ICARUS Reference

36
Chapter
ICARUS
Technology
Introduction to Areas ......................................................................... 36-3
ICARUS Systems are Based on Craft Labor .................................. 36-8
How Questimate Develops Material Costs .................................... 36-9
Project Schedule ................................................................................ 36-10
Process Control ................................................................................. 36-14
Overview of System Input Specifications for Power

Distribution ........................................................................................ 36-27
Power Distribution ........................................................................... 36-29
Project Definition .............................................................................. 36-37
Workforce ........................................................................................... 36-40
Engineering ........................................................................................ 36-50
Construction Overhead - Prime Contractor Basis ...................... 36-58
G3 © ICARUS Corporation, 1998.

36-2 ICARUS Reference
© ICARUS Corporation, 1998. G3

Chapter 36: ICARUS Technology 36-3
Introduction to Areas
In ICARUS 2000 and ICARUS Process Evaluator, areas can be defined as a way to describe the
construction methodology that prevails for that section of the project. Specifications are defined for
each area. These specifications include mechanical design specifications for each of the major
accounts along with dimensions and indexing.
Reasons for Areas
Areas are defined for the following reasons:
• Cost accounting: Project components arranged into areas are easier to review. Many of the
cost reports are arranged by area.
• Site conditions: Different sections of the plant site may contain different site conditions. The
user can define these site conditions, such as soil type, instrumentation type, electrical class and
division, or area type (on-grade, in-steel, etc.), in the area specifications. As a result, the site
conditions will impact the area bulk quantities, costs, and man-hours developed for an area.
• Contractor assignments: As contractors and contractors’ scope of work (CONSETs) are

defined, areas are then assigned to the defined scope of work. Areas can affect the flexibility of
assigning work to contractors. For example, if different contractors are responsible for above
grade and below grade piping, each of these can be defined in separate areas and assigned to the
appropriate contractors. Without these being defined in separate areas, it would be impossible to
assign above grade and below grade pipe to different contractors.
• Process control and power distribution: Once the user defines the major process control
and power distribution elements in the estimate, the user must assign areas to defined control
centers and unit substations. For example, the total instrumentation developed for an area would
be used to size that area’s Control Center. Details of process control and power distribution are
developed and reported in the last area sections of the Detailed Bulk report and Area Bulk
section of the Equipment List report for the last area. It is suggested that users define one last
area as an OFFSITES/PROCESS & POWER area to separate the numerous details developed for
Process Control and Power Distribution from all other detail.
• Importing: When defining areas, keep in mind that whole areas and their components can be
imported into other projects with matching country base, currency and units of measure.
“Checklist” areas can be created as a way to prevent from forgetting typical project components
in a new project estimate. An example of this would be a Sitework Checklist Area that would
include all typical sitework items. Once imported into a project, sitework items that are not
needed in a project would be deleted and design specifications for the different sitework
components would be revised.

Area Types
There are several different area types to select from. Each area type has its own set of default area bulks that
will be developed. The different area types that may be defined are:
• On-Grade (with or without concrete pad)

This is the default area type. By default the system develops the following bulks for an on-grade area:
• Perimeter lights every 50 feet.
• Lights are supplied from 1 or more area panelboards, supplied from a disconnect switch in
the MCC for this area.
• A ground grid the length of the perimeter.
• A concrete pad will be developed based on the dimensions of the area if the PAD option is
selected.
• Open-Steel (OPEN)
The following area bulks will be developed for an OPEN-STEEL type area:
• A multi-level, open-steel structure developed based on the dimensions of the area.
• One in-steel level for every 15 feet [6 M] of height.
• 75% of each level is floor grating with perimeter toe-plate and handrail.
• Pendant lights supplied from a local panelboard developed just to supply the lights in the structure.
• Structural members are sized for both dead and live loads based on the weight of equipment “hung” in
the structure. See figure A.1 for information on “hanging” equipment. Note: Equipment items that
are “hung” lose their foundations and support steel is provided to tie the item into the structure.
• Bracing is provided according to wind and seismic requirements.
• A ground grid the length of the perimeter.
• Existing Open-Steel (EX-OPEN)

The following area bulks are developed for an EX-OPEN type area:
• All bulks that were developed for the OPEN type area will be developed except for the OPEN STEEL
STRUCTURE as it is assumed to exist.
• Support steel is provided.
• Module
These area bulks are developed for a MODULE type area:
• A SKID (flat base structural model) module is developed by default or the user can select from the
following module types:
- Cylindrical 1-bay cold box

- Rectangular, 1-bay cold box fully enclosed
- Rectangular, 1-bay cold box 3 sides enclosed
- Module lighting.
• Ground grid

Figure A.1: How ICARUS 2000 Hangs Equipment in an OPEN or EX-OPEN Area
Equipment Automatic Set Skirt/Leg = 0
Shell & Tube Exchanger Yes
Horizontal Tank Yes
Thermosiphon Reboiler Yes
Other reboilers No
Agitated Tank Yes
Double-Diameter Tower Yes
Packed Tower Yes
Trayed Tower Yes
Vertical Tank Yes
All others (pumps, etc.) No or N/A No or N/A
Default Area Bulks

There are area bulks that are automatically generated for an area. These area bulks are developed to meet the
requirements of the area and can be suppressed in the Area Specifications for that area. If you execute a
project level estimate, you can review these area bulks in the Area Bulks section of the Equipment List report.
Figure A.2 Summary of Area Bulks Automatically Developed for Each Area
Area Area Types

Bulks On-grade Pad Open Ex-open Module
Area Lighting & Grounding X X X X X
Equipment Grounding X X X X X
Concrete Pad X
Open Steel Structure X
Module Structure X

Area Specifications
For each defined area, the user may enter specifications that will affect designs and quantities of bulks in an
area. While most of the area specifications are design specifications that will override design specifications
entered at the project level, the most significant area specifications are those that will affect lengths of pipe,
electrical cable, and instrument signal wiring or tubing. These length specifications include:
• Area Dimensions
Defined in Area Type Definition, Area Dimensions are used as a default to develop lengths for all of the
following system developed items:
- Piping.
- Electrical cable/wiring.
- Instrument signal wiring /tubing.
Note: Area dimensions do not have any affect on user-added bulks, such as yard pipe, cable runs,
signal wire runs, etc.
The user can enter area length(L), width(W), and height(H). Only area types OPEN or EX-OPEN will
recognize and use the height dimension.
One example of how the system uses Area Dimension is the determination of pipe lengths. If an area
dimension of 30 X 30 is entered, the system will take ½ (L+W) of the area to determine the default final
cut-off lengths of pipe, so in the above example, ½(L+W)= ½ (30+30) = ½ (60) = 30. The default final
cut-off length of pipe in this area would be 30’. Any line of pipe that had an original length of less than
30’ would be unaffected by this 30’ x 30’ area dimension.
Area Dimensions are used in a similar way to determine cable and signal wiring lengths in an area unless
the user overrides this calculation with specific entries.
The area dimensions are also used to size and/or quantify area pads, modules, open steel structures,
grounding, area lighting, concrete pads, etc.
• Pipe Envelope
Defined in Area Pipe Specifications, Pipe Envelope takes precedence over Area Dimensions in
calculating pipe lengths in an area. Just as Area Dimensions did in the above example, Pipe Envelope
defines the final cut-off length of pipe for all system developed piping in an area. The user can make
entries for Pipe Envelope length, width, and height as well as % Adjustment and Maximum Pipe Length.
The following is an example of how the system will use this information to calculate pipe length:
1.) The “standard length” is calculated using the line length equation.
2.) The “standard length” is multiplied by area pipe spec for % adjustment.
3.) The final cutoff length is calculated:
a) EQPIPELEN + 0.5 * HT
- EQPIPELEN=0.5*(Area Pipe Envelope L+W+H)

- if not set, then EQPIPELEN=0.5*(Area L+W+H)
b) Then area spec for Maximum Pipe Length is applied.

• Electrical cable run lengths

Defined in Area Electrical Specifications, there are distance specifications available that will be used to calculate
lengths for all system developed electrical cable in an area. These specifications include Distance to MCC and
Distance to Panel.
• Instrument signal wiring or tubing lengths

Defined in Area Instrumentation Specifications, there are distance specifications available that will be used to
calculate lengths for all system developed signal wiring or tubing lengths in an area. These include Distance from
Junction Box (JB) to Control Center(CC).
Report Groups
All defined areas are assigned to defined Report Groups in the Area Tree diagram. Report groups are a way to group
areas together for reporting in various Report Group summary reports. For example, if you had a process area where
some components were on-grade and some were in-steel, you could define two separate areas: an ON-GRADE area
and an OPEN-STEEL area. These two areas are separate to ensure that the appropriate bulks are developed, but can be
assigned to the same REPORT GROUP so costs and man-hours can be summarized together in REPORT GROUP
summary reports.

ICARUS Systems are Based on Craft Labor

All country base locations are based on a division of labor along craft lines. Each craft performs only those
work items assigned to it — pipefitters only perform pipefitting operations; welders only perform welding
operations; etc. In ICARUS systems, work items can be reassigned to a craft to reflect site conditions.
This strict default division of labor is a necessary starting point if you are to be able to change the work rules. It
is only because hours are initially “booked” to the correct crafts that you can subsequently book them to
different crafts and thereby change the division of labor appropriate for any contractor. This is done by creating
a new workforce and then reassigning the labor hours away from the default crafts to the new workforce crafts.
For example, a skid fabrication shop might be represented as follows:
1. Create a new workforce to be used by the skid fabricator. This workforce is initially an exact copy of the
system’s default workforce. Change (or add) the craft names in the new workforce to reflect those
present in the skid fabrication workforce. For example, change “laborer” to “day-laborer,” add a new
craft called “mechanical,” etc.
2. Change the division of labor. Reassign labor hours booked to the default crafts in the workforce to the
newly-defined crafts. For example, reassign 100% of the labor hours booked to riggers and
pipefitters to the new “mechanical” craft.
3. Enter the wage rate and productivity for each craft in the new workforce.
4. Link (assign) the new workforce to the skid contractor. Any work assigned to this contractor is
performed using the new workforce.
Using this method, up to nine distinct construction workforces for each project can be created. This permits the
simulation of an extremely complicated mix of contractors having diverse work rules.

How Questimate Develops Material Costs
General Data Defined

Country Base Location, During Start of a New
Currency and Exchange Rate Project - New Basis
Mechanical Design
Procedure
Material Type
Code of Accounts (COA): Design and Cost Basis
Rating Allocation
Quantity
Weight
Code of Accounts Indexing:

Indexing of Material Costs Design and Cost Basis
Project Component Specs
Mechanical Cost
Procedure
Quality Adjustment for
Installation Materials for Project Component &
Base Code of a Project Component Installation Specs
Account - By Account -
Base Material
Cost
Project Component &

Lump Sum Material Cost
Installation specs
Reported Values
Final reported value

In User's Currency
& Revised COA

Project Schedule
A project schedule is developed based on the estimate scope of work for a project estimate. This schedule
includes dates and durations for design engineering, procurement, delivery of material and equipment, site
development and construction. The construction schedule is integrated with the cost estimate to provide the
basis for estimation of schedule-dependent costs such as equipment rental requirements, field supervision and
construction management.
The schedule information may be reported in three different ways:
1. The total construction duration will be shown on the Project Data Sheet, and, if applicable, the construction
durations for each contract will also be shown on the Contract Data Sheet.
2. If the Schedule report option is specified, the system generates two histogram reports, the Project Cash
Flow Summary and Project Manpower Schedule (which displays the manpower resources required for each
week of the construction schedule). Manpower should also be provided for any contracts defined.
3. The Project Schedule Data may be used to develop barchart reports in addition to the histograms for greater
schedule detail.
The Project Schedule Data, with an entry for the date to start engineering, is required to generate the barchart
reports. These standard barcharts are produced:
• General Schedule - Provides a balanced view of all phases of the project schedule.
• Engineering Schedule - Focuses on details of the design phase, such as the production of piping
isometrics, and on specific procurement items, showing only a single bar for all
construction.
• Construction Schedule - Shows only a single bar for the design and procurement phases but focuses on
major construction elements such as piperack erection and piping installation.
Each barchart may also show additional bars created by the user. Also, if contracts are used, another barchart is
provided for the Contracts Schedule. The barcharts appear within the body of the project estimate report and a
duplicate is appended to the report.
The project schedule is affected by adjustments to engineering man-hours, field man-hours and productivity and
construction workweek specified elsewhere and any schedule modifications requested in the Project Schedule
Data. The techniques of the scheduling system are utilized in the logical sequencing of the adjusted design and
construction tasks to produce a summary schedule. Simulation of delayed or accelerated schedules is possible
through the various adjustments available. However, the user interested in developing a detailed schedule for
rush projects, or projects using offsite prefabrication, is advised to use the scheduling system, where control of
activity logic is possible.
Regardless of whether the barchart reports are to be produced, the Project Schedule Data may be used to adjust
the schedule and therefore adjust the cost estimate. The data provides percentage adjustment fields for design/
procurement duration, for delivery times and for construction duration. Changes to the system default
equipment fabricate/ship times, which may increase or decrease the total construction duration, can be made in
various ways. A specific value for total construction weeks may be specified.

Equipment Fabricate/Ship Items
In the absence of user input, the system will use the fabricate/ship times shown in Table PS-2. If a percentage
adjustment is specified for deliveries, these defaults will all be adjusted accordingly. An entry for a particular
class will be used exactly as entered. A fabricate/ship time entry for a particular piece of equipment will also be
used as entered; all other equipment of the same class will be assigned the system default value as adjusted, or
the value of the class if specified.
Table PS-1: Equipment Procurement Lead Times
1 2 3
Equip. Equipment Receive Receive Fabricate
Class No. Class Quotes Vendor Data and Ship
01 Process Vessels 3 4 14
02 Towers 4 4 26
03 Storage Vessels 3 4 33
04 Pumps 3 0 18
05 Compressors 6 8 24
06 Turbines 4 8 32
07 Heat Exchangers 3 4 20
08 Boilers 6 8 32
09 Furnaces 4 6 26
10 Air Coolers 4 4 18
11 Package Refrigeration 4 6 30
12 Electric Generators 4 6 22
13 Air Dryers 3 3 16
14 Conveyors 3 4 20
15 Mills, Crushers 6 6 30
16 Fans, Blowers 3 2 12
17 Elevators 4 4 16
18 Motors 3 4 10
19 Dust Collectors 3 4 14
20 Filters 2 3 12
21 Centrifuges 4 6 28
22 Agitators, Mixers 3 4 12
23 Cooling Towers 4 3 26
24 Miscellaneous Equipment 4 4 16
25 Pre-Engineered Package 4 4 24
26 Packings, Linings 3 4 12
Note: For field erected equipment, the schedule will be sequenced with the field erection
period included in the fabricate and ship delivery time.
1. No user adjustments available.

2. User may specify a % adjustment with Project Schedule Data.
3. A % adjustment or weeks may be specified with Project Schedule Data.
The user intending to substantially reduce the default fabricate/ship times is cautioned to specify a value for all
classes or use a percentage adjustment to deliveries, to avoid overlooking a longer delivery time for a minor
piece of equipment.

Barchart Report Format
For the user interested in restricting each barchart report to a single page to improve the appearance of the
report, the following table shows the maximum number of summary bars on each barchart (i.e., report length)
developed by the system:
System Summary Bars

With Basic Without
Engineering Basic
General Schedule 24 20
Engineering Schedule 16 14
Construction Schedule 19 18
The user may highlight up to five classes of equipment and up to five specific items of equipment which appears
on all reports except the Contracts Schedule. Up to five user-defined bars may be added, which appear on the
Engineering and Construction Schedules.
User Additions
Bars Equipment
General Schedule NA 10
Engineering Schedule 5 10
Construction Schedule 5 10
Since a single page report can contain only 24 summary bars, a combination of system summary bars and user
additions that exceeds 24 is printed on a second page.
The horizontal time scale is adjusted automatically by the system to show either six years, three years or one and
a half years on one page-width as required.
Fabricate and Ship Weeks
When defining the equipment fabricate and ship time per class, you are specifying the number of weeks for
equipment fabrication and shipping of vendor data. These times should be entered for any equipment classes
whose anticipated fabricate and ship time differs from the system default. Refer to “Equipment Procurement
Schematic” for the procurement/delivery sequence.
Impacting the Project Schedule
To produce a project schedule when using ICARUS 2000TM or COST® , an engineering start date must be
specified. (Specifying a construction start date is optional.) The system then develops a critical path method
(CPM) planning schedule based on the estimate scope of work. The estimate scope of work is tied to the
engineering and construction work items in the project. Included in this schedule are:
• Dates and durations for design engineering

• Procurement
• Delivery of materials and equipment
• Site development
• Construction.

Equipment Procurement Schematic
End of Eng’g
Release for Purchase
Specs Prepare Obtain Tab and Reissue

Design Requisition Quotations Recommend Requisition
1 (1) Vendor
Day
(MH) (MH) (MH) (MH) 1
Day
Issue Receive Review Fabricate Equipment

Purchase Vendor Design and Ship Setting
Order Data
(MH) 0-8 WKS (2) (MH) 10-32 WKS (2)
(mm) - The duration of these activities is a function of the task man-hours and the engineering staff allocated
(1) - Receive quotations. A delay of 2 - 6 weeks, which varies by equipment class.
(2) - These durations vary by equipment
The following items have an impact on the project schedule:
• Percentage adjustments for design/procurement duration, delivery times and construction duration
• Project scope
• Field labor shifts, productivities, etc.
• Index man-hours
• Percentage adjustments to man-hours through material/man-hours adjustments
• Supplemental man-hours added through material/man-hour additions
• Overrides to the system’s fabrication and ship times to increase or decrease the total construction duration
by equipment class (e.g., HE - 20 weeks) or by equipment item (e.g., DDT 101 - 10 weeks).
Remember that the project schedule is based on project scope. The project schedule is more realistic if
components are specified correctly and accurately. Most importantly, keep in mind that the schedule is a
preliminary conceptual schedule. The schedule is not for execution.

Process Control
The Process Control Data may be used to specify the desired configuration and type of control scheme:
• Analog
• Digital
• Combinations of analog and digital control.
Overview
Two types of process control systems are discussed here:
• Analog
• Distributed digital control.
The user may select either type, or combinations of each type, to represent the desired control scheme.
The process control scheme may be defined by two types of data. Control Center data defines a group of analog
or digital devices of similar types, assigned by the user via a Control Center Reference Number, to provide
control system functions to one or more Areas for Sub-units.
Operator Center data defines a distributed digital control Operator Center; i.e., a staffed center consisting of
video display and computer-controlled indicating, recording, controlling, processing, and transmitting devices.
Operator Centers are used in conjunction with Control Centers only for digital control schemes.
Groups of analog devices are defined only by analog types of Control Centers.
If Process Control Data is not defined by the user, the system develops one digital Control Center and one
Operator Center for the project to be estimated.
Note: The costs of Operator and Control Centers will be reported in project estimates only, against the
Instrumentation account for the last Area in the project. Accordingly, control room specifications and other
instrumentation-related items to be reported with project process control items should be included as part of the
last Area.
Introduction
The system is designed to develop a list of quantities of materials, material costs, and field manpower needed to
install items relating to the instrumentation and control of process equipment.
The user’s equipment list, as organized into Areas, is used to develop individual items of instrumentation in the
following major categories.
• Sensors and transmitters

• Panels and panel mounted devices - analog; front/back of panel, ESD (emergency shut-down), annunciators,
switches, etc.
• Supply and signal tubing, wiring, bundles
• Supports, racks, enclosures, junction boxes
• High voltage instrumentation (switches, switch wire, solenoids)
• Computer-controlled instruments: controllers, process interface units (high and low entry level signals),
operator stations, co-axial data cable, redundancy, transducers, barriers, etc.
• Final control elements.

The user guides the system in developing instrumentation by defining the desired control scheme at four discrete
levels which are listed here and discussed below:
• Equipment: Instrumentation Volumetric Model
• Area considerations (Area, Sub-unit)
• Control Center: one or more, each serving a group of areas, containing panels, mounted instruments
(if analog) or computer-controlled instruments (if digital)
• Operator Center: one or more, if required, each serving one or more Control Centers, containing computer
console operator stations for purposes of processing:
- process information
- alarm conditions
- control signals
- records for display and printing.
Equipment-Instrumentation Volumetric Model
Each item of equipment selected by the user is assigned a model for instrumentation. Specific Volumetric
Model drawings in the Piping and Instrumentation Drawings illustrate piping (by line number) and
instrumentation (by loop number).
Volumetric Models for instrumentation of process equipment are assigned based upon equipment item and type,
function to be performed, and special user requirement identified by applicable type or installation bulks.
For example, a tower would be instrumented as a distillation tower (default application type) unless it was
redefined to function as an absorber, thereby receiving piping and instrumentation for use as an absorber.
A tank, horizontal or vertical, will be instrumented for normal process conditions. However, the user may
designate knock-out or storage application requirements thereby revising the nature of piping and
instrumentation to be provided to the vessel.
An installation bulk feature permits the user to create an entire instrumentation scheme for any item of
equipment, or for the user to modify the system’s instrumentation Volumetric Model on a loop by loop basis -
adding a new loop, deleting a system defined loop, or appending loops to a loop thereby providing for extremely
flexible instrumentation schemes.
In each case, instrumentation materials, quantities, material costs, and field man-hours to install equipment
instrumentation would be reported against the item of equipment. Material items include:
• All local instrumentation, sensors, transmitters, air supplies, tubing, wiring, control, and relief valves
• Equipment panel and instrument costs for those items of equipment designated by the system (turbine, gas
compressor) or by the user to bear local panel mounted instruments.

Area Considerations
The concept of an Area and Sub-unit are discussed in the Area section. The Area or Sub-unit may be viewed,
for present purposes, as an area or section of the project, and includes all equipment and bulk items so
contained.
For instrumentation, an Area or Sub-unit grouping of equipment items would be characterized by a unique set of
the following:
• Designated Control Center

• Design level - standard or full. (See Piping and Instrumentation Drawings.)
• Type of instrumentation - pneumatic or electronic
• Type of transmission, thermocouple extension cabling, and nature of support
• Average length of transmission line from equipment item to Control Center
• Cable tray dimensions
• Electrical classification to establish cabling and barrier requirements.
It is important that these area criteria affect the installed cost of each equipment item requiring instrumentation;
the design level and type of instrumentation are most important influences on instrument selection, quantities
and costs. The remaining area criteria heavily influence the lengths and type of signal wire cable and tubing and
are not insignificant.
Instrument materials, quantities, costs and field man-hours to install and test will be developed by the system and
assigned and reported against the area. These include field junction boxes and wire, cable and tubing runs,
conduit, cable trays serving the area and communicating with the designated Control Center.
Control Centers
The system surveys the various items of equipment within an Area for Control Center instrumentation
requirements. More than one Area may be delegated to a Control Center; several Control Centers may be
designated by the user. If of the digital type, such Control Centers would normally be unstaffed electronic
centers that may be grouped together for operator control using the Operator Center concept described in the
next section.
Two classes of Control Centers are defined by the following characteristics:
1. Analog Control Centers -
• Electrical, panel mounted instruments based upon pneumatic, electronic, high voltage switching.
• Instruments to record or indicate the value of a variable, or develop and transmit a control signal
(pneumatic, electronic, high voltage switch signal) to field mounted control elements.
• Four types, depending upon desired extent of graphic panels:
- NONE totally devoid of instruments, panels, etc.

- CONV conventional panel board (4.75 instruments per linear foot [15.6 per meter])
- SEMI semi-graphics panel (3.75 instruments per linear foot [12.3 per meter])
- FULL full graphic display (2.5 instruments per linear foot [8.2 per meter]).
• Staffed by Control Center operators.

2. Digital Control Centers -
• Devices, i.e., process interface units, for conversion of analog signals (pneumatic, electronic, high voltage
switching) into digital computer signals to be utilized at the designated Operator Center.
• Reconversion of computer developed digital control signals into analog signals (pneumatic, electronic,
high voltage switch signals) for transmission to field mounted control elements.
• Limited pretreatment of digital signals (arithmetic, logical, combinatorial).
• Display devices appropriate to testing, maintenance functions.
• Not generally staffed by operator personnel except for maintenance and testing.
Designation of Control Center Requirements
The user may designate the desired control scheme, first at the Unit Area level for purposes of designating area
requirements and then at the Control Center level to establish the nature of the Control Center. Areas and
Control Centers are linked together by a user assigned Control Center Reference Number; the reference number
is defined for each Control Center and referenced for each Unit Area assigned to transmit/receive signals to/from
the defined Control Center.
Absence of User Control Center Designation
Should the user not define or refer to a Control Center for one or more Areas, the system develops a digital
Control Center for those units. This system-developed Control Center is referred to as Control Center Reference
Number “0” in SCAN and PROJect Estimate reports. Quantities, costs, and man-hours for instrumentation items
required to support those Unit Areas unreferenced by the user will be developed and listed by the system for
Control Center “0”.
Operator Centers
The system is designed to evaluate, size, and develop installed costs of digital control and data processing
equipment, cabling and furnishings for Operator Centers.
The major cost items considered are:
• CRT’s - though termed CRT’s (cathode ray tubes) these are microprocessors that provide supervisory,
control, and data processing functions in addition to multi-color display and keyboard entry functions.
• History module - hardware and software devices for displaying or recording the history of a variable
(important for large or complex process, less so for small process facilities).
• Printers - to permit printed output of selected current or historical values of variables; to log the operations
of the center.
• Engineers keyboard - for building and changing configurations or displays.

• Local Control Network (LCN) - principally fiber-optic cable (redundant) and associated microelectronics to
direct data “moving” along the data path to and from:
- devices in one Operator Center

- one Operator Center and another
- the Operator Center and each of its subordinate Control Centers.
• Other data processing peripherals and furniture.
The user may designate the type (local or universal) and size of an Operator Center, or alternatively permit the
system to determine Operator Center requirements.
Sizing an Operator Center is accomplished by the system by matching the list of items with process equipment
requirements. The principal sizing parameters are the number of digital control loops and control points to be
serviced by the Operator Center. These parameters are obtained at the Operator Center level according to the
following hierarchy:
• Operator Center
• Control Center
• Area
• Equipment and piping control instrumentation.
Thus, control instrumentation requirements at the equipment level are used first to size individual Control
Centers and then to size each Operator Center upon grouping relevant Control Center requirements.
Example
In the sketch below, a proposed project is to be provided with a combined analog/digital control system for five
areas, i.e., Area 100, 200, 300, 400, 500. One section of Area 100 and all of Area 500 is to be provided with a
conventional analog control system. Further, suppose that Area 100 and 400 require individual process interface
unit locations, i.e., different Control Centers.
Operator Center (90)
Digital Control Center (10) (20) (40)
Analog Control Center (11)
Area Area Area Area Area Area

Area Name 100 100 500 200 300 400
Area Reference Number 01 01 05 02 03 04

Because Area 100 requires both digital and analog control, it is convenient to split it into two Areas, one a Sub-
unit of the other, and thereby enable the description of one portion as digitally controlled and the other as analog
controlled.
Reference numbers need be assigned to the Unit Areas and centers. Suppose:
MAIN-100: Area No. = 01

SUB-UNIT 100: Area No. = 01
AREA-200: Area No. = 02
and for the Control Centers:
Digital, for MAIN 100: Center No. 10

Analog, for SUB-UNIT-100: Center No. 11
Digital for AREA-200: Center No. 20
Analog for AREA-500: Center No. 11
and for the Area, a reference number of 90.
The Project Control Data
The Project Control Data would be prepared as follows:
Project Control
Center No. Type
90 Operator Center
10 Digital Control Center
11 Analog Control Center
Note that additional Project Control Data may be appended to this list to expand the control system for other yet
undefined process areas. Up to five independent Operator centers may be defined along with their subordinate
Control Centers to a combined maximum total of 20.

The Area Data for this Example
In the text below, the Unit Area Data is illustrated; the term “etc.” denotes all remaining area information, i.e.,
the complete set of area data and the component descriptions. Area 100 is split into two sub-units, named
MAIN-100 and SUB-UNIT-100:
Area Title MAIN-100

Area Number 01
Control Center Number 10
etc.
Area Title SUB-UNIT-100

Area Number 01
etc.
Note: The Control Center Number is 10 for the Main Section and 11 for the Sub-unit.
Then for the remaining units:
Area Title MAIN-200

Area Number 02
etc.
Area Title MAIN-300

Area Number 03
etc.
Area Title MAIN-400

Area Number 04
etc.
Area Title MAIN-500

Area Number 05
etc.
Note: AREA-200 and AREA-300 share Control Center Number 20; SUB-UNIT-100 and AREA-500 share
analog Control Center Number 11.

Reporting of Results for this Example
PROJect estimate reports would be prepared for this example as follows:
• Equipment: instrumentation local to the item would be reported in the detailed listing of field materials and
manpower for the item of equipment.
• Area: junction boxes, bundle runs (and associated tray and conduit) would be developed as an Unit Area
cost for each Sub-unit; instrument testing would be developed for each area.
• Project costs: all instrumentation costs for the project would be developed and reported against the last
Unit Area in the project. Analog Control Centers would be sized and reported independently of
digital centers. Digital Control Center Number 10 would be sized based upon the requirements of
equipment in MAIN-100. Center Number 20 would be sized from requirements of both AREA-200 and
300; and Center Number 40 from AREA-400 requirements. The Operator Center would be developed from
group requirements, i.e., those of Control Centers 10, 20, and 40.
Notes for Defining the Operator Center
The following entry field notes are helpful when defining the type of Operator Center to serve the
instrumentation requirements of subordinate digital Control Centers. A maximum of five sets of PC OPS Data
may be used.
An Operator Center is not provided in support of analog Control Centers.
Entry field Note

Operator center no. The Operator Center Reference Number is a unique number assigned by the user to
identify each digital Operator Center. The reference number, from 01 to 99, is used
to identify the Operator Center in detailed system reports.
Conset The contract set number (CONSET) identifies which group of contractors is
performing work in this Operator Center. The CONSET number must have been
previously defined with Contract Scope Data.
CONSET must be specified for multiple contractor type estimates. CONSET is not
applicable to prime contractor type estimates.
Configuration The configuration consists of items affecting the design of a Universal Operator
Center.
No. of operator CRT Specifies the total number of Operator CRT’s (cathode ray tube terminals) required
for the Operator Center; includes touch screen console and operator keyboard.
Micro-electronics associated with the CRT’s provide supervisory and control
functions.
No. of indicating CRT Specifies the total number of Indicating CRT’s required for the Operator Center.
Upper tier units for indicating only. The number specified must be less than or equal
to the number of Operator CRT’s and the sum of the Operator CRT’s and Indicating
CRT’s must be 10 or less.

History module Indicates inclusion or exclusion of the history module for trend analysis.
Engineer’s keyboard: Indicates inclusion or exclusion of an engineering keyboard for configuration and
display building.
LCN Cable Indicates inclusion or exclusion of the Local Control Network Cable. The Cable is a
pair of fiber-optic cables connecting up to 10 Universal Operator Centers with their
associated Control Centers.
Power supply data The Power Supply to Operator Center specifies the feeder type and source of power
for this Digital Operator Center.
Unit Substation ID A value must be specified if Power Distribution Data is present in the project or an
ERROR condition will prevail. If Power Distribution Data is not provided, the
system will generate a MAIN and UNIT substation to serve power at the voltage(s)
required by loads in this Operator Center. The system generated UNIT substation(s)
will be assigned ID=0.
The Reference Number consists of two parts:
ID - The ID portion of the Reference Number of the stand-alone UNIT or

principle UNIT substations in the family of UNIT substations serving power
to this Operator Center.
No. - The “NO.” portion of the Reference Number of the subordinate Unit
substation in the family of UNIT substations serving power to this Operator
Center.
Please see Power Distribution Data for further information.
Cable type Denotes the type of power cable to be used for this Operator Center.
Cable placement Indicates the desired method of cable placement for this Operator Center.
Valid entries include:
• ABOVE - Cable run above ground.
• BELOW - Cable run below grade (not available for wire-/cable in trays);
includes trenching, sandbed and backfill; one trench allocated for four equipment
item cable runs; cable protection type is defined by the user by General Project
Data - Electrical.
Distance to MCC Specifies the distance to the motor control center serving power to this Operator
Center.

Notes for Defining the Standard Control Center
The following entry field notes are helpful when defining the standard control center.
Entry field Note

Control center no. The Control Center Reference Number is a unique number, from 01 to 99, assigned
by the user to identify each Control Center to serve the instrumentation requirements
of the various Area or Sub-units. This is the same reference number used in the
Area Description to identify the relationship between the Area and Control Center.
performing work in this Control Center. The CONSET number must have been
previously defined in Contract Scope Data.
A Control Center Reference Number must be specified for multiple contractor

estimates. This field is not applicable for prime contractor type estimates.
Control center type Specifies a symbol representing the types of Control Center, devices, and general
configuration.
Valid entries are:
Analog Control Center

• CONV - Conventional display.
• SEMI - Semi-graphics display.
• FULL - Full graphics display.
• NONE - Existing Control Center; costs and manpower pertaining to all
instruments, panels, and peripheral equipment will be excluded from
the estimate.
Digital Control Center

• DDCTL - Distributed digital Control Center.
Distance to OPS ctr For distributed digital Control Centers only. Specifies the distance between this
Control Center and the supervisory Operator Center. The range is 0 to 5000 FEET
[0 to 1525 M]. A redundant data digital path or “highway” will be developed using
this distance.

Design data Design allowance, as a percentage (0 to 100%) of the number of instrumentation

points, loops, devices, etc., that are developed by the system from Volumetric
Models or from user-defined loops of instrumentation.
Note: 1. If this PC CTL Data is for an analog Control Center (type symbol = CONV,
SEMI, FULL, NONE), the only functional design allowance is that for
Spares.
If for a digital Control Center, allowances apply to each of the five

categories.
Note: 2. The design allowance will be applied on a percentage basis, i.e., 100%
indicates a one for one basis (exception, 100% for recorders is a one per ten
basis).
Spares(%)
If an analog Control Center, allowance for spares will be delegated the sizing and
selection of field junction boxes, and pneumatic and cable bundle runs from the field
junction box to the Control Center.
If a digital Control Center, the spares allowance will be delegated to junction box
and tube and cable bundle sizing and selection, as above, and additionally to spare
boards in either multifunction controllers or process interface units for (a) controllers,
(b) recorders, and indicators, and (c) thermocouples.
Analog indicators(%)
For digital Control Centers only. The design allowance for analog indicator type
instrumentation to be installed in the Operator Center for this Control Center. The
allowance will be applied to develop additional analog indicators (TI, FI, etc.) in
Operator Center cabinetry based upon the number of indicating loops serviced by the
Control Center.
Analog recorders(%)
For digital Control Centers only. The design allowance for analog recorder type
instrumentation to be installed in the Operator Center for this Control Center. The
allowance will be applied to develop additional analog recorders in Operator Center
cabinetry based upon the number or recording instruments serviced by the Control
Center.
Redundant control(%)
For digital Control Centers only. Indicate the percent of the controllers determined
by process specifications that require redundancy. Redundancy is applied at a level
of one additional controller for up to 8 controller requiring redundancy.
Battery back-up(%)
For digital Control Centers only. The design allowance for battery operated back-up
power supply. The design allowance provides battery backup for multifunction
controller cabinets only.

Power supply data Specifies the feeder type and source of power for this Control Center.
Unit substation
Specifies the Reference Number of the UNIT substation serving power to this
Control Center. The Reference Number consists of two parts, as defined by
the user with Power Distribution Data.

principle UNIT substations in the family of UNIT substations serving
power to this Control Center.
No. - The “No.” portion of the Reference Number of the subordinate UNIT
substation in the family of UNIT substations serving power to this
Control Center.
Cable type
Denotes the type of power cable to be used for this Control Center.
Cable placement
Indicates the desired method of cable placement for this Control Center.
ABOVE - Cable run above ground.

BELOW- Cable run below grade (not available for wire/cable in trays);
including trenching, sandbed and backfill, one trench allocated
for four equipment item cable runs; cable protection type is
defined by the user in the General Project Data - Electrical.
Distance to MCC
Specifies the distance to the motor control center serving power to this Control
Center.
Notes for Defining the PLC Control Center
The following entry field notes are helpful when defining the PLC control center.
Entry field Note

Control center no. The Control Center Reference Number is a unique number, from 01 to 99, assigned
by the user to identify each Control Center to serve the instrumentation requirements
of the various Unit Areas. This is the same reference number used in the Unit Area
Description to identify the relationship between the Unit Area and Control Center.
performing work in this Control Center. The CONSET number must have been
previously defined in Contract Scope Data.
A Control Center Reference Number must be specified for multiple contractor

estimates. This field is not applicable for prime contractor type estimates.

Power supply data Specifies the feeder type and source of power for this Control Center.
Unit substation
Specifies the Reference Number of the UNIT substation serving power to this
Control Center. The Reference Number consists of two parts, as defined by
the user with Power Distribution Data.

principle UNIT substations in the family of UNIT substations serving power
to this Control Center.
No. - The “No.” portion of the Reference Number of the subordinate UNIT
substation in the family of UNIT substations serving power to this
Control Center.
Cable type
Denotes the type of power cable to be used for this Control Center.
Cable placement
Indicates the desired method of cable placement for this Control Center.
ABOVE - Cable run above ground.

BELOW- Cable run below grade (not available for wire/cable in trays);
including trenching, sandbed and backfill, one trench allocated for four
equipment item cable runs; cable protection type is defined by the user
in the General Project Data - Electrical.
Distance to MCC
Specifies the distance to the motor control center serving power to this Control
Center.

Overview of System Input Specifications for Power Distribution

The following figure graphically displays the four levels of input specifications for defining electrical
installation bulks:
1. Project level
2. Area level
3. Component Level
4. Component Installation Level.
The electrical input specifications, which include default values that may be overridden, take a few minutes to
define for even the most detailed power distribution network.
At the component level, process equipment, plant bulks and buildings give rise to electrical bulks. Installation
procedures are available for quoted items as well as items from the user library of components.

Project Level Specifications Ele ctr ica l
Project Project Power and Mechanical

Cost Execution Control Design
Reporting Plan Systems Basis
Cost Basis Contactor's
- Country Base Power Distribution Electrical
Construction
(Required) - Power Supply
Workforce
- Currency (Principal/
Design Criteria Ancillary)
Contractor's One-Line Network
Code of Account - Principal/Ancillary Supply - Mid Voltage
Scope of Work - Pole Lines
Reporting - Feeder/Primery Voltage - Low Voltage
- Main Substations
- Indexing Local - Single/Dual Tap - Max Driver
- Unit Substations
Material Costs - Radial/Spot Distribution Power at
- Areas to be Served
- Indexing Local - Feeder Cable Type, Low Voltage
- Process Control
Man-hours Centers to be Placement
- Feeder Cable Length Area Cabling Type, Placement
Served
Units of Measure Sets of Contractors - Required Capacity
- Power Factor,
Demand-Diversity
- Factor, Excess Capacity
- Exclude/Delete/Install
Only: Transformer,
Switchgear, MCC
Area Level Specifications Ele ctr ica l
Area Mechanical
Cost Area Type Design
Reporting Basis
Indexing Materials, Ambient Temperature Electrical

Man-hours (Low, High) - Server Substation
- Class/Division
- Cable Distances
- Equipment to MCC
- Equipment to Panel
- Cable Type Placement
- Cable Tray Length, Width
- Lighting Transformer
Requirement
- Area Lights,
Grounding (yes/no)
Component Level Specifications Ele ctr ica l
System Bank Quoted User Library

of Equipment or of
Components Bulks Components
Process Equipment Equipment Models
Process Equipment
Bulk Items Unit Costs
Plant Bulks
Buildings
Component Installation Specifications Ele ctr ica l
Special Adjustments System or

to User- Defined
Material Cost Installation
and/or Procedures from
Man-hours the Library
Additions Electrical
- Modify System Model
Percentage Adjustment - User's Model
Special Instructions
Overview of System Input Specifications for Power Distribution

Power Distribution
The Power Distribution Data specifies the configuration and size of a project’s electrical power distribution
system. The user may specify the location and size of each transmission line, main and unit substation, the
degree of redundancy, and the type and method of placement of distribution cable.
The Power Distribution Data works in conjunction with the voltage levels defined by the user for General
Project Data and Area specifications and component requirements within the unit.
Most users define the distribution configuration (e.g., which main substation is to feed which “downstream” unit
substation) and cable placement. The system will then size the components based upon power requirements to
be fulfilled in each area by drivers, lighting, tracing, etc. and then size unit and main substation components,
always heading “upstream,” to size the transmission line.
Mode of Supply and Distribution
The system offers the user a choice of either a US-based or UK-based mode of electrical power supply,
distribution, and associated components. The mode is currently determined by the user’s selection of the
country base location. The following table identifies the default values and principal differences between the
two bases.
Principal Differences of Electrical Power Supply Between Country Base Location
Electrical Power Supply Items US Base UK Base
Line or feeder voltage 69 KV at 60 HZ 66 KV at 50 HZ
Main Substation 13.8 KV 11.0 KV

Secondary voltage
(distribution and equipment voltage)
Unit Substation 4160 V 3300 V

Secondary voltages 480 V 415 V
(distribution and equipment voltages)
Cable Types Wire (individual Multi-core cable on

conductors) on tray or in conduit,
tray or in conduit, or armored cable
or armored cable
Cable Gauge AWG MM2 gauge
Power Distribution Components
Power distribution components are sized and cost estimated based on information provided with General Project
Data, (project cabling and intermediate voltage levels), the Power Distribution Data (distribution scheme), the
Unit Area Data and the list of equipment and bulk items requiring electrical power.
Figure PD-1 serves two purposes. The left side of the figure lists the major power distribution components that
are designed and reported by the system. The right side is a schematic of a sample power distribution network.

Figure PD-1: Illustration of Power Distribution Components
The individual components constituting a typical power distribution system (detailed data instructions follow).

Primary Feeders - Transmission Lines
Electrical power for a processing facility is either generated directly by the consumer or transmitted to the
processing facility at high voltage (generally less than 250 KV) on overhead transmission lines. Primary feeder
lines run on poles from the grid tie-in to a dead-end structure in the main substation switchyard.
Main Substation
The main substation consists of one or more main transformers that distribute power through switchgear to unit
substations.
The main transformer reduces the voltage of the incoming power (at the transmission line voltage) to a level at
which it may be safely and economically distributed through switchgear to:
1. Unit substation for further transformation and distribution at a lower voltage

2. Drivers in the 11-14 KV class within the process plant.
A disconnect switch isolates each main transformer from its power supply when necessary, while the oil circuit
breaker protects against abnormal conditions. Oil circuit breakers (O.C.B.) are generally used in high voltage
(over 10 KV) applications.
The main substation switchgear protects each unit substation from damage due to abnormal operating
conditions. The main substation switchgear includes circuit breakers and metering devices that can detect an
abnormal condition and automatically open the current-carrying circuit in which the fault occurs.
Cable from the main substation terminates at either unit substations or at motors requiring power at the high
voltage supplied by the main substation.
Unit Substations
Electrical equipment is normally not evenly dispersed throughout a process facility. Heavy power users (pumps,
compressors, etc.) usually are located within well-defined boundaries. The substations serving these areas of
high load-density are called unit substations or load centers because they are located near the center or the
electrical load.
The transformer in the unit substation reduces the voltage of power supplied by the main substation to the
voltage required for the equipment served by this substation. The power path consists of motor starters, power
cable, and control wire.
The on/off switch for the motor is connected by control wire to a set of contacts in the motor starter, which,
when closed, allows power to be sent to the motor.
The motor starter provides a means of starting and stopping the motor and also protects the motor from
abnormal operating conditions.
When several motor starters are installed together in a common cabinet, they become a motor control center
(MCC). Each MCC is protected from abnormal operating conditions by unit substation switchgear.

Redundancy
When designing an electrical distribution system, a decision must be made as to the degree and type of
redundancy to be built into the power distribution system. The greater the degree of redundancy, the more
reliable the system. The additional equipment required for increased reliability will make the power distribution
system more expensive.
The system offers the user two options:
1. The simple radial system

2. The spot network system.
Both radial and spot systems are illustrated in Figure PD-2.
The following table lists the characteristics of each option.
Characteristics Simple Radial Spot Network

Redundancy 0% 100%
Cost Less expensive More expensive
Reliability Less reliable More reliable
Typical usage:
Spare parts On-hand Scarce
Skilled maintenance On-hand Scarce
Severity of shutdown Not critical Critical
Referring to Figure PD-2A for an illustration of a simple radial system, a single main substation transformer is
shown to distribute power to two unit substation transformers and a 5,000 HP motor. The unit substation
transformers in turn are shown to distribute power via switchgear and MCC’s to the equipment in the
appropriate Areas.
Should a unit substation or main substation transformer fail, the equipment served by these would be
inoperative.
The spot network system has 100% redundancy. It is the most expensive and the most reliable power
distribution system. Each set of switchgear is fed by two transformers. Either transformer is capable of
handling the entire electrical load by itself. This system is commonly used in remote locations where
replacement parts and skilled power system maintenance personnel are scarce.
Figure PD-2B is an illustration of a spot network system. Two transformers in a single main substation are
shown delivering power to two unit substations. Each unit substation contains two transformers which in turn
distribute power via switchgear and MCC’s to the process equipment classified in the appropriate Area.
Should one transformer fail in either the main or unit substation, the companion transformer would carry the
entire load.

Figure PD-2A: Schematic - Simple Radial System
Figure PD-2B: Schematic - Spot Network System

Some sections of a process plant are more critical to the continuous operation of the plant than other sections.
For example, a section of the plant which operates in the batch mode may have sufficient surge capacity so that
the rest of the facility would continue operating until repairs were made if this section lost power. The user may
therefore want to specify some substations to be spot network systems and others to be simple radial systems.
Further, one user might require several main substations. A general example showing combinations of multiple
systems of simple radial and spot networks is shown in Figure PD-3.
Usage Instructions
Power Distribution Information
The Power Distribution Data provides the means of designating each transmission LINE, MAIN, and UNIT
substation and the cable between them.
The transmission line provides power to a “family” of MAIN and UNIT substations.
If the MAIN substation provides service to one or more UNIT substations, each may be described in detail using
the input parameters in the Power Distribution Data.
A unit substation may be designated to supply power to one or more areas, and/or to supply power at reduced
voltage to another UNIT substation. In the latter case, the higher voltage UNIT substation is termed a principle
UNIT substation, providing power to one or more subordinate unit substations. The relationship between
principle and subordinates is indicated by defining a group “ID” and individual member “No.”, thus forming the
unit substation reference number.
The Substation Reference Number is important for accumulating power usage. This reference number points to
those Unit Areas to be served by the referenced unit substation.
All equipment in an Area, except motors driven at the distribution voltage, must be served by the referenced
UNIT substation. Should a motor require power at the distribution voltage, than a separate power line would
automatically be “drawn” from the MAIN substation serving that unit. Should a motor require power at some
voltage not supplied by the referenced UNIT substation, then the system will make that voltage available by:
1. Creating a new UNIT substation that draws power from the MAIN substation serving the referenced
substation, if it is of single tap type, or
2. Drawing power form another tap from the referenced substation, if it is of the multi-tap type.
Substation Buildings
Substation buildings are not automatically generated and must be specified separately using the Building Data.
Non-Standard Power Networks
The user may wish to incorporate a power distribution network of special design. Practiced users use a strategy
based upon one or more system power estimates, using the system design methods in combination with user-
selected power equipment bulk items.

Figure PD-3: Illustrative Example of Multiple Main and Unit Substations

with Radial and Spot Network Systems
Unreferenced Area Requiring Power
One UNIT substation is generated to serve those Areas for which a substation reference number was not
specified.
Absence of Power Distribution Data
If no Power Distribution Data is specified, the system generates one UNIT substation and one MAIN substation
to serve the entire facility. The characteristics of the substations and components are determined from the
default values for the Power Distribution Data.

Reporting of Results
Project estimate reports will be prepared as follows:
1. Component: Electrical materials local to a component would be reported in the detailed listing of field
materials and manpower for the component; e.g., power and signal cable, local and remote start/stop
switches, indicator lights, electrical heat tracing, lights, masts, and grounding.
2. Area: MCC (Motor Control Centers cabinetry and starters), MCC equipped space (empty cabinetry), area
lighting, lighting and heat tracing transformers and associated panels, switchgear and cabling, ground grid,
cable trays testing.
3. Project: UNIT and MAIN substation costs of transformers, switchgear, cabling, transformer concrete pads,
grounding, transmission LINE, structures, testing, etc; costs are reported against the last Unit Area in the
project data.
Power Description Data
A series of data is used to identify a unique segment of the power distribution network. Individual types of one
or more Power Distribution Data includes the following:
• Transmission LINE
• MAIN substation
• Stand-alone UNIT or family of UNIT substations.
The sequence of Power Distribution Data designates the top-down hierarchy of the user’s power distribution
network.
If no Power Distribution Data is specified, the system sizes and costs a MAIN substation and UNIT substation to
provide power to the various load centers contained in the Unit Area descriptions. The characteristics of the
substations and electrical components are defined by the General Project - Electrical Data, Unit Area - Electrical
Data, and power requirements (power and supply voltage). The entire power network is conditioned by the
country base location defined for the project.

Project Definition
Project Title Data is used to convey user descriptions and specifications for the following major items:
• Project title and document data.

• Country base location - establishes basis for design procedures, currency, and evaluation of costs and
man-hours.
• Currency data - used to enter the display costs in all reports in a currency other than the system currency
base for the country base location of the estimate.
• Units of Measure - used to select either of two system-defined base sets of units of measure: I-P
(Inch-Pound) or METRIC. See “Units of Measure” for a complete definition of these and other
user-defined sets of units of measure.
• Rates to be applied for evaluating costs of freight, taxes, contingencies, fee, and special charges.
The specification of the Project Title Data should be prepared and reviewed carefully. Special consideration
should be given to this data since it controls the content and numeric values of the entire project.
Country Base
Table T-1 illustrates the differences in style upon selection of the “country base.” The differences are
summarized in this table according to the hierarchy of the system; the tabulation does not imply relative
importance of each item.
Designation of the country base location is mandatory, as the country base defines the style of engineering,
materials selection and costs, and construction manpower and costs. Specifically, the country base location
defines:
• Base monetary unit (which may be redefined)

• Base set of units of measure (which may be redefined)
• Base indices for system costs of material, construction, design engineering, and construction management,
important for purposes of escalating an estimate
• Base construction manpower pool: crafts, productivity, wage rates, crew mix, work week, and shift work
(which may be adjusted to suit the actual manpower pool)
• Base of engineering: disciplines, wage rates, and expenses (which may be adjusted to reflect the rates,
productivities, etc. for the proposed scope of engineering)
• Base of design codes and installation standards and practices, e.g., vessel design, electrical power
distribution (which may be selected or adjusted).
Currency Base
The user-designated country base location implies a base monetary unit, e.g., Dollars for US, Pounds Sterling
for UK, Thousand Yen for JP. The user may define a currency unit for the estimate and provide a conversion
for the estimate currency relative to the base monetary unit. Once the currency base is defined by the user, all
user-entered costs, such as freight rates, ready-mix cost, wage rates, lump sum costs, and equipment or bulk
costs, are expected to be in the user-defined currency units. The system uses the user-defined currency and
conversion value to convert system-developed costs from the system monetary base to the user-defined currency.

Table T-1: System Default Values Affected by Selection of Country Base
Primary Effect of Selected Country Base
Item Description US Base UK Base JP Base
Base Monetary Unit U.S. Dollars Pounds Sterling Thousand Yen
Base Units of Measure I-P METRIC METRIC
Units of Measure revise I-P variable revise METRIC variable revise METRIC variable
System Base Indices US indices UK indices JP indices
Electrical Feeder Line Voltage 69 KV (60 HZ) 66 KV (50 HZ) 66 KV (50 HZ)
(and entire mode of distribution)
Pressure Vessel Design Code ASME BS5500 JIS

(materials and temperature (Section VIII,
/stress relationships Division 1)
Depth of Concrete Footings 48 INCHES [1200 MM] 36 INCHES [1000 MM] 36 INCHES [1000 MM]
Manpower pool; base of crafts, • Houston/Gulf Coast • Northwest UK • Tokyo, Japan

crew mix, productivity, • 1972-73 • 1979 • 1994
wage rates • 100,000 MHR • 100,000 MHR • 100,000 MHR
• Union • Site or Nat’l Agreement • Union
• 1 shift • 1 shift • 1 shift
• 40 hr. week • 40 hr. week • 40 hr. week
• Bonus
Project Schedule: duration adjusted US MHRS adjusted UK MHRS adjusted JP MHRS
Equipment Rental/Plant: US rates and selection UK rates and selection JP rates and selection
rental rates
Engineering Department: US base UK base JP base

base of disciplines, wage rates,
productivity, expenses
Prime Contractors: from adjusted US MHRS from adjusted UK MHRS from adjusted JP MHRS
construction overheads or user entry US indirect or user entry UK indirect or user entry UK indirect
rates rates rates
Contract fee Structure: costs reduced to $, costs reduced to £, costs reduced to Thou ¥,
based on costs reduced to base time US indirect rates UK indirect rates JP indirect rates
Power Distribution 60 HZ 50 HZ 50 HZ
MAIN distribution voltage 13.8 KV 11 KV 11 KV
UNIT voltage 4160 v 3300 v 3300 v
Wire types wire (trayed, or in multi-core cable (trayed multi-core cable (trayed
conduit) or armored or in conduit) or or in conduit) or
Wire size US wire gauge armored gauge in MM2 armored gauge in MM2
Process Equipment US cost models, UK cost models, JP cost models,

US base costs UK base costs JP base costs
Bulks: US cost models, US UK cost models, UK JP cost models, JP

piping, civil, steel, type descriptions, US type descriptions, UK type descriptions, JP
instrumentation, electrical, base costs base costs base costs
insulation, paint
User-specified supplemental cost none none none
Cross-Country Pipeline US cost models UK cost models JP cost models

US base costs UK base costs JP base costs

Cost Reporting: Currency and System Base Indices
Costs developed by the system without assistance of user-entered rates, costs, etc., are evaluated at the reported
values of the System Base Indices for the designated country base. See Indexing/Escalation Data.
Cost Reporting: Currency and Escalation
Costs provided by the user in the form of a cost, cost per unit, etc., are presumed to be in the user-defined
currency and valued at a point in time reflected by the user-specified values for the User Base Indices.
System-developed costs will be elevated from the system base to the user base condition by index ratio and
further escalated by escalation indices.
Units of Measure
The country base location, once designated by the user, implies a base set of units of measure, e.g., I-P for US,
METRIC for UK and JP. The user may reverse this choice or create a hybrid unit of measure, by defining the
variable to be revised, the label for the new unit of measure, and the conversion from old to new unit of measure.
The user is cautioned that such redefinition could have unpredictable downstream effects; for example, in
selection of plates, wire, tubing, pipe, etc.
Again, all user input is expected to be in the defined set of units of measure and all reporting by the system
conforms to the established set of units of measure.

Workforce
Two of the most significant variables that account for construction cost differences from one location to another
are the productivity of field manpower and the wage rates that prevail for each geographic area.
The system recognizes three country base locations — US, UK and JP. Upon selecting a country base location,
the user obtains a base set of crafts, wage rates, crew mixes, production rates, etc., for field manpower consistent
with the selected country base location.
The Workforce Data may be used to change the system base wage rates, workweek, and productivities. This
input can, therefore, be an effective tool in helping the user examine the effects of local field manpower on
prospective plant sites. In addition, modifications may be made to the system craft and crew mixes.
Multiple Workforces
In a prime contractor estimate, the system is limited to one set of wage rates, workweek and productivities (i.e.,
one workforce) per estimate. In a contracts case, however, the user may define up to nine different construction
workforces (CWF) in one project. This is accomplished by developing multiple sets of wage rates and
productivities with each set identified by a workforce reference number. This reference number is used in the
Contract Definition Data to indicate which workforce is assigned to each contractor.
Wage Rates/Productivity
There are two types of wage rate and productivity data:
• General data applicable to all crafts in the workforce

• Specific data by craft.
The general data may be used to globally set the wage rates and productivities of all crafts, either as a percentage
of some reference base or as a fixed rate. The reference base may be either the system base rates or the rates of
a previously defined workforce. These globally assigned rates may then be modified for individual crafts by
entering specific rate data for those crafts.
Example 1: Suppose workforce “1” is to be assigned wage rates that are 110% of the system base rates and a
productivity of 80% of the system base (the symbol “B” signifies the system base). Then the
general data would be coded as follows:
CWF =1
(ALL CRAFTS - % OF BASE)
BASE =B
WAGE RATE % = 110
PROD. % = 80
Example 2: Suppose workforce “2” is to be assigned wage rates that are 105% of the rates of workforce “1”
and a productivity equal to the system base (100%). Then a second set of general data would be
added as follows:
CWF =2
(ALL CRAFTS - % OF BASE)
BASE =1
WAGE RATE % = 105
PROD. % = 125

This would result in wage rates that are 110 x 105/100 = 115.5% of the system base and a
productivity that is 80 x 125/100 = 100% of the system base. Obviously, the same result could
have been obtained for workforce “2” by using the system base “B” as the referenced base, a
“WAGE RATE %” equal to 115.5 and a PROD. %” equal to 100.
Example 3: Suppose in workforce “2” Craft X (where X is the craft code) is to have a rate of $17.70 per
hour and a productivity of 75%. Then specific craft data would be added for workforce “2” with
the follow data:
CWF =2
(CRAFT WAGE RATES/PRODUCTIVITIES)
CRAFT CODE =X
WAGE RATE COST/MH = 17.50
PROD. % = 75
Example 4: Suppose workforce “3” is to be assigned a fixed wage rate and productivity for all crafts of
$12.00 per hour and 90%, respectively. Then a third set of general data would be coded as
follows:
CWF =3
(ALL CRAFTS - FIXED RATES)
WAGE RATE COST/MH = 12.00
PROD. % = 90
Again, exceptions could be made to the fixed rates for workforce “3” by entering specific data
for individual crafts.
Unless the user had adjusted indirects, the wage rate used in the estimate should be the actual unloaded cost (in
the user-defined currency) per man-hour for the craft, and should not include any fringe or burdens. Fringe
benefits, burdens, and other related construction overhead accounts are itemized and determined separately by
the system.
Data is available for deleting indirect costs from the estimate. This may be used if the wage rates are to be
considered all-inclusive rates, and separate calculation of indirect costs is unnecessary.
The wage rates for two general crafts are itemized separately. These are craft code 98 (Helper) and craft code
99 (Foreman). These two crafts are accorded special treatment because they appear in most crews, and their
wage rates and productivities are typically related to the crew in which they appear. Their wage rates may be
specified as either fixed rates or crew dependent rates. Their productivities, however, are determined by the
system and are a function of the crew productivity.
The user may enter one or more craft wage rates. Omitted rates are calculated by the system based upon a set of
system default values as tabulated elsewhere in the ICARUS Reference. The ultimate value used by the system is
determined by:
• The degree to which the user has provided craft rates

• The user-specified value of the Escalation and User Base Indices for Construction in the
Indexing/Escalation Data.
For instance, if a user has not submitted any Workforce Data, then the values for wage rates for all crafts are
based upon the system Base Wage Rates, subject to:
• Elevation to the user base of construction (UBI/SBI)

• Escalation (EI/UBI).
If, however, the user has specified one or more craft wage rates, those rates are taken by the system as valued at
the User Base Index and subject to escalation.

Example 5: To illustrate escalation, suppose the user entered a craft rate of 12.00 per hour and construction
indices of 1248 for escalation and 1200 for the base (see Indexing/Escalation Data). The system
considers the user rate at the user’s base index for “ACCUM” reporting and for “SPREAD”
reporting will figure an escalated rate of 12.00 x (1248/1200) = 12.48.
It should be noted that productivity is expressed as a percentage value; that is, 100 implies a base productivity.
A value of 50 implies a less effective workforce, thereby doubling the system-calculated base man-hours. A
value of 150 implies a more effective work force, thereby obtaining man-hours at two thirds (100/150) of the
system-calculated base man-hours. For a more detailed description of the base or norm productivity for each
craft, refer to the discussion of productivity provided later in this section.
Crew Mix Modifications
The system crew mixes may be modified using Crew Mix Data. This data enables the transfer of man-hours
from one craft to another. By manipulating crafts in this manner, a project may be modelled as an open or a
closed shop or some variation of the two. All or a portion of the man-hours in one craft may be transferred to
one or more other crafts. Man-hours may be deleted from the estimate by transferring them out of a craft and
by not indicating a second craft to which they are assigned. A useful example of this procedure is the removal of
crane operators from the estimate if the rental rates for cranes include operators.
Man-hours are transferred between crafts by indicating “FROM” which craft the man-hours are removed and
“TO” which craft they are added. The man-hours that will be transferred are only those initially assigned to the
craft by the system and not those previously assigned to the craft by the user through other Crew Mix Data.
Crafts 98 and 99 (Helper and Foreman) may be assigned man-hours from any other craft, but their man-hours
may not be assigned to any other single craft. If their man-hours are reassigned, they will be allotted to the
principal crafts in each crew. The principal crafts are indicated elsewhere in the ICARUS Reference. The
reason for this special condition is that these two crafts are composite crafts that appear in most crews, and to
allow their assignment to any single other craft would distort the consistency of many crews. For example, if
man-hours were transferred from Foreman to Pipefitter, then Pipefitter would appear incorrectly in every crew
which had contained a Foreman.
If multiple workforces are used, each workforce may be structured differently by providing the appropriate
man-hour transfers. If a workforce is defined as having wage rates and productivities at some percentage of a
previously defined workforce, it will also use the same crew mix modifications as that workforce. This may be
changed, however, by coding new crew mix modifications for the second workforce.
Craft Names
The name of any system base craft may be replaced by entering the craft code and the desired name. The system
base craft codes and craft names are listed elsewhere in the ICARUS Reference. In addition, a new craft may be
created by specifying a name for one of the blank craft codes. If, however, a new craft is created, it must be
assigned a wage rate and productivity and it must be assigned some man-hours from another craft. Only one set
of craft names may be defined per estimate (i.e., craft names may not be changed from one workforce to
another). It is not, however, necessary for all crafts to be used by all workforces.
Reports
Wage rates and productivity values, as adjusted, develop man-hours and manpower costs, craft by craft. Craft
man-hours and costs are reported against tasks performed in various system reports and summarized for the
project in the Field Manpower Summary.

Productivity Concepts
This section is devoted to a discussion of:
• How the system utilizes a user-specified productivity value

• The variables affecting productivity and their numeric evaluation.
The user may enter an all-crafts productivity figure and specific craft productivity. The all-crafts productivity
value, set at 100% by the system in the absence of a user entry, will be used to establish the productivity for any
and all user-omitted craft productivities. The all-crafts productivity will not be applied in any manner to user-
specified craft productivity
User-entered craft productivities should be considered as efficiencies, and man-hours developed by the system
to perform a specific task by that craft will be adjusted accordingly.
Example 6: Suppose at the system’s base, six hours of Craft A are required to set a vessel. If the
productivity of Craft A were entered as 50%, then the adjusted system value would be
(100/50) x 6 = 12 hours. Thus Craft A is 50% efficient compared to the system’s base.
Similarly, a craft productivity of 200% relative to the system’s base will indicate doubly
effective craftsmen and thus half the base man-hours.
A time-proven and extremely useful method of quantifying a complex subject such as field productivity is as
follows
• Establish a standard set of key variables and base conditions for each variable
• Evaluate, for each variable, the deviations expected for the actual conditions from the base conditions
• Combine the identified individual deviations, thereby forming an overall productivity relative to the base
conditions.
The five key productivity variables (PV) and their associated system-base definitions are:
PV1: Source of Manpower Pool, sometimes identical to location of construction site.

US Base - Houston/Gulf Coast, time period 1972-1973.
UK Base - Northwest UK, 1979.
JP Base - Japan.
Evaluation of deviation for other sources - area data sources.
PV2: Size of Project, as measured by total direct and subcontract field man-hours.
Base - Medium-size, 100,000 man-hours of field manpower.
Evaluation of deviation for other project sizes - change in productivity vs man-hours shown in
Figure W-1.
Figure W-1: Job Size Adjustment (PV2)

PV3: Mode of Manpower; closed or open shop.

US Base - Closed shop.
UK Base - Site or national agreement.
JP Base - Closed shop.
Evaluation of deviation - determined by construction site location and local conditions, effect of
site/national manpower agreements for the particular project.
PV4: Length of Work Week:

Base - 40-hour work week.
Evaluation of deviation - automatically evaluated by system based upon user work week input on
general Workforce Data, specifically through relationships shown in Figure W-2. The system value
may be offset by creating a value of PV4 sufficient to adjust the system value to the user’s desired
value.
Figure W-2: Productivity Versus Work Week (PV4) - First Shift
PV5: All Other Effects, such as general economy, work to be performed, kind of manpower, quality of
supervision, job conditions, weather, etc. Base - Reasonably average conditions, all other productivity
variables at their base value. Evaluations of deviations - Table W-1 and the following associated
discussion for this productivity variable.

Table W-1: Productivity Element Table (PV5)
Productivity Element Productivity (%)

Low Average High
50 85 100 115 140
1. General Economy Prosperous Normal Hard times

Local business trend Stimulated Normal Depressed
Construction volume High Normal Low
Unemployment Low Normal High
2. Amount of Work Extensive Average Limited

Site complexity Dense Average Sparse
Manual operations Extensive Average Limited
Mechanized operations Limited Average Extensive
3. Field Manpower Pool Poor Average Good

Training Poor Average Good
Wages Low Average High
Supply Scarce Normal Surplus
4. Field Manpower Supervision Poor Average Good

Training Poor Average Good
Wages Low Average High
Supply Scarce Normal Surplus
5. Job Conditions Poor Average Good

Management Poor Average Good
Materials and site Unfavorable Average Favorable
Required workmanship First rate Regular Passable
Length of operation Short Average Long
6. Weather Bad Fair Good

Precipitation Much Some Occasional
Cold Bitter Moderate Occasional
Heat Oppressive Moderate Occasional
7. Construction Equipment Poor Normal Good

Applicability Poor Normal Good
Condition Poor Fair Good
Maintenance and repairs Slow Average Quick
8. Delays Numerous Some Minimum

Job flexibility Poor Average Good
Equipment delivery Slow Normal Prompt
Expediting Poor Average Good
The overall productivity per craft or for all crafts is developed from the product of the individual deviations and
final conversion to a percentage figure:
Overall Productivity = PV1 x PV2 x PV3 x PV4 x PV5
In the reference charts and tables mentioned, productivity variables are each identified as a percentage deviation
from the system base of 100% for that variable.

In developing the overall productivity, each deviation should be reduced to a fraction by division
by 100, and the final resulting figure appropriately rounded to a significant value and then
converted to a percentage for entry in the data.
Productivity Variable: Other Effects - PV3
The Productivity Element Table (Table W-1) enables you to determine productivity for
proposed plant facilities over a wide range of working conditions and local restrictions.
Productivity deviation is classified into three basic ranges: low, average and high. The “low”
end of the range indicates an efficiency of 50% to 85%; “average” is indicated by an efficiency
of 85% to 115%; and the “high” end of the range is indicated by an efficiency of 115% to 140%.
These percentages are based on the amount of work a typical construction worker can be
expected to perform under a given set of conditions. Given ideal circumstances, a field crew
may achieve an approximation of 140% efficiency. In actual estimating, you should not count
on this high degree of productivity unless the operations in the project are highly mechanized. In
manual-operations such as bricklaying, pipe fitting, and insulating, for example, the scheduling
of high-range productivity may mean that the contractor will have to push field crews for
maximum production during the entire course of the projects.
In general, the productivity represented by this class of variables is a function of two major
factors: the present national economy and the specific local conditions under which the work is
to be accomplished for the project. The first major factor (present economy) directly affects the
productivity of the individual construction worker. In good times, when construction jobs are
plentiful and manpower is scarce, productivity usually decreases, resulting in increasing field
costs. In normal times, average productivity and costs are the rules. During depressions,
recessions or slumps in the economy, manpower becomes plentiful and more productive;
consequently, field costs decline. The Productivity Element Table (Table W-1) has been
assembled to reflect variables of major impact.
The second major factor (local conditions) affecting productivity relates more directly to the
project. It consists of the many variables that influence construction activity, such as the
character of the job site, volume of work to be performed, quantity of available manpower, and
other such unusual conditions as dense or sparse plot plans, etc. Each of these variables is listed
in the Productivity Element Table. You should review these variables, keeping in mind both the
existing and foreseeable conditions that will affect the proposed construction project. At the
same time, you must make an evaluation of the contractor as a productive unit to determine
potential performance under a given set of circumstances. A reasonable approach to obtain a
composite value of Productivity Variable 5 (PV5) is the averaging of the eight major categories
of individual elements in Table W-1.

Example 7: After studying a proposed project, a user arrived at the following values for individual categories
of productivity:
Productivity
Item Element Category Deviation, %
1 General economy 9
2 Amount of work 100
3 Manpower 75
4 Manpower supervision 100
5 Job conditions 110
6 Weather 90
7 Construction equipment 110
8 Delays 100
Total 765
The average value for productivity is the total divided by eight:
Productivity Variable (PV5) = 765/8 = 99.6%.
Example 8: Consider Example 7 to be extended to a revamp. Suppose the revamp requires twice the
man-hours of a normal grassroots project. Then, a large revamp project (assume a 90% Job Size
Productivity, Figure W-1) would be figured at a compounded effect: Productivity per
Productivity Element Table x Job Size Productivity x Revamp Productivity = .956 x .9 x .5 =
0.43 (43% productivity).
Example 9: Should but a small portion of the project be subject to revamp, that portion may be described as
one or more Areas or Sub-areas. In this example, the man-hours would be adjusted by 200%
values for the appropriate accounts using code of account indexing within the area. The
workforce productivities would, of course, be entered free of the revamp effect.
Work Item Concept
The work item concept, Figure W-3 relates manpower to materials installation requirements. The user may
recall the role of the Volumetric Model to generate a bill of material types and quantities. The role of the Work
Item Model is to develop crew requirements to accomplish the task of installing each item in the bill of
materials. Thus the Work Item Model, when applied to a particular task such as placing rebar (Figure W-4),
must develop a crew mix and man-hours for each craft.
Figure W-3: Typical Civil Tasks and Work Items

Figure W-4: Civil Work Items - Placing Reinforcing Steel and Wire Mesh
Adjustment for Craft Productivity
The system contains several hundred Work Item Models with base manpower requirements established for the
particular country base location. A user-entered craft productivity would be used to adjust the base man-hours
developed by the Work Item Models.
Adjustment for the Effective Hour
In the Work Item Models, when man-hours are assigned to crafts, consideration is made as to the reality of work
spread over a day rather than over a short time-measured duration. Thus system-base man-hours are actual
hours, based on a 42-minute hour, reflecting the time required to initiate the complete task. Should the project
be managed under a different working time, the productivity should be adjusted as in Figure W-5.

Figure W-5: Productivity Versus Working Minutes Per Hour
Adjustments for Work Week
The duration of the actual work week and number of shifts to be employed during construction may be defined
in the Workforce Data. Should the user’s schedule deviate from the 40-hour, 1-shift basis for Work Item
Models, the system makes an automatic adjustment to the Work Item-developed man-hours for each craft by the
relationship illustrated in Figure W-6.
Figure W-6: Job Duration Versus Work Week

Engineering
The project scope is analyzed by the system’s engineering model to determine man-hours and costs for design
engineering, procurement and construction supervision. The system-calculated values for engineering may be
adjusted by using the Engineering Data. This data allows input modifications/adjustments at two levels:
• An entire phase of engineering

• A particular discipline within a phase.
The system’s engineering model may be modified by specifying total man-hours and cost or by specifying a
proportional adjustment to system-calculated man-hours.
The Engineering Drawings Data may be used to modify the Basic and Detail Engineering phases by specifying
adjustments to the number and type of drawings produced. This data may also be used to add a lump sum of
engineering hours for special drawings or specific tasks, such as small scale models, which are not provided by
the system.
Definitions of the task and work products considered for each engineering phase are presented in Table EN-1.
Prime Contractor Engineering
The system’s Prime Contractors engineering account includes four major categories or phases:
• Basic engineering
• Detail engineering
• Procurement
• Home office construction services.
Field supervision and project start-up are affiliated with engineering activities and are discussed later; these are,
however, considered to be construction overhead items and are reported as contributions to the system’s
construction overhead account.
Because of the turnkey nature of the Prime Contractor mode, the Engineering Management and Construction
Management phases are inappropriate, and these phases are excluded from Prime Contractor estimates.
Contracts - Assignment of Engineering
By use of the Contracts Description and Scope Data, each phase of engineering may be assigned to a different
contract or to the owner. Moreover, each phase may be split between multiple engineering contracts according
to unit area. In addition, the Contracts feature allows two optional phases of supervision to be assigned:
• Engineering Management
• Construction Management.

Engineering Workforce (EWF)
When contracts have been specified, the user may create multiple engineering workforces (EWF). The system
uses the concept of an Engineering Work Force (EWF) in order to allow the user the flexibility of specifying
different adjustments (e.g., hourly rates), for different engineering contractors. Each contract can be
cross-referenced to a particular EWF (see Contract Description). An EWF is, in effect, a description of a work
force resulting from a combination of user-specified and system default values for hourly rates, productivity, and
indirect costs. Up to 9 EWF sets may be created. An EWF set will not be used by the system unless it is
referenced by a contract that has been assigned an engineering scope of work.
It is not necessary to define multiple engineering workforces for the contracts mode; however, if used, the EWF
numbers must be referenced by all engineering contracts.
The EWF serves no purpose for estimates in the Prime Contractor mode (since only one work force is possible).
Phase Adjustments
The user may specify both the total man-hours and cost for an entire phase, however, if one is specified, the
other is also required. When these totals have been specified for a phase, any subsidiary data for that phase will
not be used by the system.
A percentage adjustment to an entire phase should be considered as an adjustment to the scope of the estimate,
rather than a productivity adjustment. The change will be reflected in the quantity of work performed, e.g., the
drawing count and other tasks listed in Table EN-1, with a corresponding change in man-hours.
An adjustment by phase is convenient way to allow for project complexity, (see Table EN-2), but an adjustment
by discipline, which does not affect the drawing count, may be preferable.
The user may set the appropriate profile for payroll burdens, indirects, and expenses. If contracts are specified,
this information could also be provided as part of the Contract Description.
Only one Engineering by Phase set of data is used per phase and EWF combination. If global (i.e., phase = *)
Engineering by Phase Data are used, however, additional Engineering by Phase data may be subsequently added
to adjust individual phases separately.
Discipline Adjustments
Adjustments by discipline will not affect the number of drawings in the estimate and should appropriately be
considered as productivity or complexity adjustments.
The user may combine phase and discipline percentage adjustments, thereby changing both the number of
drawings and the man-hours. In this case, the overall effect is a compounding of the adjustments, since new
productivity is calculated based on the new scope of work.
Engineering Reports
If the Engineering report option is selected in the Project Title Data, detailed reports will be provided for each
phase calculated. If a total cost is specified for any phase, that total will appear on a summary report, and the
detailed report normally prepared for that phase will not be provided.

Table EN-1: Engineering Accounts - Tasks and Work Products
BASIC ENGINEERING: Includes engineering and drafting for the following items:
• Project and Process Scope Definition • Electrical One-Line Diagram

• Process Flow Diagram • Electrical System Distribution
• Heat and Material Balances • Equipment Specifications
• Equipment Process Data Sheets and Requisitions • Job Specifications
• Long-Lead Equipment Purchase/Commitment • Overall Facilities Plot Plans
• Equipment Lists • Site Location Plot Plans

• Piping and Instrumentation Diagrams • Area Equipment Arrangements
• Control System Vendor Selection • Fire Protection and Safety Systems
• Interconnecting Piping Diagrams • Environmental Data
• Utility Process Flow Diagrams • Building and Enclosure Requirements
• Utility Balance • Comparative Economic Evaluations

• Utility Piping and Instrumentation Diagrams • Documentation
• Early Scheduling
DETAIL ENGINEERING - Includes engineering and drafting for the following items
• Equipment • Civil
Review Vendor Design Equipment Foundation Drawings

Steelwork Foundation Drawings
• Piping Area Paving Drawings
Misc. Concrete, Supports, Etc.
Piping Arrangements Underground Piping Drawings
Piping Isometrics Structural Steel Plans and Elevations
Pipe Support Ladder and Platform Details
Steam Tracing Drawings Grating Drawings
Piping Text Schedules
• Buildings and Enclosures
• Instrumentation
Building Arrangement Plans and Elevations
Instrument Location Drawings Architectural Details
Cable Schedules
Instrumentation Schematics & Connection Diagrams • General Facility Requirements
Instrument Loop Diagrams
Control Room/Console Design Facility Plot Plans
Area Equipment Layouts
• Electrical Site Preparation Plans, Details
One-Line Diagrams • Other Job Requirements

Electrical Schematics
Substation Layout Drawings Cost Estimation
Power Distribution Planning and Scheduling
Lighting Material Takeoffs
Tracing Equipment, Line Lists
Project Operations and Start-Up Manual
(continued)

Table EN-1: Engineering Accounts - Tasks and Work Products (continued)
PROCUREMENT - Includes all in-country purchasing, inspection, and expediting. International purchasing and
shipping administration costs are not included. Requisitioning and technical review are included in Basic or Detail
Engineering.
ENGINEERING MANAGEMENT - Client liaison and design coordination for projects with multiple design
contractors.
HOME OFFICE CONSTRUCTION SERVICES - Includes costs for construction department, cost control,
construction planning and scheduling, industrial relations and administration, subcontract administration,
construction cost engineering, and drafting.
FIELD OFFICE CONSTRUCTION SUPERVISION - Includes costs for project superintendent, site engineers,
subcontract coordination, planning and scheduling, safety and medical, field engineering, field drafting, and
construction accounting.
CONSTRUCTION MANAGEMENT - An independent, client- appointed, organization responsible for overall

construction budget and schedule monitoring, inspection for contract and specifications compliance, subcontract
coordination.
SUPPORT PERSONNEL - Includes costs for secretarial, clerical, administrative, and accounting support in each
engineering category.
INDIRECTS - Includes rent, heat, electricity, and other operating expenses not specifically covered in other
accounts in each engineering category.
PAYROLL BURDENS - Includes the following:
For US country base - mandatory contributions to vacations, holidays, workmen’s compensation, social security,
and unemployment insurance in each engineering category.
For UK country base - mandatory contributions for National Insurance, pensions in each engineering category.
ENGINEERING AND MISCELLANEOUS EXPENSES - Includes cost of reproduction, communication (telephone,

telex, and postage), travel, and computer services in each engineering category.
PROJECT START-UP - Includes costs for instrument calibration, plant commissioning, start-up, as well as
guarantees and performance tests.
Prime Contractor Engineering
If the Engineering report option is not selected, only an Engineering Summary report is provided, illustrating
total hours and costs for Basic, Detail, Procurement, and Home Office Construction Services. Field Office
Supervision and Start-up are summarized on the Construction Overhead Cost report.
Contracts Engineering
Detailed reports are included with the reports for each contract, where applicable, when the Engineering report
option is selected.
The Engineering Summary for each contract is part of the Contract Data Sheet.
Construction Management will not be developed by the system unless assigned to a specific contractor (see
Contract Scope - Engineering Data). The system-calculated man-hours would then be based on the scope of
work for all construction contracts to be managed.

Table EN-2: Plant Complexity - Guidelines for Adjusting Basic and Detail Engineering Man-Hours
PLANT COMPLEXITY - Guidelines for Adjusting Basic and Detail Man-Hours
Suggested Percent
Adjustment to
Engineering Man-hours
Basic Detail Typical Facility Type
48 60 Storage Facilities
Gas/Oil Separation Facilities
Pipelines
60 70 Mining Facilities
Ore Processing Facilities
84 90 Basic Chemical Manufacturing

Ambient Temperature and Pressure Processes
100 100 Typical Petrochemical/Refinery Facilities

Municipal Sewage Treatment Facilities
Industrial Wastewater Treatment Facilities
120 125 Organic Chemical Manufacturing

Vacuum Processes
Cryogenic Processes
High Pressure/High Temperature Processes
140 150 Coal Gasification/Liquification Facilities

Specialized Polymer Production Facilities
160 175 Pharmaceutical Facilities

Specialty Food Processing Facilities
200 200 Coal Gasification/Liquification Pilot Facilities

High Temperature/High Pressure Pilot Facilities
Engineering Management will not be developed by the system unless assigned to a specific contractor (see
Contract Scope - Engineering Data) and all man-hours are specified in the Engineering Data. The system will
not develop man-hours for Engineering Management.
The Engineering Organization
Engineering costs may be affected not only by the scope of the project and its complexity, but also by the size
and nature of the engineering organization assigned to execute the design and procurement phases of the project.
As engineering man-hours, costs, and calendar time comprise a large proportion of the total project effort, it is
important that the user consider the nature of the organization(s) assigned to perform the various phases of
engineering. The system evaluates engineering man-hours and costs based upon the user’s project scope
definitions, as if performed in-country by a large national or international engineering organization for a large-
scale project. An expanded discussion of project types and guidelines for adjusting from a large-scale project/
large contractor basis to the user’s project requirements is follows.

Adjustments to Engineering Costs
Engineering costs may be affected not only by project size and complexity (see Table EN-2), but also by the size
of the engineering organization executing the design and procurement phases of the project. In order to illustrate
the effect of organization size, three guideline categories are defined:
Small - 100 to 400 employees, performing smaller, local projects to less than US $50 [PS25] million total
installed cost (TIC).
Medium - 300 to 750 employees, performing fairly large national projects of $50-500 [PS25-250] million
TIC.
Large - over 600 employees, performing large and very large national or international projects of greater
than $50 [PS 25] million TIC. (The system basis is in-country design and procurement by a large
engineering contractor.)
For the purpose of estimating, the three categories generally are defined with the following characteristics:
Small organizations, under normal marketing conditions, pay slightly less in salaries, offer slightly less in fringe
benefits, and yet have higher productivity for a number of reasons. Work volume is typically steadier, staff
turn-over lower, and time management more effective than in larger design groups because problems are less
likely to be obscured by the volume of work and the number of people involved. Staff are productive since their
work is highly visible, projects are rarely very complex and the effects of changes are minimized because of ease
of communication within the group. However, working conditions and limited equipment/systems may be a
drawback. Such organizations tend to use less specialists in scheduling and estimating; instead the project
manager may develop his own barcharts, while project engineers may handle all estimating except for take-offs.
Overhead costs are reduced by lower real estate and office equipment expenses. While ideally structured for a
certain project size and complexity, small organizations will usually be unable to quickly staff larger, fast-
tracked projects or meet the technical needs of complex projects. It should be noted, however, that many larger
organizations currently maintain a specialized small projects group, with the benefits of economy and flexibility.
Medium-sized, national engineering companies are generally very close to the large organizations in terms of
adjustments to engineering cost estimation, except in the areas of overhead costs for maintaining under-utilized
office space and key staff, and productivity advantages derived from low staff turn-over and centralized
engineering offices. Productivities may further improve if the company tends to specialize in certain kinds of
work. Salaries will be the same or slightly less than paid by the largest companies.
Large organizations are accustomed to maintaining excess capacity in terms of offices and staff in order to be
responsive to the client’s needs on large projects, and this naturally carries a price reflected in overhead costs.
Productivity will generally be dependent upon project size, time constraints and project definition. The largest
projects also often cause unusually high project management and procurement costs due to complex contracting
procedures and exacting approval cycles. Note that the system does not currently allow for worldwide
procurement of equipment or materials, nor for overseas expediting and ocean freight.
Evaluation of these effects for each project is a matter of estimating judgement. Different engineering
organizations can be characterized, phase-by-phase, as illustrated in the following table. The use of engineering
adjustments is strongly recommended, since few other elements of a project comprise as large a proportion of
the total project costs as does engineering.
The following table demonstrates how the appropriate adjustments for different sizes of engineering
organizations may be represented to the system.

Adjustment to:
Size of Organization Phase Discipline Adjustment Item Adjustment Range
** Operating Costs **
Small (on local projects) All na % rates 85-95

na % indirects 55-65
na % expenses 0 (incl.)
Medium (on national All na % rates 90-100

projects) na % indirects 65-75
Basic na % expenses 6-8
Detail na % expenses 6-8
Large (for worldwide Procurement na % expenses 50-100

procurement)
** Man-Hours **
Small (on local projects) Basic All % man-hours 85-90

01 % man-hours 95-100
14 % man-hours 0
15 % man-hours 50
Detail All % man-hours 80-85
01 % man-hours 95-105
14 % man-hours 0
15 % man-hours 50
Procurement 01 % man-hours 90-95
Home Office All % man-hours 50-70
03 % man-hours 0
04 % man-hours 0
07 % man-hours 0
Field Office All % man-hours 60-80
13 % man-hours 0
15 % man-hours 0
16 % man-hours 0
Medium (on national Basic All % man-hours 90-100

projects) Detail All % man-hours 85-95
Procurement 01 % man-hours 95-100
Home Office All % man-hours 85-95
Field Office All % man-hours 85-100
Large (for worldwide Procurement All % man-hours 150-200

procurement)

General Instructions : SPAN* Users Only
Since only four activity groups have been reserved for each account in the SPAN* network, no more than four
user-specified drawing types should be added to any one major account (piping, civil, etc.). User drawings in
excess of four per account will not be passed from the estimate into the network.
*SPAN is a Proprietary Mark of ICARUS Corporation.

Construction Overhead - Prime Contractor Basis
The information in this section applies only to estimates prepared on a prime contractor reporting basis. If the
project estimate require contracts based on reporting, the procedures of this section are bypassed.
Construction overhead includes field manpower fringe benefits, associated burdens, small tools, temporary
facilities, field services, construction equipment rental and miscellaneous overhead expenses. The construction
overhead data can be used to adjust any of the values within the construction overhead accounts. The user may
adjust each account by specifying the cost in the user-defined currency units or as a percentage of the direct field
manpower cost. Note that the user-defined costs are presumed to be referenced to a time frame denoted by the
User Base Construction Index. Costs are subject to escalation.
The following table includes a description of the overhead accounts.

Description of Overhead Accounts
Project Costs:
Engineering General and Administrative overhead costs for engineering (basic, detail, procurement,
engineering management, home office construction services and construction management)
performed under this contract, as a percent or lump sum of engineering discipline costs, payroll
burdens and other indirects and expenses. The fee for engineering performed under this
contract, as a percentage of engineering and G&A costs.
Construction General and Administrative overhead costs for construction performed under this contact, as a
Overhead & Fees percentage or lump sum of construction costs (direct field manpower, construction equipment
rental, field supervision and other indirects). The fee for construction performed under this
contract, as a percentage or lump sum of construction and G&A costs.
Contingency The contingency for materials purchased under this contract, as a percentage of cost of
materials, G&A and fee.
Indirects:
Fringe Benefits Prime contractor’s contribution to vacations, holidays, sick leave, retirement, health insurance,
etc.
Burdens
US Country Base Prime contractor’s mandatory contributions for Federal Social Security (FICA), Federal
Unemployment Insurance (FUI), Workmen’s Compensation and State Unemployment
Insurance (SUI).
UK Country Base Prime contractor’s mandatory contributions for National Insurance.
Consumables/
Small Tools Includes small tools and consumable materials.
Miscellaneous
(Insurance, Safety, etc.) Includes job cleanup costs, watchmen, construction equipment servicing and handling, public
liability, public damage, automobile and all-risk insurance, warehousing and nonproductive field
manpower.
Scaffolding Includes all scaffolding, except as required for assembly and/or field erection by vendor.
Vendor
Representatives Includes travel and subsistence as well as average rates for vendor field representatives.
Field Services Includes medical, first aid, transportation, weld tests and welding supplies.
Construction Rental
Equipment Construction rental equipment costs.
Temporary Construction
and Utilities Cost of temporary sanitary and shelter facilities, roadways, rigging, utilities and fencing.
Mobilization/
Demobilization Cost of construction equipment handling and transport to and from jobsite.
Catering/
Accommodations Includes all catering and accommodations for all field personnel at site.
Travel Includes all travel and subsistence when required.

Contracts: Description/Scope
The contracts feature provides the user with the means of:
• Describing the desired owner-contractor relationships and scopes of effort to prevail during the course of
the proposed project.
• Obtaining detailed estimates of the cost-to-construct for the project, the owner and each contractor in turn,
with each estimate reflecting the tiered nature of contracts, scope of effort, and individual contractors’ costs
of “doing business”.
In this section, the term “owner” is used to identify the “one” or “Number 01” contract at the top of the tier of
contracts. The “owner”, whether operating company or contractor, is the focal point for payment of all contract
costs relative to the project. An operating company preparing an estimate of the cost-to-construct might
designate itself as the owner for purposes of evaluating bid package proposals and the total cost of the project.
Or, a contractor might designate itself the owner when preparing a client bid.
Organizations providing services directly to another organization are termed contractors, or, if indirectly through
another contractor, are termed subcontractors.
Prime Contractor Basis: Default Condition (Contracts Not Defined)
In the absence of contract descriptions the system will revert to its standard reporting method. That is, all costs
and cost structures will be on a Prime Contractor basis. Engineering, materials, and construction will be charged
to the Prime Contractor and reported in a single summary report.
Within the Prime Contractor basis of reporting, subcontracting is limited to individual bulk accounts for
designated Unit Areas and site development, all under nonadjustable cost structures. The contracts feature of
this section relieves these constraints.
Contract Definition - Description and Scope
Two sets of contract information must be assembled. The Contract Description Data and the Contract Scope
Data provide the means of assembling this information.
Contract Description
The contract description must be provided for each contract and is assembled in the Contract Description Data.
The contract description includes:
• Characteristic name or title, for reporting purposes
• Reference number of contract, to identify the contract and chain of responsibility
• To whom responsible, via contract reference number
• Contract overheads to be applied (G&A, fee, contingency) for -

- engineering
- materials
- construction
• Charge for handling subcontracts

• Field indirects, in lieu of the Indirect Data, see Construction Overhead - Prime Contractor Basis Data
• Equipment rental
• Definition of the engineering workforce (EWF) to be used for each engineering contract. Adjustments to
wages, man-hours and overheads for the desired EWF are made using Engineering Data.
• Definition of the construction workforce (CWF) to be used for each contract. Adjustments to wages,
productivity and crafts for the desired CWF are made in the Workforce Data.
The second set of contract information is entered in the Contract Scope Data. Contract Scope Data describes the
scope of each contract for:
• Phase of engineering, which may be allocated to areas (Unit Areas):

- basic engineering
- detail engineering and procurement
- engineering management (optional)
- construction management (optional)
- start up.
• Materials and/or construction (installation) within defined areas (Unit Areas) and covering or excluding
items or tasks in the following categories as defined by the code of accounts:
- equipment
- piping
- civil
- steel
- instrumentation
- electrical
- insulation
- paint.
Contracts - Concepts
By the very nature of contracts and this contracts feature, costs of engineering, materials, and construction are
assigned to that contact bearing the scope responsibility. Contract Scope Data forms a contract set (CONSET)
and is used to assign scope responsibilities. The function of the CONSET is to define a framework of contract
responsibilities for engineering, materials, and construction. This framework may be detailed down to the phase
level for engineering, and to the code of account (COA) level for materials and construction. The CONSET
number which identifies this framework may then be indicated in the following project areas to designate
responsibility:
• Unit areas
• Power Distribution items
• Process Control Centers or Operator Centers
• Site Development items (project-level only).
Multiple CONSETS would be required only where different frameworks of responsibility exist; for instance,
varying by area or groups of areas.
The responsibilities of a contract for materials purchasing and construction are defined first for each major
account, i.e., equipment, piping, etc., then by COA exception. Materials contract responsibilities are for
payment for materials, but not procurement. The responsible purchasing contractor is defined for each major
account. Construction contract responsibilities include field manpower, equipment rental, field supervision, and
home office construction services. The responsible construction contractor is identified for each major account.

Contract exceptions are defined for materials and construction by identifying the contract (contract number)
responsibility by the code of account (COA).
Owner-contract-subcontract responsibilities are identified by the system based upon the user’s assignment of
contract numbers. The owner is always assigned contract reference number “01”. Contractors directly
responsible to the owner would be assigned contract numbers such as “02”, “03”, etc. To identify the chain of
responsibility, a “contracted-by” reference number is required. Thus “02” is responsible to “01”. Should a
subcontractor to “02” be desired and identified as contractor number “13”, the chain would be: “13” is
responsible to “02”. These reference numbers are assigned as part of the contract description.
Contracts - Cost Elements
Table CDS-1 illustrates the principal cost elements of a contract; each will be discussed in turn relative to the
manner of evaluation and adjustment.
Table CDS-1: Cost Components of Contract Elements
Class of Expenditures
Construction
Design Eng’g All

Data Type & Procurement Materials Manpower Indirects Subcontracts
Engineering Basic, Detail, Start-up

Procurement Mgt.,
Construction
Mgt. na na na
--------- ------
G&A, Fee, G&A, Fee,

Contingency Contingency
Purchasing Equipment Freight,

and Bulks Taxes
na ------ na ------ na
G&A, Fee, G&A, Fee, (1)

Contingency Contingency
Installation Home Office Manpower Field Indirects,

Construction na to Instal Field na
Services Supervision
--------- ----- ------- (1)
G&A, Fee, G&A, Fee, G&A, Fee,

Contingency Contingency Contingency
na = not applicable
(1) = Subcontract costs are allocated to each contractor based on the contract hierarchy established.

Overheads, fee, and contingency are added to the direct costs to develop the contract total for each category.
Contract costs are then charged to the responsible contract higher in the chain as a subcontract with attendant
handling
charge.
Contract Engineering and Procurement
Each phase of contract engineering:
• Basic
• Detail (with procurement)
• Engineering management
• Construction Management
• Start-up
is considered assignable to an individual contract. Work efforts within a phase may be split among several
contracts. A contract may cover one or more phases for the entire project. Contracts must be assigned for basic,
detail, and start-up. If construction management is not assigned, construction management will not be included
in the estimate. If engineering management is not assigned and the required man-hours and cost have not been
specified by the user, engineering management will not be included in the estimate.
Note that the procurement effort for materials and equipment is not assigned by the user, but follows the detail
engineering assignment automatically. The procurement effort for subcontracts is automatically assigned to the
responsible contract.
Similarly, home office construction services and field office supervision are not assigned by the user, but follow
the construction assignment. However, these costs are adjustable by the user via Engineering Data.
Discipline man-hours are evaluated by the system using engineering models for equipment, unit bulk items, area
and project bulks, and site development for the above categories in the same manner as for Prime Contractor
reporting (construction management excluded). For contract engineering, the system uses the Engineering Data
to define the engineering workforce (EWF). An engineering contract is cross-referenced to an EWF, and
discipline and phase adjustments are made in the Engineering Data.
Engineering discipline costs (product of man-hours x wage rate for each discipline) are combined with user-
specified or system default values for payroll burdens, office indirects, and miscellaneous expenses. The
contract total is evaluated upon considering G&A, fee, and contingency as described later in this section as
Contract Overheads.
Materials
A materials contract consists of payment for materials, subcontracts, freight, and taxes. General and
administrative costs (G&A), fee and contingency specific to each contract are combined with these material
costs to form the contract total.
The system generates material types, quantities, and costs based upon Equipment Models and Volumetric
Models. Material costs are established by the system through the appropriate country base of costs, adjusted for
escalation and indexing and any other material adjustments, and converted to the user’s country base.
Each contract assigned the responsibility for materials is charged with payment for those materials.
The total material cost is reported in the contract summary as the cost of materials, including freight and taxes,
for construction. Detail reports identify the contract responsibility for materials.

Construction Contracts
A construction contract consists of the following classes of expenditure:
• Construction:
- direct field manpower
- field supervision
- G&A, fee, contingency.
• Construction Supervision:
- home office construction services
- field supervision
- G&A, fee, contingency.
Each of these classes is described in detail below. G&A, fee and contingency are covered below under Contract
Overheads.
Construction - Direct Field Manpower
The system develops crew mix, man-hours and construction equipment requirements from Work Item Models
for equipment, unit and area bulks, and site development. These values and user-entered man-hours are
combined with the appropriate craft wage rates to obtain manpower costs.
Construction - Field-erected Vessels
A special contracts feature may be used to change the way the system reports manpower for field-erected storage
vessels.
The system will normally include the cost of field-erection (materials and manpower) as part of the purchased
equipment cost of a field-erected storage tank. The user may then only adjust the overall equipment cost, but
will not have the opportunity to adjust manpower (such as wages, productivity, burdens). In fact, the manpower
would be considered to be the equipment vendor’s manpower and not subject to adjustments pertinent to the
materials contractor.
However, if the user includes an installation assignment to designate a specific contract for code of account 121
(or the equivalent new COA, the system will then consider all field-erected storage vessels (within the area
specified), as being installed by direct manpower and consequently the particular designated contract
adjustments for manpower will be observed. Note that this must be done specifically for the indicated COA
only, not as part of a range.
In the absence of an installation assignment designating a contract for this specific code of account, the costs for
field-erection vessels would be charged as a material cost to the contract responsible for equipment purchase.
Construction - Field Indirects
An equipment rental estimate is developed for each construction contract based upon rental items developed
from Work Item Models. In determining equipment rental rates and rental durations, the system uses a contract
duration based upon the user’s defined schedule or a system-developed schedule. The value for contract
equipment rental is adjustable in terms of rental rates. Should the user wish to enter a lump sum cost or take
equipment rental as a fraction of manpower costs, the user-specified value will prevail over the system-
calculated figures.

Other field indirect costs such as fringe benefits, burdens, travel, consumables, scaffolding, field services,
temporary construction and utilities, and miscellaneous items may be specified relative to direct field manpower.
Costs of vendor representatives, mobilization/demobilization, catering and accommodation, and any special
items may be specified as lump sum costs. Should a single value for field indirect costs be entered, this value
will prevail for field indirects over any other user-specified or system-developed field indirect category value.
Construction - Field Supervision
Field supervision is estimated for each construction contract based upon the direct field manpower requirements
and contract duration in the same manner as for Prime Contractor reporting. Payroll burdens, indirects, and
miscellaneous expenses are evaluated and added to the supervision cost, thus arriving at the total cost for field
supervision - classed as a construction field indirect cost.
Construction - Home Office Construction Services
Home office construction services cost is estimated in the same manner as field supervision. Man-hour
requirements (tied to contract duration and field requirements) are combined with appropriate discipline rates to
develop direct discipline costs. The payroll burdens, indirects, and miscellaneous expenses are added to
develop the total cost. Associated costs for G&A, fee, and contingency are applied as described below.
Contract Overheads
The overheads:
• General and administrative costs (G&A)

• Fee
• Contingency
are part of the user’s contract description or are evaluated through system default procedures. These overheads
are applied and reported against costs in the following categories:
• Design (engineering and procurement, including home office construction services)

• Materials
• Construction.
General and administrative costs are evaluated as a percentage of direct and indirect costs.
Contract fee percentages are calculated by the system as a function of the total cost of the scope of effort:
directs, indirects, and G&A. Figure CDS-1 and the example below illustrate the method used by the system to
develop a fee. The fee is determined by the phase (engineering, materials, construction) and extent (total cost)
of each phase. The total cost of directs, indirects, and G&A is reduced by the Escalation Index to a graph base.
The fee percentage obtained from Figure CDS-1 using this reduced cost is applied to the phase total cost.
For example, suppose (1) a US country base is chosen and all costs are in US Dollars, (2) the System Base Index
for all costs is set and tabulated (see Indexing/Escalation Data) at “1200,” (3) the user has indicated a
requirement for 21% escalation from the base by entering 1.21 x 1200 = 1452, and (4) the system has arrived at
an escalated total cost for construction directs, indirects, and G&A of $290,400. The system would develop a
reduced total cost of $290,400/(1452)=200. Applying this value to Figure CDS-1, the curve for construction
would be used to obtain the fee percentage (11.1% for construction) applied to the $290,400 figure. The user of
another country base location and currency would use the appropriate country base scale and currency
conversion to use Figure CDS-1; the system would perform these conversions automatically.

Contingency may be adjusted by the user on a contract basis or on a project basis.
A fee for handling other contracts is determined by the percentage of the value of contracts handled.
The above individual fee categories are disregarded should the user enter a single lump sum fee for the contract.
Contracts - Impact Upon Other User Input
The use of the contracts feature has a significant impact on other user input. The interrelationships between
contract definitions and other system data are described in each section of this document so affected.
Figure CDS-1: System Calculated Fee Percentage to be Applied to Total Cost of Directs, Indirects, and
Overheads for Engineering (Curve E), Materials (Curve M), and Construction (Curve C).
Note: The user should use the appropriate country base location scale and Escalation Index and should apply
the appropriate currency conversion to enter this chart. The system will perform this calculation in
normal fashion.

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36

ICARUS Systems are Based on Craft Labor .................................. 36-8

How Questimate Develops Material Costs .................................... 36-9

Project Schedule ................................................................................ 36-10

Process Control ................................................................................. 36-14

Overview of System Input Specifications for Power

Power Distribution ........................................................................... 36-29

Project Definition .............................................................................. 36-37

Workforce ........................................................................................... 36-40

Engineering ........................................................................................ 36-50

Construction Overhead - Prime Contractor Basis ...................... 36-58

G3 © ICARUS Corporation, 1998.

© ICARUS Corporation, 1998. G3

Reasons for Areas

Areas are defined for the following reasons:

• Contractor assignments: As contractors and contractors’ scope of work (CONSETs) are

G3 © ICARUS Corporation, 1998.

• On-Grade (with or without concrete pad)

• Existing Open-Steel (EX-OPEN)

- Cylindrical 1-bay cold box

© ICARUS Corporation, 1998. G3

All others (pumps, etc.) No or N/A No or N/A

Default Area Bulks

Area Area Types

Area Lighting & Grounding X X X X X

Open Steel Structure X

G3 © ICARUS Corporation, 1998.

3.) The final cutoff length is calculated:

- EQPIPELEN=0.5*(Area Pipe Envelope L+W+H)

b) Then area spec for Maximum Pipe Length is applied.

© ICARUS Corporation, 1998. G3

• Electrical cable run lengths

• Instrument signal wiring or tubing lengths

G3 © ICARUS Corporation, 1998.

ICARUS Systems are Based on Craft Labor

For example, a skid fabrication shop might be represented as follows:

© ICARUS Corporation, 1998. G3

How Questimate Develops Material Costs

General Data Defined

Code of Accounts Indexing:

Project Component Specs

Project Component &

Final reported value

G3 © ICARUS Corporation, 1998.

The schedule information may be reported in three different ways:

© ICARUS Corporation, 1998. G3

Equipment Fabricate/Ship Items

Table PS-1: Equipment Procurement Lead Times

1. No user adjustments available.

G3 © ICARUS Corporation, 1998.

Barchart Report Format

System Summary Bars

Fabricate and Ship Weeks

Impacting the Project Schedule

• Dates and durations for design engineering

© ICARUS Corporation, 1998. G3

Equipment Procurement Schematic

Specs Prepare Obtain Tab and Reissue

Issue Receive Review Fabricate Equipment

(MH) 0-8 WKS (2) (MH) 10-32 WKS (2)

(1) - Receive quotations. A delay of 2 - 6 weeks, which varies by equipment class.

(2) - These durations vary by equipment

The following items have an impact on the project schedule:

G3 © ICARUS Corporation, 1998.