CE 420/520 - Engineering Planning

Homework #5

Q1. A plan is being developed for a commercial office building. The present design of the
building includes the following features:

Given Data:

 Number of stories (excluding basement) = 7

 Total of 91,000 sq. ft. of floor area, excluding basement (13,000 sq. ft. per floor)
 Basement (partial): 10,560 sq. ft.
 Story height = 11’-0”
 Exterior perimeter = 450 lineal feet
 Structural framing and exterior enclosure:
o Reinforced concrete frame
o Precast concrete panel enclosure
 Elevators, stops at all floors and basement:
o Two passenger elevators, 3,500-lb capacity each
o One service elevator, 5,000-lb capacity
 Closed circuit surveillance: One camera and monitor station
 Emergency lighting:
o 15 lights per floor and basement; 25-watt, nickel cadmium battery
o Smoke detectors (ceiling type): 4 per floor and basement
 Intercom system:
o One master station
o One intercom outlet per floor and basement;
o One handset per floor and basement

Requirement:

A simple parametric estimate based on the size of the building (square feet) is needed for the
current project plan.

a) Using the RS Means square foot cost estimating data provided on the attached sheets,
estimate the following costs to construct the building: (i) Total cost ($), and (ii) Total cost
per square foot ($/SF). No location factors are needed for this part.
b) Using the RS Means location factor tables provided, would the building cost more in
Seattle, WA or Portland, OR, and how much more?
 Solution:

Part – a:

13,0
i) Area of 1 Floor = 00 Sq. Ft
10,5
Area of Basement = 60 Sq. Ft

No of Floors = 7 Nos
91,0
Area of 7 Floors = 00 Sq. Ft

101,5
Total Area of Building Including Basement = 60 Sq. Ft
4 Linear
Exterior Perimeter = 50 Ft

Referring to RS Means, Page No. 170

As we are using Precast Concrete Panel Enclosure with Reinforced
Concrete Frame

96.
Cost per Sq. Ft = 45 US $

Total Cost per Sq. Ft Area of Building (Area of Building x Cost per Sq. 9,795,4
Ft) = 62 US $

ii) Cost of Elevators

108,5
Price of 1 Passenger Elevator with Capacity 3500 LBs with 5 Stops = 00 US $
113,0
Price of 1 Service Elevator with Capacity 5000 LBs with 5 Stops = 00 US $

Total Stops including basement = 8

5,8
Cost of Additional Stop = 25

Additional Stop = 3
17,4
Cost for Additional Stops = 75
 125,9
Price of 1 Passenger Elevator with Capacity 3500 LBs with 8 Stops = 75 US $
As No of Passenger Elevators with Capacity 3500 LBs are 2
251,9
Price of 2 Passenger Elevators with Capacity 3500 LBs with 8 Stops = 50 US $
130,4
Price of 1 Service Elevator with Capacity 5000 LBs with 8 Stops = 75 US $

382,4
Total Cost of Elevators = 25 US $

iii Total Cost of Closed Circuit Surveillance, One Camera and Monitor 1,4
) Station = 00 US $

iv 6
) Cost of one, 25 Watt, Nickel Cadmium Battery = 65 US $

requirement of Lights on each Floor and Basement = 15 Each

Total Floors including Basement = 8

1
Total No of Lights for 8 Stories with 15 on each Story = 20 Nos

79,8
Total Cost of Nickel Cadmium Battery Lights = 00 US $

1
v) Cost of Smoke Detector, Ceiling Type = 55 US $

No of Smoke Detectors required on each Floor and Basement = 4 Each

Total No of Floors and Basement = 8 Nos

Total No of Smoke Detectors Required = 32 Nos

4,9
Total Cost of Smoke Detectors required = 60 US $

vi
) Intercom System:
Total cost of One Master Station = 2,0 US $
 50
1
Cost of One Intercom Outlet per Floor and Basement = 31 US $

No of Floors = 8 Nos
1,0
Total Cost of Intercom Outlets = 48 US $
3
Cost of One Handset = 60 US $

No of Floors = 8 Nos
2,8
Total cost of 8 Handsets = 80 US $

5,9
Total Cost of One Master Station = 78 US $

10,270,0
Total Cost of the Project = 25 US $

Part - b
1.
Seattle Factor = 05
1.
Portland = 06

10,783,526.
Total Cost of Project using Seattle Factor = 25 US $
10,886,226.
Total Cost of Project using Portland Factor = 50 US $

11,322,7
Difference by using Seattle Factor = 03 US $
11,539,4
Difference by using Portland Factor = 00 US $
Q2. The following bar chart shows the activity schedule for the design of a project. The total
estimated project design cost is $1,470.

Estimated Time (Weeks)

Activity
Total Cost 1 2 3 4 5 6 7 8 9 10
A $150
B $60
C $80
D $250
E $70
F $180
G $270
H $30
J $200
K $60
L $120
$1,470

After four weeks of work on the project, a progress report shows the following information
about the percent complete and actual costs of each activity:

Estimated Total % Progress @ 4 Actual Cost of

Activity Earned Cost
Cost Weeks Work to Date

A $150 100% $150 $140

B $60 100% $60 $60
C $80 100% $80 $100
D $250 50% $125 $20
E $70 100% $70 $55
F $180 0% $0 $0
G $270 0% $0 $0
H $30 100% $30 $25
J $200 0% $0 $0
K $60 0% $0 $0
L $120 0% $0 $0
 $1,470 $515 $400

a) Draw a cost profile (cumulative cost curve with time on horizontal axis and $ on vertical
axis) showing the cumulative project cost over the course of the project for the as
planned condition with estimated costs.

Cost Profile (S-Curve)

$350 $1,600

$300 $281 $291 $1,400

$1,200
$250
$1,000
$200 $181
$145 $155 $155 $800
$150
$119 $600
$100
$69 $400
$50
$50 $24 $200
$- $-
1 2 3 4 5 6 7 8 9 10
Time (Weeks)

Planned Cost Cumulative Cost

b) What is the status of the project in terms of budget (over or under)? Check CV and CPI.

Planned Value Cost (PV) $657

Earned Value Cost (EV) $515

Actual Cost (AC) = $400

CV = EV - AC $115

CPI = EV/AC 1.29

CV is positive which means we are cost efficient and we spent less than Planned. CPI > 1 means
we are under Budget.

c) What is the status of the project in terms of schedule (ahead or behind)? Check SV and
SPI.
SV = EV - PV ($142)

SPI = EV / PV 0.78
SV is negative and SPI < 1, which means we are behind the Schedule.

d) What is the estimated total cost of completing all of the work (EAC)? Assume the CPI will
remain the same for the remainder of the project.

Budget at Completion (BAC) = $1,470

Estimate at Completion (EAC) = BAC/CPI = $1,141.75

Based on the above if we keep the same CPI for the remainder works, Project will end
up on cost lower than what was initially planned.

e) What is the expected cost to complete all of the remaining project work (ETC) assuming
the work is proceeding as planned?

EAC = AC + (BAC - EV) = $1,355

If the future work is assumed to be at the same planned rate, Project will end up under
the Planned Budget.

f) Using variance at completion (VAC), determine whether the project is expected to be

over or under budget at completion of the project?

VAC = BAC - EAC = $115

VAC is positive which means Project will end up under the Planned / Estimated
Budgeted Value by using above criteria that remaining work will end up at the planned
rate.

g) Based on the efficiency that must be maintained in order to complete the current EAC,
will it be harder, easier, or the same level of effort to complete the work? Use the “To
Complete Performance Index” (TCPI).

TCPI = (BAC - EV)/(EAC-AC) = 1.0

This efficiency that must be maintained in order to complete the current EAC