprice contract the customer agrees to pay a speciﬁc amount upon satisfactory completion of the project. There are many types of contractual agreements used on projects. if the two ﬁgures are very different. On the other hand. and to what extent there have been incorrect assumptions made as to the scope and content of work called for. The ﬁxed price contract presents the lowest ﬁnancial risk to the customer because the maximum ﬁnancial liability is speciﬁed. it is likely that a good estimate has been developed. TopDown Estimate — Make an initial estimate at an overview level…an orderofmagnitude estimate using the broad. more analysis is indicated. The key. This form presents the highest risk to the contractor organization. being careful not to build contingency on top of contingency. • • • • • • • • • Interfacing with customers. and thus bears considerable risk. upper management. but rather simply strive to be as accurate as possible.
is a bar chart useful in project management to depict planned and actual progress of project activities on a horizontal time scale (see Figure 17. and resource requirements can be determined. and Controlling. J. © 1999 by CRC Press LLC . Budgeted Cost of Work Performed (BCWP): Earned value of completed work. References Dreger. R. 1995. motivated team. Project managers routinely face formidable performance requirements. J. scheduling. while the connecting lines denote the sequence the activities must follow (see Figure 17. 1985.3). such as in aerospace and R&D applications. PERT is used on projects where times to complete activities are not known with a great deal of certainty.P. these techniques yield estimates of overall project completion times. As a minimum it should contain performance. and Mantel. PERT/CPM: PERT stands for program evaluation and review technique. Budgeted Cost of Work Scheduled (BCWS): Planned earned value. Management. Both are methods for solving a project activity network. Project Management: A Systems Approach to Planning. Gantt. 1992. 6th ed. New York. 1998.R. The discipline of teams. and tight schedules. while CPM stands for critical path method. sound training in the fundamentals is essential.M. Hagen. and resource requirements by time frame. but it will perhaps give the uninitiated a starting point. ﬁrm budget constraints. Deﬁning Terms Activity on Node (AON): A scheduling network in which the circles (or nodes) represent activities. J. The above constitutes but the tip of the iceberg in terms of required knowledge for project managers. Van Nostrand Reinhold. New York: John Wiley & Sons.8.R. critical activities. Meredith. Conversely. It forms the basis for subsequent project budgeting. Actual Cost of Work Performed (ACWP): Actual dollars expended on a given project activity. listings of the most critical activities. To qualify an individual for project management. named after Henry L. 3rd ed.K. A Managerial Approach. along with onthejob experience as a project team member and/or assistant project manager or project engineer. While the most successful technical people are often promoted to project management. Work Breakdown Structure (WBS): A logical division of the work involved in the project into a hierarchy of component parts. 1993.Engineering Economics and Project Management 1761 Market conditions also inﬂuence the type of contract used. Katzenbach. estimates of project completion times. and Smith. S. Almost always used in conjunction with computer software. and more costreimbursable type contracts are used.2). New York: Van Nostrand Reinhold. Team Building. Used in conjunction with a solution technique like CPM or PERT. Kerzner. When work is scarce. and then lead that team as it plans and executes its complex tasks in an everchanging environment. Statement of Work (SOW): Formal statement delineating speciﬁcally what the project will do for the customer. First Quarter. D. Gantt Chart: The Gantt chart. customers are not able to insist upon ﬁxedprice contracts. like on construction jobs. The excellent references listed below will serve to ﬁll in many of the gaps for the interested reader. when business is good. and controlling. Project Management: Effective Scheduling. They must organize people from diverse technical backgrounds into a cohesive. Mar/Apr. Harvard Business Review. H. Jr.8.B. Project Management. CPM is used on projects where activity time estimates are well established. Scheduling. customer organizations often insist upon ﬁxedprice contracts. it takes more than a solid technical background to make an effective project manager. Network: A combination of arcs and nodes linked together to represent project activity durations and precedences. budget and schedule objectives.. Summary Project management is among the most challenging undertakings in the ﬁeld of management today.
D.. 1984. Jr. Implementation. C. PERT. Rosenau. J. E..: PrenticeHall.1762 Section 17 Moder.. 1983.J. Shtub.. 1992. 1994. S. New York: Van Nostrand Reinhold. Successful Project Management. © 1999 by CRC Press LLC . Raudsepp. Effective teamwork. J. Project Management With CPM. 2nd ed. New York: Van Nostrand Reinhold. April.. A. E. and Precedence Diagramming. Technology.R. Project Management: Engineering.J. Bard.. M. N. Englewood Cliffs. 3rd ed. and Globerson. Manage.W. Phillips. and Davis.
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