3RP PT 100% National Parks SA&CD v5.0

Hourly Contract
Sell Rate Grade Grade/Category Description

316.38 EXM1 Program Director
298.25 EXM2 Program Manager
270.75 EXP1 Tech Specialists
248.00 EXP2 Discipline Leads
238.00 PP Principal Professionals
209.00 SP1 Snr Professionals - Team Leads
185.00 SP2 Snr Professionals
166.00 EP Experienced Consultant
143.00 P1 Engineer / Consultant
119.00 G Graduate
95.00 S Project HSE Support (S)
143.00 P1 Senior Draftsperson
119.00 G Draftsperson
95.00 S Project Support
Category Description - Contract Extract
Jacobs
GHD Category
Contract Day Rate Category
2531.00 1 A1/A2
2386.00 1 A2/A3
2166.00 5 A4
1984.00 9 A5
1904.00 11 A5
1672.00 13 A6
1480.00 15 A7, BO
1328.00 17 A8, B1/2
1144.00 18 A9, B3
952.00 19 A10, B4
760.00 90 A11, C3/D3
1144.00 18 A9, B3
952.00 19 A10, B4
760.00 90 A11, C3/D3
Category Rates
1. These Category Sell Rate Tables are agreed in advance of the project. They are used with Pricing Methods 8 an
2. If you need to create a new project-specific set of rates just for your project, do not use this page. Instead, use th
3. To use; select a rate set table with the radio button. Ensure that there are no blank rows and that sell rates are p
4. On the Sell Rates Adjustment Table (Staff List tab), you then allocate a grade description against every person. T
5. % Fee is optional. If you enter a % Fee, this will appear separately on the Sign-Off tab and it will appear in the de
Australian/New Zealand Sell Rate Categories (based on

<Description> career levels). Typically, these rates would be scaled
down (discounted) to "meet the market".
Select Name Select
SDLAM Contract Categories

% Fee included in below rates
Hourly Hourly
Sell Rate Grade/Category Description Sell Rate
260 316.375 EXM1 - Program Director
225 298.25 EXM2 - Program Manager
190 270.75 EXP1 - Tech Specialists
150 248 EXP2 - Discipline Leads 199
115 238 PP - Principal Professionals
180 209 SP1 - Snr Professionals - Team Leads
150 185 SP2 - Snr Professionals
90 166 EP - Experienced Consultant
225 143 P1 - Engineer / Consultant
190 119 G - Graduate
190 0
125 95 S - Project HSE Support (S)
115 143 P1 - Senior Draftsperson
90 119 G - Draftsperson
95 S - Project Support
75 GID
Insert additional rows in the table anywhere above this range delimit
ance of the project. They are used with Pricing Methods 8 and 9.
es just for your project, do not use this page. Instead, use the Project-Specific Banding functionality on the Staff List tab (Individual Sel
Ensure that there are no blank rows and that sell rates are populated against every grade description.
you then allocate a grade description against every person. The sell rates are then looked up from this page.
ear separately on the Sign-Off tab and it will appear in the dedicated "Fee/Incentives/Liabilities" control account in the budget.
Australian/New Zealand Sell Rate Categories (based on

career levels). Typically, these rates would be scaled
down (discounted) to "meet the market".
Name Select Name
Career Level Categories

% Fee included in below rates % Fee included in below rates
Hourly
Grade/Category Description Sell Rate Grade/Category Description
*** Professional ***
P8 - Senior Principal
P7 - Principal
P6 - Specialist
P5 - Senior
P4 - Career Level
P3 - Associate
P2 - Intermediate
P1 - Entry Level
*** Technician ***
T5 - Specialist
T4 - Senior
T3 - Career Level
T2 - Intermediate
T1 - Entry Level
*** Support Staff ***
S4 - Senior
S3 - Career Level
S2 - Intermediate
S1 - Entry Level
dditional rows in the table anywhere above this range delimiter
e Staff List tab (Individual Sell Rates Adjustment table).
count in the budget.
<Description> <Description>
Select Name Select Name
UK Framework Rates Consultant Grades

% Fee included in below rates % Fee included in below rates
Hourly Hourly
Sell Rate Grade/Category Description Sell Rate Grade/Category Description
*** Level A *** *** Office Staff ***
Level A - Architecture Recognised Industry Expert
Level A - Building Surveying Director
Level A - Civil Engineering Managing Consultant / Associate
Level A - Structural Engineering Senior Consultant
Level A - Mechanical Engineering Consultant
Level A - Electrical Engineering Junior Consultant / Graduate
*** Level B *** *** Field Staff ***
Level B - Architecture Fieldwork Supervisor
Level B - Building Surveying Fieldwork Staff
Level B - Civil Engineering
Level B - Structural Engineering
Level B - Mechanical Engineering
Level B - Electrical Engineering
*** Level C ***
Level C - Architecture
Level C - Building Surveying
Level C - Civil Engineering
Level C - Structural Engineering
Level C - Mechanical Engineering
Level C - Electrical Engineering
*** Level D ***
Level D - Architecture
Level D - Building Surveying
Level D - Civil Engineering
Level D - Structural Engineering
Level D - Mechanical Engineering
Level D - Electrical Engineering
*** Level E ***
Level E - Architecture
Level E - Building Surveying
Level E - Civil Engineering
Level E - Structural Engineering
Level E - Mechanical Engineering
Level E - Electrical Engineering
<Description>
Select Name
% Fee included in below rates
Hourly
Sell Rate Grade/Category Description
Pricing Tool
Multi-function, planning, pricing and forecasting tool for professional services
1 Pricing Tool Homepage on JacobsConnect

This is the home for all resources for the Pricing Tool (tool itself, tutorials, worked examples, etc)
When using the tool for a new proposal, always ensure you are using the latest version.
2 Self-paced Training Tutorials

Introduction Process Steps (Detailed)
What is the Pricing Tool? Step 1: Tool Setup
Overall End-to-End Process Step 2: Staff List
Glossary of Terms Step 3: Project Plan
Step 4: Proposal Review and Sign-Off
Step 5: WBS Codes and Initial Budget
Step 6: GFS Setup - Project Number and PAP
Step 7: IPCS Setup - Upload Budget
Step 8: Forecasting
Step 9: Changes
3 In-Tool User Guide

Refer to the last tab in this file. This guide is 'printable'.
4 Steps (Workflow)
Modify Plan?
3a
Staffing Plan
4
1 2
Proposal
Setup Staff List OR
Sign-Off
3b
Setup the Tool Nominate Project Team Activity Plan Proposal Sign-off
Mode for the tool Names and Roles Modify the Plan (if required)
Project Details Allocate staff to PUs or other Modify the staff mix (if required)
Host PU Details organisations Apply Contingency / Cost Rsv.
Contract Type Raw Labor Rates Plan the Project Assess the Gross Margin
Pricing Method Burdened Labor Rates - Labor Resources Sign-off the Proposal
Contributing PUs Sell Rates - Expenses and Subcontractors
Escalation (Cost & Revenue) - Scope: Tasks and Activities
Overtime / Allowances - Hours per person per activity
Identify GID resources - Durations & Timephasing
- Final Staffing Levels check
5 Main Features
l Global functionality. Contains all Ops PUs for all Business Units complete with appropriate employment t
l More than a 'pricing form', this tool includes an integrated Project Plan allowing one to build a bottom-up p
and for iterative modifications to then be made to any aspect of the final bid within the single tool.
l Two different Plan templates are included. Both can model scope, resources, cash-flow and resourcing le
Activity Plan template is more suited to Fixed Price work and to larger projects.
l All templates and tables are expandable to accommodate virtually any sized project (eg numbers of resou
l Calculates Gross Margin (GM) and other key project approval metrics
l Multi-Country (burden rates and PC charges are applicable to people's home country)
l Multiple employment types (office staff, field, jobshopper, etc. appropriate to people's home country)
l Choice of 10 different pricing mechanisms (multiplier, cost-plus, category rates, etc)
l Separate raw cost and price escalation (indexation) up to 10 years with independent anniversary dates fo
l Suitable for multi-currency & cross-charging projects
l Multi organisation (non-Jacobs personnel can be priced using an hourly rate alongside Jacobs resources)
l Supports Global Integrated Delivery (India + Others) with built-in internal charge rates for India.
l Allowances
l Overtime, SPOT and PPOT
l Labor Contingency (entered as a %) adds hours, cost and revenue in proportion (to be GM-neutral).
l Non-Labor Contingency
l Cost Reserve
l Change control allows bottom-up pricing of changes and classification into Original, Pending, Pending-wit
l Output tables designed for automated budget upload into IPCS (EcoSys), via a separate API.
l Extensive User Guide - refer final tab in this tool.
6 Version Control Log
Version Control Log

Ver. Date Details
1.00 25-May-2017 Initial Issue.
API test changes implemented. Lead Office dropdown added. GID selection functionality revised
Elements table revised. Incentives/Bonus functionality fixed. Staff Check availability now editab
1.01 09-Jun-2017
Escalation and Management Reserve. Suggested IPCS forecast settings revised. GID Procure
moved to Control Accounts tab. User Guide updated.
1.02 13-Jun-2017 Employment Type dropdown fixed.
1.03 16-Jun-2017 Test for Non-Jacobs resources fixed. 3rd Party L4 dropdown fixed.
Site allowances and overtime section re-designed. PC Charges for foreign resources now appli
zero). Warning for missing sell rates. Sell rate rounding removed. Sign-off Form now shows C
Budget. Changes tab now includes PAP update info and Expected Final Revenue. Plan Analys
Table added to Setup tab. Compass Setup tab added. L3 Path ID definitions updated. Graded
1.04 04-Aug-2017
wet signature boxes on Sign-Off tab. PC Alloc included in individual GM/Hr calc on the Staff Lis
added as an amount (not a %). Contingency Path IDs revised. Internal GID rates updated for F
added. Calendar start date validation fixed. Complete set of Lx Reference data for Levels 2-4 n
for cashflow calcs fixed. User Guide updated.
This revision mainly relates to the IPCS setup functionality and increased error trapping: Genera
IPCS Setup Error table added to Control Accounts tab. Control Account names still default to lo
1.05 09-Nov-2017 List updated for FY18. Fringe/Burden Rates updated for FY18. GID rates updated for FY18. Pr
tab. Missing L4 Ref data (TE, VD) added to the API upload tab. Picklist tables for 'intermediate'
Contingency can now be added to Changes. User Guide section 5 revised.
1.06 21-Nov-2017 3rd Party calc fixed on Sign-Off tab
Major upgrade and reconfiguration: PT can now be used during the execution phase (3 mode
Adding/Approving Changes) - selected mode influences all tables and outputs throughout the too
specified directly on the Plan tabs (and removed from the Staff List tab) | In ETC mode, RO (Re
bonuses, etc. | Cost and revenue escalation now fully independent with separate anniversary d
added. | Multiple suffix functionality extended with up to 12 L1 suffixes now possible (Refer Use
2.00 18-Apr-2018
from end of week to start of week. | Contingency, Mgt Rsv and Fee (if applicable) can be foreca
on the plan tabs. | Contingency can now be added to Changes. | Overtime calculations simplif
| NOM (net operating margin) estimate removed from Sign-off tab. | Compass tab revised. | IP
trapping added. | Hours quantity multiplier added to Staff Plan | Pending-with-Forecast change
table added | User Guide extensively revised.
Changes: Employee Number field added to Staff List

Fixes: PC Charges not always going into IPCS budget now fixed | Rev escalation clashing with
2.01 18-May-2018 upload in multi-suffix mode fixed | Other Rev Gains/Losses error flag fixed | Timephasing of C
NonBill items in Change Log fixed | Orig Contingency in Forecast Final Contract Value fixed |
Accounts row 30 | Fee only on Billable labor revenue |
Changes: ETC Forecast IPCS Import table now sorted alphabetically (to match IPCS import sc
2.02 13-Jun-2018 Fixes: Raw Cost adjustment factor calculation improved | PC Costs on Compass tab fixed | A
Names updated | ANZ burden rates reverted to FY17 rates
2.03 18-Jun-2018 Fixes: B&I BU Names reverted to previous
Changes: New BU structure implemented | Inbuilt PU List updated | Now able to manually en
IPCS IDs adopted | Weekly calendar changed back to Friday week ending | 'Revenue Only' d
WBS codes 'V' and 'W' on the plan tabs | If non-Jacobs are priced by the hour, they will be conv
2.04 14-Sep-2018
"C" is selected | GID hours no longer excluded from the sign-off metric | ANZ burden rates rev
form revised (Staff List tab) | Breakdown by PU Table revised | User Guide updated
Fixes: PC currency conversion fixed when pricing a job in a currency other than the host PU na
Changes: PU List updated | IPCS data updated | Staff Plan and Activity Plan now show Hrs,
and for time-phasing | Management Reserve removed | Cost Reserve added | Contingency r
Revenue-Only tag reinstated | More flexibility for adding individual S,R,U,V,W and Z line items
Histogram added to Sign-Off tab | Manual de-select rows from IPCS Forecast upload table | A
2.05 25-Nov-2019
GM/Hr per person per year | Additional auto error checking for IPCS uploads | Option to roll fe
keep separate | Compass upload tab removed
Fixes: Cost curve tables (certain scenarios) | Staff Margin Report in Change Mode | Allowan
Rate Table" now default for all projects
Changes: Level 2 code 'D' added to Code of Accounts for GID/GDC | Pricing method 2 now in
Type allocated to non D WBS code (and vice-versa) shows yellow warning and Error Log | Sign
from GM/BH sign-off metric (can be over-rided with dropdown) | Sign-Off tab: Basis of Potenti
2.06 19-Feb-2020
with drop-down | User Guide updated for GID | PU List updated for APAC org changes
Fixes: Pricing Method 4, automatic fee in Change Mode now fixed (option for rolling into standa
Subs 'by the hour' now working properly.
Changes: Additional GID metrics added to Sign-Off | GID hours % for each WBS code now pa
Forecasts via the hidden IPCS upload tabs | GID hours % added to the ETC Forecast IPCS Tra
2.07 29-Jul-2020
yellow warning removed for GID Staff Type allocated to non D WBS code (and vice-versa) | Na
P&PS EMEA BU Code updated
Tool Downloads
Version: 2.07 Pricing Tool Homepage
Issued: 29-Jul-2020 Latest Version
Self-paced Training Tutorials
Worked Example Files
d examples, etc) Note: in JacobsConnect, set filter to "Sort by Title"
Other Worked Example Files

Copying Data between PT Files WX1 Proposal modelled with the Staff Plan
WX2 Proposal modelled with the Activity Plan
WX3 ETC Forecast using the Staff Plan
WX4 ETC Forecast using the Activity Plan in mode 1
WX5 ETC Forecast using the Activity Plan in mode 2
WX6 Change mode example
Bid & 6 8
Negotiate GFS Setup Manual ETC
4 5 (PAP data) Calculations
Proposal Establish Control AND AND
Sign-Off Accounts 9
7
IPCS Setup Price Changes
sal Sign-off Configure for Delivery (Upload Budget) & Update
he Plan (if required) Setup WBS Codes (IPCS Path Budgets
he staff mix (if required) IDs) and map these to the
ontingency / Cost Rsv. Project Plan.
the Gross Margin Review Forecast Settings Setup Delivery Systems Activities during Execution
the Proposal Financial data for PAP / AutoPAP ETC Mode:
completion Manual ETC calcs (reusing the Plan
template)
Automated IPCS setup (EcoSys) via
flat file exports Change Mode:
Detailed Pricing of Changes
Update Budget in IPCS
Update Budget in GFS (PAP)
te with appropriate employment types, fringe/burdening rates, computer charges, internal Integrated Delivery rates, etc.
llowing one to build a bottom-up project plan in the tool itself (without needing additional feed-in spreadsheets)
bid within the single tool.
urces, cash-flow and resourcing levels. However, the Staff Plan is more suited to reimbursible work, whilst the
ojects.
ized project (eg numbers of resources, calendar intervals, etc). Calendar can be set to weekly or monthly.
home country)
e to people's home country)
ndependent anniversary dates for cost and revenue
rate alongside Jacobs resources)

charge rates for India.
oportion (to be GM-neutral).
to Original, Pending, Pending-with-forecast and Client Approved status with integrated Change Log.
), via a separate API.
Issued By:
Nick Matthews
added. GID selection functionality revised. Pricing Method definitions revised. PU/Org
fixed. Staff Check availability now editable. Multiplier on Sign-off tab now includes
Nick Matthews
CS forecast settings revised. GID Procurement type added. IPCS Path ID picklists
Nick Matthews
pdown fixed. Nick Matthews
C Charges for foreign resources now applied at their native rates (except India which is
ng removed. Sign-off Form now shows Current Budget plus Original Budget plus Target
nd Expected Final Revenue. Plan Analysis tab now fully working. Revenue Distribution
. L3 Path ID definitions updated. Graded Rates tab renamed and reformatted. Three
Nick Matthews
ed in individual GM/Hr calc on the Staff List Margin Profile. Non-Labor Contingency now
revised. Internal GID rates updated for FY17/18. Correction factor for approx raw rates
e set of Lx Reference data for Levels 2-4 now pass to the API. Double- escalation issue
ality and increased error trapping: General Setup Error table added to the Sign-off tab.
. Control Account names still default to lowest level ID Name, but now editable. BIA PU
or FY18. GID rates updated for FY18. Program/series/framework name added to setup Nick Matthews
pload tab. Picklist tables for 'intermediate' PathID codes extended to 40 fields.
ide section 5 revised.
Nick Matthews
e used during the execution phase (3 modes: Original estimate, Manual ETC and
es all tables and outputs throughout the tool - refer User Guide for details | Non-Bill now
the Staff List tab) | In ETC mode, RO (Revenue Only) status added for forecasting
y independent with separate anniversary dates. | Nominated Margin sell rate method
to 12 L1 suffixes now possible (Refer User Guide 5.3.12). | Weekly calendar changed
Nick Matthews
t Rsv and Fee (if applicable) can be forecast as percentages or as fixed amounts directly
Changes. | Overtime calculations simplified and integrated with employment type field.
Sign-off tab. | Compass tab revised. | IPCS Lead office list updated. | Additional error
Staff Plan | Pending-with-Forecast change status added | IPCS ETC Lite Bulk Upload
et now fixed | Rev escalation clashing with manual over-ride fixed | PathIDs for API
osses error flag fixed | Timephasing of Changes using existing WBS codes fixed | Nick Matthews
y in Forecast Final Contract Value fixed | #REF! error fixed when deleting Control
|
d alphabetically (to match IPCS import screen)

ed | PC Costs on Compass tab fixed | Allowances functionality improved | B&I BU Nick Matthews
rates
Nick Matthews
U List updated | Now able to manually enter PUs that aren't on the PU List | New
o Friday week ending | 'Revenue Only' designation removed and replaced by allocating
s are priced by the hour, they will be converted to non-labor in the budget if Level 2 code
Nick Matthews
he sign-off metric | ANZ burden rates reverted to FY18 rates | GFS Rates Setup Data
e revised | User Guide updated
ob in a currency other than the host PU native currency
taff Plan and Activity Plan now show Hrs, Cost, Revenue and Margin for all line items
d | Cost Reserve added | Contingency redesigned and made more flexible |
ng individual S,R,U,V,W and Z line items | GM/LR% metric added | Resource
ows from IPCS Forecast upload table | Additional escalated rates tables for GM and
Nick Matthews
ecking for IPCS uploads | Option to roll fee from changes into general WBS code or
Margin Report in Change Mode | Allowances feature fixed | "Monthly Global Exchange
s for GID/GDC | Pricing method 2 now includes multiplier pricing for GID | GID Staff
hows yellow warning and Error Log | Sign-Off tab: By default, GID Hours now excluded
opdown) | Sign-Off tab: Basis of Potential GM calculation can be manually over-rided
Nick Matthews
List updated for APAC org changes
de now fixed (option for rolling into standard WBS or creating a new WBS) | Pricing
GID hours % for each WBS code now pass through to IPCS for both Budget and
rs % added to the ETC Forecast IPCS Transfer Table | Level 2 'D' code retained, but
Nick Matthews
o non D WBS code (and vice-versa) | Named ranges added for Client Version tool |
`
Pricing Tool Setup
1Pricing Tool Configuration
Mode Pricing Mode � Plan Template 3b: Activity Plan
The blank Pricing Tool is initially populated in this mode, which

The contents of the Activit
continues through bid approval and includes transfer of budget data
Accounts tab and the hidd
to IPCS (EcoSys).
In changes mode, you must also unhide the tab "Change Log"
2Project Details One-line description (p

Project Name SDLAM - 19-823 DE RfS_xxxx
Client DPIE
Detailed description (o
Bid Manager
Proposed PM
Bid Submission Date 17-Jun-2020 (Day/Month/Year)
B&P Number BPO00EUO (Leave blank if funded by Ops)
Project Number IW2384XX ç (8 digit number - when setup in GFS)
3Host PU
Business Unit Region / Sub-region / Market
Start here > PPS - APAC � > Deliv & Soln - C West & Northern � >
Country/Entity Project Currency
Australia � > AUD �
1. The PU list is a hidden lookup tab in this tool. It can be manually modified if required.
2. If you can't find a particular PU, it isn't critical. Enter the approximate name in the gray box (IPCS imports the exact name
3. Any boxes that don't auto-populate must be completed manually. All green boxes can be modified if required.
4. Note that the the Country/Entity determines the default Burden/Fringe rates that are applied in section 4 below.
4Default Cost Settings

Burden Rates for selected Host Country/LOB Other Hourly Costs for H
Staff 40.41% Over-type if this value is incorrect PC Charges / H
Rate / Hour
JobShopper 1.85% Over-type if this value is incorrect GID Standard Charges / H
Field 40.41% Over-type if this value is missing or incorrect
Note: This data is drawn from the "Frin

LBO 8.30% Over-type if this value is missing or incorrect
and adjusted if necessary). The cost fa
automatically looked up from this tab, b
Overtime 8.30% Burden applied to overtime portion individual level using the appropriate gr
Allowances 8.30% Burden applied to uplift portion
5Client Contract
Contract Type NX Not To Exceed Price �
Client Contract type describ

Cost Reimbursable contract where we are paid up to a pre-agreed ceiling (Upper Limit,
Description or Cap).
There is often a link betwee
method (ie the Pricing Meth
6Pricing Method KEY SETTING: The Pricing

calculating sell rates. This k
Rates Calculation 10. Category Rates with Scaling Factor � SDLAM Contract Ca
This method is very similar to Method 9, except that the Category rates tend to be
generic (not client-specific) and are typically based on salary bands.
A percentage Scaling Factor is then used to adjust these standard rates to meet market
Description conditions (and can be found above the Individual Settings Table on the Staff List tab).
This method is only relevant to parts of Jacobs that have pre-assigned their staff to
salary-banded categories and also publish an annual reference sell rates table based on
categories.
7Contributing PUs
1. If you don't need to break down the total price/margin by contributing PU, then you can leave this whole section blank.
2. Use the top section for selecting contributing non-host PUs that are on the inbuilt PU List.
3. Use the lower section for PUs or other Orgs that are not on the in-built list. (Do not add GID PUs, they are nominated usin
4. You will then need to allocate the PUs in this section against staff using the Non-Host PU column on the Staff List tab
1st: Business Unit 2nd: Region/ Sub-region / Market

PPS - APAC � > Deliv & Soln - C West & Northern � >
PPS - APAC � > Deliv & Soln - East, South & NZ � >
PPS - APAC � > Solutions & Advisory - ANZ � >
PPS - APAC � > � >
� > � >
� > � >
� > � >
If required insert additional rows above this Range De-limiter. Refer User Guide section 0.4
Non listed P
Version: 2.07
User input field Issued: 29-Jul-2020
Lookup data (may be over-typed if incorrect)
3b: Activity Plan �
The contents of the Activity Plan will carry through to the Sign-Off tab, Control
Accounts tab and the hidden IPCS upload tabs.
One-line description (passes into IPCS)
Detailed description (optional)
Performance Unit
027124 - Central West & Northern Integrated Project Deliver �
Manually enter PU below if not included in the above drop-down
(IPCS imports the exact name from GFS).

modified if required.
d in section 4 below.
her Hourly Costs for Host Country/LOB

PC Charges / Hr 7.16 AUD
Rate / Hour
ID Standard Charges / Hr 38.00 AUD
his data is drawn from the "Fringe Data" tab (which can be unhidden
sted if necessary). The cost factors for foreign staff will be
cally looked up from this tab, but can also be directly over-rided at an
al level using the appropriate green cells on the Staff List tab.
Client Contract type describes how we get paid and the risk transfer to Jacobs.
There is often a link between the Contract Type and the sell rate calculation
method (ie the Pricing Method).
KEY SETTING: The Pricing Method is the mathematical mechanism for

calculating sell rates. This key setting flows throughout the tool.
SDLAM Contract Categories
Breakdown b
Assign Groups
GP1 GP2 GP3
ve this whole section blank.
D PUs, they are nominated using the Staff Type tag).

olumn on the Staff List tab
3rd: Performance Unit (Do not repeat the Host PU) GP1 GP2 GP3
027130 - Central West Transport �
027102 - Eastern, Southern & NZ - Water �
027112 - Environmental Solutions ANZ �
027122 - Central West & Northern Water �
027103 - Digital Solutions ANZ �
027112 - Environmental Solutions ANZ �
027124 - Central West & Northern Integrated Project Deliver �
027113 - Strategic Advisory and City/Place Solutions ANZ �
�
�
�
�
Non listed PUs and Other Orgs (Manually entered) GP1 GP2 GP3
Insert additional rows above
Group 1 Name
Group 2 Name
Group 3 Name
Breakdown by PU (AUD)
Gross
Revenue Cost Margin
Total Project 14,294,249 8,181,293 6,112,956
Host PU 8,692,852 5,398,244 3,294,608
Host PU
027124 - Central West & Northern Integrated Project Delivery 5,601,397 2,783,049 2,818,348
Subconsultants (priced by the hour and/or as an expense) 1,976,971 1,894,443 82,528
GID 126,488 38,912 87,576
Expenses 278,485 265,700 12,785
General Contingency & Cost Reserve - (S & R) 709,511 416,140 293,370
Fee, Incentives & Other (V,W,U & Z) (assigned to Host PU) 0 0 0
Other PUs (listed)

027130 - Central West Transport
027102 - Eastern, Southern & NZ - Water
027112 - Environmental Solutions ANZ
027122 - Central West & Northern Water
027103 - Digital Solutions ANZ
027112 - Environmental Solutions ANZ
027124 - Central West & Northern Integrated Project Delivery Svc 5,601,397 2,783,049 2,818,348
027113 - Strategic Advisory and City/Place Solutions ANZ
Other PUs (manual entry)
Combine any of above into Groups (Check boxes on left)

Labor
Bill Non-Bill Labor Labor Labor Average

GM % GM/Hr Hours Hours Raw Cost Revenue Raw Rate
46% 111.47 54,841 0 5,407,878 6,998,609 13,406,014 98.61
42% 111.45 29,563 0 3,554,693 4,396,552 7,804,617 120.24
50% 111.49 25,278 0 1,853,185 2,602,057 5,601,397 73.31
1% 4.66 5,966 0 1,339,443 1,339,443 1,367,221 224.51
69% 85.52 1,024 0 38,912 38,912 126,488 38.00
3,260 323,154 416,140 709,511

50% 111.49 25,278 1,853,185 2,602,057 5,601,397 73.31
Non-Labor
Average Average Effective Non-Labor Non-Labor Non-Labor

Cost Rate Sell Rate Multiplier DLY Revenue Cost PC Charges
127.62 244.45 2.48 1.92 888,235 820,700 361,984
148.72 264.00 2.20 1.78 888,235 820,700 180,992
102.94 221.59 3.02 2.15 180,992

224.51 229.17 1.02 1.02 609,750 555,000
38.00 123.52 3.25 3.25
278,485 265,700
0 0
0 0
0
0
0
0
0
0
102.94 221.59 3.02 2.15 180,992
0
0
0
0
0
0
0
0
0
0
Activate this Plan on the Setup tab 0.00 0.00% 0.00%
Price: AUD 0
Total: 0 0 0 0
Bill Hours Cost Revenue Margin
Labor Contingency as a % (S): 0 0 0 0

Non-Labor Contingency (S): ---- 0
Cost Reserve (R): ---- ---- 0
Fee (V): ---- ---- ---- ----
Planned Line Items (S,R,U,V,W,Z): 0 0 0 0
3rd Party Services (C): ---- 0 0 0
Status Expenses (B): ---- 0 0 0 Non-Labor
Major Heading IDs (Blue)
Line Item Nos. (Optional)
Markup % on Non-Labor
Sub-heading IDs (Gray)
Labor (A,G): 0 0 0 0
Quantity (Blank=1)
Heading Titles
Non
Bill or
Exclude Rev (Charge Codes)
Item Only Assumptions and Remarks WBS Codes Line Item Descriptions Bill Hours Cost Revenue Margin Expense Type Cost
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onal rows anywhere in the table above this Range De-limiter. Backfill empty formulae by copying an entire existing empty row and pasting onto the new row. Refer User Guide section 0.4
Staff Margin R
Project: SDLAM - 19-823 DE RfS_xxxx Bid Date:
Client: DPIE Project No.:
Hours Price Cost

Total Hrs AUD AUD
Proposal Estimate: 29,563 8,692,852 5,398,244
Other Hours Price Cost

Cost Reserve (R) 0
Contingency (S) 3,260 709,511 416,140
Other (U, W, Z) 0 0
Non-Labor Price Cost

L4 Code Description 888,235 820,700
GEN GENERAL EXPENSE (Includes blanks) 222,205 212,100

TPE 3rd PARTY SERVICES 609,750 555,000
TRV TRAVEL 3,780 3,600
ASG ASSIGNMENT & PER DIEM 0 0
REP REPRODUCTION 0 0
SCS SPECIAL COMPUTER SYS 0 0
INS INSURANCE 0 0
ODC OTHER DIRECT COST 52,500 50,000
This table excludes S,R,U,V,W & Z coded items, which appear elsewhere.
(Includes PC Alloc)
Bill
Labor Hours Price Cost
Total Labor 26,302 7,095,106 4,161,403
Name & Role
Hours Price Cost

David Chubb Program Director NJ 528 173,408 167,046
Tony Paull Approvals Manager NJ 0 0 0

Nathan Szymanski Menindee SPM NJ 0 0 0
NJ 0 0 0
NJ 0 0 0
NJ 0 0 0
Rowan Russell HSE NJ 264 67,965 65,472
NJ 0 0 0
John Wall Options development NJ 120 37,174 35,790
NJ 0 0 0
NJ 0 0 0
NJ 0 0 0
NJ 0 0 0
Mark Locke Large regulators NJ 72 20,227 19,494
NJ 0 0 0
NJ 0 0 0
Frank Nitzsche Mechanical NJ 0 0 0
NJ 0 0 0
John Ware Hydraulic design NJ 154 43,250 41,696
NJ 0 0 0
Thomas Ewing Hydraulic modelling (CFD) NJ 0 0 0
NJ 0 0 0
Evan Smith AQ & GHG NJ 0 0 0
Dr Richard Retallick Ecology - birds NJ 0 0 0
Peter Carson Regulatory approvals NJ 60 16,873 16,245
Sean Clarke Traffic / transport NJ 0 0 0
Lauren Harding Social impact NJ 16 3,444 3,344
Rod Towner Water Quality NJ 0 0 0
Paul Dellow Land use NJ 0 0 0
Jayne Tipping Ecology - terrestrial flowa/faun NJ 72 20,227 19,494
Michala Lander Comms - constraints NJ 0 0 0
David Chappelle Easements and land negotiatio NJ 0 0 0
Mel Dunn Comms - Murrumbidgee NJ 0 0 0
Joe Lane Comms - landholder NJ 0 0 0
Eli Zakhari Project Controls NJ 288 55,283 53,280
Carla Pignatelli Senior Stakeholder EngagementNJ 0 0 0
Sarah Mitchell Planner NJ 0 0 0
Nicola Bailey PM Pool NJ 144 31,227 30,096
Tom Darley Engineer NJ 0 0 0
David Lloyd Engineer NJ 0 0 0
Liberty Nicholls Stakeholder Engagement Offic NJ 0 0 0
Luke Houghton Program Lead Support GHD NJ 1,096 237,720 229,064
Rima Exikanis Enviro Planner SP2 NJ 620 133,467 129,580
Seamus Hoban Principal Economist NJ 0 0 0
Madelaine Hooper Environmental Natural ResourceNJ 0 0 0
Simon Harrow Senior Aquatic Ecologist NJ 40 8,611 8,360
Aryel Pyliotis Approvals Lead NJ 848 218,188 210,304
Amanda Raleigh Approvals lead NJ 152 42,891 41,154
Ola Rachid NJ 0 0 0
Andrew Foddy NJ 0 0 0
Alex Holmes NJ 0 0 0
Louise Cunningham NJ 0 0 0
NJ 0 0 0
0 0 0
Document Control NJ 876 86,342 104,244
Krishan Maharaj NJ 0 0 0
Fiona Li NJ 0 0 0
Fiona Yu NJ 0 0 0
Evie Packett Enviro Planner EP NJ 0 0 0
Leigh Maloney Ecologist SP2 NJ 0 0 0
Melissa Cotterill Ecologist EP NJ 0 0 0
Kirsten Crosby Ecologist SP2 NJ 0 0 0
Structural Lead 1 NJ 0 0 0
Senior Water Resource NJ 0 0 0
Water Resources Engin NJ 0 0 0
Civil Designer 1 NJ 0 0 0
Civil Designer 2 NJ 0 0 0
Drafter 1 NJ 0 0 0
Drafter 2 NJ 0 0 0
Hydrological Modeller NJ 0 0 0
Hydraulic Modeller NJ 0 0 0
Brianna Turner NJ 0 0 0
Mal Weerakon Ecologist EP NJ 0 0 0
Alex Yates Ecologist EP NJ 0 0 0
Zoe Lagorroth Aquatic ecologist EP NJ 0 0 0
Steven Roach 68 19,298 487
ff Margin Report
17-Jun-2020
IW2384XX
Gross Margin
AUD % AUD/BH
3,294,608 38% 115.4 Home Staff Hours only
Margin
+0
+293,370
+0
GM (AUD)
67,535
Markup
10,105 5%
54,750 10%
180 5%
0 0%
Master Staff List
0 0%
0 0% Input Cells
0 0% Calculation Cell (not editable)
2,500 5% User Input cell
1.23 Lookup Value (may be overtyped)
4.56 Lookup Value (has been overtyped)
R
a
t
If the X-rate is shaded yellow, this means that it
is a default approx rate only. It shouldebe over-
typed with an accurate up to date exchange rate
if possible. i
GM (AUD) % AUD/BH n
U
2,933,703 41% 111.5 Foreign Country Settings S
D
Home Raw X-rate PC Alloc

Country/LOB Curr to AUD AUD /Hr
GM (AUD) % AUD/BH
6,362 4% 12 Australia AUD 1.00 0.00 G
0 0% 0 Australia AUD 1.00 0.00 G

2,493 4% 9 Australia AUD 1.00 0.00 G
1,384 4% 12 Australia AUD 1.00 0.00 G
733 4% 10 Australia AUD 1.00 0.00 G
1,554 4% 10 Australia AUD 1.00 0.00 G
628 4% 10 Australia AUD 1.00 0.00 G
100 3% 6 Australia AUD 1.00 0.00 G
733 4% 10 Australia AUD 1.00 0.00 G
2,003 4% 7 Australia AUD 1.00 0.00 G
1,131 4% 8 Australia AUD 1.00 0.00 G
8,656 4% 8 Australia AUD 1.00 0.00 G
3,887 3% 6 Australia AUD 1.00 0.00 J
251 3% 6 Australia AUD 1.00 0.00 G
7,884 4% 9 Australia AUD 1.00 0.00 G
1,737 4% 11 Australia AUD 1.00 0.00 G
-17,902 -21% -20 Australia AUD 1.00 0.00 G
0 0% 0 Australia AUD 1.00 0.00
18,811 97% 277 Australia AUD 1.00 7.16

t
1 Name is a required field (If the exact person is not yet known, enter a placeholder description instead).
2 PU/Org is used to identify anyone who is NOT from the host PU. This is particularly important for foreign resources (who will attract a
different burdened rate) or if you need to analyse the bid by PU split. If left blank, the Host PU is assumed.
3 Tagging people into a Color Band just makes it easier to set up the Project Plan template(s). It has no mathematical function.
4 The Resource Number is used for specifying resources on the Activity Plan template (3b)
5 Refer to the User Guide, Section 0.4 for the general procedure on inserting additional rows into this tool.
Staff List
Picklist comes from section 7 on the Setup tab.
(Optional) (Optional) (Optional)

Project Team Non-Host PU (Assumes Host if left blank) Employee No.
GHD
APPROVALS TEAM GHD

DESIGN TEAM GHD
COMMUNICATIONS TEAM GHD
PROGRAM DELIVERY SERVICES TEAM GHD
STRATEGIC ADVISORY & BUSINESS CASE TEAM GHD
STRATEGIC ADVISORY & BUSINESS CASE TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
DESIGN TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
DESIGN TEAM GHD
APPROVALS TEAM GHD
APPROVALS TEAM GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
GHD
Cell Color Coding
Input Cells
Calculation Cell (not editable)
User Input cell
1.23 Lookup Value (may be overtyped)
4.56 Lookup Value (has been overtyped)
r description instead). 1
arly important for foreign resources (who will attract a 2
the Host PU is assumed. 3
template(s). It has no mathematical function. 3
4
onal rows into this tool. 5
Hours
Excl. contingency
32,268 0
(No exact duplicates)
Resource Number
Billable Non-Bill
Color Band
(Optional)
Role Name
Program Director David Chubb 1 528 0
Approvals Manager Tony Paull 6 0 0
Menindee SPM Nathan Szymanski 7 0 0

11 0 0
14 0 0
15 0 0
HSE Rowan Russell 16 264 0

17 0 0
Options development John Wall 20 120 0

23 0 0
24 0 0
25 0 0
29 0 0
Large regulators Mark Locke 30 72 0
31 0 0
34 0 0
Mechanical Frank Nitzsche 35 0 0

36 0 0
Hydraulic design John Ware 37 154 0

38 0 0
Hydraulic modelling (CFD) Thomas Ewing 44 0 0

49 0 0
AQ & GHG Evan Smith 52 0 0
Ecology - birds Dr Richard Retallick 53 0 0
Regulatory approvals Peter Carson 55 60 0
Traffic / transport Sean Clarke O 56 0 0
Social impact Lauren Harding O 57 16 0
Water Quality Rod Towner O 59 0 0
Land use Paul Dellow 60 0 0
Ecology - terrestrial flowa/fauna Jayne Tipping O 61 72 0
Comms - constraints Michala Lander 65 0 0
Easements and land negotiation David Chappelle 66 0 0
Comms - Murrumbidgee Mel Dunn 68 0 0
Comms - landholder Joe Lane 71 0 0
Project Controls Eli Zakhari 73 288 0
Senior Stakeholder Engagement Carla

O Pignatelli 78 0 0
Planner Sarah Mitchell 80 0 0
PM Pool Nicola Bailey 82 144 0
Engineer Tom Darley 83 0 0
Engineer David Lloyd 84 0 0
Stakeholder Engagement OfficerLiberty Nicholls 85 0 0
Program Lead Support GHD Luke Houghton 89 1,096 0
Enviro Planner SP2 Rima Exikanis O 95 620 0
Principal Economist Seamus Hoban 96 0 0
Environmental Natural ResourcesMadelaine Hooper 98 0 0
Senior Aquatic Ecologist Simon Harrow O 101 40 0
Approvals Lead Aryel Pyliotis O 105 848 0
Approvals lead Amanda Raleigh O 112 152 0
Ola Rachid 114 0 0

Andrew Foddy 115 0 0
Alex Holmes 117 0 0
Louise Cunningham 118 0 0

119 0 0
126 0 0
Document Control 144 876 0
Krishan Maharaj 145 0 0
Fiona Li 146 0 0
Fiona Yu 147 0 0
Enviro Planner EP Evie Packett O 148 0 0
Ecologist SP2 Leigh Maloney O 149 0 0
Ecologist EP Melissa Cotterill O 150 0 0
Ecologist SP2 Kirsten Crosby O 151 0 0
Structural Lead 1 152 0 0
Senior Water Resources Eng 153 0 0
Water Resources Engineer 154 0 0
Civil Designer 1 155 0 0
Civil Designer 2 156 0 0
Drafter 1 157 0 0
Drafter 2 158 0 0
Hydrological Modeller 159 0 0
Hydraulic Modeller 160 0 0
Brianna Turner 161 0 0
Ecologist EP Mal Weerakon O 165 0 0
Ecologist EP Alex Yates O 166 0 0
Aquatic ecologist EP Zoe Lagorroth O 167 0 0
Steven Roach 174 68 0

Warning Cells
Soft Warning (Data suspect or approximate)
Strong Warning (Data missing)
be overtyped) Cell formula is missing
been overtyped)
Enter either an Approx, or an Accurate Raw Cost Rate against every person. 1 Sell Rates are calculated, based
For the final bid, try to use Accurate Rates wherever possible. 2 If manually over-riding everyone
For Foreign Resources, the raw rate currency can be adjusted if necessary 3 You must specify a sell rate ove
If non-regular staff, then enter the Staff Type to change the burden factor (fringe) 4 This table is for Year 1 Sell Rate
In all cases, lookup Burden Factors (green boxes) can be over-typed if required
Burden Factors are looked up from the (hidden) "Fringe Data" tab
For GID
Cost Rates (AUD/Hr) staff,
consider a
Correction price over-
Factor ride
in Use Raw Rate (AUD/Hr) Burdened Rate (AUD/Hr)
Manual
Approx. Accurate Burden Year 1 Over-Ride
Staff Type
Rate Rate %'age Burd Rate
Year 1
Curr Raw Rate
316.38 AUD 316.38 Non-Jacobs

Staff Straight OT 0.00% 316.38

0.00 AUD Non-Jacobs 0.00%
61 209.00 AUD 209.00 Non-Jacobs
34 AUD 34.00 40.41% 47.74
AUD Staff (Normal) 40.41%
Individual Set
1 Sell Rates are calculated, based on the selected Pricing Method.
2 If manually over-riding everyone, use Pricing Method 7 instead 1 Used for adjusting/over-riding the s
3 You must specify a sell rate over-ride for GID India (to include the desired margin) 2 Used for Pricing Methods 7-10 (wh
4 This table is for Year 1 Sell Rates only. There is a separate table for future rates. 3 Used when specifying Allowances o
Sell Rates (AUD/Hr)

Method: 10. Category Rates with Scaling Factor
Year 1
Sell Rate Name Role
316.38 David Chubb Program Director David Chubb
270.75 Tony Paull Approvals Manager Tony Paull
248.00 Nathan Szymanski Menindee SPM Nathan Szymanski

248.00 Rowan Russell HSE Rowan Russell
298.25 John Wall Options development John Wall
270.75 Mark Locke Large regulators Mark Locke
270.75 Frank Nitzsche Mechanical Frank Nitzsche
270.75 John Ware Hydraulic design John Ware
209.00 Thomas Ewing Hydraulic modelling (CFD) Thomas Ewing
248.00 Evan Smith AQ & GHG Evan Smith
209.00 Dr Richard Retallick Ecology - birds Dr Richard Retallick
270.75 Peter Carson Regulatory approvals Peter Carson
248.00 Sean Clarke Traffic / transport Sean Clarke
209.00 Lauren Harding Social impact Lauren Harding
209.00 Rod Towner Water Quality Rod Towner
209.00 Paul Dellow Land use Paul Dellow
270.75 Jayne Tipping Ecology - terrestrial flowa/fauna Jayne Tipping
270.75 Michala Lander Comms - constraints Michala Lander
248.00 David Chappelle Easements and land negotiation David Chappelle
248.00 Mel Dunn Comms - Murrumbidgee Mel Dunn
270.75 Joe Lane Comms - landholder Joe Lane
185.00 Eli Zakhari Project Controls Eli Zakhari
166.00 Carla Pignatelli Senior Stakeholder Engagement Officer Carla Pignatelli
119.00 Sarah Mitchell Planner Sarah Mitchell
209.00 Nicola Bailey PM Pool Nicola Bailey
166.00 Tom Darley Engineer Tom Darley
166.00 David Lloyd Engineer David Lloyd
119.00 Liberty Nicholls Stakeholder Engagement Officer Liberty Nicholls
209.00 Luke Houghton Program Lead Support GHD Luke Houghton
209.00 Rima Exikanis Enviro Planner SP2 Rima Exikanis
238.00 Seamus Hoban Principal Economist Seamus Hoban
166.00 Madelaine Hooper Environmental Natural Resources & Agriculture Scientist Madelaine Hooper
209.00 Simon Harrow Senior Aquatic Ecologist Simon Harrow
248.00 Aryel Pyliotis Approvals Lead Aryel Pyliotis
270.75 Amanda Raleigh Approvals lead Amanda Raleigh
119.00 Ola Rachid Ola Rachid

209.00 Andrew Foddy Andrew Foddy
238.00 Alex Holmes Alex Holmes
95.00 Louise Cunningham Louise Cunningham
95.00 Document Control Document Control
119.00 Krishan Maharaj Krishan Maharaj
119.00 Fiona Li Fiona Li
119.00 Fiona Yu Fiona Yu
119.00 Evie Packett Enviro Planner EP Evie Packett
209.00 Leigh Maloney Ecologist SP2 Leigh Maloney
166.00 Melissa Cotterill Ecologist EP Melissa Cotterill
209.00 Kirsten Crosby Ecologist SP2 Kirsten Crosby
209.00 Structural Lead 1 Structural Lead 1
209.00 Senior Water Resource Senior Water Resources E
166.00 Water Resources Engin Water Resources Engineer
143.00 Civil Designer 1 Civil Designer 1
143.00 Civil Designer 2 Civil Designer 2
119.00 Drafter 1 Drafter 1
119.00 Drafter 2 Drafter 2
185.00 Hydrological Modeller Hydrological Modeller
185.00 Hydraulic Modeller Hydraulic Modeller
185.00 Brianna Turner Brianna Turner
166.00 Mal Weerakon Ecologist EP Mal Weerakon
166.00 Alex Yates Ecologist EP Alex Yates
166.00 Zoe Lagorroth Aquatic ecologist EP Zoe Lagorroth
270.75 Steven Roach Steven Roach

ividual Settings
r adjusting/over-riding the sell rate settings for particular individuals that don't fit the general settings.
r Pricing Methods 7-10 (which are specified by individual) and for creating project-specific categories/bands.
hen specifying Allowances or PPOT overtime.
Pricing Method: 10. Category Rates with Scaling Factor
100%
Sell Rate Settings Project-Specific Banding (Optional) Direct Category Rates

(Methods 1-6) (Methods 7,8) (Methods 9 & 10)
(Methods 1-6)
Sell
Rate
0.00 0.00 0.0% 316.38 316.38 316.38
0.00 0.00 0.0% 270.75 270.75 270.75

0.00 0.00 0.0% 248.00 248.00 248.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 248.00 248.00 248.00

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 298.25 298.25 298.25

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 270.75 270.75 270.75

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 270.75 270.75 270.75

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 270.75 270.75 270.75

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 209.00 209.00 209.00

0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 248.00 248.00 248.00

0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 270.75 270.75 270.75
0.00 0.00 0.0% 248.00 248.00 248.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 270.75 270.75 270.75
0.00 0.00 0.0% 270.75 270.75 270.75
0.00 0.00 0.0% 248.00 248.00 248.00
0.00 0.00 0.0% 248.00 248.00 248.00
0.00 0.00 0.0% 270.75 270.75 270.75
0.00 0.00 0.0% 185.00 185.00 185.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 238.00 238.00 238.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 248.00 248.00 248.00
0.00 0.00 0.0% 270.75 270.75 270.75
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 238.00 238.00 238.00
0.00 0.00 0.0% 95.00 95.00 95.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 0.00 0.00
0.00 0.00 0.0% 95.00 95.00 95.00

0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 209.00 209.00 209.00
0.00 0.00 0.0% 209.00 209.00 209.00
ater Resources E 0.00 0.00 0.0% 209.00 209.00 209.00
esources Engineer 0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 143.00 143.00 143.00
0.00 0.00 0.0% 143.00 143.00 143.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 119.00 119.00 119.00
0.00 0.00 0.0% 185.00 185.00 185.00
0.00 0.00 0.0% 185.00 185.00 185.00
0.00 0.00 0.0% 185.00 185.00 185.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 166.00 166.00 166.00
0.00 0.00 0.0% 270.75 270.75 270.75
Scaling Factor
Category Rates Allowances Overtime Resultant

(Methods 9 & 10) 1.50
Extra Cost is Billable?
or
Fixed %'age Burden on PPOT Burden on Extra per Hour

Uplift / Hr Uplift Uplift part Multiplier PPOT part Cost Price
Select Category
EXM1 - Program Director 8.30% 1.50 8.30% 0.00 0.00 N
EXP1 - Tech Specialists 8.30% 1.50 8.30% 0.00 0.00 N

EXP2 - Discipline Leads 8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N

8.30% 1.50 8.30% 0.00 0.00 N
EXM2 - Program Manager 8.30% 1.50 8.30% 0.00 0.00 N

8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N

8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N

8.30% 1.50 8.30% 0.00 0.00 N
SP1 - Snr Professionals - Team Leads 8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N

SP2 - Snr Professionals 8.30% 1.50 8.30% 0.00 0.00 N
EP - Experienced Consultant 8.30% 1.50 8.30% 0.00 0.00 N
G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N
G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N

PP - Principal Professionals 8.30% 1.50 8.30% 0.00 0.00 N

G - Draftsperson 8.30% 1.50 8.30% 0.00 0.00 N
PP - Principal Professionals 8.30% 1.50 8.30% 0.00 0.00 N
S - Project Support 8.30% 1.50 8.30% 0.00 0.00 N

8.30% 1.50 8.30% 0.00 0.00 N
8.30% 1.50 8.30% 0.00 0.00 N
S - Project Support 8.30% 1.50 8.30% 0.00 0.00 N

G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N
G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N
G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N
G - Graduate 8.30% 1.50 8.30% 0.00 0.00 N


P1 - Senior Draftsperson 8.30% 1.50 8.30% 0.00 0.00 N
P1 - Senior Draftsperson 8.30% 1.50 8.30% 0.00 0.00 N
G - Draftsperson 8.30% 1.50 8.30% 0.00 0.00 N
G - Draftsperson 8.30% 1.50 8.30% 0.00 0.00 N

Escalation Periods/Years
1 Used for forecasting and then updating all rates for Year 2 onwards. (Year 1 rates are specified in the Master Staff
2 Proposal Phase: Use this table to set the initial forecast indexation percentages. (Note that separate indexation a
3 Delivery Phase: Progressively update both raw cost and sell rates (year 2 onwards) by overtyping the forecast rat
Cost Hours (for each escalation period/year)

1-Jan Cost Indexation Date
Current Current Current Current Current Current Current Current Current
Year Year Year Year Year Year Year Year Year
ê ê ê ê ê ê ê ê ê
Total hours per Escalation Period/Year
8,797 23,471
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th
Year Year Year Year Year Year Year Year Year Plus
David Chubb 128 400
Tony Paull
Nathan Szymanski
Rowan Russell 64 200
John Wall 23 97
Mark Locke 20 52
Frank Nitzsche
John Ware 45 109
Thomas Ewing
Evan Smith
Dr Richard Retallick
Peter Carson 12 48
Sean Clarke
Lauren Harding 16
Rod Towner
Paul Dellow
Jayne Tipping 20 52
Michala Lander
David Chappelle
Mel Dunn
Joe Lane
Eli Zakhari 81 207
Carla Pignatelli
Sarah Mitchell
Nicola Bailey 41 103
Tom Darley
David Lloyd
Liberty Nicholls
Luke Houghton 256 840
Rima Exikanis 620
Seamus Hoban
Madelaine Hooper
Simon Harrow 40
Aryel Pyliotis 175 673
Amanda Raleigh 152
Ola Rachid
Andrew Foddy
Alex Holmes
Louise Cunningham
Document Control 253 623

Krishan Maharaj
Fiona Li
Fiona Yu
Evie Packett
Leigh Maloney
Melissa Cotterill
Kirsten Crosby
Structural Lead 1
Senior Water Resources Eng
Water Resources Engineer

Civil Designer 1
Civil Designer 2
Drafter 1
Drafter 2
Hydrological Modeller
Hydraulic Modeller
Brianna Turner
Mal Weerakon
Alex Yates
Zoe Lagorroth
Steven Roach 5 63
specified in the Master Staff List table on the left of this sheet).
e that separate indexation anniversary dates can be specified for cost and revenue.)
y overtyping the forecast rates with the actual rates when they become known.
Raw Rates (for each escalation period/year) Bill Hours (for each escalation
Key: 126.52 = Forecast (Formula) 126.52 = Actual (Hard Coded) 1-Jul Revenue Indexation Date (ove
Note: If you can't get the escalation year/period

You can manually over-type any individual rate in this table.
they can be directly edited on the Plan tabs them
Enter forecast cost index % rate Total hours per Escalation Period/Year
0.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 26,835 5,433
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 1st 2nd 3rd 4th
Year Year Year Year Year Year Year Year Year Plus Year Year Year Year
316.38 316.38 325.87 335.64 345.71 356.08 366.77 377.77 389.10 400.77 390 138
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16 195 69
298.25 298.25 307.20 316.41 325.91 335.68 345.75 356.13 366.81 377.81 86 34
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98 54 18
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98 118 36
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98 43 17
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75 16
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98 54 18
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98
185.00 185.00 190.55 196.27 202.15 208.22 214.47 220.90 227.53 234.35 217 71
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75 109 35
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75 820 276
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75 620
238.00 238.00 245.14 252.49 260.07 267.87 275.91 284.18 292.71 301.49
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75 40
248.00 248.00 255.44 263.10 271.00 279.13 287.50 296.12 305.01 314.16 643 206
270.75 270.75 278.87 287.24 295.86 304.73 313.87 323.29 332.99 342.98 92 60
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
238.00 238.00 245.14 252.49 260.07 267.87 275.91 284.18 292.71 301.49
95.00 95.00 97.85 100.79 103.81 106.92 110.13 113.43 116.84 120.34
34.00 34.00 35.02 36.07 37.15 38.27 39.42 40.60 41.82 43.07
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75 663 213
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
119.00 119.00 122.57 126.25 130.03 133.94 137.95 142.09 146.35 150.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
209.00 209.00 215.27 221.73 228.38 235.23 242.29 249.56 257.04 264.75
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
166.00 166.00 170.98 176.11 181.39 186.83 192.44 198.21 204.16 210.28
28 40
Pricing Tool Mode: Pricing Mode
Sell Rate Method: 10. Category Rates with Scaling Factor
rs (for each escalation period/year) Sell Rates (for each escalation period/year)
Revenue Indexation Date (overtype to change) Revenue Rates: Escalated independently from cost (see below)
get the escalation year/period numbers to calculate correctly,

You can manually over-type any individual rate in this table.
y edited on the Plan tabs themselves.
calation Period/Year Enter forecast revenue index % rate

3.0% 3.0% 3.0%
5th 6th 7th 8th 9th 10th 1st 2nd 3rd 4th 5th 6th 7th 8th
Year Year Year Year Year Plus Year Year Year Year Year Year Year Year
316.38 325.87 335.64 345.71 345.71 345.71 345.71 345.71
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86

248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00
248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00
298.25 307.20 316.41 325.91 325.91 325.91 325.91 325.91
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00

209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38

209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00

248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
185.00 190.55 196.27 202.15 202.15 202.15 202.15 202.15
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03

209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
238.00 245.14 252.49 260.07 260.07 260.07 260.07 260.07
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39

209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
248.00 255.44 263.10 271.00 271.00 271.00 271.00 271.00
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
238.00 245.14 252.49 260.07 260.07 260.07 260.07 260.07
95.00 97.85 100.79 103.81 103.81 103.81 103.81 103.81
95.00 97.85 100.79 103.81 103.81 103.81 103.81 103.81

119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39

209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
209.00 215.27 221.73 228.38 228.38 228.38 228.38 228.38
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39

143.00 147.29 151.71 156.26 156.26 156.26 156.26 156.26
143.00 147.29 151.71 156.26 156.26 156.26 156.26 156.26
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
119.00 122.57 126.25 130.03 130.03 130.03 130.03 130.03
185.00 190.55 196.27 202.15 202.15 202.15 202.15 202.15
185.00 190.55 196.27 202.15 202.15 202.15 202.15 202.15
185.00 190.55 196.27 202.15 202.15 202.15 202.15 202.15
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39
166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39

166.00 170.98 176.11 181.39 181.39 181.39 181.39 181.39
270.75 278.87 287.24 295.86 295.86 295.86 295.86 295.86
st (see below) �
GM/Hr (potential GM/Hr for each escalation period/year)
9th 10th 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th
Year Plus Year Year Year Year Year Year Year Year Year Plus
345.71 345.71 9.49 9.78 10.07
295.86 295.86 8.12 8.37 8.62

271.00 271.00 7.44 7.66 7.89
271.00 271.00 7.44 7.66 7.89
325.91 325.91 8.95 9.22 9.49
295.86 295.86 8.12 8.37 8.62
295.86 295.86 8.12 8.37 8.62
295.86 295.86 8.12 8.37 8.62
228.38 228.38 6.27 6.46 6.65
271.00 271.00 7.44 7.66 7.89

228.38 228.38 6.27 6.46 6.65
295.86 295.86 8.12 8.37 8.62
271.00 271.00 7.44 7.66 7.89
228.38 228.38 6.27 6.46 6.65
228.38 228.38 6.27 6.46 6.65

228.38 228.38 6.27 6.46 6.65
295.86 295.86 8.12 8.37 8.62
295.86 295.86 8.12 8.37 8.62
271.00 271.00 7.44 7.66 7.89

271.00 271.00 7.44 7.66 7.89
295.86 295.86 8.12 8.37 8.62
202.15 202.15 5.55 5.72 5.89
181.39 181.39 4.98 5.13 5.28
130.03 130.03 3.57 3.68 3.79
228.38 228.38 6.27 6.46 6.65
181.39 181.39 4.98 5.13 5.28
181.39 181.39 4.98 5.13 5.28
130.03 130.03 3.57 3.68 3.79

228.38 228.38 6.27 6.46 6.65
228.38 228.38 6.27 6.46 6.65
260.07 260.07 7.14 7.35 7.57
181.39 181.39 4.98 5.13 5.28

228.38 228.38 6.27 6.46 6.65
271.00 271.00 7.44 7.66 7.89
295.86 295.86 8.12 8.37 8.62
130.03 130.03 3.57 3.68 3.79
228.38 228.38 6.27 6.46 6.65
260.07 260.07 7.14 7.35 7.57
103.81 103.81 2.85 2.94 3.02
103.81 103.81
130.03 130.03 3.57 3.68 3.79
130.03 130.03 3.57 3.68 3.79
130.03 130.03 3.57 3.68 3.79
130.03 130.03 3.57 3.68 3.79
228.38 228.38 6.27 6.46 6.65
181.39 181.39 4.98 5.13 5.28

228.38 228.38 6.27 6.46 6.65
228.38 228.38 6.27 6.46 6.65
228.38 228.38 6.27 6.46 6.65
181.39 181.39
156.26 156.26
156.26 156.26
130.03 130.03
130.03 130.03
202.15 202.15
202.15 202.15
202.15 202.15
181.39 181.39 4.98 5.13 5.28
181.39 181.39 4.98 5.13 5.28

181.39 181.39 4.98 5.13 5.28
295.86 295.86 263.59 271.71 280.08 288.70 288.70 288.70 288.70 288.70 288.70 288.70
Gross Margin (forecast per person per year)
1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th
Year Year Year Year Year Year Year Year Year Plus
3,700 1,350
1,450 529
772 310
441 148
956 304
351 141
100
441 148
1,206 404
681 228
5,140 1,784
3,887
251
4,780 1,575
747 502
-14,020 -4,642
7,608 11,203
AutoPAP Setup Data
Scaling Factor 100%
Contract Type
Taximeters Reimbursable
Billing
Employment Type Multipliers Pricing Method Note:
Field Non-Linear pricing method
LBO Non-Linear Pricing Methods
How to set up GFS The sell rate is not a constant multiplier on
Jobshopper Use Special Billing Rates the raw rate. Special Billing Rates are
(For Lump Sum, consider a 'safety preferred because taximeter based revenue
Pro-Services (Staff) 3.0226 net' average taximeter in addition) accrual will create a mis-match between the
sell rate and the accrual rate.
Special Billing Rates (Needed for 148 people as shown below)
Billing Effective
Rate Multiplier Staff Type
David Chubb 316.38 1.00 Non-Jacobs
Tony Paull 270.75 1.00 Non-Jacobs

Nathan Szymanski 248.00 1.00 Non-Jacobs
Non-Jacobs
Non-Jacobs
Non-Jacobs
Rowan Russell 248.00 1.00 Non-Jacobs
Non-Jacobs
John Wall 298.25 1.00 Non-Jacobs

Non-Jacobs
Non-Jacobs
Non-Jacobs
Non-Jacobs
Mark Locke 270.75 1.00 Non-Jacobs
Non-Jacobs
Non-Jacobs
Frank Nitzsche 270.75 1.00 Non-Jacobs
Non-Jacobs
John Ware 270.75 1.00 Non-Jacobs

Non-Jacobs
Thomas Ewing 209.00 1.00 Non-Jacobs
Non-Jacobs
Evan Smith 248.00 1.00 Non-Jacobs
Dr Richard Retallick 209.00 1.00 Non-Jacobs
Peter Carson 270.75 1.00 Non-Jacobs
Sean Clarke 248.00 1.00 Non-Jacobs
Lauren Harding 209.00 1.00 Non-Jacobs
Rod Towner 209.00 1.00 Non-Jacobs

Paul Dellow 209.00 1.00 Non-Jacobs
Jayne Tipping 270.75 1.00 Non-Jacobs
Michala Lander 270.75 1.00 Non-Jacobs
David Chappelle 248.00 1.00 Non-Jacobs

Mel Dunn 248.00 1.00 Non-Jacobs
Joe Lane 270.75 1.00 Non-Jacobs
Eli Zakhari 185.00 1.00 Non-Jacobs
Carla Pignatelli 166.00 1.00 Non-Jacobs
Sarah Mitchell 119.00 1.00 Non-Jacobs
Nicola Bailey 209.00 1.00 Non-Jacobs
Tom Darley 166.00 1.00 Non-Jacobs
David Lloyd 166.00 1.00 Non-Jacobs
Liberty Nicholls 119.00 1.00 Non-Jacobs

Luke Houghton 209.00 1.00 Non-Jacobs
Rima Exikanis 209.00 1.00 Non-Jacobs
Seamus Hoban 238.00 1.00 Non-Jacobs
Madelaine Hooper 166.00 1.00 Non-Jacobs

Simon Harrow 209.00 1.00 Non-Jacobs
Aryel Pyliotis 248.00 1.00 Non-Jacobs
Amanda Raleigh 270.75 1.00 Non-Jacobs
Ola Rachid 119.00 1.00 Non-Jacobs
Andrew Foddy 209.00 1.00 Non-Jacobs
Alex Holmes 238.00 1.00 Non-Jacobs
Louise Cunningham 95.00 1.00 Non-Jacobs

Non-Jacobs
Document Control 95.00 0.80 Non-Jacobs

Krishan Maharaj 119.00 1.00 Non-Jacobs
Fiona Li 119.00 1.00 Non-Jacobs
Fiona Yu 119.00 1.00 Non-Jacobs
Evie Packett 119.00 1.00 Non-Jacobs
Leigh Maloney 209.00 1.00 Non-Jacobs
Melissa Cotterill 166.00 1.00 Non-Jacobs

Kirsten Crosby 209.00 1.00 Non-Jacobs
Structural Lead 1 209.00 1.00 Non-Jacobs
Senior Water Resources Eng 209.00 1.00 Non-Jacobs
Water Resources Engineer 166.00 0.79 Non-Jacobs

Civil Designer 1 143.00 0.68 Non-Jacobs
Civil Designer 2 143.00 0.68 Non-Jacobs
Drafter 1 119.00 0.57 Non-Jacobs
Drafter 2 119.00 0.57 Non-Jacobs
Hydrological Modeller 185.00 0.89 Non-Jacobs
Hydraulic Modeller 185.00 0.89 Non-Jacobs
Brianna Turner 185.00 0.89 Non-Jacobs
Mal Weerakon 166.00 1.00 Non-Jacobs
Alex Yates 166.00 1.00 Non-Jacobs

Zoe Lagorroth 166.00 1.00 Non-Jacobs
Steven Roach 270.75 Staff (Normal)
inear Pricing Methods
ell rate is not a constant multiplier on
w rate. Special Billing Rates are
red because taximeter based revenue
al will create a mis-match between the
te and the accrual rate.
GM% GM/LR%
37.90% 42.21%
Price: AUD 8,692,852

Total: 35,865 8,692,852 3,294,608
Bill Hours Revenue Margin
Labor Contingency as a % (S): 10.0% 3,260 709,511 293,370

Non-Labor Contingency (S): ---- 0
Cost Reserve (R): ---- ---- 0
Fee (V): ---- ---- ----
Planned Line Items (S,R,U,V,W,Z): 0 0 0
3rd Party Services (C): ---- 609,750 54,750
Status Expenses (B): ---- 278,485 -168,207
Major Heading IDs (Blue)
Line Item Nos. (Optional)

Sub-heading IDs (Gray)
Labor (A,G): 32,604 7,095,106 3,114,695
Heading Titles
Non
Bill or
Exclude Rev (Charge Codes) Line Item
Item Only Assumptions and Remarks WBS Codes Descriptio Bill Hours Revenue Margin
1
ns
STATEGIC ASSESSMENT - WP1 : Planning, Establishment & Mobilation 11735 Hrs 2,778,448 806,471
1 1.1 Delivery and Design Development 11335 Hrs 2,678,417 754,241
A.CS.PA.RFS 046 1 1.1 1.1.1 Delivery and Design Development for Strategic Assessment 3276 Hrs 752,661 212,876
A.CS.PA.RFS 046 1 1.1 1.1.2 Delivery and Design Development Concept Design 8059 Hrs 1,915,756 541,364
B.CS.GEN.RFS 046 1 1.1 1.1.3 Workshop - 1& 2 10,000
1 1.1
1 1.1 1.1.3 Quantative Risk Assessment (Quarterly)
1
1 1.1-A Program Management Plan development and activation
1 1.1-A 1.1A.1 Program Management Plan Development & Activation - shift to 1.7
1 1.1-A 1.1A.2 Cross-coordination across disciplinary teams
1 1.1-A 1.1A.3 Project coordination and support to WINSW
1 1.1-A 1.1A.4 HSE and safety planning - check for double counting in 1.1
1 1.1-A 1.1A.5 Expense
1 1.1-B Program Business Case Strategy

1 1.1-B 1.1B.1 Draft Program BC discussion with NSW Treasury
1 1.1-B 1.1B.2 Final Program BC to NSW Treasury
1 1.1-C Program Approvals Pathway Strategy
1 1.1-C 1.1C.1 Program Approvals Pathway Strategy (PLT TO MANAGE)
1 1.1-C 1.1C.2 Program Cwlth Approvals (funding of projects to June 2024) (WINSW GR TO MANAGE)
1 1.1-C 1.1C.3 Develop program approval strategy
1 1.1-C 1.1C.4 Consult with state regulatory agencies on approval strategy - check for double counting in 1.1
1 1.1-C 1.1C.5 Consult with Cwlth regulatory agencies on approval strategy
1 1.2 PMP schedule, budget and resourcing strategy

1 1.2 1.2.1 Establish PMP Schedule, budget and Resourcing Strategy (PLT TO MANAGE)
1 1.2 1.2.2 Schedule revisions and reporting - shift to 1.7
1 1.2 1.2.3
1 1.3 Project Execution Planning
1 1.3 1.3.1 Project managemnt and administration - shift to 1.7
1 1.3 1.3.2 Early Works PEP
1 1.3 1.3.3 Long Term PEP
1 1.3 1.3.4 PEP Revision
1
1 1.4 Mobilise resources
1 1.4 1.4.1 Mobilise Resources (PLT TO MANAGE)
1 1.4
1 1..5 Team Alignment
1 1.5 1.5.1 Establish Team Alignment (PLT TO MANAGE)
1 1.5 1.5.2
1 1.6 Establish systems and program controls
1 1.6 1.6.1 Establish Team Alignment (PLT TO MANAGE)
1 1.6 1.6.2
1 1.7 Project Delivery Coordination and Management 400 Hrs 100,031 52,230
A.CS.PM.RFS046 1 1.7 1.7.1 Project coordination and support to WINSW 32 Hrs 7,903 4,394
A.CS.PM.RFS046 1 1.7 1.7.2 Project management and administration 144 Hrs 33,025 17,705
A.CS.PM.RFS046 1 1.7 1.7.3 Project technical / interdisciplinary coordination 224 Hrs 55,323 29,951
B.CS.GEN.EXP 1 1.7 1.7.4 Expenses - travel for team meetings 3,780 180
2 STATEGIC ASSESSMENT- WP2 : Problem definition, service need & opportunity assessment
2 2.1 Data review and gap analysis
2 2.1 2.1.1 Not costed - part of early works program
2 2.2 Service level assessment

2 2.2 2.2.1 Not costed - early works program
2 2.3 Needs assessment

2 2.3 2.3.1 Not costed - early works program
2 2.4 Risk and opportunity assessment

2 2.4 2.4.1 Not used - assumed covered in costs below
2 2.5 Strategy and policy alignment

2 2.5 2.5.1 Not costed - project specific issues are costed below.
2 2.6 Activity scoping

2 2.6 2.6.4 Not costed - covered in project schedule review task above, otherwise costs are part of IW238420
2 2.7 Investment logic mapping of options

2 2.8-A Stakeholder engagement (strategic assessment) -Site Visit

2 2.8-A 2.8A.1 Not used - assumed covered in costs below
2
2 2.8-B Stakeholder engagement (strategic assessment) -Millewa
2 2.8-B 2.8B.1 Not used - assumed covered in costs below
2
2 2.8-C Stakeholder engagement (strategic assessment) -Yanga
2 2.8-C 2.8C.1 Not used - assumed covered in costs below
2
2 2.9 Gate 0 documentation
2 2.9 2.9.1 Not used - cleared INSW Gate 0
3 STRATEGIC ASSESSMENT - WP3 : Options assessment & development 3270 Hrs 906,252 362,322
3 3.1 Options definition and assessment
3 3.2 Operational planning

3 3.3 Modelling plan

3 3.4 Options risk & benefit investigations

3 3.5 Options technical-engineering assessment geotechnical 554 Hrs 201,081 74,902

3 3.5 3.5.1 Geotech to inform detailed design scope definition 80 Hrs 20,767 12,556
3 3.5 3.5.2 Management of contractors and site supervision 168 Hrs 29,320 17,558
3 3.5 3.5.3 Geotech approvals - ecology and cultural heritage 200 Hrs 39,357 22,149
3 3.5 3.5.4 Geotech sub-contracting (provisional) - commencement only 88,000 8,000
3 3.5 3.5.5 Review and analysis of results 106 Hrs 23,637 14,639
3 3.6 Options technical-engineering assessment topographical survey 128 Hrs 146,112 21,492
3 3.6 3.6.1 Survey early works scope definition 52 Hrs 10,647 4,715
3 3.6 3.6.2 Management of contractors and site supervision 28 Hrs 5,298 2,436
3 3.6 3.6.3 Survey sub-contracting (provisional) - commencement only 110,000 10,000
3 3.6 3.6.4 Review and analysis of results 48 Hrs 11,767 3,942
B.CS.GEN.RFS 046 3 3.6 3.6.5 Expenses 8,400 400
3 3.7 Functional requirements definition

3.7 Not costed - part of early works program
3 3.8 Preliminary Environment and Cultural Heritage Planning

3 3.8 Not costed - part of early works program
3 3.9 Options technical-engineering assessment: Hydrological Modelling 146 Hrs 35,930 20,897
3 3.9 3.9.1 Liaison with DPIE modellers - check for double counting in 1.1 90 Hrs 23,710 14,144
3 3.9 3.9.2 Scenario development and analysis 56 Hrs 12,220 6,753
3 3.10 Approvals action plan and coordination of implementation 512 Hrs 107,520 58,461
3 3.10 3.10.1 Coordination of approvals strategy works 160 Hrs 33,530 18,680
3 3.10 3.10.2 Literature review 8 Hrs 1,743 955
3 3.10 3.10.3 Develop roadmap 76 Hrs 14,768 8,523
3 3.10 3.10.4 Liaise with stakeholders 96 Hrs 19,413 10,863
3 3.10 3.10.5 Prepare draft plan 112 Hrs 21,119 12,387
3 3.10 3.10.6 Consultation on draft plan 20 Hrs 3,873 2,241
3 3.10 3.10.7 Final approvals action plan 40 Hrs 7,824 4,561
3 3.10 3.10.8 Expenses 5,250 250
3 3.11 Preliminary Environmental Approvals - biodiversity 1312 Hrs 264,304 127,864

3 3.11 3.11.1 Priority field surveys identification and scoping 112 Hrs 20,831 12,548
3 3.11 3.11.2 Site walkovers - not costed, part of winter surveys
3 3.11 3.11.3 Revised construction footprint 176 Hrs 33,669 16,958
3 3.11 3.11.4 Mobilise - winter 2021 field surveys 580 Hrs 111,930 48,693
3 3.11 3.11.5 Draft survey reports 284 Hrs 56,440 31,036
3 3.11 3.11.6 Present draft reports - TAG, SAG and design team liason 88 Hrs 17,131 9,638
3 3.11 3.11.7 Final survey reports 72 Hrs 15,903 8,592
3 3.11 3.11.8 Expenses 8,400 400
3 3.12 Environmental Management Planning 337 Hrs 79,407 37,891

3 3.12 3.10.2 Draft operational risk management plan 209 Hrs 48,253 21,796
3 3.12 3.10.3 Liason with TAG and NPWS 24 Hrs 5,134 2,990
3 3.12 3.10.5 Working draft operational risk management plan 104 Hrs 26,020 13,104
3 3.13 Consultation and engagement 281 Hrs 71,898 20,816

3 3.13 3.13.1 Consultation - Bullatale Ck and Moira District irrigators, incl prep and follow up 56 Hrs 13,938 7,000
3 3.13 3.13.2 Cultural Walkovers 192 Hrs 40,409 9,559
3 3.13 3.13.3 Operational Advisory Groups, including prep 33 Hrs 7,052 3,757
3 3.13 3.13.4 Expenses 10,500 500
4 CONCEPT DESIGN - WP4 : Economic, Financial, & Commercial analysis 386 Hrs 90,785 29,448
4 4.1 Preferred option cost and time assessments 18 Hrs 4,298 2,366
4 4.1 4.1.1 Finalise risk assessment for cost estimate 18 Hrs 4,298 2,366
4
4 4.2 Risk adjusted cost estimates
4 4.2 4.2.1 Not cost - assumed covered by task 1.1
4
4 4.3 Value and willingness to pay assessments
4 4.3 4.3.1 Assume undertaken at a program level if required
4
4 4.4 Cost benefit analysis
4 4.4 4.4.1 Evaluation Framework - check with Sunita - is this now covered in task 1.1?
4 4.4 4.4.2 Benefits Workshop
4 4.4 4.4.3 Benefits check-in, draft CBA circulated
4 4.4 4.4.4 Draft CBA based off concept concept design
4 4.4 4.4.5 assume covered in OEF criteria costed above
4
4 4.5 Economic impact analysis 192 Hrs 45,963 15,562
4 4.5 4.5.1 Identification of local economic impacts for input to model 192 Hrs 45,963 15,562
4
4 4.6 Financial Modelling
4 4.6 4.6.1 Assume undertaken at a program level if required
4
4 4.7 Cash flow assessment and documentation
4 4.7 4.7.1 Assume undertaken by WINSW personnel
4
4 4.8 Final Business Case 176 Hrs 40,524 11,519
4 4.8 4.8.1 Synthesis of reports from technical investigations and other activities 112 Hrs 24,835 3,927
4 4.8 4.8.2 Review draft final business case as required 64 Hrs 15,689 7,592
5 CONCEPT DESIGN - WP5 : Investigations, concept design & approvals 17213 Hrs 4,207,856 1,802,997
5 5.1 Environmental risk and benefit assessment 528 Hrs 117,729 60,582
5 5.1 5.1.1 EIA: visual - receptor identification, options appraisal 72 Hrs 15,873 8,344
5 5.1 5.1.2 EIA: noise (construction) - receptor identification, options appraisal 72 Hrs 15,873 8,344
5 5.1 5.1.3 EIA: land use planning and other - options appraisal 152 Hrs 31,117 19,309
5 5.1 5.1.4 EIA: groundwater options appraisal 56 Hrs 15,482 4,922
5 5.1 5.1.5 EIA: options appraisal coordination and collation 8 Hrs 2,096 507
5 5.1 5.1.6 Reporting: draft technical memo and internal review 72 Hrs 15,873 8,344
5 5.1 5.1.7 Reporting: final technical memo 56 Hrs 12,429 6,385
5 5.1 5.1.8 Ingration REF. EIS 40 Hrs 8,985 4,426
5 5.2 Basis of Design 279 Hrs 56,841 30,113

5 5.2 5.2.1 Draft basis of design 153 Hrs 27,089 15,000
5 5.2 5.2.2 Workshop - prepare and attend 63 Hrs 14,630 7,444
5 5.2 5.2.3 Follow up liaison with stakeholder agencies 9 Hrs 2,206 1,106
5 5.2 5.2.4 Finalise basis of design 54 Hrs 12,915 6,564
5 5.3 Construction procurement & delivery model planning / proposal 120 Hrs 49,996 23,353
5 5.3 Support only, assume largely WINSW
5 5.3 5.3.1 Development of Delivery Strategy 80 Hrs 22,173 13,906
5 5.3 5.3.2 Development of Construction Procurement strategy 40 Hrs 12,073 8,698
5 5.3 5.3.3 Construction procurement strategy - specialist contractor 15,750 750
5 5.4 Hydraulic modelling to support concept design 2178 Hrs 454,918 265,071
5 5.4 5.4.1 Fine scale model development 800 Hrs 168,611 98,070
5 5.4 5.4.2 Model calibration to existing model 272 Hrs 54,598 32,252
5 5.4 5.4.3 Updates/modifications to existing hydraulic models incl recalibration 512 Hrs 102,862 60,668
5 5.4 5.4.4 Scenario definition and analysis 386 Hrs 80,773 48,369
5 5.4 5.4.5 Reporting 208 Hrs 43,874 25,513
5 5.4 5.4.6 Expenses 4,200 200
5 5.5 Feasibility assessments 656 Hrs 125,839 63,621

5 5.5 5.5.1 Feasibility assesssment 390 Hrs 69,736 37,951
5 5.5 5.5.2 Functional design confirmation and liaison with asset owners 266 Hrs 56,103 25,670
5 5.6 Concept design development 3102 Hrs 568,444 298,928

5 5.6 5.6.1 Civil engineering design 2040 Hrs 365,022 195,375
5 5.6 5.6.2 Access and other inputs incl construction footprints 134 Hrs 23,616 13,656
5 5.6 5.6.3 Inputs to cost estimates 114 Hrs 20,553 11,213
5 5.6 5.6.4 SiD Reviews 88 Hrs 17,712 5,470
5 5.6 5.6.5 Risk Reviews 48 Hrs 9,101 5,219
5 5.6 5.6.6 Constructability Reviews 113 Hrs 20,838 12,566
5 5.6 5.6.7 Draft report and drawings 505 Hrs 89,561 47,804
5 5.6 5.6.8 Final report and drawings 60 Hrs 13,642 7,225
5 5.6 5.6.10 Expenses 8,400 400
5 5.7 Preliminary operational plan 636 Hrs 145,600 43,767

5 5.7 5.7.1 Fish management plan - draft 280 Hrs 64,173 21,757
5 5.7 5.7.2 Operational management plan - draft 244 Hrs 52,353 12,779
5 5.7 5.7.3 Liaison with agencies 32 Hrs 6,493 962
5 5.7 5.7.4 Final draft working plan 80 Hrs 17,331 8,019
5 5.7 5.7.5 Expenses 5,250 250
5 5.8 Environmental, planning and statutory approvals - REF 4190 Hrs 972,214 451,730
5 5.8 5.8.1 Receipt of preliminary footprints
5 5.8 5.8.2 Survey scoping and planning 150 Hrs 27,625 16,315
5 5.8 5.8.3 Field survey (spring, summer, autumn) 570 Hrs 105,740 61,221
5 5.8 5.8.4 Draft monitoring report 150 Hrs 25,154 14,771
5 5.8 5.8.5 Final monitoring report 72 Hrs 13,083 7,411
5 5.8 5.8.6 Preparation of Draft REF 928 Hrs 202,801 57,738
5 5.8 5.8.7 WINSW/Proponent Review 40 Hrs 11,322 492
5 5.8 5.8.8 Finalise REF 280 Hrs 64,704 31,600
5 5.8 5.8.9 REF On Display - not costed, in next budget
5 5.8 5.8.10 Final REF review and approval - not costed, in next budget
5 5.8 5.8.11 Expenses - field survey 25,200 1,200
5 5.8 5.8.12 Expenses - meetings 2,100 100
5 5.8A Environmental, planning and statutory approvals - EIS 2030 Hrs 511,348 203,321
5 5.8A 5.8A.1 Receipt of preliminary footprints
5 5.8A 5.8A.2 Survey scoping and planning 204 Hrs 44,138 22,626
5 5.8A 5.8A.3 Field survey (spring, summer, autumn) 480 Hrs 94,801 53,243
5 5.8A 5.8A.4 Draft monitoring report 240 Hrs 47,327 25,558
5 5.8A 5.8A.5 Final monitoring report incl BDAR 260 Hrs 51,786 29,700
5 5.8A 5.8A.6 Preparation of Draft EIS 660 Hrs 145,663 52,479
5 5.8A 5.8A.7 WINSW/Proponent Review 26 Hrs 5,896 3,146
5 5.8A 5.8A.8 Finalise EIS 160 Hrs 35,638 12,469
5 5.8A 5.8A.10 Final EIS review and approval - not costed, in next budget
5 5.8A 5.8A.11 Expenses - field survey 25,200 1,200
5 5.8A 5.8A.12 Expenses - meetings 8,400 400
5 5.8A 5.8A.13 SSI application fee 52,500 2,500
5 5.8B Cultural heritage, planning and statutory approvlas 1384 Hrs 699,426 138,711
5 5.8B 5.8B.1 ACHAR - Desktop Assessment 40 Hrs 7,787 2,670
5 5.8B 5.8B.2 ACHAR - Archaeological Survey and reporting 240 Hrs 48,122 29,891
5 5.8B 5.8B.3 ACHAR - Archaeological Test Excavation and reporting 240 Hrs 48,122 29,891
5 5.8B 5.8B.4 ACHAR finalisation 112 Hrs 23,078 5,988
5 5.8B 5.8B.5 ACHAR - Project notification and RAP registration 64 Hrs 12,838 3,730
5 5.8B 5.8B.6 AHIMS site cards 40 Hrs 7,834 2,717
5 5.8B 5.8B.7 Expenses - other 21,000 1,000
5 5.8B 5.8B.8 RAP costs 330,000 30,000
5 5.8B 5.8B.9 Cultural values assessment - Aboriginal input 66,000 6,000
5 5.8B 5.8B.10 Cultural values assessment 224 Hrs 46,745 5,962
5 5.8B 5.8B.11 Cultural heritage predictive model (provisional if required) 224 Hrs 46,673 5,889
5 5.8B 5.8B.12 AHIP 200 Hrs 41,229 14,972
5 5.6B Options refinement - Stage D 3,675 175

5 5.7-A 5.7A.1 Compilation of information into discussion paper 176 Hrs 33,792 14,425
5 5.7-A 5.7A.2 MCA workshop incl preparation 84 Hrs 18,160 7,994
5 5.7-A 5.7A.3 MCA scoring and sensitivity testing 80 Hrs 14,478 6,671
5 5.7-A 5.7A.4 CBA 248 Hrs 57,987 29,005
5 5.7-A 5.7A.5 TAG meeting incl preparation 42 Hrs 8,574 3,140
5 5.7-A 5.7A.6 Draft option assessment report Stage D incl consultation 148 Hrs 29,825 12,175
5 5.7-A 5.7A.7 Final option assessment report Stage D 60 Hrs 13,343 5,634
5 5.7-A 5.7A.8 Updated options master spreadsheet 32 Hrs 4,855 3,098
B.CS.GEN.RFS 046 5 5.6B 5.7A.9 Expenses 3,675 175
5 5.6B
5 5.7-B Stakeholder engagement – concept design 1240 Hrs 320,813 141,482
5 5.7-B 5.7B.1 SAG and Indigenous Consultation - six weekly, prep and travel 840 Hrs 180,007 94,970
5 5.7-B 5.7B.2 Design Working Group/TAG meeting - monthly 176 Hrs 37,608 20,285
5 5.7-B 5.7B.3 General stakeholder engagement incl prep and travel 64 Hrs 9,483 5,970
5 5.7-B 5.7B.4 Community activities/broader indgenous consultation incl prep and travel 64 Hrs 10,185 6,177
5 5.7-B 5.7B.5 Consultation - Bullatale Ck and Moira District irrigators, incl prep and follow up 96 Hrs 20,529 11,080
B.CS.GEN.RFS 046 5 5.7-B 5.7B.6 Expenses 63,000 3,000
5 5.9 Project Delivery Coordination and Management

A.CS.PM.RFS 046 5 5.8 5.8.1 Project coordination and support to WINSW 160 Hrs 39,517 21,971
A.CS.PM.RFS 046 5 5.8 5.8.2 Project management and administration 720 Hrs 165,123 88,527
A.CS.PM.RFS 046 5 5.8 5.8.3 Project technical / interdisciplinary coordination 1120 Hrs 276,616 149,754
B.CS.GEN.RFS 046 5 5.8 5.8.4 Expenses 13,230 630
6 DELIVERY READINESS - WP6 : Delivery assurance and approvals

6 6.1 Construction delivery model proposal / approval
6 6.1 6.1.1
6 6.2 Project assurance reviews
6 6.3-A Stakeholder engagement – delivery readiness

6
6 6.3-B Stakeholder engagement – delivery readiness- MILLEWA
6
6 6.3-C Stakeholder engagement – delivery readiness- YANGA
6 6.4 Environmental assessment and planning approvals finalisation
6 6.5 Land tenure / acquisition finalisation
6 6.6 Benefits realisation plan
7 DELIVERY READINESS - WP7 : Detailed Design and delivery model procurement

7 7.1 Delivery model confirmation & early procurement
7 7.2 Market analysis, and sounding
7 7.3 Sequencing & funding plan
7 7.4 ECI, similar activation
7 7.5 Detailed Design: Survey for preferred options
7 7.6 Detailed Design: Geotech for preferred options
7 7.5 Detailed Design
7 7.6 Early works activation
7 7.7 Risk management plan
7 7.8 Governance model
7 7.9 Post completion review plan
7 7.10 Tender docs / tender open
7 7.11 Tender assessment
7 7.12 Tender rec and approval
8 DELIVERY - WP8 : Procurement & construction

8 8.1 Activate construction governance model
8 8.2 Finalise statutory approvals
8 8.3 Contract negotiation
8 8.4 Contract execution
8 8.5 Mobilistion period
8 8.6 Construction
8 8.7 Construction contract management
8 8.8 Construction contract supervision
8 8.9 Construction design services
9 DELIVERY - WP9 : Commissioning & handover

9 9.1 9.1.1
9 9.1 9.1.2
9 9.1 9.1.3
onal rows anywhere in the table above this Range De-limiter. Backfill empty formulae by copying an entire existing empty row and pasting onto the new row. Refer User Guide section 0.4
TRAVEL
Expense Type
some activities
the schedule to the right)

Timephasing is incomplete for
6
Quantity (Blank=1)
(Look for orange warning cells on
Non-Labor
Cost
600
10,000
5%
Markup % on Non-Labor
8
8
8
48
24
Hours Quantity Multiplier (Blank=1)
Project Team
Billable Hours
Year 1 Sell Rate
Role
8
6
1
David Chubb Program Director 581 316
24
20
Dan Mollison Program Manager 1,795 298
5
4
3
Labor
Ross Titchmarsh Design Manager LEADERSHIP TEAM636 298
4
LEADERSHIP TEAM 0
5
5
Jane Branson Strategic Advisory & Business
STRATEGIC
Case Manager
ADVISORY
418 & BUSINESS
271 CASE TEAM
4.5
4
2
9
Mike Luger Constraints SPM DESIGN TEAM 268 271
4
2
10
James Paull Spatial / GIS Lead DESIGN TEAM 409 238
4
16
14
12
Sunita Prasannan Program Delivery Services Manger
PROGRAM DELIVERY
1,426
SERVICES
209TEAM
4
3
16
Rowan Russell HSE PROGRAM DELIVERY
290SERVICES
248TEAM
8
4
2
2
20
18
Melanie Tranter Program delivery strategy STRATEGIC ADVISORY
1,920 & BUSINESS
238 CASE TEAM
1
1
19
Michelle Freund Business case and economics

STRATEGIC ADVISORY
1,043 & BUSINESS
238 CASE TEAM
2
1
20
John Wall Options development STRATEGIC ADVISORY

132 & BUSINESS
298 CASE TEAM
22
Chris Thomson Ecologist STRATEGIC ADVISORY

638 & BUSINESS
238 CASE TEAM
27
Emma Weatherstone Ecologist STRATEGIC ADVISORY

1,096 & BUSINESS
143 CASE TEAM
1
1
28
Nicholas Bull Planning & Ecology STRATEGIC ADVISORY

79 & BUSINESS
248 CASE TEAM
1
1
30
Mark Locke Large regulators DESIGN TEAM 79 271

32
Richard Lemon Survey DESIGN TEAM 53 238

33
Steven Turner Geotechnical DESIGN TEAM 213 248

35
Frank Nitzsche Mechanical DESIGN TEAM 0 271

2
2
37
John Ware Hydraulic design DESIGN TEAM 169 271

1
39
Steven Slarke Fishway design DESIGN TEAM 191 248

0.5
40
Dr Ivor Stuart Fish biology DESIGN TEAM 97 248

41
Peter Sandercock Geomorphology DESIGN TEAM 132 248

42
Greg Hoxley Hydrogeology/salinity DESIGN TEAM 53 271

1
1
43
Simon Treadwell Eco-hydrology DESIGN TEAM 229 271

48
Clare Leevers Senior archaeologist SP2 DESIGN TEAM 229 209

50
Rob Watkins QS/Cost estimating DESIGN TEAM 18 248

51
Nicole Philps Strategic advice APPROVALS TEAM 834 238

1
55
0.5
Peter Carson Regulatory approvals APPROVALS TEAM 66 271

57
Lauren Harding Social impact APPROVALS TEAM 18 209
2
58
Declan Mead Engineer APPROVALS TEAM1,876 143

1
1
61
Jayne Tipping Ecology - terrestrial flowa/fauna

APPROVALS TEAM 79 271
64
Fran Scully Aboriginal heritage PP COMMUNICATIONS255

TEAM 238
8
6
72
George Warne Comms - landholder COMMUNICATIONS581

TEAM 271
4
4
73
Eli Zakhari Project Controls DESIGN TEAM 317 185

76
Meaghan Aitchison Archaeologist DESIGN TEAM 891 166

77
Krishneel Karan Draftsman DESIGN TEAM 352 185

2
2
82
Nicola Bailey PM Pool 158 209

86
Hannah McInerney GIS Consultant 163 166

87
Tom Sinclair Enviro Planner SP2 1,421 209

4
4
88
Phil Pedruco Hydraulic analysis 510 238

16
12
89
Luke Houghton Program Lead Support GHD 1,206 209

95
Rima Exikanis Enviro Planner SP2 682 209
Bronwyn Gwyther Senior Aquatic Ecologist 427 209
Simon Harrow Senior Aquatic Ecologist 44 209
Tim Olliver Aboriginal heritage SP2 70 209

8
12
Aryel Pyliotis Approvals Lead 933 248

100 101 104 105
2 4 32
2 4 8 64
2 2 2 8 24 32
3rd PARTY SERVICES 80,000 10%
2 24 40 32
4 16 24
8 16
3rd PARTY SERVICES 100,000 10%
24 16
GENERAL EXPENSE 1 8,000 5%
18
16 4 2
4
16 30
16 2 2
16 40 16
4 8
8 12
2 16 8
2 16 8 16 16
2 20 50 20 40
2 16 16 32 8 8 8
2 8 16 8
2 16 4
2 20.5 4 20 12 28
4 12
2 12 2 8 20 10
4 4 2
2 32 32
11 1
2 1 4
2 60
2 32
2 32
2 2 32
2 2 32
2 2 32
2 24 2
2 2
2 2 32
2 2 24
2 2 16
9 1 8
9 1 1
9
9 1 1
20
20
3rd PARTY SERVICES 1 15,000 5%
8 10
8 2
32
16
32 40 16
5 5 180
5 5 64 32 100
20 0.5 4 15 8
2 20 40 20
4 16 40
4 40
4
4 20 40
20 0.25 0.5 0.5 2 8
4 16
2 12 20 16 8 60
2 10 8 46
4 4
4 16
3 10 20
3 40 50
3 10 40
3 8 16
2 4 160 180 40
2
2 120
0 24 16
0 40 16
3 8 20 40
3 40 50 20
3 20 40 20
1 40 16 24 20
1 120 300 200 40
10 16
1 40 60 60
0 16 24 24 24 24
OTHER DIRECT COST 1 50,000 5%
2 4 12
2 40
2 40
2 16 24
2 8 16
2 4 12
2 32 16 32 16
2 32 16 32 16
2 20 40
2 8 24 12
12 24 12 12
2 12
2 16 72
20
2 2 28
2 2 16
32
14 20 20
22 2 4
4 8
4 8 8
6 4 8
12 5,000 5%
40 4
40 4 8 2
40 20
GENERAL EXPENSE 18 700 5%
You can insert additional rows anywhere in the table above this Range De-limiter. Backfill empty formulae by copying an entire existing empty row and pasting onto the new row. Refer User Guide section 0.4
3.9
0.5
Shannon Dooland Principal Hydrologist 219 248
Ryan Taddeucci Aboriginal heritage SP2 405 209
Amanda Raleigh Approvals lead 167 271
Damian Debski Engineer 757 271
Neville Paynter Engineer 1,279 185
Lucas van Raalte Senior economist 62 271
Tess Fitzgerald PM support 332 143
Tony Gibellini Senior draftperson 88 209
Ari Villafuerte GIS Consultant 1,498 166
RATHBONE, CAMERON JAMES 842 143
6
5
Brad Gale JVMC 449 316
12
12
GID Staff (India) 1,126 119
12
13
Document Control 964 95
8
4
Tyson Fehring Senior Enginner 1,645 238
Molly Pisale Economist 97 185
Emily Cray Environmental Scientist 321 185
Sean Brennan Air Quality 88 185
Kate Byrnes Water Quality SP 44 185
Jorja Vernon Aquatic ecologist EP 154 185
Will Truscott Aboriginal heritage SP2 246 209
Matt Consterdine Ecologist SP2 1,199 185
Tim Maher Ecologist EP 363 166
Steven Roach 75 271
0
107 109 112 121 123 124 125 128 134 140 142 143 144 162 163 164 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191
Insert additional resource columns in front of this Range De-limiter

4
8
32
8
4
4 1
16 40
4
4
30
2
40
8
20
32
32
10 50 50 50
10 20 24
12
16
4 16
8
8
32
2
16 20
24
2
2
2 40
2
2
2
2
2
8
1 4
1
4
40 20
20
30 60
8 24
120 360
120 250
40 80
160 40
20 40
32 2 32 8 0.5
20 30 2
20 30 4
20 20 4
20 20 4
20 25 4
2 2 8 2
40
24
8 50
4
4
20
50 50
20 60
20
20
8
16
50
80 80
4
40 40
40 40
16
8
4
16
16
40
32 12
16 8
24 4
12 24
14 8
32 12
8 4
20
2
8
4
8
de section 0.4
Proposal Sign-off Form
Project: SDLAM - 19-823 DE RfS_xxxx
Client: DPIE Project No: IW2384XX
Performance Unit: 027124 - Central West & Northern Integrated Project Delivery Svcs Prepared: 14-Jun-2023
Proposed PM:
Contract Type: NX Not To Exceed Price Date of Bid: 17-Jun-2020
Pricing Method: 10. Category Rates with Scaling Factor Time to Bid: -156 Wks
Plan Template in use: 3b: Activity Plan B&P No: BPO00EUO
Hours Price Cost Gross Margin

Non-Bill Bill AUD AUD AUD AUD/BH
37.90% GM%
1 Summary Bid Price: 0 28,539 8,692,852 5,398,244 3,294,608 115.44
52.20% GM/LR%
Home Staff Hours only
AUD AUD/BH GM %
GID Hours: 2.9% Total Hrs Potential GM 3,001,238 119 38%
Lead Office GID Margin: 81.00 AUD/BH
2 Margin Profile Gross Margin

(See Staff List tab for margin on individual people) Hours Price Cost GM Amount GM
(Non-Bill) (Bill) (AUD) (AUD) (AUD) Split
Labor Home Staff 0 25,278 5,411,777 2,602,057 2,809,720 97.8%
GID Staff 0 1,024 121,856 38,912 82,944 2.9%
(When priced by the hour) Non-Jacobs 0 5,966 1,318,419 1,339,443 -21,024 -0.7%
(Indexation) Escalation 243,055 0 243,055
Allowances & Overtime 0 0 0 Markup
Non-Labor Expenses 278,485 265,700 12,785 4.8%
3rd Party Services 609,750 555,000 54,750 9.9%
PC Allocation 180,992 -180,992
Other (Pricing Method 4) Fee (V) 0 0
Contingency (S) 3,260 709,511 416,140 293,370
Cost Reserve (R) 0 0
Other Cost Types (W,U,Z) 0 0 0
TOTAL 0 35,529 8,692,852 5,398,244 3,294,608
3 Resourcing Histogram
30
25
20
15
10
0
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Sep-2021
Sep-2021
Nov-2021
Nov-2021
Dec-2021
Feb-2022
Apr-2022
Apr-2022
Apr-2022
Aug-2022
Aug-2022
#N/A
#N/A
#N/A
Aug-2021
Aug-2021
Oct-2021
Oct-2021
Oct-2021
Dec-2021
Jan-2022
Jan-2022
Feb-2022
Mar-2022
Mar-2022
May-2022
May-2022
Jun-2022
Jun-2022
Jul-2022
Jul-2022
Sep-2022
Sep-2022
AUD/Hr AUD/Hr
4 Staff Metrics Hours Hours % Avg. Sell Rate Avg. Raw Rate
Average
Multiplier GM/Hr DLY
Labor (Host PU) Staff 25,278 44% 221.59 73.31 3.02 111.49 2.15
Staff
(Other PUs) 25,278 44% 221.59 73.31 3.02 111.49 2.15
(IWA/Workshare) GID 1,024 2% 123.52 38.00 3.25 85.52 3.25
(When priced by the hour) Non-Jacobs 5,966 10% 229.17 224.51 1.02 4.66 1.02
5 Risk Hours Price Cont'cy Cost Cont'cy Impact on Margin

Total Contingency Provided Hrs AUD AUD AUD
Blanket Labor Contingency: 3,260 709,511 416,140 +293,370
Blanket Non-Labor Contingency: 0 0 +0
Blanket Cost Reserve: 0 +0
Additionally Specified Labor Contingency: 0 0 0 +0
Additionally Specified Non-Labor Contingency: 0 0 +0
Additionally Specified Cost Reserve: 0 +0
Total: +3,260 +709,511 +416,140 +293,370
RAMP contingency for comparison: %: 9.2% 8.2% 7.7% 8.9%
Other Revenue Gains/Losses ✘

Tick if
Description / comments
Applicable
(eg: Bonuses, Rebates, FX Gains/Losses, etc.)
Best Case Budget Worst Case

Estimated Revenue Impact (+/-)
Resultant GM/BH 115 115 115
6 Sign-Off Date
Date
Comments
06/14/2023
Suggested Forecast Methods (Presets for M
Labor Revenue Forecasting:
Jacobs Client Jacobs

ID Forecast Method ID Forecast Method ID Forecast Method
Non-Labor Cost Non-Labor Revenue Total Hours
JHM10 Manual ETC Hours
JCM4 Manual ETC - Jacobs CCM4 Manual ETC - Client
CCM4 Manual ETC - Client
CCM4 Manual ETC - Client
JCM4 Manual ETC - Jacobs
0 0 0 0 JHM10 Manual ETC Hours
JCM4 Manual ETC - Jacobs CCM4 Manual ETC - Client 0 0
0 0 0 0 JHM10 Manual ETC Hours
JCM4 Manual ETC - Jacobs CCM4 Manual ETC - Client 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
Insert new rows above this range de-limiter

IPCS Control Account Settings
s (Presets for Manual ETC Lite method)

Input Cells
Jacobs Client Client

ID Forecast Method ID Forecast Method ID Forecast Method
Cost Rate Bill Hours Revenue Rate
JRM7 Manual ETC Rate CHM07 Manual ETC Hours CRM7 Manual ETC Rate
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
Option for use with Pricing Method 4:
5 LEVEL PATH ID STRUCTURE

Earned Value Timephase Standard Levels (2, 3 and 4): Se
Lowest Level (5): Enter ID/ID Na
Calculation Curves IPCS Control Account Names de
Overall WBS codes, thus created
Refer to User Guide section 5 for
Jacobs Cost Budget (Earned)
Jacobs Curve Distribution Level 0 Level 1

ID Progressing Method
Earned Value Cost
ID Curve Root Suffix ID
PLN Earn as Planned LIN Linear IW2384 XX S

Project Number is
PLN Earn as Planned LIN Linear entered on the Setup XX S
tab.
PLN Earn as Planned LIN Linear XX R
PLN Earn as Planned LIN Linear XX V
PCT Physical % Complete LIN Linear XX B
PCT Physical % Complete LIN Linear A
PCT Physical % Complete LIN Linear B
PCT Physical % Complete LIN Linear A
0 0 LIN Linear XX B
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
0 0 0 0 XX 0
Note: If you exceed 120 user-defin
L 2 Cost Types
Standard (company-wide) Cost Typ
codes are looked up from the "Eco
Data" tab
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
Pricing Method 4:
IPCS Path IDs (Refer User Guide, Section 5)
5 LEVEL PATH ID STRUCTURE:

Standard Levels (2, 3 and 4): Select best fit descriptions from the yellow dropdown cells (do not type in the white cells).
Lowest Level (5): Enter ID/ID Names (as matched pairs) directly into the rightmost columns in the main table.
IPCS Control Account Names default to the lowest level ID Name, but can be edited if required (in the green cells).
Overall WBS codes, thus created, must be unique and are asssigned against each line item on the relevant Plan tab._x0000__x0000_
Refer to User Guide section 5 for more details
Level 2 Level 3 Level 4

Cost Type ID Phase ID Discipline / Expense Type
CONTINGENCY PN PN - Phase Non Related U OTHER
CONTINGENCY PN PN - Phase Non Related S CONTINGENCY
COST RESERVE PN PN - Phase Non Related R COST RESERVE
FEE PN PN - Phase Non Related V FEE
Home Office Non-Labor PN PN - Phase Non Related CMP DISTRIBUTED COMP COST
A - Home Office Labor CS CS - Consulting Services PM PM - PROJECT MGMT
B - Home Office Non-Labor CS CS - Consulting Services GEN GEN - GENERAL EXPENSE
A - Home Office Labor CS CS - Consulting Services PA PA - PROJECT ADMIN
B - Home Office Non-Labor CS CS - Consulting Services GEN GEN - GENERAL EXPENSE
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Insert new rows above this range de-limiter. MAX ROWS = 120 Control Accounts
Note: If you exceed 120 user-defined control accounts, then unhide all the IPCS Import upload tabs and extend each table range downwards.
L 2 Cost Types L 3 Project Phases L 4 Discipline Codes

Standard (company-wide) Cost Type Standard (company-wide) Project Standard (company-wide) Discipline and Expense
codes are looked up from the "EcoSys Phase codes are looked up from the Type codes are looked up from the "EcoSys Data"
Data" tab "EcoSys Data" tab tab. The selection available depends on the Cost
Type.
Setup Error Log

Where? IPCS Setup Errors
1 Setup tab Project Name not entered
1 Setup tab 8 Digit Project Number not entered
5 Control Accounts Tab Non-unique WBS Codes (Not permissible)
5 Control Accounts Tab PathID Component Missing (somewhere in the string)
5 Control Accounts Tab IPCS Budget doesn't equal Plan Total. (Check for non-matching WBS codes)
Plan Tab (3a or 3b) Start date for entire schedule has not been entered
User defined ID fields must not include any special characters (.#!:&)
Do not include blank rows between Control Accounts
Mixed Labor / Non-Labor descriptions in the same code
Sign-Off tab You can't upload more than one Change at a time (using the API)
Change Log tab Change Mode + IPCS Change Header details missing for upload
Change Log tab Change ID is a "0" or contains a special character
Change Log tab Suffix="CH", but L3<>"PN" or Path ID level <>6
Setup tab Project Currency is missing
Where? Information (non-fatal items)

5 Control Accounts Tab One, or more, WBS Codes exceed 15 characters (including dots)
5 Control Accounts Tab One, or more, WBS Code has zero budget (Control Accounts)
5 Control Accounts Tab Non-unique WBS Descriptions (Permissible, but can cause confusion)
5 Control Accounts Tab Lowest level ID Code/Names aren't all matched pairs
3b Activity Plan One, or more, Activity Plan items have not been timephased
Plan Tab (3a or 3b) Wrong WBS Type has been entered on the Plan (ie Labor vs Non-Labor)
Sign-Off Tab You can only select one Change at a time for upload into IPCS
Unhide further columns for levels 7 & 8
Information Item
Enter lowest level PathID
_x0000_ Ignore this warning if you haven't yet finished
setting up the page. Level 5
Error log is at cell DM134
Level 5
Not Used ID ID Name (User Defined)
0 GENERAL LABOR CONTINGENCY S GENERAL LABOR CONTINGENCY
0 GENERAL NON-LABOR CONTINGENCY S GENERAL NON-LABOR CONTINGENCY
0 COST RESERVE R COST RESERVE
0 FEE V FEE
0 PC ALLOCATION C PC ALLOCATION
0 RFS046 Project Management

0 EXP Expenses
0 3RP Program Management
PA
0
0
0
0
0
ge downwards.
Not Used Level 5 codes entered directly in table above
Code Description
Control Account Path ID codes and names are entered directly
into the yellow cells in the table above
Please do NOT add any further rows to this
picklist (40 max)
WBS Codes 10. Category Rates with Scaling Factor
(also known as: 'Tasks', Charge Codes' and 'Control Accounts'
Notes:
1. The top three (green) codes are setup in IPCS, but not in GFS.
Timephasing
2. If code cell font turns red, then the code exceeds 25 characters in length.
3. If code cell turns yellow, then it is not represented on the Project Plan.
� 4. If code cell turns orange, then warning of a duplicate code.
5. WBS Short Names (in green cells) can be overtyped to avoid duplicates.
IW2384XX Project No. (Enter on Setup tab) From

06-Aug-2021
WBS Code WBS Short Name
(i) S.PN.U.S GENERAL LABOR CONTINGENCY 06-Aug-2021
(ii) S.PN.S.S GENERAL NON-LABOR CONTINGENCY 06-Aug-2021
(iii) R.PN.R.R COST RESERVE 06-Aug-2021
(iv) V.PN.V.V FEE 06-Aug-2021
(vi) B.PN.CMP.C PC ALLOCATION 06-Aug-2021
1 A.CS.PM.RFS046 Project Management 27-Sep-2021
2 B.CS.GEN.EXP Expenses 06-Aug-2021
3 A.CS.PA.3RP Program Management 06-Aug-2021
4 00 0
5 00 0
6 00 0
7 00 0
8 00 0
9 00 0
10 00 0
11 00 0
12 00 0
13 00 0
14 00 0
15 00 0
16 00 0
17 00 0
18 00 0
19 00 0
20 00 0
21 00 0
22 00 0
23 00 0
24 00 0
25 00 0
26 00 0
27 00 0
28 00 0
29 00 0
30 00 0
31 00 0
32 00 0
33 00 0
34 00 0
35 00 0
36 00 0
37 00 0
38 00 0
39 00 0
40 00 0
41 00 0
42 00 0
43 00 0
44 00 0
45 00 0
46 00 0
47 00 0
48 00 0
49 00 0
50 00 0
51 00 0
52 00 0
53 00 0
54 00 0
55 00 0
56 00 0
57 00 0
58 00 0
59 00 0
60 00 0
61 00 0
62 00 0
63 00 0
64 00 0
65 00 0
66 00 0
67 00 0
68 00 0
69 00 0
70 00 0
71 00 0
72 00 0
73 00 0
74 00 0
75 00 0
76 00 0
77 00 0
78 00 0
79 00 0
80 00 0
81 00 0
82 00 0
83 00 0
84 00 0
85 00 0
86 00 0
87 00 0
88 00 0
89 00 0
90 00 0
91 00 0
Insert new rows above this range de-limiter MAX=120

Note: If you do exceed 120 user-defined control accounts, then you will need to unhide all the EcoSys data upload tabs and extend the table r
Category Rates with Scaling Factor Budget
Timephasing Hours Labor

(1)=2+3 (2) (3) (4) (5) (6)=4+5 (7)=8/4 (8)
Revenue
Total Billable Non-Bill GID Raw Burden Burdened Multiplier
To Hours Hours Hours Hours Cost (Fringe) Cost on raw Revenue
29-Sep-2022 3,660 3,660 0 0 352,594 86,784 439,378 2.29 805,762
29-Sep-2022 3,260 3,260 0 323,154 74,887 398,041 2.20 709,511
29-Sep-2022
29-Sep-2022
29-Sep-2022
29-Sep-2022
23-Sep-2022 400 400 0 0 29,440 11,897 41,337 3.27 96,251
29-Sep-2022 0 0 0 0 0 0 0 0.00 0
29-Sep-2022 0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
0 0 0 0 0 0 0 0.00 0
Insert new rows above this range de-limiter. MAX ROWS = 120
EcoSys data upload tabs and extend the table ranges downwards.
(AUD)
or Non-Labor Total Gross Margin

(9)=6/3 (10)=8/6 (11)=9x10 (12) (13)=14/12 (14)=12x13 (15)=6+12 (16)=8+14 (17)=16-15
IPCS IPCS
Revenue Revenue Total Total Gross
Cost Rate Modifier Sell Rate Cost Modifier Revenue Cost Revenue Margin
120.0 1.83 220.1 202,691 3,780 642,069 809,542 167,473
127.6 1.78 217.6 18,099 416,140 709,511 293,370
0 0.00 0 0 0 0
0 0 0 0
0 0 0
180,992 180,992 -180,992
103.3 2.33 240.6 0 0.00 0 41,337 96,251 54,914
0.0 0.00 0.0 3,600 1.05 3,780 3,600 3,780 180
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0

0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0

0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
0.0 0.00 0.0 0 0.00 0 0 0 0
er. MAX ROWS = 120

ETC Fo
Gross Margin
De-select from Transfer Table?

(18)=17/16 (19)=17/2
Sort Alphabetically
GM % GM/BH
21% 45.8 WBS Code WBS Name
90.0 S.PN.U.S GENERAL LABOR CONTINGENCY 1
S.PN.S.S GENERAL NON-LABOR CONTINGENCY X 2
R.PN.R.R COST RESERVE X 3
V.PN.V.V FEE X 4
B.PN.CMP.C PC ALLOCATION 5
57% 137.3 A.CS.PM.RFS046 Project Management
5% 0.0 B.CS.GEN.EXP Expenses
0% 0.0 A.CS.PA.3RP Program Management
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
0% 0.0 X
ETC Forecast - IPCS Transfer Table
1. There are two ways to upload forecast data into IPCS: Either using the upload API (if you have access to it) or using this transfer table. In both cases, th
2. To use this table, go to IPCS: ETC Lite Forecasting > Import tab. Ensure that the rows in IPCS are alphabetically sorted and that the table in IPCS matc
3. To manually de-select rows from the list here, use the deselect column( to the left). The easiest way to deselect rows in IPCS itself, is to use one of the
4. Copy the data from below (in a single block selection) and paste the data directly into the IPCS screen (Control + V). Save the data in IPCS and post the
IPCS Manual ETC Lite > Import tab > Import Table
Path ID ID Description Start Date End Date

(Sorted Alphabetically)
IW2384.XX.A.CS.PA.3RP 3RP Program Management 06-Aug-2021 29-Sep-2022

IW2384.XX.A.CS.PM.RFS046 RFS046 Project Management 27-Sep-2021 23-Sep-2022
IW2384.XX.B.CS.GEN.EXP EXP Expenses 06-Aug-2021 29-Sep-2022
IW2384.XX.B.PN.CMP.C C PC ALLOCATION 06-Aug-2021 29-Sep-2022
IW2384.XX.S.PN.U.S S GENERAL LABOR CONTINGENCY 06-Aug-2021 29-Sep-2022
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
0 0 0 30-Dec-1899 30-Dec-1899
Insert new rows above this range de-limiter. MAX ROWS = 120
transfer table. In both cases, the Pricing Tool must be in Forecast mode for these to work.
and that the table in IPCS matches this table.
PCS itself, is to use one of the filter options.
ve the data in IPCS and post the forecast.
ETC ETC ETC Non-Labor

Curve % ETC Client Revenue ETC Client
Jacobs Jacobs Jacobs Revenue
ID Complete Hours Multiplier Rate
Hours Rate Cost Multiplier
LIN 0.0 0.00 0.00 0.00 0.00 0.00

LIN 0.0 400.00 400.00 103.34 240.63 41,336.70
LIN 0.0 0.00 0.00 0.00 0.00 3,600.00
LIN 0.0 0.00 0.00 0.00 0.00 180,991.91
LIN 0.0 3,260.42 3,260.42 127.63 217.61 416,140.35
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
0 0.0 0.00 0.00 0.00 0.00 0.00
GID
ETC Revenue
Percentage
0.00 0.00
96,251.07 0.00
3,780.00 0.00
0.00 0.00
709,510.62 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
0.00 0.00
Client Change Log
This Change Log template is for convenience only. It may be modified by the user to suit client/contract requirements. The main Jacobs Change Register is in IPCS.
Change Log
Client: DPIE
Project: SDLAM - 19-823 DE RfS_xxxx
Job No: IW2384XX
Change Request Details Client Approval Details

Change Amount Approval Approved Approval Date
Date Initiated Short Name Description
Number Requested Status Amount Record on File Approved
All
Pricing Tool
Multi-function, planning, pricing and forecasting tool for professional services
Version: 2.07
Issued: 29-Jul-2020
USER GUIDE
Pricing Tool User Guide Page 140

General Information
Purpose of the Pricing Tool
l Professional services planning, estimating, budgeting and resource planning tool, providing a standard
format for building up and analysing pro-services estimates.
l Common bid approval methodology and metrics (eg Margin Profile, Staff Metrics, Risk & Contingency,
Gross Margin and Net Operating Margin)
l Facilitates the automated upload of project setup data into IPCS.
0.1 Pricing Tool Homepage (JacobsConnect)

0.1.1 Link: Pricing Tool Homepage (JacobsConnect)
0.1.2 This tool is being continuously updated. Always download the latest version before starting a new
project.
0.1.3 If using this tool for the first time, download a 'Worked Example' file from the Homepage in order to
better understand how it is setup. It is quicker to learn by copying, than by reading through these
instructions!
0.1.4 Be sure to download an example file that has been configured to your country and project type.
0.2 Minimum entry requirements (red text)

0.2.1 DO NOT PANIC! This tool appears overwhelming at first, because it has the functionality to be
used for many different types of project and also for very large bids. Chances are, that you will not
need all the functionality and be able to leave many of the fields blank.
0.2.2 Look for column headings in red text. These are the required minimum inputs to make the tool
work.
0.2.3 These minimum required inputs are also highlighted in red text in this User Guide (see below)
0.3 Color conventions:
0.4 Expanding the Tool (Inserting additional Rows and Columns) YOU MUST READ THIS
0.4.1 The various tables throughout this tool can be expanded, so that the tool is able to accommodate
virtually any sized project (eg numbers of resources, calendar weeks/months).
0.4.2 To insert a new row or column somewhere into a table, first look for the gray Range De-limiter at
the edge of the table and then insert the new row (or column) anywhere in front of (or above) the
Range De-limiter. DO NOT over-write the Range De-limiter.
0.4.3 To insert a row or column, place the cursor in the left hand or top margin, right-click and choose
"Insert".

0.4.4 The new row (or column) will be formatted the same as adjacent rows (or columns). However, it will
not contain the formulae that make the tool work.
0.4.5 Empty formulae cells will appear bright red. However there will almost certainly be additional
formulae cells, somewhere in the row or column that are hidden, so you won't see a warning for
these.
0.4.6 To backfill the new empty row (or column), you must first select an entire (formula-filled) adjacent
row (or column) and then use this to 'repair' the newly inserted one.
0.4.7 Copy an entire existing row (or column) by selecting in the left hand (or top) margin and then paste
this entire row into the new empty row (or column).
0.4.8 Alternatively, it may be quicker to simply select an adjacent row (or column) from the left hand (or
top) gray margin. Then using the "fill handle", simply fill down/across.
0.4.9 In contrast to inserting, deleting rows or columns is straight-forward. Just make sure that you don't
delete the first row or column in any table (because that is also a range marker).
0.4.10 Warning: "Insert Copied Cells". Sometimes this Excel function causes the PT to crash (cause
unknown). It generally works better to insert new rows and then paste into them in two distinct
steps.
0.5 Speed (Performance) Issues. If you are having issues, the following will increase the calculation speed of
Excel:
0.5.1 Run the tool direct from your computer's hard-drive. (This action will make a big difference,
because running off a server can slow the tool down considerably).
0.5.2 Shut down the whole of Excel and then open just the Pricing Tool. (ie do not have multiple
instances of Excel open at the same time)
0.5.3 Do not expand the rows/columns in the tool more than you need to (eg delete large numbers of
uneccessary blank rows at the bottom of the project plan)
0.5.4 As a last resort, set the calculation options to "Manual" (Formulas tab). Every so often, force a
recalculation by 'saving' your file. Remember to reset back to "Automatic" when you've finished!
0.6 Copying and Pasting Data

0.6.1 Often you will want to copy and paste data from one part of the tool to another part - or from one
copy/version of the tool to another copy/version
0.6.2 Throughout the tool, the data is arranged in blocks. When selecting data, be sure to select only
data blocks, and not to accidently select formulae cells.
0.6.3 When pasting data, always use "Paste-Values". (If you don't do this, you could unwittingly copy
conditional formatting as well, which may lead to unwanted effects)
0.7 Unhiding Hidden tabs

0.7.1 Position the mouse cursor over any of the tab labels at the bottom of the Excel screen.
0.7.2 Right-click and select "Unhide …"

Step 1: Setup the Pricing Tool
Enter general setup information about the bid (project), host PU details, contract type, pricing method, project
number, etc.
Also used to select the mode for the Pricing Tool (Pricing, Manual ETC or Change Mode)
Setup tab
1.1 Proposal/Project Details (Required input)
1.1.1 Enter Project Name, Client, Bid Submission Date, etc. This info flows through to other tabs.
1.2 Host Performance Unit (Required input)

1.2.1 Select LoB/BU, Region/Market and finally PU (in that order)
1.2.2 This then determines the project country, currency, burden/fringe and PC Alloc Rates, etc.
1.2.3 If your PU does not appear in the picklist (contained on the "PU List" tab) then enter its name into
the gray box. You have to then manually select the remaining green boxes.
1.3 Default Cost Settings

1.3.1 The Burden rates and other cost settings appropriate to the Country/BU are then auto-populated. If
incorrect, green boxes can be over-typed.
1.3.2 If you want to change the source values for these rates, unhide the "Fringe Data" tab.
1.3.3 Note that these rates are used to calculate Jacobs' Direct Cost for the project.
1.4 Client Contract (Required input)

1.4.1 Select payment terms for Jacobs' contract with the client.
1.4.2 This is not a key mathematical setting in the Pricing Tool. However, the distinction of whether the
project is fixed price or reimbursable, does affect the calculation of potential GM on the Sign-off tab
(ie. if contingency is not spent).
1.4.3 This setting also influences the selection of the Pricing Method (Sell Rate Calculation Method), but
there is no automated link.
1.5 Pricing Method (Required input)

1.5.1 This is the key setting in the Pricing Tool. It sets the arithmetic method used to calculate sell rates
as well as the GFS setup and the distribution of budget items in IPCS. This choice of Pricing
Method flows throughout the tool.
1.5.2 Select a Pricing Method. Details for the chosen pricing method appear in the Descriptions box.
1.5.3 Yellow input boxes will appear. Enter your multiplying factors in these boxes. These global
settings will apply to all team members
1.5.4 Occasionally, there is an individual for which the general settings do not apply. In this case the
individual settings can be overtyped in the Sell Rate Adjustment table on the Staff List tab.
1.5.5 Alternatively, anyone's final sell rate can just be manually over-rided in the dedicated column in the
Sell Rates table on the Staff List tab.
1.6 Contributing PUs

1.6.1 If all of your resources are from the Host PU, then this table can be left blank.
1.6.2 Using the 3-stage dropdowns, create a list of other PUs contributing to the project. Manual entry is
possible for PUs that are not on the list (including GID, etc)
1.6.3 Allocating these PU/Orgs against individual resource names is then done on the Staff List tab. Use
the Non-Host PU Dropdown on the Staff List table. (Blank assumes Host PU)
1.7 Breakdown by PU Table

1.7.1 This is an analysis table. No input is required (unless you want to create groupings).
Annual Rates Changes - Country Data tab and Org Data Tab (Hidden)
1.8 Burdens, PC Charges and FX exchange rates - Fringe Data tab

1.8.1 At the beginning of a new Financial Year it is common for there to be changes to country-wide
burden rates, PC charges, and published FX rates. This data can be updated on the Fringe Data
tab (which is normally a hidden tab).
Pricing Methods (Use as appropriate to contract type)

1 Single Multiplier on Raw
1.1 A single multiplier is applied to all raw rates to create sell rates
1.2 Simple to explain
1.3 Can produce very high rates for Jobshoppers or staff with unusually high raw rates
1.4 Required method by some clients
2 Multipliers on Raw (varies with employment type)

2.1 Different multipliers are applied, depending upon people's employment type
2.2 Harder to explain
2.3 Fields for these different multipliers are present on the PAP Form
2.4 Quite often a secondary multiplier is used for Jobshoppers (but it is not so common for the other
employment types)
3 Cost Plus (Fee included in multiplier)

3.1 For pricing purposes "cost" means raw cost times an OH%. (This OH% is higher than the standard
PU burdening rate because it includes regional and corporate overheads as well)
3.2 Fee is then priced using a percentage of the "cost". The Fee is nominally our profit component.
3.4 For this method, the fee element is not separated out from the overall budget and the
"FEE/INCENTIVE" line item in the budget that is transferred into IPCS is not used.
3.5 However, the Fee does still appear as a separate line item on the Sign-Off tab.
4 Cost Plus (Fee is separated out)

4.1 The price calculation method is identical to method 3 Cost Plus (Fee included in multiplier).
4.2 However, for this mechanism, the fee is invoiced separately from the labor hours. It is excluded
from the invoiced bill rates and is excluded from the labor taximeter.
4.3 In the budget that is transferred into IPCS, the "FEE/INCENTIVE" line item will be populated.
5 Cost Plus (Generic)

5.1 Similar to the separated out method, except that the fee component now includes an additional
"add-on" amount per hour as well as the basic percentage.
5.2 This "add-on" component reduces the spread of the sell rates (without it, senior people can become
very expensive and junior people can appear to be too cheap)
6 Constant Gross Margin

6.1 Sell Rate = Burdened Cost Rate + Computer Charges (if applic.) + Nominated Gross Margin
6.2 If required, GM/Hr can be varied for particular individuals using the Sell Rate Adjustment Table on
the Staff List tab.
6.3 Note that if escalation (indexation) has been applied, then the resultant GM/Hr will also be
escalated slightly (refer Staff List Margin Profile report).
7 Direct Entry Rates

7.1 Not really a pricing method as such, but a means of directly entering Sell Rates against individual
people's names.
7.1 Rates are entered in the "Direct Entry" column of the "Individual Settings Table" on the Staff List tab
7.1 Note that an alternative way to achieve the same thing, would be to use the "Manual Over-ride"
column in the "Sell Rates" table on the Staff List tab.

7.1 However, the Manual Over-ride will always over-ride everything. Using this pricing method allows
you to additionally select an alternative pricing method for comparative purposes.
8 Direct Entry Rates (with Scaling Factor)

8.1 Similar to the above, but with a global Scaling Factor that allows you to quickly adjust the rates
without having to re-type them all in again.
9 Category Rates
9.1 Pre-agreed banded sell rates according to people's "grade" (job description, category, role or
seniority level).
9.1 Often applicable to a Framework (or Panel), which is a collection of individual projects for the same
client and under the same contract terms.
9.1 If using this pricing method, you will first need to unhide the "Category Rates Data" tab and select
(or setup) an appropriate table ensuring that the sell rates are correct.
9.1 You then simply allocate a grade against each team member (using the "Select Grade / Category"
column in the "Individual Settings Table" on the Staff List tab
9.1 The appropriate sell rate is then looked up from this tab.
10 Category Rates (with Scaling Factor)

10.1 Similar concept to Method 9 (above), except that an overall Scaling Factor (typically referred to as a
discount factor) is also applied to adjust all of the rates, either up or down.
10.2 Typically applicable to Consulting Services where sell rates are often based on categories/grades
(eg career levels) and then scaled to meet market conditions for a particular bid.
10.3 To use this method a category based Pricing Table needs to be created in advance for the relevant
part of the business.
Other Scenarios
11 Project-specific Rates Set (Banded Rates)
11.1 Similar concept to Method 9 (above), except that the sell rates (and the grade definitions) are
created especially for a specific project.
11.2 There is no drop-down option for this pricing method.
11.3 Instead, first use one of the methods 1-6. Following this you can then band the rates (into whatever
bands you want) using the "Project-specific Banding" feature in the "Individual Sell Rate
Adjustments Table"
11.4 Whenever the same 'role definition' is allocated to two (or more) people, their sell rates will be
banded together. A weighted average rate is calculated that does not change the overall project
price.
12 Price = Percentage of Capital Cost

12.1 In this case, we start with the price (which is calculated by some other means) and we use the
Pricing Tool to determine the cost - and hence the Gross Margin.
12.2 Set the Contract Type to "Fixed Price"
12.3 Set the Pricing Method to "Multiplier" and initially set all the multipliers at 1.0
12.4 Build up a Project Plan in the normal way by assigning people's names and hours against a scope
of work.
12.5 Add in a Contingency on the Sign-off tab (typically this type of arrangement is high risk)
12.6 See what the resultant "price" is (which will be equal to the raw cost at this stage because the
multiplier is set at 1.0) and then back-calculate what the multiplier has to be to achieve the required
price.
12.7 Review the resultant Gross Margin
13 Mixed Lump Sum and T&M (in the same Pricing Tool file)

13.1 For example, the main design is fixed price, but there is an additional site supervision element on a
reimbursable basis.
13.2 For the Pricing Method, if an individual has different sell rates for each part, then model them as
two different people (with slightly different names). If you have to, then manually over-ride their sell
rate for one part as required.
13.3 For setting up in GFS/IPCS, there are no fixed rules, but in general if the reimbursable element is
less than approx 15-20% of the total, then a separate WBS code is sufficient for the minor part.
However, if both parts are significant, then it is good practice to setup a separate suffix code
(project number) for each part.
13.4 For multiple suffixes in the same Pricing Tool file, adjust the dropdown in cell HK15 on the Control
Accounts tab.
13.5 To provide a label to the additional suffix(s), unhide the "IPCS Data" tab.
13.6 Finally, because multiple suffixes are not a typical situation, you should get a Super User to review
what you have done before submitting the Pricing Tool file for upload to IPCS.
14 Custom / User Defined Sell Rate Formula

14.1 Select Method 7 (Direct Entry Rates)
14.2 Either: Construct your own formula directly in the entry column in the Individual Settings table
14.3 Or: Go to the spare Excel columns to the right side of the Staff List tab and construct whatever
formula you need using Excel formulae. Link the result to the Direct Entry input column.

Step 2: Staff List (Resource Pool)
Nominate a pool of resources to draw from when building up the Project Plan. Personal data for each person is
entered here (name, role, home PU, raw rates, employment type, etc.)
This tab is also used to fine-tune any of the cost or price settings by individual and to enter escalation
(indexation) data. It also contains a Staff Margin Report by each person on the project.
Staff List tab

2.1 Master Staff List table (Required input)
2.1.1 Defines a pool of resources which you then select from when building up either of the Project Plan
tabs.
2.1.2 Name (Required input): Enter people's names. If you don't yet know the exact names (exact
people), then enter the role or some other unique descriptor. If the same person is being billed at
two different rates (or both billable and non-billable), then model them as two different people
2.1.3 Role: Enter roles (optional). If the same person has two roles on the project (but the same Bill
Rate), then just pick the primary role, don't enter them twice.
2.1.5 Resource Number (Required input if using the 3a Activity Plan template) These hardcoded
'numerical tags' are used for cross-referencing the rows in the Staff List with the resource columns
in the 3a Activity Plan template. Duplicates are not allowed. (Not needed if using the Staff Plan
template).
2.1.6 Color: (Optional) You can color code resources into groups. This is especially recommended
when using the Activity Plan template (makes it easier to enter hours into the correct columns).
2.1.7 Project Team: (Optional) This is a user-definable sub-team within the overall Project Org Chart. It
is used in conjunction with the "3c Plan Analysis" tab (which you may need to unhide).
2.1.8 Non-Host PU (Required input, but can be left blank for Host PU): Assign the home PU/Org against
every person who is not from the Host PU (if left blank assumes the Host PU).
(i) Primarily used to allocate non-host PUs against staff for the Breakdown by PU table on the
Setup tab
(ii) If a foreign PU is selected, then the Foreign Settings table (on the left) auto-populates.
2.1.9 Additional rows: You can insert additional rows into the staff list table at any time (refer "General"
above for procedure on adding rows to this tool)
2.1.10 Same person - different rates: If the same person has two different cost rates on the same project
(eg due to site allowances), you must model them as two separate people (eg 'J Smith' and 'J
Smith Site').
2.1.11 Adding a new resource to the Staff List when using the Activity Plan template:
In this case, it is important to ensure that you also allocate a new (unique) Resource Number
against the new person and also ensure that this new Resource Number carries across to one of
the columns in the Activity Plan template which will allow the new person's details to be looked up.
2.2 Foreign Resources table

2.2.1 Home Country: Only displayed if the resource's native currency is different from the project
currency.
2.2.2 Native Currency: Ditto.
2.2.3 X-Rate to Project Currency: Used to convert the person's raw cost rate into the project currency.
Based on the annually updated budget x-rates for each currency into USD - so LIKELY TO BE OUT
OF DATE.
This lookup x-rate should generally be over-typed with a more accurate (up-to-date) figure. If it is
not over-typed, then it remains shaded yellow as a warning of suspect data.

2.3 Cost Rates table
2.3.1 Approx Rate / Accurate Rate (Required field): Enter Raw Rates against every person. If you
don't know the exact rate (or the exact person), then use the "Approx" column. Rates entered into
the "Accurate" column will always supersede the Approx column.
2.3.2 Currency: The currency that the raw rate is expressed in. This currency can be modified in the
Foreign Settings table.
2.3.3 Staff Type (Required Field): Assumes regular staff. For anything else, you need to select the staff
type.
Blank = Staff (normal)
Jobshoppers: Contract staff who are paid by an agency. Jacobs pays the agency and their raw
rates are relatively higher than regular staff because they already include agency fees and other
statutory items. It is common to use lower revenue multipliers for Jobshoppers.
LBO: 'Labor Benefits Only' or 'Casual' receive fewer benefits than regular staff and have
correspondingly lower overheads (burden).
Field: Used for long term placements on site which justify changing a person's overhead (burden)
rate. Do not use this type for regular staff who make occasional site visits.
Staff with Allowance: Used for site allowances, etc. This setting activates the Site Allowances
section of the Individual Settings table (on the right). From here you can specify the allowance
details.
Staff Straight Overtime: Used in conjunction with Staff (Normal), but just for the overtime
component. Straight Overtime has the same raw cost (no premium is paid), but it carries a lower
burden than normal time, so it is actually cheaper than normal working hours.
Staff Premium Overtime: Again, used in conjunction with Staff (Normal), but just for the overtime
component. Premium Overtime has a higher raw cost (typically 'time and a half'), but it also carries
a lower burden than normal time. The PPOT raw multiplier defaults to 1.5, but this can be over-
rided in the Individual Settings table.
GID (Std Rate): GID resources for which Oracle automatically applies a standard cost rate
(regardless of their actual cost) and the same standard internal revenue accrual rate (regardless of
the billing rate set by the project). Zero burden is applied to GID staff. Current GID centres are in
India, Poland and Philippines.
GID (Other): Other Jacobs foreign resources, deemed to be GID, but not set up especially in
Oracle. These resources cross-charge to the project under an IWA (International Workshare
Agreement). Again, zero burden is applied in the PT, but their cost rate does not auto-populate.
Non-Jacobs: Used when pricing 3rd parties by the hour. Zero burden is applied. In the delivery
phase, 3rd parties do not fill in timesheets and they hit our books as an expense. Ensure that a
cost type 'C' WBS code is allocated against them in the budget in IPCS (which converts their cost
into non-labor).
2.3.4 Burden: Check each person's lookup Burden %. If the lookup value is incorrect then overtype the
burden % as appropriate.
2.3.5 Note: If you overtype any cell, the text turns red as a reminder. You can return to the lookup
%'age by filling the formula from an adjacent cell.
2.4 Sell Rates table

2.4.1 Sell Rates are calculated for each person depending on the calculation method chosen on the
Setup tab and the factors used.
2.4.2 Regard these rates as "preliminary" to start with, because they will doubtless be revisited during the
course of the bid preparation and approval.
2.4.3 Manual Over-ride: All calculated rates can be directly over-rided using this column. (eg senior
people who may end up too expensive if using a simple multiplier)
2.5 Individual Settings table

2.5.1 Optional: Used for 'fine-tuning' the Sell Rate settings for any particular individual.
2.5.2 The use of this table will depend upon which Pricing Method has been chosen:

2.5.3 Build-up Pricing Methods (Methods 1-6): Modify any of the pricing factors in the green boxes by
over-typing them (Note: the default pricing factors are initially specified on the Setup tab)
2.5.4 Project-specific Banding: (Optional). Allocate descriptions in the column provided. The sell rate
for descriptions that match will be weighted and averaged, such that the overall project price does
not change.
2.5.5 Direct Entry Methods (Methods 7 & 8): Enter the applicable Sell Rate for each person into the
yellow boxes.
2.5.6 Category Rates Methods (Pre-determined Rate Sets) (Methods 9 & 10): Enter the lookup
grade/category for each person in the yellow boxes. Before using these methods you must unhide
and update the "Category Rates Data" tab, which is the source data for these lookups.
2.5.7 Site Allowances and Overtime This section of the table is activated when the appropriate Staff
Type is selected.
2.6 Future Rates and Escalation table (Indexation)

2.6.1 Used to model annual pay-rises (costs) and contract bill rate increases (if allowed). Cost and
revenue rates can be escalated separately (including separate anniversary dates) if required.
2.6.2 Enter the Anniversary Date (typically 1st Jan) and the yearly incremental index % for Raw Costs in
the yellow input boxes at the top of the Raw Cost Rates table. (These will then be compounded
within the tool).
2.6.3 By default, the Sell Rate Anniversary Date and yearly indices will be the same (green boxes at the
top of the RHS table). However, all of these can be overtyped with different values (including zero)
if required.
2.6.4 Raw Rates (and Sell Rates) for any particular individual and for any particular year can then be
adjusted (or capped) by over-typing in the green boxes in the body of the tables.
2.7 Raw Rate Correction Factor

2.7.1 Used to reduce the inaccuracy arising from the use of Approx (banded) raw rates.
2.7.2 The originator sets the Pricing Tool up using Approx raw rates against every person. These are
typically banded or rounded rates created to provide a level of salary confidentiality.
2.7.3 Generally, these approx rates will include a level of conservatism (eg P75 rates for each band,
instead of the average), so if used without correction, the cost will typically be slightly overstated.
2.7.4 Next, send the Pricing Tool to someone who has access to Accurate Raw Rates.
2.7.5 First, this person enters accurate raw rates against everyone's name.
2.7.6 Then, they copy the number from Box 1 and paste-value it into Box 2 (this is your labor cost). Note:
Boxes 1-4 are at the top of this tab.
2.7.7 Next, the accurate rates are physically deleted from the Staff List tab. This causes the Cost and
Gross Margin to change back to the approx value.
2.7.8 Then, copy the number from Box 3 and paste-value it into Box 4 (This is your correction factor)
2.7.9 Applying the correction factor to the approx raw rates, should restore the original (correct) Cost and
Gross Margin to within tolerable limits.
2.7.10 The corrected Pricing Tool is then returned to the originator for their use.
2.7.11 Note: If minor changes are made to the plan (ie relative proportions of hours per individual), then
the correction factor should still hold. However, if significant changes are made to the distribution
of planned hours, then the correction factor may need to be recalculated.

Step 3: Plan the Project
This is where the main thinking takes place in the Pricing Tool. You have a choice of two planning templates
(depending on your preference), but the objective of both is the same:
Construct a bottom-up, resource and task based, timephased, project plan. (Later, this can be used to
check resource levels to ensure that the proposed schedule is realistic.)
The level of detail that you get into (granularity), will depend upon your choice of plan template and the nature
of the project (eg Fixed Price / Lump Sum bids require extra careful scope definition at bid stage).
3 Staff Plan template and Activity Plan template

Which Template to use?
3.1 When to use the Staff Plan Template
3.1.1 Use this planning template for a time-based, reimbursible service (eg cost-plus).
3.1.2 Individual line items in the Staff Plan Template represent people's names. This creates a traditional
Staff Plan (Resource Plan) model for the project with hours being entered per week/month against
each person / task
3.1.3 Typically, the 'tasks' within a Staff Plan model are relatively high-level, because within each task it
is still necessary to then list out each team member's name.
3.2 When to use the Activity Plan Template

3.2.1 Use this template for projects where we need to accurately define our scope of work (eg Lump Sum
/ Fixed Price). It is also a more efficient template for large projects.
3.2.2 Individual line items in the Activity Plan Template represent detailed tasks/activities (scope). Hours
per person are then allocated against these using a 'sparse matrix' arrangement.
3.2.3 Timephasing for each activity / line item is then done using a separate integrated calendar.
3.2.4 This arrangement allows the various activities to be listed out in the plan at whatever level of
granular detail is deemed appropriate for the project
Common setup features for both Plan Templates (a) and (b)
3.4 Setup the Headings and Sub-headings for the planned line items (scope)
3.4.1 The scope of work on the Plan templates can be broken down by two levels of headings and sub-
headings. This effectively creates a scope breakdown structure on the Plan Templates.
3.4.2 It is helpful if this scope breakdown structure is generally aligned with the Control Account Structure
(known as the WBS code), but it doesn't have to align exactly.
3.4.3 Enter your content at the individual line item level. (Do not enter content at a heading level - it will
be ignored.)
3.4.4 To set up a Major Heading (Blue):
- Put the heading title text in the narrow column titled "Heading Titles"
- Put an index number (can be alpha-numeric) in the column titled "Major Headung IDs"
- Put the identical same index number into every row that you want to sum into the Major Heading
(the tool uses SUMIF, so these index numbers must all be exactly the same).
- If there is text in the "Heading Titles" column, the tool knows that it is a Major Heading when there
is an index number placed in the Major Heading column, but the Sub-heading column is left blank.
- Warning: The physical index number within each section must be unique. If a particular index
number is repeated further down the page, then every line item with the same index number will be
"sum-iffed" together, regardless of which section it is in.
- Look at the Worked Example file to see how this is done.
3.4.5 To set up a Sub-heading (Gray):

- Again, put the heading title text in the narrow column titled "Heading Title"

- Put an index number (can be alpha-numeric) in the column titled "Sub-heading IDs". Again, this
must be the identical same number in every row that feeds into the sub-heading sub-total.
- In this case, if there is an index number in both the Major and Sub columns, then the tool knows
that it must be a Sub-heading.
- Again, do not accidently repeat index numbers.
- Again, refer to the Worked Example file to see how this is done.
3.4.6 Be careful that the index numbers do not increase sequentially when filling cells. They must be the
identical same number for the 'SUMIF' function to work.
3.4.7 Line Item Numbers (Optional): Unique line item reference numbers may be included if helpful.
3.4.8 Suggested Format (Optional):

Major Headings: use 1, 2, 3, 4, 5, etc
Minor Headings: use 1.2, 1.2, 1.3, 2.1, 2.2, etc
Unique line items: use 1.1.1, 1.1.2, 1.2.1, 3.1.1, etc
Note that if the format x.y.z is used for the unique line items, then these can quickly and easily be
filled downwards in excel. Refer to the Worked Example for details.
3.5 Setup the Calendar (both templates)

3.5.1 Select weekly or monthly calendar intervals.
3.5.2 Select the Calendar Start Date. For a weekly calendar this day must now be a FRIDAY (last day
of the week). For a monthly calendar, choose somewhere in the middle of the month.
3.5.3 Weeks, Months, Period ends, Quarter ends and FY ends populate automatically.
3.5.4 The calendar has enough columns for 2 years in weekly mode and 10 years in monthly mode - but
can be extended if required.
3.5.5 To extend the range, insert columns within the main body of the calendar (and in front of the range
de-limiter). Refer to the "General" section 0.4 of this User Guide.
3.6 Inserting and deleting rows

3.6.1 Rows can be deleted from the Project Plan at any time. However, do not delete the first row.
3.6.2 For instructions on inserting rows refer to section 0.4 of this User Guide (above)
3.7 Timesheet WBS Codes (Control Accounts)

3.7.1 Not strictly needed when first building up the Plan. (This column is used later to map GFS Control
Accounts to the different elements of the Plan
3.7.2 However: when building up the plan, you must be mindful of the likely WBS codes that you will be
using.
3.8 GID codes (Level 2 = "D")
3.8.1 It is now a requirement to setup dedicated GID (Type D) WBS Codes for work being performed by
GID Resources
3.8.2 Ensure you plan the project so that GID resources are separated out and can be allocated against
these dedicated WBS codes.
3.8.3 GID resources (as specified by the Staff Type setting on the Staff List tab) that are allocated
against non-GID WBS codes will appear yellow as a warning.
3.8.4 Similarly, for non-GID resources that are allocated against Type D WBS codes.
3.9 "Exclude" column

3.9.1 Used for excluding or "optioning out" a particular line item. This still allows you to see the
calculated amount, but excludes it from the bid price.
3.9.2 Later, during project delivery, this same column is used for labling changes to the project budget.
3.10 "Phase or Section" column

3.10.1 Optional. Used in conjunction with the 3c Plan Analysis tab (see below - you may need to unhide
this tab).
3.11 Hours Adjust Over-ride

3.11.1 Used for quickly adjusting the hours allowed for a particular line-item.

3.11.2 Typically, this would only be used by senior management when reviewing, or making last-minute
adjustments to a bid. It should not used when building up the Project Plan in the first place.
3a Staff Plan Template

3.11 Entering Non-Labor
3.11.1 First enter the Total Cost in the 'Cost' column
3.11.2 Then timephase this cost against weeks/months on the calendar. Adding "1"s on the calendar will
uniformly distribute the cost over the weeks/months selected.
3.11.3 Quantity Multiplier: Used when there is more than one of an item (blank defaults to 1, so leave
blank if there is only 1)
3.11.4 Markup: Entering a Percentage in the "Markup %" column will apply that markup to the revenue
calculation
3.11.5 Non-Bill: A whole line item (either Labor or Non-Labor) can be made non-billable by selecting "NB"
in column G
3.11.6 Non-Labor Class: Select from the pick-list. The picklist consists of standard and user-defined
items and is specified in the Detailed Margin Profile report on the LHS of the Staff Details tab.
3.13 Entering Labor (Hours)

3.13.1 Using the "Name" column, select peoples' names from the picklist. This picklist draws from the list
of staff names on the Staff List tab.
3.13.2 Roles and color coding are looked up and auto-populate.
3.13.3 Enter planned hours per week/month in the boxes on the calendar
3.13.4 IMPORTANT: If you have previously entered a non-labor item, then you will not be able to
enter hours on the same line. This is intentional, because IPCS requires different WBS
Codes to be used for Labor and Non-Labor
3b Activity Plan Template

3.14 Entering Non-Labor
3.14.1 Cost: Enter the total non-labor cost (this is then timephased separately using the calendar)
3.14.2 Quantity Multiplier: Used when there is more than one of an item (blank defaults to 1, so leave
blank if there is only 1)
3.14.3 "% Mark-up: If a pricing mark-up applies then enter the percentage.
3.14.4 Non-Labor Class: Select from the pick-list. The picklist consists of standard and user-defined
items and is specified in the Detailed Margin Profile report on the LHS of the Staff Details tab.
3.14.5 IMPORTANT: If you have previously entered a non-labor item, then you will not be able to
enter hours on the same line. This is intentional, because IPCS requires different WBS
Codes to be used for Labor and Non-Labor
3.15 Entering Labor - Step 1: Select staff from the Master Staff List
3.15.1 Using the Resource Number tags, cross-reference staff columns on the Activity Plan with staff rows
from the Master Staff List (Staff List tab)
3.15.2 Hours are then allocated against individual activities using a 'sparse matrix' arrangement.
3.15.3 You can insert additional resource columns (as required). Every resource column must be cross-
referenced with the Master Staff List using the Resource Number tags.
3.15.4 People do not have to be in the same order as the Master Staff List, but do not include anyone
more than once in the table
3.15.5 Generally it is helpful to group resources in some way (eg by discipline) and then color code each
group appropriately (allocate color codes on the Staff List tab).
3.16 Entering Labor - Step 2: Enter detailed scope line items and assign hours
3.16.1 Break down the project into detailed scope line items (at whatever level of detail is appropriate)
3.16.2 Assign hours for each person against each detailed line item using a sparse matrix approach.

3.16.3 Only assign hours against detailed scope description line items. Hours allocated against heading
rows will be ignored.
3.16.4 Detailed line items are typically arranged within a structure of headings and sub-headings. Refer to
3.4 above
3.16.5 The process of building up an estimate is generally iterative. Before you have finished, you will
likely have to insert and delete rows to get it right.
3.16.6 Be careful that the index numbers do not increase sequentially when filling cells. They must be the
identical same number for the 'SUMIF' function to work.
3.16.7 The 'Hours Quantity Multiplier' column can be used when there are multiple instances of a line item
(eg multiple meetings or drawings). If this column is left blank, the tool assumes '1'
3.16.8 Non-Bill Line Items: A whole line item (either labor or non-labor) can be made non-billable by
selecting "NB" in column G.
3.17 Entering Labor - Step 3: Timephase the scope line items

3.17.1 For every line item with content, place a "1" in each box in the schedule representing its duration.
This has the effect of uniformly distributing work effort against these weeks/months.
3.17.2 The prime purpose of the 'schedule' in this tool is to distribute work effort against the weeks/months
in order to time-phase the estimate and calculate resource requirements / cash-flow.
3.17.3 The schedule provides a convenient way to do this and it provides a visual representation of a bar
chart schedule to help you plan out the delivery of the project.
3.17.4 However, this is not a scheduling tool. If you need a 'proper' scheduling tool (eg Primavera or MS
Project) then get one and sychronise the schedule in this tool with it.
3.17.5 Only schedule scope line items (do not schedule headings and sub-headings - it has no effect).
3.17.6 If there are items which have not been scheduled in this way, then the Cash-flow and the Staff
Check calculations will be incomplete. The schedule will turn orange as a warning.
3.17.7 Items don't have to be uniformly distributed. If you had a 3 week activity with 1-1-2 in the three
boxes, this would put 25% of the work effort in the first two weeks and 50% of the effort in the third
week.
3.18 Activity Plan Template - Time-based Mode (Optional)

3.18.1 This is an alternative way of modelling an estimate. It is effectively the same as the Staff Plan
method of entry but can be included directly into the Activity Plan. In this mode the hours and the
schedule turn "Blue" to indicate they are time based.
3.18.2 It is primarily used to model the project management section of a project (because this is best
modelled as time-based).
3.18.3 Select "T" from the Mode Column to the left of the schedule. Notice that the hours quantity
multiplier is now grayed out (unavailable).
3.18.4 Time-based Mode 'works' by summing the numbers entered in the scheduled weeks/months for a
particular line item and substituting the result in place of the hours quantity multiplier.
3.18.5 Method 1: One way to use this mode is to consider a line item to be an individual person (similar to
the Staff Plan template). Enter a "1" against that person in the sparse matrix section. Then enter
the number hours per week/month into each of the schedule boxes.
3.18.6 Method 2: Consider a line item to be a group of people. Enter the hours per week/month for each
person in the sparse matrix. Then enter a "1" in each box in the calendar.
3.18.7 To better understand how Time-based mode is used, refer to the worked examples.
Resource Planning / Resource Levelling

The Resource Planning / Levelling functionality in this tool makes use of the Staffing Check analysis
Both Plan Templates

3.19 Review your Resource Requirements and Validate the proposed Schedule using the Staff Check
Table

3.19.1 The Staff Check table has the same format for both Plan templates and is located at top-right of
each Plan Template. Make sure that you don't have split screen turned on, or you may not be able
to see it.
3.19.2 If there are not enough rows in the table, for the number of resources you have, then additional
rows can be inserted
3.19.3 Consolidated hours per person per week/month are calculated. These are then color coded,
depending upon how 'stretched' the resource is considered to be.
3.19.4 'Normal' appears as light green and 'stretched' as dark green. 'Unrealistic' appears as orange (a
warning). The thresholds for each of these color changes can be adjusted in the yellow input cells.
3.19.5 A small amount of 'orange' surrounded by green may be considered to be OK. A large block of
'orange' for a particular individual is definitely a problem. It effectively means that your proposed
delivery schedule is unrealistic!
3.19.6 Availability: If a particular person is not available for 100% of the time, then their availability %
can be entered. This has the effect of reducing the color code thresholds appropriately (it does not
affect the calculated weekly/monthly hours).
3.19.7 Finally, this table is a calculated result of the Project Plan. To reduce the hours for over-committed
resources, the plan itself must be changed (not this check table!)
Further analysis (and Client Pricing Templates)

Perform a "sanity check" of the Project Plan, by breaking down the overall price into a number of different
elements.
Obtain data for filling in client pricing templates that are frequently attached to the client's Request for Bid
documentation
3c Plan Analysis tab
3.20 Check how many hours (and how much revenue) have been allocated against different portions of
the project plan.
3.20.1 Unhide the tab "3c Plan Analysis"
3.20.2 Define up to 7 "Elements" of the project. These must be mapped to the line items in the Project
Plan(s) and will depend upon how you have structured the Plan. They could be Areas, Stages,
Phases, Major Work Elements, etc. The main point is that they are mapped to line items.
3.20.3 Define a number of Team Groups and map these against individuals using the relevant column on
the Master Staff List (Staff List tab). These should ideally be the delivery teams within your overall
project organisation structure.
3.20.4 The selected Project Plan is then analysed against these two criteria.
3.20.5 Revenue escalation is rolled into the figures in the analysis (it does not appear separately)
3.20.6 You can choose whether, or not, to separate out contingency. By default, contingency is also rolled
into the overall figures.
3.20.7 Use this info as a 'sanity check' for allocation of resources against different areas of the project.
3.20.8 This info may also be helpful when completing the Client Pricing Template (depending on its
precise requirements)

Step 4: Sign-Off
Assess the key financial metrics for the bid. If necessary, you can go back and make last minute adjustments
to the Project Plan (refer 4.6 below).
Assess the project risk (the RAMP tool can help with this) and apply an appropriate contingency (and/or)
management reserve to protect Jacob's business risk.
Setup tab
4.1 Choice of Plan Template
4.1.1 Ensure that the Sign-off is 'reading' from the correct Plan Template on the Setup tab.
Project Plan tab(s)

4.2 Review the Project Plan (proposed scope of work)
4.2.1 Scan the line items on the appropriate Plan tab and the hours (and expenses) allowed for each.
Check that no single line item is too large as this leads to inaccuracies.
4.2.2 Review the Staffing Check table (top-right corner of each Plan tab). Check that we have sufficient
resources to deliver to the proposed schedule and that it all looks 'workable'.
4.2.3 To adjust the hours allowed for any particular line item, use the 'Hours Adjust Override' (Column B)
on each Plan Template
Setup tab
4.3 Review the selected Pricing Method
4.3.1 Ensure that the Pricing Method reflects the Contract Type
4.3.2 Review the global Revenue Multipliers and/or Overhead Rates that have been used for pricing
purposes (Note that individual overrides can be applied on the Staff List tab)
Staff List tab

4.4 Review the proposed project team and the projected GM/Hr for each person
4.4.1 Review the Raw Cost Rates to ensure that accurate raw cost rates have by now been entered in
the tool against every person
4.4.2 Using the Staff Margin Report (left side of Staff List tab) review the individual margin for each
person.
Sign-off tab
4.5 Review the Sign-Off Metrics
4.5.1 Price (For discussion on how this is calculated, see below)
4.5.2 Gross Margin (For discussion on how this is calculated, see below)
4.5.3 Potential Gross Margin (For discussion on how this is calculated see below)
4.5.4 Contingency (This is entered directly on the Plan tabs)
Discussion
4.6 How to make "Last Minute" Adjustments to the bid

4.6.1 Because the Project Plan(s) are integrated with the Staff List and the Sign-Off form, it is possible to
make last minute adjustments to the proposed plan (scope of work).
4.6.2 Adjust the Bill Rates: This will obviously depend on the chosen Price Calculation Method.
Generally the quickest way, is to adjust the multiplier or the pricing factors on the Setup tab (section
3).
4.6.3 Remove a line item of scope: Use the "Exclude" dropdown in column F on the Project Plan
templates

4.6.4 Adjust the Hours (for a particular line item of scope): Use the "Hours Adjust Over-ride" (Column
B) on the far left of the Project Plan templates. This is an auditable method for making last minute
adjustments.
4.6.5 Adjust the Resource Mix: Add cheaper local resources to the Staff List (Staff List tab) and allocate
hours across to them on the Project Plan tabs
4.6.6 Increase the proportion of India/Workshare hours: In the Staff List (Staff List tab), select
"GID (Std Rate)" as the Staff Type and see the effect this has.
4.6.7 Adjust the Contingency: This is done directly on the Plan tabs
4.7 Price
4.7.1 Labor: Calculated as the sum of the hours planned for each person times their Final Sell Rate (refer
Staff List tab).
4.7.2 Non-Labor: Cost plus % Markup (where specified)
4.7.3 Includes Contingency (Labor and Non-Labor)
4.7.4 Includes Revenue Escalation (unless this has been specifically excluded, refer User Guide section
2.7)
4.8 Gross Margin

4.8.1 The figure that is signed-off and that the PM is accountable to meet.
4.8.2 The "Hours" in the GM/Hr metric do not include 'pass-through' resources (eg non-Jacobs
personnel), because these would otherwise dilute the metric.
4.8.3 Sign-off GM is reduced if a Management Reserve is specified.
4.8.4 Includes budgeted amounts of Other Revenue Gains/Losses (if specified). For this reason, ensure
that any Target Bonus has been conservatively estimated.
4.9 Potential Gross Margin

4.9.1 The GM that we would make if the Contingency and/or Management Reserve are not spent
4.9.2 For Fixed Price projects, unspent Contingency will increase the Potential GM, by creating a write-
up. (However, for reimbursable projects unspent Contingency does not alter the GM)
4.9.3 For Reimbursable projects, unspent Management Reserve will restore the potential GM back to
what we would have got if no Management Reserve had been taken.
4.9.4 For Reimbursable projects with an upper limit (cap), the potential GM calculation assumes that the
cap is not reached
4.10 Other Revenue Gains/Losses (Incentives, FX Gains/Losses, Rebates, etc)

4.10.1 Use this section to model items that influence our final margin, but do not directly change the bid
price (or the planned cost).
4.10.2 Bonus, Incentive and Pain/Gain Payments can be added here. These are typically linked to
performance KPIs.
4.10.3 Foreign Exchange Rate movements also impact our final revenue, if we are not being paid in the
project currency.
4.10.4 Estimated Revenue Impact (+/-): Three estimates are required (Best Case, Budget and Worst
Case). Worst case may be negative.
4.10.5 Corresponding resultant GM/Hr is calculated for the Best and Worst Cases. This data is for
information only.
4.10.6 However, the "Budget" (expected) amount passes through to the overall GM/Hr estimate at the top
of the Sign-off Form. If you do not want to include this amount in the final sign-off GM/hr, then
leave the middle box blank. Also, if you are including a bonus in the budget box, it is important not
to over-estimate it.
4.10.7 Be aware that the Budgeted Revenue Gain/Loss will form part of the project budget that is
uploaded into IPCS (it goes into the Fees/Incentives/Liabilities control account).

Step 5: Configure your Control Accounts
Decide how you want to manage (and report on) the project financials going forward into execution.
Create a hierarchy / list of WBS Codes (Control Accounts) and then map these to your Project Plan. This
produces your initial Budget for the project.
Setup tab
5.1 Enter the 8-digit Project Number that has been setup in GFS (Required input)
5.1.1 The first 6 digits are the Root. If the project is part of a client series (framework, panel or program),
then the root relates to that client series. If the project is a "one-off", then the root has no particular
significance.
5.1.2 The final 2 digits are the Project Suffix. These are the ID for the particular project. If the project is
a "one-off", then these final 2 digits will generally just be '00'.
5.1.3 The Pricing Tool does allow for multiple suffixes to be created and uploaded to IPCS at the one
time. However, this would not be a normal situation - you will need to ask a SuperUser how to
implement this feature.
Control Accounts tab

5.2 Enter the Path ID level for your WBS Codes (Control Accounts) Required input
5.2.1 The level that the Path ID structure goes down to is a fundamental decision that affects the
structure of the Project Plan. You should probably already have decided upon this.
5.2.2 Enter your chosen level in the yellow dropdown box at the top of the Control Accounts page.
5.2.3 Minimum = Level 4. Maximum = Level 8. If you need to go below level 6, then unhide the relevant
columns on the Control Accounts tab.
5.2.4 Level 4 PathID - Discipline Codes
- IDs and ID Names must be taken from the standard Expense Type / Discipline Codes picklist.
You are limited to these company-wide standard codes.
- Pick the "best fit" discipline. This discipline describes the overall work element (not necessarily
the individual resources contributing to that element). Regard it as the collective (team) discipline
for the portion of work involved.
- Note that the codes that are available at Level 4 may depend upon your selection at Level 2
- Control Account Name. By default, the level 4 description will be used. However, if you prefer,
you can edit the actual Control Account Name that gets setup in IPCS by overtyping the green cells
in the "WBS Name (Control Account Name)" column.
5.2.5 Lowest Level IDs and ID Names

- Lowest Level IDs and ID Names are entered directly into the rightmost columns of the main table.
The whole table can be expanded to 120 rows max, giving you a max of 120 control accounts.
- Lowest Level IDs and ID Names must be entered as "matched pairs". They can repeat, but they
should not repeat in different combinations. The cells turn yellow as a warning if this occurs.
- In situations where Lowest Level IDs do repeat, it is important that the full WBS codes, thus
created, do NOT repeat (ie they must still all be unique).
5.2.6 Control Account Names.

By default, the lowest level ID Name will be used. However, if this repeats, or you otherwise prefer,
you can edit the actual Control Account Name that gets setup in IPCS by overtyping the green cells
in the "WBS Name (Control Account Name)" column. Control Account Names should all be unique
in IPCS.
5.2.7 Intermediate Level IDs and ID Names

- Intermediate level IDs and ID Names must be matched pairs and are defined in the picklist setup
tables below the main table. These setup tables are limited to 40 fields and cannot be expanded.
Intermediate level names are then selected from within the main table using the dropdowns. Do
not attempt to overpaste these fields with other data in order to overcome the 40 max restriction, as
this will cause an IPCS upload error.
5.2.8 5 Level PathID
Level 5 is the lowest level (see rules above)
Level 5 is an intermediate level (see rules above)

Levels 5 and 6 are intermediate levels (see rules above). You will also need to unhide the level 6
columns.

Levels 5, 6 and 7 are intermediate levels (see rules above). You will also need to unhide the level
6 and 7 columns.
5.2.12 Multiple Suffixes (Level 1)

It is possible to have multiple suffixes in the same Pricing Tool. Select "Multiple Suffixes" in the
dropdown in the blue banner on the left of the Control Accounts tab.
Unhide the "IPCS Data" tab and enter the suffix details in the Level 1 table on the left. These
suffixes can then be selected from the Control Accounts tab.
In multi-suffix mode, the WBS codes include the level 1 suffix.
5.4 WBS Codes - Number of characters

5.4.1 On the Control Accounts tab, if the number of characters for the GFS WBS Code exceeds 25, then
the font turns red as a warning.
5.5 'Top 5' Standard Control Accounts

5.5.1 The Pricing Tool creates up to 6 additional "standard" control accounts (these are grayed out if they
are not used)
5.5.2 Contingency: Labor and Non-Labor contingency budget items appear here.
5.5.3 Cost Reserve: Specified as a non-labor, non-bill item.

5.5.4 Fee: This is only populated if Pricing Method 4 (Cost Plus with separate fee) has been used.
5.5.5 PC Alloc: Where PC charges accrue directly to a project (ie outside the US), they are added (as a
cost only item) for every billable hour worked. The general hourly rate used for this appears on the
Setup tab, although foreign resources will incur their home country rate.
5.6 Suspense Account

5.6.1 IPCS requires a Suspense Account, in which it places any Actual Costs that are incorrectly coded
(ie do not match any of the Path IDs setup in IPCS). This is similar to the standard WBS code "1"
used by GFS.
5.6.2 The Suspense account is created automatically by the API, so it does not appear on the Control
Accounts tab. However, it will appear in IPCS.
Project Plan tabs

5.7 Map your GFS WBS Codes against the line items on your Project Plan
5.7.1 Use the "WBS Codes" column (column "J" on each of the Project Plan templates) to map a WBS
code against EVERY line item on your Project Plan that contains an item of scope (not headings).
5.7.2 When the Pricing Tool finds a WBS Code on the Project Plan that is not represented in the list on
the Control Accounts tab, it shades it yellow as a warning.
5.7.3 Similarly, when the Pricing Tool finds a WBS Code on the list on the Control Accounts tab that is
not represented on the Project Plan, then it also shades it yellow as a warning.

5.7.4 Missing WBS Codes show up as bright orange (Warning: critical data missing).
5.7.5 Incorrect Labor or non-labor WBS codes show up as bright orange
5.7.6 There is no point in mapping WBS Codes against headings (although it doesn't do any harm).
5.7.7 Do a FINAL CHECK, by ensuring that the project totals on the Control Accounts tab, add up to the
same as the total on the Project Plan tab.
Control Accounts tab (left hand side)

5.8 IPCS Forecast Methods
5.8.1 There are a number of IPCS control account settings (in the green cells) on the left hand side of the
Control Accounts tab.
5.8.2 These will be uploaded into IPCS via the API and are a convenient way of making these settings in
IPCS. However, these settings can equally be made (or changed) manually in IPCS at any time.
5.8.3 The Pricing Tool presents some "suggested settings" - but these can be over-typed if appropriate -
or just left blank.
5.8.4 For information on how these settings are used, refer to the IPCS User Guide.
5.8.5 Review the suggested IPCS Forecast settings (in the green cells) and either accept them, amend
them or delete them.

Step 6: Upload project setup data to GFS
All of the project financial data needed by the PAP process is available from the Pricing Tool.
Ensuring that the data in the PAP aligns with the data in the PT will ensure that all of the financial assumptions
made at Proposal Sign-off stage get carried forward into both GFS and IPCS.
Data required by PAP / AutoPAP - and where to find it in the Pricing Tool.
6.1 Contract Type

6.1.1 Found on the Setup tab
6.2 Period of Performance (POP) Start Date

6.2.1 The project Start Date is found on the Control Accounts tab in the Timephase Original Budget table.
It may be prudent to make it a week earlier in GFS as 'buffer' in case the project starts early.
6.3 As-Sold Amounts (Refer "Sign-off" tab)

6.3.1 As-Sold Engineering Services Revenue: Go to Sign-off tab > Section 1. Final Bid (As Sold)
6.3.2 As-Sold Engineering Services Hours: Ditto
6.3.3 As-Sold Gross Margin: Ditto
6.3.4 As-Sold Contingency (if required): Go to Sign-off tab > Contingency
WBS Codes (Control Accounts tab)

6.4 WBS Codes in GFS
6.4.1 Go to the list of WBS Codes (and their descriptions) which is found in the blue "WBS Codes / GFS
Control Accounts" table on the Control Accounts tab.
6.4.2 Only the 'Blue' codes are entered into GFS (The top 3 green Contingency and Mgt Rsv codes only
go into IPCS, because no 'actuals' will ever be collected against these codes)
6.4.3 In regions outside of the US, a code for PC ALLOC is also required in GFS (Computer charges).
Do not let computer charges default to code "1", but ensure that they are directed to this dedicated
control account to match the setup in IPCS.
6.4.4 WBS Code "1": It will still be necessary to setup a code "1" as a 'safety net' to catch any actuals
that are not coded correctly. This is not shown in the list of WBS codes in the Pricing Tool, but it
will still be required in GFS. (In IPCS, the equiv to this code is the Suspense account).
6.4.5 If the WBS Code font turns red, then this is a warning that it exceeds 25 characters in length.
Revenue Multipliers (Taximeter) and Special Bill Rates (Staff List tab)
6.5 Revenue Multipliers (Taximeters)
6.5.1 Go to the "GFS Rates Setup Data" table on the right side of the Staff List tab. Revenue multipliers
are shown at the top of this table.
6.6 Special Billing Rates

6.6.1 If a non-linear Pricing Method has been used, or if an individual has a bill rate over-ride on them,
then Special Bill Rates will need to be setup. In this case, use the data in the lower part of the
table.
6.7 The difference between Internal Revenue Rates and Client Billing Rates
6.7.1 In GFS it is necessary to setup both Internal Revenue Rates and Bill Rates for every project
6.7.2 Revenue Rates: (Internal Accrual Rates). These are the rates that revenue is deemed to accrue
to the project for internal revenue recognition purposes.
6.7.3 Bill Rates: (Client Bill Rates). These are used for invoicing the client.
6.8 When do the Revenue Rates and the Bill Rates differ?

6.8.1 For most projects, the Revenue Rates and the Bill Rates will be the same. No distinction is made
between them. Exceptions to this are:
6.8.2 Management Reserve: Management Reserve is only applied to internally recognised revenue. A
certain amount is skimmed off the revenue rates and placed in a separate budget. However, the
amount that is charged to the client remains unchanged in order to create the 'reserve'. In this case
the Client Bill Rates will be slightly higher than the Internal Revenue Rates.
6.8.3 Fixed Price/Lump Sum projects: In this case, the precise Client Billing mechanism will depend
upon the specific contract conditions (eg payment milestones). In some cases, hourly bill rates are
used until the upper limit is reached. In other cases, hourly bill rates are not used at all for
invoicing. In still other cases, sell rates could be based on one of the non-linear pricing methods
whereas internal accrual rates are based on a (linear) taximeter.

Step 7: Upload Original Budget to IPCS
An API exists to automatically upload the project Budget, Path-IDs and Timephase data from the PT into IPCS.
(Note: there are a few picklist validated fields that must still be manually setup in IPCS)
7.1 IPCS Upload Mailbox
Uploading the data into IPCS is carried out by a nominated IPCS Super-User.
7.2 Before sending the Pricing Tool to the appropriate super-user mailbox, first ensure that it has been
fully completed and correctly configured. In particular, the Error Log on the Control Accounts tab
must not show any 'red' setup errors
Setup tab
7.2.1 Ensure that an 8 digit Project Number has been entered.
7.2.2 Ensure all yellow boxes are completed (including lead office).
3b Activity Plan tab

7.2.3 If this Plan template was used, ensure that the Calendar section (on the right hand side of the tab)
has been populated. If this is not done, timephase data will not be passed across to IPCS.
Control Accounts tab

7.2.4 Ensure that all control accounts are complete and that a budget amount has been calculated
against each. Ensure that the total budget matches the Contract Price.
7.2.5 Ensure that all Path IDs have populated correctly.

Step 8: Manual ETC mode
If the Manual ETC Lite forecasting method is being used in IPCS, then the Pricing Tool can be used to calculate
the ETC amounts and to bulk upload the data into IPCS.
8.1 First, configure an ETC Baseline (Time = zero)

8.1.1 How?
1. Change the mode on the Setup tab to "Mode 2: Calculate the ETC"
2. Check that the 'ETC at time = zero' equals the Budget that has been loaded into IPCS.
3. Decide whether to forecast Contingency, Management Reserve and Separate Fee (if applicable)
as a % or as a fixed amount. Also decide how to forecast other revenue-only items (such as
Incentive Payments) going forward (see below).
8.1.2 Labor Contingency - Decide on fixed vs %.

Labor contingency will have been entered in the 'totals' section at the top of each plan tab. For the
proposal it is entered as a %. In ETC mode you have the choice of continuing to use a percentage
(in which case the remaining contingency will automatically reduce as the remaining scope of work
reduces) - or you can fix the amount by overtyping the amounts in the green cells. Most people
will choose to fix the amount, however once you have done this you cannot go back to the
percentage method again (the percentage cell becomes grayed out) and you will need to manually
re-assess the remaining contingency each time you do an ETC update.
8.1.4 Cost plus a Separate Fee - fixed or % depends on contract.

This applies to contracts where the fee is excluded from the Sell Rates and the Revenue Multiplier
(pricing methods 4 and 5). It appears as a separate line item in the 'totals section' of each plan tab
and is initially calculated as a % for the proposal. During execution, your choice of whether to leave
it as a percentage, or convert to a fixed amount depends upon the type of contract.
8.1.5 Forecasting Revenue-Only Items: Incentives, Rebates, FX gains/losses, etc.

For the proposal, these items are included in the Revenue Risk section of the Sign-Off tab. They
influence the predicted margin but do not affect the bid price.
In ETC mode, you have to decide whether (or when) to include these into your forecast. To include
them into your ETC forecast (either +'ve or -'ve amounts), they must be added as a new (non-
labor) line item on the Plan tab and tagged with "RO" (Revenue Only) in the "NB" column in the
Status section on the left. No WBS code is required because "RO" items are automatically included
within the Fee/Incentives/Liabilities (.V) control account.
Using the Staff Plan in ETC mode

8.2.1 First, create a new PT file
8.2.1.1 Every update, "Save as" the PT to create a new file with the date of the ETC update in the filename.
8.2.2 Enter the 'ETC From' Week/Month No.

8.2.2.1 Enter the week/month number the ETC starts from in the yellow box to the right of the grand total
box.
8.2.2.2 The calendar automatically updates. Boxes on the calendar that are colored gray are excluded
from the ETC calculation.
8.2.2.3 The weekly/monthly cashflow (above the calendar) automatically updates.
8.2.2.4 The Staffing Check Table (also above the calendar) automatically updates.
8.2.3 Update the Hours to Go
8.2.3.1 Manually update the blue boxes to reflect revised forecast hours and weeks/months to go.
8.2.3.2 Review the Staffing Check Table (above the calendar) to ensure that none of the resources have
become unrealistically over-committed for the remainder of the project.

8.2.4 Update the Non-Labor to Go
8.2.4.1 Update (overtype) the values in the reddish boxes in the non-labor section to reflect the (revised)
costs to go.
8.2.4.2 Non-labor is timephased by putting "1"s in the boxes on the schedule. If the amount you are
forecasting is >0 for a line item, but the schedule has "run out" - then the boxes on the schedule are
colored bright orange (as a data-missing warning). You need to update the schedule to timephase
the remaining non-labor.
8.2.5 Update the Retained Contingency

8.2.5.1 Reassess the remaining Contingency in the "totals" section at the top of the Plan tab. Generally,
this will be specified as a fixed amount and may need to be over-typed with a new value.
8.2.6 Update the Retained Cost Reserve

8.2.6.1 Treated the same as contingency (refer above).
8.2.7 Update the Remaining Fee (if applicable)

8.2.8 Forecasting Incentives, Liabilities and other "revenue only" items
8.2.8.1 These are modelled as Non-Labor items and tagged as "RO" (Revenue Only) in the "NB" column in
the left hand "Status" section. They can be +'ve or -'ve.
8.2.8.2 For "RO" items, the WBS code is grayed out, because these items are automatically summed up
into the "V" (Fee / Incentives / Liabilities) WBS/control account in IPCS.
Using the Activity Plan in ETC mode

8.3.1 First, create a new PT file
8.3.1.1 Every update, "Save as" the PT to create a new file with the date of the ETC update in the filename.
8.3.2 Enter the 'ETC From' Week/Month No.

8.3.2.1 Enter the week/month number the ETC starts from in the yellow box to the right of the grand total
box.
8.3.2.2 The calendar automatically updates. Boxes on the calendar that are colored gray are excluded
from the timephasing calculation.
8.3.2.3 If you have a line item that still has hours/cost to go and the "1"s on the schedule have "run out",
then the remaining boxes on the schedule are colored bright orange as a warning (data missing).
You must enter more "1"s into the remaining schedule or else the timephasing functionality in the
PT cannot work.
8.3.2.4 The weekly/monthly cashflow (above the calendar) automatically updates.

8.3.2.5 The Staffing Check Table (also above the calendar) automatically updates.
8.3.3 Update the Hours to Go (Manual Over-type Method)

8.3.3.1 Manually overtype the green boxes in the hours table (sparse matrix) section. Hint: when they
reduce to zero, enter a "0" in the box to remind you that there was originally something there.
8.3.3.2 Generally, you will be reducing the hours to go each month. However, on occasion, the hours can
actually increase (eg if the original estimate was badly underestimated). Hopefully, this won't
happen too often!
8.3.3.3 Review the remaining timephasing on the schedule to ensure it is still realistic.
8.3.3.4 Review the Staffing Check Table (above the calendar) to ensure that none of the resources have
become unrealistically over-committed for the remainder of the project.
8.3.4 Update the Hours to Go (Time-based Method - "T")

8.3.4.1 This method only applies if some of the hours were originally modelled using the Time-based entry
method. (This method requires a "T" to be selected in the Mode column to the left of the schedule.
Refer section 3.18 in this User Guide)
8.3.4.2 This method is essentially very similar to updating the hours on the Staff Plan ETC. If there have
been changes, modify the blue boxes on the schedule to reflect the forecast hours to go.
8.3.5 Update the Hours to Go (Percent Complete Method - "P")

8.3.5.1 This is a quick (approximate) method that only requires you to enter the percent complete for each
line item. It is suitable for larger projects provided that no single line item is too large.
8.3.5.2 Enter a "P" in the Mode column to the left of the schedule. The hours and the boxes on the
schedule turn 'pink'.
8.3.5.3 In "P" mode, you do not overtype (reduce) the hours in the hours table (sparse matrix), you leave
them at the EAC / full amount. (However, you can always modify the EAC / full amount if you now
believe that the budgeted amount was wrong in the first place)
8.3.5.4 Enter the percentage complete in the column adjacent to the Mode column. The ETC is then
calculated as the remaining percentage times the EAC / full amount.
8.3.6 Update the Non-Labor to Go
8.3.6.1 Update (overtype) the values in the pink boxes in the non-labor section to reflect the (revised) costs
to go.
8.3.6.2 The "P" mode also works with non-labor (but the "T" mode doesn't).
8.3.7 Update the Retained Contingency
8.3.7.1 Reassess the remaining Contingency in the "totals" section at the top of the Plan tab. Generally,
this will be specified as a fixed amount and may need to be over-typed with a new value.
8.3.8 Update the Retained Cost Reserve

8.3.9 Update the Remaining Fee (if applicable)
8.3.10Forecasting Incentives, Liabilities and other "revenue only" items
8.3.10.1 These are modelled as Non-Labor items and tagged as "RO" (Revenue Only) in the "NB" column in
the left hand "Status" section. They can be +'ve or -'ve.
8.3.10.2 For "RO" items, the WBS code is grayed out, because these items are automatically summed up
into the "V" (Fee / Incentives / Liabilities) WBS/control account in IPCS.
Future Rates and Escalation Table (Staff List tab)

8.4.1 Initial (Year 1) Raw Cost and Sell Rates are entered in the Master Staff List. However, all rates for
Year 2 onwards, are first forecast and then maintained in the Future Rates and Escalation table.
8.4.2 If new people are added to the project in Year 2 (or more), then their rates are entered straight into
the Future Rates table.
Sign-Off tab in ETC mode (not used)

8.5.1 All of the ETC data flows through to the Sign-off tab. Whilst, this analysis may on occasions be
useful, the Sign-off tab is not really relevant in ETC mode.
Control Accounts tab in ETC mode

8.6.1 The calculated ETC output is summarised by WBS in the main table. There are 3 methods for
transferring this data into IPCS:
8.6.2 Direct Entry: Copy the data directly from the "ETC Forecast - IPCS Import Table" (which is on the
right hand side of the Control Accounts tab in the Pricing tool), to the Import Table (which is on the
Import tab in the Manual ETC Lite menu item in IPCS. Note that both screens are sorted
alphabetically by PathID. Select the white data cells. Use Control+C to copy the data from the
Pricing Tool. Use Control+V to paste the data into IPCS.
8.6.3 Built-in Spreadsheet Procedure. This uses the same Import screen as the direct entry method,
but the data is transferred via an import/export spreadsheet (Goto Sheet menu > Export to Excel).
The Control Accounts do not need to be in the same alphabetical order to use this method.
8.6.4 API. The API effectively replicates the built-in spreadsheet procedure but is fully automated. It is
only accessible by super-users.

Step 9: Adding and Approving Changes
Switch the tool over to Changes Mode (Setup tab)
Changes can be priced bottom-up, in exactly the same way as the original budget was priced.
To do this, additional line items are added to the bottom of the Plan tab and tagged as changes, to differentiate
them from original scope items.
If necessary, additional contingency can also be added as a separate line item included along with the change.
In 'change mode', only user selected Change Numbers are passed through to the Sign-off and Control
Accounts tabs. Change mode is really just a filtered version of the original Proposal mode, except that updated
rates are used (if updated rates have by now been entered in the tool).
After the Change has been signed-off, the tool is then switched back to ETC mode, so that original scope and
approved changes are then all included within the ETC totals (Note that Pending changes and Options are
excluded from the ETC calculations).
Project Plan tabs (Staff Plan / Activity Plan)

9.1 Estimate contract changes/variations in the same way you built up the original estimate
9.1.1 ALL CHANGES are made by inserting additional line items (typically, at the bottom of the original
plan), populating them with the delta amounts and then tagging each line item with its Change
Number and Change Status to distinguish them from the original scope of work.
9.1.2 It follows that any line item with a blank in the Change Status column is deemed to be part of the
original scope of work.
9.1.3 If you have spare empty rows at the foot of your Project Plan tab then use them - or else create
new rows if you have to (refer general section 0.4 above)
9.1.4 For scope reductions, DO NOT DELETE original rows. Instead insert an identical new row and
either make the hours negative or just put "-1" in the hours or non-labor multiplier column
9.1.5 Estimate the new work in the same way you created the original estimate. Use as many new line
items as you need to describe the new scope
9.1.6 New People: It is common that team members change. Add new team members to the Master
Staff List and then allocate them to the new line items on the Project Plan.
9.1.7 Important: You must tag EVERY new row with its change status (using the Change Status column
(F) on each Plan tab) to distinguish it from original scope line items.
9.1.8 Also, tag every new line item with a Change Reference Number (multiple line items can have the
same change number if required).
9.1.9 Often, we will also create a new WBS / Path ID for changes that involve additional scope so that
they can be tracked separately. These should be added on to the Control Accounts tab as
appropriate.
9.2 Change Status tags (Column F).

9.2.1 Explanation:
Blank means "Original Scope".
Exclude Excluded items are filtered out of all calculations (in all modes).
Pending Pending Changes will be filtered out in both Pricing and ETC Forecast modes. In Change mode,
you can decide whether, or not, you want them to pass through to the Sign-Off and Control
accounts tabs, by choosing to select their Change Numbers.
Pend w FC Pending with Forecast. These will still be filtered out in Pricing mode, but included in ETC
Forecast mode. Used for items which are proceeding even though they are not officially
approved yet and do not form part of the budget.

Approved Approved Changes will be included in both Pricing and ETC Forecast modes. Again, in Change
mode, you decide whether, or not, you want them to pass through to the Sign-Off and Control
accounts tabs by choosing to select their Change Numbers.
9.2.2 "Official" Change Status. This is maintained in IPCS by posting changes in accordance with certain
rules. The 'Option', 'Pending', 'Pending with Forecast' and 'Approved' status designations in the
Pricing Tool act as a selection aid for making calculations that feed into IPCS.
9.3 Adding additional contingency to particular changes

9.3.1 The contingency input boxes in the totals section on each of the Plan tabs refers to original
contingency for the project. It is grayed out in Changes Mode.
9.3.2 To add contingency for a particular change, it must be modelled as a separate line item and tagged
with the same status and change number as the other line items forming the change.
9.3.3 However, when assigning a WBS codes to this line item, you must pick a change code (e.g. a WBS
code that starts with a "S"). This will ensure that it gets rolled up into the overall contingency
control account for the project that passes through to IPCS.
Using the Sign-Off tab for Changes

9.4 Change Approvals
9.4.1 Internal change approvals can be facilitated with the Sign-off tab.
9.4.2 There is a drop-down selector on the Sign-off tab to filter out exactly which change line items you
want included within any particular Sign-off.
Upload the Change data into IPCS (Control Accounts tab)

9.5 Manual transfer
9.5.1 Manually enter the data from the Control Accounts tab into IPCS. If you have created new PathIDs,
then you will have to set them up in IPCS also.
9.6 API (only accessible by IPCS super-users)
9.6.1 Ensure that the PT is in Changes Mode and that only a single Change Number has been selected
9.6.2 Enter the Change Header Details on the "Change Log" tab (you may have to unhide this)
9.6.3 Run the API.
9.6.4 Post the Changes in IPCS
9.6.5 Note that the API will also set up any new PathIDs that have been created.
Change Log tab

9.7 Update the Change Log
9.7.1 Unhide the "Change Log" tab
9.7.2 Enter the Change ID (Reference Number) in the Change ID input column. This then looks up the
relevant information from the Project Plan tabs.
9.7.3 If necessary, you can modify this form to suit client / contract requirements.
9.8 Update the IPCS Change Headers table
9.8.1 This data is uploaded to IPCS when the API is run.
9.9 Final Contract Value (Detailed Scope Breakdown)

9.9.1 Use this table to estimate the final payment to Jacobs for Lump Sum contracts.
9.9.2 The table only gives the right answer when you create a separate Contract Value copy of the
Pricing Tool in which you do not progressively reduce the scope to go. The PT needs to contain
the original full scope estimate for all line items.
9.9.3 The contract value copy of the PT provides a record of the Detailed Scope breakdown for the entire
project.

Resource Indic Cost Sell rate GM/h 2021 Resource Type
Mike Luger 128 270.75 92 0
0 0 0.00 -7 0
Richard Lemon 128 238.00 58 0
Greg Hoxley 128 270.75 92 0
ROBILLIARD, KATE JOHANNA 128 248.00 69 0
Dan Mollison 110 298.25 146 0
Ross Titchmarsh 110 298.25 146 0
Simon Treadwell 110 270.75 117 0
Rob Watkins 110 248.00 94 0
Shannon Dooland 110 248.00 94 0
Dustin Lavery 110 270.75 117 0
Jane Branson 100 270.75 131 0
Chris Thomson 85 238.00 119 0
Nicholas Bull 100 248.00 108 0
Ahkter Hossain 100 270.75 131 0
Declan Mead 34 143.00 92 0
Michael Stacey 100 248.00 108 0
0 85 0.00 -127 0
0 85 0.00 -127 0
Michelle Freund 85 238.00 119 0
Steven Slarke 85 248.00 129 0
Nicole Philps 85 238.00 119 0
Chris Dwyer 85 238.00 119 0
Phil Pedruco 100 238.00 98 Staff (Normal)
Josh Cowley 85 209.00 89 0
Doug Williams 85 238.00 119 0
0 0 0.00 -7 0
James Paull 73 238.00 135 0
Sunita Prasannan 73 209.00 106 0
Melanie Tranter 73 238.00 135 0
Brenton Jansen 73 238.00 135 0
Owen Boushel 73 238.00 135 0
Andy Roberts 73 248.00 146 0
Owen Martin 73 185.00 81 0
Justin Kim 73 185.00 81 0
Binh Nguyen 73 185.00 81 0
Damian Debski 73 270.75 169 0
Tony Gibellini 72 209.00 107 0
Ajay Arcot 73 185.00 81 0
CAMSON, KYLIE LYNNE 73 185.00 81 0
0 43 166.00 103 0
Emma Weatherstone 34 143.00 92 0
Steven Turner 61 248.00 163 0
Peter Sandercock 61 248.00 163 0
Ben Baker 61 248.00 163 0
Rose Overberg 61 248.00 163 0
Andrew Costello 61 248.00 163 0
Krishneel Karan 73 185.00 81 0
Brittany Coff 61 209.00 122 0
Lydia Cetin 61 209.00 122 0
Linda Sule 61 209.00 122 0
Neville Paynter 61 185.00 98 0
Hamid Karimi 61 166.00 78 0
Laura Kelly 61 166.00 78 0
SOUTH, MICHAEL EDWARD 61 143.00 54 0
Mateusz Iwaniuk 51 166.00 92 0
Bronwyn Gwyther 51 209.00 137 0
0 0 185.00 183 0
CHAN, STEPHANIE 51 143.00 69 0
Hannah McInerney 43 166.00 103 0
Tim Hays 43 166.00 103 0
Adam Hall 43 166.00 103 0
0 43 166.00 103 0
0 43 166.00 103 0
Lucas van Raalte 96 270.75 137 0
Rob Bell 43 166.00 103 0
Ari Villafuerte 43 166.00 103 0
Noah Tarlo 43 119.00 55 0
RATHBONE, CAMERON JAMES 43 143.00 80 0
Meaghan Aitchison 45 166.00 101 0
Jake Ferguson 34 119.00 68 0
Rima Exikanis 61 209.00 6 Non-Jacobs
Walsh, Brigitte Catherine 34 119.00 68 0
Tim Olliver 69 209.00 111 0
Darcy Kraljev 34 119.00 68 0
Tess Fitzgerald 34 143.00 92 0
0 34 0.00 -55 0
Timothy Bordignon 34 143.00 92 0
MCCUTCHEON, CONNOR JAMES 34 119.00 68 0
Senior engineer 85 238.00 119 0
Tom Sinclair 61 209.00 122 0

3RP PT 100% National Parks SA&amp;CD v5.0

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Hourly Contract

Sell Rate Grade Grade/Category Description

Australian/New Zealand Sell Rate Categories (based on

Select Name Select

SDLAM Contract Categories

Australian/New Zealand Sell Rate Categories (based on

Name Select Name

Career Level Categories

count in the budget.

Select Name Select Name

UK Framework Rates Consultant Grades

% Fee included in below rates

1 Pricing Tool Homepage on JacobsConnect

2 Self-paced Training Tutorials

3 In-Tool User Guide

6 Version Control Log

Version Control Log

1.02 13-Jun-2017 Employment Type dropdown fixed.

1.06 21-Nov-2017 3rd Party calc fixed on Sign-Off tab

Changes: Employee Number field added to Staff List

2.03 18-Jun-2018 Fixes: B&I BU Names reverted to previous

d examples, etc) Note: in JacobsConnect, set filter to "Sort by Title"

Other Worked Example Files

ndependent anniversary dates for cost and revenue

rate alongside Jacobs resources)

oportion (to be GM-neutral).

pdown fixed. Nick Matthews

d alphabetically (to match IPCS import screen)

The blank Pricing Tool is initially populated in this mode, which

2Project Details One-line description (p

Bid Submission Date 17-Jun-2020 (Day/Month/Year)

B&P Number BPO00EUO (Leave blank if funded by Ops)

Project Number IW2384XX ç (8 digit number - when setup in GFS)

4Default Cost Settings

Note: This data is drawn from the "Frin

Allowances 8.30% Burden applied to uplift portion

Client Contract type describ

6Pricing Method KEY SETTING: The Pricing

1st: Business Unit 2nd: Region/ Sub-region / Market

Lookup data (may be over-typed if incorrect)

3b: Activity Plan �

One-line description (passes into IPCS)

Detailed description (optional)

(IPCS imports the exact name from GFS).

her Hourly Costs for Host Country/LOB

KEY SETTING: The Pricing Method is the mathematical mechanism for

SDLAM Contract Categories

GP1 GP2 GP3

ve this whole section blank.

D PUs, they are nominated using the Staff Type tag).

Insert additional rows above

Host PU 8,692,852 5,398,244 3,294,608

Other PUs (listed)

Other PUs (manual entry)

Combine any of above into Groups (Check boxes on left)

Bill Non-Bill Labor Labor Labor Average

46% 111.47 54,841 0 5,407,878 6,998,609 13,406,014 98.61

42% 111.45 29,563 0 3,554,693 4,396,552 7,804,617 120.24

50% 111.49 25,278 0 1,853,185 2,602,057 5,601,397 73.31

1% 4.66 5,966 0 1,339,443 1,339,443 1,367,221 224.51

69% 85.52 1,024 0 38,912 38,912 126,488 38.00

3,260 323,154 416,140 709,511

Average Average Effective Non-Labor Non-Labor Non-Labor

127.62 244.45 2.48 1.92 888,235 820,700 361,984

3RP PT 100% National Parks SA&CD v5.0

3RP PT 100% National Parks SA&CD v5.0