1830 CD Est SCH

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN
Software Tools for Successful Instrumentation and Control Systems Design

Table of Contents
TABLE OF CONTENTS ............................................................................................................................................1 ACKNOWLEDGEMENT ..........................................................................................................................................1 INTRODUCTION .......................................................................................................................................................1 SECTION 1 - THE ESTIMATE ................................................................................................................................3 A. B. C. D. E. F. G. H. I. BASIC MICROSOFT EXCEL CONCEPTS ..........................................................................................................4 FILE MANAGEMENT AND CHANGE CONTROL .................................................................................................8 PROJECT ESTIMATE WORKBOOK ....................................................................................................................9 COVER WORKSHEET .....................................................................................................................................10 DEVICES WORKSHEET ..................................................................................................................................12 COUNTS WORKSHEET ...................................................................................................................................17 LABOR WORKSHEET .....................................................................................................................................20 BULK MATERIAL WORKSHEET............................................................................................................24 SUMMARY WORKSHEET................................................................................................................................30
SECTION 2 - THE SCHEDULE..............................................................................................................................33 A. B. C. D. E. F. SCHEDULING BASICS ....................................................................................................................................33 SCHEDULE WORKSHEET ...............................................................................................................................36 GANTT WORKSHEET .....................................................................................................................................38 PROJECT MAN-HOUR LOADING CHART ........................................................................................................41 SANITY CHECK .............................................................................................................................................41 PROJECT TRACKING......................................................................................................................................42
SUMMARY................................................................................................................................................................48
Acknowledgement
Thanks to all my friends at Lauren Engineering & Contractors, Inc. who worked with me over a 10-year span to help perfect the design of this estimating tool. The content you contributed has been removed, but many of your comments as to form and function remain.
INTRODUCTION
This addendum to the ISA book entitled Successful Instrumentation and Control Systems Design by Michael D. Whitt (hereafter referred to as the Book) consists of this Adobe Acrobat document and two Excel workbooks as well as figures from the Book. The first workbooks filename is File_1B_AddisonPlasticsEstimate&Schedule.xls. It is a completed estimate fully described in this text. The second workbook is called
File_1A_Estimate&Schedule.doc Page 1 of 49
File_1C_BlankEstimate&Schedule.xls. It is a blank, preconfigured template that would be suitable for you to use on a real project. A brief review of some of the basics is in order here. Part One, Chapter Three of the Book deals with The Managed Project. A well-managed project consists of a defined Scope of Work, an Estimate, and a Schedule. These three elements are sometimes generated by entirely different individuals, using different methods. If, however, the three are properly integrated, they can become powerful tools that are useful not only for the project manager, but as an execution guide and basis of design. How does this work? It is presumed that you have access to the Book; however, in case it is not handy, a brief excerpt from Chapter Three has been included below:
A proper understanding of the project requirements begins with a well-defined scope of work, as previously discussed. But, the scope of work is only part of the story. After what is addressed by the scope of work, how much and when need to be addressed. Therefore, the next step on the path to a successful project is to generate an accurate estimate of material cost and labor in terms of time. These measures define the physics of the situation, setting limits that affect the way in which the project will be executed. These physical measures are the primary tools of the project manager in tracking the project on the strategic level and of the design supervisor in managing the work on the tactical level. The scope of work defines the work to be done. The material cost estimate and labor cost estimate define the parameters within which the work will be done. There are three main types of estimates: budget, bid, and definitive. Following is a brief description of each: The budgetary cost and labor estimate is, many times, produced by a group who is familiar with the site and with the process. This group may or may not execute the project. The purpose of this type of estimate is primarily to obtain funding. It is typically quick and dirty and is expected to be rather inaccurate. In fact, an error margin of 30% is acceptable for this type of estimate. Prior to this estimate, a formal scope of work has probably not been done, and, quite possibly, the project specification has not been finalized. This type of estimate is generally unfunded by the customer, or at least underfunded. The service provider pulls the numbers together as quickly as possible with a minimum of research. The expectations for the bid and definitive estimates, on the other hand, are much higher. The bid material cost and labor estimate is produced by the various engineering bidders vying for the work. Again, this estimate is typically unfunded by the customer. The raw information for this estimate is the finalized project specification bid package. All prospective bidders are provided identical bid packages on which to base their bids. This bid package is sometimes flawed or incomplete, but the resulting bids give the customer a good picture of the capabilities of each bidder. Usually, all bidders produce a written proposal that accompanies their estimate. The proposal describes the work as understood by the contractor. This gives the customer an idea of the deliverables each bidder plans to provide. It also gives the customer a means for comparing the capabilities of the various bidders. The definitive material cost and labor estimate is prepared by the engineering firm that was awarded the contract based on their bid. The customer typically includes this as a part of the project, so it probably is fully funded. Once the contract has been awarded and any secrecy agreement issues have been settled, the engineering contractor is given full access to the information developed by the customer during the internal evaluation process. The engineering firm then develops a formal scope of work. This information sometimes alters the picture significantly, and the engineering contractor is given an opportunity to adapt the estimate and schedule to the new information. Of File_1A_Estimate&Schedule.doc Page 2 of 49
course, this re-estimating process is bypassed if full disclosure was made during the bid process. In that case, the bid estimate becomes the definitive estimate.
Section 1 provides a method for generating an accurate Bid cost and time estimate using Microsoft Excel. It is also, therefore, suitable for the less rigorous Budgetary Estimate as well. It is usable for the Definitive Estimate but is not ideal for that purpose as it is not task oriented. It is, rather, deliverables-based. It calculates several deliverables based on item quantities, applies certain labor factors, and develops a budgetary cost and schedule to present to the customer. The Definitive Cost & Time Estimate, on the other hand, is best organized by task as opposed to by deliverable. A task-oriented structure will make the Definitive Estimate more useful later as an internal project management tool.
SECTION 1THE ESTIMATE

As previously stated in the Introduction, this section provides a method for generating an accurate bid cost and time estimate using Microsoft Excel. The Excel workbook calculates a number of deliverables based on item quantities, applies certain labor factors, and develops a budgetary cost and schedule to present to the customer, or to use as the basis for data to feed into a scheduling program such as Microsoft Project. Some basic knowledge of Microsoft Excel will be helpful. A section is provided here to describe some of the basic skills that are needed, but it is recommended that you run through Excels embedded tutorial before proceeding. The method used here asks you for specific raw information, and then progressively builds a cost and time estimate for the project. The raw data are, of course, manually keyed by the estimator, but subsequent calculations have been live linked to this raw data. These live links are easily viewable by you as equations hidden within the calculation cells in the spreadsheet. This is a very important feature that allows the thinking behind the estimate to be reconstructed later, after the project has been awarded. Also, if the raw data are modified later, the act of changing the raw data causes all the subsequent downstream calculations to update automatically. This lets the estimator respond quickly to the what-if scenarios that the customer invariably dreams up. The main goal of this estimating process is to provide an estimating tool that allows you to produce estimates that are accurate, by creating a checklist approach that guides you through a consistent thought process for each estimate. timely, by making the estimating process repeatable. Once an estimate has been optimized for a particular customer, subsequent estimates simply build on the first. The process of generating an estimate then becomes a simple matter of tweaking the data that are generated automatically. verifiable, by making the calculations available for dissection. All calculations are embedded in the spreadsheet cells. Merely selecting the cell with blue
text and reading the equation that appears in the formula bar above the spreadsheet is sufficient for reconstructing the thought process of the original estimator. These thought processes are otherwise very difficult to obtain, particularly if there is a delay between the estimate and execution phases. For this reason, arcane programming or hidden macros are not used here. meaningful, by relating all deliverables to hard data. The need for rules of thumb and suppositions are minimized. Wide variances between estimators can be minimized as the guess factor is reduced. Merely the act of tabulating the equipment items or instruments is sufficient to generate equipment cost and the I/O mix. After you enter the characteristics of the control system to be used, the number of I/O racks, marshalling cabinets, elementaries, and loop sheets are also automatically generated. adaptable, by being easy to modify. Items can be added easily using standard cut-and-paste techniques.
As previously noted, this estimating tool is Microsoft Excel-based. The tool itself is a sort of program, though there are no extraordinary programming moves made in MS Visual Basic and there are no complicated macros. The entire estimate is built using live data links easily viewable at the Worksheet. Colored text is used to indicate the type of information being displayed as follows: Blue indicates that data displayed in a cell are a result of a live data link or embedded calculation. To view the calculation, select the cell and note the calculation in the formula bar (a text window that appears above the worksheet space). The estimator must use care when modifying blue text as calculations may inadvertently be overwritten. Magenta indicates data that must be entered by you. This type of data includes labor rates, units, descriptions, and so on. Red indicates a cautionary comment. Black is used for headings or labels.
Estimators are encouraged to embed their own notes and to otherwise personalize the estimate. The estimate structure is discussed later on in this text. Following is a discussion of the many concepts that are employed.
A. Basic Microsoft Excel Concepts

Microsoft Excel can be a very powerful tool for the designer if properly applied. It is a spreadsheet program. As such, it should not be confused with a database, though in a pinch the spreadsheet can serve as a database. A clear distinction should be made, however, as a database (e.g., Microsoft Access) is more appropriate for lists such as I/O lists, instrument lists, and equipment lists. The database and the spreadsheet do have some commonalities. They are both tools for the designermuch like a hammer is a tool for a carpenterwhose
primary purpose is to manage information. The spreadsheet has fewer inherent rules than the database and is easier for the novice data collector to manipulate. For this reason, the spreadsheet is frequently used for list management in lieu of a database, despite shortcomings in that regard. Spreadsheet data are managed cell by cell, unlike the database, whose data cells are automatically and inextricably linked into records. With the spreadsheet, you must establish any links between the data cells because there are no inherent links within the spreadsheet program. This feature is a weakness if the data are intended for more than one use. It is difficult to generate varied reports, for example. But, that feature becomes a strength if you have a single clearly defined use and must embed custom calculations. In this case, the spreadsheet is perfect for generating a bill of materials. Beginners are encouraged to make use of the tutorials in the on-line help provided within Excel. This feature is quite good and should give you a basic idea of how you can use the program. It is recommended that the student have a blank Excel worksheet open. It is possible to either split-screen Section 1 with the Excel workbook, or to perform an Alt-Tab function on the keyboard to switch between the two. Some of the key Excel concepts that must be understood in order to make use of this estimating and scheduling tool are discussed below.
1. Data Cell
The lowest common denominator in the spreadsheet is the data cell. The cell should be thought of as a bin for data storage. Like the old key bins behind the front desk of a hotel, the data cell is a simple receptacle that is either empty or full. Data items stored in these bins may be individually manipulated. For example, each data cell can be formatted separately to make the appearance of the data stored within it different from the data in adjacent cells. Excel uses the full capabilities of the mouse. As the mouse is moved across a cell, the cursor normally has the appearance of a cross. If a cell has been selected, then it is outlined and a small handle appears at its lower right. If the cursor crosses the outline, it changes to an arrow. If the cursor passes across the handle, then its appearance changes to crosshairs. So, there are three different actions that can be initiated depending on the position of the cursor when the left mouse button is pressed. These actions need to be understood in order to proceed. a. Cursor Normal Normally the cursor has the appearance of a cross (see above). When in this mode, if the left mouse button is clicked and released, the cell beneath the cursor is highlighted and data can be entered. If, instead of being released, the mouse button is held down and dragged, then a range of cells can be selected. After the desired cell group is highlighted, the mouse button can be released. If the cursor is then placed over the
highlighted cells and the mouse is right-clicked, the selected range of cells can be formatted all at one time. b. Cursor Select If the cursor is passed across a cell boundary, then it briefly changes to an arrow. If, while in this form, the left mouse button is clicked and held, the contents of the cell can be dragged and moved to another location. If, while the left mouse button is being held down, you press the Ctrl key, a + symbol appears and the cell contents are copied rather than moved. c. Cursor Handle If the cursor is placed over the square handle at the lower right corner of a selected cell, the appearance of the cursor changes to crosshairs. If the left mouse button is clicked and held, then the handle is grabbed and can be pulled to right or left or up or down. This copies the contents of the cell into the adjacent cells through which the handle is pulled. Excel responds differently to this action depending on the type of information that is in the cell. Following are some guidelines to make full use of this utility: If the content of the cell is a plain number, then a simple copy of the information is made. The number is copied into each cell over which the handle is pulled. If the contents of the cell is alphanumeric and the last character is numeric, then this action copies the alpha portion and increments the numeric portion. Note: If you want Excel to automatically increment a number as the handle is pulled, then the number must be converted into a character. Adding a preceding apostrophe () to the digit will accomplish this. The apostrophe will not be visible on the spreadsheet. If the content of the cell is a link, then the link will be copied and incremented. For example, a link to cell A1 will increment to A2 if pulled down and to B1 if pulled to the right. If you do not want either or both of the elements to increment, then placing a dollar sign in front of that portion will freeze the link. For example, the link $A1 increments the 1 but not the A. Link A$1 allows the A to increment but not the 1. Link $A$1 allows the link to be copied but not incremented.
d. Cell Formatting The appearance of the data in a cell and even the background appearance of a cell itself can be configured independently. Selecting a cell or range of cells as described above and then right-clicking with the cursor over the highlighted cell or cell group opens a pop-up selection
overlay. Parameters are changed by left-clicking Format and then paging through the pop-up configuration overlay until the parameter is located. e. Cell Groups Individual cells can be grouped into a single cell regardless of row or column. If the cursor is positioned over a cell group, then the Merge and Center icon can be pressed and the selected range of cells becomes a single cell. f. Cell Rows and Columns Entire rows of cells can be selected by picking one of the row ID buttons at the far left of the spreadsheet. Rows can be inserted or deleted from this location by right-clicking while the cursor is over the button. Likewise, columns can be selected by picking the column ID button at the top of the spreadsheet. Grabbing the line between the buttons and dragging it will manually adjust column width and row height. Double-clicking on the line will automatically size the row or column to fit the text. Picking the button at the top left corner will select all rows and all columns. g. Calculations and Links Rather than containing static information, a cells contents can be dynamic. A cell displays the result of a calculation or link if the first character in the expression is an equals sign (=). This causes the cell to execute the instruction and report the result. By selecting the cell and typing the expression =4+5, the result 9 is displayed. If one or both of the elements in the expression are links, the contents of the linked locations are evaluated. Links are indirect addresses that are embedded in cell calculation statements. With indirect addressing, the statement =G7+G8 yields 9 if cell G7 contains 4 and cell G8 contains 5.
2. Workbook
An Excel file is called a workbook. Each workbook can contain a number of worksheets, as represented by the row of tabs across the bottom of the workbook. These worksheets can be cross-linked so that data developed on one can be used on another. This can be done in the same way one cell can be linked to another, as previously discussed. After the equals sign is entered, a worksheet tab can be selected to switch to the other worksheet. Then the cell can be picked and the enter key pressed. This action establishes a live link that will automatically update the information on the active sheet if the data at the linked location ever changes. All the worksheets in a workbook can be printed as if they were a single document by selecting Entire Workbook in the Print What? section on the print pop-up overlay.
3. Worksheet
The Excel format lets information for many subjects be grouped into a single file called a workbook. The sheets in a workbook are called worksheets. Following are some key concepts and tips for working with worksheets: Worksheet names can be changed by double-clicking on the tab symbol at the bottom of the workbook. The entire worksheet can be picked for formatting by selecting the Origin button at the top left corner of the sheet. This causes the entire spreadsheet to go black, and any changes you engage (e.g., fonts, text sizes, fill color) will be applied to the entire worksheet. Rows and columns may be hidden by picking the header cell, rightclicking, and selecting Hide. They can be subsequently restored to visibility by selecting a group of rows or columns around the hidden element, right-clicking, and picking Unhide. Unlike Access, it is difficult to generate custom reports in Excel. The spreadsheet must be manually manipulated into a printable format. Therefore, to save time later, it is important that each worksheet be designed with the eventual report in mind. It is best if each worksheet focuses on a single topic and is kept to a size that will print well. Under the View option on the main menu, there is a Page Break Preview feature that allows the page breaks to be viewed and manipulated by clicking and dragging. This is a good way to see what will easily fit on the page as the design is progressing.
B. File Management and Change Control

As previously stated, the estimating tool presented here is useful for producing a budget estimate or a bid estimate. It is always desirable to minimize the cost of producing these estimates, provided a certain level of accuracy can be attained. Therefore, the goal of this estimating system is to help you generate, virtually instantaneously, an accurate, polished estimate that is based on specific classes of raw data entered by you. The category mix of data users need to collect (e.g., number and type of instruments, distances between points) is expected to be consistent from one project to the next. Once that data is provided, the estimate program rapidly generates a gross estimate of engineering deliverables and cost, of device and installation cost, and of bulk material cost. You may then tailor (or, optimize) the gross estimate by modifying the deliverables mix or labor multipliers as necessary. For example, instrument location plans will be added by the program, but may not be needed. The accuracy of the estimate is a function of the amount of time you want to spend collecting the raw data and the care taken to optimize the estimate at the end. The time
it takes to optimize the estimate can be reduced if the estimate is already in a format that is appropriate for the project. To this end, it is recommended that a master workbook be maintained for each customer or type of project. The master file should provide an estimating solution for every type of deliverable option that might be encountered. If kept by the customer, the exact part numbers may be entered to reflect preferences, thus allowing a tailored estimate to evolve. The master, therefore, needs to be a living file that is continually updated as follows: Preparation of each estimate should begin with making a copy of the master file. The copy can then be named appropriately and the process of entering the raw data can begin. This will probably entail adding instruments or other devices as the need for new types occurs, updating prices, and tailoring the set of deliverables to the customer. It is recommended that nothing be deleted during this process, merely added or modified. If items are never deleted, but rather are saved as a new master, then the master gradually becomes a vast resource that is optimized for the type of work being done by you. The result is a checklist of sorts that can quickly guide the estimator through the estimating task with little chance of making errors of omission. Project-specific changes that are one-time modifications should be made in succeeding steps. Once all the information is updated, including adding records for new devices, modifying prices, and so on, the new estimate can be saved. Then, Save As should be used to copy the new estimate to a new master file. This should be done after data have been entered but before anything has been deleted in the process of optimization. The new estimate file should then be reopened, and optimized for the specific project at hand. Deletions may be made for deliverables calculated but not needed, and project-specific additions may be made.
In this way, the master estimate structure can be gradually tailored to you. But, the process is not complete until the end of the project. At that time, an analysis should be made to compare the original estimate to the end result. A lessons learned meeting should be held with the parties involved, and a list of modifications should be generated as corrections to the master estimate. This will greatly increase the accuracy of the estimate by tailoring it to the abilities of the team. As a side benefit, this process gives the design team some input into the estimating process, encouraging its buy in to the process. If this I scheme is followed, the end result will be a speedy and accurate estimating process.
C. Project Estimate Workbook

The estimating tool presented here is useful for producing a budget estimate or a bid estimate. The idea behind this approach is to generate an estimate by tabulating the number and types of instruments that are in a particular process area and then rapidly calculating the computer system I/O mix, the engineering labor, and the mix of deliverables.
It is advisable to use a single workbook for a single process area. These process areasoften designated as work breakdown structure (WBS) areasare sometimes handled as separate subtasks within projects. They may have separate schedules and even separate design and/or construction teams. Therefore, it is important to organize the original estimate by process area to accommodate potential reorganization evolutions. Several such workbooks could thus be generated for a single estimate and the summary data then tabulated separately to arrive at the total project cost. Another benefit is the use of the estimating tool as a checklist. The worksheets should grow as new instrument types or design categories are encountered and added to the mix. It should be a practice to resist deleting anything (see section B above) so a checklist can be created. It should be easy to add items, but difficult to delete items. The estimate workbook contains the following worksheets: The cover worksheet provides a handy place for notes, assumptions, and general comments about the estimate for future reference. The cost summary worksheet provides a one-page executive summary of the deliverable set and the cost of generating it. The devices worksheet provides a place to list all instruments and vendorprovided equipment. Attributes of each equipment item such as unit cost and I/O requirements, are listed. The counts worksheet develops I/O counts by fetching data from the devices worksheet. The labor worksheet develops man-hour loading. The bulk materials worksheet provides a place to list the materials of construction. The schedule worksheet develops a project schedule. The Gantt worksheet helps develop task duration and resource loading information. The chart worksheet provides a graphic chart depicting man-hour loading as a function of time. The tracking worksheet is a tool for tracking progress during the execution phase of the project.
Each worksheet is described in detail in the following sections. If you are able to follow the logic behind the structure of this workbook, whether or not you ever use the spreadsheet to generate an actual schedule, you will gain a better understanding of the issues surrounding the estimating process.
D. Cover Worksheet
The cover worksheet (see Figure 1) should be used as a place to log project information and summarize the scope of work. Text boxes are provided for this purpose. Sometimes the project does not get approved for many months after the original estimate is
complete. And, often, the estimator is unavailable to answer questions that arise later. Therefore, it is important that a summary of the task be provided on the over page. The cover worksheet does two things: It provides a place to enter the pertinent project-related information such as project number, client contacts, and plant location. This information is automatically linked to other worksheets as well, so entering it here also enters it on the other sheets. You should fill out the cover page heading information to the fullest extent possible. As new information comes available, such as a project number after the job gets approved, the data can be added on this page. In this way, individual sheets can be printed and all the important project information will be present. It provides various text boxes to capture the general scope of work, any assumptions made during production of the estimate, and any amplifying comments that might be helpful to either reconstruct the estimate basis later or communicate its content to others. It is often difficult to recall the parameters considered during an estimate if the project does not begin right away. Thus, it is important to capture as much of this information as possible during production of the estimate.
Figure 1. Cover worksheet
E. Devices Worksheet
The primary purpose of the devices worksheet (see Figure 2 below) is to provide a place for data entry. Once you key in the device or instrument type and quantity, this worksheet calculates cost based on the values entered into the device price table and calculates the I/O loading for the system based on the I/O assignment table. The devices worksheet is the core of the estimating process. The basis for the estimate is the tally of field devices, which is entered by you. From this information, the cost of the instruments and other devices can be calculated, as can the engineering manhours, the PLC system cost, and other elements.
A1 B C D E F G H I 1 INSTRUMENT & CONTROL SYSTEMS DESIGN PRIMER - PROJECT ESTIMATE Charge No: 332211 2 Customer: ADDISON PLASTICS 3 Project: FEED WATER SYS Design Team I&C#2 4 CP No. 999444 Revision: A 5 WBS No. 001 Date: 2-15-02 6 Location: BOONIESVILLE, TX By: ZZZ 7 8 9 DEVICE DATA INSTALLATION COST
10 11 QTY U/I DEVICE DESCRIPTION DEVICE PRICE TOTAL PRICE HARDWARE PRICE TOTAL PRICE AI
AA
AB
AC
AD
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The I/O Assignment Index is where the User can adjust the I/O load to fit the equipment item. If vendor equipment such as weigh feeders - arrive pre-engineered, there still may be a need to account for the I/O on that system as it is integrated into the plant control system...
The I/O Calculator uses the I/O Assignment Index as factor against the numbere of devices selected in ord calculate the total number of I/O points needed for th system.
I/O ASSIGNMENT INDEX

mv AO 4-20Ma AI Thermocouple RTD PL 24vdc DI DO 110vac DI DO AI mv AO 4-20Ma AI AO AO TCK TCJ TC_ CU TCK
I/O CALCULATOR
Thermocouple TCJ TC_ RTD CU PL DI 24vdc
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
12 3 6 2 16
EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA
Analyzer $ 5,000 Analyzer, Oxygen $ 14,000 Analyzer, pH $ 2,000 Arrestor, Flame $ 15,000 Assembly, Bubbler W$ 900 Controller, PID, Pan $ 1,500 Glass, Flow $ 1,000 Glass, Level $ 300 Indicator, Digital $ 400 Indicator, Gauge $ 75 Meter, Purge $ 50 100 Motor, Fixed Spd w/ $ Motor, VSD w/ Tach $ 100 Orifice, Restriction $ 200 650 Regulator, Pressure $ Relay $ 48 Relay, Interposing $ 24 Relay, Timer $ 120 Rotameter $ 800
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
60,000 42,000 12,000 30,000 14,400 -
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
50 50 50 25 10 10 10 10 10 10 50 50 10 10 10 10 10 10
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
600 150 300 400 -
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1 1
49 5 50 5 51 6 52 7 53 25 54 2 55 12 56 14 57 3 58 2 59 2 60 2 61 62 124 63 64 65 66
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Transmitter, Pressur $ Transmitter, Pressur $ Transmitter, Speed $ Transmitter, Temp $ Valve, On/ Off W/ Li $ Valve, Pressure Rel $ Valve, Solenoid $ Valve, Throttling $ Vent, Conservation $ Weigh Scale, Load C$ Weigh Scale, Platfo $ Weigh Feeder Syste $
1,500 1,500 500 1,800 2,500 3,300 100 3,500 3,500 8,000 5,000 -
$ $ $ $ $ $ $ $ $ $ $ $ $
7,500 7,500 3,000 12,600 62,500 6,600 1,200 49,000 10,500 16,000 10,000 344,800
$ $ $ $ $ $ $ $ $ $ $ $
50 50 50 50 50 10 15 50 10 50 50 150
$ $ $ $ $ $ $ $ $ $ $ $ $
250 250 300 350 1,250 20 180 700 30 100 100 300 5,280
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I/O ASSIGNMENT CHART
I/O CALCULATOR
Figure 2. Devices worksheet
As previously stated, there should be one devices worksheet per workbook and one workbook for every process area. Instruments and devices should be added to the master, but never deleted. Once a new project estimate begins, the master should be copied to the project directory and the estimate created there. If the changes made there are deemed worthwhile for future reference, the new estimate should be copied back over to the master. Note: If adding records, a blank row should be inserted in the alphabetically correct location for the new data. Then the record above the blank location should be copied down into the new location. The new information should then be typed to replace the copied information. This allows the proper links (in blue) to be retained so you can simply modify the magenta-colored data as needed.
The worksheet first provides a list of all the instruments that are likely to be used on the project. These instruments are listed vertically and are organized alphabetically by category. Each category of instruments should provide all the possible permutations for those instrument types that are anticipated for use on the project. If versions are anticipated that are not on the list, they should be added. If you maintain this list always adding information and never deletingit will become a valuable quick reference. The devices worksheet consists of four tables displayed in three pages that are arrayed from left to right across the worksheet. Each page repeats the instrument type information as follows:
1. Device Data Fields

Device data fields (see Figure 3) are fields in which the type and quantity of instruments are logged.
A1 3 4 5 6 7 8 9 10 11 12 13 14 15 15
QTY U/ I DEVICE DESCRIPTION
2 IN ST R U MEN T AN D CON T R OL SYST EMS D ESIGN PR I MER - PR OJECT EST I MAT E Customer: AD D I SON PLAST I CS Project: FEED W AT ER SYS CP N o. 999444 W BS N o. 001 Location: BOON I ESVI LLE, T X
Data link: =B13*E13
Charge N o: 332211 D esign T eam I &C# 2 R evision: A D ate: 2-15-02 Data By: Z Z Z link: =B13*G13
D EVI CE D AT A
DEVICE PRICE TOTAL PRICE
IN ST ALLAT I ON COST
HARDWARE PRICE TOTAL PRICE
12 3 6 2
EA EA EA EA
Analyzer Analyzer, Oxygen Analyzer, pH Arrestor, Flame
$ $ $ $
5,000 14,000 2,000 15,000
$ $ $ $
60,000 42,000 12,000 30,000
$ $ $
50 50 50
$ $ $ $
600 150 300 -
Figure 3. Devices worksheetInstallation cost calculation.
a. Column B: Quantity (QTY) Enter the number of items encountered. b. Column C: Unit of Issue (U/I) Enter the unit of issue: boxes (bx), each (ea), package (pk), and so on. c. Column D: Device Description Each item has a description that is organized by elements in descending order of priority (i.e., item, type, subtype). For example, a pressure transmitter would be listed as Transmitter, Pressure or Differential. This
lets all transmitters be sorted together and then easily organized by type and subtype within the sort. d. Column E: Device Price The pricing information in the example is inaccurate and should be confirmed locally before using this worksheet to produce an actual estimate. Once the prices are verified, a note should be embedded in the price field and the date and source of the information should be logged. To embed a note, simply place the cursor over the cell, right-click the mouse, and select Insert Comment. Notes are indicated by a red dot in the upper right-hand corner of the cell. e. Column F: Total Price This Total Price field automatically calculates the product of the quantity of devices times the unit device price.
2. Installation Cost Fields

Installation cost fields, as shown in Figure 3, account for the materials of installation such as tube fittings, conduit components needed to terminate the instrument, and mounting components. a. Hardware Price Enter an estimate of the cost for one installation. b. Total Price The Total Price field automatically calculates the product of the quantity of devices times the unit hardware price.
3. I/O Assignment Index Fields

Columns I through U allow you to establish the I/O mix for each type of device (see Figure 4). For example, a resistance temperature detector (RTD) has a 1 in the RTD column, while the weigh feeder system has a total of 10 I/O points allocated to it. This indicates that one weigh feeder system has 10 I/O points. Each device listed should be evaluated by you for the mix of I/O that is associated with it.
A1 2 3 4 5 6 7 8 9
10 11
1 INSTRUMENT & CONTROL SYSTEMS DE Customer: ADDISON PLASTICS Project: FEED WATER SYS CP No. 999444 WBS No. 001 Location: BOONIESVILLE, TX
The I/O Assignment Index is where you can adjust the I/O load to fit the equipment item. If vendor equipment - such as weigh feeders - arrive pre-engineered, there still may be a need to account for the I/O on that system as it is integrated into the plant control system.
DEVICE DATA
mv QTY U/I DEVICE DESCRIPTION AI AO AI 4-20Ma AO
I/O ASSIGNMENT INDEX

Thermocouple TCK TCJ TC_ CU RTD PL DI 24vdc DO DI 110vac DO
12 13 14 15
12 3 6 2
EA EA EA EA
1 1 1
Figure 4. Devices worksheetI/O assignment index.
4. I/O Calculator Fields

Columns V through AH (see Figure 5) comprise the I/O calculator. The orientation of these fields is identical to the I/O assignment index fields. However, each cell is a calculator that multiplies the number of devices by the number of I/O listed in its associated field in the I/O assignment index.
A1
AA AB AC AD
AE AF AG AH
AJ
2 I N ST R U MEN T AN D CON T R OL SY
The I/O 3 Customer: AD D I SON PLAST I CS dollar sign before a link Note : The Assignm 4 Project: FEED W AT ER SYS inhibits the auto-increment statement f eature for that element.Index ent For 5 CP N o. 999444 example, the link in cellwhere copied is M13 is 6 W BS No. 001 to the right. The data link in AE13 still the User 7 Location: BOON IESVI LLE, T X points to B13 w hile the other element can 8 incremented f rom K to R. 9
10 11 12 13 14 15 16
QTY U/ I DEV ICE DESCRIPTION
The I/O calculator uses the I/O assignment index as a factor against the number of devices selected in order to calculate the total number of I/O points needed for the system.
Data link: =R13*$B13
I / O CALCU LAT OR
mV 4-20 mA AI AO Thermocouple TCK TCJ TC_ RTD CU PL 24 V DC DI DO 110 VAC DI DO
D EVICE D AT A
SSI GN MEN T I
mV A I AO 4-20 mA AI AO AI AO
12 3 6 2
EA EA EA EA
1 1 1
12 3 6
12 -
Data link: =K13*$B13-
Figure 5. Devices worksheetI/O calculator
For example, cell X13 of the I/O calculator section displays the results of a calculation that multiplies the device quantity in B13 by the number of 420 mA analog inputs (AIs) associated with each analyzer.
In this example, the analyzer device has one 24-VDC discrete input (DI) and one 420 mA AI associated with it according to the I/O assignment index. When you key in 12 as a quantity, the I/O calculator uses this as a multiplier for each of the I/O categories listed. Thus, a total of 24 I/O points are calculated for the 12 analyzers.
F. Counts Worksheet
The counts worksheet (see Figure 6) fetches I/O configuration data from the I/O calculator section of the devices worksheet, adds some spare capacity as entered by you, and estimates the number of I/O racks and cabinets, the cost of the field-interface portion of the control system, and the number of related engineering deliverables based on the mix of drawings that might be needed. Of course, many assumptions are made regarding the number of I/O points per module, the number of modules that can be shown on an elementary, and so on.
A1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 B C D 11 4.0 1.0 2.0 2 1.0 25.0 25.0 E F G H I J K L M N O BACKGROUND DATA Slots / Rack: Racks / Cabinet: Arrang Dwgs / Cabinet: Conn Dwgs / Cabinet: Total Racks: Total Cabinets: Points / P&ID: Points / Plan Dwgs: I/O COUNT / SCHEMATIC CALCULATION SHEET Customer: Project: CP No. WBS No. Location: ADDISON PLASTICS FEED WATER SYS 999444 001 BOONIESVILLE, TX Charge No: Design Team Revision: Date: By: 332211 I&C#2 A 2-15-02 ZZZ
Note: Numbers in brackets [] indicate project deliverables discussed in the chapter on projects. I/O CONFIGURATION WORKSHEET
% Spare: 15% Type AI AO AI AO TCK TCJ TC_ CU PL DI DO DI DO Raw Points 0 0 52 16 0 0 0 0 2 70 41 0 0 Total Points 0 0 60 19 0 0 0 0 3 81 48 0 0 211 Total Points Points per Module 8 8 16 16 16 8 8 8 32 16 16 8 8 Module Total 0 0 4 2 0 0 0 0 1 6 3 0 0 16 Total Modules $ $ $ $ $ $ $ $ $ $ $ $ $ Module Cost 1,200 1,200 1,200 1,200 500 500 500 800 800 300 300 300 300 $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Cost 4,800 2,400 800 1,800 900 10,700 Total Module Cost Modules per Elem. 0 0 0 0 0 0 0 0 1 2 2 4 4 Points per Elem. 0 0 0 0 0 0 0 0 0 0 0 0 0 Elem. Dwgs 1.0 3.0 1.5 5.5 Total Elem. Drawings
PID Loops: Points per Loop 1 1 1 1 1 1 1 1 0 0 0 0 0
2 Loop Sheets 60.0 19.0 77.0 Total Loop Sheets
Analog mV I/O Analog mA I/O
Thermocouples
RTDs 24 VDC Discrete 110 VAC Discrete
30 31
Figure 6. Counts worksheet.
1. Background Data Table

The background data table (see Figure 6) lets users tailor the downstream calculations to their current application. Data shown in purple are data-entry elements. Questions such as How big are the I/O racks?, How many I/O racks will be mounted in a cabinet?, and How many arrangement and wiring drawings
should be allocated per cabinet? are all related to the physical configuration of the control system. Once these items are known, the total number of racks and the total number of cabinets are calculated and displayed in blue. Then, if a quick estimate is needed, the P&ID and instrument location plan point densities may be estimated to derive a probable number of P&ID drawings and location plans.
2. I/O Configuration Table

The I/O configuration table (see Figure 7) calculates the number of I/O modules and their associated cost as well as the number of elementary and/or loop sheets needed.
A1 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 B C D E F G H I J K L M N O % Spare: 15% DATALINK =Devices!X13 Analog mv I/O Type Enter the spare I/O percentage desired... Raw Total Points Points Enter the number of PID loops anticipated... I/O CONFIGURATION TABLE Pts Per Module Module Total Module Cost Total Cost Modules Per Elem. Points Per Elem. Elem. Dwgs PID Loops: Points Per Loop 0 Loop Sheets
31 32
8 0 0 1 AI 0 0 0 $ 1,200 $ AO 0 0 8 0 $ 1,200 $ 0 0 1 DATALINK AI 10 12 16 1 $ 1,200 $ 1,200 0 0 1 12.0 Analog mA I/O =Devices!X$64 AO 16 the estimated module cost. 0 0 1 2 3 1 $ 1,200 $ 1,200 - is to be shown on a 3.0 Enter If the I/O wiring DATALINK TCK 0 0 16 0 $ 500 $ 0 0 1 Loop Sheet -style drawing, enter the =IF(SUM(J17+J17)=0,"-",(G17/J17)+E17/K17) Thermocouples 8 0 0 1 TCJ 0 0 $ 500 $ Enter the "Module0Point Density" for DATALINK estimated point-density per drawing. If either elementary field has data, calculate the the particular module type being TC_ 0 0 8 0 $ 500 $ number of elementaries that will be produced 0 0 1 =H17*G17 DATALINK used CU 0 0 8 0 $ 800 $due to this I/O Type. If neither has data, 0 0 1 display RTD's =ROUNDUP(D18+(D18*C$13),0) If the I/O wiring is to be shown by 1 1 0 PL 2 3 1 $ 800 $ 800 4.0 DATALINK 32 a "-". DATALINK Add spare percentage to fetched module on an elementary-style =ROUNDUP(E17/F17,0 DI 15 18 16 2 $ 300 $ 600 2 2 10.0 =IF(M17=0,"-",D17/M17) 0 24vdc Discrete data, and round the Raw Points drawing, enter the number of300 $ ) 16 2 2 0 DO 6 7 1 $ 300 4.0 This equation prevents divide-by-zero errors. If lt modules that will appear on a single DI 0 0 8 0 $ 300 $ 4 the 4 "Points Per Loop" value is zero, 0 then a 110vac Discrete elementary DO 0 0 8 0 $ 300 $ 4 4 "dash" is displayed. Else, the number 0 points of If the I/O wiring is to be shown pointis divided by the number of points-per-loop by-point on an elementary-style $ 43 6 4,100 18.0 15.0 sheet and the results displayed drawing, enter the estimated point- The number of Loop Sheets "X" can be approximated by the equation "X=(A+B) Total Total Total Total density per drawing. C" where "A" is the number of analog inputs, "B"Elem. number of analog is the Points Modules Module Total outputs, and "C" is the number of PID Loops. Loop sheets that show a Cost: Dwgs Loop Sheets complete PID loop have both an analog input and output, which will reduce the total number of loops
Figure 7. Counts worksheetI/O configuration table
a. Number of I/O Modules and Their Related Cost This section of the worksheet fetches I/O type and number of raw points from the I/O calculator section of the devices worksheet (see cell D17). You may enter a desired spare capacity in the upper left of the worksheet. This number is used to generate the data shown in the Total Points field. You may enter I/O module point densities in the Pts per Module field, after which the total number of modules is calculated. The number of modules is rounded up and displayed in the Module Total field. After the number of modules has been calculated, you may then enter an estimated module cost, after which a total I/O module cost is calculated. b. Number of Elementary and/or Loop Sheets Given the number of I/O points and the number of modules, you may then estimate the number of related drawings that will be needed. Two types of
drawings are possible in this calculator: elementary wiring drawings and loop sheets. Elementary drawings, or elementaries, may be derived using one of two methods. Given either the number of modules per elementary or the number of points per elementary, a total number of elementaries will result. Using modules per elementary is a quick way to derive an estimate if the project is a new job. Usually, with an elementary drawing, the PLC module is depicted intact and all the wiring that is associated with it is shown. Usually, similar I/O modules are shown grouped on the drawings. Given this condition, you may enter the number of modules per drawing for each I/O type. The total number of drawings is then calculated. Using points per elementary is a good method if the project is a retrofit. The project may add or modify only a few I/O points, but they may be scattered over dozens of drawings. In this case, you may estimate an average number of points per revised drawing to derive the number of elementary drawings. If you enter numbers in both the Modules and the Points columns, a One Only error message appears in the Elem Dwgs cell. A loop sheet count is derived by simply entering an average number of loops that will result from each I/O type. For loop sheets, this number is typically 1. In the Figure 7 example, you have entered data that indicates the analog circuits will all be shown on loop sheets and not on elementaries. This setup is entirely up to you. In some cases, it might be appropriate to show analog instruments or discrete circuits on either or both types of drawing. Therefore, there are no internal diagnostics between the loop sheet calculation and the elementary calculation. In Figure 7, a total of 12 loop sheets will be allocated for analog input circuits, and 3 for analog outputs. The total number of loop sheets is calculated to be fifteen (15) see Figure 7, cell N30. If, however, some of the analog outputs are paired with an analog input to form a loop, the actual number is likely to be less. Above the Loop Sheet calculator is a data entry field entitled PID Loops (Cell N13). PID (Proportional Integral Derivative) Control Loops are likely to have both an analog input and an analog output. You have entered 0 in this field. If, however, you had entered a 1 there, the total would have been reduced from 15 to 14. This is because the loop sheet would consume both and analog input and an analog output point.
G. Labor Worksheet
The labor worksheet (see Figure 8) fetches data from the counts worksheet to find the amount of engineering labor needed (by project phase) and the number of engineering deliverables based on the mix of drawings and specifications that might be needed.
A1 B C D E F G H I J K L M 2 PROJECT LABOR CALCULATION SHEET 3 4 Customer: ADDISON PLASTICS Charge No: 332211 5 Project: FEED WATER SYS Design Team I&C#2 6 CP No. 999444 Revision: A 7 WBS No. 001 Date: 2-15-02 8 Location: BOONIESVILLE, TX By: ZZZ 9 10 Note : Numbers in brackets [] indicate project deliverables discussed in the chapter on projects. 32 33 DIRECT ENGINEERING LABOR - PHASE ONE (INVESTIGATION) 34 UNIT MAN-HOURS CALCULATED MAN-HOURS DESIGN DATA 35 QTY UNITS MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD DESCRIPTION 36 1 Meetings 2.0 2.0 2.0 2.0 2.0 2.0 Project Kickoff Meeting(s): 37 1 Events 1.0 1.0 1.0 1.0 1.0 1.0 Travel Time: 8.0 8.0 8.0 8.0 38 1 Days Site Walkdown / Investigation 39 8 Drawings 4.0 2.0 8.0 33.8 16.9 67.5 P&ID Dwgs [3]: 41 1 Task 8.0 2.0 8.0 2.0 Control System Spec [5]: 42 1 Each 8.0 8.0 8.0 8.0 Phase 2 Project Estimate [6]: 8.0 8.0 8.0 8.0 48 1 Each Phase 2 Project Schedule [6]: 43 100 Records 0.0 0.1 0.2 1.0 10.0 20.0 Project Dwg List [7]: 0.01 0.05 0.00 2.1 10.6 44 211 I/O Points Develop I/O Configuration [12]: 45 317 Records 1.5 0.01 0.01 0.10 3.2 3.2 31.7 Instrument Database [13]: 1.0 8.0 8.0 1.0 8.0 8.0 40 1 Drawings Site Plan [15]: 46 1 Drawings 8.0 8.0 8.0 8.0 8.0 8.0 Control Network Single-Line [16]: 47 2 Tasks 9.0 9.0 9.0 18.0 18.0 18.0 Preliminary Bill of Materials [21,22]: 49 Total: 102.0 103.6 156.2 50 51 DIRECT ENGINEERING LABOR - PHASE TWO (PRODUCTION) 52 DESIGN DATA UNIT MAN-HOURS CALCULATED MAN-HOURS 53 QTY UNITS MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD DESCRIPTION 54 124 Each 2.00 248.0 Instrument Specifications [14]: 2.00 24.0 55 12 Each Instrument Calculations [14]: 56 4 Drawings 2.00 17.00 25.00 8.0 68.0 100.0 Instrument Plan Dwgs [15]: 1.00 4.00 8.00 4.0 16.0 32.0 57 4 Drawings Power Distribution Dwgs [17]: 58 70 Drawings 0.50 2.00 2.00 34.8 139.0 139.0 Instrument Loop Sheets [17]: 1.00 12.00 12.00 5.5 66.0 66.0 59 6 Drawings Control Elementaries [17]: 60 4 Drawings 1.00 8.00 16.00 4.0 32.0 64.0 Control Panel Arrangements [18]: 1.00 4.00 8.00 4.0 16.0 32.0 61 Field Junction Box Arrangements [18]: 4 Drawings 62 Marshalling Panel Arrangements [18]: 1 Drawings 1.00 8.00 16.00 1.0 8.0 16.0 0.50 2.00 2.00 2.0 8.0 8.0 63 4 Drawings Instrument Installation Details [19]: 64 Field Junction Box Wiring Dwgs [20]: 4 Drawings 1.00 8.00 16.00 4.0 32.0 64.0 1.00 8.00 16.00 1.0 8.0 16.0 65 1 Drawings Marshalling Panel Connections[20]: 66 3 Tasks 1.00 16.00 24.00 3.0 48.0 72.0 Final Bill of Materials [21,22]: 67 1 Each 0.10 0.10 0.10 34.3 44.1 60.9 Design Package Squad Check [23]: 68 240 Documents 0.01 0.05 0.10 2.4 12.0 24.0 Issue for Construction [24]: 69 1 Task 40.00 8.00 8.00 40.0 8.0 8.0 O&M Manual: 70 Total: 420.0 505.1 701.9 71 72 INDIRECT ENGINEERING LABOR - PHASE TWO DESIGN DATA 73 UNIT MAN-HOURS CALCULATED MAN-HOURS 74 QTY UNITS MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD DESCRIPTION 75 1 Task 10% 162.7 Supervision and Project Mgmt: 2.00 4.00 6.0 12.0 76 3 Trips Travel Time (En Route): 77 240 Documents 0.50 120.0 Document Control: 2.00 2.00 6.0 6.0 78 3 Meetings Attend Update Meetings: 79 3 Reports 2.00 6.0 Prepare Status Reports: 80 Total: 180.7 18.0 120.0 81 82 ENGINEERING LABOR - PHASE THREE DESIGN DATA UNIT MAN-HOURS CALCULATED MAN-HOURS 83 84 QTY UNITS MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD DESCRIPTION 85 8 Weeks 4.00 8.00 2.00 32.0 64.0 16.0 Construction Support: 2.00 8.00 2.00 2.0 8.0 2.0 86 1 Class Operations Training: 87 1 Class 2.00 8.00 2.00 2.0 8.0 2.0 Maintenance Training: 4.00 40.00 2.00 88 - Weeks Construction Management: 89 7 Days 1.00 8.00 7.0 56.0 Checkout: 90 3 Days 12.00 12.00 36.0 36.0 Startup: 91 3 Trips 2.00 4.00 6.0 12.0 Travel Time (En Route): 10% 0.10 0.50 2.00 2.4 12.0 48.0 92 240 Documents Construction Redlines: 93 240 Documents 0.01 0.05 0.10 2.4 12.0 24.0 Packaging for Issue for Record N O
TOTAL
6.0 3.0 16.0 118.2 10.0 16.0 16.0 31.0 12.7 38.0 17.0 24.0 54.0 361.8
TOTAL
248.0 24.0 176.0 52.0 312.8 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 139.3 38.4 56.0 1,627.0
TOTAL
162.7 18.0 120.0 12.0 6.0 318.7
TOTAL
112.0 12.0 12.0 63.0 72.0 18.0 62.4 38.4
Figure 8. Labor worksheet.
This worksheet is organized into five sections as described below:
1. Header
Header data are fetched from the cover worksheet. No action from you is necessary.
2. Direct Engineering LaborPhase-One Table

This table generates a phase-one engineering labor cost in terms of man-hours (Mhrs) (see Figure 9). The term phase one merely refers to a preliminary engineering process that develops the project to the point at which detail engineering can commence. Typically, there are meetings to attend and preliminary work to do such as develop a database, generate P&IDs, and evaluate the computer system.
A1 2 3
I J K L PROJECT LABOR CALCULATION SHEET
8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47
Location: BOONIESVILLE, TX
Project transit time is the billable time spent en route to and from the site.
By: ZZZ
Note: Numbers in brackets [] indicate project deliverables discussed in the chapter on projects. DIRECT ENGINEERING LABOR - PHASE ONE (INVESTIGATION) UNIT MAN-HOURS CALCULATED MAN-HOURS
QTY UNITS Meetings Events Days Draw ings Task Each Each Records I/O Points Records Draw ings Draw ings Tasks MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD
DESIGN DATA
DESCRIPTION
TOTAL
Project Kickoff Meeting(s) Travel Time: Site Walkdown / Investigation P&ID Dwgs [3]: Control System Spec [5]: Phase 2 Project Estimate [6]: Phase 2 Project Schedule [6]: Project Dwg List [7]: Develop I/O Configuration [12]: Instrument Database [13]: Site Plan [15]: Control Network Single-Line [16]: Preliminary Bill of Materials [21,22]:
Data link =Count!E29/Count!D9
1 1 1 8.4 1 1 1 108 211 317 1 1 2
1.5
2.0 1.0 8.0 4.0 8.0 8.0 8.0 0.0 0.01 0.01 1.0 8.0 9.0
2.0 1.0 8.0 2.0 2.0 8.0 8.0 0.1 0.05 0.01 8.0 8.0 9.0
2.0 1.0 8.0 0.2 0.00 0.10 8.0 8.0 9.0 Total:
2.0 1.0 8.0 33.8 8.0 8.0 8.0 1.0 2.1 3.2 1.0 8.0 18.0 102.0
2.0 1.0 8.0 16.9 2.0 8.0 8.0 10.0 10.6 3.2 8.0 8.0 18.0 103.6
2.0 1.0 67.5 20.0 31.7 8.0 8.0 18.0 156.2
6.0 3.0 16.0 118.2 10.0 16.0 16.0 31.0 12.7 38.0 17.0 24.0 54.0 361.8
Data link =I18*$E18
Factor to apply to I/O count
DESIGN DATA
DESCRIPTION QTY
to Data link (PRODUCTION) DIRECT ENGINEERING LABOR - PHASE TWOapproximate the size of Data link the instrument database. =H18*$E18 UNIT CALCULATED MANHOURS =SUM(E36:E44)MANHOURS
UNITS Each
MODIFIER
ENGRG
DESIGN
CADD
ENG.
DESIGN
CADD
TOTAL
Instrument Specifications [14]: Instrument Calculations [14]: Instrument Plan Dwgs [15]: Power Distribution Dwgs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel Arrangements [18]: Field Junction Box Arrangements [18]: Marshalling Panel Arrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dwgs [20]: Marshalling Panel Connections[20]: Final Bill of Materials [21,22]: Design Package Squad Check [23]: Issue for Construction [24]:
124 12 4 4 70 6 4 4 1 4 4 1 3 1 240
2.00 Data link 2.00 Each =Count!E29 2.00 Draw ings Data link 1.00 Draw ings =Count!E29*G24 0.50 Draw ings 1.00 Draw ings 1.00 Draw ings 1.00 Draw ings Draw ings 1.00 Draw ings 0.50 Draw ings 1.00 Draw ings 1.00 Tasks 1.00 Each 0.10 Documents 0.01
17.00 4.00 2.00 12.00 8.00 4.00 8.00 2.00 8.00 8.00 16.00 0.10 0.05
25.00 8.00 2.00 12.00 16.00 8.00 16.00 2.00 16.00 16.00 24.00 0.10 0.10
248.0 24.0 8.0 4.0 34.8 5.5 4.0 4.0 1.0 2.0 4.0 1.0 3.0 34.3 2.4
68.0 16.0 139.0 66.0 32.0 16.0 8.0 8.0 32.0 8.0 48.0 44.1 12.0
100.0 32.0 139.0 66.0 64.0 32.0 16.0 8.0 64.0 16.0 72.0 60.9 24.0
248.0 24.0 176.0 52.0 312.8 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 139.3 38.4
Figure 9. Labor worksheetDirect engineering phase-one table and links.
The man-hours are broken down into labor categories that correspond to average labor rates. The categories are Engineering, Design, and CADD. Note: CADD hours (time spent generating drawings) and clerical hours (time spent in database management tasks) are combined. Figure 9 shows some of the key data links. Values in the Unit Man-hours table are entered by you, as are the purple values in the QTY column. Blue items in the QTY column are fetched from the counts Worksheet. The number of drawings is gathered from the phase-two table described below.
3. Direct Engineering LaborPhase-Two Table

Similar to the phase-one labor calculator, this table generates a phase-two engineering labor cost in terms of man-hours (Mhrs) (see Figure 10). The term phase two merely refers to the detailed engineering process that generates detailed drawings and deliverables such as wiring diagrams and instrument specifications. When phase two is completed, the design package should be ready to hand over to construction.
A1 2 3
B
Data link =Count!N29
29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Data link =Devices!B63
Data link =ROUNDUP(Count!D8/Count!D5,0)
DESIGN DATA
DESCRIPTION
DIRECT ENGINEERING LABOR - PHASE TWO (PRODUCTION) UNIT MAN-HOURS CALCULATED MAN-HOURS
QTY UNITS Each Each Draw ings Draw ings Draw ings Draw ings Draw ings Draw ings Draw ings Draw ings Draw ings Draw ings Tasks Each Documents Task MODIFIER ENG. DESIGN CADD ENG. DESIGN CADD
TOTAL
Instrument Specifications [14]: Instrument Calculations [14]: Instrument Plan Dwgs [15]: Power Distribution Dwgs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel Arrangements [18]: Field Junction Box Arrangements [18]: Marshalling Panel Arrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dwgs [20]: Marshalling Panel Connections[20]: Final Bill of Materials [21,22]: Design Package Squad Check [23]: Issue for Construction [24]: O&M Manual:
Data link =Count!L29
124 12 4 4 70 6 4 4 1 4 4 1 3 1 240 1
2.0 2.0 2.0 1.0 0.5 1.0 1.0 1.0 1.0 0.5 1.0 1.0 1.0 0.1 0.0 40.0
17.0 4.0 2.0 12.0 8.0 4.0 8.0 2.0 8.0 8.0 16.0 0.1 0.1 8.0
25.0 8.0 2.0 12.0 16.0 8.0 16.0 2.0 16.0 16.0 24.0 0.1 0.1 8.0 Total:
248.0 24.0 8.0 4.0 34.8 5.5 4.0 4.0 1.0 2.0 4.0 1.0 3.0 34.3 2.4 40.0 420.0
68.0 16.0 139.0 66.0 32.0 16.0 8.0 8.0 32.0 8.0 48.0 44.1 12.0 8.0 505.1
100.0 32.0 139.0 66.0 64.0 32.0 16.0 8.0 64.0 16.0 72.0 60.9 24.0 8.0 701.9
248.0 24.0 176.0 52.0 312.8 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 139.3 38.4 56.0 1,627.0
Data link =SUM(E33:E45)
Data link =ROUNDUP(Count!D8/Count!D6,0)
Figure 10. Labor worksheetDirect engineering labor phase-two table and links.
4. Indirect Engineering LaborPhase-Two Table

This table generates a phase-two cost for indirect engineering labor in terms of man-hours (Mhrs) (see Figure 11). The term indirect implies work that must be done in support of production. No deliverables are directly generated as a result of this work, but it is necessary to support production. For example, the quality control process demands a reasonable design check, so time must be allotted here. Time must be allocated for packaging and delivering the product, and then time must be provided for construction support. Other categories might be considered here as well, such as factory acceptance tests.
A1 2 3
C
DATALINK =SUM(E33:E45)
1 46 Design Package Squad Check [23]: 240 47 Issue for Construction [24]: 1 48 O&M Manual: DATALINK 49 =E47 50 51 52 DESIGN DATA QTY 53 DESCRIPTION 1 54 Supervision & Proj Mgmt: 3 55 Travel Time (En-Route): 56 240 Document Control: 3 57 Attend Update Meetings: 3 58 Prepare Status Reports: 59 60
Each Documents Task
0.10 0.10 0.10 0.01 0.05 0.10 40.00 Enter the percentage of the job8.00 aside 8.00 to set for this task Total:
34.3 2.4 40.0 420.0
44.1 12.0 8.0 505.1
60.9 24.0 8.0 701.9
139.3 38.4 56.0 1,627.0
INDIRECT ENGINEERING LABOR - PHASE TWO UNIT MANHOURS

UNITS Task Trips Documents Meetings Reports MODIFIER ENGRG DESIGN CADD
CALCULATED MANHOURS
ENGRG DESIGN CADD
TOTAL
10% 2.00 2.00 2.00 4.00 2.00 0.50 Total:
162.7 6.0 6.0 6.0 180.7
12.0 6.0 18.0
120.0 120.0
162.7 18.0 120.0 12.0 6.0 318.7
Figure 11. Labor worksheetIndirect engineering labor phase-two table and links
In most cases, these categories are a function of the size of the project. A good rule of thumb for a good design check is to find the amount of time it took to produce the engineering package and allocate 10% of that time for the check process. Likewise, supervisory time and other overheads will also be a function of the size of the job. Again, the man-hours are broken down into labor categories that correspond to average labor rates. The categories are Engineering, Design, and CADD. Note: CADD hours (time spent generating drawings) and clerical hours (time spent in database management tasks) are combined.
5. Direct Engineering LaborPhase-Three Table

This table generates a phase-three cost for direct engineering labor in terms of man-hours (Mhrs) (see Figure 12). The term phase three implies engineering work that must be done in the construction phase to support the construction team and to facilitate training, checkout, and startup.
A1 2 3 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74
C
DATALINK =E47
Travel Time (En-Route): Document Control: Attend Update Meetings: Prepare Status Reports:
3 240 3 3
Trips Documents Meetings Reports
2.00 4.00 6.0 0.50 2.00 2.00 6.0 Enter the percentage of drawings that are likely to 2.00 6.0 require revision due to construction changees or design Total: 180.7 modifications. ENGINEERING LABOR - PHASE THREE UNIT MANHOURS
12.0 6.0 18.0
120.0 120.0
18.0 120.0 12.0 6.0 318.7
Construction Support: Operations Training: Maintenance Training: Construction Management: Checkout: Startup: Travel Time (En-Route): Construction "Red-Lines": Packaging for 'Issue for Record'
DATALINK DESCRIPTION =E56
DESIGN DATA
QTY UNITS Weeks Class Class Weeks Days Days Trips Documents Documents
CALCULATED MANHOURS
ENGRG DESIGN CADD
MODIFIER
ENGRG
DESIGN
CADD
TOTAL
8 1 1 7 3 3 240 240
10%
4.00 2.00 2.00 4.00 1.00 12.00 2.00 0.10 0.01
8.00 8.00 8.00 40.00 8.00 12.00 4.00 0.50 0.05
2.00 2.00 2.00 2.00 2.00 0.10 Total:
32.0 2.0 2.0 7.0 36.0 6.0 2.4 2.4 89.8
64.0 8.0 8.0 56.0 36.0 12.0 12.0 12.0 208.0
16.0 2.0 2.0 48.0 24.0 92.0
112.0 12.0 12.0 63.0 72.0 18.0 62.4 38.4 389.8
Figure 12. Labor worksheetEngineering labor phase-three table and links
6. Construction LaborPhase Three

This table provides a place to approximate the construction labor (see Figure 13). It is a straightforward calculation in which each craft enters the number of items to install, and it provides a place to put the average labor rates that correspond to the various expertise levels of construction team members.
A1 2 3 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88
B
DESIGN DATA
DESCRIPTION QTY UNITS Personnel Days Days Days Days Task Trips Days
CONSTRUCTION LABOR - PHASE THREE UNIT MANHOURS

MODIFIER SUPV CRAFT CLERK
CALCULATED MANHOURS
ENGRG DESIGN CADD
TOTAL
Kickoff Meeting Craft 1 Craft 2 Craft 3 Checkout: Startup: Travel Time (En-Route): Cleanup
2 10 15 20 7 3 5
8.00 8.00 8.00 8.00 8.00 8.00 2.00 8.00
8.00 16.00 16.00 24.00 48.00 48.00 4.00 48.00
2.00 4.00 2.00 2.00 2.00 2.00 2.00 Total:
16.0 80.0 120.0 160.0 56.0 24.0 40.0 496.0
16.0 160.0 240.0 480.0 336.0 144.0 240.0 1,616.0
20.0 60.0 40.0 14.0 6.0 10.0 150.0
32.0 260.0 420.0 680.0 406.0 174.0 290.0 2,262.0
Figure 13. Labor worksheetConstruction labor phase-three table and links
H. Bulk Materials Worksheet

The purpose of creating an estimate is to arrive at a bottom-line cost. A large part of that cost is construction materials. The bulk materials worksheet (see Figure 14) develops
an estimate of the bulk construction materials such as cable, conduit, tubing and tube fittings, nuts and bolts, brackets, electrical enclosures, terminals and fuses, switches, breakers, and disconnects. This is accomplished through a series of data links that extract information (e.g., number of instruments that use air, number of transmitters that need shielded cable) primarily from the devices worksheet.
Figure 14. Bulk materials worksheet
This worksheet consists of six tables: Cost summary table Raw data table Cable calculation table Interconnection components table Instrument air table Conduit calculation table
The purpose of these tables is to quickly derive a construction materials cost. It is not intended that an order be placed as a result of these calculationsonly that enough money is appropriated to cover future expenditures. Following is a description of the bulk materials worksheet.
1. Construction Labor Data

Construction estimates, like others, depend on the number of tasks to be performed. Among the information needed is the number of terminations that must be made for cable, conduit, and tubing. Also, linear feet of conduit and cable needed must be known. The construction labor data table (see Figure 15) provides some of this information as follows: Wiring terminations are calculated by counting the number of instruments, fuses, and terminals and multiplying by two. This assumes two wires per signal type. To this number, the number of terminations at the I/O modules is added. Sixteen terminations, primarily jumpers and short intra-panel wiring, are allotted. Tubing terminations are collected from the devices worksheet where items needing air are tallied. Conduit terminations are collected from the devices worksheet where items needing conduit are tallied.
A1 B C D E 2 BULK MATERIALS TAKEOFF WORKSHEET Charge No: 332211 3 Customer: ADDISON PLASTICS Data link for cell B11 4 Project: FEED WATER SYS Design Team I&C#2 =2*B31+2*B34+2*B35+16*Count!G29 5 CP No. 999444 Revision: A Data link for cell B12 6 WBS No. 001 Date: 2-15-02 =Devices!AL63 7 Location: BOONIESVILLE, TX By: ZZZ Data link for cell B13 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 CONSTRUCTION LABOR DATA 3696 Wiring Terminations 66 Tubing Terminations 101 Conduit Terminations
=Devices!AK63
H COST SUMMARY CABLE $3,365.93 CABINET $2,859.80 CONDUIT $8,243.12 TUBING / DETAILS $5,280.00 INSTR. AIR PIPING $1,661.22
GRAND TOTAL: 75%
$21,410.07
Are there hazardous areas? If so, what percentage of the equipment will be in hazardous locations?
Data link for cell B23 =SUM(Devices!V63:Y63)*B15/16
WIRE AND CABLE CALCULATION TABLE

200
QTY. 100 118 600 500 463 850 200 0 0 FT Avg Homerun Distance UNIT U/M PRICE FT $0.39 FT $0.35 FT $0.30 FT $0.12 FT $1.45 FT $1.25 FT $1.25 FT $1.00 FT $0.60 SUBTOTAL
Data link for cell B33 =SUM(Devices!V63:AH64)
50
TOTAL PRICE $39.00 $41.30 $180.00 $60.00 $670.63 $2,125.00 $250.00 $0.00 $0.00 $3,366
FT Average Local Run Distance DESCRIPTION 3/C #18 AWG Unshld Cable, 300V 2/C #18 AWG Shld Cable, 300V 2/C #16 AWG Unshld Cable, 300V 1/c #16, 600V, Hookup Wire 24twpr #18, Unsh for Digital Ckt Homeruns 16twpr #18, Indiv Shld for Analog Ckt Homeruns 4-triad, Indiv Shld for RTD Ckt Homeruns 2/C Thermocouple Extension Wire Network Communications Cable STOCK NUMBER SOURCE
TERMINATIONS, JUNCTION BOXES, AND CABINETS

50% Percentage of Devices Needing Fuses Data link
TOTAL PRICE $905.00 $1,954.80 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,860
=B33*G31
181 Electrical Devices

QTY. 91 1448 0 0 0 0 0 0 0 U/M EA EA EA EA EA EA EA EA EA SUBTOTAL UNIT PRICE $5.00 $1.35 $400 $400 $1,200 $1,200 $500 $1,000 $1,000
8 AverageTerminals per Device

STOCK NUMBER SOURCE
DESCRIPTION Fuse Blocks Terminals Digital Junction Box Analog Junction Box PLC Cabinet 24 VDC Power Supply Power Supply Components Power Supply Cabinet Cabinet Air Conditioner
Figure 15. Top portion of bulk materials worksheet
2. Wire and Cable Calculation Table

As shown in Figure 15, cables are assigned by sampling the I/O mix as designated on the devices worksheet. For example, the total number of RTDs is fetched from cells AC63 and AD63 on the devices worksheet and summed in cell B18. Then, the data link in cell B18 multiplies this value by the average local run distance loaded in cell E15. This value is an estimate of the average distance of each field device from its local panel. Usually, 50 feet is a good number to use. Since, in this case, there are two RTDs, 2 x 50 ft, or 100 ft, of RTD cable is needed. If no junction box exists and no resulting homerun* pull, then just zero out the homerun footage and no multisignal cable will be purchased. Be sure to increase the length of the local cables. If local transmitters are used to convert the RTD signal to an analog signal, the calculation will yield a number that is too big. You may then force a reasonable value in the cell by simply typing it in. The local cable quantity data are derived by using a data link that calculates the amount of cable needed by summing the number of instruments on the devices worksheet and then multiplying that number by the number of local feet entered.
*
A cable pull that links two termination panels. Usually, a homerun cable is a multicircuit cable, either multipair or multiconductor. File_1A_Estimate&Schedule.doc Page 27 of 49
RTD cable fetches the number of RTDs specified, for example, while shielded twisted pair fetches the number of analog inputs and outputs. Homerun cable quantity lengths are derived in a similar way, but the footage is a result of multiplying the homerun length by the number of instruments and then dividing by the number of pairs in the multipair cable.
3. Terminations, Junction Boxes, and Cabinets Table

Only two items are derived on this worksheet (refer to Figure 15). It is assumed that the maximum number of fuse blocks is equal to the number of electrical devices. A percentage may be entered in cell E31 that will modify this total by the percentage indicated.
4. Instrument Air Piping Table

The number of air users in cell B46 (see Figure 16) is fetched from the devices worksheet. Cell B49 calculates a pipe footage by taking the number of air users and multiplying that by the average length of drop per user. The remaining items on this sheet are calculated based on the footage.
I&C PROJECT ESTIMATE - INSTRUMENT AIR PIPING
66 Instrument Air Users
QTY. 660 132 66 66 66 66 132 33 66 U/M FT EA EA EA FT EA EA EA EA SUBTOTAL UNIT PRICE $2.20 $0.40 $0.50 $0.58 $0.15 $0.35 $0.02 $0.50 $0.50
45 46 47 48 49 50 51 52 53 54 55 56 57 58 60
10 Ft. (Average Length of Drop per User)

TOTAL PRICE $1,452 $53 $33 $38 $10 $23 $3 $17 $33 $1,661 DESCRIPTION 1/2" Pipe, Stl, Galv, Sch 40 1/2" NPT, TEE, Iron, Galv, 150# 1/2" NPT, Plug, Iron, Galv, 150# Hanger, Pipe, Adj.Clevis, 1/2", Grinnel Fig.260 Rod, con't. Thd, Stl, Zinc-Coated 1/2" NPT, Elbow, 90 Deg, Iron, Galv, 150# Nut, heavy Hex, Stl Clamp, Adj. Beam, 3/8" Bushing, Pipe, Iron, Galv, Scr, 150#, 1" x 1/2" STOCK NUMBER SOURCE
Figure 16. Bulk materials worksheetInstrument air piping table.
5. Conduit Calculation Table

Two tables are used to calculate the conduit because conduit may be split between hazardous and nonhazardous areas (see Figure 17). If desired, a quick percentage method may be used to split the quantities. In cell G12, you may enter a percentage that will split the quantities (refer to Figure 15).
60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120
CONDUIT AND FITTINGS - GENERAL PURPOSE

25.0% Multiplier
QTY. 253 3 3 3 3 9 26 126 1 1 1 1 4 13 63 1 1 1 1 2 6 101 0 U/M FT EA EA EA EA EA EA FT EA EA EA EA EA EA FT EA EA EA EA EA EA EA ft SUBTOTAL UNIT PRICE $0.45 $11.60 $12.60 $11.60 $4.25 $1.00 $0.97 $0.63 $14.76 $15.52 $14.76 $7.62 $1.00 $1.07 $0.93 $49.55 $54.37 $49.55 $12.60 $1.00 $11.60 $61.80 $12.00
101 Conduit Drops

TOTAL PRICE $113.63 $34.80 $37.80 $34.80 $12.75 $9.00 $25.22 $79.54 $18.63 $19.59 $18.63 $9.62 $3.79 $13.51 $58.71 $31.28 $34.32 $31.28 $7.95 $1.89 $73.23 $6,241.80 $0.00 $6,912 DESCRIPTION 3/4", Rigid Stl Conduit 3/4", Outlet Body, Type C27 3/4", Outlet Body, TYPE T27 3/4", Outlet Body, TYPE L27 3/4", Union Covers and Gaskets Conduit Clamp, Type RC-3/4 1", Rigid Stl Conduit 1", Outlet Body, Type C37 1", Outlet Body, Type T37 1", Outlet Body, Type L37 1", Union Covers and Gaskets Conduit Clamp, Type RC-1 11/2", Rigid Stl Conduit 11/2", Outlet Body, Type GUAC59 11/2", Outlet Body, Type GUAT59 11/2", Outlet Body, Type GUAN59 11/2", Union, Explosionproof, UNF505 Covers and Gaskets Conduit Clamp, Type RC-1-1/2 Flex Conduit, ECLK115 Cable Tray
10 Ft. (Avg drop Per User)

STOCK NUMBER SOURCE
CONDUIT AND FITTINGS - CLASS I DIV II

75.0% Multiplier
QTY. 758 8 8 8 8 4 76 379 4 4 4 4 38 2 189 2 2 2 2 19 1 101 0 U/M FT EA EA EA EA EA EA FT EA EA EA EA EA EA FT EA EA EA EA EA EA EA ft SUBTOTAL UNIT PRICE $0.45 $11.60 $12.60 $11.60 $4.25 $8.00 $0.97 $0.63 $14.76 $15.52 $14.76 $7.62 $1.07 $10.00 $0.93 $49.55 $54.37 $49.55 $12.60 $11.60 $28.00 $61.80 $12.00
101 Conduit Drops

TOTAL PRICE $340.88 $92.80 $100.80 $92.80 $34.00 $32.00 $73.72 $238.61 $55.90 $58.78 $55.90 $28.86 $40.53 $18.94 $176.12 $93.84 $102.96 $93.84 $23.86 $219.68 $26.51 $6,241.80 $0.00 $8,243 DESCRIPTION 3/4", Rigid Stl Conduit 3/4", Outlet Body, Type GUAC26 3/4", Outlet Body, Type GUAT26 3/4", Outlet Body, Type GUAN26 3/4", Union, Explosionproof, UNF205 Conduit Seal, Type EYS21 3/4" Conduit Clamp, Type RC-3/4 1", Rigid Stl Conduit 1", Outlet Body, Type GUAC36 1", Outlet Body, Type GUAT37 1", Outlet Body, Type GUAN36 1", Union, Explosionproof, UNF305 Conduit Clamp, Type RC-1 Conduit Seal, Type EYS21 1" 11/2", Rigid Stl Conduit 11/2", Outlet Body, Type GUAC59 11/2", Outlet Body, Type GUAT59 11/2", Outlet Body, Type GUAN59 11/2", Union, Explosionproof, UNF505 Conduit Clamp, Type RC-1-1/2 Conduit Seal, Type EYS21 11/2" Flex Conduit, ECLK115 Cable Tray
10 Ft. (Avg Drop per User)

STOCK NUMBER SOURCE
Figure 17. Bulk materials worksheetConduit and fittings tables.
All conduit footages are based on the -inch conduit calculation, which is based on the number of electrical devices (as indicated on the devices worksheet) and the average drop length as entered by you in cells G62 and G93. The 1-inch conduit length is then derived by taking half of the -inch amount; the 1-inch length is derived by taking half of the 1-inch amount. Fittings fall out based on units per hundred feet. Flexible conduit is calculated based on the number of electrical devices shown on the devices worksheet. To reiterate, the spreadsheet presented here is merely a skeleton that may be used to develop an accurate estimating tool over time. As new prices are found, they should be entered into the proper cell on the spreadsheet.
I. Summary Worksheet
The purpose of the summary worksheet (see Figure 18) is to develop an overall project cost. This worksheet links the bottom lines of each of the other worksheets to build a summary of the various costs in terms of both man-hours and dollars. Its purpose is to gather data that will ultimately find its way into the executive summary section of the proposal.
A1 B 2 3 4 5 6 7 8 9 10 32 33 34 35 36 37 38 39 41 42 48 43 44 45 40 46 47 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 C D E F G H I J K L M N
PROJECT COST SUMMARY SHEET

Custome r: P ro je ct: CP N o. W BS N o. Loca tion: AD D IS ON P LAS T ICS F E E D W AT E R S Y S 999444 001 BOON IE S V ILLE , T X Cha rge N o: D e sign T e a m R e vision: D a te : By: 332211 I&C#2 A 2-15-02 ZZZ
E N GIN E E R IN G COS T S U M M AR Y
Engineering Detail Engineering Phase One Design Projection CADD and Clerical Phase Two Projection Phase Three Projection Engineering Design CADD and Clerical Engineering Design CADD and Clerical Mhrs 102 104 156 601 523 822 90 208 92 2,697 Avg R ate $90 $ $70 $ $50 $ $90 $ $70 $ $50 $ $90 $ $70 $ $50 $ Cost 9,183 7,252 7,809 54,061 36,617 41,095 8,082 14,560 4,600 $ 183,258 $ 27,242 $ 131,773 $ 24,243 T otal
PROJECT COST SUMMARY COST CATEGORY AVG RATE NA $ 183,258 Engineering $38 $ 85,956 Construction NA $ 344,800 Instruments NA $10,969 Material Projected Cost: $ 624,983 INSTRUMENT SUMMARY
Item Total: Instrument Cost: Installation Hardw are Cost: $ $ 124 344,800 5,280
I/O SUMMARY
I/O TYPE COUNT
Analog mV I/O Analog mA I/O Thermocouples RTDs 24 VDC Discrete 10 VAC Discret
AI AO AI AO TCK TCJ TC_ CU PL DI DO DI DO Total:
0 0 60 19 0 0 0 0 3 81 48 0 0 211
PHASE 1 DELIVERABLES SUMMARY 1 Project Kickoff Meeting(s) 1 Travel Time: 1 Site Walkdown / Investigation 8 P&ID Dwgs [3]: 1 Control System Spec [5]: 1 Phase 2 Project Estimate [6]: 1 Phase 2 Project Schedule [6]: 100 Project Dwg List [7]: 211 Develop I/O Configuration [12]: 317 Instrument Database [13]: 1 Site Plan [15]: 1 Control Network Single-Line [16]: 2 Preliminary Bill of Materials [21,22]: PHASE 2 DELIVERABLES SUMMARY 124 Instrument Specifications [14]: 12 Instrument Calculations [14]: Instrument Plan Dwgs [15]: 4 4 Power Distribution Dwgs [17]: Instrument Loop Sheets [17]: 70 Control Elementaries [17]: 6 Control Panel Arrangements [18]: 4 4 Field Junction Box Arrangements [18]: 1 Marshalling Panel Arrangements [18]: Instrument Installation Details [19]: 4 Field Junction Box Wiring Dwgs [20]: 4 1 Marshalling Panel Connections[20]: Final Bill of Materials [21,22]: 3 1 Design Package Squad Check [23]: 240 Issue for Construction [24]:
Meetings Events Days Drawings Task Each Each Records I/O Points Records Drawings Drawings Tasks Each Each Drawings Drawings Drawings Drawings Drawings Drawings Drawings Drawings Drawings Drawings Tasks Each Documents
Figure 18. Project cost summary sheet
Enough information should also be obtained from this estimate to generate a schedule. The schedule is dealt with in the next chapter.
The summary sheet gathers the man-hours developed elsewhere and applies average billing rates to those hours. This is done for engineering in the engineering cost summary shown in Figure 19.
A1 B C D E F G H I J K L M N
10 11 E N GIN E E R IN G COS T S U M MAR Y 12 Mhrs Avg R ate Cost T otal Enginee ring D e ta il 13 Engineering 102 $90 $ 9,183 Phase One 24,243 14 Design 104 $70 $ 7,252 $ Projection 15 CADD and Clerical 156 $50 $ 7,809 16 Engineering 601 $90 $ 54,061 Phase Two 131,773 17 Design 523 $70 $ 36,617 $ Projection 18 CADD and Clerical 822 $50 $ 41,095 19 Engineering 90 $90 $ 8,082 Phase 27,242 Three 20 Design 208 $70 $ 14,560 $ Projection 21 CADD and Clerical 92 $50 $ 4,600 22 2,697 $ 183,258 23 Data link Data link 24 =Labor!L49+Labor!L59 =Labor!K28 25 Data link PHASE 1 DELIVERABLES SUMMARY PROJECT COST SUMMARY Data link =Labor!L28 26 AVG COST Project Kickoff Meeting(s) 1 Meetings CATEGORY =Labor!M49+Labor!M59 RATE Data link Data link Engineering NA $ 183,258 Travel Time: 1 Events 27 Data link =Labor!M73 =Labor!m28 Site Walkdown / Investigation 1 Days 28 C onstruction =Labor!K73 $38 $ 85,956 Data link Data link 344,800 29 Instruments NA $ P&ID Dwgs [3]: 8 Drawings =Labor!K49+Labor!K59 NA =Labor!L73 $10,969 30 Control System Spec [5]: 1 Task Material 31 Phase 2 Project Estimate [6]: 1 Each Projected Cost $ 624,983
Figure 19. Engineering cost summary table
The result is a total engineering cost of $183,258. The total project cost summary table sums all the costs from each estimate category (see Figure 20).
A1 B 21 22 23 24 25 26 27 28 29 30 31 C D E F G
92 2,697 Data link =J22
H
$50 $
I
4,600 $ $
J
27,242 183,258
M N
Phase Enter the average billing CADD and Clerical Three rate for Construction.
Data link
PROJECT COST SUMMARY

CATEGORY Engineering Construction Instruments Material Projected Cost: $ AVG RATE NA $38 NA NA $ $ $ $ COST 183,258 85,956 344,800 10,969 624,983
PHASE 1 DELIVERABLES SUMMARY =E28*Labor!N87 Project Kickoff Meeting(s) 1 Meetings Data link Travel Time: 1 Events =E36 Site Walkdown / Investigation 1 Days P&ID Dwgs [3]: 8 Drawings Controllink Data System Spec [5]: 1 Task ='Bulk Matl'!H8+Devices!H63 Phase 2 Project Estimate [6]: 1 Each
Figure 20. Total project cost summary table.
The instrument and I/O summary tables display information generated on the devices worksheet (see Figure 21).
A1 B 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54
D
Material
E
NA $
F
10,969 624,983
M N
Proje cte d Cost: $
INSTRUMENT SUMMARY
Item Total: Instrument Cost: Installation Hardw are Cost: $ $ 124 344,800 5,280
I/O SUMMARY
I/O TYPE Analog mV I/O Analog mA I/O COUNT
Thermocouples
0 0 60 19 0 0 0 0 3 81 48 0 0 211
1 Task Control System Spec [5]: 1 Each Phase 2 Project Estimate [6]: Data link 1 Each Phase 2 Project Schedule [6]: =Devices!B63 Project Drawing List [7]: 100 Records Data link Develop I/O Configuration [12]: 211 I/O Points =Devices!F63Database [13]: 317 Records Instrument 1 Drawings Site Plan [15]: 1 Drawings Control Network Single-Line [16]: Data link =Devices!H63 2 Tasks Preliminary Bill of Materials [21,22]: PHASE 2 DELIVERABLES SUMMARY Instrument Specifications [14]: 124 Each Instrument Calculations [14]: 12 Each Instrument Plan Dwgs [15]: 4 Drawings Power Distribution Dwgs [17]: 4 Drawings Instrument Loop Sheets [17]: 70 Drawings Control Elementaries [17]: 6 Drawings Data link Control Panel Arrangments [18]: 4 Drawings Count Worksheet Field Junction Box Arrangements [18]: 4 Drawings Marshalling Panel Arrangements [18]: 1 Drawings Instrument Installation Details [19]: 4 Drawings Field Junction Box Wiring Dwgs [20]: 4 Drawings Marshalling Panel Connections[20]: 1 Drawings Final Bill of Materials [21,22]: 3 Tasks 1 Each Design Package Squad Check [23]: Issue for Construction [24]: 240 Documents
Figure 21. Instrument and I/O summary tables
The phase-one and phase-two deliverables summary tables are linked to the labor worksheet (see Figure 22).
A1 B 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55
M N
PROJECT COST SUMMARY

CATEGORY Engineering Construction Instruments Material Projecte d Cost: $ AVG RATE NA $38 NA NA $ $ $ $ COST 183,258 85,956 344,800 10,969 624,983
INSTRUMENT SUMMARY
Item Total: Instrument Cost: Installation Hardw are Cost: $ $
Data link =Labor!E15 124 Through 344,800 Labor!E27 5,280
I/O SUMMARY
I/O TYPE Analog mV I/O Analog mA I/O COUNT
Thermocouples
0 0 60 19 0 0 0 0 3 81 48 0 0 211
Data link =Labor!E33 Through Labor!E47
PHASE 1 DELIVERABLES SUMMARY 1 Meetings Project Kickoff Meeting(s) Travel Time: 1 Events Site Walkdown / Investigation 1 Days P&ID Dwgs [3]: 8 Drawings 1 Task Control System Spec [5]: 1 Each Phase 2 Project Estimate [6]: 1 Each Phase 2 Project Schedule [6]: Project Dwg List [7]: 100 Records Develop I/O Configuration [12]: 211 I/O Points Instrument Database [13]: 317 Records 1 Drawings Site Plan [15]: 1 Drawings Control Network Single-Line [16]: 2 Tasks Preliminary Bill of Materials [21,22]: PHASE 2 DELIVERABLES SUMMARY Instrument Specifications [14]: 124 Each Instrument Calculations [14]: 12 Each 4 Drawings Instrument Plan Dwgs [15]: 4 Drawings Power Distribution Dwgs [17]: 70 Drawings Instrument Loop Sheets [17]: 6 Drawings Control Elementaries [17]: 4 Drawings Control Panel Arrangements [18]: 4 Drawings Field Junction Box Arrangements [18]: 1 Drawings Marshalling Panel Arrangements [18]: 4 Drawings Instrument Installation Details [19]: 4 Drawings Field Junction Box Wiring Dwgs [20]: 1 Drawings Marshalling Panel Connections[20]: 3 Tasks Final Bill of Materials [21,22]: 1 Each Design Package Squad Check [23]: Issue for Construction [24]: 240 Documents
Figure 22. Phase-one and phase-two deliverables summary tables.
SECTION 2 THE SCHEDULE

After the scope of work is defined and the cost estimate is prepared, a project schedule may be initiated. Because many times producing the schedule illuminates new issues to be addressed in the estimate, the two are somewhat intertwined. Several software tools are available that yield a detailed schedule suitable for a definitive estimate. Microsoft Project is one such software solution. However, it is not the aim of this chapter to teach a software package, but rather to quickly generate a schedule that may be used in a proposal or conceptual design phase of the project. There will be plenty of time to build a detailed schedule after project approval. However, the preliminary work described here could become the basis for that detailed schedule. The accuracy of the schedule depends on the accuracy of the cost estimate in terms of the labor units, or man-hours. The accuracy of the estimate is a function of the amount of time you spend on collecting raw data and the care taken to optimize the estimate at the end. The time it takes to optimize the estimate can be reduced if the estimate is already in a format that is appropriate for the project.
A. Scheduling Basics
A project schedule is nothing more than a plan for resource allocation. As such, it is, in essence, a management tool. The schedule depends on the type of project (time driven
or cost driven) and the amount of work needed to execute the tasks that have been defined.
1. Milestones
If a project is time driven, then the scheduler must allocate resources as necessary to minimize the project duration to make the deadline. One or more key dates, or milestones, will need to be known to manpower load the schedule. A milestone is nothing more than a peg that defines a specific date that a task or series of tasks needs to be completed. The schedule needs to begin at that point and work backward to the project start date. If the project is cost driven, the scheduler has more latitude with project duration. The work needs to be spread out to achieve the ideal task mix to minimize cost. Making sure all the material has had time to arrive before starting construction might be one consideration to minimize cost, for example. In this example, a milestone might be to define the exact time all material should be available. a. Task Relationships In a well-defined schedule, the execution of each task is related to the execution of some other task or the attainment of some milestone. The terms predecessor and successor and other modifiers describe such task interdependencies. Following are some examples: A task that can start only after another task has finished is said to be dependent on the other task. To be more exact, the task is dependent with a finish/start relationship. A task that can start only after another task has started is said to be dependent on the other task with a start/start relationship. A task that can finish only after another task is finished is said to be dependent on the other task with a finish/finish relationship. A task that can start 10 days after another task has started is said to be dependent on the other task with a start/lag-start relationship.
Other types of interdependencies exist, but these are probably the most common. b. Schedule Presentation: Flow Chart A detailed project schedule is a mass of information that is difficult to assimilate. Several techniques have evolved over the years that help package that information into a format that is useful to the scheduler and to the planner.
One of these is the project flow chart. This tool graphically presents the interrelationships among scheduled tasks. Duration is not a factor in this type of chart. The flow chart and the Gantt chart (described later) complement each other when it comes to describing the entire project. A typical project flow chart (discussed in Part One of the book, Successful Instrumentation and Control Systems Design) is reproduced here in Figure 23.
Preliminary Issue phase one contract Submit a request for funding Identify possible solutions Identify a need
Phase One On-site investigation On- and off-site studies
Phase Two Legend
Owner
HazOp
Prelim. estimate Scope and sched.
Planning and staffing
Final estimate Scope and sched.
Engineer
Constructor Prelim. engineering documents Engineering and design
Long-lead procurement
Procure instruments
Procure bulk commodities
Issue engineering documents
Phase Three Receiving and warehousing Construction Checkout and startup Finalize documents
Figure 23. Typical industrial project flow
The flow chart thus depicts the task interdependencies very well, but does not address project duration. c. Schedule Presentation: Gantt Chart The second, and probably the most common, schedule presentation tool is the Gantt chart. The Gantt chart is named after its progenitor, Henry Gantt, and simply presents a time-based graphical image of the project by
task. Usually, the tasks are presented in a vertical column at the left with a horizontal bar graph extending to the right that represents the duration of each task. The start/finish relationships are apparent only to a limited degree, which makes the flow chart useful in support. Some software packages provide Gantt charts with the intertask linkages displayed. A project estimate is generated later in this chapter. If a Gantt chart were generated from that estimate, it would look similar to the chart shown in Figure 24.
PROJECT ENGINEERING SCHEDULE - PHASE ONE
Project Kickof f Meeting(s) Travel Time: Site Walkdow n / Investigation P&ID Dw gs [3]: Control System Spec [5]: Phase 2 Project Estimate [6]: Phase 2 Project Schedule [6]: Project Dw g List [7]: Develop I/O Conf iguration [12]: Instrument Database [13]: Site Plan [15]: Control Netw ork Single-Line [16]: Preliminary Bill of Materials [21,22]: Instrument Specif ications [14]: Instrument Calculations [14]: Instrument Plan Dw gs [15]: Pow er Distribution Dw gs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel A rrangements [18]: Field Junction Box A rrangements [18]: Marshalling Panel A rrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dw gs [20]: Marshalling Panel Connections[20]: Final Bill of Materials [21,22]: Design Package Squad Check [23]: Issue f or Construction [24]: O&M Manual: Construction Support: Operations Training: Maintenance Training: Construction Management: Checkout: Startup: Travel Time (En Route): Construction Redlines: Packaging f or Issue f or Record Kickof f Meeting Craf t 1 Craf t 2 Craf t 3 Checkout: Startup: Travel Time (En Route): Cleanup Budget 6.0 3.0 16.0 118.2 10.0 16.0 16.0 31.0 12.7 38.0 17.0 24.0 54.0 248.0 24.0 176.0 52.0 312.8 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 139.3 38.4 56.0 112.0 12.0 12.0 0.0 63.0 72.0 18.0 62.4 38.4 32.0 260.0 420.0 680.0 406.0 174.0 0.0 290.0 Start Week 1 Week 1 Week 1 Week 1 Week 1 Week 1 Week 1 Week 1 Week 3 Week 2 Week 1 Week 3 Week 2 Week 5 Week 7 Week 6 Week 9 Week 6 Week 6 Week 9 Week 6 Week 10 Week 13 Week 11 Week 12 Week 10 Week 13 Week 14 Week 14 Week 14 Week 19 Week 19 Week Week Week Week Week Week Week Week Week Week Week 20 21 20 22 22 15 16 17 17 21 22 Finish Week 1 Week 1 Week 1 Week 4 Week 4 Week 4 Week 4 Week 2 Week 3 Week 4 Week 1 Week 4 Week 4 Week 15 Week 9 Week 11 Week 15 Week 15 Week 15 Week 15 Week 15 Week 15 Week 15 Week 14 Week 15 Week 15 Week 15 Week 15 Week 15 Week 23 Week 20 Week 20 Week Week Week Week Week Week Week Week Week Week Week 21 22 22 23 23 16 18 20 22 21 22 Duration 1 wk 1 wk 1 wk 4 w ks 3 w ks 1 wk 1 wk 2 w ks 1 wk 3 w ks 1 wk 2 w ks 3 w ks 10 w ks 2 w ks 5 w ks 6 w ks 9 w ks 9 w ks 6 w ks 9 w ks 5 w ks 2 w ks 3 w ks 3 w ks 5 w ks 2 w ks 1 wk 1 wk 9 w ks 1 wk 1 wk 1 wk 1 wk 2 w ks 1 wk 1 wk 1 wk 2 w ks 3 w ks 5 w ks 1 wk 1 wk 1 wk Week1 6 3 16 24 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14 Week15 Week16
40 8
40
8 2 16 16
16
12 24 12 2 8 24 12 16 24 80 80 16 40 16 24 40 16 40 40 40 40 8 40 40 40 8 40 40 40 40 24 40 40 40 24 24 40 32 40 32 12 0.8 1.5 4 4 1 2 1 3 8 40 56 12
16 4
40 40 40
40 24 40
16 20
132
12
12
32 120
Week 23
Week 23
P1
P1
P2
P2
P3
Figure 24. Sample Gantt chart
In a typical Gantt chart, specific tasks are indicated vertically down the left side. Each task has an associated number of man-hours assigned. These are the resources that the activity will require. This is followed by start and finish dates and a task duration.
B. Schedule Worksheet
The engineering schedule worksheet is broken into three sections that reflect the three stages of a project, as shown in Figure 25. Each of these tables is simply a tabulation of the tasks that were identified during the process of building a cost estimate. The features included in these tables are described in the following sections.

Project Kickoff Meeting(s) Travel Time: Site Walkdow n / Investigation P&ID Dw gs [3]: Control System Spec [5]: Phase 2 Project Estimate [6]: Phase 2 Project Schedule [6]: Project Draw ing List [7]: Develop I/O Configuration [12]: Instrument Database [13]: Site Plan [15]: Control Netw ork Single-Line [16]: Preliminary Bill of Material [21,22]: Total Phase 1: Budget Spread Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14 Week15 Week16 Week17 eek18 6.0 0.0 6 3.0 0.0 3 16.0 0.0 16 118.2 6.2 24 40 40 8 10.0 0.0 8 2 16.0 0.0 16 16.0 0.0 16 33.3 5.3 16 12 12.7 0.7 12 38.0 0.0 24 2 12 17.0 1.0 16 24.0 0.0 8 16 54.0 2.0 4 24 24 364 15
PROJECT ENGINEERING SCHEDULE - PHASE TWO

Instrument Specif ications [14]: Instrument Calculations [14]: Instrument Plan Dw gs [15]: Pow er Distribution Dw gs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel Arrangments [18]: Field Junction Box Arrangements [18]: Marshalling Panel Arrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dw gs [20]: Marshalling Panel Connections[20]: Final Bill of Material [21,22]: Design Package Squad Check [23]: Issue for Construction [24]: O&M Manual: Total Phase 2 Direct: eek18 Budget Spread Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14 Week15 Week16 Week17 248.0 0.0 80 80 40 40 8 24.0 0.0 16 8 176.0 0.0 16 40 40 40 40 52.0 0.0 40 12 346.5 33.7 40 40 40 40 40 40 40 32 0.8 137.5 0.0 16 40 40 40 1.5 100.0 0.0 24 40 32 4 52.0 0.0 24 24 4 25.0 0.0 24 1 18.0 0.0 16 2 100.0 0.0 40 40 20 x 25.0 0.0 24 1 123.0 0.0 40 40 40 3 142.7 2.7 132 8 39.6 -0.4 40 56.0 0.0 56 1665 36 Hours / Week Staff / Week 81 2.0 88 2.2 86 2.2 94 2.4 80 2.0 176 4.4 176 4.4 168 4.2 184 4.6 208 5.2 152 3.8 144 3.6 200 5.0 141.3 3.5 0 0.0 0 0.0 0 0.0
Phase Tw o Manpow er::
PROJECT SCHEDULE - PHASE THREE

Construction Support: Operations Training: Maintenance Training: Construction Management: Checkout: Startup: Travel Time (En-Route): Construction "Red-Lines": Packaging for 'Issue for Record' Total Phase 3 Engineering: Kickoff Meeting Craft 1 Craft 2 Craft 3 Checkout: Startup: Travel Time (En-Route): Cleanup Total Phase 2 Direct: eek18 Budget Spread Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14 Week15 Week16 Week17 112.0 4.0 12 12 12 12 12.0 0.0 12.0 0.0 0.0 0.0 63.0 0.0 72.0 0.0 18.0 0.0 64.4 2.3 39.6 1.6 0 0 0 0 0 0 0 0 0 0 0 0 0 12 12 12 12 289 4 32.0 0.0 32 260.0 20.0 120 120 420.0 60.0 120 680.0 0.0 160 406.0 14.0 174.0 0.0 0.0 0.0 290.0 0.0 2262 94 Hours / Week Staff / Week 83.025 2.1 90.2 2.3 88.15 2.2 96.35 2.4 82 2.1 204.4 5.1 180.4 4.5 172.2 4.3 212.6 5.3 341.2 8.5 267.8 6.7 251.6 6.3 373 287.83 9.3 7.2 56 1.4 144 3.6 424 10.6
Phase Three Manpow er
P1
P1
P2
P2
P3
Figure 25. Project schedule worksheet
1. Task and Budget Fields

The tasks displayed in the task field and the man-hours displayed in the budget field are fetched directly from the labor worksheet. A revision on the labor worksheet is immediately reflected on the schedule.
2. Spread Field
The spread field has an equation embedded that takes a sum of all the hours spread out between columns E and CA. Then, this number is subtracted from the number of hours displayed in the budget field. The value that is displayed as a result of this equation, then, is the number of hours that have not yet been spread onto the schedule.
3. Duration Fields
Duration fields may be labeled months, days, or weeks. The time span necessary to provide enough detail for the schedule may be listed across the top of the table. The top phase-one table is the master scale. By editing this chart, the durations listed on the other charts are automatically updated. Simply change the Week 1 heading to Month 1, for example, and copy or increment by pulling the data to the right using the cell handle. Exact dates may be used as well. For example, replace Week 1 with 1 Sept, and replace Week 2 with 7 Sept. Using the mouse, select both cells so that they are highlighted. Then, copy or increment by pulling the data to the right using the cell handle. The time span designated is maintained across the sheet until the old Week 22 is replaced with 5 Jan. If changing from text or month-day date headings to some other format, the phase-two and phase-three chart heading formats will need to be changed. This may be done by selecting all the heading cells and then making the following picks from the main menu: Format, Cells, Number, Date (or other selection), and exact type of format desired.
4. Total Man-hours Calculation

Each table on the spreadsheet has at least one total man-hours record (row of cells) that sums all the man-hours. Each of these cells takes a simple summation of the values in the cells that are above it.
5. Manpower Calculation
Beneath each total man-hours field is a staff allocation field. Each of these cells fetches the man-hours value that is in the cell above it and divides by 40 to derive a probable staff allocation for that time period.
C. Gantt Worksheet
The Gantt worksheet is automatically generated from data pulled from the schedule worksheet (see Figure 26). The tables in the Gantt worksheet look similar to those on the schedule worksheet except man-hours are not displayed in the body of the sheet. Rather, each cell on the Gantt worksheet is linked directly to its companion cell on the schedule worksheet. If data have been entered on the schedule by you, then the number corresponding to the time period shows on the Gantt worksheet (see Figure 27).

Manhours per Unit of Time: Task Project Kic kof f Meeting(s) Travel Time: Site Walkdow n / Investigation P&ID Dw gs [3]: Control System Spec [5]: Phase 2 Project Estimate [6]: Phase 2 Project Schedule [6]: Project Draw ing List [7]: Develop I/O Conf iguration [12]: Instrument Database [13]: Site Plan [15]: Control Netw ork Single-Line [16]: Preliminary Bill of Material [21,22]: 40 Budget 6.0 3.0 16.0 118.2 10.0 16.0 16.0 33.3 12.7 38.0 17.0 24.0 54.0 Start Units f rom "Sc hedule" Worksheeet: Finish Duration Resourc e 1 1 1 0.2 1 1 1 0.1 1 1 1 0.4 1 4 4 0.7 2 4 3 0.1 4 4 1 0.4 4 4 1 0.4 1 2 2 0.4 3 3 1 0.3 2 4 3 0.3 1 1 1 0.4 3 4 2 0.3 2 4 3 0.5 Week 1 1 1 1 1 1 Week 2 2 Week 3 3 Week 4 4 Week 5 5 Week 6 6 Week 7 7 Week 8 8 Week 9 9 Week 10 10 Week 11 11 Week 12 12 Week 13 13 Week 14 14 Week 15 15 Week 16 16 Week 17 17 Week 18 18 Week 19 19 Week 20 20 Week 21 21 Week 22 22
2 2
4 4 4 4
2 2 3 3 3 3 4 4 4
1 2
PROJECT ENGINEERING SCHEDULE - PHASE TWO

Task Instrument Specif ications [14]: Instrument Calculations [14]: Instrument Plan Dw gs [15]: Pow er Distribution Dw gs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel Arrangments [18]: Field Junc tion Box Arrangements [18]: Marshalling Panel Arrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dw gs [20]: Marshalling Panel Connections[20]: Final Bill of Material [21,22]: Design Package Squad Check [23]: Issue f or Construction [24]: O&M Manual: Budget 248.0 24.0 176.0 52.0 346.5 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 142.7 39.6 56.0 Start 5 7 6 9 6 6 9 15 0 11 12 10 13 14 14 Finish 8 8 10 14 14 14 14 14 0 13 14 14 14 14 14 Duration Resourc e 4 1.6 2 0.3 5 0.9 6 0.2 9 1.0 9 0.4 6 0.4 <Error> <Error> 3 0.8 3 0.2 5 0.6 2 1.8 1 1.0 1 1.4 1 2 3 4 5 5 6 6 6 6 6 6 7 7 7 7 7 7 8 8 8 8 8 8 9 10 11 12 13 14 14 15 16 17 18 19 20 21 22
FIGURE 10 - The "Gantt" Worksheet

11 10 11 12 12 12 13 13 13
9 9 9 9 9
10 10 10 10 10 11 11 12 13 14 14 14 14 14 14 14 14 14 14 14 14
PROJECT SCHEDULE - PHASE THREE

Task Construction Support: Operations Training: Maintenance Training: Construction Management: Checkout: Startup: Travel Time (En-Route): Construction "Red-Lines": Packaging f or 'Issue f or Record' Kickof f Meeting Craf t 1 Craf t 2 Craf t 3 Checkout: Startup: Travel Time (En-Route): Cleanup Budget 112.0 12.0 12.0 0.0 63.0 72.0 18.0 64.4 39.6 32.0 260.0 420.0 680.0 406.0 174.0 0.0 290.0 Start 14 19 19 20 21 20 22 22 15 16 17 17 20 21 22 Finish 22 19 19 20 21 21 22 22 15 17 19 21 20 21 22 Duration Resourc e 9 0.3 1 0.3 1 0.3 1 1.6 1 1.8 2 0.2 1 1.6 1 1.0 1 0.8 2 3.3 3 3.5 5 3.4 1 10.2 1 4.4 1 7.3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 14 15 15 16 16 17 17 18 18 19 19 19 19 20 20 21 21 22 22
20 20 21 21 22 22 15 16 17 17 17 18 18 19 19
20 20
21 21 22
P1
P2
P2
P3
Figure 26. Gantt worksheet

You enter the number of man-hours
Data link =Schedule!E3 I J
A one individual will spend per unit of time. B 1
2 Week 1 Week 2 Week 3 Week 4 3 Task Budget Start Finish Duration Resource 1 2 3 4 4 Project Kickoff Meeting(s) 6.0 1 1 1 0.2 1 5 Travel Time: 3.0 1 1 1 0.1 1 Data link 6 Site Walkdown / Investigation 16.0 1 1 1 0.4 1 =IF(Schedule!E11=0," ",H$3) 7 P&ID Dwgs [3]: 118.2 1 4 4 0.7 1 2 3 4 Data link 8 You enter the smallest number Spec [5]: Control System 10.0 2 4 3 0.1 2 4 =IF(Schedule!F11=0,"4 ",I$3) visible on thisProject Estimate [6]: 9 Phase 2 row. 16.0 4 4 1 0.4 10 Phase 2 Project Schedule [6]: 16.0 4 4 1 0.4 4 11 Project Drawing List [7]: 33.3 1 2 2 0.4 1 2 12 Develop I/O Configuration [12]: 12.7 3 3 1 0.3 3 You enter the largest number 13 Instrument Database [13]: 38.0 2 4 3 0.3 2 3 4 Data link visible on this row. Site Plan [15]: 14 17.0 1 1=IF((F11="-"),"-",IF(F11="<Error>","<Error>",(C11/F11)/C$2)) 1 0.4 1 Data link 3 15 Control Network Single-Line [16]: 24.0 4 2 0.3 3 4 =IF(AND((E11=""),(D11="")),"-",IF(D11>E11,"<Error>",IF(OR(E11,D11),(E11-D11)+1,"-"))) 16 Preliminary Bill of Material [21,22]: 54.0 2 4 3 0.5 2 3 4 17
PROJECT ENGINEERING SCHEDULE - PHASE ONE Man-hours per Unit of Time: 40 Units from Schedule Worksheeet:
Figure 27. Gantt worksheet data links
You must do the following: Enter in cell C2 the number of man-hours per unit of time, in this case, 40 hours per week. This is used to calculate the resource loading in column G, Enter in column D the smallest number visible on that task row for every task listed. Enter in column E the largest number visible on that task row for every task listed.
After those manual activities, the following automatic actions occur: (Note: Most of the data links on this spreadsheet are nested IF statements. The syntax of an IF statement is
IF(A,B,C), where A is the condition being tested, B is the action to take if the condition is true, and C is the action to take if the condition is false.) Cell F11: The data link displayed is a nested IF statement that does the following: If E11 is empty, and D11 is empty, then display a dash(-). Otherwise, If D11 is greater than E11, display <Error>. Otherwise, If E11 is not zero or if D11 is not zero, subtract D11 from E11 and add 1. Otherwise, display a dash(-). This data link calculates a duration in units of time provided the values entered by you are valid numbers. To be valid, the number in column D must be less than or equal to the number in column E. Cell G11: This data link is also a nested IF statement. It does the following: If F11 is displaying a dash(-), then display a dash(-). Otherwise, If F11 is displaying <Error>, then display <Error>. Otherwise, divide C11 (budget amount for that task) by F11 (duration), then divide that result by the value in cell C2 (the number of hours per unit of time for one individual). This data link calculates a resource load for that task. The number of hours it takes to perform the task divided by the number of weeks duration yields man-hours per week. Then, dividing the number of task man-hours per week by the number of man-hours per man-week yields the number of men that will need to be devoted to the task over the time span allotted. Frequently, the resource that needs to be allocated to the job is a fraction of a man. Cell H2: This data link is a direct link to the schedule worksheet heading. Any changes to the units of time on the schedule worksheet are immediately reflected here. Cell H11: The data link displayed in this cell is indicative of all the links in the body of the spreadsheet. It is a simple IF statement that does the following: If the value in cell F11 of the schedule worksheet is displaying zero, then display nothing. Otherwise, display the value on row 2 for that column. In the case of column H, the value in row 2 is 1. This is the value you should enter in column D as the starting time period. In the case of column I, the value is 2. Since this task has only two entries on row 11, the highest of which is a 2, you should enter a 2 in cell E11. A different task of two weeks duration might start in week 3 and end in week 4. In this case, the values entered would be 3 and 4, respectively. The Gantt worksheet is a bit complex from the standpoint of the embedded links, but it is relatively simple to use.
D. Project Man-hour Loading Chart

A worksheet called Chart contains the man-hour loading chart for the project. The chart is automatically generated and depicts the expected man-hour expenditures per unit of time. Figure 28 shows the chart generated from this estimate.
PROJECT MANHOUR LOADING CHART 700 600
MANHOURS
500 400 300 200 100 0
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
Week 12
Week 13
Week 14
Week 15
Week 16
Week 17
Week 18
Week 19
Week 20
Week 21
WEEKS Phase 1 Engr

Phase 2 Engr
Phase 3 Engr
Phase 3 Constr
Figure 28. Project man-hour loading chart.
E. Sanity Check
Once the estimate is complete, how accurate is it? Do the results make sense? Now is the time to step back and use experience and intuition to see if this estimate is accurate. Following is one evaluation process: 1. Given the amount of work identified, write down the most optimistic project duration you can imagine based on the resources at your disposal. 2. Create an imaginary staff to dedicate to the project. 3. Imagine the project under the worst-case scenario. There are usually one or more assumptions made during the estimating process. What if they are bad assumptions? Where does the estimate depend on others for information? What if that information is late and your staff must sit idle? How long would it take to complete the project under those conditions? Jot down the duration of the project under those conditions. 4. What is the most optimistic time frame that can be imagined for project completion? Jot down that duration.
Week 22
5. Analyze the estimate. Using the hours that were calculated for the imaginary staff, where does the project fall? It will hopefully be somewhere between the two durations just developed. If not, further review should be initiated. 6. Is the desired project duration or cost known? If so, is it attainable? If not, what portions of the project scope should be modified to make it attainable? Note: Always have someone else review the estimate. A second set of eyes can sometimes be critical. Further evaluation of the perceived feasibility of the project may be necessary given the cost and/or labor intensity. The estimating process presented in this book yields a budget and schedule that are suitable for gaining project approval. After the project has been approved, it is recommended that a detailed schedule be produced using a scheduling software package such as Microsoft Project or Primavera.
F. Project Tracking
A schedule is only as good as the information on which it is based. The initial schedule is a picture of expectations only. As the project is executed, the actual performance should always be carefully compared to expectations. Therefore, proper maintenance of the schedule through the life of the project is a very important facet of good project management. Regular updates are critical to the success of the project to prevent surprises at the end of the project. Bad news delivered early, before the problem is readily apparent, minimizes the upset and gives everyone time to take remedial action. There are several ways to track overall performance on the project level. Methods of analysis have evolved and are well understood by the scheduling community. Some of these are discussed briefly below. However, these methods are only as good as the data that are fed to them. For the most part, supervisors report progress based on feel. When it comes time to update the schedule, the supervisor applies a percent complete value to the task list, and these data are then used to feed the project tracking process. A successful process therefore relies heavily on the aptitude and experience of the supervisor.
1. Project Tracking Basics

Whether the schedule is a do-it-yourself tool used for a small project or a fullblown Primavera schedule managed by others, the design team as a whole needs to provide periodic reports for progress tracking. Tools such as the Gantt chart and the project flow chart have already been discussed as ways of describing performance expectations. These tools may be modified to ease tracking depending on the analysis method. Following are two of the more common methods for project tracking: a. Schedule Analysis: Critical Path Method In the critical path method (CPM) of project management, each task is evaluated to see if it has a direct bearing on project duration. The idea is to find those tasks that, if shortened, will shorten the duration of the
project, or, if lengthened, will lengthen the duration of the project. Identified tasks are singled out for particularly close scrutiny by the project manager. The CPM evolved as a way to manage deterministic projects. Such projects have relatively few unknowns, as opposed to probabilistic projects, which have many. In deterministic projects, the estimator is familiar with the project structure and has done enough similar projects in the past to reduce the importance of most of the unknowns. Most projects in the chemical industry are managed using the CPM. The term float is often used when the project is managed using the CPM approach. In this context, a tasks float is a positive or negative number that represents the time between the task completion date and the date at which the task affects the critical path. A positive number indicates the amount of time a task may slip before it gets on the critical path, while a negative number indicates the amount of time that needs to be made up to get the item off the critical path. b. Schedule Analysis: PERT Method The acronym PERT stands for program evaluation and review technique. PERT was developed by the U.S. Navy in partnership with several civilian concerns in the early 1960s as a tool for managing the Polaris Missile project,1 the poster child for a probabilistic project. PERT is a way of analyzing a project by making three determinations: best case, worst case, and most probable. PERT analysis may also be presented on a Gantt chart. However, the duration field as previously described is expanded into an optimistic, a pessimistic, and an expected duration. The PERT process of analyzing a project is very involved and is not used as frequently as the critical path analysis method.
2. Project Tracking on the Discipline Level

On a multidiscipline project, each discipline may have one person designated as the groups tacit project manager. This task frequently falls to the design supervisor, who probably has the best picture of the tasks assigned to the individuals on the team and the progress being made. The tracking methods described above, and others not discussed, affect the way in which the design team reports their progress. Following are a few of the terms that are germane to the progress reporting process: a. Budget Hours Hours that are allocated to a task by an approved estimate are called budget hours. These hours represent the project baseline.
b. Actual Hours Hours that have been spent in the execution of a task are tracked as actual hours. These hours are continuously compared to the budget hours by the estimating software to develop a ratio that describes budget expenditures. Note: It is very important that the project team submit their timesheets on a regular basis and that the time charges are related to the budget line items. In an ideal world, each timesheet would reflect the time spent by each individual on each task. This is impractical, however. Generally, the time charged is submitted as a gross number that may be related to the project but not to a specific task or set of tasks. Splitting these numbers out is quite a chore for the group lead or department supervisor and so is rarely done. The process described in section 3 below provides a method for accomplishing this quickly and accurately. c. Earned Hours Earned hours are generated as a way of estimating the effectiveness of the project team. Periodically, the design team should estimate the percentage of the job they have completed. This percent complete value is then applied to the number of hours allotted. The resulting number of hours are the earned hours. This value is then compared to the number of actual hours spent to determine the deviation: Deviation = Earned Hours Actual Hours A positive deviation indicates the design team is probably ahead of schedule, while a negative deviation implies the reverse. It is recommended that this exercise be done when milestones are reached in the expenditure of actual hours. Such milestones might be designated when the actual hours expended equal 25%, 50%, and 75% of the budgeted hours.
3. Tracking Worksheet
For the design supervisor, updating the progress report is generally considered a productivity drain. That is because the schedule, once updated, is not nearly as useful at the discipline team level as it is on the project team level. So, from the perspective of the discipline team, time spent in the update process is largely time lost. This book presents a tool for the design supervisor that is useful as both a discipline team management tool and a tool to reduce the amount of time spent generating reports. The process described below gives the supervisor the ability to closely monitor the progress of the project and provide rapid, accurate updates for about an hour a week (depending on the number of personnel on the discipline team).
To this end, a tracking worksheet (see Figure 29) has been included in the estimate workbook. It offers a way for a low-level manager to track the hours being expended by his group by task. Each individual in the group is listed and then the supervisor factors each persons time across the task list.
A1 2 To capture each w eek's expenditures after the times have been entered, simply insert a new column to the lef t of column G. Then select the entire data range in the "Current" column H. Once the entire row is selected, press Ctrl-C to copy all the data. Then select the top data cell in the new column. Once it is highlighted, w ith your cursor over the highlighted cell, right-click the mouse and select "Paste Special." Then select "Values." The current data w ill be copied as data, not as links, and the current w eek's expenditures w ill thus be saved. Task Project Kickoff Meeting(s) Travel Time: Site Walkdow n / Investigation P&ID Dw gs [3]: Control System Spec [5]: Phase 2 Project Estimate [6]: Phase 2 P roject Schedule [6]: P roject Draw ing List [7]: Develop I/O Conf iguration [12]: Instrument Database [13]: Site Plan [15]: Control Netw ork Single-Line [16]: Preliminary Bill of Materials [21,22]: Instrument Specifications [14]: Instrument Calculations [14]: Instrument Plan Dw gs [15]: P ow er Distribution Dw gs [17]: Instrument Loop Sheets [17]: Control Elementaries [17]: Control Panel A rrangements [18]: Field Junction Box A rrangements [18]: Marshalling Panel A rrangements [18]: Instrument Installation Details [19]: Field Junction Box Wiring Dw gs [20]: Marshalling P anel Connections[20]: Final Bill of Materials [21,22]: Design P ackage Squad Check [23]: Issue f or Construction [24]: O&M Manual: Construction Support: Operations Training: Maintenance Training: Construction Management: Checkout: Startup: Travel Time (E Route): n Construction Redlines: Packaging f or Issue f or Record Kickoff Meeting Craft 1 Craft 2 Craft 3 Checkout: Startup: Travel Time (E Route): n Cleanup Total Hours: Budget 6.0 3.0 16.0 118.2 10.0 16.0 16.0 33.3 12.7 38.0 17.0 24.0 54.0 248.0 24.0 176.0 52.0 346.5 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 142.7 39.6 56.0 112.0 12.0 12.0 0.0 63.0 72.0 18.0 64.4 39.6 32.0 260.0 420.0 680.0 406.0 174.0 0.0 290.0 4684.4 Spent 3.3 0.8 4.0 18.3 4.0 4.0 4.0 18.7 2.0 2.0 2.0 2.0 2.4 4.0 2.0 73.5 Remain 2.7 2.2 12.0 99.9 6.0 12.0 12.0 14.6 10.7 36.0 15.0 22.0 51.6 244.0 22.0 176.0 52.0 346.5 137.5 100.0 52.0 25.0 18.0 100.0 25.0 123.0 142.7 39.6 56.0 112.0 12.0 12.0 63.0 72.0 18.0 64.4 39.6 32.0 260.0 420.0 680.0 406.0 174.0 290.0 4610.9 B C D E F G H I J K L M N O P Q R S T
DISCIPLINE TEAM WEEKLY MAN-HOURS - PHASE ONE

Period %Comp Current %Comp In row 5, enter the number of man-hours charged to the project f or this time period. In the orange area, al
Mme # 0 e br 1
Mme # e br 1
Mme # e br 2
Mme # e br 3
Mme # e br 4
Mme # e br 5
Mme # e br 6
Mme # e br 7
Mme # e br 8
Mme # e br 9
Mme # e br 1
1.0%
1.0%
4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58
Week 1 3.3 0.8 4.0 18.3 4.0 4.0 4.0 18.7 2.0 2.0 2.0 2.0 2.4 4.0 2.0 73.5 #
Current 3.3 0.8 4.0 18.3 4.0 4.0 4.0 18.7 2.0 2.0 2.0 2.0 2.4 4.0 2.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 73.5
40.0 0.8 0.8 4.0 4.0 4.0 4.0 4.0 2.0 2.0 2.0 2.0 2.0 2.4 4.0 2.0 40.0
14.0 12.6 1.4 14.0
0.0
17.0 1.7 15.3 17.0
2.5 2.5 2.5
0.0
0.0
0.0
0.0
0.0
100.0% 2.0% 2.0% 10.0% 10.0% 10.0% 10.0% 10.0% 5.0% 5.0% 5.0% 5.0% 5.0% 6.0% 10.0% 5.0%
100.0%
Hours Deviation Earned Hours: A ctual Hours: Deviation Hours:
47 74 27 Behind Schedule!
Figure 29. Tracking worksheet
After each persons time has been factored out, the supervisor simply enters the number of hours spent by that person for the time period covered by the timesheet. These hours are then automatically spread across the designated tasks in the proportions assigned. The following sections describe some of the key features of this spreadsheet.
a. Analysis Section: Columns B through H Following are the features of the analysis section (see Figure 30). Columns B and C are linked to the labor worksheet where the task name and associated budgeted man-hours are fetched. Column D displays the hours spent as displayed between Column F and Column G. As columns are inserted between F and G, this calculation will automatically adjust to include the new values. Column E is the amount of budget remaining for each task. This is derived by the following equation: Col E = Col C Col D
Mme # e br 2 90.0% 10.0%
Column F displays the time spent during a specific time period. This data section grows as new columns are inserted every time period. Also, the estimated percent complete is in cell F4. Each week, the supervisor should enter an overall estimated percent complete. The value in column F is the value that was for the time period indicated. Column G is simply an anchor for the calculation performed in column D. No data should ever be added to this column. Column H displays the hours consumed during this time period for each task by summing the hours displayed from columns I and R. Also, the estimated percent complete is entered for the current time period. These data are used later to calculate earned hours.
C D E F G H I J Q R S T AA AB
A1 2
DISCIPLINE TEAM WEEKLY MAN-HOURS - PHASE ONE

Period %Comp Current %Comp
DISCIPLINE TEAM TASK ASSIGNMENT
M ber #10 em
1.0%
1.0%
5 6 7 8 9 10
Task Project Kickoff Meeting(s) Travel Time: Site Walkdow n / Investigation P&ID Dw gs [3]: Control System Spec [5]:
Budget 6.0 3.0 16.0 118.2 10.0
Spent 3.3 0.8 4.0 18.3 4.0
Remain 2.7 2.2 12.0 99.9 6.0
Week 1 3.3 0.8 4.0 18.3 4.0
Current 3.3 0.8 4.0 18.3 4.0
40.0 0.8 0.8 4.0 4.0 4.0
14.0 12.6 -
100.0% 2.0% 2.0% 10.0% 10.0% 10.0%
100.0%
0.0%
0.0%
90.0%
11 12
Phase 2 Project Estimate [6]: Phase 2 Project Schedule [6]:
16.0 16.0
4.0 4.0
12.0 12.0
4.0 4.0
4.0 4.0
4.0 4.0
10.0% 10.0%
Figure 30. Tracking worksheetAnalysis, detail, and allocation sections
b. Detail Section: Columns I through R The detail section is where the hours for the current time period are split out to each specific task (refer to Figure 30). The supervisor enters the number of hours charged to the job during the current time period by each individual. This is done in row 5. In rows 6 and following, a calculation is performed in each cell that multiplies the data entered in row 5 by the data entered in the corresponding cell in the resource allocation section, columns S through R. For example, cell I6 contains the equation =I$5*S6. This equation fetches the number of hours spent during this time period as loaded in cell I5 and multiplies that amount by the percentage of that individuals time that will be devoted to that specific task, as indicated in cell S6. Cell S6 is the corresponding resource allocation cell for that individual.
M ber #10 em
M ber #1 em
M ber #2 em
M ber #9 em
M ber #1 em
M ber #2 em
M ber #9 em
To capture each w eek's expenditures after the times have been entered, simply insert a new column to the left of column G. Then 3 select the entire data range in the "Current" column H. Once the entire row is selected, press Ctrl-C to copy all the data. Then select the top data cell in the new column. Once it is highlighted, w ith your cursor over the highlighted cell, right-click the mouse and select "Paste Special." Then select "Values." The current data w ill be copied as data, not as links, and the current w eek's expenditures w ill thus be 4 saved.
In row 5, enter the number of man- In the orange area, allocate the time by task f or hours charged to the project f or this each team member. The time displayed on row 5 time period. should equal 100.0% w hen f inished.
c. Allocation Section: Columns S through AB The allocation section is where the total time for each individual is spread across the list of tasks a person is likely to tackle (refer to Figure 30). If a person is expected to work on this project, the supervisor will parse that individuals time across the task list. This allocation of an individuals time may need to be done repeatedly through the life of the project as old tasks are completed and new ones are begun. If an individual is working the job at all, the value displayed in row 5 for that individual should always equal 100%. Otherwise, it should be zero. The value displayed in row 5 is a summation of the data entered in rows 6 and following by the supervisor.
d. Hours Deviation Table The hours deviation table compares the completion percentage estimated by the supervisor (in cell H4) with the budget expended and develops a deviation value that describes the direction and degree of the deviation (see Figure 31).
A1 2
DISCIPLINE TEAM WEEKLY MAN-HOURS - PHASE

Period %Comp Current %Comp
To capture each w eek's expenditures after the times have been entered, simply insert a new column to the left of column G. Then 3 select the entire data range in the "Current" column H. Once the entire row is selected, press Ctrl-C to copy all the data. Then select the top data cell in the new column. Once it is highlighted, w ith your cursor over the highlighted cell, right-click the mouse and select "Paste Special." Then select "Values." The current data w ill be copied as data, not as links, and the current w eek's expenditures w ill thus be 4 saved. 5 6 48 49 50 51 52 53 54 55 56 57 58
1.0%
1.0%
Current Budget Spent Remain Week 1 Task Project Kickoff Meeting(s) 6.0 3.3 2.7 3.3 3.3 User enters an "educated guess" about the percent complete of the team. Checkout: 406.0 406.0 0.0 Startup: 174.0 174.0 0.0 Travel Time (En Route): 0.0 0.0 Cleanup 290.0 290.0 0.0 Data link Total Hours: 4684.4 73.5 4610.9 73.5 # 73.5 =C52*G4 The resulting deviation is either positive or negative. If negative, the Hours Deviation Data link value appears in red and the message Earned Hours: 47 =D52 "Behind Schedule!" appears. 74 Actual Hours: 27 Behind Schedule! Deviation Hours:
Figure 31. Hours deviation table
Deviation is determined by first finding the earned hours based on the percent complete entered by the supervisor in cell H4. If the percent complete is 10% and the amount of the budget is 100 hours, then there are 10 earned hours. This is then subtracted from the actual number of hours spent to arrive at a deviation value. If the deviation is positive, the phrase Ahead of Schedule is displayed to the right of the table. If the deviation is negative, the phrase Behind Schedule appears.
SUMMARY
Putting together an estimate is never a fun or glamorous task. But, its importance cannot be overstated. Getting good at estimating is a trial-and-error process that should be approached in a scientific manner. Following the procedure presented in this addendum does not guarantee success. But, if followed and continually updated, if postmortems are conducted to compare actual project results with the original estimate, and if corrections are plowed back into the estimate structure, over time this approach will become a useful tool that is both speedy and accurate.
Mastering Microsoft Project 2000, Gini Courter, Annette Marquis, Copyright 2000 SYBEX, Inc.

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SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

Software Tools for Successful Instrumentation and Control Systems Design

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SECTION 1THE ESTIMATE

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

A. Basic Microsoft Excel Concepts

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

B. File Management and Change Control

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

C. Project Estimate Workbook

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

Figure 1. Cover worksheet

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

I/O ASSIGNMENT INDEX

60,000 42,000 12,000 30,000 14,400 -

600 150 300 400 -

AO TCK TCJ TC_ CU Thermocouple

I/O ASSIGNMENT CHART

Figure 2. Devices worksheet

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

1. Device Data Fields

Analyzer Analyzer, Oxygen Analyzer, pH Arrestor, Flame

5,000 14,000 2,000 15,000

60,000 42,000 12,000 30,000

600 150 300 -

Figure 3. Devices worksheetInstallation cost calculation.

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

2. Installation Cost Fields

3. I/O Assignment Index Fields

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

I/O ASSIGNMENT INDEX

Analyzer Analyzer, Oxygen Analyzer, pH Arrestor, Flame

Figure 4. Devices worksheetI/O assignment index.

4. I/O Calculator Fields

Analyzer Analyzer, Oxygen Analyzer, pH Arrestor, Flame

Data link: =K13*$B13-

Figure 5. Devices worksheetI/O calculator

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

PID Loops: Points per Loop 1 1 1 1 1 1 1 1 0 0 0 0 0

2 Loop Sheets 60.0 19.0 77.0 Total Loop Sheets

Analog mV I/O Analog mA I/O

RTDs 24 VDC Discrete 110 VAC Discrete

Figure 6. Counts worksheet.

1. Background Data Table

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

2. I/O Configuration Table

Figure 7. Counts worksheetI/O configuration table

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

162.7 18.0 120.0 12.0 6.0 318.7

112.0 12.0 12.0 63.0 72.0 18.0 62.4 38.4

Figure 8. Labor worksheet.

This worksheet is organized into five sections as described below:

SOFTWARE TOOLS FOR SUCCESSFUL INSTRUMENTATION & CONTROL SYSTEMS DESIGN

2. Direct Engineering LaborPhase-One Table

I J K L PROJECT LABOR CALCULATION SHEET

1 1 1 8.4 1 1 1 108 211 317 1 1 2