CONSTRUCTION COST ENGINEERING

Introduction

Construction Cost Engineering is the process of services creating cost data like
reference costs, cost databases and costing algorithms for the purpose of construction, repair,
maintenance, or capital planning purposes. Cost engineering is an area of engineering practice
concerned with the application of scientific principles and techniques for problems with regards
to cost estimating, cost control, business planning and management science, profitability
analysis, project management, and project scheduling. (4acadmin, 2010)
Construction engineering is a professional discipline that deals with design, planning,
construction and management of infrastructures such as roads, tunnels, bridges, airports,
railroads, facilities, buildings, dams, utilities and other projects. Construction is considered to be
any building projects used for residential, commercial or industrial applications. Civil
Engineers that are educated in the field of construction management are classified as
Construction Engineers. They are also required to plan construction activities, supervise the
installation of structural elements and inspect the building upon completion. Construction
Engineers work with architects and Engineering technicians on building design and on-site
problem solving. Construction Engineers also compile reports with detailed cost feasibility and
estimation of the project.
Cost engineering is the practice of managing the cost involved on a construction project.
This includes activities such as cost control, budgeting, forecasting, estimating, investment
appraisal and risk analysis. The primary aim of cost engineering is to achieve the ideal balance
between the price, quality and time obligation of a project, those responsible for cost engineering
are typically concerned with the relationships between the physical and cost components of what
is being designed.
 The Project Management Information System

Construction project management handles the planning, coordination, and execution of a

construction project, whether in the agricultural, residential, commercial, institutional, industrial,
civil, or environmental industries. Construction projects typically include hundreds of tasks and
multiple phases that require a deep knowledge of the building process and ability to solve
problems to keep the project on track. Due to the complex, often shifting nature of construction
projects, the role of a project manager is to keep the project moving according to plan. The goal
is to manage the project so that it finishes on time and on budget, while still delivering a final
product that meets codes, plans, and specifications. Some of the construction project manager’s
responsibilities include project management cost and planning, quality, and safety management.
A project is an endeavor to achieve a desirable goal. The achievement of this goal
requires careful planning and management. To ensure that the project goals met the stipulated
time and cost, effective project planning and management is needed. In order to manage a
construction smoothly, having a proper management system is a big help for better arrangements
of all plans to be made for the project. The project management information system (PMIS) is
the coherent organization of the information required to execute projects successfully. Typically
one or more software applications and a methodical process for collecting and using project
information. This electronic system helps to plan, execute, and close project management goals.
It provides access to tools, such as a scheduling tool, a work authorization system, a
configuration management system, an information collection and distribution system, or
interfaces to other online automated systems. Project management information system (PMIS)
software supports all project management knowledge areas such as integration management,
project scope management, project time management, project cost management, project quality
management, project risk management, project procurement management, and project
stakeholder management. It is used to compare the baseline with the actual accomplishment of
each activity, manage materials, collect financial data, and keep a record for reporting purposes.
During the close of the project, the project management information system is used to review the
goals to check if the task were accomplished. It is also used to create a final report of the close
project.
 Construction Specification Institute (CSI)
MasterFormat
MasterFormat is a coding system for organizing construction documents, contracts,
design specifications, and operational manuals. It uses specific numbers and associated titles that
make up a universal indexing system. MasterFormat is also a publication created and maintained
by the Construction Specification Institute (CSI) and is widely used in the construction and
operation of buildings and systems in a variety of industries and projects, from hospitals and
public infrastructure to schools and residential construction.
One of the most important benefits of MasterFormat is improved communication
between project groups, most notably between the design and construction teams. It allows all
team members to refer to specific sections of any document using the universal coding system.
This facilitates coordination and communication between project owners, architects, contractors,
and suppliers, minimizing the time spent organizing documents.
For industries with complex operations, such as health care, MasterFormat helps
communicate and organize critical operational information among designers, builders, operations
managers, and facility owners. In addition, as these and many other industries are increasingly
using building information modeling, or BIM, MasterFormat can be used by modeling software
to enhance data interoperability and improve BIM adoption.
The MasterFormat system can be used to organize many types of project documents, including:
Design specifications, Project manuals, Drawings (keynotes), Product literature/data filing,
Facility management and maintenance, Project integration and communication, Detailed cost
estimating/project accounting and Building information modeling.
 Work Breakdown Structures (WBS)

A fixture in classic project management methodology and systems engineering, the Work

Breakdown Structure (WBS) is a method that breaks a project down into a hierarchy of
deliverables, tasks, and subtasks. It’s a helpful tool that defines a detailed cost or time estimate
and provides guidance for schedule development and control. Essentially, using a work
breakdown structure enables you to take a top-down look at your project and break it into the
tasks and subtasks that will get you to completion. It’s a simple, yet methodical, way of
organizing and understanding your project scope in smaller, manageable components.
The work breakdown structure has a number of benefits in addition to defining and
organizing the project work. A project budget can be allocated to the top levels of the work
breakdown structure, and department budgets can be quickly calculated based on the each
project's work breakdown structure. By allocating time and cost estimates to specific sections of
the work breakdown structure, a project schedule and budget can be quickly developed. As the
project executes, specific sections of the work breakdown structure can be tracked to identify
project cost performance and identify issues and problem areas in the project organization.
It can also be used to identify potential risks in a given project. If a work breakdown structure
has a branch that is not well defined then it represents a scope definition risk. These risks should
be tracked in a project log and reviewed as the project executes. By integrating the work
breakdown structure with an organizational breakdown structure, the project manager can also
identify communication points and formulate a communication plan across the project
organization.
When a project is falling behind, referring the work breakdown structure will quickly
identify the major deliverables impacted by a failing work package or late sub- deliverable. The
work breakdown structure can also be color coded to represent sub- deliverable status. Assigning
colors of red for late, yellow for at risk, green for on-target, and blue for completed deliverables
is an effective way to produce a heat-map of project progress and draw management's attention
to key areas of the work breakdown structure.
Work Breakdown Structure Guidelines
The following guidelines should be considered when creating a work breakdown
structure:
 The top level represents the final deliverable or project
 Sub-deliverables contain work packages that are assigned to a organization’s department
or unit
 All elements of the work breakdown structure don’t need to be defined to the same level
 The work package defines the work, duration, and costs for the tasks required to produce
the sub-deliverable
 Work packages should not exceed 10 days of duration
 Work packages should be independent of other work packages in the work breakdown
structure
 Work packages are unique and should not be duplicated across the work breakdown
structure
 Construction cost

Construction cost is the budgeted cost, excluding design, engineering and administrative

costs, cost for fees and permits, and indirect costs, such as interest during construction, land
acquisition, relocation, demolition, street and utility, construction appurtenant to the main
project, advertising and legal fees. It is the total cost of the work for all elements of the project
designed or specified by the design professional including the cost at current market rates of
labor and materials furnished by the owner and equipment designed, specified or specifically
provided by the design professional. Construction costs shall include the costs of management or
supervision of construction or installation provided by a separate construction manager or
contractor, plus a reasonable allowance for each construction managers or contractor’s overhead
and profit.

 Classification of Cost
Cost depends on the nature, size, location and management of the construction project.
The client is interested in achieving the lowest possible overall cost along with the maximum
quality. The following are the 6 classification of cost:
 Direct Costs
 Indirect Costs
 Overhead Costs
 Standard Costs, Budgets and variances
 Joint and Transfer Costs and Pricing
 Costing Products and Services

Direct Costs
Direct costs are also called prime costs and are traceable directly to the product being
manufactured or fabricated, such as the fabric in clothing. For an engineering and construction
firm one of the prime costs on a project is the design department work hours or salary.
In a manufacturing operation, costs are accumulated through three separate accounts:
1. Direct material. Cost of materials, assemblies, and parts that are used for the completion of the
project
2. Direct labor. Wages of workers who are participating in the completion of the product
3. Overhead. The costs of all other factors contributing to the completion of the product

Material cost consists of the basic purchase price and all other expenses required
transferring the materials to the purchaser’s premises, such as transportation, insurance, and tariff
duties. Labor cost is made up of many different factors. It includes the basic hourly rate for hours
worked, overtime pay, social security taxes, vacation pay, holidays, sick leave, and so on.

Indirect Costs
Indirect costs are all the costs of manufacturing that cannot be classified as direct costs
because it is either impractical or impossible. Each classification is initially accumulated in a
separate account and at the end of the accounting period allocated to individual benefiting
activities, such as a cost center or project. It is a two-step procedure: accumulation and
allocation. Supervisory services, like units of profit and the cost accumulated in a separate
account. At the end of the accounting period the cost is allocated to individual products as part of
the overhead. Modern technology tends to increase the share of indirect costs while the share of
direct labor cost is declining. This is really the purpose of automation to replace direct labor cost
with the indirect cost of machines.
All businesses are organized by departments or cost centers, but the two are not
necessarily synonymous. Costs are accumulated by cost centers, which may or may not coincide
with operating departments. Cost centers are located where costs can be measured and recorded
as conveniently and accurately as possible. The advantages of having departments and cost
centers are:
1. A more accurate selling price can be gained for a product.
2. Cost can be controlled more easily.
3. Long-range forecasting can be more exact.
Cost engineers should maintain a close liaison with the cost accountants and those who
design and apply the cost accumulation system. Cost engineers need to make the requirements
known so that all work can be accomplished within appropriate cost and practicality limitations.
Overhead Costs
The classification includes all product costs that are not considered prime costs (direct
material and direct labor). There is no limit to the possible number of overhead classifications;
however, principal groups are:

Indirect materials (also known as supplies): materials, such as lubricants, that do not
become a part of the finished product.
Indirect labor: the wages and salaries of employees who are not directly connected with
the manufacture of a product, such as supervisors, maintenance workers, and internal
transportation workers. Frequently the cost of fringe benefits is included in this classification.
Facilities costs: both short-term cost of the current year and the depreciated part of long-
term costs for the current year. The former includes building and equipment maintenance, local
real estate taxes, and other periodic items; the latter includes buildings and equipment.
Service department costs: for facilities that support production—for example, accounting,
laboratories, stores, cafeteria, and first-aid stations.

Overhead is considered one of the most tedious problems of cost accounting.

Accumulated overhead costs are allocated in stages. First the overhead costs are allocated to the
cost centers and in turn are allocated to job order costs and process costs. With a large number of
indirect cost classifications and a large number of cost centers, the computations can be
voluminous.
Cost engineers must recognize that the cost data that emerge from these calculations are
affected significantly by the measures used for allocation, and they should understand fully the
techniques used for the allocation. A basis must be selected to allocate the costs fairly. Consider
building maintenance as an example. Measurement can be made on the basis of square feet and
allocated on the basis of floor space occupied by each cost center. In turn, cost centers must have
a measure to allocate this overhead, which might be labor hours, machine hours, material, and so
on.
Standard Costs
Standard costs and budgets are not identical. Standard costs usually refer to a unit of
production, and budget to a total concept like a department. In a sense the standard is the budget
for 1 unit of production. The purposes of standard costs are:
To build a budget and feedback system
To aid in management predictions
To save in bookkeeping cost
To aid in cash flow forecasting
Standard costs are determined with scientific techniques and objective quantity
measurements. The costs developed do not necessarily represent expected performance but
rather, desired objectives. Standard costs are merely references to which actual costs are
compared. The variances are used in management reports as a valuable tool to highlight areas of
good and poor performance.

Joint Costs
The term joint costs applies to two or more kinds of products that are produced
simultaneously and are not identifiable as individual types of products until a certain stage of
production, the split-off point, is reached. A product for which there is little or no demand is
called a by-product. Joint costs are combined cost up to the point of separation. Since joint costs
cannot be traced directly to units worked, the apportioning of the costs to various units of
production has to be arbitrary. Joint cost distribution is limited to purposes of inventory costing
and income measurement. There are two basic approaches for distributing the cost to various
products:
(1) Physical measures, and
(2) Net realizable value (relative sales value method).

Job Order and Process Costing

The two basic types of accounting techniques for accumulating production costs are (1)
job order costing, and (2) process costing. In job order costing the production cycle and the cost
cycle are of equal length. Job order costing is used for specialized production jobs for which
costs can be recorded accurately, but for which considerable work is involved. Job orders can be
issued for individual customers or for stock items. Process costing is used for continuous process
industries which operate 24 hours per day, such as chemical, steel, and so forth. The production
cycle continues without interruption while the cost cycle is cut off for each accounting period to
determine the result of operations. Process costs use averages and are less accurate than job order
costs, but they are simpler and cheaper to operate. The method is applicable to mass-production
industries as well as to process industries.

 COST ESTIMATING COMPONENTS

The cost of a constructed facility includes both the initial capital cost and the subsequent
operation and maintenance costs. Each of these major cost categories consists of a number of
cost components. The magnitude of each of these cost components depends on the nature, size
and location of the project as well as the management organization, among many considerations.
The owner is interested in achieving the lowest possible overall project cost that is consistent
with its investment objectives. It is important for design professionals and construction managers
to realize that while the construction cost may be the single largest component of the capital cost,
other cost components are not insignificant. It is also equally important to estimate the
corresponding operation and maintenance cost of each alternative for a proposed facility in order
to analyze the life cycle costs. The large expenditures needed for facility maintenance, especially
for publicly owned infrastructure, are reminders of the neglect in the past to consider fully the
implications of operation and maintenance cost in the design stage.
In most construction budgets, there is an allowance for contingencies or unexpected costs
occurring during construction. This contingency amount may be included within each cost item
or be included in a single category of construction contingency. The amount of contingency is
based on historical experience and the expected difficulty of a particular construction project.

Types of Construction Cost Estimates

Construction cost constitutes only a fraction, though a substantial fraction, of the total project
cost. However, it is the part of the cost under the control of the construction project manager.
The required levels of accuracy of construction cost estimates vary at different stages of project
development, ranging from ball park figures in the early stage to fairly reliable figures for budget
control prior to construction. Since design decisions made at the beginning stage of a project life
cycle are more tentative than those made at a later stage, the cost estimates made at the earlier
stage are expected to be less accurate. Generally, the accuracy of a cost estimate will reflect the
information available at the time of estimation.
Construction cost estimates may be viewed from different perspectives because of different
institutional requirements. In spite of the many types of cost estimates used at different stages of
a project, cost estimates can best be classified into three major categories according to their
functions. A construction cost estimate serves one of the three basic functions: design, bid and
control. For establishing the financing of a project, either a design estimate or a bid estimate is
used.
Design Estimates. For the owner or its designated design professionals, the types of cost
estimates encountered run parallel with the planning and design as follows:
Screening estimates (or order of magnitude estimates)
Preliminary estimates (or conceptual estimates)
Detailed estimates (or definitive estimates)
Engineer's estimates based on plans and specifications
For each of these different estimates, the amount of design information available typically
increases.
Bid Estimates. For the contractor, a bid estimate submitted to the owner either for competitive
bidding or negotiation consists of direct construction cost including field supervision, plus a
markup to cover general overhead and profits. The direct cost of construction for bid estimates is
usually derived from a combination of the following approaches.
Subcontractor quotations
Quantity takeoffs
Construction procedures.
3. Control Estimates. For monitoring the project during construction, a control estimate is
derived from available information to establish:
Budget estimate for financing
Budgeted cost after contracting but prior to construction
Estimated cost to completion during the progress of construction.
Design Estimates
In the planning and design stages of a project, various design estimates reflect the progress of the
design. At the very early stage, the screening estimate or order of magnitude estimate is usually
made before the facility is designed, and must therefore rely on the cost data of similar facilities
built in the past. A preliminary estimate or conceptual estimate is based on the conceptual design
of the facility at the state when the basic technologies for the design are known. The detailed
estimate or definitive estimate is made when the scope of work is clearly defined and the detailed
design is in progress so that the essential features of the facility are identifiable. The engineer's
estimate is based on the completed plans and specifications when they are ready for the owner to
solicit bids from construction contractors. In preparing these estimates, the design professional
will include expected amounts for contractors' overhead and profits.
The costs associated with a facility may be decomposed into a hierarchy of levels that are
appropriate for the purpose of cost estimation. The level of detail in decomposing the facility into
tasks depends on the type of cost estimate to be prepared. For conceptual estimates, for example,
the level of detail in defining tasks is quite coarse; for detailed estimates, the level of detail can
be quite fine.
As an example, consider the cost estimates for a proposed bridge across a river. A screening
estimate is made for each of the potential alternatives, such as a tied arch bridge or a cantilever
truss bridge. As the bridge type is selected, e.g. the technology is chosen to be a tied arch bridge
instead of some new bridge form, a preliminary estimate is made on the basis of the layout of the
selected bridge form on the basis of the preliminary or conceptual design. When the detailed
design has progressed to a point when the essential details are known, a detailed estimate is made
on the basis of the well defined scope of the project. When the detailed plans and specifications
are completed, an engineer's estimate can be made on the basis of items and quantities of work.
Bid Estimates
The contractor's bid estimates often reflect the desire of the contractor to secure the job as well as
the estimating tools at its disposal. Some contractors have well established cost estimating
procedures while others do not. Since only the lowest bidder will be the winner of the contract in
most bidding contests, any effort devoted to cost estimating is a loss to the contractor who is not
a successful bidder. Consequently, the contractor may put in the least amount of possible effort
for making a cost estimate if it believes that its chance of success is not high.
If a general contractor intends to use subcontractors in the construction of a facility, it may solicit
price quotations for various tasks to be subcontracted to specialty subcontractors. Thus, the
general subcontractor will shift the burden of cost estimating to subcontractors. If all or part of
the construction is to be undertaken by the general contractor, a bid estimate may be prepared on
the basis of the quantity takeoffs from the plans provided by the owner or on the basis of the
construction procedures devised by the contractor for implementing the project. For example, the
cost of a footing of a certain type and size may be found in commercial publications on cost data
which can be used to facilitate cost estimates from quantity takeoffs. However, the contractor
may want to assess the actual cost of construction by considering the actual construction
procedures to be used and the associated costs if the project is deemed to be different from
typical designs. Hence, items such as labor, material and equipment needed to perform various
tasks may be used as parameters for the cost estimates.
Control Estimates
Both the owner and the contractor must adopt some base line for cost control during the
construction. For the owner, a budget estimate must be adopted early enough for planning long
term financing of the facility. Consequently, the detailed estimate is often used as the budget
estimate since it is sufficient definitive to reflect the project scope and is available long before
the engineer's estimate. As the work progresses, the budgeted cost must be revised periodically to
reflect the estimated cost to completion. A revised estimated cost is necessary either because of
change orders initiated by the owner or due to unexpected cost overruns or savings.
For the contractor, the bid estimate is usually regarded as the budget estimate, which will be used
for control purposes as well as for planning construction financing. The budgeted cost should
also be updated periodically to reflect the estimated cost to completion as well as to insure
adequate cash flows for the completion of the project.
 Unit Cost Method of Estimation
If the design technology for a facility has been specified, the project can be decomposed into
elements at various levels of detail for the purpose of cost estimation. The unit cost for each
element in the bill of quantities must be assessed in order to compute the total construction cost.
This concept is applicable to both design estimates and bid estimates, although different elements
may be selected in the decomposition.
For design estimates, the unit cost method is commonly used when the project is decomposed
into elements at various levels of a hierarchy as follows:
Preliminary Estimates. The project is decomposed into major structural systems or production
equipment items, e.g. the entire floor of a building or a cooling system for a processing plant.
Detailed Estimates. The project is decomposed into components of various major systems, i.e., a
single floor panel for a building or a heat exchanger for a cooling system.
Engineer's Estimates. The project is decomposed into detailed items of various components as
warranted by the available cost data. Examples of detailed items are slabs and beams in a floor
panel, or the piping and connections for a heat exchanger.
Cost Planning