COST ESTIMATING MANUAL
CHEVRON RESEARCH AND TECHNOLOGY COMPANY
RICHMOND, CA
December 1998
Manual sponsor:
For information or help regarding this manual, contact Daniel E. Moore
at (925) 842-2120
Printing History
Cost Estimating Manual
First Edition
Second Edition
Third Edition
Fourth Edition
April 1995
November 1997
June 1998
December 1998
Restricted Material
Technical Memorandum
This material is transmitted subject to the Export Control Laws of the
United States Department of Commerce for technical data. Furthermore,
you hereby assure us that the material transmitted herewith shall not be
exported or re-exported by you in violation of these export controls.
The information in this Manual has been jointly developed by Chevron Corporation and its Operating
Companies. The Manual has been written to assist Chevron personnel in their work; as such, it may be
interpreted and used as seen fit by operating management.
Copyright 1989, 1990, 1992, 1995, 1997, 1998 CHEVRON CORPORATION. All rights reserved. This
document contains proprietary information for use by Chevron Corporation, its subsidiaries, and affiliates. All other uses require written permission.
Cost Estimating Manual
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December 1998
List of Current Pages
Cost Estimating Manual
The following list shows publication or revision dates for the contents of this manual. To verify that your
manual contains current material, check the sections in question with the list below. If your copy is not
current, contact the Technical Standards Team, Chevron Research and Technology Company, Richmond,
CA (510) 242-7241.
Section
Title Page
Front Matter
Table of Contents
Section 50 (Preface)
Section 100
Section 101
Section 102
Section 103
Section 104
Section 105
Section 200
Section 201
Section 202
Section 203
Section 204
Section 205
Section 206
Section 210
Section 211
Section 212
Section 220
Section 221
Section 222
Section 223
Section 224
Section 300
Section 301
Section 302
Section 303
Section 304
Section 305
Date
December 1998
December 1998
April 1995
April 1997
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
December 1996
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
December 1998
April 1995
April 1995
April 1995
April 1995
Cost Estimating Manual
December 1998
Page-3
Section
Section 310
Section 311
Section 312
Section 313
Section 400
Section 401
Section 402
Section 403
Section 404
Section 405
Section 406
Section 407
Section 408
Section 410
Section 411
Section 420
Section 421
Section 422
Section 423
Section 424
Section 500
Section 501
Section 510
Section 511
Section 512
Section 520
Section 521
Section 522
Section 523
Section 600
Section 601
Section 602
Section 603
Appendices
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Date
April 1995
April 1995
April 1995
April 1995
April 1995
December 1995
April 1995
December 1998
April 1995
April 1995
April 1995
April 1995
April 1995
March 1995 (draft)
March 1995 (draft)
December 1998
April 1995
April 1995
April 1995
April 1995
December 1998
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
April 1995
Cost Estimating Manual
Page-4
December 1998
Maintaining This Manual
Cost Estimating Manual
If you have moved or you want to change the distribution of this manual, use the form below. Once you
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CRTC periodically publishes a Consultants Card listing primary contacts in the CRTC specialty divisions. To order a Consultants Card, contact Ken Wasilchin of the CRTC Technical Standards Team at
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Cost Estimating Manual
December 1998
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Reader Response Form
Cost Estimating Manual
We are very interested in comments and suggestions for improving this manual and keeping it up to date.
Please use this form to suggest changes; notify us of errors or inaccuracies; provide information that
reflects changing technology; or submit material (drawings, specifications, procedures, etc.) that should
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Cost Estimating Manual
December 1998
Page-7
(This page reserved for future use.)
Cost Estimating Manual
Manual Sponsor: Daniel E. Moore / Phone: (510) 842-2120 / E-mail:
[email protected]
This document contains extensive hyperlinks to figures and cross-referenced sections.
The pointer will change to a pointing finger when positioned over text which contains a link.
List of Current Pages
50
Using this Manual
50-1
100
Introduction to Cost Estimating
100-1
200
Primary Methods—Process Plants
200-1
210
Primary Methods—Offplot Facilities
210-1
220
Primary Methods—Other Facilities
220-1
300
Secondary Methods—Individual Cost Adjustments
300-1
310
Secondary Methods—Bottom-Line Cost Adjustments
310-1
400
Direct Cost Data—Equipment (Major Material)
400-1
410
Direct Cost Data—Bulk Materials (Minor Material)
410-1
420
Direct Cost Data—Construction Labor
420-1
500
Indirect Costs and Special Charges—Indirect Field Costs
500-1
510
Indirect Costs and Special Charges—Technical Services
510-1
520
Indirect Costs and Special Charges—Special Charges
520-1
600
Estimate Presentation and Review
600-1
Appendices
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Chevron Corporation
Estimating Checklists
Process Licensors' Sales Factors
Code of Accounts (EG-2757)
Code of Accoounts for Buildings Projects
Glossary
April 1995
Preface
he intent of the Cost Estimating Manual is to provide uniform procedures and
accompanying data for developing cost estimates for capital projects throughout
Chevron. We hope that the material in this manual will contribute to a common
understanding and consistent application of the cost-estimating process.
T
Using This Manual
The manual is arranged to follow the flow of a typical cost estimate:
Chapter 100 provides an overview of cost estimating, estimate classes
and estimating methods.
Chapter 200 describes the principal methods for making cost
estimates—primarily for process plants, but also for offplot and other
types of facilities. Method-specific data is also included.
Chapter 300 includes factors and data to use with two or more
methods described in the previous chapter.
Chapter 400 contains instructions and data for estimating individual
components of direct costs. The data includes material, labor, and
subcontract costs associated with purchasing and erecting the physical
facilities.
Chapter 500 covers indirect costs and special charges. Indirect costs
include construction indirect, engineering, and project management
costs. Special charges are costs that may be unique to a project and,
therefore, require specific identification and analysis.
Chapter 600 contains guidance for reviewing, presenting, and
documenting completed cost estimates.
The Appendices contain general estimating reference materials,
including checklists and a glossary.
This manual is sponsored by Project Resource Services, Project Resources.
Questions, comments, and suggestions for improvement are welcome and
encouraged, and may be addressed to the Manager, Project Resource
Services, San Ramon.
Cost Estimating Manual
April 1997
Page 1
100
Introduction to
Cost Estimating
101
Cost Estimating in General
102
Cost Estimating and the Phases of a Project
103
The Classes of Cost Estimates
104
Methods of Cost Estimating
105
Selecting a Method
Cost Estimating Manual
101
Cost Estimating in General
ebster defines an estimate as an approximate computation of probable cost.
According to the American Association of Cost Engineers (AACE), cost
estimating is the predicting or forecasting ... of the costs required to construct and
equip a facility, to manufacture goods, or to furnish a service. The latter definition
more closely aligns with the objectives of this manual.
W
Objectives of this Manual
While the concept of estimating is familiar to most people, the process
may not be familiar. To help you estimate projects for Chevron, the
objectives of this manual are to
explain the various types of estimates and techniques for making them
provide you with estimating data and guidance
Although this manual is written primarily for major downstream projects,
it can also be applied to upstream projects and smaller downstream
projects.
Reasons for Cost Estimating
Capital
Construction
Generally, you associate estimates with capital construction projects to
establish capital budgets
evaluate project economics
obtain funding approval
monitor and control the execution of work
Annual Budgets
Chevron operating companies and staffs base their annual operating
expense budgets on estimates.
Other Acitivities
Activities such as these also require estimates:
Shutting down refinery plants for maintenance
Overhauling tankers
Leasing buildings or equipment
Cost Estimating Manual
April 1995
Page 101 -1
101
Cost Estimating in General
Providing technical services for studies
Writing computer programs
Planning business trips
The AACE definition points out that you may make a variety of types of
estimates. In the next section, you’ll see how estimates fit into the
different phases of Chevron project management.
Cost Estimating Manual
Page 101 -2
April 1995
102
Cost Estimating and the Phases of a Project
ost estimates are important in all phases of project management. In Figure 102-1,
note the role of estimating (shown in bold italic) in the Chevron Project
Development and Execution Process (CPDEP).
C
Phase
1
2
3
4
5
1
CPDEP Phase
Identify &
Assess
Opportunities
Select
Alternative(s)
Develop
Alternative(s)
Execute
Operate & Evaluate
CPMP2 Phase
Concept
Development
Feasibility
Front-End
Engineering
Execution
Operation &
Evaluation
OBJECTIVES
Identify Opportunities Generate Alternatives Fully Define Scope
DELIVERABLES
Develop Detailed
Execution Plans
Test for Strategic Fit
Preliminary
Development of
Alternatives
Preliminary Overall
Plan
Develop Preliminary
Project Economics
Refine Estimate
Develop Final
Project Economics
Preliminary
Assessment
Identify Preferred
Alternative(s)
Submit Request for
Funding Approval
Plan for Phase 2
Plan for Phase 3
Plan for Phase 4
Clearly Frame Goal
Business Objectives Preliminary Facility & Final Facility &
Project Objectives
& Project Framework Project Objectives
Implement Execution Operate Asset
Plan
Monitor and
Evaluate
Finalize Operating
Performance
Plan
Business Plan for
Phase 5
Identify New
Opportunities
Project Review
Operating Facility
Post-Project
Assessment
Documentation
Block Flow Diagram
& Preliminary
Capacity
Process Flow
Diagrams &
Equipment Lists
Preliminary
Milestone Schedule
Preliminary Project
Schedule
Class 1 Estimate
Class 2 Estimate
Set & Freeze
Business Objectives
Concept
Development FEL
Checklist
P&IDs, Plot Plans,
One-Line Diagrams
1
2
Lessons Learned
& Best Practices
Benchmark
Performance
Class 3 Estimate
Class 4 (& perhaps
5) Estimates and
Final Project Cost
Freeze Capacity,
Technology & Site
Freeze Definition
Documents
Freeze Design
Details
Post-Project
Assessment
Feasibility FEL
Checklist
Front-End
Engineering FEL
Checklist
Execute
Review & Share
Lessons Learned
Detailed Schedule
TOOLS &
PROCESS
Lessons Learned
CPDEP = Chevron Project Development and Execution Process
CPMP = Chevron Project Management Process (Downstream Adaptation of CPDEP)
Figure 102-1. Estimating During the Phases of CPDEP and CPMP
Cost Estimating Manual
April 1995
Page 102-1
103
The Classes of Cost Estimates
hevron has adopted a series of cost estimate classifications as a part of the
CPDEP. These classifications establish a common understanding among
estimators, project managers, and their clients regarding these factors:
Variability in the information required
Appropriate estimating methods for each class
Resulting estimate quality
C
The Five Classes
Figure 103-1 summarizes the five classes. The first three are linked to the
three phases of CPDEP Front-End Loading, where their purpose is to
provide information to assist decision-makers.
Classes 1 & 2
Because the first two project phases may extend over a long time (two to
three years for large projects), several Class 1 and Class 2 estimates may
be necessary as the project team studies various alternatives.
Class 3
Class 3 is often called an appropriation estimate because it is the basis for
preparing an appropriation request. Again, large projects may have more
than one Class 3 estimate, especially if the first one exceeds the funds
budgeted for the project. In that case, the team must adjust the scope of
the project.
Classes 4 & 5
Contractors usually prepare the last two classes of estimates during project
execution. Contractors may call the Class 4 a control estimate because it
establishes a basis for managing (controlling) the contractor’s work during
the construction phase. Class 5 is appropriate only for very large, multiyear projects. It is really a re-forecast of remaining work (and thus the
final cost) because much of the cost is fixed by that time.
Cost Estimating Manual
April 1995
Page 103-1
103
The Classes of Cost Estimates
Contingency
The values shown in the Contingency column of Figure 103-1 indicate
relative requirements only and show the benefit of improvement to the
project definition as projects progress.
For Classes 1 and 2, especially, the typical contingencies shown apply to
facilities known at the time of the estimate. Estimates can double or triple
as the definition of required facilities evolves. You should not use this
table to determine the actual contingency required for any estimate, but
determine it from the characteristics of the specific project and estimate
(see Section 313).
Cost Estimating Manual
Page 103-2
April 1995
Contingency
Class &
Project Phase
Engr’g
Contingency
Estimate Methods Used/Cost Basis
Information Required
Major Equipment
Class 1
1
<1%
30-50%
1-5%
15-40%1 Same as Class 1 plus:
- Preliminary process design
- Preliminary major equipment
sizing
- Offplot description
- Site specific plot plan
Concept
Development2
Class 2
2
Feasibility
Class 3
Other Materials
Labor
Overall project or
plant cost
a. Cost capacity data
b. Historical cost
data
c. Industry
published data
d. Licensor estimate
e. Installation factor
times major equip.
- Block flow diagrams
- Facility capacity
- Preliminary major equipment
list
- General location and site
conditions
- Preliminary timing and
schedule
- General business climate
- By ratio to major
Cost curves
equipment
Vendor tel. quotes
- By ratio from
Recent purchases
similar facility
Published estimating
based on
data
historical data
- Other estimating
guides
- By labor/ material
ratio for similar
work
- Productivity,
taxes, wage
rate, etc., in the
area factor
-
15-30% 10-15%
- Complete process design
(PDC)
- Preliminary P&IDs, plot plan
and one-line electrical
diagrams
- Complete site survey and
soils data
- Firm major equipment sizes
- General projects specs
- Defined offplot facilities
- Preliminary utility balance
- Environmental compliance
plan
- Completed mat’ls selection
- Contracting plan
- Written equipment
quotes
- Escalation defined
By ratio to major
equipment
- Escalation
defined
- Key quantities
identified
- By labor/ material
ratio for similar
work
- Manhour units or
other parameters
- Productivity for
area
- Wage rates
Class 4
Execution:
Detailed
Design
30-50% 5-10%
- Approved P&ID’s
- Plot plans issued for
construction
- Detailed contracting plan
- Minor contracts and
final schedule
- Completed engineering
data sheets
- Ordered major equipment
costs
- Major equipment
ordered
- Deliveries evaluated
- Detailed quantity
takeoff3
- Firm unit cost
quotes
- Schedule revised
- Construction plan
complete
- Manhours by craft
- Wage rates
- Productivity
- Defined indirects
Class 5
Execution:
Construction
90-95% 5-15%
of unexpended
funds
- Construction contracts
awarded
- Ordered bulk materials costs
- Construction 40-60%
complete
Actual or committed
costs to date
- All bulks ordered
- Deliveries
assessed
- Scheduled
updated
- Firm bid contracts
or detailed
evaluation of field
manhours
- Labor availability
assessed
- Field productivity
included
Front-End
Engineering2
1
2
3
Data from Chevron and the industry shows considerable scope growth (as much as 200 percent) as project definition evolves
during the Concept Development and Feasibility phases.
These three phases include the completion of Project Scope Packages, Project Execution Packages, and Project Decision-Making
Packages. These are described in several checklists in the Front-end Loading Handbook.
A quantity takeoff is a count of the quantities of bulk materials to be installed.
Figure 103-1. Chevron Classes of Estimates & CPDEP Project Phases
Cost Estimating Manual
April 1995
Page 103-3
104
Methods of Cost Estimating
C
hevron uses various methods of cost estimating. Each has several components
(Figure 104-1), which are described in this manual.
Process Plants
Curve
A curve estimate is based on finding the costs and capacities of plants
similar to the one to be estimated. The estimator adjusts that data for date,
location, and common facilities; calculates the new cost; and makes
further adjustments to develop the estimate for the new facility. See
Section 202, “Curve Estimates.”
Factored
A factored estimate is based on determining the total cost of a plant
(excluding special charges, escalation, and contingency) by assessing the
cost of the tagged process (or utility) equipment and multiplying that total
cost by a single factor. See Section 203, “Factored Estimates.”
Ratio
Detailed/
Semi-Detailed
A ratio estimate is possible only if the estimator has or can approximate
ratios for similar facilities. The estimator assesses the cost of tagged
process (or utility) equipment and then applies a series of ratios to that
assessment to determine the costs of bulk material, direct labor, field
indirects, design, and project management. The total is the plant cost
excluding special charges, escalation, and contingency. See Section 204,
“Ratio Estimates.”
A detailed estimate is based on a complete definition of the work—when
every element is identified and quantified, and engineering is 30-50
percent complete. Usually, you prepare this estimate to check project cost
against budget or to manage the construction effort.
A semi-detailed estimate is a five-step process based on assessing only the
direct costs in limited detail and then applying ratios to the direct costs to
determine the indirect costs.
See Section 205, “Detailed Estimates.
Cost Estimating Manual
April 1995
Page 104-1
104
Methods of Cost Estimating
Project Definition & Scope
Cost Estimating
Cost Estimating Classifications
Curve Method
Factor Method
Ratio Method
Equipment Costs
Equipment Costs
Detailed Method
Equipment Costs
Bulk Material Costs
Indexes
Indexes
Indexes
Indexes
Allowances
Allowances
Allowances
Freight
Freight
Freight
Sales Tax
Sales Tax
Sales Tax
Multiplication Factor
Modernization
Materials/Equip. Ratios
Labor Manhours/
Material Cost Ratios
Unit Manhour Rates
Productivity
Productivity
Labor Hourly Rates
Labor Hourly Rates
Labor Rework
Sub-contract Cost
Indirect Field Costs
Indirect Field Costs
Eng/Mgmt Costs
Eng/Mgmt Costs
Area Factor
Area Factor
Special Charges
Special Charges
Special Charges
Special Charges
Escalation
Escalation
Escalation
Escalation
Contingency
Contingency
Contingency
Contingency
Figure 104-1. Components of Each Method of Cost Estimating
Cost Estimating Manual
Page 104-2
April 1995
Offplot Facilities
Offplot Facilities
Many offplot facilities are estimated using the methods given above for
process plants. Class 1 estimates can use the curve method (using offplot
data) or a percent of onplot data. Class 2-3 estimates use the semi-detailed
method and Class 3 or later estimates use the detailed method. For more
information, refer to Section 211.
Cost Estimating Manual
April 1995
Page 104-3
105
Selecting a Method
I
n general, the method of cost estimating you choose is based on
what you are estimating
the phase of the project
the information you have available or can obtain
Prerequisites
To make a cost estimate, you need the following information:
Knowledge of the scope of the project.
For curve estimates, the capacity of the new plant, and the costs and
capacities of two or more similar, completed plants.
For factored estimates, a sized list of equipment for all process and
utility equipment.
For ratio estimates, the same as for factored estimates, plus cost and
labor-hour ratios for similar plants.
For detailed estimates, every element of the planned work.
Awareness of direct costs (Chevron Group II)—equipment, materials,
and installation labor directly involved in physical construction.
Awareness of indirect costs1(Chevron Group I)—construction-related
costs such as supervision, equipment rental, and temporary facilities;
engineering and project management costs for both contractors and
Chevron.
Awareness of special charges2 (catalyst, ocean freight, operating
company G&A charges, dismantling, and so on); sometimes
categorized as expense or working capital rather than as capital.
See Sections 202–205, 211, and 221–224 for more information on
methods of estimating.
See Appendix C, “Code of Accounts (EG-2757),” for more detail on these
cost categories.
1
2
Not a final part of the installation but required for the orderly completion of the installation.
Unique to the Chevron system. Vary widely among projects. Segregated to avoid distorting the ratios and relationships
between indirect and direct costs that are useful in the cost-estimating process.
Cost Estimating Manual
April 1995
Page 105-1
105
Selecting a Method
Resources
You can order a variety of manuals and other resources, such as the CRTC
Consultants’ Card and the engineering design (gray) manuals, from CRTC
Technical Standards Team.
Cost Estimating Manual
Page 105-2
April 1995
200
Primary Methods—
Process Plants
201
Estimating Major Material (Equipment) Costs
202
Curve Estimates
203
Factored Estimates
204
Ratio Estimates
205
Detailed Estimates
206
Electronic Estimating: Questimate
Cost Estimating Manual
Page -1
201
Estimating Major Material (Equipment) Costs
April 1995
or three of Chevron’s estimating methods—factored, ratio, and detailed, you must
first assess the cost of purchasing and delivering tagged equipment items (also
known as major material). These items fall under cost accounts C-G and K. See
Appendix C, “Code of Accounts (EG-2757).”
F
Estimating Cost Components for Equipment
Overview
Information Needed
The total cost of equipment when making an estimate with the factored,
ratio, or detailed method is the sum of the base cost, design allowance,
freight, and taxes for each equipment item.
Be sure you have an equipment list with each item sized and materials of
construction specified. Also review the resources listed in Figure 201-1.
For
This Manual
Sources of Equipment Costs
401–408
Cost Indexes
301
Design Allowances
303
Freight: Domestic & Ocean
304
Sales Tax Rates
305
Duty, Importation
521
Other Sources
- Purchase orders for the current project
- Commercial data sources (e.g., Richardson
or Questimate)
- The Corporate Tax Department for current
information on applicable duty on U.S.-imported
equipment
- Chevron operating company sponsoring the
project or a major international contractor for
duty on material Chevron imports into a foreign
country
Figure 201-1. Resources for Assessing Tagged Equipment
Cost Estimating Manual
April 1995
Page 201-1
201
Estimating Major Material (Equipment) Costs
Figure 201-2. Steps in Estimating Cost of Equipment
Steps in Estimating
Cost of Equipment
1
Figure 201-2 is a composite of the steps involved in assessing tagged
equipment. Detailed procedures follow.
ESTIMATE EQUIPMENT COST, FOB THE FABRICATOR’S SHOP
Obtain or develop a complete equipment list, with sizing and
metallurgical specifications.
For early (Class 1 or 2) estimates, you may have to create an equipment
list from a preliminary flowsheet, which often omits essential process
and utility equipment items. To compensate, add appropriate items or
systems from Figure 201-3, modifying the list to suit your plant.
By the time you begin to make a detailed (Class 3, 4, or 5) estimate,
you should have access to a complete equipment list (including items
in Figure 201-3). If the equipment list is cross-referenced to the
approved P&IDs, estimating is easier.
Determine the cost of items on the equipment list (see Figure 201-4).
If your sources are not current, then adjust the costs to the current date
with an index, such as EDMI. See Section 301. Choose EDPI for fielderected equipment, such as large tanks, columns, and cooling towers.
2
DETERMINE THE DESIGN ALLOWANCE
Compensate for the difference between the estimate and the probable final
cost of equipment by including a design allowance, usually between 3
percent and 15 percent (see Section 303). Incomplete specifications are
the most common reason for cost variances.
Cost Estimating Manual
Page 201-2
April 1995
Estimating Cost Components for Equipment
Boiler feedwater pumps (with or without a
deaerator)
Condensate flash drums and pumps
Condensers for large steam turbines
(including jet ejectors and condensate
pumps)
Desuperheaters (attemperators)
Emergency product coolers
Equipment spares, such as spare pumps
—installed and warehouse spares
Feed surge drum
Feed booster pumps
Flush oil systems
Fuel gas knockout drums
Fuel oil filters
Heat recovery equipment (energy savings)
Interstage coolers/condensers and K.O.
drums for reciprocating compressors (if not
supplied by compressor vendor)
Jacket/tempered water systems
Lube and seal oil systems (often part of
centrifugal compressor or high pressure
pump packages)
Oil mist generators
Power recovery turbines (energy savings)
Relief system knockout drum and pump
Solids handling equipment
Sour water, caustic and/or acid flash drums
and pumps
Start-up equipment
Steam separators (for ejectors,
superheating coils, and some steam
generators)
Suction and discharge pulsation dampers
for reciprocating compressors
Sump pumps
Vent separators and condensers
Note: Modify this list to suit other types of
plants.
Figure 201-3. List of Items Often Omitted from Refinery Process Flow Diagrams
1. Purchase orders for the current project
2. Formal vendor quotations for the current project
3. Recent purchase orders for similar equipment
4. Recent formal quotes for similar equipment
5. Informal vendor estimates/phone quotes for the
current project
6. Data correlations in this manual (or a similar
database from a contractor)
7. Commercial data sources (e.g., Richardson or
Questimate)
Figure 201-4. Sources for Estimating Equipment in
Order of Quality & Preference
3
ASSESS FREIGHT TO THE JOB SITE (OR TO THE ASSEMBLY YARD FOR SKIDDED
OR MODULAR WORK)
Domestic Freight
Review the source of the cost data to determine whether or not freight
is included in that price. Shipping can be a separate line item in a
contractor’s estimate or shown on a formal quotation or purchase
order.
See Section 304 for guidance on how to estimate domestic and ocean
freight. Large process equipment requires a specific transportation
plan that may include unusual routing and costly restrictions.
Cost Estimating Manual
April 1995
Page 201-3
201
Estimating Major Material (Equipment) Costs
Ocean and Foreign Land Freight (see Section 521)
Estimate ocean freight concurrently with the equipment.
Deduct ocean freight for ratio or factored estimating methods before
applying the ratios or factors, and then add it later. Ocean freight is
considered a special charge in the Chevron system (see Section 521).
Include insurance, packing/blocking/crating, port handling/clearance
costs (at both ends), and carrier costs.
Identify as a special charge any foreign land freight costs, such as
delivering the equipment from a foreign port to a construction site.
See Section 521.
4
ADD SALES TAXES AND IMPORT DUTIES
Domestic
Add a sales or use tax to the delivered cost of the equipment for most
domestic locations.
See Section 305 for recent information on applicable tax rates for
many Chevron locations.
Imported or Foreign
Contact the Corporate Tax Department for current information on
applicable duty on U.S.- imported equipment.
Contact either the Chevron operating company sponsoring the project
or a major international contractor for the duty on material Chevron
imports into a foreign country.
As with ocean freight, import duties are considered special charges
(see Appendix C, “Code of Accounts (EG-2757),” Item 77). Before
applying factors or ratios for those types of estimates, you must set
them aside and add them separately after applying the factors or ratios.
Cost Estimating Manual
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April 1995
202
Curve Estimates
April 1995
hen making an early Class 1 estimate, you will probably choose the curve
method. The premise of curve estimates is that costs vary exponentially with
capacity for many types of plants.
W
The Curve Method
Overview
A curve estimate is based on finding the costs and capacities of plants
similar to the one being estimated. The estimator adjusts that data for
date, location, and common facilities; calculates the new cost; and makes
further adjustments to develop the estimate for the new facility.
Information Needed
To make a curve estimate of the cost of a new plant, you need to gather
data on the capacity of the new plant and the cost and capacity for two or
more similar plants.
Also review the resources listed in Figure 202-1.
Theoretical Basis
The form of the cost-capacity equation is as follows:
y = a × (x)b
where:
y
a(coefficient)
x
b(exponent)
=
=
=
=
cost
specific to plant type
capacity
specific to plant type (close to 0.6 but can range from 0.3 to 1.0)
Resources
In This Manual
Adjusting to Common or Current Date
Sections 301, 302
Adjusting to Common or New Location
Section 311
Adding Special Charges
Section 521
Adding Escalation
Section 312
Adding Contingency
Section 313
Figure 202-1. Resources for Curve Estimating
Cost Estimating Manual
April 1995
Page 202-1
202
Curve Estimates
Graphically, this equation will plot as a straight line on log-log paper. In
practice, the curve may not be smooth but may be stepped at certain
points, such as when limitations of equipment size require twinning (using
a parallel piece of equipment) or adding a second train.
✎
Applicability
Steps in a Curve
Estimate
1
Because the exponent (slope of the graph) changes from a very low number (perhaps 0.3
at low capacities to nearly 1.0 at high capacities), extrapolation beyond known
capacities can lead to a significant error in estimating.
The curve method is
suitable for geographically confined plants, such as process plants and
some utilities.1
unsuitable for new technology plants that do not have cost histories.2
The steps in a curve estimate are described below and shown in Figure
202-3.
An example of a sour water stripper with a feed rate of 200 gallons per
minute (gpm) is included to illustrate the steps.
DETERMINE THE DESIRED CAPACITY FOR THE TYPE OF PLANT
BEING ESTIMATED
The terminology for operating capacity is given in Figure 202-2.
Typical Operating Capacity
Typical Plant
Terminology
Abbreviation
Thousands of barrels per operating day
MBPOD
Most Refinery Plants
Millions of standard cubic feet per day
MSCFD
Hydrogen Mfg., Gas Processing
Short tons per day
ST/D
Sulfur, Coker
Millions of pound per year
MPY
Chemical Plants
Figure 202-2. Typical Operating Capacity Terminology & Abbreviations by Type of Plant
1
2
Less-accurate cost-capacity equations for offplot facilities (such as tank fields) are given later in this chapter.
If the factored method is unsuitable, refer to the detailed method and semi-detailed method (later in this section).
Cost Estimating Manual
Page 202-2
April 1995
The Curve Method
Figure 202-3. Steps in Curve Estimating Method
2
FIND COST AND CAPACITY DATA FOR SIMILAR PLANTS
Check the data for process and offplot plants later in this section. If your
plant is shown, use that data and skip to step 7.
If the data in those sections does not meet your needs, find the costs and
capacities for similar plants from actual project cost data (see Figure
202-4) or from journals or other literature.
Identify the construction period associated with the costs (for converting
to current or future costs).
Cost Estimating Manual
April 1995
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Curve Estimates
Determining Data for Similar Plants:
Sour Water Stripper1
Refinery
Burnaby
GPM
85
Original Cost
$1.00 M
2
Date
EDPI
2/75
473.6
Pascagoula
165
$6.41 M
8/74
449.8
El Segundo
240
$1.27 M
11/74
466.4
Richmond
350
$0.87 M
2/75
473.6
1
This example shows how we developed the sour water data used
to illustrate this method.
2
Includes H2S recovery facilities.
Figure 202-4. Example of Project Cost Data
3
ADJUST THE COSTS OF THE REFERENCE PLANTS TO A COMMON DATE—
NORMALLY, THE CURRENT DATE—USING EDPI (SECTION 301)
If the data is older than 1983, modernize it by following the instructions
in Section 302. See the example in Figure 202-5.
4
ADJUST THE COSTS OF THE REFERENCE PLANTS TO A COMMON
LOCATION, USING AREA FACTOR DATA 1
See Figure 202-6 and Section 311.
Adjusting Reference Plant Costs to Common Date:1
Sour Water Stripper
Refinery
Original Cost
Adjusted Cost
Burnaby
$1.00 M
$3.21 M
Pascagoula
$6.41 M
$22.09 M
El Segundo
$1.27 M
$4.18 M
Richmond
$0.87 M
$2.79 M
1
2
2
EDPI for 1991 = 1100 (for example only).
Adjusted Cost = Original Cost x (1100/473.6) x (1.048.25) for Burnaby.
Figure 202-5. Example of Adjusting Costs to a Common Date
1
While Richmond is a standard reference, the common location may be any other place, such as the proposed plant site or
the U.S. Gulf Coast (USGC).
Cost Estimating Manual
Page 202-4
April 1995
The Curve Method
Adjusting Reference Plant Costs to Common Location
(Richmond): Sour Water Stripper
Refinery
Area Factor1, 3
Adjusted Cost2
Burnaby
1.15
$2.79 M
Pascagoula
0.95
$23.26 M
El Segundo
1.07
$3.91 M
Richmond
1.00
$2.79 M
1
Area factor relative to Richmond = 1.00
2
Adjusted Cost = Cost from Figure 202-5
Area Factor
3
Area factors shown apply only to the plants & dates for this
example; may differ from Section 311.
Figure 202-6. Example of Adjusting Costs to a Common Location
5
COMPARE PROCESS FLOW DIAGRAMS & ADJUST COSTS
Compare the process flow diagram for the proposed plant with those
of the reference plants and note differences.1
Adjust the costs of the reference plants to a common facilities basis.2
See the example in Figure 202-7.
Adjusting Reference Plant Costs to Common
Facilities Basis for Sour Water Stripper
Refinery
Adjusted Cost1
Burnaby
$3.30 M
Pascagoula
$4.69 M
El Segundo
$5.73 M
Richmond
$6.98 M
1
All reference plants require equipment additions or
deletions to make them match the “standard” plants
in the curve data presented later in this section.
Figure 202-7. Example of Step 5
1
2
Examples are differences in equipment (such as number of reactors and side-stream strippers, caustic and water washers,
sparing of pumps and compressors) and significant differences in process conditions (such as temperatures, pressures,
recycle rates, degree of fractionation)
Portions of the new plant may be different from the reference plant, or two reference plants may differ.
Cost Estimating Manual
April 1995
Page 202-5
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Curve Estimates
Figure 202-8. Example of Onplot Cost vs. Capacity (EDPI = 1100) for
Sour Water Stripper
6
PLOT COSTS
Plot the updated cost data for reference plants versus plant capacity on
log-log graph paper (see Figure 202-8).
Draw a straight line through the data points.
ALTERNATIVE: DEVELOP EQUATION
You can also calculate the equation of the regression line through the data
points, which is the equation for the sour water strippers given later in this
section. See the example in Figure 202-9.
✎
If only one data point is available, assume an exponent of 0.6 when creating the
graph or equation. This is commonly referred to as the Six-Tenths Rule (see Figure
202-10).
Linear Regression Performed on the Logarithms of Costs
& Capacities for Sour Water Strippers
0.53
y = 0.314 x (x)
where:
y = $M @ EDPI = 1100
x = GPM
Figure 202-9. Example of Alternate Way to Plot Costs
Cost Estimating Manual
Page 202-6
April 1995
The Curve Method
Supposition:
You have a single data point for a plant costing $6 million and
having a capacity of 10 MBPOD.
Develop equation from reference plant data based on the cost-capacity equation:
b
y = a × (x)
where:
y = cost
a (coefficient) = specific to plant type
x = capacity
b (exponent) = specific to plant type
Apply those values to the general equation:
0.6
$6 M = a × (10 MBPOD)
Solve this equation to give:
a = 1.51
Apply equation to similar new plant (same date):
0.6
y = 1.51 × (x)
where:
y
=
x
=
cost in $M
capacity in MBPOD
Figure 202-10. Sixth-Tenths Rule
7
CALCULATE (OR READ) THE COST OF THE NEW PLANT
Enter the equation or graph with the new plant’s capacity.
Calculate (or read) the cost of the new plant at the common date
used in step 3 (or the date of the equations shown later in this section,
if used).
See the example in Figure 202-11.
Calculate the Cost of New Plant at the Common Date for 200 gpm Sour Water Stripper
From the equation
0.53
y = 0.314 × (200 GPM)
= $5.2M at EDPI = 1100
Where:
y
=
(1991)
cost
The data in this correlation covers a range of 85 - 350 gpm. To use it at 50 gpm or at 400 gpm
would be risky. In our example, 200 gpm is well within the range.
Figure 202-11. Example of Calculating the Cost at a Common Date
Cost Estimating Manual
April 1995
Page 202-7
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Curve Estimates
8
ADJUST THE NEW PLANT COST TO THE DATE OF THE CURRENT ESTIMATE
USING EDPI (AND MODERNIZE, IF NECESSARY)
See the example in Figure 202-12.
Adjust New Plant Cost to Current Date for 200 gpm Sour Water Stripper
The adjusted cost at EDPI = 1200, for example, would be
y = $ 5.2 M(1200/1100) = $ 5.7 M
where:
y = cost
Figure 202-12. Example of Adjusting Cost to Current Date
9
ADJUST THE NEW PLANT COST FOR ANY FACILITY DIFFERENCES BETWEEN THE
NEW AND REFERENCED PLANTS THAT WERE NOT RECOGNIZED IN STEP 5
See the example in Figure 202-13. Also adjust for duplication savings. If a
contractor designs multiple, identical plants at the same time, efficiencies
in engineering and procurement can reduce the costs for the second and
subsequent plants by 10 percent. These savings may apply even if the
plants are constructed at different locations.
Adjust New Plant Cost for Facility Differences Between New & Referenced Plants for
200 gpm Sour Water Stripper
Supposition: The process flow diagram for your particular plant showed no sour water cooler or
degasser. Eliminating those facilities requires a deduction of about 18 percent from the cost (see
data later in this chapter).
y = $ 5.7 M x 0.82 = $ 4.7 M
where:
y = cost
Figure 202-13. Example of Adjusting Cost for Facility Difference
10
ADJUST THE COST FOR LOCATION
See Section 311 and Figure 202-14. The equations shown later in this
section are based on a West Coast (Richmond) location. If the facility
being estimated will be built in another part of the U.S. or overseas, you
must make an area factor adjustment.
Adjust Cost for Location for 200 gpm Sour Water Stripper
In step 4, we adjusted the reference plants to Richmond (area factor = 1.00). The unspecified
location for our new plant has an estimated area factor of 0.90, thus:
y = $ 4.7 M x 0.90 = $ 4.2 M
where:
y = cost
Figure 202-14. Example of Adjusting Cost for Location
Cost Estimating Manual
Page 202-8
April 1995
The Curve Method
11
ADD SPECIAL CHARGES SUCH AS CATALYST AND G&A
Use Section 521 as a checklist to identify possible special charges that
may apply to the estimate.
12
OPTIONAL — ADD ESCALATION
If you need a then-current estimate, add escalation based on the
anticipated schedule for the project (see Section 312).
13
ADD CONTINGENCY
See Section 313.
Cost Estimating Manual
April 1995
Page 202-9
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Data for Curve Estimating
Cost-Capacity Coefficients and Exponents
for Many Refinery Process Units
The tables that follow are to be used in an equation of the form:
Cost ($ millions, 1991) = Coefficient x (Capacity)Exponent
(EDPI = 1100)
The capacity is in thousands of barrels per day (MBPOD) except where
noted.
The data comes from Company projects in the 1970s and from other
sources. It has been updated to EDPI = 1100 (mid-1991). Because of the
age of the underlying data, the correlations should be used with caution.
Costs exclude catalyst, piling, computers, and winterizing, and are on a
West Coast (Richmond) basis.
The tables contain adjustment factors that you can use in cases where
plants being estimated differ slightly from the basis for the correlations.
Cost Estimating Manual
Page 202-10
April 1995
Cost-Capacity Coefficients and Exponents for Many Refinery Process Units
Facility
Coefficient at
EDPI = 1100
Exponent
One-Stage Crude Distillation Unit
Contains an atmospheric distillation column,
side cut stripping, overhead stabilizer and
splitter, and either a one-stage desalter and
flash drum or a two-stage desalter without
flash drum.
2.837
0.700
To delete the overhead stabilizer and splitter,
subtract 14%.
For a two-stage desalter with a flash drum,
add 3.6%.
Two-Stage Crude Distillation Unit
Adds vacuum distillation to the one-stage
unit; also includes vacuum off-gas
compression or vent gas scrubbing.
4.073
0.700
To delete the overhead stabilizer and splitter,
subtract 10%. For a two-stage desalter with a
flash drum, add 2.5%.
Vacuum Distillation Unit
Stand-alone unit similar to the second stage
of a two-stage crude distillation unit.
3.300
0.700
Cost of PRCP plant was about 35% higher
than this curve.
Deethanizer
Depropanizer
Debutanizer
Deisobutanizer
LSR Splitter (Depentanizer)
Gasoline Splitter (Dehexanizer)
These are single-column units that
separate the named component and
lighter hydrocarbons from heavier
hydrocarbons.
1.505
1.505
1.216
2.837
1.216
1.042
0.600
Units have steam reboilers and water-cooled
overhead condensers.
Light Ends Recovery Unit (LER)
Combination of deethanizer and depropanizer
columns.
5.836
0.580
Cost of PRCP plant was about 11% higher
than this curve.
Gas Recovery Unit (GRU)
An LER with the addition of a debutanizer
column.
5.385
0.600
1.170
1.505
0.560
0.560
Merox Treating
Light straight run gasoline or cracked
naphtha
Kerosene/jet
Adjustments
Figure 202-15. Cost-Capacity Coefficients and Exponents: Distillation and Treating Units
Cost Estimating Manual
April 1995
Page 202-11
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Data for Curve Estimating
Facility
Coefficient at
EDPI = 1100
Exponent
Adjustments
Naphtha Hydrotreater
Mid-Distillate Hydrotreater (SR)
Light Cycle Oil (LCO) Hydrofiner
Vacuum Gas Oil (VGO) Desulfurizer
These units remove sulfur and nitrogen
from the oil feed by reacting it with
hydrogen. The naphtha hydrotreater and
mid-distillate hydrofiner include compression for make-up hydrogen; the other
units require a high pressure hydrogen
supply. Units include reactor(s) and recycle hydrogen compression.
4.314
4.674
5.142
4.169
0.640
0.670
0.670
0.700
Naphtha hydrotreater:
No make-up compression, subtract 7%.
No make-up or recycle compression
("once-through"), subtract 13%.
Rheniformer
The second stage of a traditional catalytic
reformer (the first stage is a naphtha
hydrotreater); includes four reactors and
recycle compression, but no compression for
product hydrogen.
5.469
0.650
Curve has been adjusted to include current
metallurgy.
For 3 reactors rather than 4, subtract 8%.
Figure 202-16. Cost-Capacity Coefficients and Exponents: Hydrotreating and Reforming Units
Facility
Hydrogen Plant
Process uses steam-methane reforming to
produce 95 to 97% pure hydrogen from 100
psig natural gas feed; high-pressure plants
have steam turbine-driven shift gas
compressors; product is delivered at 1700
psig; cost excludes catalyst. Capacity is
millions of standard cubic feet per day
(MMSCFD) of product hydrogen.
Coefficient at
EDPI = 1100
Exponent
7.180
0.610
Adjustments
Cost of PRCP plant was about 6% higher
than this curve.
For gas turbine drive on shift gas compressor,
add 12%. For 900 psig product, subtract 10%.
To produce 200-250 psig hydrogen, subtract:
For natural gas feed 21%
For LPG feed
17%
For naphtha feed
10%
Figure 202-17. Cost-Capacity Coefficients and Exponents: Hydrogen Manufacturing and Compression Units
Cost Estimating Manual
Page 202-12
April 1995
Cost-Capacity Coefficients and Exponents for Many Refinery Process Units
Facility
Sour Water Stripper
Separates H2S from water; consists of a
reboiled stripper with a feed degasser and
two injection systems; feed storage is off-plot
and is excluded from the cost; capacity is
gallons per minute (GPM).
Coefficient at
EDPI = 1100
Exponent
Adjustments
0.314
0.530
To delete feed sour water cooler, subtract 6%.
To delete feed degasser and pumps, subtract
12%.
To delete stripped water (bottoms) trim cooler,
subtract 9%.
To delete one injection system (anti-foam for
column feed or corrosion inhibitor for column
overhead), subtract 1%.
The reboiler uses low pressure steam (40 50 psig) which requires a condensate drum
and pump.
To delete the reboiler (and use live stripping
steam), subtract 12%. To use 150 psig steam
in the reboiler and delete the condensate
drum and pump, subtract 6%.
The column overhead includes an air-cooled
condenser with a reflux drum and reflux pump.
To use water-cooled condensing and delete
the reflux drum and pump (gravity reflux),
subtract 5%.
Waste Water Treater (WWT)
Combines a sour water stripper with ammonia
recovery facilities (a proprietary Chevron
process); capacity is gallons per minute
(GPM).
1.372
0.410
H2S Recovery
Amine (usually diethanolamine, or DEA) is
used to absorb hydrogen sulfide from a gas
stream; the plant contains a 50% capacity
absorption column (with DEA being circulated
to additional absorbers located in other
process units); a regeneration column with
steam reboiler and air-cooled condenser; and
ammonia and caustic relief scrubbers on the
overhead H2S product stream; the plant
capacity used in the cost correlation is
thousands of pounds per hour of H2S
recovered.
3.821
0.550
For a 100% capacity absorber in this plant,
add 10%.
For a water-cooled regenerator overhead
condenser and non-pumped reflux, deduct
5%.
To delete the ammonia scrubber, subtract
10%.
To delete the caustic relief scrubber, subtract
5%.
To substitute ammonia for caustic in the relief
scrubber, add 15%.
Figure 202-18. Cost-Capacity Coefficients and Exponents: Hydrogen Sulfide Removal and Sulfur Recovery
Cost Estimating Manual
April 1995
Page 202-13
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Data for Curve Estimating
Facility
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Coefficient at
EDPI = 1100
Exponent
Fluid Catalytic Cracker (FCC)
Reactor, regenerator, and distillation section
to maximize gasoline production.
18.123
0.600
Butane Isomerization
Normal butane feed is catalytically converted
(approx. 60%) to isobutane. Plant includes
mole sieve driers (for both butane and
hydrogen feeds), reactors, and product
stabilizer.
6.340
0.588
Adjustments
Figure 202-19. Cost-Capacity Coefficients and Exponents: Cracking and Alkylation
Facility
Coefficient at
EDPI = 1100
Exponent
Delayed Coking
Includes coke drums, on-plot coke handling
and product distillation and treating. Capacity
is short tons per day of coke produced.
0.832
0.700
Adjustments
The correlation is based on a coke yield to
feed rate ratio of 50 short tons per 1000
barrels; for a different ratio of coke yield to
feed rate, multiply the calculated cost by
−0.281
coke make, STPOD
3.02 x
Feed rate, MBPOD
Figure 202-20. Cost-Capacity Coefficients and Exponents: Other Processes
Cost Estimating Manual
Page 202-14
April 1995
Cost-Capacity Coefficients and Exponents for Refinery Offplot Facilities
Cost-Capacity Coefficients and Exponents
for Refinery Offplot Facilities
Figure 202-21 contains cost-capacity coefficients and exponents for
offplot facilities. We originally developed this data from 1970s Chevron
experience. We updated the data to 1991 (EDPI=1100) without further
validation except for adjusting the correlations of boiler plants, cooling
towers, and tankfields to match experiences of projects in the early 1980’s.
Facility descriptions appear on the following pages.
Facility
At EDPI = 1100
Coeff.
Capacity Units
Cost Adjustments
plus 2.5 percent of
Onplot Investment
Exponent
0.28
0.77
M lbs/hr1
Over 10 M GPM
0.93
0.75
M GPM1
Under 10 M GPM
2.08
0.4
M GPM1
Electrical Distribution
1.22
0.7
M KVA1
Boiler Plant
Cooling Tower
Tankfields
Crude
16.8
0.8
MM Bbl2
Other (ex. sulfur, LPG)
34.7
0.8
MM Bbl2
Sulfur
(incl. loading rack)
0.17
0.8
M Bbl2
Butane
0.38
0.7
M Bbl2
Propane
0.46
0.7
M Bbl2
8 percent of
Onplot Investment
Interconnecting
Pipeways
Site Development
0.078
1.0
Developed Acres
2 percent of
Onplot Investment3
Relief System
Marine Facilities
(Coastal Areas Only)
0.25
MBPOD Crude to Refinery
0.20
1.0
MBPOD Incremental Crude to Refinery
Marine Location
0.10
1.0
MBPOD Incremental Crude
Throughput
Inland Location
0.30
1.0
MBPOD Incremental Crude
Throughput
9.9
0.3
MBPOD Crude to Refinery
Grass Roots Refinery
Existing Refinery
25.9
Loading Racks
Effluent Treating
(Grass Roots Refinery)
Figure 202-21. Cost-Capacity Coefficients and Exponents: Refinery Offplot Facilities
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Data for Curve Estimating
Use the data in Figure 202-21 in an equation of the form:
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Cost ($millions, 1991) = Coefficient x (Capacity)Exponent
The costs are on a West Coast (Richmond) basis.
Facility descriptions appear on the following pages.
If you can determine the offplot facility’s size, this method gives better
results than using a percentage of onplot cost (see Section 211).
While the locations and projects vary for facilities in each type of offplot
plant, the following information summarizes the scope nominally
included in these estimating correlations.
Boiler Plant
Oil-fired boiler(s), with BFW treating, BFW pumps, and deaerator
A fuel system (day tank, pumps, and oil heater)
Air systems (utility and instrument air compressors and auxiliaries)
The cost equation is for the boiler plant’s own facilities; the additive
piece, based on a percentage of the process plant costs, allows for the cost
of incremental BFW capacity to support onplot steam generation.
Cooling Tower
Tower and basin, with circulating pumps, main supply and return
headers serving multiple plants, and minimal water treatment
Pump drivers are motors or back-pressure steam turbines
To delete main supply and return headers, subtract 23 percent. To change
to condensing turbines, add 10 percent for 600 psig or 17 percent for 40
psig steam.
Electrical Distribution
Medium voltage wiring and switches, emergency power systems, and
communications
No transformers or motor control centers
Assumes that power company provides high-to-medium voltage substation, and that plant substations are included in individual plant costs
Tankfields
Tankage and associated facilities within the diked area
Tankfield pipeways
Transfer pumps
Cost Estimating Manual
Page 202-16
April 1995
Cost-Capacity Coefficients and Exponents for Refinery Offplot Facilities
Blending/metering facilities
Excludes process/utility area pipeways
Provides for multiple tanks in each category
Pressurized, refrigerated LPG tanks, as appropriate
The sulfur storage cost includes sulfur loading racks.
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Interconnecting Pipeways
Pipeways in the vicinity of process and utility plants
Excludes cooling water and relief headers, and tankfield pipeways
Site Development
Rough grading
Filling
Roads
Paving
Bridges
Simple railroad spurs
Fencing
Minor landscaping
Relief System
Free-standing elevated flare with molecular seal
Knockout drum and pump
Ground flare with water seals
Vent gas recovery compressor
Main offplot flare header
As an alternative to using a percentage of onplot costs, consider a
lump-sum cost per flare system (see Figure 202-21, Note 3).
Marine Facilities
For coastal areas only; includes piping to/from the refinery
Provides product wharves for two-thirds of the products
For grass-roots only; provides a single-point mooring for crude
receiving
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April 1995
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Data for Curve Estimating
Loading Racks
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Truck and/or rail loading racks for one-third of products (marine
location) or 100 percent of products (inland location)
The cost of sulfur loading racks is included in the tankfield cost for sulfur
storage.
Effluent Treating
Offplot gathering system for oily water and storm water
Oily water separator(s) with skim pump
Air flotation system
Activated sludge or other BOD reduction system
No tertiary treatment included
Cost Estimating Manual
Page 202-18
April 1995
203
Factored Estimates
April 1995
he simplicity of the factored estimate makes it useful—especially for Class 1 or 2
estimates—when you have little design information, but you can identify the
equipment items from process flow diagrams.
T
The Factored Method
Overview
Information Needed
Applicability
When making a factored estimate, you arrive at the total cost of the plant
(excluding special charges, escalation, and contingency) by doing the
following:
Estimating the cost of tagged process or utility equipment items (see
Section 201)
Multiplying the total equipment cost by a single factor called the
installation factor
You need to develop or obtain a list of the tagged process or utility
equipment and to review the resources listed in Figure 203-1.
The factored method is
suitable for geographically confined facilities.
The quantities of piping, electrical, and other bulk materials for facilities such as process plants and boiler plants are related to the normal
layout of plant equipment and process flow. Bulk materials include
engineered items such as instruments and electrical switchgear and
shop-fabricated materials such as pipe spools and structural steel.
For
Estimating Tagged Process or Utility Equipment
This Manual
Section 401-408
Adjusting to Richmond Cost (Sales Tax)
Section 305
De-escalating to 1991; Adjusting to Current Date
Section 301
Adjusting with Area Factors
Section 311
Adding Special Charges
Section 521
Adding Escalation
Section 312
Adding Contingency
Section 313
Figure 203-1. Resources for Factored Estimating
Cost Estimating Manual
April 1995
Page 203-1
203
Factored Estimates
unsuitable for scattered offplot facilities.1
The quantities (and costs) of bulk materials for facilities such as pipeways, relief systems, or cooling water systems are independent of the
equipment and, therefore, can vary widely between projects and locations.
of limited suitability for plant modifications.
The plot space available for new equipment items is usually not optimal from the standpoint of plant layout or process flow. As a result,
the quantities of bulk materials may be abnormally higher than for a
new plant.
Sources of Data
These are the four types of factors:
Cost-related. Recommended factors are those used in this procedure.
See Figure 203-2.
Specific plant type and location. CRTC Facilities Engineering Unit
has historical data by process and location for a number of Chevron
refineries and chemical plants.
Factors on this plot are derived from Chevron’s completed
process plant projects.
The total equipment cost is the final purchased cost
(including domestic freight and sales taxes).
The average equipment cost is the total equipment cost
divided by the number of equipment items.
The installation factor is the total plant cost (excluding
special charges) divided by the total equipment cost.
To develop the average equipment cost in this plot, review the
Guidelines for Counting Equipment Items at the end of this section.
Figure 203-2. Average Cost-Related Factors for Equipment Based
on Chevron Data
1
If the factored method is unsuitable, refer to the detailed method and semi-detailed method (Section 205).
Cost Estimating Manual
Page 203-2
April 1995
The Factored Method
Type of general process (liquid, solid, or liquid and solid). While
these factors appear in the literature, Chevron does not work with
them.
Specific types of equipment (e.g., pumps or heat exchangers).
Chevron does not work with this type of factor; however, one of our
major contractors arrives at a total plant cost by applying standard,
equipment-specific factors to develop total direct cost, and projectspecific ratios to add indirect field and home office (engineering and
project management) costs.
Steps in a Factored
Estimate
1
The steps in a factored estimate are discussed below using the example of
an estimate made for a distillation unit at Pascagoula during the first
quarter of 1992. See Figure 203-3 for an illustration of these steps.
ESTIMATE THE CURRENT COST OF THE EQUIPMENT
See Section 201, Estimating Major Material (Equipment) Costs. Include
design allowance, domestic freight, and tax for the specific project location.
Use the subcontract price for field-erected equipment such as large
columns.
Use the full (assembled) cost of packaged or skid-mounted equipment.
✎
Do not reduce the equipment cost for savings expected due to the purchase of
foreign or used equipment; instead, use a new U.S. cost for factoring purposes.
Adjust the estimate for any savings at step 9.
Example
The Pascagoula distillation unit consisted of a column, reflux drum,
reboiler, air-cooled condenser, and three pumps with spares. The
equipment cost was estimated as $1,535M, including design allowance,
freight, and Mississippi taxes.
2
ADJUST THE COST TO A WEST COAST (RICHMOND) BASIS
This is principally a sales tax adjustment.
Delete the local sales tax.
Add the Richmond sales tax.
Example
By substituting California’s sales tax for Mississippi’s, the estimated
equipment cost becomes $ 1,637 M.
Cost Estimating Manual
April 1995
Page 203-3
203
Factored Estimates
3
DE-ESCALATE THE TOTAL EQUIPMENT COST
De-escalate to 1991 (EDMI = 850) by multiplying the equipment cost by
this ratio:
EDMI = 850
Current EDMI
Example
The 1992 estimate was made at an EDMI of 856.3, so the de-escalated
cost is ($ 1,637 M) x 850/856.3 = $1,625 M.
1
Estimate Current
Cost of Equipment
2
Adjust Cost (sales tax)
to Richmond, CA
3
De-escalate the Total
Equipment Cost
4
Count Equipment Items
5
Calculate Average
Equipment Cost
6
Determine the
Installation Factor
7
Calculate Total Plant
(Installed) Cost
8
Adjust to Current Data
9
Adjust the Estimate
10
Add Special Charges
11
Add Escalation
12
Add Contingency
Figure 203-3. Steps in Factored Estimating Method
Cost Estimating Manual
Page 203-4
April 1995
The Factored Method
4
COUNT THE NUMBER OF EQUIPMENT ITEMS
Use the Guidelines for Counting Equipment Items at the end of this section.
Example
There were 18 equipment items, including three shells for the reboiler and
seven bays for the air cooler.
5
DIVIDE THE DE-ESCALATED TOTAL EQUIPMENT COST BY THE EQUIPMENT
COUNT TO REACH THE AVERAGE EQUIPMENT COST
Example
Calculate the average equipment cost in 1991 as
$1,625 M /18 = $ 90.3 M
6
DETERMINE THE INSTALLATION FACTOR
Use either Figure 203-2 or the following equation:
a = (33.6) x (b)-0.386
where
a = installation factor at EPDI = 1100 and EDMI = 850 (1991)
b = average equipment cost in $M
Example
Using the equation, calculate the installation factor for 1991 as
(33.6) x ($ 90.3 M)-0.386 = 5.91.
7
CALCULATE THE TOTAL PLANT (INSTALLED) COST IN 1991
Multiply the de-escalated equipment cost (step 3) by the installation factor
(step 6).
Example
The cost becomes ($ 1,625 M) x (5.91) = $ 9,600 M
Cost Estimating Manual
April 1995
Page 203-5
203
Factored Estimates
8
ADJUST THE TOTAL PLANT COST TO THE CURRENT DATE1
Use EDPI and multiply by the ratio:
Current EDPI
EDPI = 1100
Example
The EDPI at 1Q92 was 1116 so the plant cost was calculated as
($ 9,600 M) x (1116/1100) = $ 9,740 M.
9
CORRECT THE ESTIMATE
Re-adjust sales tax (step 2) to return to a real-site basis.2
Adjust for savings for foreign or used equipment by subtracting the
incremental cost for new equipment, including freight and tax
differentials.
Adjust for plant modifications (see Cautions following step 12).
Adjust for duplication savings.3
Adjust area factor considerations such as piling, winterization, or
labor productivity (see Section 311).
Example
The area factor for Pascagoula in 1992 was estimated as 0.95 relative to
Richmond, including the difference in sales tax. The adjusted cost became
($ 9,740 M) x 0.95 = $ 9,250 M, or $9.3 M.
10
ADD SPECIAL CHARGES SUCH AS OCEAN FREIGHT, CATALYST, AND G&A
(SECTION 521)
Example
The combination of Mississippi’s Contractor Gross Income Tax and the
1992 G&A rate for Pascagoula added $200 M for a new total of $9.5 M.
1
2
3
The current EDPI should be for the same time period as the current EDMI in step 3.
Note that, in most locations, sales tax applies only to material, and that material might represent only 48 percent (Section
603) of the estimate.
If a contractor designs multiple, identical plants concurrently, efficiencies in engineering and procurement can reduce the
costs of the second and subsequent plants by 10 percent. These savings may apply even if the plants are constructed at
different locations.
Cost Estimating Manual
Page 203-6
April 1995
The Factored Method
11
OPTIONAL — ADD ESCALATION
If you need a then-current estimate, add escalation based on the
anticipated schedule for the project (see Section 312).
Example
No escalation was considered. This estimate was reported in 1992
constant dollars.
12
ADD CONTINGENCY (SECTION 313)
The result of these steps is an onplot (battery limits) estimate only.
Estimate any offplot requirements separately.
Example
For this Class 1 estimate of a conventional technology plant, the estimator
selected a contingency of 37 percent, yielding a total onplot estimate of
$13 M.
Cautions
Extrapolation. Do not extrapolate the curve beyond the plotted points
in Figure 203-2. The curve may flatten for low average equipment
costs, resulting in installation factors probably not exceeding 9 or 10.
Obviously, the factor cannot drop as low as 1.0 for higher-thanaverage equipment costs.
Complete Plants. As this method is based on actual costs for
complete new facilities with a mixture of equipment types, the factors
shown in Figure 203-2 are most directly applicable to estimating
similar plants.
You can, however, apply the method with a reasonable degree of accuracy to individual equipment items (e.g., adding or deleting items for a
proposed plant before it is built).
Alloy Equipment. The data for the curve came from normal refinery
and chemical process plants that have a limited amount of alloy
equipment and piping. For plants with large amounts of alloy equipment and piping, the factored curve (equation) should still work—the
average equipment cost being higher and the factor lower because the
cost of most bulks (other than piping), labor, and indirects do not vary
from those of a carbon steel plant. Since we have no data to verify this
assumption, consider the factored method less accurate for a plant
with extensive alloy materials.
Cost Estimating Manual
April 1995
Page 203-7
203
Factored Estimates
Modifications. For modifications to existing plants, installation
factors may be higher or lower than for new plants. Generally, they
are higher due to inefficient plant layout, dismantling, delays, work
restrictions, shutdown work, and so on.
For rough estimates, apply the factored method and adjust the cost at
step 9. Increase the labor cost to reflect poorer productivity due to congestion, work restrictions, etc. If, for example, you assume labor and
related field indirect costs to be 34 per cent of the total (section 603)
and anticipate 50 percent more labor hours, then increase the plant
cost by 17 percent, as follows:
(0.34) x (1.50) + (1 - 0.34) = 1.17
Using the semi-detailed method covered in Section 205, estimate the
direct and indirect costs (including productivity effects) for extra
piping, electrical, and other bulk materials necessary because of
inefficient location of the new equipment in the plant. Then estimate
any dismantling costs, both permanent and temporary, for construction
access.
Unusual Construction Features. Estimates for plants in a building or
with extensive vertical structures, jacketed or refractory-lined piping,
sophisticated or redundant instrumentation, or concrete storage pits
require larger installation factors than normal plants. Multiple-train
plants have slightly smaller installation factors from savings through
duplication. If storage tanks are included onplot, the installation factor
is smaller than for a normal process plant.
Guidelines for
Counting
Equipment Items
The following counting rules were used to create Figure 203-2 so they
should also be used when making an estimate. Fortunately, the results are
not very sensitive to the equipment count. (A ten percent variation in
equipment count changes the installation factor by only four percent.)
Do Count
Count the following items as one each:
Each reactor, column, or pressure vessel (even if stacked or with a
common internal head). Be sure to count relief, fuel gas knockout,
condensate flash, condensate receiver, blowdown, and steam separator
drums.
Each tank or bin.
Cost Estimating Manual
Page 203-8
April 1995
The Factored Method
Each heat exchanger or cooling tower.
Each shell for shell-and-tube exchangers.
Each bay for air-cooled exchangers.1
Each stack of double-pipe exchangers if there is more than one
stack per service.
As one item, each set of external plate heat exchangers for one
vessel or other equipment item.
Each bayonet-type exchanger.
Each furnace, boiler, in-line burner, or combustor.
Each pump and each installed spare.
Each compressor and each installed spare, blower, fan, filter, mixer,
agitator, venturi scrubber, cyclone, crusher, ball mill, belt or screw
conveyor or feeder, weigh feeder, vibrating feeder or screen, bag
house, large dust collector with fan, coke handling bucket crane, etc.
Equipment used for batch operations, if permanently installed.2
Do Not Count
The following items are included in the equipment cost but not the count
when deriving the average cost per piece of equipment:
Drivers (motors, steam or gas turbines, power recover turbines, diesel
engines, etc.)
Items furnished as part of a package3
Items that can be considered an integral part of another item
Bag house fans
Boiler and furnace fans, coils, steam and mud drums, stacks,
preheaters, and stack gas treating equipment
Column, vessel and tank internals, heating coils, jackets, and
floating roofs
Gas turbine inlet and exhaust facilities
Silencers and inlet air filters for blowers and compressors
1
2
3
A bay is generally limited to about 600 square feet of bare surface per tube row; e.g., for six tube rows, divide total bare
surface by 3,600. If more than one service per bay, count each service.
For example, for delayed coker plants, count each hoist and each power swivel for coke drum drill stems and each
unheading cart, cutting tool dolly and switch valve.
A “package” consists of two or more equipment items mounted on a skid or module, with substantial amounts of piping
and other bulk materials already installed. At estimating time, it is not usually known whether a package will come on one
or more skids; therefore, count a package as one item even if it comes on more than one skid. Note that some systems are
commonly referred to as “packages” but are not really packages, such as an order for vacuum jets and condensers that
includes the interconnecting piping; in this example, count each condenser. Ejectors are not counted in this method.
Cost Estimating Manual
April 1995
Page 203-9
203
Factored Estimates
Lube oil, seal oil, turbine gland leak-off and jacket water facilities
furnished with mechanical equipment
Noise enclosures.
Pulsation bottles for reciprocating pumps and compressors.
Vibrators for solids storage bins, etc.
Cyclones inside a pressure vessel.
Hopper and screw feeders furnished as part of a ball mill.
Mixers, agitators, or bayonet-type exchangers furnished with
vessels, reactors, or contactors.
The following items are included in neither cost nor count but covered in
the installation factor:
Concrete sumps or pits
Electrical transformers, switchgear, motor control centers, and
associated buildings
Items not permanently installed1
Non-process mechanical equipment 2
Items that are essentially piping items, even though handled as
engineered equipment3
Any instrument items
1
2
3
Examples are some catalyst loading hoppers, some carts and dollies, portable platform scales, warehouse spares,
depreciable spare parts, portable spent catalyst handling equipment (pumps and dewatering classifiers), and other mobile
equipment.
Examples are elevators for people, bridge cranes (or monorails with hoists) for maintenance or catalyst loading, hoists for
lowering people into reactors, rail car pullers, emergency electric generators, oil mist generators, instrument purge
lubricators, septic tank pumps, and non-process HVAC equipment.
Examples are flame arrestors, small filters and strainers, finned pipe coolers, magnetic separators, small venturi scrubbers,
steam injection heaters, small steam separators, small bin vent dust collectors, solids sampling systems, in-line static
mixers, spray nozzles, air diffusers, duct work, desuperheaters, sulfur seals, chutes for solids, loading arms and spouts, lift
lines or pipes, pneumatic vibrators, air cannons (blasters) for solids bins, silencers for vents, eductors, ejectors, sample
coolers, sample accumulators, and rotary, slide gate, needle gate, or duplex clam shell gate valves for solids.
Cost Estimating Manual
Page 203-10
April 1995
204
Ratio Estimates
April 1995
he ratio estimate method is preferred over the factored method for early
conceptual estimates, as long as you have ratios for similar facilities or can
approximate them.
T
The Ratio Method
Overview
Two tasks are associated with this estimate.
Make an estimate of the cost of the tagged process or utility
equipment items (see Section 201).
Apply a series of ratios to the total equipment cost to determine the
costs of bulk material, direct labor, field indirects, design, and project
management.
The total is the plant cost excluding special charges, escalation, and
contingency.
Information Needed
You need to gather the information for the two tasks described above. You
should also review the resources listed in Figure 204-1.
Applicability
The ratio method is
most suitable for facilities in which construction cost components are
consistently related to equipment costs and to each other, principally
process plants and some utility plants where the facilities are geographically confined.
suitable for scattered offplot facilities, such as relief systems or
cooling water systems, if you know enough about the reference plant
to be convinced that you can apply the ratios.
If the ratio method is unsuitable, refer to detailed or factored estimates.
Cost Estimating Manual
April 1995
Page 204-1
204
Ratio Estimates
For
This Manual
Estimating Craft Labor Rates
Section 424
Determining Construction Contractors’ Indirect Costs
Section 501
Estimating Engineering & Project Management Costs
Sections 511, 512
Adding Special Charges
Section 521
Adding Escalation
Section 312
Adding Contingency
Section 313
Figure 204-1. Resources for Ratio Estimating
Sources of
Ratios
To help you prepare ratio estimates, this section includes ratios from final
cost and labor hour data for several types of process plants.
Materials cost ratios (see Figure 204-2)
Labor-hour ratios (Figure 204-3)
This information was gathered from Chevron projects in refineries and in
chemical and gas plants.
Steps in a
Ratio Estimate
The steps in a ratio estimate (shown in Figure 204-4), are described in this
section and illustrated using the example of a 1987 estimate for a new
cogeneration facility.
Cost Estimating Manual
Page 204-2
April 1995
The Ratio Method
Plant Type
Location
Built
J
Inst.
L
Piping
M
Steel
N
Insul.
P
Elect.
Q
Found
S
Misc.
Total
Minor
Mat’l
Crude Unit
El Segundo, CA
Perth Amboy, NJ
Richmond, CA
1975
1975
1975
8.34
9.51
9.80
38.53
51.42
36.77
5.40
10.50
13.01
*12.49
*33.46
*17.38
8.64
20.57
6.85
7.96
5.16
6.51
0.73
2.73
3.09
69.60
99.89
76.03
Vacuum Distillation
Pascagoula, MS
1982
14.07
52.67
13.34
6.31
8.93
1.78
1.61
98.71
LSR Splitter
Pascagoula, MS
1975
12.78
27.00
13.81
*12.31
19.31
4.17
4.80
81.87
Sulfuric Acid
Alkylation
Pascagoula, MS
1982
21.95
48.35
15.07
3.75
14.55
3.98
2.48
110.13
LSR Treater
Pascagoula, MS
1974
34.52
131.72
10.00
0.00
13.86
9.36
6.80
206.26
H2S Recovery
El Segundo, CA
Pascagoula, MS
Richmond, CA
1975
1974
1975
15.75
35.73
25.47
38.91
102.48
47.71
9.63
12.64
8.91
*8.29
*15.50
*6.47
4.15
7.92
20.47
6.05
3.39
22.97
0.66
5.60
6.36
75.15
167.76
131.89
Sulfur
Pascagoula, MS
Pascagoula, MS
Carter Creek, WY
1974
1982
1983
66.01
34.09
17.37
97.02
61.53
67.64
30.33
23.71
16.73
*34.50
5.80
6.99
65.07
23.11
14.70
11.36
9.36
3.81
11.00
5.40
9.14
280.79
163.00
136.38
Hydrofiner
-HSGO
-FCC Feed
-Coker HDN
-Mid Dist
Pascagoula, MS
Pascagoula, MS
Pascagoula, MS
Richmond, CA
1974
1974
1982
1975
13.45
10.57
13.81
10.19
27.72
30.00
29.42
22.25
6.23
7.75
6.21
3.93
*6.19
*8.44
3.30
*9.87
13.17
14.03
10.94
8.15
2.58
1.99
1.85
7.49
4.80
3.87
1.42
4.39
67.95
68.21
66.95
56.40
HydrotreaterRheniformer
Perth Amboy, NJ
Richmond, CA
1975
1974
8.13
13.31
40.83
24.55
21.42
5.58
*18.50
*6.96
10.28
7.99
11.08
5.93
3.31
2.16
95.05
59.52
Naphtha Hydrotreater
El Segundo, CA
1974
20.51
27.61
11.34
*8.74
14.51
14.70
2.27
90.94
Rheniformer
Pascagoula, MS
1974
9.18
43.56
8.88
*4.84
8.41
3.26
1.80
75.09
VRDS
El Segundo, CA
1975
6.87
48.06
8.40
*5.16
4.57
4.78
0.55
73.23
37.40
9.08
*19.81
8.91
0.81
3.45
68.28
Gas Oil Isomax
Perth Amboy, NJ
1975
8.63
VGO Desulfurizer
El Segundo, CA
Richmond, CA
1975
1975
9.35
12.19
61.17
64.36
6.05
12.18
*8.91
*14.79
7.14
9.18
7.17
5.29
2.04
4.60
92.92
107.80
RDS
Pascagoula, MS
1982
9.08
20.71
6.77
1.93
6.76
1.24
2.53
49.02
Delayed Coker
Pascagoula, MS
1982
14.58
42.46
23.88
6.33
10.38
5.85
1.86
105.34
Hydrogen
El Segundo, CA
Pascagoula, MS
1975
1982
13.48
10.81
33.37
30.84
12.82
5.13
*8.09
3.44
6.35
4.52
8.48
1.96
2.65
0.92
77.15
57.62
Ethylbenzene (EB)
St James, LA
1990
13.83
44.86
14.42
7.36
4.47
2.20
0.80
87.94
Styrene
St James, LA
1990
8.15
21.18
6.76
5.21
3.00
1.82
0.44
46.56
Styrene/EB Combined
St James, LA
1990
10.03
29.03
9.31
5.92
3.49
1.95
0.56
60.29
Indexing: Percentages do not require time adjustment (indexing) based on the assumption that the prices of all materials rise
at approximately the same rate over time.
Insulation: Values with asterisks (*) are total subcontract values, including labor and overheads. The variation in these values is due
in part to regional labor rate differences and local market conditions at the time the work was executed.
Piling: The data excludes piling. Where piling is required, estimate it at 1–3 percent of the plant’s total cost (before adding special
charges) (step 9).
Buildings: Building requirements are site-specific and often included in the offplot. Estimate them separately if they are required.
Figure 204-2. Materials Cost Ratios for Minor (Bulk) Material as a Percentage of Major Material (Equipment)
Cost Estimating Manual
April 1995
Page 204-3
204
Ratio Estimates
Labor Hours to Install Categories of Materials — Labor Hours/Thousand Dollars of Material
(EDMI = 850)
Plant Type
Location
Built
Major
Mat’l
J
Inst.
L
Piping
M
Steel
N
Insul.
P
Q
S
Elect. Found Misc.
Total Grand
Minor Total
Mat’l
Crude Unit
El Segundo, CA
Perth Amboy, NJ
Richmond, CA
1975
1975
1975
3
4
3
49
29
11
40
58
51
37
23
15
-
70
13
42
33
37
43
153
92
67
45
42
39
20
23
18
Vacuum Distillation
Pascagoula, MS
1982
7
37
22
12
100
49
145
129
34
21
LSR Splitter
Pascagoula, MS
1975
3
10
45
25
-
39
187
97
45
22
Sulfuric Acid Alkylation Pascagoula, MS
1982
3
14
32
11
164
47
139
132
38
22
LSR Treater
Pascagoula, MS
1974
2
9
28
10
-
45
76
102
30
21
H2S Recovery
El Segundo, CA
Pascagoula, MS
Richmond, CA
1975
1974
1975
3
5
3
24
16
7
39
27
38
37
37
20
-
56
121
26
43
108
14
394
81
32
40
33
25
18
23
15
Sulfur
Pascagoula, MS
Pascagoula, MS
Carter Creek, WY
1974
1982
1983
18
5
5
10
15
24
52
39
49
18
11
37
116
161
28
56
56
100
97
122
71
102
112
36
40
57
31
27
35
Hydrofiner
- HSGO
- FCC Feed
- Coker HDN
- Mid Dist
Pascagoula, MS
Pascagoula, MS
Pascagoula, MS
Richmond, CA
1974
1974
1982
1975
3
3
4
3
18
22
22
9
35
36
34
42
20
27
12
9
122
-
34
39
56
30
160
172
147
30
50
55
151
52
36
38
43
31
16
18
20
13
Hydrotreater
-Rheniformer
Perth Amboy, NJ
Richmond, CA
1975
1974
7
6
34
9
50
49
9
9
-
23
42
11
32
88
74
33
34
20
16
Naphtha Hydrotreater
El Segundo, CA
1974
5
36
84
30
-
92
40
152
62
33
Rheniformer
Pascagoula, MS
1974
7
9
19
16
-
29
110
101
25
14
VRDS
El Segundo, CA
1975
2
37
19
16
-
59
33
170
25
12
Gas Oil Isomax
Perth Amboy, NJ
1975
3
29
55
18
-
23
141
84
45
20
VGO Desulfurizer
El Segundo, CA
Richmond, CA
1975
1975
3
4
42
6
22
23
22
14
-
83
37
30
76
69
59
30
25
16
15
RDS
Pascagoula, MS
1982
2
24
28
12
127
50
125
53
36
13
Delayed Coker
Pascagoula, MS
1982
5
24
28
11
86
54
121
126
36
21
Hydrogen
El Segundo, CA
Pascagoula, MS
1975
1982
3
5
23
20
56
29
18
12
105
68
78
33
87
69
138
43
38
20
17
Ethylbenzene (EB)
St James, LA
1990
3
23
40
20
100
77
90
111
43
22
Styrene
St James, LA
1990
2
16
39
20
78
72
71
159
41
14
Styrene/EB Combined St James, LA
1990
2
19
40
20
87
74
78
136
42
17
Indexing: The cost of materials rises over time while the labor hours remain fairly constant. As the ratios decline with time, use the
materials cost index (EDMI) to adjust them. In this table, we adjusted actual project data to 1991, EDMI = 850.
Example: A ratio in this table is 40 labor hours/$1,000 material. To adjust it to a later date when the EDMI is 950:
40 MH/$M × 850/950 = 36 MH/$M
Insulation: No data is given for those plants where the work was subcontracted as we could not separate costs for material and labor
in those cases. See the notes for Figure 204-2.
Piling & Buildings: No data is included. See the notes for Figure 204-2.
Figure 204-3. Ratios of Labor Hours to Dollar Value by Category of Materials (per $1,000 of Material)
Cost Estimating Manual
Page 204-4
April 1995
The Ratio Method
1
Estimate Cost of
Equipment
2
Select One or
More Sets of Ratios
3
Calculate Cost of
Bulk Materials
4
Calculate Labor for
Each Account
5
Develop Total
Direct Cost
6
Calculate Construction
Contractor's
Field Indirect Costs
7
Calculate Engineering &
Project Mgmt Costs
8
Calculate the Total
Indirect Cost
9
Calculate Total Cost
10
Add Special Charges
11
Add Escalation
12
Add Contingency
Figure 204-4. Steps in Ratio Estimating Method
1
ESTIMATE THE COST OF EQUIPMENT
Include design allowance, freight and tax (see Section 201).
2
SELECT ONE OR MORE SETS OF RATIOS
Identify individual facilities, similar to the one being estimated, where
ratios are available or you can develop them.
Evaluate the ratios from the reference plants and choose the most
suitable for each step of your estimating situation. Ask questions such
as the following:
Cost Estimating Manual
April 1995
Page 204-5
204
Ratio Estimates
Does one of the reference plants have an abnormally high amount of
alloy piping?
Are there few foundations because much of the equipment is mounted
in a structure or on skids?
Is there less structural steel because this plant shares a piperack with
another plant?
Is there more engineering because it’s a small-capacity plant with
many equipment items?
3
CALCULATE THE COST OF BULK MATERIALS BY RATIO FROM THE TOTAL COST
OF THE EQUIPMENT
Use separate ratios for each account (piping, instruments, electrical, etc.).
Do not add site-specific freight and tax costs. The ratios automatically
include those costs in the bulk accounts (to the degree they were included
in the reference plants) because they are included in the equipment costs
from Step 1.
4
CALCULATE THE LABOR FOR EACH ACCOUNT
Ratio labor hours from the corresponding material costs. Base
equipment-setting labor on the total equipment cost rather than on
individual accounts (vessels, pumps, etc.).
Use ratios expressed in terms of labor hours per thousand dollars of
material (MH/$M). These ratios are for a particular time period
(EDMI), unlike the material $./.$ ratios which are independent of time.
Adjust the labor hours for any differences you can determine in labor
productivity versus the reference plants.
Multiply the labor hours by the hourly craft labor rate for the proposed
plant location from Section 424, or contact the operating location for
prevailing wage rates in that area.
5
DEVELOP THE TOTAL DIRECT COST
Add the sum of the material and labor (steps 1, 3, and 4).
6
CALCULATE THE CONSTRUCTION CONTRACTOR’S FIELD INDIRECT COSTS
From total direct labor (step 4), use the ratios in Section 501. This step
does not apply if you chose an “all-in” labor rate (including contractor
indirects) at step 4.
Cost Estimating Manual
Page 204-6
April 1995
The Ratio Method
7
CALCULATE ENGINEERING AND PROJECT MANAGEMENT COSTS
From the sum of steps 5 and 6, use the ratios suggested in Sections
511 and 512 for contractor and Chevron costs, respectively.
Adjust the ratioed contractor cost from Section 511 if there are
duplicate plants on the project.1
8
CALCULATE THE TOTAL INDIRECT COST
Add the sum of steps 6 and 7. Total indirect cost (Chevron terminology) is
the sum of these costs: contractor’s field indirect, contractor’s home
office, and Chevron design-and-project management.
9
CALCULATE THE TOTAL PLANT COST (EXCLUDING SPECIAL CHARGES,
ESCALATION, AND CONTINGENCY)
Add the total direct cost from step 5 to the total indirect cost from step 8.
10
ADD SPECIAL CHARGES
Use Section 521 as a checklist to identify possible special-charge costs
that may apply to the estimate. Examples are ocean freight (Section 304),
catalyst (Section 521), and G&A (Section 522)
11
OPTIONAL — ADD ESCALATION
If you need a then-current estimate, add escalation based on the
anticipated schedule for the project (see Section 312).
12
ADD CONTINGENCY (SECTION 313).
The total is an onplot (battery limits) estimate only; you must estimate
any
offplot requirements separately.
The following pages present an example of a ratio estimate.
1
The contractor’s engineering and procurement costs for the second and subsequent identical plants may be as low as
50 percent of the design cost for the first plant. The modest savings in Chevron costs under Section 512 will be included
because the total cost for the contractor will be lower.
Cost Estimating Manual
April 1995
Page 204-7
204
Ratio Estimates
Example of
Ratio Method
1
In 1987, Chevron estimators prepared a ratio estimate for a new cogeneration facility proposed for the Pascagoula refinery. A step-by-step
description of that estimate follows:
ESTIMATE THE COST OF EQUIPMENT
Using primarily informal quotations from vendors, estimators
defined and then priced the required equipment
included design allowance, freight, and sales tax
The total estimated equipment cost was $19,420M.
2
SELECT ONE OR MORE SETS OF RATIOS
Estimators developed ratios from best-available estimates of three other
cogeneration projects—El Segundo, Richmond, and Orange. Final costs
for those projects were unavailable at that time.
The table in Figure 204-5 shows
ratios for each reference location
the average of the three
the value selected for the new estimate
To validate the information, the estimator calculated the sums of the
selected ratios and compared them to corresponding sums of the average
values. They were acceptable.
3
CALCULATE THE COST OF BULK MATERIALS BY RATIO FROM THE TOTAL COST
OF THE EQUIPMENT
The table in Figure 204-6 shows calculations of the costs of bulk
materials accounts based on the ratios from Section A of Figure 204-5.
4
CALCULATE THE LABOR FOR EACH ACCOUNT
The table in Figure 204-7 shows
how labor hours were calculated from the material cost for total
equipment and for each bulk account, using the ratios from Figure
204-5, Section B.1
how the labor cost was calculated, using an average rate of $15.60 per
labor hour (including payroll taxes and fringe benefits), based on the
updated (indexed) rate from an earlier Pascagoula project.
1
The reference plant costs had been updated to 1987 so that the MH/$M of material ratios needed no further time adjustment.
Cost Estimating Manual
Page 204-8
April 1995
The Ratio Method
Reference Projects (Onplot)
El
Segundo
Richmond
A. Minor Material Costs as % of Major Material
10.1
J - Instruments
Orange
6.7
10.8
Avg.
9.2
Used for
Pascagoula
10.0
L - Piping
5.1
5.1
10.0
6.7
6.0
M - Structures
1.8
2.4
0.4
1.5
2.0
N - Insulation
0.4
0.3
1.6
0.8
0.5
P - Electrical
5.1
16.5
24.8
15.5
14.4
Q - Foundations
1.1
2.9
1.1
1.7
1.5
R - Buildings
1.0
0.5
0.7
0.7
1.0
S - Miscellaneous
1.1
2.4
0.6
1.4
1.0
25.7
36.8
50.0
37.5
36.4
Major Material
2.1
1.9
2.2
2.1
2.2
J - Instruments
5.7
4.5
19.0
9.7
6.0
L - Piping
31.5
22.5
31.1
28.4
32.0
M - Structures
19.0
5.2
12.6
12.3
15.0
N - Insulation
40.7
41.3
47.3
43.1
41.0
P - Electrical
33.7
6.5
6.0
15.4
6.5
70.0
As a check: Total Minor Mat’l
1
B. Labor Hours per $1,000 Material
1
132.9
36.8
63.9
77.9
R - Buildings
16.2
63.7
52.7
44.2
40.0
S - Miscellaneous
45.0
103.4
76.9
75.1
60.0
As a check: Total Minor Mat’l
25.4
18.0
18.0
20.5
16.5
6.9
6.2
7.5
6.9
6.0
21.9
24.7
19.3
22.0
20.0
Q - Foundations
As a check: Total Material
C. Technical Service Percentage
2
2
1
We estimated electrical costs and hours in detail and back-calculated them for this example.
The resulting ratios are reasonably close to the values for the reference plants.
2
Back-calculated from figure 204-7.
Figure 204-5. Table of Ratios for Cogeneration Project
% Major Mat’l
Calculation
$M
Major Material
100.0
As Estimated
J - Instruments
10.0
10.0% x 19,420 = 1,940
L - Piping
6.0
6.0% x 19,420 = 1,170
M - Structures
2.0
2.0% x 19,420 =
390
N - Insulation
0.5
0.5% x 19,420 =
100
P - Electrical
14.4
19,420
14.4% x 19,420 = 2,800
Q - Foundations
1.5
1.5% x 19,420 =
290
R - Buildings
1.0
1.0% x 19,420 =
190
S - Miscellaneous
1.0
1.0% x 19,420 =
190
Total Minor Mat’l
Total Material
36.4
7,070
136.4
26,490
Figure 204-6. Calculating Cost of Minor (Bulk) Materials for Pascagoula
Cost Estimating Manual
April 1995
Page 204-9
204
Ratio Estimates
MH per $M Matl
Major Material
MH Calc
2.2
2.2 x 19,420 =
MH
$M @ $15.60/MH
42,700
670
6.0
6.0 x 1,940 =
11,600
180
L - Piping
32.0
32.0 x 1,170 =
37,400
580
M - Structures
15.0
15.0 x
390 =
5,900
90
N - Insulation
41.0
41.0 x
100 =
4,100
60
P - Electrical
6.5
6.5 x 2,800 =
18,200
280
20,300
320
120
J - Instruments
Q - Foundations
70.0
70.0 x
290 =
R - Buildings
40.0
40.0 x
190 =
7,600
S - Miscellaneous
60.0
60.0 x
190 =
11,400
180
Total Minor Mat’l1
16.5 = 116,500/7,070
116,500
1,810
Total Material1
6.0 = 159,200/26,490
159,200
2,480
1
MH/$M are back-calculated for comparison with the reference plants in Section B of
Figure 204-5 as a check.
Figure 204-7. Calculating Labor Hours (MH) & Costs for Pascagoula
5
DEVELOP THE TOTAL DIRECT COST
The total direct cost is the sum of steps 1, 3, and 4, and is shown on the
overall estimate summary, Figure 204-8.
6
CALCULATE THE CONSTRUCTION CONTRACTOR’S FIELD INDIRECT COSTS
Estimators based the contractor’s indirect cost on a previous project at the
same refinery, calculating it at 105 percent of the direct labor cost from
step 4.
7
CALCULATE ENGINEERING AND PROJECT MANAGEMENT COSTS
Estimators applied the technical service percentage (engineering and
project management) from Figure 204-5, Section C to the sum of Steps 5
and 6 to get the dollar value shown in Figure 204-8.
8
CALCULATE THE TOTAL INDIRECT COST
Add the sum of steps 6 and 7.
9
CALCULATE THE TOTAL PLANT COST (EXCLUDING SPECIAL CHARGES, ESCALATIONS, AND CONTINGENCY)
Add the sum of steps 5 and 8. The sum of the direct and indirect costs is
the total plant cost.
Cost Estimating Manual
Page 204-10
April 1995
The Ratio Method
Direct Cost (Group II)
Major Materials
Material $M
2,940
170
G - Pumps & Drivers
Minor Materials
K - Mechanical Equip.
15,850
Sub-Total
19,420
670
J - Instruments
1,940
180
L - Piping
1,170
580
M - Structures
390
90
N - Insulation
100
60
2,800
280
Q - Foundations
290
320
R - Buildings
190
120
S - Miscellaneous
190
180
P - Electrical
Total $M
220
E - Exchangers
F - Heaters
Labor $M
240
C - Columns & Vessels
20,090
Sub-Total
7,070
1,810
8,880
Total Direct Cost (Group II)
26,490
2,480
28,970
Indirect Cost (Group I)
1
By Item $M
Contractor Field Indirects
2,600
Technical Svcs (Eng’g & Proj. Mgmt)2
6,310
8,910
Total Indirect Cost (Group I)
37,880
TOTAL PLANT COST EXCLUDING SPECIAL CHARGES
Special Charges
Contractor Gross Income Tax (Miss.)3
4
By Item $M
380
1,200
Spare Parts
Capitalized G&A Expense5
140
1,720
Total Special Charges
39,600
TOTAL PLANT COST INCLUDING SPECIAL CHARGES
Other Adjustments
Escalation6
By Item $M
3,900
7
6,500
Contingency
Total Other Adjustments
10,400
TOTAL ONPLOT COST ESTIMATE (then-current)
50,000
1
2
3
4
5
6
7
Calculated as 105 percent x 2,480 Direct Labor.
Calculated as 20 percent x sum of 28,970 and 2,600.
One percent of Total Plant Cost including Special Charges.
Allow 800 for gas turbine generator, 400 for other.
0.5 percent of first 25M, 0.1 percent thereafter.
Based on 2-1/2 years from estimate date to mid-point of expenditure & using EDPI
forecast,9.9 percent x 39,600..
Use 500 for gas turbine generators and 10 percent for heat recovery steam generators,
plus 20 percent on everything else.
Figure 204-8. Summary of Overall Ratio Estimate for Pascagoula
Cost Estimating Manual
April 1995
Page 204-11
204
Ratio Estimates
10
ADD SPECIAL CHARGES
Special charges were estimated using values appropriate at the time.
These tasks were performed:
Estimated contractor’s gross income tax (specific to Mississippi) as
one percent of the total plant cost at step 9.
Developed an allowance for spare parts.
Calculated capitalized G&A as 0.5 percent of the first $25M and 0.1
percent of the remainder, based on total costs to this point.
11
OPTIONAL — ADD ESCALATION
Estimators calculated escalation to the mid-point of expenditure, based on
an assumed project schedule and the then-forecast values of EDPI (see
Section 312).
12
ADD CONTINGENCY (SECTION 313)
Estimators added contingency to reach a total onplot cost.1 Figure 204-8
excludes offplot, although it was added it to the actual estimate before it
was reported to the client
1
The data in Section 313 was not available in 1987, so contingency was based on the estimator’s judgment.
Cost Estimating Manual
Page 204-12
April 1995
Detailed and Semi-Detailed Methods
205
Detailed Estimates
April 1995
his section covers the detailed and semi-detailed methods of cost estimating.
T
Detailed and Semi-Detailed Methods
Overview
Assumptions
Information Needed
1
2
A detailed estimate is based on a complete definition of the work—every
element is identified and quantified, and engineering is about 30-50
percent complete. Usually, you prepare this estimate to check project cost
against budget or to manage the construction effort.
A semi-detailed estimate is a five-step process based on assessing only
the direct costs in limited detail and applying ratios to the direct costs to
determine the indirect costs.
For the purposes of this section, it is assumed that the construction
contractor
employs direct-hire labor rather than subcontractors
hires subcontractors only for specialty work, for example, insulation
or pile driving
To make a detailed (Class 4) cost estimate, you must have a complete
definition of the work, identifying and quantifying every element.
You need to obtain the following items:
Copies of the latest equipment lists and equipment data sheets
Copies of purchase orders, supplements, and bid tabulations for both
equipment and bulk materials
A complete set of the available drawings1
You then need to develop a quantity takeoff of the bulk materials from the
drawings.2 If others are performing the quantity takeoff, it increases their
efficiency if they know how the estimator plans to price the material.
Normal practice in a contractor’s office is to freeze the design for the estimate so that the estimate is based on drawing
revisions available on a particular date. The estimate is not adjusted, except on a gross basis, for any further design work
carried out while the estimate is being prepared.
The estimator or the designer (perhaps using a CAD system) performs the quantity takeoff in a manner consistent with the
estimating method. For example, count each piping item separately if it is to be priced separately (pipes, valves, flanges,
fittings by diameter and schedule or pressure rating).
Cost Estimating Manual
April 1995
Page 205-1
205
Detailed Estimates
An estimator—particularly for semi-detailed estimates—might base
the piping cost solely on the straight-length of pipe and a composite
unit price (per foot or per diameter-inch-foot) that includes fittings
and valves.
Some contractors may take off only the major items in each
commodity account (piping, steel, etc.), and then use ratios to price
other, smaller-value items that do not warrant being counted
separately.
Review also the resources listed in Figure 205-1.
For
In this Manual
Direct costs
Material
Equipment
Section 201, 401-408
Design Allowance; Takeoff Allowance
Section 303
Bulk Materials
Section 411
Freight
Section 304
Sales or Use Tax
Section 305
Manhours
Section 421
Rework
Section 423
Labor
Productivity Adjustment
Section 422
Labor Rate
Section 424
Subcontracts
Section 411
Indirect costs
Contractor’s Field Indirects
Section 501
Engineering, Procurement & Project Management
By Contractor
Section 511
By Company
Section 512
Special charges
Section 521
Escalation
Section 312
Contingency
Section 313
Figure 205-1. Resources for the Detailed Method of Cost Estimating
Cost Estimating Manual
Page 205-2
April 1995
Detailed and Semi-Detailed Methods
Applicability
Steps in a
Detailed Estimate
The detailed method is
suitable for projects when sufficient detail is available—usually by the
time engineering is 30-50 percent complete.
unsuitable for screening studies if simpler, less costly methods can
be used.
The semi-detailed method is
suitable for some Class 1-3 estimates, which you cannot estimate by
some of the simpler techniques (curve, factored, ratio) and for which
you do not have a high percentage of engineering completed.1
unsuitable for Class 4 estimates that have the detail available.
Figure 205-2 shows the steps to follow in performing detailed estimates.
The steps are discussed on the following pages.
1
Estimate Delivered Cost
of Process Equipment
2
Estimate Delivered
Cost of Bulk Materials
3
Estimate Direct Labor
for Equipment & Bulk
Materials
1-4 = Total Direct Cost
1-5 = Contractors Total Field Costs
5-6 = Total Indirect Cost
1-9 = Total Plant Cost
4
Estimate
Subcontracts
5
Estimate the Contractor's
Indirect Field Cost
6
Estimate Engineering,
Procurement, Project
Management Costs
7
Estimate Special Charges
8
Add Escalation
9
Add Contingency
Figure 205-2. Steps in Detailed Estimating
1
In a refinery or chemical plant, most offplot facilities and plant modifications fall into this category.
Cost Estimating Manual
April 1995
Page 205-3
205
Detailed Estimates
1
ESTIMATE THE DELIVERED COST OF THE PROCESS EQUIPMENT (SECTION 201)
Include the following:
Design allowance (see Section 303)
Freight if not included in cost of items (see Section 304)
Sales or use tax, based on project-specific information (see Section
305)
Some contractors estimate freight and tax as one-line entries after pricing all material. For foreign purchases, estimate ocean freight and import duties with the equipment even though, from a cost-accounting
standpoint, they are considered special charges. (They can always be
separated later, if desired.)
2
ESTIMATE THE DELIVERED COST OF BULK MATERIALS
Locate any available project-specific purchase orders or vendor quotes.
Estimate engineered items (tagged instruments and electrical
switchgear) in the same way as equipment, including an appropriate
design allowance.
Estimate shop-fabricated steel and pipe spools from the unit prices on
purchase orders or quotes and from quantities developed from design
information.
Price other bulk materials based on quantity takeoffs, with an
appropriate quantity takeoff allowance (see Section 303).
Include freight and sales/use tax (Sections 304 and 305) for bulk
materials, recognizing that some pricing is on a delivered basis (such
as ready-mix concrete).
3
ESTIMATE THE DIRECT LABOR TO INSTALL EQUIPMENT AND BULK MATERIALS
Follow a three-stage process to estimate the direct labor for installation of
equipment and bulk materials.
Stage one. Base the estimated manhours required for craft labor on a set
of standard manhour tables. (Contractors maintain their own manhour
standards.) (Section 421)
Apply manhours to each item of equipment based on the type of
equipment and some parameter for size, such as weight or
horsepower.
Cost Estimating Manual
Page 205-4
April 1995
Detailed and Semi-Detailed Methods
Determine manhours for bulk installation per unit quantity (per foot or
per cubic yard) for specific types or sizes of materials. Apply these
manhour rates to quantities that include quantity takeoff allowances
but exclude wastage allowance because the latter attracts no labor (see
Section 303).
Include an allowance for rework, usually as a percentage of the total
standard-based manhour estimate (see Section 423).1
Stage two. Adjust the standard manhours to the particular job site by
applying a productivity factor (see Section 422).
Stage three. Apply a labor rate (dollars per manhour) to the productivityadjusted manhour estimate.
Choose either a composite rate for all work or separate rates for each
craft (see Section 424).2
An alternative (uncommon at the detailed estimate stage) is to use an
all-in labor rate that includes the contractor’s field indirect costs. (These
costs are discussed in step 5.)
4
ESTIMATE SUBCONTRACTS FOR FIELD-ERECTED EQUIPMENT AND FOR
FURNISHING AND INSTALLING BULK MATERIALS
Subcontracts for bulk materials are usually specialty subcontracts that
include both labor and material; typical examples are for insulation,
paving, painting, and pile driving. They are priced in the same way as
other bulk materials, with unit prices and quantities that include quantity
takeoff allowances, but without a separate freight allowance. Depending
on the contract, an allowance for sales tax may be unnecessary because it
may be included in the contract price.
✎
1
2
The total direct cost is the sum of the estimated material, labor, and subcontract
costs.
Many contractors are reluctant to add an allowance for rework to their estimates, perhaps because it might imply that they
don’t know how to manage the work. Standard manhour tables generally exclude rework, but it does occur and is charged
against most reimbursable contracts.
The data in Section 424 assumes that the labor rate includes the basic wage plus payroll taxes and fringe benefits. When
calculating direct labor cost, contractors often work with only the base wage rate and add payroll taxes and fringe benefits
into field indirect costs. When applying individual craft rates, recognize that more than one craft may be required for a
single material account (e.g., concrete foundations require carpenters, ironworkers, and cement finishers). This fact makes it
easier to apply an overall composite rate for all work rather than to create a specific composite rate for the crafts involved in
a given type of work.
Cost Estimating Manual
April 1995
Page 205-5
205
Detailed Estimates
5
ESTIMATE THE CONTRACTOR’S FIELD INDIRECT COST, PROBABLY AS A
PERCENTAGE OF DIRECT LABOR (SEE SECTION 501)
When a contractor prepares a detailed estimate at 30-50 percent of design,
the construction manager develops preliminary plans for items such as
construction staffing, equipment rental, and temporary facilities. These
costs can be estimated in some detail. Chevron estimators may be forced
to estimate this on a percentage basis because they won’t know how the
contractor (particularly a separate, yet-to-be-identified construction
contractor) will execute the work.
✎
6
Contractors often refer to the sum of the direct cost and the contractor’s field
indirect cost as the total field cost to distinguish it from their home office cost.
Chevron estimates do not make this distinction.
ESTIMATE ENGINEERING, PROCUREMENT, AND PROJECT MANAGEMENT COST
Apply a percentage figure for the contractor’s home office cost if you
cannot make a detailed estimate of it (see Section 511).1 Contractors’
detailed estimates include manhour estimates for each design
discipline (process, mechanical, electrical, civil, etc.) as well as for
procurement and project management, with one or more average
hourly rates applied to the manhour estimates. These estimates also
include non-labor costs for items such as computer support and travel.
Estimate Chevron design and project management costs in place of, or
in addition to, the contractor’s home office costs. Base this estimate
on detailed manpower plans and on unit rates experienced to date for
items such as travel and relocation (see Section 512).
7
CALCULATE THE TOTAL PLANT COST (EXCLUDING SPECIAL CHARGES,
ESCALATION, AND CONTINGENCY)
The sum of the total direct cost and the total indirect cost is the total plant
cost.
8
ESTIMATE SPECIAL CHARGES
Some special charges, such as permit preparation and dismantling to clear
space for the new facilities, may be fixed at the detailed estimate stage.
You must estimate all others (see Section 521).
1
Adjust that percentage figure if there are duplicate plants on the project. The contractor’s engineering and procurement
costs for the second and subsequent identical plants may be as low as 50 percent of the design cost for the first plant.
Contractors who have prepared detailed estimates of home office costs should have built in these savings, so you need
make no further adjustment.
Cost Estimating Manual
Page 205-6
April 1995
Detailed and Semi-Detailed Methods
9
ADD ESCALATION
Escalate only uncommitted work, preferably in some detail (see Section
312). Awarded fixed-price purchase orders and contracts and all expenditures to date require no additional escalation (although they may have
some escalation built into their pricing relative to earlier estimates).
Separate escalation estimates for craft labor and for home office
manpower may be unnecessary if the average hourly rates in the base
estimate are project averages that include escalation (common in
contractor-prepared estimates).
A manpower-expenditure forecast for construction crafts can help you
develop labor escalation based on anticipated changes in annual wage
rates. These changes follow a stepped escalation pattern rather than the
smooth, continuous pattern assumed in simpler estimating techniques.
You can develop centroids of expenditure for individual material
commodities and for engineering and project management, based on
project schedules.
10
ADD A CONTINGENCY ALLOWANCE (SEE SECTION 313).
Do not include contingency for funds already expended or committed
on a firm-price basis (assuming design and quantity takeoff
allowances have been properly applied).
Base contingency on remaining uncommitted and unexpended funds
only (including any escalation).1
Steps in the SemiDetailed Method of
Cost Estimating
1
Figure 205-3 shows the steps to follow for performing the semi-detailed
estimate. The steps are discussed on the next several pages.
ESTIMATE THE DELIVERED COST OF THE PROCESS EQUIPMENT
Develop an equipment list and prices as described in the beginning of this
section.
2
ESTIMATE THE DELIVERED COST OF BULK MATERIALS
Develop material quantities from preliminary plot plans and simple
sketches, adding a generous quantity takeoff allowance.
Section 411 includes suggested unit prices for each of the bulk accounts.2
1
2
For a Class 4 estimate, consider the Monte Carlo method for determining contingency; for a Class 3 estimate, you should
use the IPA statistical method.
Unit pricing is established on a simpler, overall basis. For example, piping can be estimated by taking a cost-perdiameter-inch-foot that includes straight pipe and fittings and perhaps valves. Pricing concrete foundations on a percubic-yard basis may include form work, rebar, and anchor bolts as well as concrete.
Cost Estimating Manual
April 1995
Page 205-7
205
Detailed Estimates
Figure 205-3. Steps in Semi-detailed Estimating
3
ESTIMATE THE DIRECT LABOR TO INSTALL EQUIPMENT AND BULK MATERIALS
Estimate equipment installation manhours in the same way as detailed
estimates.
Estimate installation labor for bulk materials by working with average
manhour rates, or by applying ratios as described in the ratio
estimating method (Section 204). Be careful when using multiple
techniques to avoid omissions or double-dipping.
Use composite labor rates and an overall productivity factor, if
available.
4
ESTIMATE SUBCONTRACTS FOR FIELD-ERECTED EQUIPMENT AND FOR FURNISHING AND INSTALLING BULK MATERIALS
This is similar to detailed estimates, except that the bulk material quantity
takeoffs are cruder.
5
COMPLETE THE ESTIMATE
After totaling the material, labor, and subcontracts to get total direct costs,
complete the estimate by applying steps 6-12 of the ratio estimating
technique described earlier in Section 204.
Example of a
Detailed Estimate
Figures 205-4 through 205-6 illustrate a portion of a detailed estimate for
the direct costs of installing piping. The format used is that given in
Figure 601-1.
Cost Estimating Manual
Page 205-8
April 1995
Detailed and Semi-Detailed Methods
Source of the Data
The source of the data is the piping section of the offplot tankfield portion
of a control (Class 4) estimate. The estimate was prepared in late 1992 by
the construction contractor for the Pascagoula Aromax project. The
figures on the following pages present this data.
Figure 205-4 gives information on eight-inch piping from the contractor’s
estimate (12/92).
Material
A/C
Labor
Subcontracts
Description
Unit
Cost
Cost
Unit
Mhs
Manhours
1,008
13.15
13,255
1.74
628
39.12
24,567
1.81
8-inch 150 Lb Ball Valve
6
3187.00
19,122
8-inch 150 Lb Check Valve
3
847.67
2,543
10
987.00
9,870
4
1833.90
7,336
Quantity
Total
Rate
Cost
1,754
11.76
20,627
33,882
1,137
11.76
13,371
37,938
1701 Field-run CS Pipe/fittings
8-inch Pipe, Linear Feet
1704 Shop-fabricated CS Pipe Spools
8-inch Pipe, Linear feet
1709 Valves CS (labor w/pipe)
8-inch 150 Lb Gate Valve
8-inch 150 Lb Gate Valve w/GO
38,871
1772 Tie-ins (mat’l w/pipe)
34
35.00
1,190
11.76
13,994
13,994
1
6.50
7
11.76
82
82
8-inch, Each (Subcontract Cost
@ $36)
9
0.50
5
11.76
59
1781 Hangers/supports - Fabricate &
Erect, Lump Sum
1
593
11.76
6,974
1798 Takeoff Allowance at 5 Percent
82
8-inch, Each
1773 Hot Taps (mat’l w/pipe)
8-inch, Each
1773 X-rays
1700 Total Direct Cost
3,835
80,528
234
324
383
6,974
2,755
16
6,606
57,862
340
138,730
Figure 205-4. Example of Detailed Estimate from a Construction Contractor
Cost Estimating Manual
April 1995
Page 205-9
205
Detailed Estimates
Figure 205-5 gives the same eight-inch piping, using Richardson Process
Plant Construction Estimating Standards, 1993 edition.
Material
A/C
Description
Labor
Manhours
Total
Cost
1,008
15.65
15,775
0.109
110
11.82
1,300
17,075
30
76.65
2,300
7.20
216
11.82
2,553
4,853
6
105.00
630
10.80
65
11.82
768
1,398
10
60.90
609
3.60
36
11.82
426
1,035
3
2082.00
6,246
3.00
9
11.82
106
6,352
14
2118.00
29,652
3.00
42
11.82
496
30,148
6
2102.00
12,612
Quantity
Unit
Mhs
Subcontracts
Unit
Cost
Rate
Cost
15-43 Field-run CS Pipe/fittings
8-inch Pipe, Linear Feet
8-inch Ells, Long Radius, Each
8-inch Tees, Each
8-inch Weld Neck Flanges, Ea
8-inch 150 Lb Check Valve
8-inch 150 Lb Gate Valve
8-inch 150 Lb Ball Valve
8-inch Field Erection Buttwelds, Ea
113
3.45
21
11.82
248
12,860
7.80
881
11.82
10,413
10,413
0.456
286
11.82
3,381
15-44 Shop Fabricated CS Pipe Spools
8-inch Pipe, Linear Feet
8-inch Ells, Long Radius, Each
628
15.65
9,828
65
195.75
12,724
13,209
12,724
4
145.45
582
582
8-inch Tees, Each
15
277.57
4,164
4,164
8-inch Weld Neck Flanges, Ea
40
120.40
4,816
4,816
50
21.21
1,061
8-inch Conc Reducers, Each
15-72 Bolts And Gaskets
8-inch 150 Lb Spiral Wound, Sets
2.00
100
11.82
1,182
2,243
15-74 Hot Taps
8-inch, Subcontract, Each
1
Mobilization, 60 Miles
575
575
75
75
351
351
15-75 X-ray of Buttwelds
8-inch, Subcontract, Each
9
15-76 Hangers/Supports - Fabricate +
Erect, Lump Sum Allowance
1
800
400
11.82
4728
82
5,090
108
11.82
1277
341
11.82
5,528
Takeoff Allowance
At 5 Percent
1-0
50
6,417
1,051
138,849
Productivity Adjustment for
Labor Not From Contractors
Regular Forces at 15%
106,889
Total Direct Cost
4031
30,909
4,031
Figure 205-5. Example of Detailed Estimate using Richardson
Cost Estimating Manual
Page 205-10
April 1995
Detailed and Semi-Detailed Methods
Figure 205-6 gives the same eight-inch piping, using a PC program,
Questimate (see Section 206). This figure uses First Quarter 1993 pricing.
Material
A/C
Description
Quantity
306
Total
Rate
Cost
1
171
171
12.00
2,052
2,052
1
126
12.00
1,512
1,512
30
39.80
1,194
1,194
1,008
10.04
10,120
10,120
Tee, 8-inch, Std Wt, Each
6
59.52
357
357
Block Valve, 8-inch 150 Lb, Each
1 1,560.00
1,560
1,560
Pipe, 8-inch Std, Feet
Flange, 8-inch 150 Lb, Each
Nipple, 8-inch, Each
312
CS Field Shop Fabrication
313
CS Remote Shop Mat’l
Pipe & Fittings, Feet
16
35.56
569
569
1
20.00
20
20
510
1.41
719
12.00
8,628
8,628
65
39.80
2,587
2,587
628
10.04
6,305
6,305
4
19.75
79
79
Tee, 8-inch, Std Wt, Each
15
59.52
893
893
Flange, 8-inch, Std Wt, Each
34
35.55
1,209
1,209
23,091
0.80
18,473
18,473
Elbow, 8-inch, Std Wt, Each
Pipe, 8-inch Std, Feet
Reducer, 8-inch, Std Wt, Each
314
CS Remote Shop Fabrication
315
CS Valves, Flanged
Pipe, 8-inch Std, Lbs
Ball Valve, 8-inch 150 Lb, Each
6 1,559.67
9,358
9,358
Check Valve, 8-inch 150 Lb, Each
3
862.00
2,586
2,586
13
840.00
10,920
10,920
Gate Valve, 8-inch 150 Lb, Each
CS Pipe Erection
1
69.20
69
12.00
828
828
Bolt up Connections, Each
47
4.20
197
12.00
2,364
2,364
Erect Shop Fab Pipe, Feet
1,138
1.14
1297
12.00
15,564
15,564
498
0.67
334
12.00
4,008
4,008
22
5.60
123
12.00
1,476
1,476
120
7.30
876
12.00
10,512
10,512
6.35
527
12.00
6,324
11,324
Hot Tap, Each
Erect Straight Run Pipe, Feet
Erect Valve, Each
Welding, Each
366
Subcontracts
CS Field Mat’l
Elbow, 8-inch, Std Wt, Each
317
Cost
Manhours
Prefab Pipe Rework
Repair & Adj Prefab Pipe, Each
311
Labor
Unit
Mhs
Piping System Testing
Pipe Testing, Each
307
Unit
Cost
Pipe Hangers, Shoes, Etc.
Erect Prefab Pipe Supp., Each
83
60.24
5,000
3,562
Freight on Material, at 5%
3,562
Takeoff Allowance
(Outside Questimate), At 5%
82
3,740
78,532
Total Direct Cost
222
12.00
2,664
6,404
55,932
134,464
Figure 205-6. Example of Detailed Estimate using Questimate
Cost Estimating Manual
April 1995
Page 205-11
205
Detailed Estimates
When comparing estimates, note the following:
The sequence of items in each estimate follows the code of accounts
for each method (chapter sequence, in Richardson).
Figures 205-5 and 205-6 show a fittings count and pricing while
Figure 205-4 has the fitting prices buried in the unit cost for pipe.
For hot tap, Figure 205-4 includes only the labor to make the tap,
places equipment rental in the indirect costs (not shown), and
presumably buries the cost to provide and attach the piping stub and
valve in the piping material and labor costs. Figure 205-5 shows the
subcontract cost for making the hot tap, but again assumes that the
material and labor for the stub are elsewhere. Figure 205-6 has all the
material and labor costs, but not the equipment rental.
There is considerable variation in the unit pricing of material and unit
labor hours for individual items, although the bottom line cost is
similar. Figure 205-4 does not show the number of fittings. We
selected quantities for Figures 205-5 and 205-6 to make the grand
totals similar.
Example of a SemiDetailed Estimate
Figure 205-7 shows a semi-detailed estimate for the same eight-inch
piping. We took off the total quantity of eight-inch pipe and added a
generous quantity takeoff allowance.
Material
A/C
Description
Quantity
Unit
Cost
5.19
Labor
Cost
Unit
Mhs
Manhours
71,622
0.17
2,346
Rate
Subcontracts
Total
Cost
Piping take off from plot plan
8-inch piping, feet
Takeoff allowance at 15%
Total length
1,500
225
1,725
Diameter-inch-feet
13,800
Data1 from Section 411
13,800
Index to 1Q93 2
Total Direct Cost
1
EDMI = 850, with current labor rate
2
Section 301 (incremental cost)
12.00
28,152
2,090
73,712
99,774
2,090
28,152
101,864
Figure 205-7. Example of the Semi-Detailed Estimate Based on the Detailed Example
Cost Estimating Manual
Page 205-12
April 1995
Detailed and Semi-Detailed Methods
For this illustration, we
assumed that the quantity takeoff from a plot plan is 1500 feet
added a 15 percent takeoff allowance
obtained a total of 1725 feet (similar to Figures 205-4 through 205-6
with their five percent quantity takeoff allowances)
converted the total to diameter-inch-feet by multiplying by the
diameter of the pipe
estimated material costs and labor hours using factors for offplot
piping (see Section 411) and adjusted them using cost indexes (see
Section 301) to the first quarter of 1993
Summary
The total cost in Figure 205-7 is significantly lower than in Figures 205-4
to 205-6 because that estimate allows for fewer valves.
The data in Section 411 is based on a project with 0.2 large-bore valves
per 100 feet of pipe, which translates to 3–4 valves for the quantity of
pipe in Figure 205-7. Figures 205-4 through 205-6 each show 23 valves.
Therefore, based on the valve prices in Figures 205-4 to 205-6, the
additional 19–20 valves easily account for the bottom-line differential of
$33,000–37,000.
Cost Estimating Manual
April 1995
Page 205-13
December 1996
206
Electronic Estimating: Questimate
f the many software packages available for estimating, Questimate is the most
commonly used at Chevron. A Windows software application for IBMcompatible personal computers, Questimate is available to Chevron domestic and
Canadian subsidiaries for an annual licensing fee, with no capital payment.
O
Contact Icarus Corporation, Rockville, MD at (301) 881-9350 or CRTC Facilities
Engineering Unit for details.
Chevron-Specific Users’ Guide
At the suggestion of a refinery engineering supervisor, we have
supplemented the Questimate user’s manual with a Chevron-specific
guide to help you establish default values for Chevron projects.
The Chevron-specific guide explains the basic program menu selections
and default values. It also suggests choices for customizing Questimate
for a Chevron location, based on Chevron technical (gray) manuals and
on project design practice, which you should adapt to local preferences
and experiences.
The guide (Figure 206-1) includes the various menus, the Questimate
default values, and typical standard entries for Chevron users. Menu
formats and default values are based on Questimate version 11.0A (June
1996). The guide also cross-references sections in the Chevron technical
manuals.
Calibrating the
Program
To help calibrate the program, we will
check Questimate’s pricing of materials against Chevron’s actual
purchasing experience as data becomes available
publish the results in this section in a future revision to this manual
Cost Estimating Manual
December 1996
Page 206-1
206
Electronic Estimating: Questimate
Menu Description
Menu Sequence: File/New—Allows you to create a new project with specifications for your site. The specifications can become the
standard basis for each new estimate.This menu asks for data. You may select a design basis, choosing between new and standard
bases. (The Help button explains these choices.)
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Equipment Specs
Vessel design code
ASME
Default.
-Maximum diameter
14.5 feet
OK for normal shipping. Consider changing if barge shipment to
your site is possible.
-Maximum length
100 feet
OK for normal shipping. Consider changing if barge shipment to
your site is possible.
-Maximum weight
250 tons
OK unless you want to force shop fabrication.
-Pipe/plate fab. dia.
30 inches
Default.
-Diameter type
OD
Use ID. That’s the way process engineers size equipment.
-Weld efficiency
85%
Default. You may want to use 100% for a heavy wall vessel to
reduce costs but you can specify that at the component level.
Shop fab equipment
-Design deflection
0.5%
Default (Pressure Vessel Manual, S 444).
-Stress relief
Code
Default.
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Piping Specs - General
Pipe fabrication
Remote
Default = normal amount of remote shop fabrication. Field = no
shop fabrication (such as for minor plant modifications).
Min dia - remote shop
2.5 inches
Default. Any pipe 2" and smaller will be field-run.
Max dia - remote shop
48 inches
Default. Any pipe over 48" will be field run.
Heat trace fluid
Steam
Default. Steam = steam traps. Other = no steam traps.
Tracing tube material
Copper
Default for steam to 175 psig, stainless steel above that (Piping
Manual, S. 235, and Utilities Manual, S. 832).
Min sched CS pipe
Standard
Default.
Min sched other pipe
Schedule 10
Default.
Weld x-ray
20 %
The default value may fairly represent an average of the
requirements in the Piping Manual, S. 622.
Stress relief
Code
Default. Change to “yes” at the Component level if desired. See
Piping Manual, S. 623.
Flange type
Weld neck
Default (Piping Manual, S. 254).
Other testing
0 % MH
Default.
Clean/polish
0 % MH
Default.
Insulation type
Calcium silicate
Default.
Insulation jacket type
Aluminum
Default.
- No. prime coats - CS
1 primer coat
Default.
- No. final coats - CS
2 coats if uninsulated
Default.
- Final coats - other
None
Default.
Paint
Figure 206-1.Guide to Questimate (Version 11.0A, June ’96) for Chevron Users
Cost Estimating Manual
Page 206-2
December 1996
Chevron-Specific Users’ Guide
Menu Description
Menu Sequence: Basis/Design Basis/Piping Specs - Material — Allows you to preset various requirements for a particular material you
may specify later under a Component. Consider Piping Specs - Custom (below) instead of this form.
Menu Sequence: Basis/Design Basis/Piping Specs - Custom — Allows you to set up standard pipe specs, such as those in Chevron’s
Piping Manual or ones specific to a particular location. Saves time (and helps you avoid mistakes) when entering piping specs under
Components. Follow the appropriate pipe spec when filling out this form.
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Civil-Steel Specs
Wind velocity
100 MPH
Default is Gulf Coast. See the Civil & Structural Manual, S. 112, for
the values for Chevron’s domestic locations.
Seismic data:
- Acceleration
none
Use the UBC Zone specification, below.
-UBC zone
none
See the Civil & Structural Manual, S. 113.
Soil loading
6000 PSF
Equivalent to dry sand. Adjust to your local conditions.
Footing depth
48 inches
An issue only in freezing climates. According to Civil & Structural
Manual, S. 233, the bottom of shallow (unpiled) foundations should
be below the frost line. Use local data on the latter.
Ready mix cost
$54.20 / CY (1Q96 value,
changed each year)
Adjust to local conditions. A general reference for various US and
Canadian locations is ENR magazine, which updates these prices
once a month.
Steel finish type
Painted
Alternative is galvanized. Use local preference.
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Instrumentation Specs
Instrumentation type
Electronic
Use default. The alternative is pneumatic, if you’re modifying an
older facility.
- Instrument to JB
Wire in conduit (WC).
Use default.
- Thermocouple to JB
Wire in conduit (WC).
Use default.
- Thermocouple type
JX
KX (chromel alumel) is common in newer plants (Instrumentation
& Controls Manual, S. 615).
Thermocouple extension:
Control valve type
Standard
Default. Modify at Component level for specific installations.
Temperature element
Filled system
Thermocouple.
Flow element type
Orifice plate
Default.
Transmitter type
Standard
Microprocessor (M) for DCS installations, standard (S) for
electronic systems without DCS or for pneumatic systems.
Distance - item to JB
50 feet
Default.
Connection length
Provide extra lengths for hookup. Use default, assuming takeoff quantities exclude this extra length.
Air regulators
Included
Default.
Control system type
Analog
Analog generates panel instruments, digital does not. Choose
accordingly.
Figure 206-1.Guide to Questimate (Version 11.0A, June ’96) for Chevron Users (continued)
Cost Estimating Manual
December 1996
Page 206-3
206
Electronic Estimating: Questimate
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Electrical Specs
Class and division
Class I, Division 2
Most common for process plants.
Power cabling:
- Distribution system
3 wire
Default.
- Cable type
Single core wires in conduit
Default (W-C) unless local preference is multi-core cable in tray (MTR).
- Cable placement
Above ground
Alternative is buried. Local option.
- Burial protection
Concrete envelope
Default.
- No. of conductors
4
3 (Electrical Manual, S. 432).
- Minimum wire size
14 AWG
Use default (Electrical Manual, S. 1143).
Conduit type
Rigid galvanized steel
Default. Can use PVC conduit in concrete-encased underground
duct banks (Electrical Manual, S. 1021-1022).
Connection length
Provide extra lengths for hookup
Use default, assuming takeoff quantities exclude this extra length.
Control cabling:
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Insulation Specs
Insulation schedule
Medium-avg. low ambient temp
over 20°F
Adjust for local conditions.
Minimum temperature
150°F
140°F, for personnel protection (Insulation & Refractory Manual,
S. 111).
Equipment insulation:
- Insulation type
Calcium silicate
Default.
- Insul. jacket type
Aluminum
Default.
- Rating
No fireproofing
3 hours (Fire Protection Manual, S. 1722).
- Type
Magnesium oxychloride
Concrete.
- Rating
No fireproofing
3 hours (Fire Protection Manual, S. 1722).
- Type
Magnesium oxychloride
Concrete.
- Coverage option
First level columns only
To 30’ or to air cooler substructure, whichever is higher (Fire
Protection Manual, S. 1711). Select either All or Columns/beams
thru Second Level.
Equipment fireproofing:
Steel fireproofing:
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Design Basis/Paint Specs
No. of primer coats:
- Carbon steel equip.
none
Default, assuming shop-fabricated equipment comes shop-primed.
- Structural steel
none
Default. If not galvanized, fabricated steel is assumed to be shopprimed.
- Carbon steel equip.
2 coats, if uninsulated
Default.
- Other equipment
none
Default.
- Structural steel
2 coats, if not galvanized
Default.
No. of finish coats:
Figure 206-1.Guide to Questimate (Version 11.0A, June ’96) for Chevron Users (continued)
Cost Estimating Manual
Page 206-4
December 1996
Chevron-Specific Users’ Guide
Menu Description/Item
Questimate’s Default Value
Chevron’s Typical Standard Basis
Menu Sequence: Basis/Project Rates & Costs
Wages/productivity:
- Mechanical rate
$37 per manhour (1Q96 value
changed each year)
All-in rate, including indirects, for Gulf Coast. Adjust for local
conditions. If you use a bare rate, enter indirects in Indirects menu.
- Mechanical productivity
100%
A lower value increases the manhours. Suggestion: Make this
adjustment by commodity instead in the Manhour Indexing menu.
- Non-mechanical rate
$33 per manhour (1Q96 value,
changed each year)
See comments for mechanical, above.
- Non-mechanical productivity
100%
See comments for mechanical, above.
none
Local decision. Calculated as % of labor cost, not hours, so you
must convert overtime hours to equivalent cost to enter data here.
Overtime:
- % direct field labor
Field supervision:
- Cost (or)
none
- % direct field labor
none
Not needed if using all-in labor rates.
Domestic freight:
- Cost (or)
none
- % of material
none
Suggestion: 5% (Section 304 of this manual)
Taxes and permits:
- Cost (or)
none
- % of material
none
Enter your local sales/use tax rate.
Engineering:
- Cost (or)
none
- % direct field cost
none
Local option. Note that calculation uses direct labor and material
costs only. Construction indirects are not included in direct field
cost unless they are buried in an all-in craft labor rate.
Construction overhead & fee:
- Cost (or)
none
- % construction cost
none
Not needed if using all-in labor rates.
none
none
Use zero, and calculate contingency outside the program, based
on an evaluation of project risks. If you then want to include
contingency in the estimate to get a complete report, enter it in
dollar or percentage terms and re-run the estimate.
Contingency:
- Cost (or)
- % of total
Menu Description
Menu Sequence: Basis/Account Definition
Menu Sequence: Basis/Account Allocation
Allow you to convert the Questimate code of accounts to your own.
Probably unnecessary for Chevron users as the Questimate code
of accounts is not difficult to use.
Menu Description
Menu Sequence: Basis/Material Indexing —Allows you to adjust all or a portion of the Questimate-generated materials pricing, using
percentage factors (e.g., a factor of 105 will increase the pricing by 5%).
This is an easy way to adjust prior to Questimate’s annual pricing update. If your copy is a year old, and materials prices have
increased an average of 3 percent, adjust with a single entry covering all accounts, 100-999, and an index of 103. Use EDMI (see
Section 301 in this manual), or any other index you choose, for estimating materials cost changes.
Also, you can use this menu to bury tax and freight in your materials estimates to avoid entering those items separately. This menu
offers the advantage of spreading these costs throughout the estimate rather than showing them as one-line entries, if that’s your
preference. Just use an index that combines the two (along with any escalation).
Figure 206-1.Guide to Questimate (Version 11.0A, June ’96) for Chevron Users (continued)
Cost Estimating Manual
December 1996
Page 206-5
206
Electronic Estimating: Questimate
Menu Description
Menu Sequence: Basis/Manhour Indexing—Allows you to adjust the Questimate-calculated craft labor manhours to recognize
variations in productivity by craft or due to shutdown work, congestion, extensive overtime, etc.
Questimate allows for different adjustments for different types of work; therefore, this menu is preferred over the Project Rates & Costs
menu, which allows you to make that adjustment globally for mechanical and non-mechanical crafts. Values greater than 100 will
increase the number of manhours (e.g., a value of 150 will increase the Questimate manhours by 50 percent). The following suggested
adjustments are based on a recent calibration of Questimate.
Commodity
Account Range
Equipment
100-299
Piping
300-399
Account Index
130
125
115
Civil
400-499
Steel
500-599
115
Instrumentation
600-699
100
Electrical
700-799
115
Insulation
800-899
115
Paint
900-999
95
Menu Description
Menu Sequence: Basis/Indirects
Default values = Zero for all items in this menu. For all-in labor rates (in the Project Rates & Costs menu), ignore all or most of these
items. They are more useful for contractors than owners.
The principal exception might be the need for a major piece of construction equipment, such as a crane, not covered in an all-in labor
rate. Estimate it separately and enter it under Equipment Rental as a Cost. Another exception is vendor reps who are also outside an
all-in labor rate.
Menu Description
Menu Sequence: Basis/Project Basis — Allows you to change the project title, etc. Probably not needed very often, unless you are
revising an estimate and want to note that in the title or by changing the job number.
Figure 206-1. Guide to Questimate (Version 11.0A, June ’96) for Chevron Users (continued)
Cost Estimating Manual
Page 206-6
December 1996
210
Primary Methods—
Offplot Facilities
211
Estimating Offplot Facilities
212
Offplot Estimating Checklists
Cost Estimating Manual
April 1995
Page -1
211
Estimating Offplot Facilities
his section covers the different ways to estimate offplot facilities. It also includes
information about investment percentage correlations for refinery offplot
facilities. You may find the latter information useful for:
making early Class 1 estimates when there is insufficient time
to size the offplot plants1
checking estimates made by other methods
Before you begin this chapter, be certain that you have read or are familiar with the
methods of cost estimating for process plants described in Chapter 200.
T
Methods for Estimating Offplot Facilities
Overview
1
For estimating purposes, we separate offplot facilities into two groups:
Group A includes plants (such as offplot pipeways) that are spread
out, where it is relatively easy to develop takeoffs of minor materials.
Group B includes plants (such as water-treating facilities) that are
within a specific plot area, similar to process plants. For Group B
plants, it is difficult to develop takeoffs of minor materials (usually
estimated by factor or ratio methods).
You can estimate Group A facilities in several ways, depending on the
class of estimate:
Class 1: curve method using offplot data (Section 202)
Class 1: percent of onplot (this section)
Class 2-3: semi-detailed (Section 205)
Class 3 or later: detailed (Section 205)
For detailed and semi-detailed estimates, use the checklists in Section 212
to ensure you have identified all items of the scope.
You should estimate Group B facilities in the same way as process plants,
following the methods in Chapter 200. For this group, you can check
estimates or prepare rough Class 1 estimates with the percentage data in
this section.
You can make better Class 1 estimates by sizing the facilities and using the cost-versus-capacity relationships in Section
202 for offplot categories such as tankfields, for which cost percentages vary widely between projects, even though the data
shown here is used to estimate the other offplot categories.
Cost Estimating Manual
April 1995
Page 211 -1
211
Estimating Offplot Facilities
Information Needed
For Group A plants, plot plans and system sketches are the main elements
in a scope definition.
Plot Plans
For a Class 3 or higher estimate of offplot facilities, you need a plot plan
that shows the location of the project’s offplot and onplot facilities,
including interconnecting pipeways. This plot plan forms the basis for
preparing offplot scoping drawings such as these:
Interconnecting piping routing diagrams
Electrical and instrument routing diagrams
Sewer routing drawings
System sketches
Scoping drawings are the basis for estimating the offplot facilities.
System Sketches
System sketches provide information for tie-in points to existing headers,
a tie-in shutdown plan, and the cost estimate.
You need semi-geographic system sketches that define each system’s
requirement and clearly indicate limits of design responsibility (plant
limits) for the offplot facilities. Include the following:
Major instrumentation
Location of tie-ins
General location of offplot equipment
Design flow rates
For a complicated system, you may need two sketches—one for routing
and location and one for flow and control.
Cost Estimating Manual
Page 211 -2
April 1995
Methods for Estimating Offplot Facilities
Facilities Groups
✎
1
Group A facilities include:1
Site development
Storage and blending
Product distribution
Interconnecting piping
Control systems
Electrical distribution
Cooling water facilities
Relief facilities
Group B facilities include:
Raw water supply
Water treating facilities
Drinking water system
Utility water system
Fire water system
Boiler feed water system
Boilers
Fuel oil system
Fuel gas system
Nitrogen system
Inert gas system
Chemical distribution system
Central lube oil system
Utility air system
Instrument air system
Breathing air system
Sanitary sewage facilities
Effluent treating facilities
General purpose buildings (not plant-related)
If the facilities have distribution or collection systems, we usually include the cost of
these systems in the interconnecting piping plant (offplot pipeways) or site development
plant (sewers).
Many Group B facilities are located in boiler or utility plants. We estimate them by the
factor method to obtain the cost of the whole plant.
Some of these plants will have no major materials (equipment) and may have only a few minor material (bulk) categories.
Cost Estimating Manual
April 1995
Page 211 -3
211
Estimating Offplot Facilities
If you have cost data from similar facilities, you may use the ratio method for process
plants (Section 204).
For modifying or adding to an existing plant, make changes appropriate to the existing
facilities. You may need to make detailed takeoffs.
Percentages
Norm*
Offplot investments in Figures 211-1 and 211-2 are expressed as percentages of new onplot investments (i.e., onplot cost excluding the cost of
modifications to existing process plants). Although the cost of modifying
existing process plants averaged about 10 percent of the cost of new
process plants for the nine projects shown in Figure 211-1, the
modifications required little offplot investment.
Normal Range
Min Max
Extremes Observed
Min
Max
4.0
1.8
8.1
1.0
12.3
Electrical Distribution
3.6
2.4
4.4
1.7
9.6
Cooling Tower
1.7
1.0
2.4
0.6
3.6
Relief System
2.1
1.4
3.9
1.2
5.2
Effluent Treating
1.2
0.2
3.2
0
4.5
Boiler Plant (ex boilers)
2.5
0.8
5.0
0.5
5.5
Boilers
0
0
0
0
2.5
Buildings & Equipment
1.8
1.2
2.6
0.7
5.5
S/T Utilities & Misc.
16.9
Interconnecting Pipeways
8.2
5.6
10.8
4.9
12.7
Tankfields (ex blending)
15.3
6.1
28.5
1.3
46.5
Blending Facilities
1.9
1.1
2.4
0
2.7
6.9
S/T Tanks & Lines
25.4
24.5
Loading Racks
0.1
0
0.6
0
Coke Handling
0
0
0
0
6.5
Marine Facilities
3.0
0.1
10.9
0
13.0
S/T Shipping & Receiving
TOTAL OFFPLOT
3.1
45.4
CAUTION!
Do not use these percentages without
carefully considering the variables mentioned
in Figure 211-4.
Figure 211 -1. Offplot Cost Rangers (Percent of New Onplot Cost) for Refinery Expansion Projects
Cost Estimating Manual
Page 211 -4
April 1995
Methods for Estimating Offplot Facilities
PROJECT
New Onplot Investment
(EDPI=1100) $M
ESMOD
444
PEP
233
PAM
112
PARM
RLSFO
ELSFO
217
343
364
BMEP
56
PRCP
RLOP
1068
424
Offplot as percent of New Onplot1
Site Development
1.8
4.0
8.1
4.9
4.8
1.0
12.3
2.9
1.8
Electrical Distribution
1.8
1.7
4.1
4.0
4.4
2.4
9.1
3.3
9.7
Cooling Tower
2.1
3.6
0.6
1.3
1.0
1.2
1.8
2.4
2.6
Relief System
1.2
1.2
1.8
5.1
1.7
1.7
5.2
1.4
3.9
Effluent Treating
0.2
3.2
0.2
0.5
—
0.3
4.5
2.5
—
Boiler Plant
1.3
2.5
0.5
5.9
5.0
8.0
0.8
4.6
0.8
Buildings and Equipment
0.7
2.0
1.4
1.6
1.6
1.9
5.5
2.6
1.2
Subtotal Utilities & Misc.
9.1
18.2
16.7
23.3
18.5
16.5
39.2
19.7
20.0
Interconnecting Pipeways
4.9
—2
12.7
10.8
10.5
5.9
—2
—2
5.7
Tankfields (ex Blending)
1.3
19.2
46.5
25.0
18.1
8.4
38.3
22.8
6.1
Product Blending Facilities
2.7
—2
1.8
2.3
2.4
1.1
0.7
—2
—
Subtotal Tanks & Lines
8.9
19.2
61.0
38.1
31.0
15.4
39.0
22.8
11.8
Loading Racks
—
—
—
—
0.6
—
6.9
—
—
Coke Handling
1.9
—
—
—
—
—
—
6.8
—
Marine Facilities
—
3.1
10.9
13.0
0.4
—
0.1
2.8
0.8
Subtotal Shipping & Receiving
1.9
3.1
10.9
13.0
1.0
—
7.0
9.6
0.8
40.5
88.6
74.4
50.5
31.9
85.2
52.1
32.6
TOTAL OFFPLOT
3
19.9
4
5
Other Costs as percent of New Onplot
Onplot Modifications
0.1
3.6
19.9
18.2
4.0
—
3.9
11.0
25.8
Remote Terminals
—
—
0.2
4.8
—
—
—
—
1.6
Land
—
—
—
—
—
—
1.5
1.8
—
Rail Cars and Tote Bins
—
—
—
—
—
—
—
0.3
—
These Chevron projects, built from 1969-1983, were major expansions or modernizations of refineries, including multiple new
process plants.
ESMOD=El Segundo Modernization (1969)
ELSFO=El Segundo Low Sulfur Fuel Oil (1975)
PEP=Pascagoula Expansion Project (1970)
BMEP=Burnaby Modernization & Expansion Project (1975)
PAM=Pascagoula Arabian Modification (1974)
PRCP=Pascagoula Resid Conversion Project (1982)
PARM=Perth Amboy Refinery Modernization (1975)
RLOP=Richmond Lube Oil Project (1983)
RLSFO=Richmond Low Sulfur Fuel Oil (1975)
1
2
3
4
5
Definitions of offplot categories generally vary slightly from project to project. Although we have made adjustments where
possible to maintain consistent offplot categories, be cautious when using these percentages.
The percentages for pipeways and blending are included in tankfields for projects where we could not separate the costs.
Low ESMOD percentage due to good soil, a compact layout, no effluent treating, and few added tanks.
High PAM percentage due to including costs for two appropriations for tankage unrelated to the main project.
High BMEP percentage due to hilly site with unstable soil, converting refinery power supply from medium to high voltage,
including effluent treatment project for entire refinery, and providing tankage flexibility to receive synthetic crude or field
condensate and to maximize diesel or gasoline product.
Figure 211-2. Offplot Investments as Percentages of New Onplot Investments
Cost Estimating Manual
April 1995
Page 211 -5
211
Estimating Offplot Facilities
Extreme Values
Figure 211-1 gives the extreme values observed for each offplot category
on nine Chevron projects. The range of values excluding the extreme
values is shown as the normal range, and the average of values in the
normal range is shown as the norm. These ranges are also shown as a bar
chart, so you can see quickly where to concentrate your efforts to produce
the most accurate estimate in a limited amount of time.
Normal values
The norm for each offplot category, along with a description of the
category, is shown in Figure 211-4.
Grass Roots &
Smaller Projects
Figure 211-3 shows Chevron experiences with total offplot as a percentage of onplot for grass-roots projects and for those with only a few new
process units.
Project
(Date)
Onplot
Value
$M
Offplot excluding
Offplot
including
Marine Facilities, Pipelines & Terminals
Grass-Roots Projects
Irving Refinery (1959)
106
82
100
Hawaiian Refinery (1960)
148
110
138
Pascagoula Refinery (1963)
233
103
134
98
158
229
Feluy Refinery (1971)
155
169
300
Carter Creek Gas Plant (1982)
247
106
139
Bahamas Refinery (1970)
Corporation Reformer Program (1971)
Onplot Facilities
Pascagoula
46
NHT, Rheniformer, H2 Export Comp.
13
El Paso
40
NHT, Rheniformer, Gasoline Splitter
19
El Segundo
14
NHT, Feed Splitter
26
Richmond
27
Rheniformer
32
Sulfur Recovery Projects
El Segundo (1972)
41
40
Richmond (1974)
29
39
Perth Amboy (1979)
61
22
Project values are adjusted to 1991 (EDPI = 1100).
Figure 211-3. Chevron Experience with Total Offplot as a Percentage of Onplot for Grass-Roots and
Smaller Projects
Cost Estimating Manual
Page 211 -6
April 1995
Methods for Estimating Offplot Facilities
Offplot Category — Description
Norm %
Comments
Site Development—Rough grading, filling, roads,
paving, bridges, simple railroad spurs, fencing &
minor landscaping.
4.0
Obtain a better correlation with 1 percent of new onplot plus 10 percent
of tankfields, pipeways & blending (due to relative costs of those plants
per acre of required site development). Also, location affects cost of site
development (e.g., El Segundo less expensive, Burnaby much more
than norm.)
Electrical Distribution—Medium voltage wiring and
switches, emergency power systems &
communications. No transformers or motor control
centers. Assumes power company provides the
high-to-medium voltage substation; plant substations included in individual plant costs.
3.6
Projects required to pay for new high-voltage facilities have significantly
higher percentages (e.g., BMEP & RLOP, each about 9 percent).
Cooling Tower—Tower and basin, with circulating
pumps, main supply, and return headers serving
multiple plants; minimal water treatment.
1.7
Relief System—Free-standing elevated flare with
molecular seal, knockout drum & pump, ground
flare with water seals, vent gas recovery compressor, and main offplot flare header.
2.1
Projects with more than two new flares have significantly higher
percentages (e.g., PARM and RLOP). Relatively fixed costs of flare
facilities means a higher percentage for smaller projects (such as
BMEP). Low percentages due to part of cost of relief header being
included with interconnecting pipeways (such as PRCP).
Effluent Treating—Offplot gathering system for oily
water & storm water. Oily water separator(s) with skim
pump. Air flotation system. Activated sludge or other
BOD reduction system. Excludes tertiary treatment.
1.2
If you must size the added facilities to serve existing plants also, the
percentage will be significantly higher (e.g., BMEP).
Boiler Plant—Oil-fired boiler(s) with BFW treating,
BFW pumps, and deaerator. Also includes fuel
system (day tank, pumps, oil heater) and air
systems (utility & instrument air compressors &
auxiliaries).
2.5
Normally refinery expansion projects do not require adding boilers, but do
require expanding other utility systems in the boiler plant. If your project
needs additional boilers, use 2.5 percent of onplot plus the cost of
boilers and their related boiler-plant utilities from the equation in Section
202.
Buildings and Equipment—All offplot buildings
except coke storage and electrical equipment
buildings. Includes control houses but no
instrumentation. Also includes building furnishings,
maintenance equipment & mobile equipment .
1.8
Subtotal Utilities & Misc.—Seven categories above
16.9
Interconnecting Pipeways—Pipeways near
process & utility plants. Excludes cooling water &
relief headers & tankfield pipeways.
Tankfields (ex Blending)—Tankage & assoc.
facilities in the diked area, tankfield pipeways &
transfer pumps. Excludes process/utility area
pipeways.
8.2
15.3
Product Blending Facilities—Blending & metering
facilities.
1.9
Subtotal Tanks & Lines—Three categories above
25.4
Subtotal listed on Figure 211-1 because the percentage is relatively
constant for most expansion projects.
The percentage depends on the plant locations and the lengths of
pipeways required to connect them.
Pay close attention here as the percentage ranges from 1 to 47 percent
and depends on types of process plants added, existing refinery storage
situation, and methods of receiving crude and shipping products.
The percentage has ranged from about 1 to 3 percent; RLOP required
none, and the blending facilities for BMEP were canceled.
Loading Racks—Truck & rail loading racks.
0.1
Not usual for most projects, but can be as high as 7 percent.
Coke Handling—Coke crushing, conveying,
storage & shipping facilities.
0.0
These facilities are required only when the project adds delayed coking
capacity, but can be as high as 7 percent.
Marine Facilities—All wharves & their
loading/unloading facilities.
3.0
These facilities are not required for all projects at marine locations, nor
for any projects at inland locations; can be up to 13 percent.
Subtotal Shipping & Receiving Facilities—Three
categories above
3.1
This percentage depends on types of products, methods of receiving
crude and shipping products, and ease of expanding existing facilities.
Total Offplot
45.4
Figure 211 -4. Norm for Each Offplot Category and Category Descriptions
Cost Estimating Manual
April 1995
Page 211 -7
212
Offplot Estimating Checklists
his section includes several checklists for typical offplot facilities (Group A in
Section 211). Keep in mind that these lists are not all-inclusive but provide a
starting point for scope discussions with clients.
T
Checklists for Typical Offplot Facilities
Site Development (Figure 212-1)
Storage and Blending (Figure 212-2)
Product Distribution (Figure 212-3)
Interconnecting Piping (Figure 212-4)
Control Systems (Figure 212-5)
Electrical Distribution (Figure 212-6)
Cooling Water Facilities (Figure 212-7)
Relief Facilities (Figure 212-8)
Checking the Estimate
Refer to Sections 202 for cost correlations for Class 1 estimates and for
checking estimates made by other methods.
As these cost correlations are based on the West Coast, you need to adjust
them to the project’s location. Also refer to Section 211 for an additional
Class 1 method and for checking estimates made by other methods.
Investigate significant variations between estimates to determine the
reasons for the differences.
Cost Estimating Manual
April 1995
Page 212-1
212
Offplot Estimating Checklists
✓
Items to Consider1
Site Survey
Specific Notes
Include these costs in Technical Services (Sections 511 and
512). Note that the site survey and soils report usually
determine the piling requirements for a project.
Soils Report
Rough Grading/Fill
Roads
Area Paving/Parking Lot
Bridges
Fencing
Storm Sewers
Process Sewers
Normally include treating and storm-water impounding in
Effluent Treating plant.
Chemical Sewers
Railroad Spurs/Trackage
Landscaping
Soil Stabilization
Temporary Construction
Facilities
In addition to permanent facilities, site development may
include temporary construction facilities such as roads and
railroad spurs, fencing, parking lots, etc. Include these in the
estimate as part of Indirect Field Costs (Section 501).
Disposal of Hazardous
Waste
Include this cost in Special Charges (Section 521).
NOTES: When site-development facilities interface with other onplot or offplot plants, such as
sewer systems and paving, establish match lines at appropriate interface points to define the
basis of the estimate.
1
This list does not include infrastructure items that must be estimated separately. Infrastructure
items are those facilities not located on Company property but required to make the plant site
function—such as electrical service, transmission lines, access roads, rail spurs, pipelines,
and water supply.
Figure 212-1. Checklist for Site Development
Cost Estimating Manual
Page 212-2
April 1995
Checking the Estimate
✓
Items to Consider
Specific Notes
Feed Tankage1
Intermediate Tankage2
Blend Stock Tankage3
Product Tankage4
Recovered Oil Tankage
Fuel Oil Tankage
Chemical Tankage
Establish match lines at appropriate interface points with
other onplot and offplot plants to define the basis of the
estimate.
The tankage volume and number in each service can vary
widely due to operating needs and maintenance
requirements. Sizing of product tankage depends on the
methods of product distribution. See Figure 212-3.
Establish a firm basis for the estimate with the client.
Coke/Bulk Material Storage
Product Blending Systems
Pipeline Termination Facilities
1
2
3
4
Provide 10 days for crude supplied by pipeline. For crude supplied by tanker, provide one
tanker load plus 15 days, or two tanker loads (whichever is larger).
Provide 10 days of feed to downstream process units.
Provide 15 days of blend stocks.
Provide 15 days of product sales.
NOTES: Cost data for tanks is generally based on the nominal capacity of tanks in barrels.
Operating capacity (or working capacity) is the usable volume or the volume available to meet
operating requirements. Operating capacity is generally less for floating roof tanks than cone roof
tanks and varies with safe filling heights, pump suction requirements or minimum allowable floating
roof level, and allowable tank height. Refer to the Tank Manual, S. 420. Determine operating
capacity requirements first and then determine nominal capacity, making appropriate allowances
for tank volume that is not usable.
Include costs for tank field piping, feed and transfer pumps, heaters, refrigeration, mixers,
insulation, walkways, berms, impounding areas, fire fighting systems, purge and vapor recovery
systems, etc., as appropriate.
Figure 212-2. Checklist for Storage and Blending
Cost Estimating Manual
April 1995
Page 212-3
212
Offplot Estimating Checklists
✓
Items to Consider
Product Pipeline Pump Station
Tank Truck Loading Facilities
Tank Car Loading Facilities
Marine Loading Facilities
Marketing Tankage
Product Metering Systems
Meter Provers
Weigh Scales
Bagging Facilities
Vapor Recovery or Relief Systems
NOTES: Establish match lines at appropriate interface points with other offplot
plants to define the basis of the estimate.
Define product shipping rates, frequency of shipping, and method of shipping
in order to size product-distribution facilities.
Figure 212-3. Checklist for Product Distribution
Cost Estimating Manual
Page 212-4
April 1995
Checking the Estimate
✓
Items to Consider
Process Piping
Feed Piping from Storage to Process Units
Interconnecting Piping between Process Units
Product Piping from Process Units to Storage
Process Gas or Hydrogen
Offtest (Recovered Oil) Piping
Waste Streams
Start Up and Shutdown Piping Including Flush Headers
Amine Streams
Sour Gas
Sour Water
Stripped Sour Water
Utility Piping
Steam
Condensate
Boiler Feed Water
Fuel Oil
Fuel Gas
Raw Water Supply
Drinking Water
Utility Water
Process Water
Fire Water
Nitrogen or Inert Gas
Chemicals (acids, caustics, etc.)
Cooling Water
Relief
Lube Oil
Utility Air
Instrument Air
Breathing Air
NOTES: Establish match lines at appropriate interface points with other onplot
and offplot plants to define the estimate basis. The match line must clearly
define which plant includes the valves at plant plot limits.
Use the Onplot & Offplot Connections form, PIM-EF-468 (in the Piping
Manual), to tabulate and account for the piping at each plant plot limit.
In addition to the basic piping requirements, consider the need for expansion
loops, grade level versus elevated pipe supports (which may also carry
electrical conduit or trays), tracing, insulation, painting, and access platforms
or walkways.
Figure 212-4. Checklist for Interconnecting Piping
Cost Estimating Manual
April 1995
Page 212-5
212
Offplot Estimating Checklists
✓
Items to Consider
Control House Requirements
Large Project/Central Control House
Small Project/New Control House
Small Project/Modify Existing Control House
Blast Resistant, if Necessary
Provisions for Expansion
Other Items
Pneumatic Control
Electronic Control
Distributed Control System (DCS)
Distributed Control Interface Buildings
Computer
UPS Systems
Tie-Ins to Existing Systems
Redundancy
NOTES: Establish match lines at appropriate instrument signal interface points
with other onplot and offplot plants to define the basis of the estimate.
Figure 212-5. Checklist for Control Systems
✓
Items to Consider
Substation Locations
Power Distribution Layout
Emergency Power
Direct Burial Cable
Buried Conduit Banks
Above-Ground Conduits
Above-Ground Cable Trays
Cogeneration
Voltage Levels
Communications/Microwave, Phone, Voice Power
Redundancy
Type of Substation Building
Power Supply—Single- or Double-Ended
Tie-Ins to Existing Systems
NOTES: Establish match lines at appropriate interface points with other onplot
and offplot plants and the power-supply source. If a power company is
involved, define the interfaces with their system. Normally this plant includes
the power-supply facilities, the main substation, and the distribution systems
up to the transformer connection at other plants.
Figure 212-6. Checklist for Electrical Distribution
Cost Estimating Manual
Page 212-6
April 1995
Checking the Estimate
✓
Items to Consider
Specific Notes
Tower
Cooling tower costs can vary widely depending on
the design wet bulb for the specific location and the
approach. See Heat Exchanger and Cooling Tower
Manual, S. 2200, for guidelines on selecting design
variables.
Basin
Cooling tower basin costs can vary widely depending
on depth of the basin, requirements for piles, and
requirements for isolating portions of the tower and
basin for maintenance.
Number of Pumps
Types of Drivers
Above-Ground Distribution System Cooling water distribution piping may be included with
Interconnecting Piping (see Figure 212-4).
Buried Distribution System
Water Treatment Facilities
Provisions for Expansion
NOTES: Establish match lines at appropriate interface points with other onplot and offplot plants
to define the basis of the estimate.
Figure 212-7. Checklist for Cooling Water Facilities
✓
Items to Consider
Types of Flares Required
Elevated
Ground
Special Purpose (NH3, H2S, etc.)
Other Items
Relief Flow Metering Systems
Flare Location
Flare Monitoring Devices
K.O. Drum at Flare
Pump Out Facilities
Vapor Recovery Facilities
Pilot, Ignitor, Purge Systems
NOTES: Establish match lines at appropriate interface points with other onplot
and offplot plants to define the basis of the estimate.
Preliminary relief load data will be required to size the relief headers and the
flare.
A portion of the header may be included with Interconnecting Piping (see
Figure 212-4).
Figure 212-8. Checklist for Relief Facilities
Cost Estimating Manual
April 1995
Page 212-7
220
Primary Methods—
Other Facilities
221
Cross-Country Pipelines
222
Submarine Pipelines
223
Buildings
224
Wharves
Cost Estimating Manual
April 1995
Page -1
221
Cross-Country Pipelines
lanning for new cross-country pipelines requires three types of cost estimates:
Pipeline facilities—discussed in this section
Supplemental facilities, such as pump stations, compressor
stations, tankage, communications systems, SCADA or control
systems, metering systems, and pig launchers and
receivers—estimate by following the procedures in Chapter 200
Operating costs—beyond the scope of this manual
P
Estimating a Cross-Country Pipeline
Overview
Information Needed
The Chevron Pipeline Manual contains procedures you can use to define
the scope of the pipeline and estimate its cost.
Review the resources listed in Figure 221-1.
Resources for
In This Manual
Other Sources
Selecting pipeline components,
routing, design capacity, scoping
drawing
Chevron’s Pipeline Manual
Piping materials
Quotes from steel mills
Pipe coating
Chevron’s Pipeline or Coatings
Manuals
Freight & sales tax
Sections 304 and 305
Cost data from previous projects
Section 221
Special charges
Section 521
Escalation
Section 312
Contingency
Section 313
Reviewing total cost
Section 602 and the
Pipe Line Cost
Analyses following the
end of this section
Oil and Gas Journal
Oil and Gas Journal
Figure 221-1. Resources for Estimating Cross-Country Pipelines
Cost Estimating Manual
April 1995
Page 221-1
221
Cross-Country Pipelines
Steps in EstimatingCross-Country
Pipeline
✎
1
To make a pipeline estimate, take the following steps:
Brackets indicate corresponding sections of the Chevron Pipeline Manual.
DEFINE THE SCOPE OF THE PIPELINE
Make a preliminary route selection and prepare a hydraulic profile
diagram. Use the latter and the required capacity to size the line,
determine any required pump or compressor stations, and estimate the
pipe wall thickness for each section.
2
PREPARE THE COST ESTIMATE
Sources of pipeline construction cost data include contractors, the annual
“Pipeline Economics” issue of the Oil & Gas Journal (published each
November), and data from past Chevron projects. Summary data from
several Chevron projects is included at the end of this section. Use
historic data with care—indexing of old pipeline cost data is not as
reliable as indexing process plant costs.
A pipeline estimating worksheet (Figure 221-2) is provided for organizing
and presenting your cost estimate.
✎
The eight pages following Figure 221-2 are cost analyses of Chevron pipe line projects.
Cost Estimating Manual
Page 221-2
April 1995
COST x 1000($)
ITEM DESCRIPTION
MATERIAL
LABOR
TOTAL
GROUP II (DIRECT) COSTS
Clearing & grading
Excavation (trenching) & backfill - Normal
- Rock
- Wetlands
Imported backfill & compaction
Road or river crossing sleeves / casings
Line pipe
Line pipe valves & fittings
Protective coating
Insulation
Cathodic protection
Freight / haul
Communications & control systems
Miscellaneous items
GROUP II TOTAL
GROUP I (INDIRECT) COSTS
,
Technical services (I-A)
,
Company / contractor office engineering
Company field supervision and inspection
Technical services by others
GROUP I-A SUBTOTAL
CONTRACTOR INDIRECT EXPENSES (I-B-1)
Survey, x-ray inspection
Mobilization and demobilization
Other
GROUP I-B-1 SUBTOTAL
Company field charges (I-B-2)
Travel costs and expenses
Other
GROUP I-B-2 SUBTOTAL
GROUP I TOTAL
PIPELINE TOTAL EXCL. SPECIAL CHARGES
SPECIAL CHARGES
Land
Right of way and construction damages
Dutier, special taxes, ocean freight
Other - EIR / EIS
- Permits
- Legal fees
-G&A
SPECIAL CHARGES TOTAL
PIPELINE TOTAL INCL. SPECIAL CHARGES
ESCALATION
CONTINGENCY
GRAND TOTAL
NOTES:
PROJECT:
PREPARED BY:
LOCATION:
DATE:
Figure 221-2. Worksheet for Pipeline Cost Estimates
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April 1995
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Page 221-4
April 1995
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Page 221-8
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Page 221-10
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April 1995
Page 221-11
222
Submarine Pipelines
C
hevron Petroleum Technology Company (CPTC) has developed a guide and PC
program to help you prepare Class 1 and Class 2 estimates for offshore pipelines.
Electronic Estimating for Offshore Pipelines
This section is intended to introduce you to an electronic estimating
program. For more detailed information about it, contact Chevron
Petroleum Technology Company, Production Systems Services, San
Ramon, CA.
Information Needed
This Lotus spreadsheet program is menu driven and requires the
following information:
Description of the project (location)
Description of the pipeline (origin, destination, outside diameter, and
other details)
Water depth
Length of the pipeline
Mobilization/demobilization distance
Optional input fields include the following:
Riser tie-ins—pipeline to platform
Shore crossing types
Subsea lateral tie-ins of pipelines
Number and size of pipelines crossed
Other project costs
Project management, design engineering, and surveys (as a
percentage)
Construction insurance (as a percentage)
Cost Estimating Manual
April 1995
Page 222-1
222
Submarine Pipelines
Applicability
✎
Output
The guide and PC program are
suitable for
Screening field-development studies (lease sales, acquisitions,
conceptual designs, etc.)
Preparing comparative estimates
Developing preliminary costs for OPCO economics
unsuitable for
A pipeline design program
A detailed cost estimating program
Do not use these materials as a sole resource for preparing appropriation request
estimates.
The program’s output consists of the following reports:
Total cost of pipe materials
Total cost of installation
Total estimated cost of pipeline per mile
Cost Estimating Manual
Page 222-2
April 1995
223
Buildings
his section provides information about estimating buildings and cost information
for making Class 1 estimates for buildings, such as these:
Office buildings
Laboratories
Control houses
Utility buildings
Pre-engineered steel buildings
Prefabricated office buildings
T
Estimating Buildings
Overview
Information Needed
Applicability
This section gives unit cost data (dollars per square foot) for various types
of buildings.
You need a conceptual definition of the dimensions of the proposed
building to be able to establish its floor area.
Review the resources listed in Figure 223-1.
The information in this section is
suitable for making Class 1 estimates for buildings comparable to the
ones described.
unsuitable for making Class 2 and higher estimates, or for estimating
buildings different than those described here.
For
Cost Data
Other Sources1
In this Manual
This Section
Marshall Valuation Service by Marshall & Swift
Richardson Process Plant Construction Estimating
Standards, Vol. 2, Acct 5-50 through 5-70
Time Differences
Section 301
Different Location
Section 311
1
CRTC Facilities Engineering Unit library has these publications as well as detailed cost breakdowns for many Chevron buildings.
Figure 223-1. Resources for Estimating Buildings
Cost Estimating Manual
April 1995
Page 223-1
223
Buildings
Steps for Estimating
Buildings
1
The steps for estimating buildings are given below.
CALCULATE THE FLOOR AREA
Calculate the total square footage of the building, using the dimensions of
the building from drawings or plot plans.
2
CALCULATE THE COST PER SQUARE FOOT
Use data for the specific type of building involved, or parts thereof.
Obtain cost data from the sources given in Figure 223-1.
3
MULTIPLY THE TOTAL SQUARE FOOTAGE BY THE COST PER SQUARE FOOT
4
ADD COSTS NOT INCLUDED IN COST PER SQUARE FOOT
Apply additions for indirect or other costs not included in the square
footage costs.
5
ADJUST FOR TIME DIFFERENCES
Use the EDPI Index (Section 301) to adjust historic costs to the present.
6
ADJUST FOR DIFFERENT LOCATION (SECTION 311)
Cost Data and Equations
Office Buildings
(and more)
The costs for office buildings, laboratories, control houses, and utility
buildings are shown in Figure 223-2 and include the following:
All direct material and labor costs
Indirect costs that cover such items as
Architect and consultant fees
CRTC services
Construction supervision
Contract settlements and additional tax
Fees and permits
Legal fees and liability insurance
Miscellaneous office services
Preliminary studies, planning, and appraisals
Testing and inspection
Cost Estimating Manual
Page 223-2
April 1995
Cost Data and Equations
BUILDING TYPE & LOCATION
GROSS
SQ. FT.
TOTAL COST AS
BUILT
ADJUSTED
COST PER
SQ. FT.1
555 Market St. (1964)
333,367
$13,780,000
$229.65
575 Market St. (1974)
573,484
$37,724,552
$208.20
388,000
$44,151,042
$163.43
225,009
$53,804,246
$321.75
Office Buildings
San Francisco High Rise - San Francisco, CA
Concord Accounting Center - Concord, CA
Building III (1981)
Chevron Park Phase I - San Ramon, CA
Building A (1983)
Building B (1983)
78,299
$13,344,379
$229.32
Building C (1983)
109,741
$15,707,148
$192.59
Building D (1983)
72,096
$12,653,805
$236.16
Building H (1983)
203,118
$42,847,474
$283.84
Building L (1986)
182,923
$25,090,931
$172.34
Building T (1986)
182,797
$28,489,852
$195.82
120,000
$12,576,634
$128.25
48,348
$14,326,939
$393.61
Chevron Park Phase II - San Ramon, CA
Oxnard Building - Oxnard, CA.
Office Building (1989)
Laboratories / Office Building
Richmond Research Center - Richmond, CA
Process Development Center (1982) Bldg. 35
High Bay Process Center (1982) - Bldg. 23
Research Lab E (1982) - Bldg. 10
31,629
$5,960,713
$245.41
171,742
$35,994,304
$278.38
20,600
$7,023,102
$443.95
14,620
$3,688,029
$275.80
50,476
$15,960,840
$374.65
Control House
Richmond Refinery - Richmond, CA
Hydroprocessing Control House (1982)
Cedar Bayou Polyethylene Project - Baytown, TX.
Control Building (1989)
Utility Buildings
Chevron Park Phase I - San Ramon, CA
Central Plant Building J (1983)
1
Costs per sq. ft. are adjusted to mid-1991 (EDPI = 1100).
Detailed cost breakdowns are available from CRTC Facilities Engineering Unit.
Figure 223-2. Cost Data for Office Buildings, Laboratories, Control Houses, and Utiity Buildings
Pre-engineered
Steel Buildings
The equation below gives costs for standard galvanized steel buildings
that meet the following qualifications:
Erected by a contractor
Engineered for a 20-pound live load
Cost Estimating Manual
April 1995
Page 223-3
223
Buildings
Designed with minimum fenestration (doors and windows)
Erected on concrete footings, and without floors, lights, or heat
Cost, $ (EDPI = 1100) = 22.1 x (Area, square feet)0.902
Prefabricated Office
Structures
The next equation gives costs for prefabricated office structures in the
range of 200-2,000 square feet that meet the following qualifications:
Average fenestration (doors and windows)
Suspended ceiling
One bathroom (two fixtures)
excluding foundation, heating, ventilating or air conditioning, and
utility hookups
Cost, $ (EDPI = 1100) = 162.3 x (Area, square feet)0.713
This data could be used for estimating the purchase of construction office
buildings.
Cost Estimating Manual
Page 223-4
April 1995
224
Wharves
I
n this section, you will learn about estimating single- and double-berth tanker
wharves by applying the equations provided and reviewing the examples for each.
Estimating Wharves
Overview
Information Needed
Applicability
Cost Basis
Two equations are provided in this section—one for single-berth tanker
wharves of 32,000 to 100,000 dead weight tonnage (DWT), and one for
double-berth tanker wharves of 75,000 to 800,000 DWT.
You can prepare a Class 1 estimate of the cost of a single- or double-berth
wharf if you have available
the total DWT of the vessels
the equations given in this section
Also review the resources listed in Figure 224-1.
The information in this section is
suitable for Class 1 estimates of single- or double-berth wharves.
unsuitable for Class 2 or later estimates of single- or double-berth
wharves.
Costs include wharf structure and piles only. Costs exclude the following
items:
Communications
Electrical
Instrumentation
Mechanical equipment (loading arms, fenders, hooks, etc.)
Navigation aids
Safety and fire protection equipment
Wharf piping
For
Equations
In this Manual
Other Sources
This section
EDPI
Section 301
Curve Data
Section 202
Figure 224-1. Resources for Estimating Wharves
Cost Estimating Manual
April 1995
Page 224-1
224
Wharves
Single- and Double-Berth Tanker Wharves
Two equations are given in this section; each is followed by examples.
Adjust your estimate (for either equation) for a significant difference in size
of the operating platform and causeway, or for the number of mooring and
breasting dolphins. (See equation adjustments at the end of this section.)
Single-Berth
Tanker Wharves
The equation for estimating these wharves with DWT from 32,000 to
100,000 is as follows:
$ = 51,386 x DWT0.43
EDPI = 1151 (see Section 301)
Wharves on the curve (Figure 224-2) are combination breasting-type (an
operating platform and breasting structure joined as one unit), as shown in
Figure 224-3. For single-berth wharves, the average causeway area is 7,400
sq.ft. The average number of mooring and breasting dolphins is two each.
Figure 1
8,000,000
7,500,000
7,000,000
Dollars
6,500,000
6,000,000
5,500,000
5,000,000
4,500,000
4,000,000
30,000
50,000
70,000
90,000
110,000
Displacement (DWT)
Figure 224-2. Curve Data for Single-Berth Tanker Wharves (EDPI = 1151)
Figure 224-3. Single-Berth Tanker Wharves
Cost Estimating Manual
Page 224-2
April 1995
Single- and Double-Berth Tanker Wharves
Example
Estimate the cost of a single-berth wharf designed for 50,000 DWT with
an operating platform of 10,000 sq. ft.
1
APPLY THE EQUATION FOR SINGLE-BERTH WHARVES
Wharf Cost = 51,386 x (50,000)0.43 = $5,388,000
2
ADJUST FOR ACTUAL OPERATING PLATFORM AREA (FIGURE 224-6)
The calculated platform area for the ship size is
Area = 3512 + 0.088 x 50,000 = 7,912 sq. ft.
The desired platform is 10,000 sq. ft., so the cost must be increased by
$250/SF x (10,000 - 7,912) = $522,000
3
ADJUST FOR CAUSEWAY AREA (FIGURE 224-6)
No adjustment required.
4
ADJUST FOR NUMBER OF BREASTING AND MOORING DOLPHINS
(FIGURE 224-6)
No adjustment required.
5
ADJUSTED TOTAL COST
Cost = $5,388,000 + 522,000 = $5,910,000 or $5.9 M
Double-Berth
Tanker Wharves
The equation for estimating these wharves, which have a combined total
DWT of 75,000 to 800,000 is as follows:
$ = 10,751 x DWT0.62
EDPI = 1151 (see Section 301)
The curve (Figure 224-4) includes four breasting and six mooring
dolphins. Catwalks interconnect the operating platform and mooring and
breasting dolphins (Figure 224-5). The curve does not include a causeway
for this type of wharf. The average distance from shore is 3,600 feet.
Example
Estimate the cost of a double-berth wharf designed for a 150,000 DWT
and a 300,000 DWT ship, with eight mooring dolphins and a 20,000 sq.
ft. operating platform.
Cost Estimating Manual
April 1995
Page 224-3
224
Wharves
Figure 2
100,000,000
Dollars
50,000,000
30,000,000
20,000,000
10,000,000
5,000,000
100
200
300
500
1,000
Displacement (DWT)
Figure 224-4. Curve Data for Double-Berth Tanker Wharves
Figure 224-5. Double-Berth Tanker Wharves
1
APPLY THE EQUATION FOR DOUBLE-BERTH WHARVES
Wharf Cost = 10,751 x (150,000 + 300,000)0.62 = $34,391,000
2
ADJUST FOR ACTUAL OPERATING PLATFORM AREA (FIGURE 224-6)
The calculated platform area for this wharf is
Area = 1,475 + 0.051 x 450,000 = 24,425 sq. ft.
The desired platform is 20,000 sq. ft., so the cost must be decreased by
$345/SF x (24,425 - 20,000) = $1,527,000
Cost Estimating Manual
Page 224-4
April 1995
Single- and Double-Berth Tanker Wharves
3
ADJUST FOR THE NUMBER OF BREASTING AND MOORING DOLPHINS
(FIGURE 224-6)
The calculated cost per mooring dolphin is
$866 x (450,000)0.61 = $2,432,000
For eight versus the six in the model, add
2 x $2,432,000 = $4,864,000
4
ADJUSTED TOTAL COST
Cost = $34,391,000 - 1,527,000 + 4,864,000 = $37,728,000, or $37.7 M
Costs at EDPI = 1151
SINGLE-BERTH WHARF
0.43
DOUBLE-BERTH WHARF
$ = 10,751 x (DWT)0.62
Base Cost of Wharf
$ = 51,386 x (DWT)
Platform Area (sq. ft.)
Area = 3,512 + 0.088 x DWT
Area = 1,475 + 0.051 x DWT
Platform Cost
$250/sq. ft.
$345/sq. ft.
Causeway Cost
$110/sq. ft.
Not applicable
Breasting Dolphins, each
$ = 713 x (DWT)0.60
$ = 713 x (DWT)0.60
Mooring Dolphins, each
$ = 866 x (DWT)0.61
$ = 866 x (DWT)0.61
Figure 224-6. Equation Summary
Cost Estimating Manual
April 1995
Page 224-5
300
Secondary Methods—
Individual Cost Adjustments
301
Cost Indexes
302
Modernization Factor
303
Allowances
304
Freight
305
Sales & Use Tax
Cost Estimating Manual
301
Cost Indexes
ost (or price) indexes are an integral part of cost estimating. They help you to
update costs from the date they were incurred to the present day or to some
other time.
C
Working with Cost Indexes
One example of a published cost index is the Consumer Price Index,
published by the Bureau of Labor Statistics (BLS) of the U.S. Department
of Labor. The base period 1982-84 is defined as 100, a common reference
value. Figure 301-1 lists other resources for this section.
While it has a number of components, the overall index for the category
All Urban Consumers was 141.9 for December 1992 and 145.8 for
December 1993. The costs in December 1993 were, therefore, 45.8
percent higher than during the base period. You can calculate the increase
from December 1992 to December 1993 as follows:
145.8/141.9 = 1.027, or 2.7 percent
Item
Other Sources
Indexes
Bureau of Labor Statistics
– Historical
– Wages & Salaries, Professional & Technical Workers
– Producer Price Index for Industrial Commodities (excluding Energy)
Engineering News Record (ENR)
– Skilled and Common Labor Indexes
Oil & Gas Journal
– Nelson-Farrar Refinery Index (Labor Component)
– Nelson-Farrar Refinery (Inflation) Index
Chemical Engineering
– Engineering & Supervision Index
Figure 301-1.
Resources for Working with Cost Indexes
Cost Estimating Manual
December 1998
Page 301-1
301
Cost Indexes
Example of
Updating Costs
1
Estimate the first quarter 1994 (1Q94) cost of a piece of process
equipment purchased in 1Q92 for $12,000.
REFER TO A MATERIALS COST INDEX
One example is Chevron Materials Index (EDMI).
1
DETERMINE THE EDMI VALUES FOR 1Q94 AND 1Q92
From Figure 301-5, these values are 886.0 and 856.3, respectively.
1
ESTIMATE THE COST AT 1Q94
Current Index
New Cost = Historic Cost × -----------------------------------Historic Index
886.0
New Cost = $12,000 × --------------- = $12,400
856.3
Chevron
Cost Indexes
Chevron maintains three component cost indexes1:
■
Engineering Department Engineering Index (EDEI)
■
Engineering Department Materials Index (EDMI)
■
Engineering Department Labor Index (EDLI)
and one composite index, Engineering Department Plant Index (EDPI)
(see Figure 301-2).
We use 1946 = 100 as the reference point.
Annual indexes (Figure 301-4) are shown from 1973; the quarterly
indexes (Figure 301-5) are shown for the years from 1991 and for the
forecast period. See also Figure 301-3.
In addition to historic values, there is a five-year forecast for converting
current, constant-dollar cost estimates into “then-current” costs.
✎
1
Be sure to include modernization (Section 302), as well as indexing (EDPI) when
updating the cost of entire pre-1983 plants.
The index names refer to the old Engineering Department and were not changed during successive reorganizations into
Engineering Technology Department, CRTC, and Project Resources.
Cost Estimating Manual
Page 301-2
December 1998
Working with Cost Indexes
Index
EDEI
For
Chevron
Tracking cost of:
Engineering Dept. ■ Technical Services
Engineering Index
(Group IA)
■
EDMI
Source/Comments
1
Company Construction
Management (Group
IB2)
Chevron
Tracking cost (purchase
Engineering Dept. price, freight, sales tax) of
Materials Index
all equipment and
materials permanently
installed in plants
■
Bureau of Labor Standards (BLS)
“Wages & Salaries, Professional &
Technical Workers”2
■
Chemical Engineering, “Engineering
Supervision Index”3
■
BLS “Producer Price Index for
Industrial Commodities (excluding
Energy)”
■
Oil & Gas Journal (O&GJ), two
components of the “Nelson-Farrar
Refinery (Inflation) Index”4
■
Richardson's “Process Plant
Construction Estimating Standards”
EDLI
Chevron
Tracking costs of
Engineering Dept. construction labor and
Labor Index
contractors’ field indirect
costs (Group IB1)
O&GJ “Nelson-Farrar Refinery
(Inflation) Index” (labor component)5
EDPI6
Chevron
Tracking total process plant
Engineering Dept. costs (overall index)
Plant Index
Derived from three component indexes:
EDEI, EDMI, EDLI
RVI
Replacement
Value Index
Estimating original costs
from present-day costs, for
adjusting plant asset
records of facilities being
retired, transferred, or sold
ENR
Engineering News Civil construction and
Record
components such as skilled
and common labor
EDPI = (0.189 × EDEI) + (0.615 × EDMI)
+ (0.216 × EDLI)7
Project Resources Services develops.
Published in the Uniform Accounting
Manual, Section 20.20.24, Appendix 3;
EDPI values offset by one quarter8
Monthly indexes — basis for EDLI
Contact Project Resources Services for a project-specific index or to ask questions about indexes.
1
Includes Chevron and contractor design, procurement, and project management services. Also
Chevron costs for construction management.
2 We also monitor white-collar-pay data (published annually by BLS).
3 This source is adjusted for changes in productivity.
4 Original basis for EDMI, dropped for a period during the 1980’s, but later reinstated. A current
basis for EDMI, along with BLS.
5 Based on a 65 percent/35 percent mix of “Skilled” and “Common Labor” indexes published in
Engineering News Record (ENR).
6 Prior to 1973, this was EDCI (Engineering Department Construction Index).
7 These weightings were calculated from a cost distribution of 18 percent engineering, 48 percent
materials, and 34 percent labor when using the component index values for January, 1973. The
cost distribution is based on actual project data for process plants and was validated in 1981.
While individual indexes should apply to components of domestic projects other than process
plants, a different mix may be more suitable for overall indexing than this formula for EDPI.
8 For example, the third quarter RVI is the same as second quarter EDPI. Annual RVI value is not
an average; it is the same value as third quarter EDPI.
Figure 301-2.
Updated Forecast
Cost Indexes–Chevron and Others
Personnel in the Project Resources Services update the index forecasts
twice a year from the database of DRI, an econometrics consulting firm.
Cost Estimating Manual
December 1998
Page 301-3
301
Cost Indexes
Figure 301-3.
Chevron Cost Indexes
DRI’s forecast for background inflation, measured by the Gross Domestic
Product Implicit Price Deflator (GDP, Figure 301-4), indicates less than
three percent annual growth through 2002. Our EDPI is forecast to grow at
about the same rate.
Cost Estimating Manual
Page 301-4
December 1998
Working with Cost Indexes
Index
Year
EDEI
EDMI
EDLI
Annual Changes
EDPI
GDP
EDPI
GDP
HISTORIC
1974
350.8
366.7
623.9
430.9
33.9
15.7%
8.3%
1975
373.8
419.5
678.8
480.8
36.7
11.6%
9.3%
1976
402.9
435.6
727.2
508
40.1
5.7%
6.5%
1977
439.4
457.0
773.1
539.6
42.7
6.2%
6.8%
1978
484.2
498.8
823.6
582.8
45.6
8.0%
7.9%
1979
519.5
547.7
878.7
637.6
49.2
9.4%
8.9%
1980
586.9
605.6
951.3
708.1
53.6
11.1%
9.3%
1981
688.8
671.7
1043
786.5
58.6
11.1%
10.2%
1982
783.8
688.6
1157
837.7
64.6
6.5%
5.9%
1983
869.5
695.7
1234
872.8
68.4
4.2%
4.5%
1984
943.9
714.2
1279
903.2
71.5
3.5%
5.0%
1985
993.2
716.5
1298
914.9
75.1
1.3%
3.6%
1986
1026
717.7
1330
927.3
77.8
1.4%
2.7%
1987
1051
739.9
1370
957.3
79.9
3.2%
3.4%
1988
1092
780.3
1406
999.2
85.8
4.4%
3.9%
1989
1141
815.9
1439
1038
89.6
3.9%
4.4%
1990
1193
837.3
1488
1073
93.4
3.4%
4.2%
1991
1253
851.8
1535
1102
97.3
2.7%
4.2%
1992
1304
860.8
1580
1127
100.0
2.3%
2.8%
1993
1355
877.4
1619
1154
102.6
2.4%
2.6%
1994
1400
897.5
1664
1183
104.9
2.5%
2.2%
1995
1439
940.1
1709
1227
107.6
3.7%
2.6%
1996
1478
937.9
1754
1244
109.6
1.4%
2.3%
1997
1526
942.0
1802
1266
111.9
1.8%
2.1%
FORECAST
1998
1625
941.2
1851
1287
112.8
1.6%
0.8%
1999
1672
946.4
1906
1311
114.6
1.9%
1.6%
2000
1723
963.7
1965
1344
116.9
2.6%
2.0%
2001
1773
979
2014
1375
119.6
2.3%
2.3%
2002
1827
990
2065
1403
122.4
2.1%
2.3%
2003
1898
999
2126
1435
125.4
2.2%
2.5%
Figure 301-4.
Annual Average Cost Indexes
Cost Estimating Manual
December 1998
Page 301-5
301
Cost Indexes
Quarterly Cost Indexes
HISTORIC
Qtr/Yr
EDEI
EDMI
FORECAST
EDLI
EDPI
Qtr/Yr
EDEI
EDMI
EDLI
EDPI
1/93
1385
874.8
1602
1146
3/98
1640
939.9
1862
1290
2/93
1394
878.6
1606
1151
4/98
1650
941.2
1879
1297
3/93
1406
876.6
1625
1156
1/99
1661
943.1
1878
1300
4/93
1413
879.6
1641
1162
2/99
1671
945
1891
1305
1/94
1424
886
1645
1169
3/99
1685
947.1
1919
1315
2/94
1434
890.7
1652
1176
4/99
1695
950.2
1937
1323
3/94
1445
900.2
1674
1188
1/20
1709
955.2
1938
1329
4/94
1454
913
1686
1200
2/20
1722
961
1952
1338
1/95
1463
930
1690
1213
3/20
1739
967.1
1978
1351
2/95
1471
940.8
1696
1223
4/20
1749
971.4
1995
1359
3/95
1482
945.5
1719
1233
1/21
1763
974.6
1991
1363
4/95
1495
944.2
1732
1237
2/21
1777
977.6
2002
1370
1/96
1511
938.9
1735
1238
3/21
1795
980.5
2025
1380
2/96
1523
936.5
1743
1240
4/21
1806
983.3
2038
1386
3/96
1533
937
1766
1247
1/22
1821
985.9
2036
1390
4/96
1536
939
1773
1251
2/22
1836
988.8
2051
1398
1/97
1549
940.1
1776
1255
3/22
1851
991.8
2078
1409
2/97
1566
940.6
1794
1262
4/22
1862
994.6
2095
1416
3/97
1581
941.6
1814
1270
1/23
1877
997.4
2094
1420
4/97
1594
945.6
1824
1277
2/23
1891
1000
2111
1428
1/98
1607
942.7
1830
1279
3/23
1906
1002.6
2140
1439
2/98
1621
941
1832
1281
Figure 301-5.
Quarterly Cost Indexes–Historic/Forecast
Cost Estimating Manual
Page 301-6
December 1998
302
Modernization Factor
April 1995
he modernization factor accounts for
Cost changes resulting from sources other than inflation
Inflation that exceeds the EDPI increases
T
Applying the Modernization Factor
Overview
To bring the capital investment of an older plant up to the current cost of
building a modern plant of the same throughput, apply the modernization
factor in addition to normal indexing with EDPI (Section 301).
Background
Since 1960, we have built plants with increasing amounts of specialized
equipment to
improve operating efficiency, reliability, and safety
save energy
meet environmental requirements
Actual inflation has frequently exceeded the bases for EDPI indexes. The
modernization factor also ameliorates the effects of moderate business
cycles through 1983. Figure 302-1 lists factors that have made it
necessary to make a modernization adjustment.
Energy Conservation
Cost Index Deficiencies
Safety Features
Environmental Control
OSHA Requirements
Pollution Reduction (noise, air, water)
Earthquake Design Improvement
Environmental Impact Statements
Blast-resistant Control Houses
Increased Air Cooling
Fireproofing
Water Re-Use
Improved Plant Reliability
Improved Operating Efficiency
Dual Electrical Systems
Process Computers
Uninterruptible Power Supply
Increased Metallurgical Sophistication
Instrumentation
Increased Tax Rates
Sales
Social Security
Unemployment
Figure 302-1. Significant Contributors to Increased Capital Cost
Cost Estimating Manual
April 1995
Page 302 -1
302
Modernization Factor
✎
Historical values
The modernization factor does not compensate for major process or mechanical
design changes which require separate adjustments.
Observed values for the modernization factor, based on project
expenditure mid-points, are as follows:
1945 to 1960
Negligible
1960 to 1961
1 percent per year
1961 to 1963
2 percent per year
1963 to 1970
3 percent per year
1970 to 1983
4 percent per year
Example
The modernization factor to bring the cost of a plant built in 1960 up to
1983 costs is as follows:
(1.01) x (1.02)2 x (1.03)7 x (1.04)13 = 2.15
Multiply this value by both the 1960 plant cost and the EDPI ratio.
Post-1983
Do not apply modernization factors beyond 1983. The construction
industry was in a slump during the mid-1980’s, and reductions in
construction costs from the favorable business climate masked any effects
of modernization. While the business climate returned to normal in the
late 1980’s, we do not yet have data to suggest the need to apply the
modernization factor to recent years.
Cost Estimating Manual
Page 302 -2
April 1995
303
Allowances
April 1995
his section focuses on three estimating allowances: design, takeoff, and lump
sum. Before you begin to review them, however, take a look at the difference
between allowances and contingencies.
T
Allowances vs. Contingencies
The first step in learning about allowances is to recognize the differences
between allowances and contingencies.
Allowances
Contingencies
Allowances are
associated with specific items of work
expected to be spent on that work
included in the base estimate along with all other identified costs
not a form of contingency
Contingencies (Section 313) are
not associated with any specific item of work
expected to be spent during the project
added to the base estimate
Three Estimating Allowances
A basic premise of estimating allowances is that the size of an allowance
reflects the level of detail of the estimate; therefore, an allowance
decreases as the quality of information (specifications, quantities, pricing)
increases.
Design Allowance
A design allowance—an adjustment to the estimated or quoted equipment
cost—reflects nominal routine cost changes for engineered equipment
resulting in an increased anticipated final cost.
You assess the design allowance after you have included all known
specifications (design requirements) for items such as these:
Process and utility equipment
Electrical switch gear (transformers, MCCs, etc.)
Cost Estimating Manual
April 1995
Page 303-1
303
Allowances
Tagged instruments (transmitters, controllers, computers, etc.)
A design allowance does not
apply to bulk commodities (minor materials)
affect the labor cost in detailed estimating
A design allowance is
included—along with tax and freight—before you apply factors or
ratios (see Sections 203 and 204)
expected to be spent completely during the project
usually in the 3-15 percent range
included in some equipment cost correlations (see Sections 401 and
403)
Takeoff Allowance
A takeoff allowance—an adjustment to quantity rather than cost —
provides for
the difference between quantity takeoffs from designs and final
in-place quantities of bulk commodities
fabrication waste
A takeoff allowance is
expected to be spent during the project
usually in the 5 to 15 percent range
often applied to the cost rather than to the quantity, on the assumption
that the cost per unit is the same for the base quantity and the
allowance amount
applied to both labor1 and materials (when applied to cost instead of
quantity)
applied for wastage2
Example
Add a percentage allowance (see Figure 303-1) to the piping takeoff for
small-diameter pipe not shown on the drawings.
1
2
If the allowance represents an under-count of quantities that will actually be installed, then labor is needed to install it.
There is no labor associated with wastage. If a single percentage represents allowances for both takeoff and wastage (for
those commodities needing both), only part of that percentage should attract labor.
Cost Estimating Manual
Page 303-2
April 1995
Three Estimating Allowances
Type of Allowance
Project #1
Description
Takeoff
Project #2
Waste
Takeoff
Waste
J - Instruments
15%-40%2
Included
10%
All
-
-
3%-10%2
None
Small bore
70%
Included
-
-
Large bore
25%
Included
-
-
10%
Included
3%-15%2
10%
Included
2
3%-15%
7%
None
-
5%
7%
10%
Included
10%
5%
Included
10%
Bulks
15%
L - Piping
M - Structures
Steel
1
Concrete
None
N - Insulation
Insulation
Fireproofing
1
P - Electrical
10%-40%2
Bulks
1
2
Q - Foundations
15%
2
8%-10%
Included
3%-15%
7%
8%
Included
10%
0%
5%
S - Miscellaneous
Earthwork
1
Paving
10%
Included
10%
Sewers
25%
Included
3%-10%2
None
Painting
None
-
10%
7%
Richardson Section 3-50, “Process Equipment Foundations” includes
the following recommended overpour (waste) allowances:
Foundations and grade beams—5 to 10 percent
Elevated concrete structures—4 percent
Cast-in-place fireproofing—3 percent
2
Poorly defined portions of the project required the higher values where
ranges are shown.
Figure 303-1. Takeoff & Wastage Allowances—Percentage Allowances in Two
1989 Contractor-Prepared Class 4 Estimates
Supporting Data
Figure 303-1 gives takeoff and wastage allowances for two typical
estimates.
Lump-Sum
Allowance
A lump-sum allowance is often included
for items added late in the estimating process
when time or available information does not permit making a more
detailed estimate
Cost Estimating Manual
April 1995
Page 303-3
303
Allowances
Lump-sum allowances are
identified with specific work items
expected to be spent during the project
Examples
Mitigating environmental impact—permit requirements as yet
unknown; some expenditure expected
Adding a process system (e.g., tempered water cooling)—equipment
not yet sized
Providing spare parts—specific items not yet identified (other than
major items such as compressor rotors)
Reconditioning re-used equipment—disassembly and inspection not
completed; extent of work unknown
Cost Estimating Manual
Page 303-4
April 1995
304
Freight
April 1995
any equipment items covered in Chapter 400 include an allowance for domestic
freight. For some projects, however, you may need to develop costs for
domestic and foreign freight.
M
Developing Freight Costs
Information Needed
Domestic Freight
Review the list of resources in Figure 304-1.
You can estimate domestic freight as five per cent of the value of directpurchase materials.
For more precise estimates, you need to identify
the source
destination (job-site or other)
cubic volume (bulk)
weight
You may then refer to or contact the resources given in Figure 304-1.
✎
Overseas Freight
Not all materials incur freight charges. For example, ready-mix concrete is priced
on a delivered basis. Field-purchased local items, such as miscellaneous piping and electrical materials not included in bulk orders, will not have
measurable delivery costs.
You can estimate overseas freight, from vendor shop to job site, as 12
percent of the value of materials for developed areas and 24 percent for
developing Third World areas. This figure includes freight forwarding
services and carrier charges.
For more information, see the resources given in Figure 304-1.
Item
Other Sources
Domestic freight:
- Process equipment
Richardson, Sections 100-700
- Process equipment & bulk materials
CUSA Products Co., Supply and Distribution,
Transportation Planning and Services
Overseas freight
CUSA Products Co., Supply and Distribution,
Transportation Planning and Services
Figure 304-1. Resources for Estimating Freight
Cost Estimating Manual
April 1995
Page 304-1
305
Sales & Use Tax
April 1995
S
ales and use tax is complex, especially because rates change frequently. To avoid
tax problems for Chevron, seek expert advice from Chevron tax specialists.
Estimating Sales & Use Tax
Every state except Alaska, Delaware, Montana, and Oregon imposes a
sales tax along with a compensating use tax. Most states also allow local
governments or agencies to impose additional sales and use taxes. Your
project’s cost estimate may increase as a result of these taxes; however,
carefully planning and applying them may result in favorable economic
benefits to your project.
The extent to which you should incorporate taxes into your estimates
varies with the level of accuracy of the estimate. For Class 1 and some
Class 2 estimates, include sales tax only for materials and freight.
For more accurate estimates, consider labor tax as well as the different tax
rates for manufacturing versus non-manufacturing equipment, company
versus contractor purchases, and lump-sum versus separated contracts.
Project managers should consult with the Corporation Excise Tax Group
for project tax planning for Class 3 estimates.
Figure 305-1 provides a tax guide for selected Chevron facilities.
Cost Estimating Manual
April 1995
Page 305-1
305
Sales & Use Tax
State
Facility
Tax %
Local2
Total
1.25
7.25
El Segundo
2.25
8.25
Gaviota/Goleta
1.75
7.75
Richmond
2.25
8.25
San Francisco
2.25
8.25
San Ramon
2.25
8.25
State
CA
6
Bakersfield
Labor Matl & Freight
3
4
Equip.
NT
T
NT
Comments
Materials1
Labor—To repair real property is also non-taxable.
HI
Ewa Beach Refinery
4
0
4
NT
NT
NT
Materials.1 Equipment must be transferred within the Foreign Trade
Zone.
Labor must be performed within the refinery, a Foreign Trade Zone.
LA
Oak Point/Belle Chase
4
3
7
NT
T
NT
Lafayette
3.5
7.5
New Orleans
5
9
St. James
3
7
Materials.1
Labor—Non-taxable with a separated contract.
- Project may receive tax credits if it complies with LA Rule 1 (Use of
LA Contractors). Project Mgt. must apply for tax credits.
- Industrial Tax Exemption from state, parish, and local property taxes
up to 10 years. Includes all buildings, machinery, and equip. that are
part of the mfg. process. Net savings are approx. 1%/yr. of the value
of property taxes.
- Enterprise Zone Tax Exemption from all state sales/use tax and local
sales/use tax (excluding % for schools). Also stipulates that 35% of
the work force must reside in the parish of the company facility.
MS
Pascagoula
1.5
0
1.5
T
T
NT
Separate E/P & construction contracts—1.5% rate applies to labor
and mat’ls (if used in the mfg. process) if non-manufacturing rate is
7%.
Separated & non-separated contracts—Entire contract amount (labor
& mat’ls.) is subject to 3.5% rate.
NJ
Perth Amboy
(Middlesex)
6
0
6
NT
T
-
Materials1
Perth Amboy (Ocean)
7
0
7
El Paso
6.25
2
8.25
NT
T
NT
Cedar Bayou/
Baytown
1
7.25
Port Arthur
1
Orange
1.5
Houston
2
8.25
Separated contract with contractor’s overhead (& profit) allocated to
both labor & mat’ls.: mat’l. and markup are taxable. All overhead
allocated to labor: tax only on mat’l.
If separate (i.e., 2 or more) EP & construction contracts are used, then
field labor & mat’ls. are taxable. Tax credits are available for mfg.
equip. (incl. replacement parts) sales tax as follows:
- 50% for purchases 10/1/93 - 12/31/93
- 75% for purchases in1994
- 100% exemption of State & Local tax after 1994
A Franchise Tax Credit is available for purchases made between
10/1/91 - 9/30/93. Pollution control equip. is non-taxable in any year.
Ft Worth
1.5
7.75
TX
6.755
7.75
UT
Salt Lake City
5
1.25
6.25
NT
T
NT
Materials1
Labor—Repairs to Real Property are also non-taxable.
Possible Tax Credits for Pollution Control, Energy & Investment
WY
Carter Creek
(Uinta Co.)
4
1
5
NT
T
NT
Materials1
Labor—A separated contract is reqd. for labor to be non-taxable.
Possible tax credits for out-of-state sales tax for pollution control, fire
prevention & energy.
Contract definitions:
Legend:
1
2
3
4
5
Separated:
Non-Separated:
Separate:
T:
NT:
A single EPC contract that separates the cost of materials and labor.
A single EPC contract that does not break out value of each (E/P/C)
Discrete E/P & Construction contracts (i.e., 2 or more contracts)
Taxable
Not Taxable
Construction contract taxable on materials (only). If a separated contract is used, then equipment plus markup is taxable.
Local sales tax includes city, transit, county & special purpose taxes.
Labor is non-taxable when it directly results in an improvement to real property. Labor includes dismantling & demolition.
Unless otherwise stated, it does not include maintenance or repair labor.
Freight is non-taxable when separately stated on vendor invoice and shipping terms are F.O.B. Point of Origin or Shipping
Point. In TX, freight is non-taxable when billed by a third-party carrier.
A majority of the facility (i.e., outside the city limits) is taxed at 6.75%. A small portion of the facility (i.e., inside the city limits)
is taxed at 7.75%.
Figure 305-1. Sales/Use Tax Guide for Selected Domestic Locations
Cost Estimating Manual
Page 305-2
April 1995
310
Secondary Methods—
Bottom-Line Cost Adjustments
311
Area Factors
312
Escalation
313
Contingency
Cost Estimating Manual
311
Area Factors
n area factor is the ratio of the cost of a facility at a specific location—domestic1
or foreign—relative to its cost at a generic location, both in US dollars. You may
make estimates from either location-specific or location-generic2 cost data. For the
latter, you adjust the cost data to another location by working with an area factor.
A
✎
The CRTC Facilities Engineering Unit has on file area factors from some estimates. Refer to
these historical area factors with caution and generally only for guidance because the base
data may not be current.
Describing the Area Factor
There are two ways the cost of a facility may differ between locations.
First, where the facilities are identical (as for a specific type of process
plant), there are differences relating to the cost of materials (including
freight and taxes), labor rates, labor productivity, and so on. This is what’s
normally meant by the term area factor (sometimes called location
factor). The second way that costs may differ is when there are facilities
differences such as the need for infrastructure (roads, wharves, pipelines),
for process differences (water cooling versus air cooling), or for
differences in construction techniques (modularized versus stick-built).
While the latter types of items can have a major impact on differences in
cost, they are not considered part of an area factor and must be identified
and estimated separately.
See Figure 311-1 for items that are either included or excluded from an
area factor.
1
2
For Chevron, the reference location is usually US West Coast (USWC) or Richmond.
Such as the US Gulf Coast (USGC) or the US West Coast (USWC).
Cost Estimating Manual
April 1995
Page 311-1
311
Area Factors
Area Factor
Cost Differences for Location
Included
Not Included
Engineering—costs and productivity
Construction technique (stick-built versus
modularized)
Freight—domestic/ocean freight
Infrastructure (site work, wharves, pipelines,
volume of tankage, utility systems)
Import duties
Process (equipment, operating conditions,
metallurgy, capacity)
Labor—availability, rates, productivity,
overtime, shifts
Material—costs, source of supply (foreign vs.
U.S.)
Taxes—sales/use, contractor
A foreign area factor normally assumes local (national) labor. If the labor force is imported from a
third country, then additional adjustments are required for labor rates, productivity, and relocation
and living costs.
Figure 311-1. Area Factor: Cost Differences Included & Not Included
Calculation Method
Follow these three steps for calculating an area factor:
1
CONSIDER ALL CONDITIONS THAT CAN AFFECT OVERALL COST
The starting point is the historical cost split for large projects on the
USWC (Richmond Refinery). See Figure 311-2.
✎
Caution: We have not verified the percentages below recently. Consider them illustrative
only. If you are starting with a sufficiently detailed estimate, develop a percentage split
from that data rather than working with these percentages.
Item
Percentage
Percentage by Source
Materials
53
48 Direct, 5 Indirect
Manual Labor
25
20 Direct, 5 Indirect
4
Non-Manual Labor
Engineering/Project Mgmt
Total
18
14 Contractor, 4 Chevron
100
This mix refers to entire refinery process units and chemical plants.
Different mixes of the components may be appropriate for small or very
large projects requiring abnormal amounts of engineering, off-plot
facilities, pipeline/pump stations, and other kinds of facilities.
Figure 311-2. Historical Cost Split for Large Projects, USWC
Cost Estimating Manual
Page 311-2
April 1995
Area Factors for Foreign Locations
2
STUDY EACH COMPONENT SEPARATELY
Study the components separately to determine the effect (if any) of
conditions at the new location. See Figure 311-3.
3
CALCULATE A BASE AREA FACTOR
Put the above examples together to calculate a base area factor (Figure
311-4) to which you may need to add other site requirements (Figure
311-5).
The 1.00 base area factor for Richmond excludes piling, assumes normal
labor productivity, and is the basis for the cost-capacity curves in Section
202.
The overall area factor for a project to be built at Richmond will probably
be different from 1.00 because piling is required in many locations in the
refinery, and labor productivity will likely be different from the norm.
See the example of area factor calculations in Figure 311-6 for a specific
domestic location (Pascagoula) relative to the Richmond refinery.
Area Factors for Foreign Locations
Foreign projects require special treatment. Additional factors1 affect
relative costs, and old data can require considerable adjustment.
Example: Updating
Area Factor for the
United Kingdom
For the second quarter of 1991, the area factor for the United Kingdom
(UK) relative to the USGC was 1.34.2 The currency exchange rate was
0.54 pounds Sterling to the US dollar.
To update the area factor to the third quarter of 1993, you need three
pieces of information:
The exchange rate at that date
The cost increase for the UK from 2Q91 to 3Q93
The cost increase for the US from 2Q91 to 3Q93
1
2
Such as restrictions on source countries for goods and services, and rapidly changing area factors due to fluctuations in
currency exchange rates and differing inflation rates between countries.
Location Factors, European Construction Institute publication RT1/2, January 1992.
Cost Estimating Manual
April 1995
Page 311-3
311
Area Factors
Multiplier
Reason for Adjustment
Comments
Adjustment Combined
Price
1.00
Sales Tax
0.96
Transportation
1.00
Wage Rates
0.6
Productivity
1.2
Travel &
Subsistence
1.2
Overtime
Premium
1.0
Taxes
1.0
Price
1.00
Indirect
Materials
Sales Tax
0.96
(5% USWC)
(Section 501)
Transportation
1.00
Productivity
Adjustment
1.10
Salary
Adjustments
1.0
Productivity
1.0
Travel & Living
Costs
1.0
Taxes
1.0
Contractor
Home Office
Billing Rate
1.0
Productivity
1.0
(14% USWC)
(Section 511)
Travel Costs
1.0
Taxes
1.0
Chevron Project
Management
Salary
Adjustments
1.0
(4% USWC)
(Section 512)
Productivity
1.0
Travel & Living
Costs
1.2
Taxes
1.0
Direct Materials
= 0.96
Review the prices, taxes, duties, and freight
involved to decide if any categories will be more
than, equal to, or less than those at Richmond
Refinery. Refer to Sections 304 and 305 for
freight and sales tax information. Adjust based
on your judgment and assessment of available
data.
= 0.86
Includes both direct and indirect craft labor.
Review wage rate data (Section 424 or other
sources), labor productivity data, and travel and
premium pay to determine necessary adjustments. Obtain productivity data from Chevron
experience or from contractors. Expressed as a
manhour multiplier; Richmond normal
productivity = 1.0. (Section 422)
(48% USWC)
Manual Labor
(25% USWC)
= 1.06
Non-Manual
Labor
(4% USWC)
(Section 501)
= 1.0
= 1.0
Includes construction equipment (about 3%),
temporary facilities (about 1%), and small tools
and consumable supplies (about 1%). Requires
same adjustments as direct materials and also a
manual labor productivity adjustment, but only
half as large as for manual labor. (i.e., if manual
productivity is 1.2, use 1.1 for indirect materials.)
This is a composite adjustment that reflects the
fact that the cost of small tools and consumables
varies directly with productivity while construction
equipment and temporary facilities costs vary
only about one-third as much.
This category includes contractor construction
profit as well as field staff costs. Generally, this
category is not affected by local wage rates or
manual labor productivity. If there were no
differences between Richmond and the proposed
new location, this example would result.
This is an example of contractor home office
(engineering, procurement, and project
management) adjustment.
This category includes project management,
design representatives, and field personnel for
construction, training, and startup.
= 1.2
Figure 311-3. Examples of Reviewing Separate Components of an Area Factor
Cost Estimating Manual
Page 311-4
April 1995
Area Factors for Foreign Locations
Category
USWC
Fraction
Adjustment
Multiplier
Fraction
Direct Materials
0.48
0.96
0.46
Manual Labor
0.25
0.86
0.22
Indirect Materials
0.05
1.06
0.05
Non-Manual Labor
0.04
1.0
0.04
Contractor Home Office
0.14
1.0
0.14
Chevron Project Management
0.04
1.2
0.05
0.96
Base Area Factor
Figure 311-4. Combining Examples to Calculate Base Area Factor
Other Site
Requirements
Approximate %
Added to Project
Cost
Winterizing
3
Piling
2
Construction
Camps
6
Busing
1
Figure 311-5. Other Site Requirements in Area Factor
Exchange Rate
From the newspaper or another reference, we found that the exchange rate
at 3Q93 was 0.66 pound Sterling per US dollar.
Inflation
US inflation over the time period was 5.4 percent (expressed as a fraction,
1.054), based on the EDPI (Section 301).
For the UK, a publication called The Cost Engineer gives construction
cost indexes.1 From that source, we determined the UK inflation factor to
be 1.070.
1
These indexes are often difficult to find for foreign countries. Where construction cost indexes are not available, you must
use some other index such as for consumer prices or producer prices. When that is necessary, use the corresponding index
for the US for consistency (rather than the EDPI).
Cost Estimating Manual
April 1995
Page 311-5
311
Area Factors
Category
Richmond
Basis
Relative
Pascagoula
Basis
Relative
DIRECT MATERIALS
0.48
0.48
0.48
0.48
Taxes & Duties1
1.0825
1.00
1.015
0.94
Transportation
1.00
1.00
1.00
1.00
0.48
Subtotal
0.45
0.25
0.25
0.25
0.25
Wage Rate2
43.25
1.00
22.95
0.53
Productivity
1.00
1.00
1.10
1.10
None
1.00
1.01
1.01
MANUAL LABOR
3
Taxes
0.25
Subtotal
0.15
0.05
0.05
0.05
0.05
Taxes & Duties
1.0825
1.00
1.015
0.94
Transportation
1.00
1.00
1.00
1.00
Productivity Adjustment
1.00
1.00
1.05
1.05
INDIRECT MATERIALS
1
0.05
Subtotal
0.05
NON-MANUAL LABOR
0.04
0.04
0.04
0.04
Travel & Living Costs
1.00
1.00
1.00
1.00
None
1.00
1.01
1.01
3
Taxes
0.04
Subtotal
CONTRACTOR HOME OFFICE
4
Travel Costs
3
Taxes
0.04
0.14
0.14
0.14
0.14
1.00
1.00
1.05
1.05
None
1.00
1.01
1.01
0.14
Subtotal
0.15
CHEVRON PROJECT
MANAGEMENT
0.04
0.04
0.04
0.04
Travel & Living Costs5
None
1.00
1.20
1.20
Subtotal
BASE AREA FACTOR
0.04
0.05
1.00
0.89
Other Site Requirements
Piling
0.02
0.02
0.02
0.02
Winterization
None
0.00
0.02
0.02
Subtotal
OVERALL AREA FACTOR
0.02
0.04
1.02
0.93
Figure 311-6. Example of Calculating Area Factor: Richmond—Pascagoula
Cost Estimating Manual
Page 311-6
April 1995
Area Factors for Foreign Locations
We then calculated the third quarter 1993 area factor for the UK, relative
to the USGC, as follows:
(Area Factor)93 = (Area Factor)91 x
(ExchangeRate)91 (UK inflation)
x
(Exchange Rate)93 (US inflation)
= 1.34 x (0.54/0.66) x (1.070/1.054) = 1.11
Example: Calculating
Area Factor for Saudi
Arabia
Figure 311-7 shows an area factor calculation for Saudi Arabia, based on
cost estimates made for a 1989 study. The format and percent split differ
slightly from Figures 311-3 and 311-6. USGC is the US reference.
✎
Consult the CRTC Facilities Engineering Unit for assistance with developing area
factors for foreign locations.
Cost Estimating Manual
April 1995
Page 311-7
311
Area Factors
USGC
Saudi Arabia
DIRECT MATERIALS
Category
0.63
0.63
Remarks
Local Purchase Premium
1.00
1.023
Bulk materials obtained locally cost
an estimated 25 percent more than
imported materials.
Taxes
1.00
0.939
No local sales tax.
Ocean Freight/Duty
1.00
1.140
Most equipment and some bulk
materials are imported.
0.63
0.69
DIRECT LABOR
0.10
0.10
Hourly Rate
1.00
0.433
$6.50 vs. $15.00 per hour.
Productivity
1.00
1.666
2.0 vs. 1.2 relative to the
contractor’s manhour standards.
0.10
0.07
0.05
0.05
Wages/Productivity/Indirects
1.00
1.425
Composite effect of three elements.
Taxes
1.00
0.975
Only the materials portion is taxable
on USGC, so the difference is
smaller than for direct materials.
0.05
0.07
INDIRECTS
0.08
0.08
Materials
1.00
1.452
Composite effect of price, taxes,
productivity and ocean freight/duty.
Manual Labor
1.00
0.722
Same as direct labor, above
(0.433 x 1.666 = 0.722).
Non-Manual Labor
1.00
1.200
Composite effect of salary,
productivity, travel/living and taxes.
Subtotal
Subtotal
SUBCONTRACTS
Subtotal
0.08
0.10
ENGINEERING
0.08
0.08
Contractor
1.00
1.013
1.00
1.000
0.08
0.08
OWNER’S PROJECT
MANAGEMENT
0.06
0.06
Staffing Level
1.00
1.000
Premium Pay
1.00
1.200
Foreign service differential
(composite impact).
Travel/Living
1.00
1.300
Includes relocation costs.
0.06
0.09
1.00
1.10
Subtotal
Licensor
Subtotal
Subtotal
BASE AREA FACTOR
-
Additional complexity of engineering
a foreign project.
See notes.
Percentage splits based on actual estimate.
Some factors are composites based on several components in the detailed estimate.
The factors for each element and overall are for the on-plot process facilities only. They
exclude off-plot and infrastructure costs as well as some minor on-plot process differences
(seawater cooling versus air cooling and associated differences in metallurgy).
The bottom-line factor of 1.10 is applicable to this cost estimate only. Other sources say the
area factor for Saudi Arabia may be more nearly 1.4.
Figure 311-7. Example: Calculating Area Factor for Saudi Arabia
Cost Estimating Manual
Page 311-8
April 1995
312
Escalation
ormally, you would prepare cost estimates for a project on a constant-dollar basis
for a single point in time. To attain greater accuracy when estimating costs for a
multi-year capital project, however, you should factor in escalation over the life of
the project.
N
Three Alternatives for Estimating Escalation
Overall rate, detailed, and intermediate are three alternative techniques
you might apply to determining escalation. Detailed and intermediate
alternatives take more time to set up and are more accurate; choose one of
these methods for a project about to be funded or already underway.
Let’s take a closer look at the three alternative techniques.
Alternative 1: Overall
Rate Basis
1
There are three steps in this technique suitable for the following:
Class 1 and 2 estimates
Class 3 estimates if the forecasted escalation rates for all components
of the project (engineering, materials, labor) are very nearly the same
Checking detailed escalation estimates
ESTIMATE WHEN THE MID-POINT OF EXPENDITURES WILL OCCUR
For a typical refinery or chemical plant project, the mid-point of
expenditure is about two-thirds of the way through the design and
construction period. See the total expenditure curve in Figure 312-1.
2
FIND THE OVERALL ESCALATION FACTOR
Take the EDPI index (Section 301) for that date and divide it by the EDPI
index for the estimate date.
3
FORECAST THE THEN-CURRENT DOLLAR AMOUNT
Multiply that ratio by the constant dollar cost estimate (base estimate) to
get the escalated cost. The difference is the amount of escalation that
shows as a line item in the estimate summary.
Cost Estimating Manual
April 1995
Page 312-1
312
Escalation
TYPICAL PROJECT EXPENDITURE RATES
100
80
70
LA
BO
R
TO
TA
L
40
MA
TER
IAL
50
MECHANICAL COMPLETION
60
EN
GI
NE
ER
IN
G
% OF TOTAL EXPENDITURE
90
30
20
10
0
0
10
20
30
40
50
60
70
80
90
100
110
% DURATION TO MECHANICAL COMPLETION
Figure 312-1. Typical Project Expenditure Rates
Alternative 2:
Detailed Basis
1
There are three steps in this technique.
DEVELOP A LIST OF ALL EXPENDITURES ANTICIPATED FOR THE PROJECT
Include each contract, purchase order, and category of Chevron
expenditures and the date or period during which each will be incurred.
2
CALCULATE THE COST INCREASE
Use an appropriate escalation rate for each item or class of items.
✎
3
Some costs increase in steps. For example, union craft labor rates may change at
mid-year. In this case, estimate the hours during each July-to-June period, apply the
approrpiate labor rates, and estimate escalation for each period.
FIND EACH ITEM’S THEN-CURRENT VALUE
Add the cost increase to the originally estimated amount for each item.
Cost Estimating Manual
Page 312-2
April 1995
Three Alternatives for Estimating Escalation
Alternative 3:
Intermediate Method
1
There are five steps in this technique.
DIVIDE THE CONSTANT-DOLLAR ESTIMATE INTO THREE COMPONENTS
Engineering: Engineering includes the contractor’s home office costs
(design, procurement and project management) as well as Chevron
project and construction management costs.
Materials: Material is defined as the delivered cost of direct materials,
including domestic freight and sales tax. Also include 65 percent of
the total cost of equipment subcontracts (field-erected columns and
furnaces) and 50 percent of the value of bulks subcontracts.
Labor: Labor includes direct labor and construction contractor indirect
field costs. Also include 35 percent of the value of equipment
subcontracts and 50 percent of the value of bulks subcontracts.
A typical split for process plant projects is 18 percent engineering, 48
percent materials, and 34 percent labor.
2
ALLOCATE SPECIAL CHARGES AMONG THESE THREE CATEGORIES DEPENDING
ON THEIR NATURE
Example
List catalyst, spare parts, ocean freight, and duties as materials;
operator training and startup (Chevron only) as engineering.
Or, consider the escalation for special charges as an average of the
three components—engineering, materials, labor.
3
BACK OUT IDENTIFIABLE ITEMS NOT SUBJECT TO ESCALATION AND ADD THEM
IN LATER
Includes items such as cost of land, right-of-ways, permits, and royalties;
also includes expenditures to date and fixed-price commitments that are
not subject to escalation.
4
DIVIDE EACH CATEGORY INTO QUARTERLY EXPENDITURE AMOUNTS
Divide expenditures in one of two ways:
Using project-specific expenditure forecast
Using historical project expenditure patterns (S-curves). See Figures
312-1 and 312-2.
Cost Estimating Manual
April 1995
Page 312-3
Project
Duration
(Quarters)
Percent of Expenditure Category Per Quarter Number:
Expenditure
Category
1
6
Engr.
Matl.
Labor
6.6
0
0
20.4
1.1
0
30.2
17.3
0.4
23.6
46.2
14.4
12.8
27.9
39.4
5.3
7.0
38.4
1.1
0.5
7.4
7
Engr.
Matl.
Labor
5.0
0
0
14.3
0.4
0
25.1
5.8
0
24.3
32.6
3.5
16.7
35.3
20.7
9.3
20.4
36.1
4.2
5.0
32.3
1.1
0.5
7.4
8
Engr.
Matl.
Labor
3.9
0
0
10.7
0
0
19.9
2.4
0
22.7
16.0
0.4
18.8
35.7
8.3
12.3
27.2
24.0
7.2
14.5
32.0
3.4
3.7
27.9
1.1
0.5
7.4
9
Engr.
Matl.
Labor
3.2
0
0
8.3
0
0
15.5
1.1
0
20.3
7.0
0
19.0
26.0
2.5
14.5
30.5
12.3
9.5
21.2
25.0
5.7
10.8
28.3
2.9
2.9
24.5
1.1
0.5
7.4
10
Engr.
Matl.
Labor
2.7
0
0
6.6
0
0
12.2
0.6
0
17.6
3.1
0
18.1
14.7
0.4
15.6
28.7
5.6
11.3
24.3
15.1
7.6
17.5
24.4
4.7
8.2
25.2
2.5
2.4
21.9
1.1
0.5
7.4
11
Engr.
Matl.
Labor
2.3
0
0
5.5
0
0
9.7
0.1
0
15.1
1.8
0
16.6
7.6
0
15.6
21.6
1.9
12.7
26.1
8.3
9.1
19.7
16.8
6.3
14.1
23.3
3.9
6.5
22.5
12
Engr.
Matl.
Labor
2.0
0
0
4.6
0
0
8.0
0
0
12.4
1.1
0
15.2
4.0
0
15.0
13.3
0.4
13.2
23.9
4.1
10.4
22.3
10.3
7.5
16.7
17.9
13
Engr.
Matl.
Labor
1.7
0
0
4.0
0
0
6.7
0
0
10.3
0.7
0
13.6
2.1
0
14.1
7.8
0.1
13.2
18.4
1.5
11.2
22.5
6.0
14
Engr.
Matl.
Labor
1.6
0
0
3.4
0
0
5.7
0
0
8.6
0.4
0
12.0
1.3
0
13.1
4.5
0
12.8
12.2
0.4
15
Engr.
Matl.
Labor
1.4
0
0
3.0
0
0
4.9
0
0
7.4
0
0
10.3
1.1
0
12.1
2.6
0
16
Engr.
Matl.
Labor
1.3
0
0
2.6
0
0
4.3
0
0
6.4
0
0
8.8
0.8
0
17
Engr.
Matl.
Labor
1.2
0
0
2.3
0
0
3.8
0
0
5.6
0
0
18
Engr.
Matl.
Labor
1.1
0
0
2.1
0
0
3.4
0
0
4.9
0
0
2
3
4
5
6
7
8
9
10
11
14
15
16
17
18
19
12
13
2.2
2.0
19.8
1.0
0.5
7.3
0
0
0.1
5.3
11.2
21.5
3.4
5.3
20.3
1.9
1.7
18.1
1.0
0.4
7.2
0.1
0.1
0.2
8.6
18.5
11.9
6.3
14.5
18.1
4.5
9.2
19.9
3.0
4.3
18.5
1.7
1.5
16.6
1.0
0.4
7.0
0.1
0.1
0.4
11.5
20.4
3.1
9.4
20.0
7.6
7.3
15.3
13.1
5.5
12.9
17.6
3.8
7.5
18.5
2.6
3.7
16.9
1.6
1.3
15.4
0.9
0.4
6.8
0.2
0.1
0.6
12.2
7.8
0.1
11.4
16.0
1.3
10.1
19.6
4.6
8.0
17.5
8.8
6.2
13.5
13.7
4.7
10.8
17.0
3.4
6.3
17.1
2.4
3.2
15.6
1.4
1.1
14.4
0.9
0.3
6.6
0.2
0.2
0.8
11.1
1.6
0
11.5
4.8
0
11.2
11.2
0.4
10.2
17.7
2.5
8.6
18.0
5.8
6.9
14.9
9.9
5.4
12.3
14.1
4.2
9.1
16.1
3.0
5.4
15.9
2.1
2.7
14.4
1.3
1.0
13.5
0.8
0.3
6.4
0.3
0.2
1.0
7.7
0.5
0
10.0
1.1
0
10.7
3.0
0
10.7
7.6
0.1
10.1
14.2
1.1
9.0
17.3
3.7
7.5
16.2
6.8
6.1
12.5
10.7
4.7
11.4
14.0
3.7
7.7
15.3
2.7
4.7
14.8
1.9
2.4
13.3
1.2
0.9
12.8
0.8
0.3
6.2
0.3
0.2
1.2
6.7
0.2
0
8.8
0.9
0
10.1
1.9
0
10.2
5.1
0
9.9
10.3
0.4
9.1
15.7
2.1
7.9
16.2
4.6
6.6
14.3
7.7
5.3
11.2
11.3
4.2
10.0
13.7
3.3
6.7
14.4
2.4
4.1
13.9
1.8
2.1
12.4
1.1
0.8
12.1
0.8
0.3
6.0
Figure 312-3. Example Project Escalation Calculation, Detailed Method
20
0.3
0.2
1.4
Escalation Examples
If you are using the historical S-curves, you need to know the starting
point (project release date). This is usually the start of the Front-End
Engineering phase.
You also need to know the number of quarters from project release date to
mechanical completion. Note that Figure 312-2 extends this number by 10
percent to recognize that expenditures continue beyond mechanical
completion as final invoices are paid and claims settled.
5
INDEX THE QUARTERLY EXPENDITURES FOR EACH CATEGORY
Using the three indexes in Section 301, escalate the expenditures for each
quarter. For example, materials costs would be escalated as follows:
Escalated Quarterly Cost =
Qtr Index (EDMI)
× EstimatedQuarterlyCost
EstimateIndex (EDMI)
Escalation Examples
Here are examples of the three escalation estimating methods just
described.
Alternative 1:
Overall Method
Suppose we have prepared a Class 1 estimate for a $10 M project. The
estimate was made in early 1992 (1Q92), using prices in effect at that
time. We expected the project to start in April 1992 (2Q92) and to be
completed 18 months later, in October 1993. Recognizing that cash flow
extends beyond mechanical completion by about 10%, we expect the cash
flow to extend over 20 months, through December 1993 (4Q93).
Using this method, we expect the mid-point of the cash flow to occur at
the two-thirds point in the project, or in the 13th month (2/3 x 20 months),
or April 1993 (2Q93). From Section 301, we note that the EDPI for the
date of the estimate (1Q92) and for the mid-point (2Q93) are 1116 and
1151, respectively. Thus, the escalated cost of the project is estimated to be
(1151/1116) x $10,000 M = $10,314 M
And the amount of escalation would be $314,000.
Cost Estimating Manual
April 1995
Page 312-5
312
Escalation
Alternative 2:
Detailed Method
Alternative 3:
Intermediate Method
We now have a Class 3 estimate for the same project, again in 1Q92
dollars. According to our contracting plan, we will do the design in-house
and will purchase the equipment, pipe spools, tagged instruments, and
electrical switchgear. We plan to have the construction contractor furnish
the other bulk materials (concrete, piping, pipe supports, field wiring, etc.)
as part of the contract. Figure 312-3 shows the expenditures we expect to
incur, by quarter. Using data that differs slightly from Section 301 (source
unspecified), we expect cost escalation to the mid-points of expenditure
for each category as shown in the figure. Note that the hourly cost of
construction labor increases in July of each year. Here the total escalation
is estimated to be $257,000.
This is a summary example; far more detail could be shown by individual
purchase order and for each labor craft.
Back to our Class 1 (or Class 2) estimate. We’ll use the expenditure
patterns shown in Figure 312-2 and the average cost distribution for
process plants of 18% engineering, 48% material, and 34% labor. Figure
312-4 shows the corresponding escalation calculation ($281,000).
Cost Estimating Manual
Page 312-6
April 1995
Escalation Examples
Figure 312-3. Example Project Escalation Calculation, Detailed Method
Cost Estimating Manual
April 1995
Page 312-7
312
Escalation
ENGINEERING ESCALATION (ESTIMATE EDEI = 1336)
QTR/YR
EDEI1
2/92
1348
6.6%
$118.80
$119.87
$1.07
3/92
1364
20.4%
$367.20
$374.90
$7.70
4/92
1371
30.2%
$543.60
$557.84
$14.24
1/93
1385
23.6%
$424.80
$440.38
$15.58
2/93
1394
12.8%
$230.40
$240.40
$10.00
3/93
1406
5.3%
$95.40
$100.40
$5.00
4/93
1413
1.1%
$19.80
$20.94
$1.14
100.0%
$1,800.00
$1,854.73
$54.73
TOTALS
EXPENDITURE2
ESTIMATE, M
ESCALATED3, M
ESCALATION, M
MATERIALS ESCALATION (ESTIMATE EDMI = 856.3)
1
EXPENDITURE2
ESTIMATE, M
ESCALATED3, M
ESCALATION, M
QTR/YR
EDMI
2/92
858.9
0.0%
$0.00
$0.00
$0.00
3/92
862.3
1.1%
$52.80
$53.17
$0.37
4/92
865.7
17.3%
$830.40
$839.52
$9.12
1/93
874.8
46.2%
$2,217.60
$2,265.51
$47.91
2/93
878.6
27.9%
$1,339.20
$1,374.08
$34.88
3/93
876.6
7.0%
$336.00
$343.97
$7.97
4/93
879.6
TOTALS
0.5%
$24.00
$24.65
$0.65
100.0%
$4,800.00
$4,900.90
$100.90
LABOR ESCALATION (ESTIMATE EDLI = 1558)
1
EXPENDITURE2
ESTIMATE, M
ESCALATED3, M
ESCALATION, M
QTR/YR
EDLI
2/92
1567
0.0%
$0.00
$0.00
3/92
1594
0.0%
$0.00
$0.00
$0.00
4/92
1601
0.4%
$13.60
$13.98
$0.38
1/93
1602
14.4%
$489.60
$503.43
$13.83
2/93
1606
39.4%
$1,339.60
$1,380.87
$41.27
3/93
1625
38.4%
$1,305.60
$1,361.75
$56.15
4/93
1641
7.4%
$251.60
$265.00
$13.40
100.0%
$3,400.00
$3,525.03
$125.03
TOTALS
$0.00
TOTAL ESCALATION
QTR/YR
ESTIMATE, M
2
3
ESCALATION, M
2/92
$118.80
$119.87
$1.07
3/92
$420.00
$428.07
$8.07
4/92
$1,387.60
$1,411.34
$23.74
1/93
$3,132.00
$3,209.32
$77.32
2/93
$2,909.20
$2,995.35
$86.15
3/93
$1,737.00
$1,806.12
$69.12
4/93
$295.40
$310.59
$15.19
$10,000.00
$10,280.66
$280.66
TOTALS
1
ESCALATED3, M
Cost indexes were taken from Section 301.
Percentages are from Figure 312-2 for a project of 6 quarters duration.
Calculated as the ratio of the current period index divided by the estimate index times the current period estimated cost.
For example, for the 2nd quarter 1992 (2/92) engineering cost, the estimated escalated cost is calculated as
(1348/1336) x $118.80 M = $119.87 M
Figure 312-4. Example Project Escalation Calculation, Intermediate Method
Cost Estimating Manual
Page 312-8
April 1995
313
Contingency
very estimate is incomplete and inaccurate to some degree. To more closely
reflect the final cost of the work, we add money—called contingency—to the bare
estimate. Unfortunately, some managers view contingency as a slush fund and
consider it a negative reflection on the quality of the estimator’s work. We need
contingency funds to complete the work in the project scope as it is understood at the
time of the estimate, even though we do not know exactly where all the money will
be spent.
E
Contingency in General
While the Table of Estimate classes in Section 103 contains “typical
industry contingency” values for each estimate class, these are illustrative
only. For a specific estimate, base the amount of contingency on an
evaluation of the cost and schedule risks associated with the project. The
resulting percent contingency may well be different from the values
shown in the table.
Figures 313-1 through 313-3 help to explain what is and is not in
contingency.
Selecting
Contingency
Regardless of the way you select contingency, be sure that the amount is
neither too high nor too low.
If contingency is set too high:
A high estimate may kill a good project.
Available capital may be tied up unnecessarily.
These items are project requirements and should be part of the base estimate. Incorporate into
the base estimate any work that you can identify, even if only as a lump-sum allowance. Do not
say, “XXX will be covered by contingency.”
Allowances (design, take-off, and lump sum )
Contracting plan impacts (direct hire vs. subcontracted, incentives, etc.)
Infrastructure requirements
Planned overtime
Predicted escalation
Productivity considerations related to the project execution plan
Regulatory and permit requirements, known or anticipated
Rework consistent with the project execution plan
Special charges, including spare parts
Weather (impact of normal, seasonal conditions)
Figure 313-1. Items in the Base Estimate, not in Contingency
Cost Estimating Manual
April 1995
Page 313-1
313
Contingency
These items are categorized as likely events (known risks) and are covered in contingency:
Design developments within the project objectives
Escalation in excess of allowance in the base estimate
Exchange rate fluctuations
Labor productivity (variation versus the base estimate, including impact of schedule, weather,
and market conditions)
Materials replacement or repair for damage in shipment
Uncertainties associated with new (unproven) technology
Permit requirements beyond those in the base estimate
Pricing variations due to normal market conditions
Quantity deviations (errors), including losses, beyond those in takeoff allowances
Rework in excess of that allowed for in the base estimate
Schedule slippage due to funding delays, minor cash flow restrictions, material delivery delays,
and predictable labor disturbances
Unidentified and unanticipated site conditions
Figure 313-2. Contingency Items
Except for changes in project objectives and cash-flow restrictions (self-imposed by Chevron), the
following items are possible but unlikely (known unknowns) and are not covered under
contingency.
Acts of war, civil unrest
Cash flow restrictions that slow or delay the project in a manner that causes inefficient
execution of the work
Natural disasters (such as hurricanes, floods, earthquakes)
Unanticipated disruptions in labor, such as strikes
Change in project objectives, such as plant capacity, product slate, project location
Unanticipated changes in governmental regulations
When Chevron makes deliberate changes to project objectives (including cash flow restrictions
that result in work inefficiencies) that result in a “new” project, contingency is not expected to
cover the resulting cost changes.
Figure 313-3. Items Neither in Base Estimate nor in Contingency
The extra funds may be spent unwisely.
There is less pressure to manage the project well.
If contingency is set too low:
A poor project may appear more attractive and thus be approved.
An unrealistic cost objective may result.
Inefficient scope reductions may be necessary later to meet the cost
objective.
Creative accounting may result.
The four principal methods for selecting contingency are based on the
estimator’s judgment, a fixed percentage, a Monte Carlo analysis, and a
statistical approach. These methods are discussed next.
Cost Estimating Manual
Page 313-2
April 1995
Contingency in General
Estimator’s Judgment
This is probably the most common method. The amount of contingency is
based on the estimator’s assessment of project risk generally gleaned from
experience.
Advantages of this method:
Easy to use
Effective with experienced estimators
Disadvantages of this method:
Difficult to justify and support; lacks credibility
Unable to state the probability of over-running or under-running the
estimate (needed, for example, for the Decision & Risk Analysis
process)
Fixed Percentage
A fixed percentage is added to the estimate based on parameters such as
the class of estimate or the level of engineering completed. May be
common in an engineering group with repetitive, similar projects where
experience has shown that it works.
Advantages of this method:
Easy to use (mechanical)
Accepted practice (not questioned)
Disadvantages of this method:
Differences between projects not recognized
Cannot state the probability of over-running or under-running the
estimate
Monte Carlo Analysis
For every element of cost in the estimate, three values (most probable
cost, likely high cost, and likely low cost) are aggregated on a computer, 1
using statistical sampling theory. The result is a probabilistic distribution
of project cost that can help to determine the desired contingency.
Advantages of this method:
Probability curve helps evaluate risk versus contingency required
Analysis tends to be best for Class 3 and higher estimates where the
degree of uncertainty is low
1
Commercially available PC software includes the easy-to-use Range Estimating Program, REP-PC (Decision Sciences
Corporation, St Louis, MO) and a more general Lotus add-in, @RISK (Palisade Corporation, Newfield, NY).
Cost Estimating Manual
April 1995
Page 313-3
313
Contingency
Disadvantages of this method:
Difficult to set ranges on values objectively
Subjective, easily manipulated or “gamed”
Risk measured only for the identified components of cost; not
“unknowns”
Results vary widely depending on experience of user
Statistical Approach
This approach compares characteristics of the project with an historical
database of completed projects and uses statistical modeling to determine
contingency. This method is used by Independent Project Analysis, Inc.
(IPA).
Advantages of this method:
Empirically based
Not subject to individual judgment or “gaming”
Disadvantages of this method:
Database does not yet cover all types of projects or facilities
Cost and effort (time) may make it inappropriate for smaller projects
✎
Chevron currently recommends IPA services for evaluating contingency (as well as
schedule and performance) of all projects of $25 M or more, prior to submitting an
appropriation request (i.e., for Class 3 estimates). Some operating companies have
lowered that threshold to $5 M. IPA can also conduct a post-project assessment of
the actual results.
Accuracy Range with Contingency
The accuracy (or variance) of a cost estimate is expressed by its range
around its central or most likely value. When we say that an estimate is
$50 M “plus or minus” 20% percent, we mean that it will probably be
between $40 M and $60 M.
End-Points of the
Range
The end-points of the range are not absolute limits. The cost in our
example could be higher than $60 M or lower than $40 M. Accepted
practice is to use an 80 percent probability range, giving an 80 percent
probability that the final cost will fall between $40 and $60 M. In turn,
this means that there is a 10 percent probability that the value will be less
than $40 M and a 10 percent probability that it will be more than $60 M.
The accuracy range does not predict how far the actual cost outcome
might lie outside these limits.
Cost Estimating Manual
Page 313-4
April 1995
Contingency for Class 1 and 2 Estimates
Accuracy Range
Includes Contingency
An accuracy range applies to an estimate that includes contingency.
Recommended practice is to select a contingency amount such that the
total estimate including contingency will have an equal likelihood of
under-run and over-run (the 50 percent probability point). Adding
contingency to an estimate does not improve its accuracy, it only shifts the
total estimate to the mid-point of its accuracy range.
Accuracy & Time
Accuracy improves over time. For example, the 80 percent probability
range for a Class 1 estimate might be + 25 percent; for a Class 3 estimate
for the same project, it might be + 10 percent (or less). For the latter, there
is a 90 percent chance of not over-running an estimate (set at the 50
percent point) by more than 10 percent—a criteria that some operating
organizations have adopted for their capital appropriations.
Contingency for Class 1 and 2 Estimates
This section covers a method for establishing contingency for an early
cost estimate, specifically Classes 1 and 2.1 This procedure does not apply
to Class 3, 4, or 5 estimates.
Description of Tables
and Graphs
✎
1
Before you begin this procedure, note the accompanying table and graphs,
which help you apply an order-of-magnitude contingency and 50 percent
confidence interval to estimates prepared in the early stages of a project.
A 50 percent confidence interval means that you expect 50 percent of the
possible cost outcomes to fall between the lower and higher contingency
values, 25 percent below the lower end, and 25 percent above the upper
end of the range.
The possible outcomes of early (Classes 1 and 2) cost estimates range
widely. Applying an average contingency value helps to bring the total
cost estimate (including contingency) into the ballpark.
In the steps that follow, you’ll look at contingency setting for Class 1 and
2 estimates, using tables and graphs.
The tables are divided into classes (A & B) that are similar to but not the same as
Chevron’s classes 1 and 2.
Developed for Chevron by IPA.
Cost Estimating Manual
April 1995
Page 313-5
313
Contingency
Steps for
Establishing
Contingency
1
There are four steps involved in establishing contingency:
EVALUATE THE DEGREE OF INNOVATION IN THE PROJECT
Does the project involve new technology, or is the technology proven and
in commercial use (conventional technology)?
2
DETERMINE IF ALL RELEVANT R&D IS COMPLETED FOR NEW TECHNOLOGY
If the project involves new technology, determine if all relevant R&D is
completed.
Specifically, has the team collected sufficient basic data to begin
engineering without potential major design changes resulting from further
discoveries in R&D?
If not, then the project is considered still under development, in which
case the graph and table in Figures 313-4 and 313-5 are applicable.
If the project has completed R&D, then the graph and table in Figures
313-6 and 313-7 apply.
If the project uses conventional technology, then the graph and table
in Figures 313-8 and 313-9 apply.
Figure 313-4. Graph of Contingencies for New Technology Projects with Ongoing R&D
Cost Estimating Manual
Page 313-6
April 1995
Contingency for Class 1 and 2 Estimates
Unclassified
Estimate
Class A
Estimate
Class B
Estimate
132%
105%
78%
90% - 183%
72% - 154%
58% - 113%
Average Contingency
50% Range
Figure 313-5. Table of Contingencies for New Technology Projects with Ongoing R&D
Figure 313-6.Graph of Contingencies for New Technology Projects with R&D Completed
Average Contingency
50% Range
Unclassified
Estimate
Class A
Estimate
Class B
Estimate
69%
56%
45%
43% - 94%
38% - 76%
32% - 62%
Figure 313-7. Table of Contingencies for New Technology Projects with R&D Completed
Cost Estimating Manual
April 1995
Page 313-7
313
Contingency
Figure 313-8. Graph of Contingencies for Conventional Technology Projects
Unclassified Estimate
Average Contingency
50% Range
Class A Estimate
Class B Estimate
44%
34%
26%
31% - 60%
23% - 48%
16% - 40%
Figure 313-9.Table of Contingencies for Conventional Technology Projects
Here is an example of confidence interval. A Class B estimate in Figure
313-9 has an average contingency requirement of 26 percent and a range
of 16-40 percent. This means that
fifty percent of the projects will require between 16 percent and 40
percent contingency.
twenty-five percent of the projects will require more than 40 percent
contingency.
twenty-five percent will require less than 16 percent contingency.
Cost Estimating Manual
Page 313-8
April 1995
Contingency for Class 1 and 2 Estimates
3
DETERMINE PLACEMENT
Determine placement based on the level of project definition by referring
to Figure 313-10.
Give equal weight to the table’s three sections—Site Specific
Parameters, Project Execution Plan, and Engineering Parameters—
when determining the estimate category (Unclassified, Class A, or
Class B) for the contingency.
Mark the boxes in the table that best describe the status of the project
at the time of the estimate.
Mark the line between boxes when a project’s characteristic spans two
boxes.
Select a predominant overall category. If no one category is
predominant, then analyze the effects of both.
4
DETERMINE THE CONTINGENCY AND APPROPRIATE CONFIDENCE INTERVAL
Determine the contingency and appropriate confidence interval based on
the estimate category.
Example of Setting
Contingency
The example is for a project in the early stages of development that
requires an order-of-magnitude contingency estimate so the team can
evaluate the economics surrounding the technology. The team is
considering technology that is licensed from an experienced contractor
and that has been commercially demonstrated on a similar scale, but is
new to Chevron.
Site-Specific Parameters
The current definition status of the project stands as follows:
The project team knows Chevron’s applicable environmental
standards for the project but not the site-specific requirements because
they have not yet selected a location for the project.
The project team has not begun the process of obtaining permits
because the location of the project is unknown.
Cost Estimating Manual
April 1995
Page 313-9
313
Contingency
Project’s
Elements
Characteristics
Estimate
Unclassified
Engineering
Parameters
Class B
Health/Safety
Reviews
Not considered
No reviews, but company
standards considered.
No reviews, but company & sitespecific standards considered.
Permits
Not considered
Appropriate regulations
identified.
Formal application process not
begun; but appropriate parties
contacted.
Plot Plans
No plan
Block layout of major
equipment.
Some detail of physical scope both
onplot and offplot, with preliminary
drawings.
Site-Specific
Parameters
Project
Execution
Plan
Class A
Soils Data
Non-existent
Considered, but not begun.
Testing begun, but incomplete.
Project Execution
Plan
No plan
Core project team &
probable completion date
established coupled with
preliminary engineering
involvement.
Project team & possible contracting
strategies identified, with defined
major milestones.
User/Plant Input
Expressed general
interest, with no
involvement
Involved in process selection. Involved in maintainability and
operability scopes.
Business Unit Input
None
Engineering assessment of
Scope of project identified.
technology; understanding of
general business climate.
Percentage Total
Engineering
No engineering
Some engineering input, less No more than 5 percent complete,
than 3 percent complete.
Prelim. P&ID’s and heat and
materials balances.
SITE-SPECIFIC PARAMETERS
Health/Safety Reviews: Considers all local, state, and federal government requirements (e.g., local worker safety, equipment safety,
and OSHA standards) for the site when assessing the extent to which health and safety requirements are incorporated into the cost
estimate.
Permits/Environmental Requirements: An assessment of the extent to which environmental requirements (e.g., applicable
solid-waste-disposal standards, all EPA requirements,such as National Clean Air Act, and any specific local requirements) have
been incorporated in the cost estimate.
Unit Configurations and Plot Plans: Includes the extent to which equipment configurations are final and process units (on-site and
off-site) are configured to the site.
Soils, Hydrology and Analogous Data: Includes an assessment of the quality of the soils, hydrology, and analogous data available
when preparing the estimate. Taken together, these data provide an overall picture of the site, including its qualities and limitations,
as a location for the proposed project.
Soils data refers to a set of information that describes the site technically and includes items such as the grade of the site, how
much weight the soil can bear, whether there are any hidden subsurface structures or unusual geologic formations, and
whether the soil contains any materials requiring cleanup prior to the initiation of construction.
Hydrology data refers to the distribution and circulation of water in, on, and around the site.
Analogous data is intended to capture information regarding the quality and suitability of existing facilities that will be used on
the project such as piping support, utilities, etc.
PROJECT EXECUTION PLAN
Project Execution Plan: Evaluates the extent to which a fully-integrated project schedule (with major and minor milestones), a
contracting strategy, and a quality assurance plan have been developed.
ENGINEERING PARAMETERS
User/Plant Input: Evaluates the extent to which the local operating group has become involved in the progress of the project.
Business Unit Input: Evaluates the extent to which the business group (Operating Company Management) has become involved in
the progress of the project.
Percentage Total Engineering: Refers to projects with less than five percent of the project’s total design complete.
Figure 313-10. Measuring Early Front-End Loading
Cost Estimating Manual
Page 313-10
April 1995
Contingency for Class 1 and 2 Estimates
Given that Chevron has some knowledge of technology and its
physical requirements, block layouts of equipment exist but there is
little detail.
Although the project will be located at a Chevron installation, soils
and hydrology data are not available because the site is unknown. This
suggests that such data have been considered but testing has yet to
begin.
These four items suggest that the estimate class is predominantly in the
Class A category.
Project Execution Plan
The status of the project execution plan is as follows:
A project team consisting of a project manager, business
representative, operations representative, and lead engineer has been
assigned to the project.
Beyond this core team, only tentative assignments have been made for
other personnel.
Management issued a directive about commercializing the technology
within a given time frame, but without a specific date.
The project team has addressed the project’s milestones tentatively,
but not in full detail. The milestones are based on preliminary
engineering studies.
This status places the project execution plan between the Class A and
Class B categories.
Engineering Parameters
The engineering status of the project is as follows:
Operating company input has centered around process selection and is
moving toward evaluating the maintenance and operational
requirements of the technology being investigated for this project.
The business unit has yet to make the capacity requirements of the
plant clear, but has indicated a reasonable range.
Overall, about three percent of the project’s design is completed.
Cost Estimating Manual
April 1995
Page 313-11
313
Contingency
Marked-Up Table
Figure 313-11 is a marked copy of the table from Figure 313-10,
Measuring Early Front-End Loading. It includes the information from the
example.
The project definition suggests that the project lies somewhere
between the Class A and Class B categories, but leans toward Class A.
Because the technology being considered is proven even though new
to Chevron, the data in Figures 313-8 and 313-9 applies.
Based on the information provided, a contingency of approximately 35
percent with a 50 percent confidence interval of 25 - 50 percent is
appropriate as suggested by the table and graph.
Project’s
Elements
Characteristics
Estimate
Unclassified
Class A
Class B
Health/Safety
Reviews
Not considered
No reviews, but company
standards considered.
No reviews, but company &
site-specific standards
considered.
Permits
Not considered
Appropriate regulations
identified.
Formal application process
not begun; but appropriate
parties
contacted.
Plot Plans
No plan
Block layout of major
equipment.
Some detail of physical scope
both onplot and offplot, with
preliminary drawings.
Soils Data
Non-existent
Considered, but not begun. Testing begun, but incomplete.
Project
Execution
Plan
Project Execution
Plan
No plan
Core project team &
probable completion date
established coupled with
preliminary engineering
involvement.
Project team & possible
contracting strategies
identified, with defined
major milestones.
Engineering
Parameters
User/Plant Input
Expressed general interest,
with no involvement
Involved in process
selection.
Involved in maintainability
and operability scopes.
Business Unit Input
None
Scope of project identified.
Engineering assessment
of technology; understanding of general business
climate.
Percentage Total
Engineering
No engineering
Some engineering input,
less than 3 percent
complete.
Site-Specific
Parameters
No more than 5 percent
complete, Prelim. P&ID’s and
heat & material balances.
Figure 313-11. Measuring Early Front-End Loading—Completed for Example Project
Cost Estimating Manual
Page 313-12
April 1995
400
401
Direct Cost Data—
Equipment (Major Material)
Columns, Vessels and Reactors (CS and Alloy)
Cost Data for Pressure Vessels, Columns, and Reactors
Cost Data for Alloy Steel Pressure Vessels and Columns
402
Tanks
Cost Data for Tanks & Spheres
403
Heat Exchangers
Cost Data for Shell-and-Tube Heat Exchangers
Cost Data for Hairpin Heat Exchangers
Cost Data for Air-Cooled Heat Exchangers
404
Fired Process Heaters
Cost Data for Shop-Fabricated Furnaces
405
Pumps
Selection Curves & Cost Data for Pumps
406
Electric Motor Drivers
Cost Data for Electric Motors
407
Steam Turbines
Cost Data for Steam Turbines
408
Mechanical Equipment
Cost Data for Compressors
Cost Estimating Manual
Sources of Data
Sources of Data
This section identifies and describes various sources of information for
estimating data. The most obvious source of data is your own experience
with completed projects, including equipment and bulk materials pricing,
local labor rates, sales taxes, operating company G&A rates, and
contractor costs such as all-in labor rates, construction equipment rental,
and overhead costs.
Another source of data at some refining locations is a price list of
materials stocked in the local storehouse. If your project is relatively
small, that price list may accurately reflect what you’ll pay for stocked
material. Some operating organizations have standing purchase orders for
selected items and contract agreements for work such as hot-tapping
services. These can serve as good estimating references.
Figure 400-1 lists references by type of data. It is followed by a bibliography of published cost-estimating information. Here is a summary of
what you’ll find in several of these references:
Richardson
Means
Page
This annual publication of Richardson Engineering Services is a fourvolume set of estimating data. Volumes 1-3 are organized according to the
CSI code of accounts (described in Appendix D). Volume 4 includes
process equipment costs. The materials pricing is reasonably accurate,
especially for bulk materials, although the items priced do not always
meet petroleum/petrochemical industry specifications. The labor
manhours in Richardson tend to be low for larger projects. They state that
their manhours are for small local contractors, and that if you’re using a
national contractor (i.e., one without a stable work force), the manhours
need to be increased by 10-15%. They also publish a semiannual Cost
Trend Reporter that contains current individual craft and crew labor rates
for a number of U.S. locations; these can be used to adjust the Richardson
data to your locale.
This series of publications by the R. S. Means Company gives cost and
manhour data, primarily for buildings-type projects, organized in CSI
format.
This series by John S. Page, published by Gulf Publishing Company,
contains unit manhour data for a variety of construction operations. It is a
good supplement for the data in Section 421 of this manual.
Cost Estimating Manual
April 1995
Page 400-1
400
Direct Cost Data (Major Material)
Marshall Valuation
Service
This is primarily an insurance valuation manual for various types of
buildings and related improvements, but the data is also useful for
estimating.
Materials (Bulks) and
Subcontract Pricing
Richardson, although they don’t always meet petroleum/petrochemical
standards.
Means Building Construction Costs and Open Shop Construction Costs.
Primarily for building and civil works.
National Construction Estimator. Also primarily for buildings and civil
works.
Labor Hours
Richardson. Note the adjustments suggested on page 32 of section 1-0
regarding local versus national contractors.
Means’ manuals (various). Buildings and civil works.
National Construction Estimator. Buildings and civil works.
Page’s manuals (various) have data that is suitable for the petroleum/
petrochemical industry.
Labor Rates
Richardson. The subscription cost includes a semiannual bulletin
containing union rates for individual crafts and for crews for many US
and Canadian locations.
Means Building Construction Costs and Open Shop Building
Construction Costs. A table inside the back cover shows rates for union
and open shop labor, respectively.
National Construction Estimator contains a table of average rates by craft.
Prevailing wage data published by the various states. The California
data, for example, gives wage and fringe benefit data for many crafts by
location and skill level; it is updated twice a year.
Cost Indexes
Nelson-Farrar Indexes, published monthly in the “Oil & Gas Journal.”
Our EDLI is the same as the Labor component of their refinery
construction indexes. Our EDMI was based on their Materials and
Miscellaneous Equipment indexes until the late 1980’s. They also publish
refinery
operating cost indexes.
ENR cost indexes, published weekly in “ENR” magazine. Their Skilled
and Common Labor indexes are the basis for the Nelson-Farrar labor
index and, thus, for our EDLI.
“Chemical Engineering” magazine, indexes published monthly (usually
the last page in the magazine). Their Engineering and Supervision index,
after adjustment for productivity, was used as a basis for our EDEI until
the mid-1980’s.
Bureau of Labor Statistics publishes cost indexes for a variety of
commodities and commodity groupings. The Wholesale Price Index for
Industrial Commodities, excluding Fuels and Energy, is a fair proxy for
construction materials costs.
Marshall Valuation Service contains indexes for building construction,
updated monthly.
Area Factors (or
Location Factors)
Means Building Construction Cost Data, and its companion for open
shop construction, contain “city cost indexes” for adjusting their data to
specific locales.
Marshall Valuation Service contains location adjustment factors for its
data.
National Construction Estimator contains a table of “area modification
factors” for 402 US locations.
Figure 400-1. Sources of Data
Cost Estimating Manual
Page 400-2
April 1995
Bibliography
Bibliography
The following cost-estimating publications are available in CRTC
Facilities Engineering Unit library.
General Prevailing Wage Determination, State of California Department
of Industrial Relations, periodic.
Kiley, Martin W., and Moselle, William M., editors, National
Construction Estimator, Craftsman Book Co., Carlsbad CA, annual;
with floppy disk.
Mahoney, William D., editor, Means Man-Hour Standards for
Construction, R. S. Means, Kingston, MA, 1988.
Marshall Valuation Service, Marshall & Swift, Los Angeles CA, annual.
Page, John S., Conceptual Cost Estimating Manual, Gulf Publishing
Company, Houston, TX, 1984.
Page, John S., Cost Estimating Manual for Pipelines and Marine
Structures, Gulf Publishing Company, Houston, TX, 1977.
Page, John S., Estimator’s Electrical Man-Hour Manual, Gulf Publishing
Company, Houston, TX, 1979.
Page, John S., Estimator’s Equipment Installation Man-Hour Manual,
Gulf Publishing Company, Houston, TX, 1978.
Page, John S., Estimator’s General Construction Man-Hour Manual,
Gulf Publishing Company, Houston, TX, 1977.
Page, John S., Estimator’s Man-Hour Manual on Heating, Air
Conditioning, Ventilating, and Plumbing, Gulf Publishing Company,
Houston, TX, 1961.
Page, John S., Estimator’s Piping Man-Hour Manual, Gulf Publishing
Company, Houston, TX, 1987.
Process Plant Construction Estimating Standards, Richardson
Engineering Services, Inc., Mesa AZ, 4 volumes, annual.
Waier, Phillip R., editor, Means Building Construction Cost Data,
R. S. Means Co. Inc., Kingston MA, annual.
Waier, Phillip R., editor, Means Open Shop Building Construction Cost
Data, R. S. Means Co. Inc., Kingston MA, annual.
Cost Estimating Manual
April 1995
Page 400-3
401
Columns, Vessels, and Reactors (CS and Alloy)
his section describes estimating the cost of a column or pressure vessel. To do so,
you calculate its gross fabricated weight and then prepare the cost estimate. To
prepare the estimate, you can
work with a cost capacity curve or equation, or
multiply the gross fabricated weight by a dollar-per-pound ratio
T
✎
If you know the gross fabricated weight, skip the information on calculating the weight
and go directly to either "Cost Data for Pressure Vessels, Columns, and Reactors” or
“Cost Data for Alloy Steel Pressure Vessels & Columns,” later in this section.
Calculating the Weight
You need to know certain design data (diameter, length, design pressure,
and temperature) to estimate the vessel’s weight. If possible, review the
process flow diagrams or ask a process engineer for help.
If you do not have the information, do a preliminary design of a pressure
vessel either manually or by using a computer program. See Figure 401-1
for resources.
For
In This Manual
Other Sources
Designing a Pressure Vessel Manually
ASME Boiler & Pressure Vessel Code,
Section VIII, Division 1
Designing a High-Pressure Vessel
Manually
ASME Boiler & Pressure Vessel Code,
Section VIII, Division 2
Mechanical & Structural Design
Chevron Pressure Vessel Manual,
Volumes 1 & 2
Updating Costs to Current Date
Section 301
Figure 401-1. Resources for Estimating Columns and Vessels
Cost Estimating Manual
April 1995
Page 401-1
401
Columns, Vessels, and Reactors (CS and Alloy)
Gross Fabricated
Weight
DEFINITION
The gross fabricated weight is equal to the net fabricated weight times a
factor that allows for plate over-thickness tolerance, clips, bosses, and tray
supports as follows:
W(Gross Fabricated)=W(Net Fabricated) x Fv (or Fc)
Where:
For Vessels:
For Columns:
Net Fabricated
Weight
Fv = 1.0 + 0.10 (3,000/WNF)0.5
Fc = 1.0 + 0.225 (10,000/WNF)0.8
DEFINITION
The net fabricated weight is the sum of the following component weights
(pounds):
WNF = W(shell) + W(heads) + W(skirt) + W(saddles) + W(nozzles) + W(manways) + W(trays)
Weight of Shell
W(shell) = 0.890 x Ts (D + Ts) x Hs
Where:
Ts = Commercial plate thickness in inches
D = Inside diameter in inches
Hs= Tangent-to-tangent height (length) in inches
Steel plate is available in thickness increments of 1/16 inch up to 2 inches,
and 1/8-inch increments above 2 inches (design thickness plus corrosion
allowance, rounded up to commercial plate thickness).
Weight of Heads
W(heads) = 0.58 × D1.9 x Th
(per head for ellipsoidal heads)
Where:
Th = Design head thickness in inches, including corrosion allowance and forming
allowance (see Figure 401-2)
D = Inside diameter in inches
Thickness without
Forming Allowance
≤ 150" OD
>150" OD
< 1"
1/16"
1/8"
≥ 1", but < 2"
1/8"
1/8"
≥ 2", but < 3"
1/4"
1/4"
≥ 3", but < 3.75"
3/8"
3/8"
≥ 3.75", but < 4.25"
1/2"
1/2"
≥ 4.25"
3/4"
3/4"
Figure 401-2. Forming Allowance for All Heads except Hemispheric
Cost Estimating Manual
Page 401-2
April 1995
Calculating the Weight
Weight of Skirt
W(skirt) = 0.890 × Tsk × (D + Tsk) × Hsk
Where:
Tsk = Skirt thickness in inches
D = Skirt inside diameter in inches
Hsk = Skirt height in inches
Weight of Saddles
W(saddles) = 0.877 × (Do)1.59
(two medium-weight, 120o saddles)
Where:
Do = Outside vessel diameter in inches
Weight of Nozzles
Columns
W(nozzles) = 20.14 x (capacity, cu.ft.)0.48
Nozzle weight: Not to exceed 2500 lbs
Vessels
For vessels ≤ 36 inches in diameter, allow two nozzles weighing a total
of 100 lbs
For vessels > 36 inches in diameter:, allow two nozzles weighing a total
of 150 lbs
Weight of Manways
W(manways)
See Figures 401-3 through 401-5.
Number of Trays
Assumed # of 18-inch
Manways
≤ 10 trays:
2
> 10 trays and ≤ 30
3
Estimate1
> 30 trays
1
Manways = Shell Length (feet) + 2
30
For packed columns: A manway is required above and
below each bed.
Figure 401-3. Calculating the Number of Manways for Columns
Cost Estimating Manual
April 1995
Page 401-3
401
Columns, Vessels, and Reactors (CS and Alloy)
Diameter
Size
≤ 36 inches
4-inch inspection
openings
> 36 inches
18-inch manways
Volume
# of Manways
< 315CF
One
> 315CF
Two
Figure 401-4. For Vessels, Estimating Size
of Openings and Number of Manways by Volume
Design
Pressure (psi)
Weight (lbs)
4" Inspection Opening
Weight (lbs)
18" Manway
0-150
80
500
150-300
120
600
300-400
150
700
400-500
190
800
Figure 401-5. Estimating the Weight of Inspection Openings and Manways
Based on Design Pressure
Weight of Trays
W (trays)
Calculate the weight of carbon steel or stainless steel sieve trays from the
following equations. The weight includes
ten-gauge tray plate
3/8-inch downcomers
manways
intermediate structural supports
shell support rings and bolts
The equations are based on column diameters from 40 to 140 inches.
Assumptions:
Full cross-flow trays for diameters of 68 inches or less
Half cross-flow trays for larger diameters
You can extrapolate weights of trays outside the 40-to-140-inch diameter
range, with the possibility of inaccuracies.
Full Cross-Flow: W(trays) (lbs) = 0.785 × D1.47
Half Cross-Flow: W(trays) (lbs) = 0.244 × D1.82
Where
D = Shell inside diameter in inches
Cost Estimating Manual
Page 401-4
April 1995
Example Weight Calculation
Example Weight Calculation
Design
Information
Horizontal pressure vessel, 7 feet inside diameter by 18 feet long,
designed for 300 psig, carbon steel material (A-285-C). An ASME Code
calculation shows that the shell and head thicknesses will be 1.25 inches
and 1.168 inches, respectively (including 1⁄8" corrosion allowance).
Because the volume is greater than 315 cubic feet, assume two manways.
Using the formulas above, the weight calculation is thus:
W(shell)
=
W(heads)
=
W(skirt)
20,486 lbs
2 × 3,069
(not applicable)
W(saddles)
=
1,054 lbs
W(nozzles)
=
150 lbs
W(manways)
=
W(trays)
2 × 600
=
1,200 lbs
(not applicable)
Net Fabricated Weight
Factor
=
29,028 lbs
1.032
=
Gross Fabricated Weight
Cost Calculation
= 6,138 lbs
=
30,000 lbs (rounded)
CARBON STEEL
To estimate the cost of the above horizontal carbon steel vessel, use
equation 1 in “Cost Data for Pressure Vessels, Columns, and Reactors”
later in this section.
Cost, $ = 76.5 × (30000 lbs)0.63 = $50,600
This cost is at EDMI = 850. Use the data in Section 301 to adjust it to the
current date. Also use the adjustment factors shown with equation 1 if
your vessel requires full x-ray or stress relief.
Cost Estimating Manual
April 1995
Page 401-5
401
Columns, Vessels, and Reactors (CS and Alloy)
Cost Calculation
ALLOY STEEL VESSEL
Suppose the above vessel is to be fabricated from 21⁄4 Cr-1Mo steel.
Assuming that the weight is still 30,000 lbs, and the corresponding steel
vessel cost is $50,600 (as calculated above), the cost of the alloy vessel
may be estimated as follows1: (Refer to “Cost Data for Alloy Steel
Pressure Vessels & Columns” later in this section.),
1
CALCULATE THE ADJUSTED MATERIAL COST
Approximately 55% of the cost (or $27,800) represents the cost of the
steel plate. From the data in Figures 401-10 through 401-12, the plate
costs for SA-285-C and SA-387 (21⁄4-1Mo) are $0.41 and $0.82 per pound,
respectively, for plate less than 11⁄2 inches thick. The adjusted material cost
is then
$27,800 × ($0.82/$0.41) = $55,600
Although the plate costs shown are at EDMI = 855 while the vessel cost is
at a different EDMI, the ratio of the plate costs is independent of EDMI
and need not be adjusted.
2
CALCULATE THE ADJUSTED LABOR COST
Approximately 45% of the cost (or $22,800) represents the cost of
fabrication labor and related shop overheads. Figure 401-13 gives
multipliers for the labor cost relative to carbon steel. The adjusted labor
cost is
$22,800 × 1.30 = $29,600
3
CALCULATE THE TOTAL ESTIMATED COST
The total estimated cost for the alloy vessel is the sum of the material and
labor costs, or
$55,600 + $29,600 = $85,200
This cost may need adjustment relative to EDMI = 850 and for extras
such as full x-ray or stress relief.
1
The shell and head thicknesses must be re-calculated using the allowable stress for the new material which may change the
weight (ignored here).
Cost Estimating Manual
Page 401-6
April 1995
Cost Correlations
Cost Data for Pressure Vessels,
Columns, and Reactors
From the gross fabricated weight of a column or vessel, you can estimate
its cost using one of the graphs or equations in this section. As the costs
are at EDMI = 850, you must update them to the current date (see Section
301).
The following notes apply to all correlations unless otherwise indicated:
Cost Correlations
Cost curves are based on final purchased costs and include spot x-ray,
internals, and domestic freight to the job site.
Stress relief and sales tax are excluded.
Equation 1
HORIZONTAL & VERTICAL CS VESSELS
$ = 76.5 × (Weight, lbs)0.63
EDMI = 850
For 100 percent x-ray, add 5 percent.
For full stress relief, add 5 percent.
See also Figure 401-6.
200,000
100,000
DOLLARS
50,000
20,000
10,000
6,000
4,000
900
2,000
5,000
10,000
20,000
50,000
100,000
200,000
POUNDS
Figure 401-6. Carbon Steel Pressure Vessels: Horizontal & Vertical
Cost Estimating Manual
April 1995
Page 401-7
D
A
T
A
401
Cost Data for Pressure Vessels, Columns, and Reactors
DOLLARS
D
A
T
A
POUNDS
Figure 401-7. Carbon Steel Pressure Vessel Heavy Wall Unclad Horizontal
and Vertical
Equation 2
HEAVY WALL HORIZONTAL & VERTICAL CS VESSELS (UNCLAD)
$ = 59.5 x (Weight, lbs.)0.68
EDMI =850
Cost includes stress relief and 100 percent x-ray (see Figure 401-7).
Equation 3
CARBON STEEL COLUMNS
$ = 33.0 x (Weight, lbs)0.77
EDMI = 850
For 100 percent x-ray, add 5 percent.
For full stress relief, add 5 percent.
See Figure 401-8.
1,000,000
DOLLARS
500,000
300,000
200,000
100,000
60,000
10,000
20,000
30,000
50,000
100,000
200,000
400,000
600,000
POUNDS
Figure 401-8. Carbon Steel Columns
Cost Estimating Manual
Page 401-8
April 1995
Cost Correlations
Equation 4
ISOCRACKER-HYDROTREATER
Shop-fabricated costs range from $4.85/lb. to $5.00/lb (per recent vendor
data); EDMI = 850.
Materials of construction are usually 2-1/4 Cr-1Mo with SS cladding.
Pressures range up to 3200 psig.
Cost includes stress relief and x-ray.
Equation 5
MISCELLANEOUS REACTORS
$ = 16.6 x (Weight, lbs.)0.82
EDMI = 850
DOLLARS
Pressure and temperature range from 320 psig @ 850°F to 1070 psig
@ 850°F.
Shell thickness ranges from .625 inch to 3.5 inches.
Materials of construction are C-1/2 Mo, mixture of clad (321 SS or
347 SS), and unclad reactors.
Cost includes freight, stress relief, and x-ray.
See Figure 401-9.
POUNDS
Figure 401-9. Miscellaneous Reactors
Cost Estimating Manual
April 1995
Page 401-9
D
A
T
A
401
D
A
T
A
Cost Data for Alloy Steel Pressure Vessels & Columns
Cost Data for Alloy Steel Pressure
Vessels & Columns
Plate Cost Data
The plate cost data shown in Figures 401-10 through 401-12 include
list prices at the EDMI shown in each table
the base price plus extras for width and thickness, ASTM
specification, heat treating as noted, and freight to the West Coast
notes regarding plate size limitations, minimum quantity assumptions,
and extras
ASTM
Spec’n2
Grade or
Class
Thickness
Inches
Normal
Use
$/Lb @
EDMI = 8551
Notes
-
3⁄
8
through 11⁄2
Structural
0.40
—
SA-285C
All
3⁄
8
11⁄2
Pressure
Vessel
0.41
0.48
—3, 5
SA-516
All
3⁄
8
through 11⁄2
2 through 3
Pressure
Vessel
0.44
0.51
—4, 5
—3, 4, 5
SA-36
1
2
3
4
5
through
2
Prices for widths over 90 through 96 inches; lengths, 240 through 600 inches; minimum
quantities of 20,000 lbs.
Generally, higher pressure and temperature processes require higher strength and quality
of pressure vessel steel. The price differences for carbon steel are insignificant when
estimating.
Prices includes normalizing.
Price includes Charpy V-notch testing.
Figures 401-6 & 401-8 contain a mix of ASTM specifications. Assume SA-285 or SA-516 for
selecting the base carbon steel plate cost.
Figure 401-10. Hot Rolled Carbon Plate1
ASTM
Spec’n
SA-204
(C-1⁄2Mo)
Grade
or Class
B, C
Gr11 Cl 1
SA-387
(21⁄4Cr-1Mo)
Gr22 Cl 1
2
3
Normal Use
$/Lb @
EDMI = 8551
Notes
3⁄
8
through 3
4 through 6
Coke Drums
0.78
1.00
0.80
2
2
2
Hydroprocessing Units
0.79
1.00
0.80
2
2
2
Reactors
Hydroprocessing Units
0.82
1.00
0.90
2
3
3
1⁄
2
SA-387
(11⁄4Cr-1⁄2Mo)
1
Thickness Inches
1⁄
2
through 11⁄2
2 through 3
4 through 6
1⁄
2
through 3
4 through 6
8
Prices for widths over 90 through 96 inches; lengths, 240 through 600 inches; minimum
quantities of 20,000 lbs.
Prices include normalizing.
Price includes quench and tempering (Q&T).
Figure 401-11. Hot Rolled Alloy Steel Plate1
Cost Estimating Manual
Page 401-10
April 1995
Labor Cost Data
ASTM
Spec’n
Grade
or Class
1
Normal Use
$/Lb @
EDMI = 8551
304
3⁄
8
through 3
Chemical Plants
1.55
304L
3⁄
8
through 3
Chemical Plants
1.65
through 11⁄4
Chemical Plants
1.90
3⁄
8
316
SA-240
Thickness Inches
316L
3⁄
8
through 3
Chemical Plants
2.02
321
3⁄
8
through 3
Chemical Plants High Temp.
2.95
347
3⁄
8
through 3
Chemical Plants High Temp.
2.95
Prices for widths over 48 through 96 inches; lengths, 120 through 420 inches; minimum
quantities of 20,000 lbs.
Figure 401-12. Stainless Steel Plate1 Hot Rolled, Annealed, and Descaled
Labor Cost Data
Item
Multiplier
Carbon Steel
1.00
C-1⁄2Mo
1.15
11⁄4Cr-1⁄2Mo
1.25
21⁄4Cr-1Mo
1.30
304 Stainless Steel
1.35
316 Stainless Steel
1.35
321 Stainless Steel
1.40
347 Stainless Steel
1.50
Figure 401-13. Cost Multipliers for Alloy Steel Labor
Cost Estimating Manual
April 1995
Page 401-11
D
A
T
A
402
Tanks
his section presents the basis for estimating the cost of spheres and these types of
tanks:
Cone-roof tanks (shop-fabricated and field-erected)
Floating roof tanks (field-erected)
Cone-roof tanks with aluminum floating pans (field-erected)
Dome-roof tanks (field-erected)
Open-top tanks (field-erected)
Horizontal storage tanks
T
Estimating Process
To estimate the cost of a tank, you need to know its capacity in barrels.
You then apply one of the graphs or equations on the following pages.
You’ll input the amount of storage needed in barrels into the proper
equation and then calculate the cost.
See also the resources in Figure 402-1.
For
In This Manual
Updating Costs to the
Current Date
Other Sources
Section 301
Costs for Various Sizes of
Spheres
Richardson’s Process Plant Construction
Estimating Standards, Account 100-366
Design Formulas for Allowable
Pressures
Chevron Pressure Vessel Manual
Figure 402-1. Resources for Cost Estimating Tanks & Spheres
Cost Estimating Manual
April 1995
Page 402-1
402
Cost Data for Tanks & Spheres
Data for Estimating Tanks & Spheres
The following notes apply to all correlations unless noted
otherwise:
Cost curves are based on carbon steel tanks and include domestic
freight to the job site.
Field-erected tanks include erection on foundations.
Foundation and site work are excluded.
Shop-fabricated costs are at EDMI = 850, and field-erected tanks are
at EDPI = 1100, so you must update them to the current date (see
Section 301).
Equation 1
FIELD-ERECTED CONE ROOF TANKS (EDPI = 1100)
$ = 636 × (Barrels)0.589
See also Figure 402-2.
DOLLARS
D
A
T
A
Cost Data for Tanks & Spheres
BARRELS
Figure 402-2. Field-Erected Cone Roof Tanks. EDPI = 1100
Cost Estimating Manual
Page 402-2
April 1995
Data for Estimating Tanks & Spheres
FIGURE 4021 2
22,000
D
A
T
A
20,000
18,000
DOLLARS
16,000
14,000
12,000
10,000
8,000
80
100
200
400
600
BARRELS
Figure 402-3. Shop-Fabricated Cone Roof Tanks, Excluding Field Erection.
EDMI = 850
Equation 2
SHOP-FABRICATED CONE ROOF TANKS (EDMI = 850)
$ = 1547 × (Barrels)0.408
Does not include field erection.
See also Figure 402-3.
Equation 3
FIELD-ERECTED FLOATING ROOF TANKS (EDPI = 1100)
$ = 287 × (Barrels)0.696
DOLLARS
See also Figure 402-4.
BARRELS
Figure 402-4.Field-Erected Floating Roof Tanks. EDPI = 1100
Cost Estimating Manual
April 1995
Page 402-3
402
Cost Data for Tanks & Spheres
DOLLARS
D
A
T
A
BARRELS
Figure 402-5. Field-Erected Cone Roof Tanks with Aluminum Floating Pans. EDPI
= 1100
Equation 4
FIELD-ERECTED CONE ROOF TANKS WITH ALUMINUM FLOATING PANS
(EDPI = 1100)
$ = 4767 × (Barrels)0.420
See also Figure 402-5.
Equation 5
FIELD-ERECTED DOME ROOF TANKS (EDPI = 1100)
$ = 5049 × (Barrels)0.352
DOLLARS
See also Figure 402-6.
BARRELS
Figure 402-6. Field-Erected Dome Roof Tanks. EDPI = 1100
Cost Estimating Manual
Page 402-4
April 1995
Data for Estimating Tanks & Spheres
GU
0
6
80,000
D
A
T
A
DOLLARS
70,000
60,000
50,000
40,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
BARRELS
Figure 402-7. Field-Erected Open Top Tanks. EDPI = 1100
Equation 6
FIELD-ERECTED OPEN TOP TANKS (EDPI = 1100)
$ = 560 × (Barrels)0.579
See also Figure 402-7.
HORIZONTAL STORAGE TANKS
You can estimate LPG or ammonia storage tanks as horizontal pressure
vessels with hemispherical heads. See Section 401.
Cost Estimating Manual
April 1995
Page 402-5
402
Cost Data for Tanks & Spheres
SPHERES
D
A
T
A
See the following table (Figure 402-8) for allowable pressures (psig) for
various sizes of spheres listed in Richardson’s Process Plant Construction
Estimating Standards, Account 100-366.
Allowable pressures are based on design formulas in Chevron’s Pressure
Vessel Manual, assuming a corrosion allowance of 1/16 inch and
A-515-70 steel plate.
Diameter (ft)
Thickness (in)
0.375
0.5
0.625
0.75
20
77
108
139
170
25
62
87
111
136
30
52
72
93
114
35
44
62
80
97
40
39
54
70
85
45
34
48
62
76
50
31
43
56
68
55
28
39
51
62
60
26
36
46
57
Figure 402-8. Allowable Pressures (psig) for Various Sizes of Spheres
Cost Estimating Manual
Page 402-6
April 1995
Estimating Shell-and-Tube and Hairpin Heat Exchangers
December 1995
403
Heat Exchangers
his section covers cost estimating for two categories of heat exchangers. In the
first category are shell-and-tube and hairpin heat exchangers; in the second, air
cooled heat exchangers.
If you know the size of the heat-transfer area for your heat exchanger, go directly to
“Cost Data for Shell-and-Tube Heat Exchangers,” “Cost Data for Hairpin Heat
Exchangers,” or “Cost Data for Air-Cooled Heat Exchangers” later in this section.
T
Estimating Shell-and-Tube and Hairpin Heat Exchangers
To estimate these heat exchangers, you must know the heat transfer area.
You can calculate it from the following information:
The duty
The heat transfer coefficient
The log mean temperature difference
The temperature correction factor
The number of shells required
Selection and design criteria for heat exchangers are published in detail in
Chevron’s Heat Exchanger and Cooling Tower Manual. The manual
contains guidelines for determining which fluid should go on each side
of the exchanger. It also contains the Tubular Exchanger Manufacturers
Association (TEMA) nomenclature for describing shell-and-tube heat
exchangers. TEMA includes a simple code for designating the size and
type:
The size is the inside diameter of the shell followed by the length of
the tubes (both measurements are in inches).
The type consists of three letters describing the front head, shell, and
rear head, in that order.
Cost Estimating Manual
December 1995
Page 403-1
403
Heat Exchangers
Heat Exchanger Worksheets
There are two key worksheets for estimating heat exchangers—the
Exchanger Design & Sizing Worksheet and the Cost Estimating Worksheet for Heat Exchangers. (This section includes full-size blanks for
photocopying.)
Steps for Completing
the Design Worksheet
1
Five main steps to complete an Exchanger Design & Sizing Worksheet
(Figure 403-1) are as follows:
CALCULATE THE LOG MEAN TERMPERATURE DIFFERENCE (LMTD)
From the process design information, enter the inlet and outlet
temperatures for the two fluids, assuming counterflow. (Refer to section
430 of the Heat Exchanger and Cooling Tower Manual for guidance as to
which fluid should go on each side of the exchanger.)
Calculate the log mean temperature difference (LMTD) from the equation
in the worksheet shown on the form in Figure 403-1 (or use the chart
shown in Figure 403-10). If GTTD = LTTD, the equation cannot be used
and the LMTD is equal to that same value.
2
DETERMINE THE TEMPERATURE CORRECTION FACTOR
Calculate the values of Ø1 and Ø2 using the formulas on the worksheet in
Figure 403-1. Then determine the temperature correction factor, f, from
one of the charts in Figure 403-2. As a general rule, an exchanger should
be designed with a correction factor greater than 0.85.
For extended surface double pipe (hairpin) units, the temperature
correction factor does not apply. However, substitute a fin efficiency
factor as follows:
Liquid-liquid (no phase-change)
75%
Vaporizing or condensing
50%
3
SELECT A HEAT TRANSFER COEFFICIENT
If a heat transfer coefficient, U, has not been provided by the process
engineer, select one from Figure 403-3 or Figure 403-4.
4
CALCULATE THE REQUIRED HEAT TRANSFER AREA, A
Use the information above and the total duty, Q. Here is the equation (also
shown on the form):
A=
Q
U × tm × f
Cost Estimating Manual
Page 403-2
December 1995
Heat Exchanger Worksheets
Figure 403-1. Exchanger Design & Sizing Worksheet
Cost Estimating Manual
December 1995
Page 403-3
403
Heat Exchangers
Figure 403-2. LMTD Correction Factors for Multi-Pass Exchangers. Note: Similar charts
appear in Appendix A of the Heat Exchanger and Cooling Tower Manual.
5
DETERMINE THE NUMBER OF SHELLS REQUIRED AND THE CORRESPONDING
AREA PER SHELL
Plant design or maintenance considerations may limit the diameter and
length of each shell, requiring more than one shell if the overall heat
transfer area is large.
Cost Estimating Manual
Page 403-4
December 1995
Heat Exchanger Worksheets
A
A
CC
B
B
D
D
EE
F
F
200
SERVICE COEFFICIENT U Btu/hr-ft²-°F
180
160
140
ST
OL
CO
M
EA
120
100
LT.
.
H.C
-P H
.-NO
80
.C
LT.H
60
I UM
MED
40
AS
G
IN
E
AT
W
R
GE
AN
H
EC
GE
HAN
C
SE
PHA
-N
H.C.
C
ASE
O PH
GE
HAN
NG E
S E CHA
NO P HA
..C
H
Y
HEAV
20
0
FLUID TYPE (See Table)
Legend for Fluid Types:
A Heavy hydrocarbon (i.e., bottoms), heating or cooling liquid (no phase change)
B Medium hydrocarbon (i.e., heavy distillate), heating or cooling liquid (no phase change)
C Light hydrocarbon (i.e., gasoline, light oil, propane, butane, etc.), heating or cooling liquid
(no phase change)
D Light hydrocarbon, vaporizing or condensing
E Cooling water, boiler feed water or water solution, heating or cooling liquid (no phase change)
F Steam condensing or water vaporizing
Figure 403-3. Service Heat Transfer Coefficients for Shell-and-Tube Heat Exchanges (U)
Atmospheric Column OH Condenser Using Cooling Water
80
Atmospheric Column OH Condenser Using Distillate or Feed
on Tube Side
50
Atmospheric Column OH Condenser Using Feed on Shell Side
80
Vacuum Column OH Condenser Using Cooling Water
50
Vacuum Column OH Condenser Using Distillate or Feed
30
Light Ends Vertical Reboiler Using Steam
130
Light Ends Vertical Reboiler Using Hot Oil
75
Heavy Ends Vertical Reboiler Using Steam
110
Heavy Ends Vertical Reboiler Using Hot Oil
65
Figure 403-4. Other Service Heat Transfer Coefficients (U)
Cost Estimating Manual
December 1995
Page 403-5
403
Heat Exchangers
Steps for Completing
the Cost Estimating
Worksheet
1
The six main steps to complete a Cost Estimating Worksheet for Heat
Exchangers (Figure 403-5) are as follows:
READ THE COST OF A CARBON STEEL HEAT EXCHANGER
Refer to Figure 403-15 or 403-16 (graph or equations) in “Cost Data for
Shell-and-Tube Heat Exchangers” later in this section, interpolating as
necessary. If the design pressures for the shell side and the tube side are
different:
Read the cost for each pressure.
Record the values as Cs and Ct for the shell side and tube side costs,
respectively.
2
CALCULATE COST FOR MIXED PRESSURES
Calculate the cost for mixed pressures from one of the following
equations:
If the shell side pressure is higher, use C = (.8 x Cs) + (.2 x Ct)
If the tube side pressure is higher, use C = (.6 x Ct) + (.4 x Cs)
3
ADJUST THE COST FOR CONSTRUCTION FEATURES
Adjust the cost for construction features that differ from the basis for the
curves, using the notes for Figures 403-15 and 403-16.
The adjustment factors are additive.
4
ADJUST FOR COST OF ALLOYS
If necessary, adjust the cost for the use of alloys other than carbon steel.
Estimate the cost based on carbon steel.
Use the curves in Figure 403-6 to find the shell I.D. from the tube
length and area. Note adjustments for different tube sizes and pitch.
Cost Estimating Manual
Page 403-6
December 1995
Heat Exchanger Worksheets
Use Figures 403-17 through 403-20 (each for a different design
pressure) to find percentage extras for the alloy in the various
components (excluding tubes). Use the following guidelines for mixed
pressures. Note that tube sheets and baffles are not affected by mixed
pressure.
Shell side, lower pressure—multiply the percentage extra for the
shell and cover by the appropriate factor for that shell pressure
(table, column right).
Tube side, lower pressure—multiply the percentage extra for the
channel, channel cover, and floating head by the appropriate factor
for that tube pressure (column right).
Add the three percentage extras together (after adjusting for mixed
pressures, if required); then add this total percentage to the base cost
for a carbon steel exchanger.
5
ADJUST FOR ALLOY TUBES
To adjust for alloy tubes:
Select the cost extra from Figure 403-21 for the tube size and gage
(thickness) required.
Multiply this unit cost by the tube surface area to obtain the total
dollar extra for alloy tubes.
Add the total from step 2 to the adjusted exchanger cost.
6
INDEX THE COST AND ADD SALES TAX, AS SHOWN IN SECTIONS III AND IV OF
THE COST ESTIMATING WORKSHEET FOR HEAT EXCHANGERS (FIGURE 403-8)
Cost Estimating Manual
December 1995
Page 403-7
Cost Estimating Worksheet for Heat Exchangers
Equipment # & Service:
Area, sq ft:
Tube-side P(t)
Design Pressure, psig: Shell-side P(s)
No. Shells:
Section I: Carbon Steel
Adjustment for Differential Pressures
Cost based on shell-side pressure Cs
$
Cost based on tube-side pressure Ct
$
Calculating Cost Based on Higher Pressure
If shell-side pressure higher — Cost = (.8xCs + .2xCt)
$
If tube-side pressure higher — Cost = (.6xCt + .4xCs)
$
Adjustment for Construction Features
TEMA Type
Pitch & Tube Size
Length
Adjustments by Percentage for Applicable Features
%
%
%
%
Total Adjustments (additive)
%
CARBON STEEL COST, TOTAL — Base Cost x Total Adjustments
$
Section II: Alloy
Adjustments for Diameter & Pitch (Fig. 403-6)
Shell diameter, based on tube length
“
Tube pitch adjustment factor
Adjusted diameter—shell diameter x factor
“
Adjustments by Percentage for Components (Figs. 403-17–403-20)
Tube sheets and baffles
Shell and shell cover—
%
%x
%
Channel, channel cover, and floating head—
%x
%
Total Adjustments
%
Alloy Cost, Adjusted CS Cost + Total Adjustment
$
Alloy Tube Cost (Fig. 403-21)
Alloy Tube Cost — ($/SF
)x(
sq ft)
$
$
ALLOY COST, TOTAL
Section III: Cost Indexed to Current Date
Total adjusted cost from Sections I or II (above)
EDMI ratio — current EDMI/850 =
$
/850
INDEXED COST — Adjusted cost x EDMI ratio
$
Section IV: Total Cost
No. shells x Indexed Cost
Sales Tax (
x$
$
%)
$
$
TOTAL COST OF HEAT EXCHANGER
Figure 403-5. Cost Estimating Worksheet for Heat Exchangers
Cost Estimating Manual
Page 403-8
December 1995
Heat Exchanger Worksheets
Adjustments to
Figures 403-6a and 6b
Area vs Shell Diameter & Tube Length
1000 Square Feet or Less
19.25
17.25
15.25
13.25
Shell Diameter
The curves’ shell diameters are
based on 3/4-inch tubes with
15/16-inch triangular pitch.
To adjust for other tube configurations, multiply the curve’s
shell diameter by the following
factors:
1.15 for 3/4-inch O.D. tubes
with 1-inch square pitch
1.20 for 1-inch O.D. tubes
with 1-1/4-inch triangular pitch
1.25 for 1-inch O.D. tubes
with 1-1/4-inch square pitch
Shell & Tube Heat Exchangers
12
10 '
e
tub
10
s
Tu
1 4'
be s
e
Tub
1 6'
s
20 '
Tu
e
Tub
2 4'
bes
s
8
70
100
125
150
200
250
300
350
400
500
600
700
800
1,000
Square Feet
Figure 403-6a. Shell-and-Tube Heat Exchangers. 1000 Square Feet or Less
Shell & Tube Heat Exchangers
Area vs Shell Diameter & Tube Length
1000 Square Feet or More
60
54
Shell Diameter
48
45
42
39
37
35
33
31
29
1
ub
0' T
es
1
u
4' T
s
be
16
b
' Tu
es
2
ube
0' T
s
2 4'
e
Tub
s
27
25
23.25
21.25
19.25
17.25
15.25
1
2
3
5
10
15
Square Feet (Thousands)
Figure 403-6b. Area vs. shell Diameter & Tube Length1000 Square Feet or More
Cost Estimating Manual
December 1995
Page 403-9
403
Heat Exchangers
Cost Estimating a
Horizontal Shell-andTube Heat Exchanger
Figure 403-7, an illustration of a completed Exchanger Design & Sizing
Worksheet, is the basis of the example of the cost estimate shown in
Figure 403-8.
Description of Example
Estimate the cost of a horizontal shell-and-tube heat exchanger to heat
boiler feedwater (BFW) while cooling a hydrocarbon stream.
✎
The operating conditions and need for alloy materials in this example are for
demonstration purposes only and do not represent true conditions.
The selected Tubular Exchange Manufacturers Association (TEMA)
type is AEU.
The stock inlet temperature is 400°F and the outlet is 300°F.
BFW inlet temperature is 50°F and the outlet is 300°F.
Stock inlet pressure is 100 psig; BFW water inlet pressure is 300 psig.
Heat exchange duty is 80 M BTU/hr.
Tubes are 3/4 inch diameter by 240 inches long, 14 BWG, pitch is
1 inch square, and tube material is 5 chrome-1/2 moly. Tube sheets,
channel and floating head cover are 1-1/4 chrome-1/2 moly.
Shell is type 304 stainless steel.
The EDMI at the date of the estimate is 875.
Cost Estimating Manual
Page 403-10
December 1995
Heat Exchanger Worksheets
Figure 403-7. Example of a Completed Exchanger Design & Sizing Worksheet
Cost Estimating Manual
December 1995
Page 403-11
403
Heat Exchangers
Cost Estimating Worksheet for Heat Exchangers
Equipment # & Service:
E-142
4012
1
Area, sq ft:
100
Design Pressure, psig: Shell-side P(s)
Tube-side P(t)
300
No. Shells:
Section I: Carbon Steel
Adjustment for Differential Pressures
Cost based on shell-side pressure Cs
$ 55,700
$62,700
Cost based on tube-side pressure Ct
Calculating Cost Based on Higher Pressure
If shell-side pressure higher — Cost = (.8xCs + .2xCt)
If tube-side pressure higher — Cost = (.6xCt + .4xCs)
Adjustment for Construction Features
TEMA Type
$
$ 59,900
AEU
1" Pitch x
3/4" φ
240"
Pitch & Tube Size
Length
Adjustments by Percentage for Applicable Features
U-tube bundle
1" Square Pitch x 3/4" Tubes
-15%
+10%
%
%
Total Adjustments (additive)
-5%
CARBON STEEL COST, TOTAL — Base Cost x Total Adjustments
$56,900
Section II: Alloy
Adjustments for Diameter & Pitch (Fig. 403-6)
Shell diameter, based on tube length
34“
1.15
39“
Tube-pitch-adjustment factor
Adjusted diameter — shell diameter x factor
Adjustments by Percentage for Components (Fig. 403-17–403-20)
Tube sheets and baffles
Shell and shell cover —
29 % x 0.92
Channel, channel cover, and floating head—
Total Adjustments
20 % x 1.00
Alloy Tube Cost (Fig. 403-21)
Alloy Cost, Adjusted CS Cost + Total Adjustment
Alloy Tube Cost — ($/SF
ALLOY COST, TOTAL
9.06 ) x ( 4012 sq ft)
10%
27%
20%
57%
$89,300
$36,300
$125,600
Section III: Cost Indexed to Current Date
Total adjusted cost from Sections I & II (above)
EDMI ratio — current EDMI/850 = 875 / 850
INDEXED COST — Adjusted cost x EDMI ratio
$125,600
1.0294
$ 129,300
Section IV: Total Cost
No. shells x Indexed Cost,
1 x $ 129,300
Sales Tax ( 8.25 %)
TOTAL COST OF HEAT EXCHANGER
$ 129,300
$ 10,700
$140,000
Figure 403-8.Example of a Completed Cost Estimating Worksheet for a Shell-and-Tube Heat Exchanger
Cost Estimating Manual
Page 403-12
December 1995
Estimating Air-Cooled Heat Exchangers
Estimating Air-Cooled Heat Exchangers
In this section, you will learn to calculate the area, cost, and horsepower
for estimating air-cooled heat exchangers.
✎
Calculating the Area,
Cost, and
Horsepower
1
If you know the area of your air cooler, skip the calculation and example below and go
directly to “Cost Data for Air-Cooled Heat Exchangers,” at the end of this section. You’ll
find data for estimating the cost of both large (>1700 sq. ft.) and small (<1700 sq.ft.)
air-cooled heat exchangers.
The following procedure is an eight-step method for estimating the area,
horsepower, and cost of an air-cooled heat exchanger.
SELECT OVERALL HEAT TRANSFER RATE
From Figure 403-9, select an overall heat-transfer rate (U) based on bare
tube surface area.
Service
Cooling Service
120-130
4
Light hydrocarbons
75-95
4 or 6
Light gas oil
60-70
4 or 6
Heavy gas oil
50-60
4 or 6
Lube oil
20-40
4 or 6
Bottoms
10-20
6 or more
30
4
Natural gas @50 psig
20-40
4
Natural gas @100 psig
40-60
4
Natural gas @1000 psig
60-80
4
Fuel oil
20-30
4 or 6
Steam
130-140
4
Light hydrocarbon
80-95
4 or 6
Reactor effluent
60-80
6
Still overhead (Light naphthas,
steam & noncondensing gas)
60-70
4 or 6
80
4 or 6
Light gasoline
1
2
Suggested Tube
Layers 2
Engine jacket water
Fuel gas @100 psig
Condensing Service
Overall Heat
Transfer Rate 1
Transfer rate BTU/hr-sq.ft.-°F based on outside bare tube surface area.
The suggested number of tube layers cannot be accurately predicted for all services.
In general, you need four tube layers for coolers with a cooling range up to 80°F and
condensers with a condensing range up to 50°F. For cooling and condensing services with
ranges exceeding these values, you need six tube layers.
Figure 403-9. Typical Heat Transfer Rates for Air-cooled Heat Exchangers
Cost Estimating Manual
December 1995
Page 403-13
403
Heat Exchangers
2
DETERMINE LOG MEAN TEMPERATURE DIFFERENCE
Assume an outlet air temperature and determine the log mean temperature
difference (LMTD) from the chart in Figure 403-10.
If the stock outlet temperature is greater than 180°F, assume an air
temperature rise of 70°F to 80°F.
Figure 403-10. Chart for Solving LMTD Formula
Cost Estimating Manual
Page 403-14
December 1995
Estimating Air-Cooled Heat Exchangers
If the stock outlet temperature is less than 180°F, assume an air outlet
temperature equal to the stock outlet temperature.
✎
LMTD correction factors are not included in this procedure. The correction to the
LMTD for cross flow will be negligible except in those few applications where both
of these conditions exist:
A considerable temperature cross
Few tube passes with a high temperature drop of the stock being cooled
3
CALCULATE THE HEAT TRANSFER SURFACE
Square feet of surface area =
4
Duty (Btu⁄hr)
U x LMTD
CHECK AIR TEMPERATURE RISE
Refer to Figure 403-9 to select the number of tube layers based on the
service and stock temperature range.
Refer to Figure 403-11 to determine air temperature rise.
Compare with the assumed temperature rise from step 2. If not close
to the assumed temperature rise, use the value of temperature rise
from Figure 403-11 and recalculate LMTD and surface area.
✎
✎
5
Repeat step 4 if necessary until the calculated temperature rise is close to the
previously assumed value. Usually a five- to ten-degree difference is close enough.
The data for steps 5 and 6 are located in “Cost Data for Air-Cooled Heat
Exchangers,” at the end of this section.
FIND THE BASE COST OF THE UNIT
From the curves or equations in Figures 403-23, find the base cost of the
unit.
6
REVIEW THE COST OF SPECIAL DESIGN FEATURES
Figure 403-24 shows cost factors for a number of common special design
features.
7
UPDATE COSTS TO PRESENT DATE
Update the cost to present date by applying appropriate CRTC Materials
Index (EDMI) ratio. (See Section 301.)
8
FIND PLAN AREA & HORSEPOWER
Find the approximate plan area of the unit from Figure 403-12 and the
approximate horsepower from the curve in Figure 403-13.
Cost Estimating Manual
December 1995
Page 403-15
403
Heat Exchangers
Bare-tube Outside Surface Area of 200 to 10,000 sq ft
Bare-tube Outside Surface Area of 20 to 400 sq. ft.
Notes:
°F/Million Btu/hr (Four Tube) = 5,826 x (Area) -0.97
°F/Million Btu/hr (Six Tube) = 10,634 x (Area)-0.97
Figure 403-11. Air Temperature Rise
Cost Estimating Manual
Page 403-16
December 1995
Estimating Air-Cooled Heat Exchangers
Plan Area (sq. ft.) = Outside Bare-Tube Surface Area
1.25 x No. Layers
Figure 403-12. Approximate Plan Area (Sq. Ft.) for Large A/C Bundles
Air Tempterature Rise Deg (F)
This curve shows approximate BHP per million BTU/hr for fans on air-cooled heat exchangers
plotted as a function of air temperature rise in degrees F.
BHP/Million BTU/hr=75 x (°F)-0.85
For air coolers with more than one service in a single frame, determine BHP as follows:
Stacked one above the other: Enter curve with total air temperature rise through all units
and read total BHP/total duty.
Side by side: Determine the BHP for each unit separately and add together for total BHP.
Figure 403-13. Fan Brake Horsepower
Example of
Estimating an
Air-Cooled Heat
Exchanger
Following the steps below, estimate the cost of an air-cooled heat
exchanger in overhead topping still condensing service with the following
requirements:
400 psig design pressure
15.0 M BTU per hour duty
Stock temperatures 305°F in and 120°F out
Inlet air temperature of 90°F
One-inch O.D., 14 BWG, 24-foot long carbon-steel tubes with
embedded aluminum fins
Manual pitch fans and louvers
Cost Estimating Manual
December 1995
Page 403-17
403
Heat Exchangers
1
SELECT OVERALL HEAT TRANSFER RATE
From Figure 403-9: Overall heat transfer rate (U) for this type of
condensing service is 60-70 BTU/Hr-Ft-F.
Select a U of 65.
2
DETERMINE LOG MEAN TEMPERATURE DIFFERENCE
Since the stock-outlet temperature is less than 180°F, assume an airoutlet temperature equal to the stock-outlet temperature of 120°F.
From Figure 403-10:
T1 → T2
t2
← t1
Stock
305 →
120
Air
120 ←
185
90
30
LMTD = 85
3
CALCULATE THE HEAT TRANSFER SURFACE
Outside surface bare area =
4
15,000,000 = 2,715 sq.ft.
(65)(85)
CHECK AIR TEMPERATURE RISE
a
From Figure 403-9, select six tube layers for this service because it
exceeds a condensing range of 50°F.
b From Figure 403-11, verify air temperature rise.
Air temperature rise for a six-layer section of 2,715 sq.ft. is 5.0°F / M
BTU/hr, or (5.0)(15.0) = 75°F. This calculated temperature rise is not
close enough to the assumed rise of 30°F.
c Recalculate LMTD using 75°F as air-temperature rise.
T1 → T2
Stock
← τ1
Air
t2
→
120
165 ←
140
90
30
305
LMTD = 71
d Outside surface bare area = 15,000,000 = 3,250 sq.ft.
(65)(71)
e Repeat step 4b using 3,250 sq.ft.: (4.2)(15.0) = 63°F.
This recalculated temperature rise is still not close enough to the
reassumed rise of 75°F.
Cost Estimating Manual
Page 403-18
December 1995
Estimating Air-Cooled Heat Exchangers
f
Recalculate LMTD using 63°F as air temperature rise.
T1 → T2
Stock
305
→
120
←
Air
153
152
←
90
30
t2
t1
LMTD = 75
g
Outside surface bare area = 15,000,000 = 3,077 sq.ft.
(65)(75)
h Repeat step 4b using 3,077 sq.ft.: (4.4)(15.0) = 66°F.
This recalculated temperature is now close enough to the assumed rise of
63°F from step 4f.
5
FIND THE BASE COST OF THE UNIT
From Figure 403-23, read the cost from the curve for a 3,077 sq.ft.
standard air-cooler or calculate it from the equation shown in the notes.
6
REVIEW COST OF SPECIAL DESIGN FEATURES
From Figure 403-24, calculate any additional costs using the factors
shown in the table such as these:
24 foot tubes
+10 percent
400 psig design pressure
+ 1 percent
Louvers
+10 percent
7
UPDATE COSTS TO PRESENT DATE
Adjust the cost to the current time as follows:
Cost above x
8
Current EDMI
Curve EDMI = 850
FIND PLAN AREA & HORSEPOWER
From Figure 403-12:
Approximate Plan Area =
3077 = 410 sq.ft.
1.25 x 6
From the curve in Figure 403-13:
Required fan brake horsepower for an air temperature rise of 66°F and
a duty of 15.0 M BTU per hour is
BHP = 2.1, or BHP = (15)(2.1) = 32
15.0
Cost Estimating Manual
December 1995
Page 403-19
403
Heat Exchangers
Typical Cost
Breakdown
The data in Figure 403-14 can be used, for example, to estimate an
air-cooler without a fan.
Item
% of Air-Cooler Cost
Tube bundle, including headers
70
Structure
15
Mechanical equipment
15
Figure 403-14. Typical Breakdown of Costs
Cost Estimating Manual
Page 403-20
December 1995
Cost Curves for Shell-and-Tube Exchangers
Cost Data for Shell-and-Tube Heat Exchangers
D
A
T
A
Cost Curves for Shell-and-Tube Exchangers
These curves are for horizontal,
carbon-steel, shell-and-tube heat
exchangers with
removable channel and cover
pull-through floating head
3/4-inch O.D., 240-inch long,
15/16-inch triangular pitch tubes
(TEMA: AET)
Instructions on the use of these
curves were given earlier in this section.
Costs include freight to domestic
locations and design allowance;
exclude cost of test jigs and sales tax.
Estimate costs of carbon-steel heat
exchangers with other construction
features by applying the factors in the
table (right) to the base cost obtained
from the curves. The factors are additive; see Figure 403-8 for an example.
See instructions for different design
pressures on tube side and shell in
step 1 of “Steps for Completing the
Cost Estimating Worksheet” earlier
in this section.
Construction Features
Factor
Tube Diameter & Pitch
15/16" Triangular Pitch w/3/4" tubes
1" Square Pitch, w/3/4" tubes
1.25" Triangular Pitch, w/ 1" tubes
1.25" Square Pitch, w/ 1" tubes
Tube Length
24 feet
20 feet
16 feet
10 feet
Base
+10%
+15%
+20%
-5%
Base
+ 5%
+10%
TEMA Front-End Heads
A-Removable channel and cover
B-Integral channel cover
N-Fixed tube sheets (both ends)
Base
-5%
-25%
TEMA Rear Heads
T - Pull-through floating head
S - Floating head with backing device (Non-pull-through floating head)
L,M,N - Fixed tube sheets-included with front end factor
U-U-tube bundle
Base
-5%
(Above)
-15%
TEMA Shells
E - One - pass shell
F,G,H,J,X - Other flow arrangements - same as type E
K - Kettle with floating head (T Type)
VERTICALLY-MOUNTED REBOILER
Base
Base
+10%
+10%
Equations for Each Design Pressure (EDMI=850)
150 PSI: C=9,000+17.2(A)
450 PSI: C=8,600+22.2(A)
300 PSI: C=8,800+19.2(A)
600 PSI: C=9,000+24.8(A)
Figure 403-15. Cost Curves for Exchangers Under 1000 Sq. Ft. at EDMI = 850
Cost Estimating Manual
December 1995
Page 403-21
403
Cost Data for Shell-and-Tube Heat Exchangers
D
A
T
A
These curves are for horizontal,
carbon-steel, shell-and-tube heat
exchangers with
removable channel and cover
pull-through floating head
3/4-inch O.D., 240-inch long,
15/16-inch triangular pitch tubes
(TEMA: AET)
Instructions on the use of these
curves were given earlier in this section.
Costs include freight to domestic
locations and design allowance;
exclude cost of test jigs and sales tax.
Estimate costs of carbon-steel heat
exchangers with other construction
features by applying the factors in the
table (right) to the base cost obtained
from the curves. The factors are additive; see Figure 403-8 for an example.
See instructions for different design
pressures on tube side and shell in
step 1 of “Steps for completing the
Cost Estimating Worksheet” earlier
in this section.
Construction Features
Factor
Tube Diameter & Pitch
15/16" Triangular Pitch w/3/4" tubes
1" Square Pitch, w/3/4" tubes
1.25" Triangular Pitch, w/ 1" tubes
1.25" Square Pitch, w/ 1" tubes
Tube Length
24 feet
20 feet
16 feet
10 feet
Base
+10%
+15%
+20%
-5%
Base
+ 5%
+10%
TEMA Front-End Heads
A-Removable channel and cover
B-Integral channel cover
N-Fixed tube sheets (both ends)
Base
-5%
-25%
TEMA Rear Heads
T - Pull-through floating head
S - Floating head with backing device (Non-pull-through floating head)
L,M,N - Fixed tube sheets-included with front end factor
U-U-tube bundle
Base
-5%
(Above)
-15%
TEMA Shells
E - One - pass shell
F,G,H,J,X - Other flow arrangements - same as type E
K - Kettle with floating head (T Type)
VERTICALLY-MOUNTED REBOILER
Base
Base
+10%
+10%
Equations for Each Design Pressure (EDMI=850)
150 PSI: C=16,800+9.7(A)
450 PSI: C=17,100+13.9(A)
300 PSI: C=17,000+11.4(A)
600 PSI: C=18,300+16.0(A)
Figure 403-16. Cost Curves for Exchangers Over 1000 Sq. Ft. at EDMI = 850
Cost Estimating Manual
Page 403-22
December 1995
Tables of Extras for Alloy Construction & Alloy Tubes
Tables of Extras for Alloy Construction & Alloy Tubes
Channel,
channel cover,
& floating head
Shell
& cover
Tubesheets
& baffles
ITEM
MATERIAL
SHELL DIAMETER (I.D.) IN.
12
14
16
18
20
22
24
27
30
33
36
39
42
Naval Rolled Brass
13
15
18
20
21
21
21
21
21
21
21
22
22
Monel
23
31
34
36
37
39
39
39
39
39
39
38
38
1.25CR-.5MO
6
6
7
7
7
8
8
8
9
9
9
9
9
2.25CR-.5MO
6
6
7
7
7
8
8
8
9
9
9
9
9
4-6CR-.5MO
19
22
24
25
26
26
26
25
25
25
24
24
24
304SS
22
26
28
30
30
31
31
31
30
30
29
29
29
Monel
42
46
49
51
52
52
51
49
47
44
41
39
38
1.25CR-.5MO
19
22
23
25
24
24
23
21
19
18
17
16
16
2.25CR-.5MO
19
22
23
25
24
24
23
21
19
18
17
16
16
4-6CR-.5MO
27
30
33
34
35
34
33
32
29
26
25
23
23
304SS
33
35
36
37
37
37
36
35
33
31
28
27
25
Monel
42
41
41
41
40
38
37
36
35
34
33
32
31
1.25CR-.5MO
23
24
25
25
24
23
23
22
21
21
21
21
21
2.25CR-.5MO
23
24
25
25
24
23
23
22
21
21
21
21
21
4-6CR-.5MO
37
38
37
37
36
35
33
30
29
27
28
27
26
304SS
39
38
38
37
36
35
34
33
31
30
29
28
28
Alco, Inc. published these cost factors in 1960. A 1991 check with suppliers found that these factors still
represent current prices.
The values are percentage extras for the alloy materials based on the total price of carbon steel exchangers
(see Figures 403-15 and 403-16).
Select the table for the appropriate pressure and read the extra factors under the column for the shell’s
diameter.
Note: The factors for the tube sheets and baffles, shell and cover, and channel and floating head are additive.
For exchangers with different pressures on shell and tube sides, use the base price for carbon steel and the
table for the higher pressure. Multiply the percentage extra for the alloy material obtained under the shell I.D.
by the multiplying factor in the right-hand column (Figures 403-18 through 403-20) opposite the lower pressure.
Note: This multiplying factor is applicable only for modifying the material percentage extras in these tables.
Do not use it with other data.
Figure 403-17. Extras for Alloy Construction in Percent of Carbon-Steel Prices—150 psi Design Pressure
Cost Estimating Manual
December 1995
Page 403-23
D
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T
A
403
Cost Data for Shell-and-Tube Heat Exchangers
Shell Diameter (I.D.) IN.
Shell &
cover
Tube sheets
& baffles
Item
Channel
channel cover,
& floating head
D
A
T
A
Multiplying
Factors for
Mixed
Pressures
12
14
16
18
20
22
24
27
30
33
36
39
42
14
17
19
21
22
22
22
22
22
23
24
24
25
Monel
4
31
35
37
39
39
40
40
41
41
41
41
42
1.25CR-.5MO
6
7
7
7
8
8
8
8
9
10
10
10
11
2.25CR-.5MO
6
7
7
7
8
8
8
8
9
10
10
10
11
4-6CR-.5MO
19
22
24
25
26
26
26
25
25
25
26
26
26
304SS
22
27
29
30
31
31
31
31
30
30
30
31
31
Monel
45
48
51
52
53
53
52
51
49
47
45
44
44
Shell
1.25CR-.5MO
20
22
24
25
25
25
24
22
20
19
18
17
17
Press
2.25CR-.5MO
20
22
24
25
25
25
24
22
20
19
18
17
17
150
0.92
4-6CR-.5MO
28
31
33
35
35
35
34
32
30
28
27
26
26
300
1.00
304SS
32
34
36
37
38
38
37
35
33
31
30
29
28
Monel
40
42
42
43
42
41
40
37
34
32
31
30
30
Tube
1.25CR-.5MO
23
24
24
25
24
24
23
22
21
21
21
20
20
Press
2.25CR-.5MO
23
24
24
25
24
24
23
22
21
21
21
20
20
150
0.92
4-6CR-.5MO
36
37
38
39
37
36
34
31
29
27
26
25
24
300
1.00
304SS
37
39
39
39
38
37
36
33
31
29
28
26
26
Material
Naval Rolled
Brass
1.0
Factor
Factor
Alco, Inc. published these cost factors in 1960. A 1991 check with suppliers found that these factors still represent current
prices.
The values are percentage extras for the alloy materials based on the total price of carbon steel exchangers (see Figures
403-15 and 403-16).
Select the table for the appropriate pressure and read the extra factors under the column for the shell’s diameter.
Note: The factors for the tube sheets and baffles, shell and cover, and channel and floating head are additive.
For exchangers with different pressures on shell and tube sides, use the base price for carbon steel and the table for the
higher pressure. Multiply the percentage extra for the alloy material obtained under the shell I.D. by the multiplying factor in
the right-hand column (Figures 403-18 through 403-20) opposite the lower pressure.
Note: This multiplying factor is applicable only for modifying the material percentage extras in these tables.
Do not use it with other data.
Figure 403-18. Extras for Alloy Construction in Percent of Carbon-Steel Prices—300 psi Design Pressure
Cost Estimating Manual
Page 403-24
December 1995
Tables of Extras for Alloy Construction & Alloy Tubes
Shell Diameter (I.D.) IN.
Channel
channel cover
& floating head
Shell
& cover
Tube sheets
&
baffles
Item
Multiplying
Factors for
Mixed
Pressures
12
14
16
18
20
22
24
27
30
33
36
39
42
Naval Rolled
Brass
14
17
19
21
22
22
22
23
23
24
25
26
27
Monel
24
31
35
37
39
39
40
41
41
42
42
42
43
1.25CR-.5MO
6
7
7
7
8
8
8
9
10
10
11
11
12
2.25CR-.5MO
6
7
7
7
8
8
8
9
10
10
11
11
12
4-6CR-.5MO
19
22
24
25
26
26
26
25
26
26
26
27
27
304SS
22
27
29
30
31
31
31
31
30
30
30
31
31
Monel
51
55
57
57
56
56
55
54
52
50
48
47
46
1.25CR-.5MO
23
25
26
27
27
27
26
23
22
21
19
19
18 Press
2.25CR-.5MO
23
25
26
27
27
27
26
23
22
21
19
19
18
150
0.81
4-6CR-.5MO
31
34
37
38
38
37
36
34
32
30
28
27
26
300
0.89
304SS
36
39
41
41
41
40
39
37
35
33
31
30
30
450
1.00
Monel
42
42
43
42
40
39
37
36
33
32
31
30
30
Material
1.0
Shell
Tube
Factor
Factor
1.25CR-.5MO
25
26
26
25
24
23
23
22
22
21
21
20
20 Press
2.25CR-.5MO
25
26
26
25
24
23
23
22
22
21
21
20
20
150
0.88
4-6CR-.5MO
38
39
39
39
37
35
33
31
29
27
26
25
25
300
0.95
304SS
39
40
40
39
38
36
35
33
31
29
28
27
26
450
1.00
Alco, Inc. published these cost factors in 1960. A 1991 check with suppliers found that these factors still represent
current prices.
The values are percentage extras for the alloy materials based on the total price of carbon steel exchangers (see
Figures 403-15 and 403-16).
Select the table for the appropriate pressure and read the extra factors under the column for the shell’s diameter.
Note: The factors for the tube sheets and baffles, shell and cover, and channel and floating head are additive.
For exchangers with different pressures on shell and tube sides, use the base price for carbon steel and the table for the
higher pressure. Multiply the percentage extra for the alloy material obtained under the shell I.D. by the multiplying factor
in the right-hand column (Figures 403-18 through 403-20) opposite the lower pressure.
Note: This multiplying factor is applicable only for modifying the material percentage extras in these tables.
Do not use it with other data.
Figure 403-19. Extras for Alloy Construction in Percent of Carbon-Steel Prices—450 psi Design Pressure
Cost Estimating Manual
December 1995
Page 403-25
D
A
T
A
403
Cost Data for Shell-and-Tube Heat Exchangers
Shell Diameter (I.D.) IN.
Shell
& cover
Tube sheets
&
baffles
Item
Channel
channel cover
& floating head
D
A
T
A
Multiplying
Factors for
Mixed
Pressures
12
14
16
18
20
22
24
27
30
33
36
39
42
Naval Rolled
Brass
14
17
19
21
22
22
22
23
23
24
25
26
27
Monel
23
31
34
35
36
37
39
40
41
42
43
43
43
1.25CR-.5MO
6
6
7
7
7
7
7
8
9
10
11
11
12
2.25CR-.5MO
6
6
7
7
7
7
7
8
9
10
11
11
12
4-6CR-.5MO
19
21
23
24
24
24
25
25
25
25
26
27
28
304SS
21
25
27
29
29
29
29
30
30
30
31
33
33
Monel
56
56
55
55
55
54
54
53
51
49
48
47
46
1.25CR-.5MO
21
24
25
25
26
25
25
23
21
20
19
18
18 Press
2.25CR-.5MO
31
34
36
37
37
36
35
33
31
29
28
27
26
150
0.75
4-6CR-.5MO
33
36
37
38
38
37
36
35
33
31
29
28
28
300
0.83
304SS
38
40
42
42
40
39
38
37
35
32
31
30
30
450
0.92
600
1.00
Material
1.0
Shell
Tube
Factor
Monel
44
45
44
43
42
41
39
36
34
30
29
28
28
1.25CR-.5MO
25
25
26
26
25
23
23
22
21
20
19
19
19 Press
Factor
2.25CR-.5MO
38
39
39
39
38
36
34
31
28
26
24
23
23
150
0.78
4-6CR-.5MO
40
41
41
40
38
36
35
32
28
26
25
24
23
300
0.86
304SS
40
41
41
41
39
37
35
32
29
27
26
25
23
450
0.92
600
1.00
Alco, Inc. published these cost factors in 1960. A 1991 check with suppliers found that these factors still represent current
prices.
The values are percentage extras for the alloy materials based on the total price of carbon steel exchangers (see Figures
403-15 and 403-16).
Select the table for the appropriate pressure and read the extra factors under the column for the shell’s diameter.
Note: The factors for tube sheets and baffles, shell and cover, and channel and floating head are additive.
For exchangers with different pressures on shell and tube sides, use the base price for carbon steel and the table for the
higher pressure. Multiply the percentage extra for the alloy material obtained under the shell I.D. by the multiplying factor
in the right-hand column (Figures 403-18 through 403-20) opposite the lower pressure.
Note: This multiplying factor is applicable only for modifying the material percentage extras in these tables.
Do not use it with other data.
Figure 403-20. Extras for Alloy Construction in Percent of Carbon-Steel Prices—600 psi Design Pressure
Cost Estimating Manual
Page 403-26
December 1995
Tables of Extras for Alloy Construction & Alloy Tubes
Tube O.D.
Material
3/4"
1"
BWG
16
14
12
16
14
12
Thickness
0.065"
0.083"
0.109"
0.065"
0.083"
0.109"
$
$
$
$
$
$
ASTM Specification
Carbon steel
A-214 Welded min.wall
5.15
Base
0.66
-0.26
Base
0.50
Admiralty
B-111 SMLS min. wall
5.15
6.72
11.82
5.17
6.38
12.35
70-30 CU NI
B-111 SMLS min. wall
15.84
19.31
23.69
15.40
19.22
24.00
C-.5MO
A-209-T1 SMLS min. wall
6.26
5.52
6.61
4.59
4.95
5.25
1.25CR-.5MO A-213-T11 SML min. wall
6.62
6.98
7.06
4.98
5.73
5.63
5CR-.5MO
A-213-T5 SMLS min. wall
8.63
9.06
9.59
7.44
8.42
7.54
304 SS
A-249 Welded
3.46
5.26
7.49
3.11
4.40
6.57
316 SS
A-249 Welded min. wall
4.27
5.82
8.67
5.12
5.93
8.10
321 SS
A-249 Welded min. wall
5.02
6.57
9.32
4.52
6.29
8.70
347 SS
A-249 Welded min. wall
16.46
18.85
23.28
14.83
18.27
21.17
410 SS
A-213 SMLS min. wall
11.16
13.09
-
12.35
12.96
15.82
Monel
B-163 SMLS min. wall
48.29
59.50
73.82
47.76
59.56
75.71
Costs represent the extra price in dollars/sq. ft. of outside tube surface for the material and gage shown
when compared to a welded carbon-steel tube of the same diameter having a 14-gage wall thickness.
Figure 403-21. Extra for Alloy tubes in $/Sq. Ft. EDMI = 850
Cost Estimating Manual
December 1995
Page 403-27
D
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403
Cost Data for Hairpin Heat Exchangers
his selected cost data covers bare-tube hairpin heat exchangers, available in
double pipe (DP) or multi-tube (MT) sections.
T
✎
A DP section has one tube, finned or bare, within the shell pipe. An MT section has a
multiple of smaller tubes, finned or bare, within the shell pipe.
Estimating Procedure for Hairpin Heat Exchangers
Determine the heat transfer area required (instructions given earlier in
this section).
Select the estimated cost from Figure 403-22.
Std Press Shell /
Tube psig
Type
No. u-tubes (bare)
Contact an acceptable vendor to obtain estimating prices for
Fin-tube units
Shells heavier than schedule 80
Alloys such as 316 and 321 stainless steel
Alloy tube thicknesses greater than 16 BWG
Length in.
Shell dia in.
Tube O.D. in.
Estimating Prices
Area sq. ft.
D
A
T
A
Cost Data for Hairpin Heat Exchangers
Shell Schedule / Tube Schedule or Gage
All Carbon Steel Construction
40 / 40
40 / 80
40 /
160
C.S. Shell /
304 SS
40 /
40 / 40
40 /
14BWG
16BWG
Extra
for Sch.
80 Shells
20
3
1.90
240
1 D.P.
500 / 500 $ 3,000 $ 3,080 $ 3,335
-
$ 3,480
-
$ 160
25
4
2.375
240
1 D.P.
500 / 500 $ 3,280 $ 3,365 $ 3,625
-
$ 3,480
-
$ 210
30
4
2.875
240
1 D.P.
500 / 500 $ 3,335 $ 3,450 $ 3,765
-
$ 3,960
-
$ 210
56
4
0.75
240
7 M.T. 500 / 500
-
-
-
$ 3,600
-
$ 4,400
$ 210
75
4
1.00
240
7 M.T. 500 / 500
-
-
-
$ 3,660
-
$ 4,735
$ 210
98
5
0.75
240
12 M.T. 300 / 300
-
-
-
$ 4,740
-
$ 6,060
$ 315
196
6
0.75
240
24 M.T. 300 / 300
-
-
-
$ 6,240
-
$ 8,795
$ 420
350
8
0.75
240
44 M.T. 300 / 300
-
-
-
$ 8,520
-
$ 13,160
$ 660
612
10
0.75
240
68 M.T. 300 / 300
-
-
-
$ 11,160
-
$ 18,235
$ 1,735
R. W. Holland Inc. provided this estimating data in 1992. It excludes design allowance, freight, taxes, sand blasting,
priming, x-ray, and stress relief.
Data shown are for the most common exchangers.
Base designs for estimates on bare-tube units.
Fin tubes, if practical, result in a smaller, less costly exchanger.
Figure 403-22. Costs for Hairpin Heat Exchangers. EDMI = 858 (1992)
Cost Estimating Manual
Page 403-28
December 1995
Area vs. Cost of Air-Cooled Heat Exchangers
Cost Data for Air-Cooled Heat Exchangers
Area vs. Cost of Air-Cooled Heat Exchangers
In the next figure, cost includes domestic freight and design allowances
and excludes sales tax.
Figure 403-23. Area vs. Cost—Air-Cooled Heat Exchanges 1,000 sq. ft. to 75,000 sq. ft.
EDMI = 900; Dollars = 100.8 x (sq. ft.).84
Cost Estimating Manual
December 1995
Page 403-29
D
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403
D
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Cost Data for Air-Cooled Heat Exchangers
Cost Factor Multipliers for Special Design Features
Design Feature
Cost Factor for Heat
Exchangers
1000 sq. ft. to 75,000 sq. ft.
Design Pressure
Tube Layers
<100 psig
0.99
100 to 300 psig
Base
301 to 424 psig
1.01
425 to 650 psig
1.02
8 Row
0.90
7 Row
0.95
6 Row
Base
5 Row
1.07
4 Row
1.16
3 Row
2 Row
1.10
24 ft. Tubes
Fins
Tubes
Headers
1.30
Tension Wound
0.95
Embedded
1.00
16 BWG Admiralty
1.18
16 BWG 304 SS Tubes
1.26
Cover Plate for 200 psi Design Pressure
1.10
1.10
Steam Coils
1.10
Louvers
Auto. Variable Pitch Fans
$1800 per fan @ EDMI = 850
Delete Support Columns
0.98
Winterizing Enclosure
1
2
1.20 - 1.30
One-inch O.D., 12 BWG, 36- to 40-foot long carbon-steel tubes with extruded aluminum fins
arranged in six tube layers with two fans per bay, 100 to 300 psig design pressure, and
plug headers.
One-inch O.D., 10-12 BWG, up to 20-foot long carbon-steel tubes with extruded aluminum
fins arranged in three or four tube layers with two fans per bay, 100 to 300 psig design
pressure, and plug headers.
Both include support structure, platforms (if any), motors, plenums, and vibration shutdown
device. Exclude AV fans, louvers, and steam coils.
Figure 403-24. Cost Factor Multipliers for Special Design Features on Large & Small Air-Cooled
Heat Exchangers
Cost Estimating Manual
Page 403-30
December 1995
404
Fired Process Heaters
April 1995
his section shows how to estimate the order-of-magnitude cost for a shopfabricated furnace, based on the total absorbed duty in millions of BTUs per hour
(MBH) and on one of the correlations in “Cost Data for Shop-Fabricated Furnaces,”
next.
T
Cost Data for Shop-Fabricated Furnaces
he correlations are based on furnaces purchased from US and foreign fabricators.
Data points shown as solid circles are Chevron purchases.
T
Carbon- and Alloy-Steel Process Furnaces
Equation 1
$ = 65,772 x (Duty, MBH)0.59
Carbon Steel, Shop Fabricated, Box and Cylindrical Process Furnaces
EDMI = 880
Figure 404-1 includes air pre-heaters and integral stacks; most of the
furnaces include low NOx burners. The cost includes domestic freight.
3,000,000
Dollars
2,000,000
1,000,000
500,000
300,000
200,000
10
20
30
50
100
200
300
Duty- Million BTU/Hr
Figure 404-1. Carbon Steel Box & Cylindrical Process Furnaces; EDMI = 880
Cost Estimating Manual
April 1995
Page 404-1
404
Cost Data for Shop-Fabricated Furnaces
Example
D
A
T
A
Estimate the cost of a shop-fabricated furnace, carbon steel, with a total
absorbed duty of 50 million BTUs per hour. The purchase date is 1Q94
(EDMI = 886).
Cost = 65,772 x (50)0.59 x (886/880) = $665,900
Equation 2
$ = 53,404 x (Duty, MBH)0.70
Alloy, Shop Fabricated, Box and Cylindrical Process Furnaces
EDMI = 880
Figure 404-2 includes air pre-heaters and integral stacks; most of the
furnaces include low NOx burners. The cost includes domestic freight.
Example
Estimate the same furnace but with alloy materials.
Cost = 53,404 x (50)0.70 x (886/880) = $831,400
5,000,000
3,000,000
Dollars
2,000,000
1,000,000
500,000
300,000
200,000
100,000
2
5
10
20
50
100
200
500
Duty- Million BTU/Hr
Figure 404-2. Alloy Steel Box & Cylindrical Process Furnaces; EDMI = 880
Cost Estimating Manual
Page 404-2
April 1995
Carbon- and Alloy-Steel Process Furnaces
Other Resources
For greater accuracy or for large field-erected furnaces, contact one of the
following suppliers:
Born Incorporated
Foster Wheeler Energy Corporation
Heat Research Corporation
Petrochem Development
Selas Corporation of America
Cost Estimating Manual
April 1995
Page 404-3
D
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A
405
Pumps
I
n order to estimate the cost of a pump and its driver, you must define the process
requirements, such as the required flow rate and differential head. Figure 405-1
illustrates the process for estimating a pump and its driver.
Figure 405-1.
Estimating the Cost of a Pump and Driver
Cost Estimating Manual
December 1998
Page 405-1
405
Pumps
Item
Selection Criteria for Pumps
This Manual
Other Resources
Figure 405-8
Chevron Pump Manual
Detailed Method for Determining
System Hydraulics
Materials Classification Table
Figure 405-6
CRTC Materials Specialists
Selecting Drivers
Section 406 “Electric Motor
Drivers”
Section 407 “Steam Turbines”
Chevron Driver Manual
Figure 405-2.
Resources for Pumps
Resources for fundamental pump technology are listed in Figure 405-2.
The Worksheet
This section provides background information and procedures for
completing a pump-and-driver estimating worksheet (see Figure 405-3).
The process is detailed in a step-by-step discussion of each line item of the
worksheet, as follows:
■
■
■
■
■
Steps 1–15 are for selecting the pump.
Steps 16–21 are for pricing the pump.
Steps 22–27 are for selecting the driver.
Steps 28–32 are for pricing the driver.
Steps 33–38 are for estimating the pump and driver.
For your estimates you may wish to photocopy the full-sized blank form in
Figure 405-4.
Cost Estimating Manual
Page 405-2
December 1998
The Worksheet
1.
Equipment No.
2.
Service
3.
Fluid Pumped
P-100
GENERAL
PROCESS
REQUIREMENTS
PUMP SELECTION
Hydrocarbon
Gasoline
o
4.
Operating Temp F
5.
Specific Gravity (SG)
.75
6.
Viscosity - SSU or CS
100 SSU
7.
Flow Rate - GPM
300
8.
Differential Head - Ft
150
9.
Material Class
B-1
10.
Pump Type
11.
Cost Estimating Section/Figure
12.
Speed-RPM
13.
Mark No or Size
L1
14.
Horsepower (SG=1)
17
15.
Adjusted Horsepower
250°F
Centrifugal
405-14
1750
17X.75=15 HP
16.
Pump Price
17.
Extra Cost for
0
18.
Extra Cost for
0
19.
Pump Subtotal (16 + 17 + 18)
$11,200
20.
EDMI Ratio (Current/Historical)
890/881
21.
Pump Adjusted Subtotal (19 x 20)
$11,300
22.
Driver Type (Motor or Turbine)
Motor
23.
Cost Estimating Section/Figure
406-1
24.
Speed RPM (Same as Line 12)
1750
25.
Horsepower (Same as Line 15)
15
26.
Motor Enclosure or Turbine Class/Frame
27.
Motor Efficiency or Turbine Wheel Size
$11.200
PUMP PRICE
DRIVER SELECTION
DRIVER PRICE
TOTAL PRICE
PUMP & DRIVER
Figure 405-3.
28.
Driver Price
29.
Extra Cost for
30.
Driver Subtotal (28 + 29)
31.
EDMI Ratio (Current/Historical)
32.
Driver Adjusted Cost (31 x 30)
33.
Pump & Driver Subtotal (21 + 32)
34.
Design Allowance @
35.
Subtotal (33 + 34)
T EF C
HE
$900
0
5
5
$900
$1,000
% of line 33
Freight @
37.
Sales Tax @
38.
Total (35 + 36 + 37)
8.5
$12,300
$600
$12,900
% of line 35
36.
890/843
% of line 35
$600
$1,100
$14,600
Sample of a Completed Pump & Driver Worksheet
Cost Estimating Manual
December 1998
Page 405-3
405
Pumps
1.
Equipment No.
2.
Service
3.
Fluid Pumped
4.
Operating Temp oF
5.
Specific Gravity (SG)
6.
Viscosity - SSU or CS
7.
Flow Rate - GPM
8.
Differential Head - Ft
9.
Material Class
10.
Pump Type
11.
Cost Estimating Section/Figure
12.
Speed-RPM
13.
Mark No or Size
14.
Horsepower (SG=1)
15.
Adjusted Horsepower
16.
Pump Price
17.
Extra Cost for
18.
Extra Cost for
19.
Pump Subtotal (16 + 17 + 18)
20.
EDMI Ratio (Current/Historical)
21.
Pump Adjusted Subtotal (19 x 20)
22.
Driver Type (Motor or Turbine)
23.
Cost Estimating Section/Figure
24.
Speed RPM (Same as Line 12)
25.
Horsepower (Same as Line 15)
26.
Motor Enclosure or Turbine Class/Frame
27.
Motor Efficiency or Turbine Wheel Size
28.
Driver Price
29.
Extra Cost for
30.
Driver Subtotal (28 + 29)
31.
EDMI Ratio (Current/Historical)
32.
Driver Adjusted Cost (31 x 30)
33.
Pump & Driver Subtotal (21 + 32)
34.
Design Allowance @
35.
Subtotal (33 + 34)
GENERAL
PROCESS
REQUIREMENTS
PUMP SELECTION
PUMP PRICE
DRIVER SELECTION
DRIVER PRICE
TOTAL PRICE
PUMP & DRIVER
Figure 405-4.
% of line 33
% of line 35
36.
Freight @
37.
Sales Tax @
38.
Total (35 + 36 + 37)
% of line 35
Blank Pump & Driver Worksheet
Cost Estimating Manual
Page 405-4
December 1998
Selecting the Pump
Selecting the Pump
Selecting a pump is an important part of a project and is illustrated in the
steps below.
✎
The various graphs and charts of data for selecting pumps are provided in
“Pump Data” later in this section. If you are familiar with completing the
worksheet, you may wish to skip to that section now.
1
EQUIPMENT NUMBER
The identifying number might be the pump’s equipment number if you are
working from an equipment list. Fill out a worksheet for each pump you
are estimating.
Sample: P-100
2
SERVICE
This refers to the service on the equipment list or the fluid on the process
flow diagram (such as water, hydrocarbon, process fluid, acid) which falls
under a general service.
Sample: Hydrocarbon
3
FLUID PUMPED
Indicate the fluid to be pumped. It might be butane, water, gasoline,
99 percent sulfuric acid, and so on.
Sample: Gasoline
4
OPERATING TEMPERATUREoF
The operating temperature of the fluid to be pumped is needed to select
the correct material class and seal for the pump.
Sample: 250oF
5
SPECIFIC GRAVITY (SG)
SG is the fluid’s weight relative to water. When the selection curves for
pumps have HP lines, they are based on SG of water = 1. If the actual SG
is other than 1, it might take more or less horsepower to operate a pump at
the desired flow rate and head.
Cost Estimating Manual
December 1998
Page 405-5
405
Pumps
Identify specific gravity at the operating temperature rather than under
standard conditions. If the SG for your project is not equal to 1, adjust the
horsepower as shown in step 15.
Sample: 0.75
6
VISCOSITY—SSU OR CS
Centrifugal pumps are the most common pumps for fluids with viscosities
below 500 SSU (Seconds Saybolt Universal). The viscosity of the
selection curves is 100 SSU, or less. (For the effects of viscosity on pump
performance when exceeding this amount, refer to the Chevron Pump
Manual.)
Sample: 100 SSU
7
FLOW RATE—GPM
This is the fluid’s flow rate, generally in gallons per minute (gpm) at the
operating temperature.1
Use the design rate from the process flow diagram, which is generally
higher than the normal operating rate.2
Sample: 300
For steam-driven reciprocating pumps, adjust the flow rate when the
viscosity exceeds 250 SSU (see Figure 405-5). Then use the adjusted flow
rate for selecting and pricing the pump.
8
DIFFERENTIAL HEAD (IN FEET)
Differential head is the difference between suction head and discharge
head, measured in feet. If the viscosity exceeds 100 SSU, adjust the
differential head (see the Chevron Pump Manual).
Sample: 150 feet
9
MATERIAL CLASS
■
1
2
During concept development and feasibility phases, refer to the
Materials Classification Table (Figure 405-6) to find the appropriate
materials class.
Gallons per hour (gph) is used for smaller flow rates, such as injection pumps.
Design flow rate is normally higher (110 percent) than the normal operating rate. The design rate for furnace charge pumps
and pumps on level control is even higher (120 percent).
Cost Estimating Manual
Page 405-6
December 1998
Selecting the Pump
Figure 405-5.
Capacity Correction for Viscosity for Direct-Acting Steam Pumps
Cost Estimating Manual
December 1998
Page 405-7
405
Pumps
MAT’L
CLASS
CASE
✎
SERVICE
TEMP LIMITS °F
A-3
Cast Iron
Cast iron or bronze
Water
Under 300°
B-1
Steel
Cast iron
Process
Under 500°
B-3
Steel
12% Chrome
Process
500° – 600°
B-5
Steel
Nickel resist
Water/hydrocarbon
mixture
Under 500°
E-1
5% chrome
12% chrome
Process
Over 600°
F-1
18-8
18-8
Nitric acid
Under 150°
F-2
316 SS
316 SS
Phosphoric acid
Under 150°
G-1
Alloy 20
Alloy 20
Sulfuric acid
Under 100° for > 1%
concentration
J-1
Monel
Monel
Hydrofluric acid
Under 350°
Figure 405-6.
■
TRIM
Material Classification Table
During later phases of a project, consult Chevron materials specialists.
In general:
■
■
■
Select steel cases for pumps handling hydrocarbons.
Note that in refinery service, impellers and wear rings of 12 percent chrome
are far more resistant than cast-iron components.
Consider alloy material for acidic fluids.
Sample: B-1
10 & 11
PUMP TYPE & COST ESTIMATING SECTION/FIGURE
■
■
Select a pump using the selection curves in “Pump Data” later in this
section.
On the worksheet, enter the selected pump type and the section/figure
number where support data appears in this manual.
Sample: Centrifugal, 405-14
12
SPEED—RPM
Turn to the section identified on line 11 of the worksheet to find the
selection curve and identify the rpm on that curve.
✎
For centrifugal pumps, a curve exists for each rpm that the pump may use. If
the desired rpm is not shown, select the most appropriate. Generally, when the
available NPSH (Net Positive Suction Head) is limited, select the slower speed.
(See the Chevron Pump Manual for detailed guidelines.)
Sample: 1750 RPM
Cost Estimating Manual
Page 405-8
December 1998
Pricing the Pump
13
PUMP MARK NO. OR SIZE
On the pump selection curve, locate the pump’s gpm on the horizontal axis
and the pump’s differential head on the vertical axis. The intersection of
the two axes lies within a fan. The circled letter/number within the fan is
the pump mark that corresponds to the pump’s size.
Sample: L1
14
HORSEPOWER (SG=1)
At the selection curve intersection point (from step 13), locate the
horsepower required to operate the pump and help select a driver for the
pump.
Sample: 17 HP (interpolating between the lines)
For any selection curve without horsepower lines, an average efficiency is
given for each pump mark in a separate column within the figure;
however, you must calculate the required brake horsepower based on the
following equation:
Q × h × SG
HP = -----------------------------3960 × EFF
where:
Q
h
SG
EFF
15
=
=
=
=
Flow rate (gpm)
Total differential head (ft.)
Specific gravity
Pump efficiency
ADJUSTED HORSEPOWER
For those selection curves with HP lines, adjust for a specific gravity not
equal to 1.
Sample: 17 HP × .75 (SG) = 13 HP (use 15 HP, the next available motor size)
✎
Adjust for the difference in specific gravities between the selection curve (water)
and the pumped fluid.
Pricing the Pump
After completing the selection portion of the worksheet, you’ll estimate the
cost of the sample pump by following the explanations under steps 16
through 21.
16
PUMP PRICE
Locate the section and figures listed on line 11 to find the cost estimating
table for the pump.
Cost Estimating Manual
December 1998
Page 405-9
405
Pumps
On the cost estimating table, locate the pump mark (line 13) and the
column showing the pump’s material class (line 9). The cell at the
intersection is the pump price at a specified EDMI index.
For centrifugal pumps, prices are shown for packed pumps and for pumps
with mechanical seals.
■
Packing in the stuffing box provides a seal around the pump shaft,
which controls but does not eliminate leakage. The shaft must be
lubricated depending on the fluid serviced and the pressure inside the
stuffing box.
■
A mechanical seal forms a running seal between rotating and
stationary parts. It has the following advantages over conventional
packing:
–
–
–
–
✎
Reduced friction and power loss
Zero or limited leakage
Reduced maintenance
Ability to seal at higher pressures and in corrosive environments
Select a mechanical seal instead of a stuffing box when the pump is in
hydrocarbon or corrosive service.
Sample: $11,200 (The B-1 class includes a mechanical seal)
17
EXTRA COST
Read the notes accompanying the pump's cost estimating table. These
provide extra costs for certain materials and additional options.
✎
For centrifugal pumps, the price includes a stuffing box for packing or a
mechanical seal. An extra cost may be charged to provide a mechanical seal for
a pump designed for packing.
Sample: No extra cost.
18
EXTRA COST
If the pump requires more than one extra cost, enter it on this line of the
worksheet.
Sample: No extra cost
19
PUMP SUBTOTAL
The subtotal is the result of adding lines 15 through 17.
Sample: $11,200
Cost Estimating Manual
Page 405-10
December 1998
Selecting the Driver
20
EDMI RATIO (CURRENT/HISTORICAL)
The prices on the cost estimating table are based on the stated EDMI cost index.
To adjust for escalation, see the current EDMI in Section 301.
✎
Cost Index Ratio = Current EDMI divided by EDMI on the pump’s cost estimating
table.
Sample: 890 (current: from Section 301)
881 (historical: from pump estimating table)
21
PUMP ADJUSTED SUBTOTAL
For index adjustment, multiply line 19 (Pump Subtotal) by line 20 (EDMI
Ratio).
Sample: $11,200 × (890/881) = $11,300
Selecting the Driver
The next section of the worksheet involves selecting drivers, as illustrated in
steps 22 through 27.
22
DRIVER TYPE (MOTOR OR TURBINE)
If you need an electric motor:
■
■
■
For continuous operating duty, select a high-energy-efficient motor.
For intermittent operating duty, consider a lower-cost, standardefficiency motor.
For chemical plants and refineries, choose a TEFC (totally enclosed fancooled) motor.
If you need a steam turbine with horsepower in the range of 10 to 1,200:
■
■
✎
Select a single-stage turbine.
Choose the turbine with the largest wheel for economy if the operating duty
is continuous.
The initial cost of the larger wheel is higher, but the more efficient wheel provides a
better payout in lower operating cost.
For a steam turbine with horsepower in the 1,000 to 15,000 range:
■
Select a multi-stage turbine for continuous duty.
■
Select a single-stage turbine for intermittent duty.
The horsepower ranges for multi-stage turbines are 1,000 to 15,000.
Cost Estimating Manual
December 1998
Page 405-11
405
Pumps
Sample: Motor
23
COST ESTIMATING SECTION/FIGURE
Depending on the driver type, enter 406 (for electric motors) or 407 (for
steam turbines) and the figure number on this line.
Sample: Section 406-1
24
SPEED RPM
Same as line 12.
Sample: 1750
25
HORSEPOWER
Same as line 15.
Sample: 15
26
MOTOR ENCLOSURE OR TURBINE CLASS/FRAME
See Section 406 “Electric Motors” or 407 “Steam Turbines.”
Sample: TEFC
27
MOTOR EFFICIENCY OR TURBINE WHEEL SIZE
See Section 406 “Electric Motors” or 407 “Steam Turbines.”
Sample: HE
Pricing the Driver
The next section of the worksheet involves pricing drivers as illustrated in
steps 28 through 32.
28
DRIVER PRICE
Enter the cost of the driver based on the specifications in lines 22 through
27 and from the driver's cost estimating table entered on line 23.
Sample: $900
Cost Estimating Manual
Page 405-12
December 1998
Estimating the Pump and Driver
29
EXTRA COST
Read the notes accompanying the driver’s cost estimating table. These
provide extra costs for certain materials.
Sample: No extra costs
30
DRIVER SUBTOTAL
The subtotal is the result of adding lines 28 and 29.
Sample: $900
31
EDMI RATIO (CURRENT/HISTORICAL)
Enter the EDMI indexes (as you did in step 20).
Sample: 890/843
32
DRIVER ADJUSTED COST
Calculate and enter the escalated price.
Sample: $900 × (890/843) = $950 (Rounded up to $1,000)
Estimating the Pump and Driver
Now that you have selected and priced both the pump and driver, you can
estimate the total cost by following steps 33 through 38.
33
PUMP & DRIVER SUBTOTAL
Enter the total of lines 21 and 32.
Sample: $12,300
34
DESIGN ALLOWANCE @ ______% OF LINE 33
■
■
■
Turn to Section 303 for guidance on selecting a design allowance.
Enter that number in the blank for line 33.
Calculate and enter the actual allowance in dollars.
Sample: 5%, $600
35
SUBTOTAL
Enter the total of lines 33 and 34.
Sample: $12,900
Cost Estimating Manual
December 1998
Page 405-13
405
Pumps
36
FREIGHT @ ______% OF LINE 35
■
■
■
Turn to Section 304 for guidance on the percentage for freight.
Enter that number in the blank for line 36.
Calculate and enter the actual freight in dollars.
Sample: 5%, $600
37
SALES TAX @ ______% OF LINE 35
■
■
■
Turn to Section 305 for the percentage for calculating sales tax.
Enter that number in the blank for line 37.
Calculate and enter the actual tax in dollars.
Sample: 8.5%, $1,100
38
TOTAL
■
■
Add Lines 35, 36, and 37.
Enter on Line 38 as total cost.
Sample: $14,600
Estimating Steam Consumption
For a steam-driven reciprocating pump, you can estimate the required
steam flow rate using Figure 405-7.
Cost Estimating Manual
Page 405-14
December 1998
Estimating Steam Consumption
Figure 405-7.
Steam Rate of Ordinary Steam Pumps
Cost Estimating Manual
December 1998
Page 405-15
405
Selection Curves & Cost Data for Pumps
405Selection Curves & Cost Data for Pumps
D
igure 405-8, which continues on the next page, provides a list of various pumps
A
and their selection criteria, including references to the figures that represent the
T
data for each of these pumps.
A
F
Selection Criteria
Selection Criteria
Pump
CENTRIFUGAL
Fluid/Flow
Service
2
General Service
Fluids & viscosities
below 500 SSU1
– Non-critical, non-hazardous
Heavy Duty3
Applications
If net positive suction head
(NPSH) is limited, use slower
speed pump (1800 rpm, not 3600
rpm).
– Hydrocarbon or chemical
Horizontal, Single-Stage
Figures 405-9, 405-10, 405-11
(non-API)
Most common type of centrifugal
pump.
Figures 405-12, 405-13, 405-14
(API)
Refinery process.
Horizontal, Two-Stage,
Center-Line Mounted
Figures 405-15, 405-16 (API 610)
Horizontal, Multi-Stage,
Horizontally Split Case
Figures 405-17, 405-18
Refinery, pipeline, boiler feed,
high pressure.
Single-Stage, Double-Suction,
Horizontally Split
Figures 405-19, 405-20
Cooling waters booster service,
fire pump.
Single-Stage, Double-Suction,
Radially Split
Figures 405-21, 405-22
Cooling waters booster service,
fire pump.
Vertical Inline
General Service (non-API)
Takes less space and generally
less expensive to install than
vertical.
– Figures 405-23, 405-24, 405-25
Vertical Inline
Heavy-duty Service (API-610)
Vertical Inline, High-Speed,
High-Head
Moderate Head
– Figures 405-26, 405-27, 405-28
Takes less space and generally
less expensive to install than
vertical.
For lower flow rates4
Figures 405-29, 405-30
Where space is a problem.
Sump: Figures 405-31, 405-32,
405-33
Where NPSH is a problem and
suction lift is required.5
Other Verticals
Turbine: Figures 405-35, 405-36,
405-37, 405-38
Figure 405-8.
Pump Selection Criteria (1 of 2)
Cost Estimating Manual
Page 405-16
December 1998
Selection Criteria
Selection Criteria
Pump
RECIPROCATING
Fluid/Flow
Service
High-pressure, low-tomoderate flow; or
when viscosity
excessive for
centrifugal pumps
6
Gas (steam) or motor driven
Applications
7
For utility services ; dependent
on availability of motive steam,
compressed air, or gas.
Refer to Chevron Pump Manual
for the procedure to size steam
cylinders.8
Horizontal, Valve-Plate Steam
General Service—
Figure 405-39
Where cast-iron construction
acceptable.
Horizontal Side-Pot Simplex &
Duplex
Refinery Service—
Figures 405-40, 405-41
Steel or cast-iron construction.
Horizontal Simplex, CloseClearance
Refinery Service—
Figure 405-42
For stocks with high vapor
pressure such as relief drum
pump-out (steel or cast iron
construction).
Plunger Power
High-pressure, low-tomoderate flow rate
services
Heavy Duty Service—
Figures 405-43, 405-44
Diaphragm Proportioning 9
Low flow (measured
in gph)
Heavy Duty Service—
Figures 405-45, 405-46
Eliminate the stuffing box that
may be a source of leakage in
plunger pumps.
Plunger Proportioning9
Low flow (measured
in gph)
Heavy Duty Service—
Figures 405-47, 405-48, 405-49
For same services as diaphragm
pumps but can operate at higher
pressures.
ROTARY10
Handle high-viscosity
stocks more efficiently
than other pumps
Large—
Figures 405-50, 405-51, 405-52
Unsuitable for non-lubricating
stocks in continuous service.
1
2
3
4
5
6
7
8
9
10
The selection curves for centrifugal pumps are based on viscosities under 100 SSU. For higher viscosities, see the Chevron Pump
Manual to learn the effect of viscosity on head, capacity, and efficiency for centrifugal pumps.
Usually built to ANSI standards.
Usually built to API Standard 610.
Higher flow rates require horizontal two-stage or multistage pumps.
For example, for wells, sumps, and seawater lift.
If viscosity exceeds 250 SSU, consider a pump that can handle a larger flow rate at a slower speed to overcome the suction
problems of viscous stocks. To do this, correct the flow rate by multiplying it times a correction factor (Figure 405-5). Use the
increased rate to select a larger pump that can then operate with a slower piston speed.
For example, for low-pressure boiler feed water, sump pump-out, relief drum pump-out, or stock transfer.
In simple terms and ignoring efficiency, the steam differential pressure multiplied by the area of the steam piston must exceed the
liquid differential pressure multiplied by the area of the liquid piston, or the pump will stall. Use Figure 405-7 to estimate steam
consumption rates.
Proportioning pumps, sometimes called metering pumps, deliver accurate quantities of liquids into a process or system.
These positive displacement pumps are most commonly used to circulate lubricating oil for mechanical equipment, or to provide
pressure for hydraulic operating systems.
Figure 405-8.
Pump Selection Criteria (2 of 2)
Cost Estimating Manual
December 1998
Page 405-17
D
A
T
A
405
D
A
T
A
Selection Curves & Cost Data for Pumps
Centrifugal Pumps: ANSI
Material Class
A-3: Duct Iron
Max. Temp
Pump
Mark
F
350oF
260 psi
190 psi
212
Max. Case Press
Pump Eff.
F-2: 316 SS
Cost
$
o
Add for 12%
Chrome
Impeller
Cost
$
Pump
Wt Lbs
A
59%
$2,100
$60
$3,100
190
B
64%
$2,100
$90
$3,300
200
C
66%
$2,300
$100
$3,700
200
D
54%
$2,300
$100
$3,400
200
E
50%
$2,400
$200
$3,700
200
F
57%
$2,900
$300
$4,400
500
G
72%
$3,600
$300
$5,700
500
H
45%
$2,800
$200
$4,100
500
I
52%
$2,900
$200
$4,400
500
J
55%
$3,000
$200
$4,800
500
K
59%
$3,700
$200
$5,900
600
M
68%
$4,400
$200
$6,700
600
N
71%
$4,400
$200
$6,800
600
O
48%
$3,300
$200
$5,400
500
P
53%
$3,700
$200
$6,100
600
Q
65%
$4,000
$300
$7,300
600
S
72%
$4,500
$300
$7,700
700
T
66%
$7,900
$800
$13,100
1,000
U
68%
$8,600
$900
$14,400
1,100
V
66%
$8,400
$1,000
$14,000
1,100
X
72%
$8,800
$1,100
$14,900
1,100
Y
77%
$9,900
$1,100
$16,900
1,000
– Prices are for Goulds 3196 ANSI pumps, conforming to ANSI Standard
B73.1-1975 and specification PMP-MS-124.
– Price includes pump, base plate, mechanical seal, coupling, and guard
(F.O.B. shipping point).
Figure 405-9.
Cost Data for ANSI Single-Stage Horizontal Centrifugal Pumps at EDMI = 881
Cost Estimating Manual
Page 405-18
December 1998
Centrifugal Pumps: ANSI
D
A
T
A
Figure 405-10. Selection Curves for ANSI Single-Stage Horizontal Centrifugal Pumps 3500 rpm
Figure 405-11. Selection Curves for ANSI Single-Stage Horizontal Centrifugal Pumps 1750 rpm
Cost Estimating Manual
December 1998
Page 405-19
405
D
A
T
A
Selection Curves & Cost Data for Pumps
Centrifugal Pumps: API, Single-Stage Horizontal
Material Class
Mark
B-1, B-2 Steel
B-3 Steel
12% Chrome
F-2
316 SS
Weight
Lbs
A1
$7,900
$8,200
$17,500
575
B1
$8,000
$8,400
$18,600
800
C1
$8,200
$8,800
$20,300
1,100
D1
$10,400
$12,300
$25,100
1,300
E1
$8,000
$8,500
$12,500
600
F1
$8,500
$9,100
$20,000
800
G1
$8,600
$8,700
$19,300
700
H1
$9,000
$9,400
$21,400
1,000
I1
$11,400
$11,700
$20,000
1,400
J1
$9,300
$9,900
$22,200
800
K1
$9,300
$9,900
$22,000
1,200
L1
$11,200
$11,700
$26,000
1,500
M1
$9,300
$9,900
$22,000
1,000
N1
$9,900
$11,000
$24,400
1,100
P1
$10,500
$11,000
$25,100
1,400
Q1
$11,900
$12,500
$27,800
1,600
R1
$12,500
$13,500
$27,800
1,300
S1
$13,000
$14,100
$31,000
1,700
T1
$13,200
$14,200
$32,600
1,400
X1
$19,800
$20,800
$45,800
1,700
Y1
$22,700
$24,000
$53,000
2,500
Z1
$19,600
$22,400
$40,000
3,200
A2
$22,100
$25,100
$55,000
3,600
B2
$26,000
$29,600
$58,000
3,600
– Prices are for United Centrifugal Pumps (BW/IP), conforming to API Standard 610-7th edition
and specification PMP-MS-983.
– Price includes pump, mechanical seal, base plate, coupling, and guard (F.O.B. shipping point).
– Maximum case working pressure is 600 psig.
Figure 405-12. Cost Data for API Single-Stage Horizontal Centrifugal Pumps at EDMI = 881
Cost Estimating Manual
Page 405-20
December 1998
Centrifugal Pumps: API, Single-Stage Horizontal
D
A
T
A
Figure 405-13. Selection Curves for Single-Stage Centrifugal Pumps, Horizontal, Center-Line Mounted 3550 rpm
Figure 405-14. Selection Curves for Single-Stage Centrifugal Pumps, Horizontal, Center-Line Mounted 1750 rpm
Cost Estimating Manual
December 1998
Page 405-21
405
D
A
T
A
Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Two-Stage, Center-Line Mounted
Mat’l Class B-1 & B-2
Pump
Mark
Overhung
Impellers
Material Class B-3
Double
Outboard
Bearings
Overhung
Impellers
Double
Outboard
Bearings
$31,000
Material Class F-2
Overhung
Impellers
Double
Outboard
Bearings
Weight
Lbs
A3
$29,000
$50,000
1,000
B3
$34,000
$49,600
$26,000
$50,300
$54,000
$69,000
2,000
C3
$34,000
$49,000
$36,000
$50,000
$57,000
$67,000
2,300
D3
$39,000
$56,100
$40,000
$57,200
$61,000
$78,000
3,100
E3
$63,800
$64,700
$88,000
3,700
F3
$78,500
$79,100
$104,000
4,900
G3
$81,400
$84,000
$118,000
7,000
– Prices are for United Centrifugal Pumps (BW/IP), conforming to API Standard 610 - 7th edition and specification
PMP-MS-983.
– Price includes pump, base plate, coupling, and guard ( F.O.B. shipping point).
– Maximum case pressure is 800 psig.
– To equip pump with mechanical seal, add the following amounts given for the designs shown in Figure 405-16.
–
Add $1,200 for overhung impeller design.
–
Add $2,400 (seals good to 450°F, except B-1 to 350°F) for double outboard bearing design.
– For E-1 material class and temperatures of 700° - 800°F, add 25% to B-3 material cost.
– For 12 percent chrome impellers and impeller wear rings in material classes B-1 and B-2, deduct 1.5 percent from
B-3 prices.
Figure 405-15.Cost Data for Two-Stage Center-Line-Mounted Centrifugal Pumps EDMI = 881
Cost Estimating Manual
Page 405-22
December 1998
Centrifugal Pumps: Two-Stage, Center-Line Mounted
D
A
T
A
Figure 405-16. Selection Curves for Two-Stage, Center-Line-Mounted Centrifugal Pumps 3500 rpm
Cost Estimating Manual
December 1998
Page 405-23
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Multi-Stage, Horizontally Split Case
Pump
Mark
Cost $
B-1 & B-2
Mat’l
Max. Case
Pressure
Pump
Mark
Cost $
B-1 & B-2
Mat’l
Max. Case
Pressure
A4
$40,000
1,500
F4
$48,000
1,300
A6
$45,000
1,500
F6
$56,000
1,300
A8
$50,000
1,500
F8
$64,000
1,300
A10
$55,000
2,200
G4
$55,000
1,300
C4
$41,000
1,500
G6
$66,900
1,300
C6
$47,000
1,500
H3
$50,000
1,300
C8
$52,000
1,500
I4
$60,000
1,300
C10
$57,000
2,200
I6
$75,000
1,300
E4
$48,000
1,300
J2
$63,000
1,500
E6
$56,000
1,300
J4
$70,000
1,300
E8
$64,000
1,300
– Prices are for United Centrifugal Pumps (BW/IP), conforming to API Standard 610 - 7th edition
and specification PMP-MS-983.
– Price includes coupling, guard and base plate (F.O.B. shipping point).
– To equip pumps with mechanical seals, add $3,000 per pump. Seal cost includes spacer
coupling. This type of seal can be repaired without removing the top half of pump case.
– Pump mark numbers indicate number of stages.
– For 12% chrome impellers and impeller wear rings, add 15% to cost.
Figure 405-17. Cost Data for Multi-Stage Centrifugal Pump with Horizontally Split Case; EDMI = 881
Cost Estimating Manual
Page 405-24
December 1998
Centrifugal Pumps: Multi-Stage, Horizontally Split Case
PUMP CAPACITY - GALLONS PER MINUTE
D
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Figure 405-18. Selection Curves for Multi-Stage Centrifugal Pump with Horizontal Split Case 3550 rpm
Cost Estimating Manual
December 1998
Page 405-25
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Single-Stage, Double-Suction, Horizontally Split Case
Pump Mark
Cost $
Weight
Pump Mark
Cost $
Weight
1
$5,400
690
17
$6,100
930
2
$5,700
770
18
$12,800
2660
3
$6,600
1160
19
$14,700
2940
4
$7,600
1570
20
$28,300
5060
5
$12,800
2110
21
$26,400
4380
6
$15,700
2810
22
$31,400
6630
7
$15,900
2830
23
$32,700
6560
8
$5,600
740
24
$35,500
7160
9
$6,800
1160
25
$28,000
4550
10
$7,200
1380
26
$29,400
4850
11
$7,900
1740
27
$48,700
10330
12
$14,100
2520
28
$51,400
10830
13
$12,900
2390
29
$54,300
11450
14
$15,200
2810
30
$50,100
10160
15
$6,600
1130
31
$71,900
16270
16
$7,500
1610
32
$116,400
26900
– Prices are for Goulds Models 3410, 3415-DV, and 3420. Price includes coupling, guard, base,
and freight (F.O.B. shipping point).
– Pump includes cast iron case; bronze impeller, shaft sleeve, and wear rings; API 682 Seals.
– For steel case, 316 SS trim or all stainless steel, consult manufacturer.
Figure 405-19. Cost Data for Single-stage, Double-Suction Centrifugal Pumps at EDMI = 881
Cost Estimating Manual
Page 405-26
December 1998
Centrifugal Pumps: Single-Stage, Double-Suction, Horizontally Split Case
PUMP CAPACITY - GALLONS PER MINUTE
D
A
T
A
Total Differential Head - Feet
Figure 405-20. Selection Curves for Single-Stage, Double-Suction Centrifugal Pumps
Cost Estimating Manual
December 1998
Page 405-27
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Single-Stage, Double-Suction, Radially Split
Material Class
Pump Mark
B-3 Steel
E-1 12%
Chrome
F-2 316 SS
Pump & Base
Weight (lbs)
A
$50,100
$60,700
$70,500
3,400
B
$52,300
$63,500
$73,000
3,500
C
$55,800
$64,200
$76,300
4,000
D
$58,800
$70,900
$78,900
4,700
E
$52,700
$61,100
$66,200
3,500
F
$55,700
$65,800
$76,500
4,100
G
$61,400
$75,300
$89,400
5,000
H
$70,400
$87,500
$103,800
6,300
I
$76,000
$95,550
$112,700
7,200
J
$67,500
$146,800
$170,600
10,300
K
$70,900
$89,100
$104,800
6,300
L
$74,700
$95,000
$111,800
7,000
M
$83,500
$105,700
$123,900
8,000
N
$85,400
$108,200
$127,100
8,400
O
$120,400
$148,900
$173,600
10,500
P
$126,200
$156,600
$182,000
11,000
– Prices are for Bingham CD Pumps, conforming to API Standard 610 - 7th edition and
specification PMP-MS-983.
– Price includes pump, baseplate, coupling, mechanical seal (F.O.B. shipping point).
Figure 405-21. Cost Data for Single-Stage, Double-Suction, Radically Split Centrifugal Pumps at
EDMI = 881
Cost Estimating Manual
Page 405-28
December 1998
Centrifugal Pumps: Single-Stage, Double-Suction, Radially Split
D
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Figure 405-22. Selection Curves for Single-Stage, Double-Suction Radially Split Centrifugal Pumps at 3560 rpm (except as noted)
Cost Estimating Manual
December 1998
Page 405-29
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Vertical Inline
Material Class
B-1
F-2
Max Temp
212F
350F
Max Case Press
260 psi
190 psi
Pump
Mark
Pump
Eff.
$
Add for
316 SS
Imp
$
Add for
WaterJacketed
Stuffing
Box
Lbs
$
A
41 %
$2,900
$140
$3,600
190
$600
B
44 %
$3,200
$150
$3,900
200
$600
C
37 %
$3,500
$190
$5,000
400
$600
D
57 %
$3,100
$180
$4,100
200
$600
E
54 %
$3,900
$200
$5,500
390
$600
F
51 %
$4,000
$270
$7,000
490
$600
G
59 %
$4,200
$260
$6,400
430
$600
H
63 %
$4,300
$390
$7,700
520
$600
I
69 %
$5,000
$390
$9,100
610
$600
J
53 %
$3,000
$160
$3,800
190
$600
K
57 %
$3,200
$170
$4,100
200
$600
L
49 %
$3,600
$180
$5,100
360
$600
M
45 %
$3,600
$240
$5,800
440
$600
– Prices are for Goulds 3996 vertical inline pumps.
– Price includes pump, mechanical seal, coupling, coupling guard (F.O.B. shipping point).
– Prices do not include motor. See Figure 405-29 for motor prices.
– Selection curves are for maximum diameter impellers and are terminated at peak
efficiencies.
Figure 405-23. Cost Data for Non-API Vertical Inline Pumps at EDMI = 881
Cost Estimating Manual
Page 405-30
December 1998
Centrifugal Pumps: Vertical Inline
D
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Figure 405-24. Selection Curves for Non-API Inline Centrifugal Pumps; 1750 rpm
Figure 405-25. Selection Curves for Non-API Inline Centrifugal Pumps; 3500 rpm
Cost Estimating Manual
December 1998
Page 405-31
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Moderate Head, Vertical Inline
Pump
Mark
B-1 Mat’l
E-1 Mat’l
F-1 Mat’l
1
$7,000
$9,300
$11,500
2
$7,500
$9,400
3
$7,500
4
Pump
Mark
B-1 Mat’l
E-1 Mat’l
F-1 Mat’l
16
$10,000
$15,000
$18,000
$12,000
17
$10,000
$15,000
$18,000
$9,400
$12,000
18
$12,000
$17,000
$19,000
$7,800
$9,600
$12,200
19
$11,000
$16,000
$18,000
5
$7,800
$9,600
$12,200
20
$16,000
$20,000
$24,000
6
$7,800
$10,000
$12,900
21
$16,000
$20,000
$24,000
7
$7,900
$10,200
$13,000
22
$16,000
$20,000
$24,000
8
$9,000
$13,000
$15,000
23
$16,000
$20,000
$24,000
9
$8,500
$11,000
$15,000
24
$40,000
$57,000
$65,000
10
$9,000
$13,000
$15,000
25
$40,000
$57,000
$65,000
11
$9,000
$13,000
$15,000
26
$40,000
$57,000
$65,000
12
$9,000
$13,000
$15,000
27
$40,000
$57,000
$65,000
13
$14,000
$20,000
$28,000
28
$24,000
$35,000
$46,000
14
$9,000
$13,000
$15,000
29
$33,000
$40,000
$53,000
15
$17,000
$25,000
$29,000
30
$33,000
$41,000
$53,000
– Prices are for United Centrifugal Pumps (BWIP), conforming to API Standard 610 - 7th edition
and specification PMP-MS-983.
– Prices include pump, spacer coupling, threaded impeller nut, impeller wear ring, 18-8 SS
shaft sleeve, and mechanical seal (F.O.B. shipping point).
– Prices do not include motor. See Figure 405-29 for motor prices.
– For water jacketed pumps, add $400.
– For 12% chrome impellers and wear rings in material class B-1, add 12% to B-1 costs for
Marks 1 through 21, and 10% for Marks 22 through 30.
Figure 405-26. Cost Data for Moderate Head Vertical Inline API Centrifugal Pumps at EDMI = 881
Cost Estimating Manual
Page 405-32
December 1998
Centrifugal Pumps: Moderate Head, Vertical Inline
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Figure 405-27. Selection Curves for Moderate Head Vertical Inline API Centrifugal Pumps; 1800 rpm (except as noted)
Figure 405-28. Selection Curves for Moderate Head Vertical Inline API Centrifugal Pumps; 3600 rpm
Cost Estimating Manual
December 1998
Page 405-33
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: High-Speed, High-Head Vertical Inline
Vertical Pump Prices1
Pump
Mark
A
40%
Material Class
B1
F2
$8,600
Weight
Lbs
$12,500
HP
250
TEFC
XP
Weight
Lbs
3
$650
$750
110
5
$850
$980
110
C
40%
$10,000
$14,000
250
7.5
$980
$1,100
185
D
40%
$12,000
$15,000
250
10
$1,200
$1,400
185
15
$1,700
$2,000
260
20
$1,700
$2,100
260
25
$2,000
$2,500
330
F
1
Pump
Eff.
Vertical Motor Prices2
40%
$14,500
$19,500
250
H
60%
$14,600
$17,200
400
30
$2,300
$2,900
400
I
60%
$14,600
$17,200
400
40
$2,700
$3,500
730
J
60%
$14,600
$17,200
400
50
$3,600
$4,400
730
K
60%
$18,100
$19,800
400
60
$4,700
$5,600
1,100
L
60%
$21,900
$23,400
400
75
$5,700
$7,200
1,100
M
60%
$21,900
$23,400
400
100
$6,600
$9,000
1,410
N
60%
$21,900
$23,400
400
125
$8,200
$9,500
1,950
O
60%
$21,900
$23,400
400
150
$10,000
$11,000
3,200
P
60%
$21,900
$23,400
400
200
$13,000
$14,000
3,200
R
60%
$18,900
$20,900
450
S
60%
$22,700
$24,400
450
T
60%
$24,800
$26,700
450
U
60%
$30,300
$32,500
450
W
60%
$36,400
$39,700
450
Prices are for Sundyne pumps or equal conforming to API Standard 610, 7th edition and PMP-MS-983.
Price includes pump, gearbox, single mechanical seal, seal flush connections, and 600 psi raised-faced
flanges.
– To equip pump with a tandem mechanical seal, add $850 per pump.
– To comply with API plan 52, add $8,000 per pump.
– For high-capacity thrust bearings (suction pressure 450-1,000 psig), add $1,200 to pumps H through P.
– To equip pump with integral centrifugal separator (for seal fluid flush), add $750 per pump.
– To equip pump with 900 psi ring-type joint flanges, add $1,000 for material class B-1, and $3,000 for
material class F-2.
2
Motor prices are for 3,600 RPM, 230/460 Volt; 200 HP is 2,300 volts.
General
Cooling water jackets are included only with Pumps H through W.
Prices are F.O.B. shipping point.
Figure 405-29. Cost Data for High-Head, High-Speed, Vertical inline API Centrifugal Pumps at EDMI = 881
Cost Estimating Manual
Page 405-34
December 1998
Centrifugal Pumps: High-Speed, High-Head Vertical Inline
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Figure 405-30. Selection Curves for High-Head, High-Speed, Vertical Inline API Centrifugal Pumps
Cost Estimating Manual
December 1998
Page 405-35
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Vertical Sump
Material Class
A-3 Cast Iron
o
Max Temp
Pump
Mark
400oF
180 F
Pump
Eff.
Single
F-2 316 SS
Duplex
Single
Duplex
Weight
(lbs)
1
41%
$3,900
$10,000
$6,700
$18,900
400
2
48%
$4,000
$10,300
$6,900
$19,500
400
3
52%
$4,200
$11,000
$7,300
$20,900
400
4
45%
$4,200
$11,100
$7,400
$21,200
500
5
38%
$4,400
$12,000
$7,800
$23,000
500
6
38%
$4,800
$12,300
$8,400
$23,500
500
7
61%
$5,000
$12,700
$8,800
$24,300
500
8
50%
$5,100
$13,000
$9,100
$24,900
600
9
65%
$5,400
$14,100
$9,700
$27,100
500
10
42%
$6,000
$14,300
$10,700
$27,200
700
11
54%
$6,400
$15,800
$11,400
$30,000
700
12
53%
$6,500
$16,200
$11,700
$31,100
700
13
62%
$6,700
$16,900
$12,100
$32,500
800
14
66%
$6,900
$17,200
$12,500
$33,000
800
15
65%
$7,000
$17,700
$12,500
$34,100
800
16
64%
$11,900
$32,100
$22,300
$62,700
1,100
17
67%
$18,900
$21,000
$30,400
$60,700
1,100
– Prices are for Goulds Model 3171 vertical sump pumps. They are normally used for
storm water runoff or oily water.
– Price includes rubber bottom bearing, pit cover, coupling, guard, float switch, alternator, 5
feet pit depth, freight (F.O.B shipping point).
– Price does not include motor driver, see motor prices in Figure 405-29.
Figure 405-31. Cost Data for Vertical Centrifugal Sump Pumps at EDMI = 881
Cost Estimating Manual
Page 405-36
December 1998
Centrifugal Pumps: Vertical Sump
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Figure 405-32. Selection Curves for Vertical Centrifugal Sump Pumps; 1750 rpm
Figure 405-33. Selection Curves for Vertical Centrifugal Sump Pumps; 3500 rpm
Cost Estimating Manual
December 1998
Page 405-37
405
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Selection Curves & Cost Data for Pumps
Centrifugal Pumps: Vertical Turbine
Services for VIT open-type pump include
irrigation, fire pumps, service water, deep
well, drainage, municipal water supply.
Services for the VIC can-type pump include
pipeline booster, product unloading, refinery
blending, injection-secondary recovery,
ammonia transfer.
Figure 405-34. Illustrations of Vertical Turbine Pumps
Cost Estimating Manual
Page 405-38
December 1998
Centrifugal Pumps: Vertical Turbine
HP
1,800 RPM
3,600 RPM
½
$900
$900
¾
$900
1
HP
Add for
Heavy
Duty
Bearings
1,800 RPM
3,600 RPM
40
$2,000
$2,000
$150
$900
50
$2,500
$2,300
$180
$900
$900
60
$3,700
$2,900
$200
3
$900
$900
75
$2,700
$3,500
$300
5
$900
$900
100
$4,500
$4,600
$400
7½
$1,000
$900
125
$5,900
$9,200
$500
10
$1,000
$1,000
150
$7,300
$11,800
$600
15
$1,200
$1,200
200
$10,300
$13,500
$800
20
$1,300
$1,300
250
$11,000
$20,500
$500
25
$1,600
$1,300
300
$14,200
$24,800
$600
30
$1,800
$1,600
350
$16,700
$29,200
$700
Notes for Motors and Pumps:
– Prices are for Goulds model VIT open pump with flanged cast iron discharge heads, 316 SS
shaft, bronze closed impeller, bronze intermediate bearings or all 316 SS parts and FOB
shipping point.
– Add 5% for a model VIC pump—a vertical industrial can pump designed for inline applications
with low NPSH. Consult vendor if you need this pump built to API-610 Standards.
– Heavy duty bearings are required for lengths greater than 50 feet, or more than 5 stages
because of increased vertical thrust. Add cost for heavy duty bearings to motor price.
Figure 405-35. Cost Data for Vertical, Hollow-Shaft, Electrical Motors at EDMI = 881
Cost Estimating Manual
December 1998
Page 405-39
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Selection Curves & Cost Data for Pumps
Max for SingleStage Impellers
A-3 Cast Iron
F-2 316 SS
>20 Ft Lengths
Pump
Mark
Bowl
Size
1
6"
.2 HP @ 1,800
1.6 HP @ 3,600
$7,100
$200
$11,000
$1,500
2
6"
.8 HP @ 1,800
6 Hp @ 3,600
$7,300
$200
NA
NA
3
7"
.5 HP @ 1,800
4 HP @ 3,600
$7,400
$200
$11,100
$1,600
4
8"
1 HP @ 1,800
7 HP @ 3,600
$7,500
$300
$11,800
$2,000
5
6"
2.6 HP @ 1,800
20 HP @ 3,600
$8,500
$300
NA
NA
6
8"
2.6 HP @ 1,800
20 HP @ 3,600
$8,500
$300
$13,100
$2,000
7
9"
1.5 HP @ 1,800
11 HP @ 3,600
$9,800
$400
$14,700
$2,100
8
9"
4 HP @ 1,800
30 HP @ 3,600
$10,500
$400
$15,400
$200
9
9"
4 HP @ 1,800
30 HP @ 3,600
$8,200
$400
$12,300
$2,800
10
10"
8 HP @ 1,800
30 HP @ 3,600
$8,400
$500
NA
NA
11
10"
10 HP @ 1,800
75 HP @ 3,600
$9,100
$500
$16,500
$3,900
12
10"
12 HP @ 1,800
$9,200
$500
$17,400
$4,200
13
10"
15 HP @ 1,800
$9,400
$600
$16,500
$3,800
14
11"
10 HP @ 1,800
75 HP @ 3,600
$9,500
$600
$16,700
$4,600
15
12"
25 HP @ 1,800
$9,600
$700
NA
NA
16
12"
25 HP @ 1,800
$9,900
$700
$19,000
$4,800
17
12"
35 HP @ 1,800
$10,000
$700
$18,200
$5,000
18
13"
21 HP @ 1,800
170 HP @ 3,600
$10,100
$900
$20,300
$5,000
19
14"
62 HP @ 1,800
$12,100
$1,100
$24,300
$7,800
20
14"
75 HP @ 1,800
$12,300
$1,200
$25,100
$7,400
21
14"
80 HP @ 1,800
$12,300
$1,100
$25,000
$7,700
22
14"
60 HP @ 1,800
$12,300
$1,100
$26,700
$8,100
23
16"
100 HP @ 1,800
$14,400
$2,600
$28,000
$10,700
24
16"
160 HP @ 1,800
$16,200
$2,200
$28,100
$10,500
25
18"
180 HP @ 1,800
$27,300
$3,700
$48,800
$11,500
26
18"
180 HP @ 1,800
$37,400
$3,100
$35,800
$11,800
27
18"
230 HP @ 1,800
$22,000
$3,700
$40,000
$12,200
28
20"
300 HP @ 1,800
$21,500
$4,100
Consult Vendor
29
20"
240 HP @ 1,800
$18,900
$3,900
Consult Vendor
HP @ RPM
Single
Stage
Add’l
Stages
Single
Stage
Add’l
Stages
Col. Pipe
Diam
Add’l per
Foot
4"
$220
6"
$290
8"
$200
10"
$270
12"
$280
14"
$380
Electric motors with hollow shafts are standard for this pump, see Figure 405-27. Heavy duty bearings are required for
lengths greater than 50 feet, or more than 5 stages because of increased vertical thrust.
Max. temperature is 180°F for cast iron pumps; 300°F for 316 stainless steel. Max. pressure is 270 psig.
Prices for pump marks 1–24 include cast iron discharge heads; 25–29, fabricated discharge heads.
Fabricated discharge heads are designed for high pressure or high capacity. Consult vendor to adjust price for fabricated
discharge heads in lieu of cast iron heads for pump marks 1 through 24.
Figure 405-36. Cost Data for Vertical Turbine Pumps at EDMI = 881
Cost Estimating Manual
Page 405-40
December 1998
Centrifugal Pumps: Vertical Turbine
D
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T
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Figure 405-37. Selection Curves for Single-Stage Vertical Turbine Pumps; 1800 rpm
Figure 405-38. Selection Curves for Single-Stage Vertical Turbine Pumps; 3600 rpm
Cost Estimating Manual
December 1998
Page 405-41
405
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Selection Curves & Cost Data for Pumps
Reciprocating Pumps: General Service, Horizontal, Valve-Plate Steam
Maximum Liquid End
Working Pressure
psig
2503
(Type VC)
Fully Bronze
Fitted
$
All Iron
Fitted
$
Capacity1
gpm
Size2
12
3×2×3
$19,400
$22,300
29
4.5 × 2.75 × 4
$28,100
$32,300
78
6×4×6
$34,300
$39,400
123
7.5 × 5 × 6
$40,000
$46,000
168
9 × 5.25 × 10
$42,800
$49,200
220
10 × 6 × 10
$46,300
$53,200
300
10 × 7 × 10
$48,400
$55,600
1
Capacities listed are for viscosity not over 250 SSU. For higher viscosity, refer to Figure 405-7
to adjust capacity and then adjust pump price accordingly.
2 Sizes shown are diameter of steam cylinder times diameter of liquid cylinder times stroke
length.
3 Prices are for Ingersoll Dresser Pumps (Type VC), conforming to API standard 674 (F.O.B.
shipping point).
– Add $700 for mechanical lubricator (used primarily for lubricating steam side).
–
Add $1,400 for three-feed lubricator (used for lubricating steam side and liquid side at
stuffing box).
Figure 405-39. Cost Data for General Service, Horizontal, Valve-Plate Steam Reciprocating Pumps
at EDMI = 881
Cost Estimating Manual
Page 405-42
December 1998
Reciprocating Pumps: Horizontal Simplex, Side-Pot Steam
Reciprocating Pumps: Horizontal Simplex, Side-Pot Steam
Maximum Working Pressure & Prices
Max
Capacity1
GPM
Size: Dia Stm Cyl × Dia
Liq Cyl × Stroke
(Inches)
600 psi (ARL)
Cast Iron
Cylinder Disc.
Valves
750 psi (ARLH)
Steel Cylinder
Disc. Valves
20
6×3×8
$20,600
$26,800
46
6 × 4 × 12
8 × 4 × 12
$25,600
$33,300
10 × 4 × 12
$37,400
$48,600
6 × 5 × 12
$27,100
$35,200
75
105
150
140
270
375
500
8 × 5 × 12
$28,500
$37,100
10 × 5 × 12
$25,900
$33,700
12 × 6 × 12
$35,100
$45,600
8 × 6 × 12
$32,000
$41,600
10 × 6 × 12
$28,200
$36,700
12 × 6 × 12
$31,100
$40,400
8 × 7 × 12
$36,200
$47,100
10 × 7 × 12
$30,900
$40,100
12 × 7 × 12
$33,400
$43,400
14 × 7 × 12
$36,600
$47,500
8 × 6 × 18
$28,500
$37,100
10 × 6 × 18
$36,400
$47,300
12 × 6 × 18
$48,600
$63,200
10 × 8.5 × 18
$46,500
$60,500
12 × 8.5 × 18
$58,400
$75,900
14 × 8.5 × 18
$60,400
$78,500
16 × 8.5 × 18
$78,800
$102,400
18 × 8.5 × 18
$95,100
$123,600
12 × 10 × 18
$56,200
$73,000
14 × 10 × 18
$62,200
$80,800
16 × 10 × 18
$68,300
$88,800
18 × 10 × 18
$82,700
$107,500
20 × 10 × 18
$97,500
$126,700
14 × 12 × 24
$88,400
$114,900
16 × 12 × 24
$104,000
$135,200
18 × 12 × 24
$121,700
$158,200
20 × 12 × 24
$141,500
$184,000
Add for Water-Cooled
Stuffing Box
Cylinder:
Cast Iron
Cylinder:
Steel
29%
19%
20%
13%
1
Capacities listed are for viscosity not over 250 SSU. For higher viscosity, adjust capacity by reference to Figure 405-5
and price pump accordingly.
2 Prices are for Ingersoll Dresser Pumps conforming to API Standard 674 (F.O.B. shipping point).
– Add $700 for mechanical lubricator (for lubricating steam side).
–
Add $1,200 for two-feed mechanical lubricator (for lubricating steam & liquid sides at stuffing box).
Figure 405-40.Cost Data for Horizontal Simplex, Side-Pot Steam Reciprocating Pumps at EDMI = 881
Cost Estimating Manual
December 1998
Page 405-43
D
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405
D
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Selection Curves & Cost Data for Pumps
Reciprocating Pumps: Horizontal Duplex, Side-Pot Steam
Maximum Working Pressure &
Prices2
Max
Capacity1
GPM
Size
Dia Stm Cyl x Dia Liq Cyl x
Stroke (Inches)
500 psi (ARL)
Cast Iron
Cylinder Disc.
Valves
Add for Water-Cooled
Stuffing Box
750 psi (ARLH)
Steel Cyl. Wing
Valves
60
6×4×6
$33,200
$43,200
100
10 × 4.5 × 10
$40,100
$52,100
150
210
295
275
370
540
750
815
1150
8 × 5 × 12
$35,600
$46,300
10 × 6 × 12
$50,000
$65,000
12 × 4 × 12
—-
—
8 × 6 × 12
$40,000
$52,000
10 × 6 × 12
$50,000
$65,000
12 × 6 × 12
$50,800
$66,100
14 × 7 × 12
$55,400
$72,000
10 × 7 × 12
$54,800
$71,200
12 × 7 × 12
$54,500
$70,800
12 × 6 × 12
$50,800
$66,100
10 × 6 × 18
$65,300
$84,900
12 × 7 × 18
$92,700
$120,500
14 × 7 × 18
$93,800
$121,900
10 × 7 × 18
$71,600
$93,100
12 × 7 × 18
$92,700
$120,500
14 × 7 × 18
$93,800
$121,900
12 × 8.5 × 18
$103,800
$134,900
14 × 8.5 × 18
$107,300
$139,500
16 × 8.5 × 18
$110,800
$14,400
12 × 10 × 18
$117,200
$152,400
14 × 10 × 18
$124,400
$161,700
16 × 10 × 18
$128,200
$166,700
18 × 10 × 18
$140,500
$182,600
14 × 10 × 24
$165,800
$216,500
16 × 10 × 24
$170,900
$222,000
18 × 10 × 24
$187,300
$243,500
20 × 10 × 24
$257,900
$335,300
18 × 12 × 24
$206,700
$268,700
20 × 12 × 24
$242,000
$314,600
Cylinder:
Cast Iron
Cylinder:
Steel
37%
19%
19%
13%
1
Capacities listed are for viscosity not over 250 SSU. For higher viscosity, adjust capacity by reference to Figure 405-5
and price pump accordingly.
2 Prices are for Ingersoll Dresser Pumps conforming to API Standard 674 (F.O.B. shipping point).
– Add $700 for mechanical lubricator (for lubricating steam side).
–
Add $1,400 for three-feed mechanical lubricator for duplex pumps (for lubricating steam and liquid sides at
stuffing box).
Figure 405-41. Cost Data for Horizontal Duplex, Side-Pot Steam Reciprocating Pumps at EDMI = 881
Cost Estimating Manual
Page 405-44
December 1998
Reciprocating Pumps: Horizontal Simplex, Close-Clearance Steam
Reciprocating Pumps: Horizontal Simplex, Close-Clearance Steam
Maximum Working Pressure & Prices2
Max.
Cap.1
GPM
Size
Dia. Stm Cyl × Dia Stm
Cyl × Stroke (Inches)
12
6×3×8
27
6 × 4 × 12
62
750 psi
Steel Cylinder Disc
Valves
$31,300
$36,000
$29,400
$33,800
8 × 5 × 12
$32,000
$36,800
10 × 5 × 12
$31,900
$36,800
$34,000
$39,000
$36,000
$41,000
14 × 7 × 18
$41,200
$52,900
10 × 8 × 18
$50,000
$57,500
14 × 8.5 × 18
$64,500
$74,200
12 × 10 × 18
$61,000
$70,000
$72,200
$83,000
8 × 4 × 12
43
600 psi
Cast Iron Cyl. Disc
Valves
6 × 5 × 12
6 × 6 × 12
8 × 6 × 12
10 × 6 × 12
84
8 × 7 × 12
10 × 7 × 12
12 × 7 × 18
14 × 7 × 18
108
8 × 7 × 18
10 × 7 × 18
12 × 7 × 18
160
12 × 8.5 × 18
220
12 × 8.5 × 18
16 × 10 × 18
For service likely to accumulate air or vapor within the body of the pump (e.g., relief drum
pump-out service), select a close-clearance pump.
1
Capacities listed are for viscosity not over 250 SSU. For higher viscosity, adjust capacity by
referring to Figure 405-5 and price pump accordingly.
2 Prices are for Ingersoll Dresser Pumps (Type AO-HIVOL), conforming to API Standard 674
(F.O.B. shipping point). Add $740 for mechanical lubricator.
Figure 405-42. Cost Data for Horizontal Simplex, Close-Clearance Reciprocating Steam Pumps at
EDMI = 881
Cost Estimating Manual
December 1998
Page 405-45
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Selection Curves & Cost Data for Pumps
Reciprocating Pumps: Plunger Power
Pump Mark
Pump Size1
1
2"
2
Pump Cost2
Type of Drive
HP Limit3
$13,000
V-belt
30
3"
$14,900
V-belt
60
3
3H"
$15,800
V-belt
60
4
4"
$26,300
Direct
125
5
5"
$41,000
Direct
165
6
6H"
$45,300
Direct
202
1
Pump size listed in table is pump stroke. “H” designates high pressure.
All prices are for Wilson Snyder Triplex Plunger Pumps. Price includes pump and base
plate extended for driver, coupling and guard or V-belts, sheaves, guards with adjustable mounts (F.O.B. shipping point).
Price does not include motor driver (1800 RPM). Direct drive includes gear reducer.
Add $1,100 for mechanical lubricators.
3 Discharge pressure is maximum for each size. Driver horsepowers are for suction
pressures (psig.) of 5% of discharge or less. When suction pressure exceeds 5% of
discharge pressure, calculate brake horsepower using an efficiency of 85%.
General
– Cylinders are forged steel. All valves, seats, and plunger are hardened 410 SS.
2
– Maximum operating temperature is 300°F.
– Capacities listed are for viscosity not over 250 SSU. For higher viscosity, refer to
Figure 405-5 and adjust capacity and price.
Figure 405-43. Cost Data for Plunger Power Reciprocating Pumps at EDMI = 881
Cost Estimating Manual
Page 405-46
December 1998
Reciprocating Pumps: Plunger Power
D
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Figure 405-44. Selection Curves for Plunger Power Reciprocating Pumps
Cost Estimating Manual
December 1998
Page 405-47
405
D
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Selection Curves & Cost Data for Pumps
Reciprocating Pumps: Diaphragm Proportioning
Pump
Steel
316SS
Carpenter 20
Hastelloy C
Plastic
Weight Lbs
G1
—
$3,000
$3,600
$6,000
$3,000
300
G2
—
$3,600
$4,300
$7,200
$3,600
300
G3
—
$3,600
$4,300
$7,200
$3,600
300
G4
—
$3,800
$4,600
$7,600
$3,800
400
H1
—
$3,700
$4,500
$7,400
$3,700
400
H2
—
$3,700
$4,500
$7,400
$3,700
400
H3
—
$3,600
$4,300
$7,200
$3,600
400
H4
—
$3,800
$4,600
$7,600
$3,800
400
J1
$8,100
$6,500
$7,800
—
—
1,000
J2
$8,000
$6,400
$7,700
—
—
1,000
J4
$8,100
$6,500
$7,800
—
$6,500
1,000
J5
$9,000
$7,200
$8,600
—
$7,200
1,000
J6
$9,500
$7,700
$9,300
—
$7,700
1,000
– Pump prices are for Milton Roy Milroyal series simplex proportioning pumps conforming to API
Standard 675 (F.O.B. shipping point).
– Plastic pumps are limited to 150 psig.
– Carpenter 20 ball checks and seats, cast iron head.
– For motor prices, see Figure 405-48.
Figure 405-45. Cost Data for Diaphragm Proportioning Reciprocating Pumps at EDMI = 881
Cost Estimating Manual
Page 405-48
December 1998
Reciprocating Pumps: Diaphragm Proportioning
D
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Figure 405-46. Selection Curves for Diaphragm Proportioning Reciprocating Pumps
Cost Estimating Manual
December 1998
Page 405-49
405
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Selection Curves & Cost Data for Pumps
Reciprocating Pumps: Plunger Proportioning (Motors and Pumps)
Pump
Selection
316 SS
Carpenter 20
Plastic
A1
$2,600
$3,100
$5,600
A2
$3,300
$3,800
$5,700
A3
$3,300
$3,800
$5,700
A4
$3,300
$3,800
$5,900
A5
$3,900
$4,500
$6,200
B1
$5,800
$6,700
$5,600
B2
$5,800
$6,700
$5,700
B3
$3,300
$3,800
$5,700
B4
$3,300
$3,800
$5,900
B5
$6,900
$8,000
$6,200
C1
$5,800
$6,700
$5,600
C2
$5,900
$6,800
$5,900
C3
$6,600
$7,600
$6,200
C4
$6,900
$8,000
$6,300
C5
$8,700
$10,000
$7,200
C6
$10,600
——
——
– Prices are for Milton Roy Milroyal series simplex proportioning pumps (F.O.B. shipping
point).
– Pumps conform to API Standard 675.
– Plastic pumps limited to 150 psig max.
– Duplex pumps are two simplex pumps driven by a single motor. The capacity of a
duplex pump is the combined capacities of the two simplex pumps if both handle the
same stream. Duplex pumps can handle two different streams at different operating
conditions. The cost of a duplex pump without driver is approximately equal to the cost
of two simplex pumps. To select a motor for a duplex pump, add the horsepower
shown for each selected simplex pump.
Figure 405-47. Cost Data for Plunger Proportioning Reciprocating Pumps at EDMI = 881
Cost Estimating Manual
Page 405-50
December 1998
Reciprocating Pumps: Plunger Proportioning (Motors and Pumps)
1
Motor HP
Motor Prices1
Motor HP
Motor Prices1
1/4
$230
2
$280
1/3
$230
3
$280
1/2
$230
5
$300
3/4
$250
7-1/2
$450
1
$280
10
$510
1-1/2
$280
Totally enclosed flange mounted, 3 phase, 440 volts.
Figure 405-48. Cost Data for Proportioning Pump Motors at EDMI = 881
Figure 405-49. Selection Curves for Plunger Proportioning Pumps
Cost Estimating Manual
December 1998
Page 405-51
D
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405
D
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Selection Curves & Cost Data for Pumps
Rotary Pumps: Large and Small
Internal Bearing
Mark
RPM
B1
External Bearing
Cost
1750
RPM
$4,000
Cost
1750
$3,200
B2
$4,100
$3,300
C1
$4,400
$3,500
C2
$4,800
$4,000
C3
$5,200
$4,400
D1
$5,900
$5,000
D2
1150
$6,100
1150
$7,100
$6,000
E2
$7,400
$6,200
$8,000
$6,900
E4
$8,700
$7,300
E5
$9,800
$8,100
870
350
300
$5,100
E1
E3
Max. Case
Working
Pressure (psig)
– Estimate motor costs based on 1800 rpm.
– Prices are for Ingersoll Dresser Seir-bath Gearex pumps conforming to API Standard 676
(F.O.B. shipping point) with pump, base, packed stuffing box, flexible coupling and guard.
– For cast -steel case, multiply price for cast iron pump by 1.4.
Figure 405-50. Cost Data for Large Rotary Pumps at EDMI = 843
Size
GPM
HP @ 100 psi
Cost
1
2.2
1/2
$534
2
6
1
$624
3
10
1.5
$798
4
18
2
$892
5
20
2
$892
6
35
7.5
$1,758
– Estimate motor costs based on 1800 rpm.
– Prices are for Viking Cast Iron Pumps with mechanical seal, relief
valve, coupling, and steel base (F.O.B. shipping point).
–
For cast-steel case, multiply cost of cast-iron pump by 2.
–
For 316 SS case, multiply cost of cast-iron pump by 4.
– Pumps conform to Hydraulic Institute standards for general service
applications.
Figure 405-51. Cost Data for Small Rotary Pumps at EDMI = 881
Cost Estimating Manual
Page 405-52
December 1998
Rotary Pumps: Large and Small
D
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Figure 405-52. Selection Curves for Large Rotary Pumps
Cost Estimating Manual
December 1998
Page 405-53
Cost Estimating Manual
406
Electric Motor Drivers
Acronyms and Applications
Following are the acronyms and typical applications for motor enclosures:
Open Drip-Proof Enclosure (DP), for clean and dry areas
Totally Enclosed Fan-Cooled (TEFC), for continuous duty process
plants and offplot areas
Weather-Protected Type II (WPII), for continuous duty process plants
and offplot areas and most outdoor environments
Totally Enclosed Air-to-Air Cooled (TEAAC), for continuous duty
process plants and offplot areas, non-adhering dusty environments,
and offshore platforms (recommended in lieu of WPII enclosures)
Cost Data For Electric Motors
See “Cost Data for Electric Motor Drivers,” next, for estimating 230/460v
and 2300/4000v horizontal, squirrel-cage induction motors.
✎
Although high-efficiency motors are justified for most installations, you may wish to read
about them in the appropriate sections of the Chevron Driver Manual or consult with
CRTC specialists.
Cost Estimating Manual
April 1995
Page 406-1
406
Cost Data for Electric Motor Drivers
Cost Data for Electric Motor Drivers
D
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3600 RPM
1800 RPM
Cost in $
Weight
Cost in $
Enclosure
DP
HP
1
SE
TEFC
HE
110
Weight
Enclosure
SE
DP
HE
150
Lbs
SE
TEFC
HE
SE
HE
Lbs
20
100
170
160
200
60
1.5
140
180
170
220
50
120
180
170
230
70
2
160
200
200
250
60
130
200
200
250
80
3
170
200
280
400
80
150
250
260
300
90
5
200
300
340
400
100
170
300
300
400
100
7.5
250
400
380
600
150
250
400
400
500
150
10
300
500
450
700
170
300
500
500
600
200
15
400
700
640
900
260
400
700
600
900
250
20
500
800
780
1,100
300
500
800
800
1,100
300
25
600
950
1,000
1,300
400
600
900
800
1,300
400
30
650
1,100
1,200
1,700
500
700
1,100
1,200
1,500
450
40
900
1,400
1,500
2,200
550
800
1,300
1,400
2,000
550
50
1,100
1,700
2,000
2,900
600
1,000
1,600
1,800
2,500
600
60
1,300
1,900
2,500
3,700
800
1,400
1,900
2,500
3,700
800
75
2,000
2,500
3,300
4,700
850
1,700
2,300
3,200
4,300
850
100
2,600
3,300
4,400
6,300
900
2,300
3,000
4,100
5,600
1,200
125
3,300
4,100
5,700
8,200
1,100
2,800
3,500
5,300
7,700
1,300
150
4,000
5,000
6,800
9,900
1,200
3,600
5,000
6,100
8,900
1,400
200
5,200
7,700
8,700
12,500
1,400
4,400
6,500
7,400
10,800
1,600
250
6,400
9,300
10,500
15,800
1,500
6,200
8,900
9,500
13,600
1,700
300
8,600
12,000
13,300
18,900
1,700
7,700
10,000
10,900
12,600
1,900
350
13,100
11,400
14,400
1,900
15,800
2,100
SE = Standard Efficiency; HE = High Efficiency
Prices are based on the following:
- Reliance Motors.
- Service factor of 1.15 (at Class F temperature rise) continuous for DP and TEFC motors.
- 460-volt rating (except for 100 hp and less) prices also apply to 230v motors. Above 100 hp add 7 percent
for 230v motors.
- Prices for 200 hp and up include WPII enclosures (rather than DP) to satisfy noise requirements.
- Severe duty.
- Specifications: DRI-MS-1824 and ANSI/IEEE-841 (1986).
Prices exclude:
- Company-required tests.
- Design allowance.
- Freight & sales tax.
- Base, foundation, installation, connection.
General notes:
- Class F insulation with Class B rise.
- Space heaters with separate conduit box on 100 hp and up.
- NEMA Design B, normal starting torque.
- Motor noise level not exceeding 85 dBA at three (3) feet.
Figure 406-1. Cost Data for 230/460v Motors at EDMI=843
Cost Estimating Manual
Page 406-2
April 1995
Cost Data For Electric Motors
3600 RPM
1800 RPM
Cost in $
Weight
Cost in $
Enclosure
WPII
HP
GP/SE
Enclosure
TEFC-XT
SP/HE
Weight
GP/SE
SP/HE
WPII
Lbs
300
GP/SE
TEFC-XT
SP/HE
GP/SE
SP/HE
Lbs
22,600
25,300
27,000
29,700
5,400
350
25,100
28,400
33,000
36,300
5,400
24,300
27,300
29,100
32,000
5,400
400
27,700
31,400
36,400
40,100
6,000
25,500
28,600
30,400
33,600
7,500
500
32,900
37,300
41,700
46,100
6,000
30,300
34,000
36,200
39,800
7,500
600
37,900
43,000
48,000
53,100
6,000
29,800
33,900
28,500
42,600
7,500
700
44,000
49,800
57,700
63,600
6,000
32,700
37,200
42,200
46,700
7,000
800
47,800
54,200
59,600
66,000
7,000
35,600
40,500
45,900
50,800
7,000
900
52,800
59,900
65,800
72,900
7,000
39,200
44,600
50,600
56,000
7,000
1,000
57,600
65,200
71,800
79,400
7,000
42,200
48,000
54,400
60,200
9,000
GP = General Purpose (specification DRI-MS-4814)
SP = Special Purpose (specification DRI-MS-3903 & API 541)
SE = Standard Efficiency
HE = High Efficiency
Prices are based on the following:
- Reliance standard LAC high efficiency motors.
- Service factor of 1.0 Continuous; for 1.15 Continuous, add 8 percent (not recommended).
- Oversized conduit box.
- Rotor balance verification per MAC-EG-3546.
- TEFC-extra tough (TEFC-XT) includes Class F sealed insulation system, breather drains, ground lug in conduit
box, cast iron frame, end shields and inner cap, shaft slinger, epoxy-coated rotor and stator.
Additional costs:
- To include a sealed insulation system on the WPII enclosure, add $1,100.
- For 4000v rating, add the following:
- 300 to 600 hp, add 15 percent.
- 700 to 1000 hp, add 12.5 percent.
Prices exclude:
- Company-required tests.
- Design allowance.
- Freight & sales tax.
- Base, foundation, installation, connection.
Tests
- Perform rated-temperature run and efficiency tests per DRI-MS-3547 on SP (special purpose —
critical or non-spared service) motors. Perform rated-temperature tests on all 3600 rpm motors 600 hp
and above to assure mechanical stability; additional cost is approximately $4,200.
- Specifying other factory tests or accessories can add significant cost.
General
- Class F insulation with Class B rise.
- Space heaters with separate conduit box on 100 hp and up.
- NEMA Design B, normal starting torque.
- Motor noise level not exceeding 85 dBA at three (3) feet.
Figure 406-2. Cost Data for 2300/4000v Motors, 300-1,000 HP at EDMI=843
Cost Estimating Manual
April 1995
Page 406-3
D
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406
Cost Data for Electric Motor Drivers
3600 RPM
D
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T
A
1800 RPM
Cost in $
Weight
Cost in $
Enclosure
WPII
HP
GP/SE
Enclosure
TEAAC-XT
SP/HE
Weight
GP/SE
SP/HE
WPII
Lbs
GP/SE
TEAAC-XT
SP/HE
GP/SE
SP/HE
Lbs
1,250
62,500
71,800
86,600
95,800
6,000
42,700
49,500
63,900
70,700
6,000
1,500
73,200
84,000
101,400
112,200
6,000
49,000
56,900
70,600
78,500
6,000
1,750
83,900
96,300
115,200
128,600
7,000
55,400
64,300
82,900
91,700
7,000
2,000
94,600
108,600
131,000
145,000
7,000
61,700
71,600
92,400
102,300
7,000
2,250
85,800
101,400
138,000
153,600
8,000
60,000
70,800
96,400
107,300
8,000
2,500
94,500
111,700
152,000
169,200
9,000
65,500
77,400
105,400
117,300
9,000
*
76,200
90,000
122,600
136,500
15,000
3,000
*
*
*
*
* = Consult Vendor
GP = General Purpose (specification DRI-MS-4814)
SP = Special Purpose (specification DRI-MS-3903 & API 541)
SE = Standard Efficiency
HE = High Efficiency
Prices are based on the following:
- Reliance standard LAC high-efficiency motors.
- Service factor of 1.0 Continuous; for 1.15 Continuous, add 8 percent (not recommended).
- Oversized conduit box.
- Rotor balance verification per MAC-EG-3546.
Additional costs:
- To include a sealed insulation system on the WPII enclosure, add $1,100.
- For 4000v rating, add the following:
- 1250 to 2000 hp, add 10 percent.
- 2250 to 3000 hp, add 5 percent.
Prices exclude:
- Company-required tests.
- Design allowance.
- Freight & sales tax.
- Base, foundation, installation, connection.
Tests
- Perform rated-temperature run and efficiency tests per DRI-MS-3547 on SP (special purpose
—critical or non-spared service) motors. Perform rated-temperature tests on all 3600 rpm motors 600 hp
and above to assure mechanical stability; additional cost is approximately $4,200.
- Specifying other factory tests or accessories can add significant cost.
General
- Class F insulation with Class B rise.
- Space heaters with separate conduit box on 100 hp and up.
- NEMA Design B, normal starting torque.
- Motor noise level not exceeding 85 dBA at three (3) feet.
Figure 406-3. Cost Data for 2300/4000v Motors; 1,250 to 3,000 HP at EDMI = 843
Cost Estimating Manual
Page 406-4
April 1995
407
Steam Turbines
his section includes procedures for estimating steam rates. “Cost Data for Steam
Turbines,” later in this section, provides cost data for single- or multi-stage steam
turbines. These turbines meet the requirements of API Standard 611 General Purpose
Steam Turbines.
T
✎
Before you begin cost estimating a steam turbine, refer to the Chevron Driver Manual for
information on designing turbines and selecting large drivers for refineries.
Estimating Single-Stage Non-Condensing Steam Turbines
Application
Steps for Estimating
Steam Rates & Costs
1
For requirements up to 1200 horsepower.
Estimating steam rates and costs for single-stage non-condensing steam
turbines involves three main steps.
SELECT THE TURBINE
From Figure 407-1, select the turbine classification to meet the known
operating conditions.
2
SELECT INITIAL TURBINE COST AND WHEEL SIZE
From Figure 407-9 (found later in this section), select the initial turbine
cost and wheel size that corresponds to the required horsepower and
turbine classification.
See the notes for various cost adjustments.
Maximum Operating
Conditions & Material
Max. Inlet Steam Press. psig.
Class
1
3
HBP1
250
600
600
250-375
Max. Exhaust Press. psig.
60
100
Max. Inlet Steam Temp.oF
500
750
750
Cast Iron
Cast Steel
Cast Steel
Steam Chest Material
1
HBP = High Back Pressure
Figure 407-1. Turbine Classification
Cost Estimating Manual
April 1995
Page 407-1
407
Steam Turbines
Add a percentage for design allowance (Section 303).
Calculate the freight cost by multiplying the turbine weight by the
freight rate.
Adjust the total cost by the appropriate EDMI index ratio (Section
301).
Add sales tax (Section 305).
✎
3
In general, a turbine with the largest available wheel size is the most economical for
continuous duty, based on combined costs of investment and operating. The energy
savings associated with the larger wheel more than offset the incremental increase
in cost. If the operating duty is intermittent, analyze the costs to select the most
economical turbine.
FIND STEAM COST
To find the steam cost of a single-stage turbine:
Find the base steam rate in Figure 407-2.
Figure 407-2. Base Steam Rate
Cost Estimating Manual
Page 407-2
April 1995
Estimating Single-Stage Non-Condensing Steam Turbines
Wheel-Diameter Correction Factor
Horsepower Correction Factor
Exhaust-Pressure Correction Factor
Superheat Correction Factor
Figure 407-3. Correction Factors for Single-Stage, Non-Condensing Steam Turbines
Multiply it by the other correction factors in Figure 407-3.
S=(BS) x (W) x (EP) x (HP) x (SH)
Where:
S =
BS =
W =
EP =
HP =
SH =
Approximate Steam Rate Lb/HP-HR
Base Steam Rate Lbs/HP-HR (Figure 407-2)
Wheel Size Factor (Figure 407-3)
Exhaust Pressure Factor (Figure 407-3)
Horsepower Factor (Figure 407-3)
Superheat Factor (Figure 407-3)
Cost Estimating Manual
April 1995
Page 407-3
407
Steam Turbines
Determine turbine wheel size and speed before using the chart.
Use these curves for single-stage turbines of any horsepower the
turbine can develop with the available steam conditions.
The horsepower correction factor is 1.0 for all turbines over 250
horsepower.
Find the total steam flow by multiplying the rate (lb/hp-hr) by the total
horsepower.
Example of Estimating a Single-Stage Non-Condensing Steam Turbine
Description
Determine the cost and steam use of an intermittent-duty 100 HP steam
turbine operating at 3550 RPM.
Inlet steam conditions are 150 psig at 366°F.
Exhaust steam is 45 psig.
The value of steam is $2 per 1000 lbs.
The operating period is one year with a 10 percent operating factor.
Analysis
See Figure 407-4.
Source
Figure 407-1
Selection Criteria
Analysis & Conclusion
Class 1 is satisfactory
Class
14"
18"
22"
$19,500
$19,500
$24,500
8,200
6,900
6,000
Steam Cost, 1 yr at 10 percent
operating factor
$14,400
$12,200
$10,500
Total Cost
(Initial & operating)
$33,900
$31,700
$35,000
Conclusion
Most economical selection
Figure 407-9
Wheel Size
Initial Turbine Cost
Figures 407-2 & 407-3 Steam Consumption (lb/hr)
✔
Figure 407-4. Example of Estimating a Single-Stage, Non-Condensing, Steam Turbine:
Analysis & Conclusion (EDMI = 798)
Estimating Multi-Stage Condensing and Non-Condensing Steam Turbines
Application
Steps for Estimating
Steam Rates & Costs
1
For requirements of 1000 horsepower and above.1
Estimating steam rates and costs for multi-stage condensing and
non-condensing steam turbines consists of four steps.
Normally, you would select this turbine when the operating duty is continuous (rather than single-stage non-condensing).
Cost Estimating Manual
Page 407-4
April 1995
Estimating Multi-Stage Condensing and Non-Condensing Steam Turbines
Frame
Inlet
Pressure/
Inlet Temp
psig/F
Exhaust
Pressure
(psig)
Horsepower
Comments
K
400/600
75
5,500
Single valve
U
650/850
200
6,500
Single valve
R
900/900
400
15,000
Single valve/multi-valve
Figure 407-5. Multi-Stage Steam Turbines—Maximum Frame Limits
1
SELECT THE TURBINE
From the table of frame limits in Figure 407-5, select a turbine to meet the
known operating conditions.
2
DETERMINE THE COSTS BASED ON HP
Turn to Figure 407-10.
Enter the curve with the approximate horsepower to find the cost for
the selected frame size.
See the various notes for cost adjustments.
Add a percentage for design allowance (Section 303).
Add the noted freight cost, if applicable.
Adjust the total cost by the appropriate EDMI index (Section 301).
Add sales tax (Section 305).
3
FIND THE APPROXIMATE STEAM RATE
See Figures 407-6 and 407-7.
Figure 407-6. Theoretical Steam Rate Table (TSR) Lb/HP-Hr for Multi-Stage Condensing & Non-Condensing Steam Turbines
Cost Estimating Manual
April 1995
Page 407-5
407
Steam Turbines
Find the approximate steam rate, as follows:
TS
S = x SF x SH
BE
Where: S
TS
BE
SF
SH
=
=
=
=
=
Approximate Steam Rate Lb/HP-HR
Theoretical Steam Rate (Figure 407-6)
Basic Efficiency (Figure 407-7)
Speed Factor (Figure 407-7)
Superheat Correction Factor (Figure 407-7)
Basic Efficiency of
Multi-Stage Condensing Turbines
Basic Efficiency of Multi-Stage,
Non-Condensing Turbines
Superheat Correction Factor
Speed Factors
Figure 407-7. Adjustment Factors for Steam Rates for Multi-Stage Condensing & Non-Condensing
Steam Turbines
Cost Estimating Manual
Page 407-6
April 1995
Reduction Gears
4
DETERMINE THE TOTAL COST OF THE TURBINE
The total cost of the turbine (for comparison with alternative turbine
selections) is the sum of the initial cost plus the steam cost.
Example of Estimating a Multi-Stage Non-Condensing Steam Turbine
Description
Analysis
Determine the cost and steam consumption of a continuous duty (91
percent operating factor), non-condensing, multi-stage 5500 HP steam
turbine.
Turbine is operating at 7300 RPM.
Inlet steam conditions are 450 psig, 500°F (44°F super-heat).
Exhaust steam is 150 psig.
Value of steam is $4 per 1000 lbs. with a one-year operating period.
See Figure 407-8.
Source
Figure 407-5
Table of Frame Limits
Figure 407-10 Curve
Selection Criteria & Calculations
Costs
Select U-frame turbine
Enter curve at 5500 HP to find turbine cost
$430,000
Deduct 10 percent for non-condensing
turbine
<$43,000>
Subtotal Initial Cost
Figures 407-6
& 407-7
$387,000
Theoretical Steam
Rate
28.9 lb/hp-hr
Basic Efficiency
0.745
Speed Factor
1.038
Superheat Factor
1.003
Approx Steam Rate
(28.9/0.745) x 1.038 x 1.003 = 40.5 lb/hp-hr
Total Steam Flow
40.5 lbs/hr-hp x 5500 hp = 223,000 lbs/hr
Subtotal Steam Cost
$4/1000 x 223,000 x 8,760 hrs x 91%
$7,136,000
Total Cost (initial & steam)
$7,523,000
Figure 407-8. Example of Estimating a Multi-Stage, Non-Condensing, Steam Turbine:
Analysis & Conclusion (EDMI = 850)
Reduction Gears
Select the reduction gear for the required speed:reduction ratio and
horsepower from Figure 407-11.
Cost Estimating Manual
April 1995
Page 407-7
407
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Cost Data for Steam Turbines
Cost Data for Steam Turbines
Turbine Prices and Wheel Sizes for
Single-Stage Non-Condensing Steam Turbines
Wheel Sizes
14"
Weight Lbs.
1,000
HP by Class
10 through 200
30 through 400
1
19,500
18"
1,300
3
1
2,200
3
HBP1
22"
28"
2,000
2,600
1
3
1
3
22,000
19,500
22,000
31,000
60 through 800
24,500
27,500
200 through 800
28,000
31,000
900 through 1200
32,200
35,700
1
HBP=high back pressure (price is for 250 psig; add 10 percent for 375 psig)
Prices:
- For Elliott Steam Turbines or equal with mechanical governor, oil ring lubrication, and
dynamic balance per API specifications.
- FOB East Coast.
Additional costs:
- For West Coast prices, add $30 per 100 lbs.
- For Woodward Oil Relay Governor (PG), add $5300.
- For base plate, add $1800.
- For insulation and jacket, add $4300.
Cost basis:
- From informal discussion with major suppliers.
- From current market pricing or list price (but not low bids).
Excludes:
- Design allowance
- Taxes
- Freight
- Installation
Figure 407-9. Turbine Prices & Wheel Sizes for Single-Stage Non-Condensing Steam Turbines at EDMI=798
Cost Estimating Manual
Page 407-8
April 1995
Estimating Multistage Steam Turbines
Estimating Multistage Steam Turbines
D
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Prices are for Coppus Murray Steam Turbines.
Turbine cost is based on API Standard 611 (general requirements).
Add $40,000 to turbine cost for API Standard 612 (Special Purpose Turbines) if required. Special
purpose turbines drive equipment that is not spared or is in critical service.
Turbine costs do not include design allowance or sales tax.
Consult manufacturer for turbine speeds greater than 7500 rpm.
Add $1500 for freight cost to East or West Coasts.
Costs are for condensing turbines. Deduct 10% for non-condensing turbines.
Figure 407-10. Estimating Prices Based on Horsepower for Multi-Stage Steam Turbines at
EDMI=850
Cost Estimating Manual
April 1995
Page 407-9
407
Cost Data for Steam Turbines
Speed Reduction Ratio
D
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2:1
3:1
4:1
Separate Gearbox
Input/output Speed (rpm)
3600/1800
3600/1200
3600/900
Price ($)1
2
Maximum HP
1
2
3
Wt,Lbs
75
75
75
3150
209
150
150
150
6275
265
300
200
135
10085
360
430
285
200
11900
525
575
400
285
13840
725
830
550
400
15030
850
1060
770
565
16930
1200
1520
1010
750
19765
1625
3
1295
915
21235
1900
3
1610
1110
23450
2350
3
2135
1400
26350
2600
3
2570
1700
29925
3200
Prices are for Western gears or equal. Prices include high-speed gear, spacer coupling,
guard, and self-contained lubrication system. Prices do not include freight or tax. See
Sections 304 and 305 to estimate these costs.
Horsepower based on AGMA high-speed service factor of 1.5.
Pinion pitch line velocity exceeds 5000 FPS. Consult manufacturer for price and capability of
power transmission.
Figure 407-11. Estimating Prices for Reduction Gears for Steam Turbines at EDMI = 715
Cost Estimating Manual
Page 407-10
April 1995
408
Mechanical Equipment: Compressors
o estimate the cost of a compressor, you should know the operating conditions
and required brake horsepower. The Chevron Compressor Manual can help you
select a reciprocating, centrifugal, or rotary compressor.
T
This section contains a simplified method for determining horsepower for reciprocating compressors. For a more detailed method or for calculating horsepower for
other types of compressors, refer to the Compressor Manual.
✎
If you know the required brake horsepower, skip to “Cost Data for Compressors,” later in
this section. You’ll find equations for preparing a Class 1 estimate for a reciprocating or
centrifugal compressor.
Note that this section contains information and guidance for estimating compressors
only. For other mechanical equipment, refer to Richardson’s Process Plant
Construction Estimating Standards, or consult a vendor (see Figure 408-2).
Determining Brake HP for Reciprocating Compressors
Calculating brake horsepower involves five steps, as follows:
1
CONVERT THE FLOW RATE TO INDUSTRY STANDARD CONDITIONS
The capacity of a compressor is given at either standard conditions (14.7
psia and 60°F) or at actual conditions. The flow rate must be converted to
industry-standard conditions (14.4 psia and actual suction temperature)
prior to calculating brake horsepower. The formula for doing this is
FI=FP ×
( TI )
(PP)
×
( T P)
( PI )
Where:
FI = Flow rate at industry-standard conditions, expressed as millions of cubic
feet per day (MCFD)
FP = Flow rate from process design, expressed as millions of cubic feet per day
PI = Suction pressure at industry-standard conditions = 14.4 psia
PP = Suction pressure from process design, psia. If standard conditions,
value = 14.7 psia
TI = Suction temperature at industry-standard conditions, which is the same as
actual suction temperature; expressed as °R, which is equal to (460 + °F)
TP = Suction temperature from process design; may be actual temperature or
standard temperature (60°F); expressed as °R, which is equal to (460 + °F)
Cost Estimating Manual
April 1995
Page 408-1
408
Mechanical Equipment: Compressors
2
CALCULATE THE OVERALL COMPRESSION RATIO
The overall compression ratio is calculated as follows:
ro =
Where
ro =
PD =
PS =
3
PD
PS
Overall compression ratio
Final discharge pressure, psia
Initial suction pressure, psia
DETERMINE THE NUMBER OF COMPRESSION STAGES
The compression ratio for each stage should be in the range 2.5–4.0. Use
Figure 408-1 to determine the number of stages for your application based
on the overall compression ratio calculated in step 2.
Number of
Stages
Overall Compression
Ratio, ro
Factor, f
1
5 or less
1.00
2
4 to 30
1.08
3
20 to 100
1.10
Figure 408-1. Number of Compression Stages vs. Overall Compression Ratio and Factor f
4
CONVERT OVERALL COMPRESSION RATIO TO RATIO PER STAGE
Use the following equation to calculate the compression ratio for each
stage from the overall compression ratio.
r = ro
Where
r
=
n =
5
1⁄
n
Compression ratio per stage
Number of stages
CALCULATE BRAKE HORSEPOWER
To calculate brake horsepower for a reciprocating compressor, use the
following equation:
BHP = (22) x (FI) x (f) x (n) x (r)
Where
BHP
f
=
=
Brake horsepower
Factor from Figure 408-1 for the number of stages determined in step 3
Cost Estimating Manual
Page 408-2
April 1995
Estimating a Reciprocating or Centrifugal Compressor
This equation provides a close estimate of horsepower requirements for
gases with a specific gravity of 0.65 (relative to air) and stage
compression ratios of 2.5 and above.1
For gases with higher specific gravity (0.8 to 1.0), the multiplication
factor is approximately 20 instead of 22.
For lower stage compression ratios (1.5 to 2.0), the multiplication
factor is approximately 16 to 18.
The equation was developed for large low-speed (300-450 rpm) compressors. It may produce a result as much as 20 percent low for high-speed
(900-1200 rpm) compressors due to higher valve losses in those machines.
Estimating a Reciprocating or Centrifugal Compressor
Having determined the required brake horsepower, you can prepare a
Class 1 estimate of the cost of a reciprocating or centrifugal compressor
from the equations given in the next section, “Cost Data for Compressors.”
For a Class 2 or better estimate, contact a suitable vendor.
Two Examples of Estimating Reciprocating Compressors
Example 1
1
Estimate the cost of a reciprocating compressor with a capacity to
compress 10,000 SCFM from 0 psig at 100°F to 50 psig.
CONVERT THE FLOW RATE TO INDUSTRY-STANDARD CONDITIONS
FI =
2
(10,000 × 60 x 24)
(100 + 460)
14.7
×
= 15.8 MCFD
×
1,000,000
14.4
(60 + 460)
CALCULATE THE OVERALL COMPRESSION RATIO
After calculating the overall compression ratio, refer to Figure 408-1. Use
either one stage or two stages according to the table. The single-stage
compressor uses less horsepower than the two-stage compressor; but at this
compression ratio, we may near the temperature limit for one stage. This
example uses two stages.
ro =
(14.7 + 50)
= 4.4
(14.7 + 0)
1⁄
2
r = (4.4)
1
= 2.1
Specific Gravity of Gas = (Molecular Weight of Gas) / (Molecular Weight of Air = 28.96)
Cost Estimating Manual
April 1995
Page 408-3
408
Mechanical Equipment: Compressors
3
CALCULATE BHP
BHP = (22) × (15.8) × (1.08) × (2) × (2.1) = 1,577
4
CALCULATE COST
Apply the equation (see “Cost Data for Compressors,” next) for
reciprocating compressors to determine the cost of this compressor.
Cost = 37,468 × (1,577)0.48 = $1.28M @ EDMI = 880
Example 2
1
Estimate the cost of a reciprocating compressor with a capacity to
compress 5,000 ACFM (actual cubic feet per minute) from 30 psig and
80°F to 70 psig.
CONVERT THE FLOW RATE TO INDUSTRY-STANDARD CONDITIONS:
FI =
2
(5,000 × 60 × 24) (30 + 14.7) (460 + 80)
×
×
= 22.4 MCFD
1,000,000
14.4
(460 + 80)
CALCULATE THE OVERALL COMPRESSION RATIO
You need only one stage:
ro = 1.9 = r
3
CALCULATE BHP
BHP = (22) × (22.4) × (1) × (1) × (1.9) = 936
4
CALCULATE COST
Apply the equation (see “Cost Data for Compressors,” next) for
reciprocating compressors to determine the cost of this compressor.
Cost = 37,468 × (936)0.48 = $1.0M @ EDMI = 880
Pulsation Dampeners
The cost correlation for reciprocating compressors includes pulsation
dampeners. If, however, you need to estimate them separately, refer to
Account 100-266 in Richardson’s Process Plant Construction Estimating
Standards. Because Richardson’s sizing method may result in undersizing
dampeners, use the following equations for sizing dampeners:
Suction
0.5
Vs = 0.288 × D × (a)
Cost Estimating Manual
Page 408-4
April 1995
Pulsation Dampeners
Discharge
Vd =
Vs
l⁄
Rk
Where:
Vs & Vd = Minimum required surge volume in cu. ft.
a = Sonic velocity of gas at suction conditions in fps
k = cp/cv = ratio of specific heats
D = Total swept volume (compressor piston area times stroke) in cu. ft. per
revolution for each cylinder manifolded (allow for double acting pistons)
into the pulsation suppression device
R = Stage pressure ratio, Pd / Ps
Pd = Discharge pressure from stage
Ps = Suction pressure to stage
✎
1
When the driver horsepower is greater than or equal to 500 or discharge pressure is
1000 psig and higher, analyze the whole system including the compressor, pulsation
dampeners, and surrounding piping in order to prevent vibration.1
For guidance, contact the Machinery and Electrical Systems Team of CRTC Materials and Equipment Engineering Unit.
SWRI (Southwest Research Institute) in San Antonio, Texas, can prepare a pulsation study at a cost of $25,000 to $50,000
(EDMI = 850) per compressor.
Cost Estimating Manual
April 1995
Page 408-5
408
D
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A
Cost Data for Compressors
Cost Data for Compressors
Pricing from Vendors
Consult a vendor (Figure 408-2) for pricing rotary compressors and for
Class 2 or higher estimates.
Centri- Recip- Rotary
fugal rocating
Source
x
x
Elliott Compressor
x
Ingersoll Rand
x
4
x
x
x
x
672
680
619
1
Notes
3
x
x
Sutorbilt Corp
2
x
x
x
x
Roots-Division of Dresser
1
Centrifugal
x
x
Dresser-Rand
API Spec No
Integral Separate
Engine Driver
x
Chicago Pneumatic Tool
Cooper Energy Services
Starting
Air or
Service
Station
Compr’r
Large
Reciprocating
Instrument/Utility
Air
618
2
617
3
4
Prices should include a single horizontal, non-lubricated reciprocating compressor with V-belt
drive. You may have to estimate the compressor driver and receiver tank separately.
The compressor and engine cylinder have a common frame and crankshaft.
Driver can be electric motor, steam turbine, or separate internal combustion engine.
Package includes reciprocating compressor, electric motor driver, receiver tank, and controls.
Figure 408-2. Vendors to Contact for Pricing
Equations for Calculating Cost Data for Compressors
The following equations are based on US and foreign manufacturers’ cost
data. They are suitable for making Class 1 estimates.
Equation 1—
Reciprocating
$ = 37,468 x (HP)0.48 at EDMI = 880
Includes motor driver and pulsation dampeners (see Figure 408-3).
Equation 2—
Centrifugal
$ = 18,284 x (HP)0.57 at EDMI = 880
Includes turbine driver (see Figure 408-4).
Cost Estimating Manual
Page 408-6
April 1995
Equations for Calculating Cost Data for Compressors
D
A
T
A
Horsepower
Figure 408-3. Reciprocating Compressors; Includes Motor Driver and Pulsation Dampeners at
EDMI = 880
Horsepower
Figure 408-4. Centrifugal Compressors; Includes Turbine Driver at EDMI = 880
Cost Estimating Manual
April 1995
Page 408-7
410
411
Direct Cost Data—
Bulk Materials (Minor Material)
Bulk Materials (Including Subcontracts)
Cost Estimating Manual
411
Bulk Materials (Including Subcontracts)
ulk materials, in contrast with process equipment, are generally purchased in large
quantities and are not identified with a specific part of the facility until they are
installed. Examples include piping, concrete, structural steel, insulation, electric wire,
conduit, and paint. Bulk materials also include certain engineered items such as
instruments and electrical switchgear and some shop-fabricated materials such as pipe
spools and structural steel.
B
Estimating Bulk Materials
The engineered items are estimated in the same way as equipment,
including an appropriate design allowance. Shop-fabricated steel and pipe
spools are estimated using unit prices from purchase orders or quotes and
quantities taken from design information; you should include a quantity
takeoff allowance (see Section 303) to account for incomplete design
information.
Other bulk materials are priced based on quantity takeoffs, with an
appropriate takeoff allowance. Note that some contractors may take off
only the major items in each commodity account (piping, steel, etc), and
then use ratios to price other, smaller-value items that don’t warrant
separate counting.
You must include freight and sales/use tax (Sections 304 and 305) for
bulk materials, recognizing that some pricing is on a delivered basis (such
as ready-mix concrete).
This section provides factors and ratios to assist the estimator in
generating quantities of bulk materials. This section also includes cost
ratios for making or checking estimates. These are principally at higher
levels of commodity groupings rather than individual items, so they are
more useful for making semi-detailed Class 1 or 2 estimates (Section 205)
than true detailed estimates. Pricing for the latter must come from
purchase orders, project experience, or other references.
✎
This section contains limited data. We hope to expand it, and input from other estimators
is welcome.
Cost
Estimating
Manual
Cost
Estimating
Manual
April 1995
Page 411-1
411
Bulk Materials (Including Subcontracts)
Factors and Ratios for Developing Quantities
Instrumentation
SINGLE TUBING PNEUMATIC SIGNAL TRANSMISSION
Electronic system: Assuming that an instrument air subheader is run
close to each pneumatic device, allow 10 LF of tubing for each
pneumatic device; however, allow 20 LF between two locally
mounted instruments. For example, for a local level control loop:
From air subheader to controller
10 LF
From controller to control valve
20 LF
From air subheader to CV with positioner 10 LF
Total length
40 LF
Alternatively, allow 10 LF per pneumatic device.
Pneumatic system: In addition to the local lengths described above,
add tubing runs between the local devices and a junction box. For
example, for a pressure control loop:
From air subheader to pressure transmitter 10 LF
From transmitter to junction box
50 LF
From junction box to control valve
50 LF
From air subheader to CV with positioner
10 LF
Total length
120 LF
Alternatively, allow 60 LF per pneumatic device.
Note that tubing bundles between the junction box and the control
panel are covered elsewhere.
Support channel for single tubing runs: Multiply the total tubing
length by 0.6 .
INSTRUMENT AIR SUBHEADERS
Allow 30 LF per pneumatic device; the size of galvanized CS branch
headers varies with the number of instruments served.
No. of Instruments
Branch Size
1-5
1/2"
6 - 10
3/4"
11 - 25
1"
26 - 40
1-1/2"
Piping
Valves and small bore piping: While large bore piping and valves (greater
than 2" diameter) are relatively easy to define from P&IDs and drawings,
small bore is less well defined. The data in Figure 411-1 comes from the
Pascagoula Residuum Conversion Project (PRCP) (1980-84).
Cost Estimating Manual
Page 411-2
April 1995
Factors and Ratios for Developing Quantities
Process
Plants
Plant
Modifications
Utility
Plants
Offplot
130%
85%
104%
23%
8.1"
4.3"
8.9"
6.0"
10.3"
5.8"
8.8"
7.4"
Spooled LF (shop or field) as
percent of large bore LF
84%
73%
61%
17%
Alloy LF as percent total LF
5.1%
5.5%
8.3%
0.1%
9.7
1.6
6.2
13.2
1.9
7.1
10.3
1.9
6.1
5.0
0.2
1.1
Item
Ratio, LF small bore to LF
large bore
Average line size:
Large bore
Total
Valves per 100 LF:
Small bore
Large bore
Total
Figure 411-1. Valves and Small Bore Piping: Data from Pascagoula Residuum Conversion Project
(1980-1984)
Structural Steel
Estimate weights of platforms and ladders as follows:
Vessel platforms
30 lbs/SF
Ladders with cages
22 lbs/LF
Ladders without cages
12 lbs/LF
Insulation
Allowance for pipe fittings: Increase the takeoff piping length (LF) by 35
percent onplot and 10 percent offplot.
Allowance for equipment manways, flanges, and nozzles: Increase the
takeoff area (SF) by 10 percent; for equipment with a large number of
nozzles or stiffening rings, use 30 percent.
Electrical
Concrete envelope for underground conduit runs: Allow 0.08 CY/LF of
conduit (based on an 18"-wide-by-18"-deep envelope suitable for sixteen
2" conduits).
Foundations & Piling
Painting
Quantities of reinforcing steel and formwork per cubic yard of concrete:
See Richardson Process Plant Construction Estimating Standards,
Richardson Engineering Service (Section 3-50, pages 17-19) for typical
values based on foundation shape.
Estimate structural steel surface areas as follows:
Heavy steel (over 17 lbs/LF)
200 SF/ton
Light steel (17 lbs/LF and less) 300 SF/ton
Platforms, ladders, handrails
450 SF/ton
Cost Estimating Manual
April 1995
Page 411-3
411
Bulk Materials (Including Subcontracts)
Cost Ratios
Instrumentation
Piping
(future section)
The data in Figure 411-2 comes from the Pascagoula Residuum Conversion Project (PRCP) (1980-84). Materials costs have been adjusted to
1991 (EDMI = 850) (see also Figure 411-3). The materials cost requires
adjustment if the number of valves differs significantly from the ratios
shown in Figure 411-1.
Structural Steel
(future section)
Insulation
(future section)
Electrical
(future section)
Foundations & Piling
Painting
Piling for process plants: Based on data from 36 plants, piling costs are
in the range of 1–4 percent (average 2.2 percent) of total direct cost excluding piling, or 0.7–3 percent (average 1.5 percent) of total plant cost
excluding piling and special charges.
(future section)
Process
Plants
Plant
Modifications
Utility
Plants
Offplot
Materials cost, $/ dia-in-ft
19.08
16.36
14.67
5.18
Labor hours per dia-in-ft
0.50
0.57
0.31
0.17
Item
Figure 411-2. Piping: Data from Pascagoula Residuum Conversion Project (1980-1984)
Cost Estimating Manual
Page 411-4
April 1995
30
0.6
25
0.5
PLANT MODIFICATIONS
20
0.4
PROCESS PLANTS
15
0.3
OFF-PLOT
UTILITY PLANTS
10
LABOR HOURS/DIAM-INCH-FOOT
MATERIAL $/DIAM-INCH-FOOT AT EDM
MATERIAL $/DIAM-INCH-FOOT AT EDMI = 850
Cost Ratios
0.2
5
0.1
0
0
4
4.5
5
5.5
6
6.5
7
7.5
8
AVERAGE LINE SIZE, INCHES
MATERIAL
LABOR
$/D-I-F
HRS/D-I-F
MATERIAL $/D-I-F = 39.21 - 4.50*(AVG LINE SIZE)
LABOR HRS/D-I-F = 0.946 - 0.106*(AVG LINE SIZE)
Figure 411-3. Piping Material Costs & Labor Hours vs. Average Line Size
Cost Estimating Manual
April 1995
Page 411-5
420
421
Direct Cost Data—
Construction Labor
Installation Labor Hours
Installation Labor Hours for Major Materials (Equipment)
Installation Labor Hours for Minor Materials (Bulks)
422
Productivity
423
Rework
424
Labor Rates
Cost Estimating Manual
April 1995
Page -1
421
Installation Labor Hours
his section contains information about the direct (Group II) field labor hours
required to erect or install major equipment and bulk materials. Depending on the
accuracy and completeness of the material take-off, this labor hour data should allow
you to make (or check) Class 3, 4, or 5 estimates.
T
Data for Installation Labor Hours
The data is separated into two sections and organized by letter category, as
follows:
Installation Labor Hours for Major Materials (Equipment)
C—Columns and Pressure Vessels
D—Tanks
E—Exchangers
F—Furnaces
G—Pumps and Drivers
K—Compressors and Drivers
Installation Labor Hours for Minor Materials (Bulks)
J—Instruments
L—Piping
M—Structural Steel
N—Insulation and Fireproofing
P—Electrical
Q—Foundations
R—Buildings
S—Miscellaneous Site Development and Painting
Cost Estimating Manual
April 1995
Page 421-1
421
Installation Labor Hours
Basis of Direct Labor Hours
The direct labor hours shown are based on
a productivity of 1.0 (U.S. West Coast, pre-1960)
new petroleum or petrochemical processing plant facilities, unless
noted otherwise
Productivity Adjustment
Productivity varies with time, location, job size, economic conditions,
contracting plan, hours worked per week, rework requirements, and
complexity of work. See Section 422.
✎
CRTC Facilities Engineering Unit can provide counsel on labor hour multipliers for
specific projects.
Adjustment to Current California Basis
For current major projects in California, we recommend applying the multipliers in Figure 421-1 to update labor hours for this cost estimating item.
Multipliers for
Direct Hire
by Major
Contractor
Subcontract or
Smaller Local
Contractor
C-K, J, N
1.0
0.9
L, Piping
1.4
1.2
M, Steel
1.2
1.0
P-S
0.8
0.7
Total (avg)
1.05
0.9
Description
Figure 421-1. Multipliers for Current Major Building Projects in California
Complexity Adjustment
To estimate modifications to existing plants, you need an additional
multiplier to reflect the difficulty of work relative to new plant
construction. Sometimes known as a revamp or complexity factor, it
reflects the following:
Access limitations and congested working areas
Cost Estimating Manual
Page 421-2
April 1995
Overtime Adjustment
Work interruptions and limitations on welding, smoking, pile driving,
and heavy lifts while plants are operating
High manpower loading to expedite the schedule while plants are shut
down
✎
Consult CRTC Facilities Engineering Unit for details.
Overtime Adjustment
If overtime or shift work is required for either modifications or new plants,
you need an additional multiplier. See Section 422 for details.
Indirect Labor
Also referred to as distributable or proratable craft labor hours, indirect
field (Group IB) craft labor labor hours, as defined in EG-2757 in
Appendix C, are excluded from this section.
Caution
Some sections may contain labor hours for items usually estimated
elsewhere. Be careful not to estimate such items twice.
Examples
You would estimate installation labor hours for instrument control
valves, relief valves, orifice plates, and other flow-through devices
with bulk piping, but you would estimate the labor hours for
connecting them to instrumentation systems with the instrument labor
hours.
You may estimate instrumentation and control conduit and the cable
between field junction boxes and control houses with electric power
and lighting.
Cost Estimating Manual
April 1995
Page 421-3
421
D
A
T
A
Installation Labor Hours for Major Materials (Equipment)
Installation Labor Hours for Major
Materials (Equipment)
I
n this section, you will find installation labor hours for the following categories of
major materials (equipment):
C—Columns and Pressure Vessels
D—Tanks
E—Exchangers
F—Furnaces
G—Pumps and Drivers
K—Compressors and Drivers
Installation Labor Hours for C—Columns and Pressure Vessels
This section covers labor hours to install shop-fabricated columns,
pressure vessels, and reactors. These labor hours include the time to do
these tasks:
Unload, handle, erect, plumb, shim, grout, hydrostatically test, inspect
Handle, erect, and dismantle poles, hoists, derricks, and deadmen
Install equipment internals
Erection
See Figure 421-2.
Rigging
Add labor hours in Figure 421-3 for unloading, assembling, erecting, and
dismantling ginpoles and derricks, including deadmen, guys, load lines,
hoists, etc.
To shift poles between lifts without dismantling, see labor hours in Figure
421-4.
Cost Estimating Manual
Page 421-4
April 1995
Installation Labor Hours for C—Columns and Pressure Vessels
Columns and Vertical Vessels
100’ Max Ht
150’ Max Ht
Over 150’
Overall
Horizontal
Vessels
To 5
25
25
25
20
10
50
50
50
20
20
100
100
100
40
30
150
150
150
60
40
200
200
200
80
50
250
250
250
100
60
300
300
300
120
70
350
350
350
140
80
400
400
400
160
90
400
450
450
180
100
400
500
500
200
120
400
600
600
200
140
400
700
700
200
160
400
800
800
200
180
400
800
900
200
200
400
800
1000
200
Over 200
400
800
1000
200
Erection Weight
(Tons)1
1
The erection weight includes the weight of any internal or external attachments installed
prior to the lift.
Figure 421-2. Labor Hours for Erection of Columns and Vertical Vessels
Item
Labor Hours
150 Ton Poles
700
300 Ton Poles
2000
600 Ton Poles
3000
150 Ton Guy Derrick
3000
Figure 421-3. Labor Hours for Rigging
Item
Labor
Hours/Move
150 Ton Poles
200
300 or 600 Ton Poles
500
Figure 421-4. Labor Hours to Shift Poles Between Lifts
Without Dismantling
Cost Estimating Manual
April 1995
Page 421-5
D
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421
Installation Labor Hours for Major Materials (Equipment)
Description
D
A
T
A
Trays (per sq. ft.)
Trays - Field Inspection
(per sq. ft.)
Inert Packing (per cu. ft.)
Labor Hours
Bubble Cap
0.7
Valve (Flexitray, Ballast, Grid)
0.5
Sieve
0.4
Bubble Cap
0.2
Valve
0.15
Sieve
0.1
Pall Rings, Ceramic Balls, Raschig
Rings, Saddles, etc.
0.25
Catalyst (per cu. ft.)
0.45
Structured Packing
(per cu. ft.)
0.4
Refractory Lining
(per sq. ft.)
Welded Studs or Clips
0.2
Castable Lining - to 2"
0.25
Castable Lining - 3"
0.35
Hexsteel
0.35
Brick
0.5
Scaffolding (Internal)
0.15
Brick Lining
0.5
Remarks
Normally
installed by
vessel
fabricator.
Add to erection
labor hours.
Keep separate.
Normally
subcontracted.
Normally
subcontracted.
Figure 421-5. Labor Hours for Field Installation of Internals
Field Installation
of Internals
See Figure 421-5.
Installation Labor Hours for D—Tanks
Figure 421-6 includes data for shop-fabricated tanks, bins, hoppers, etc.,
and includes the labor hours to unload, handle, erect, plumb, shim, grout,
hydrostatically test, and inspect.
Labor Hours/Ton
Tanks
Bins,
Hoppers,
etc.
To 10
2.0
3.0
Over 10
2.5
5.0
Weight, Tons
Figure 421-6. Shop-Fabricated Tanks
Cost Estimating Manual
Page 421-6
April 1995
Installation Labor Hours for E—Exchangers
Installation Labor Hours for E—Exchangers
This section includes non-fired heat transfer equipment such as
exchangers, condensers, reboilers, air coolers, and cooling towers. The
labor hours are to unload, handle, erect, plumb, shim, grout, hydrostatically test, and inspect.
Shell and Tube Heat
Exchangers
See Figure 421-7.
Item
Labor Hours
1
For shell and tube side pressure 2 /Ton
range of 150-900 psig2
Minimum 20 /Shell
1
2
If the weight is not available, use 8 lbs./sq. ft. of
heating surface.
When shell and tube side pressure rating
exceeds 900 psig, increase the labor hours by
50 percent.
Figure 421-7. Installation Labor Hours for Shell and
Tube Heat Exchangers
Vacuum Surface
Condenser Package
Square
Footage
Labor Hours/
Sq. Ft.
100
4.2
1,000
0.58
5,000
0.25
10,000
0.21
Figure 421-8. Equivalent Values per
Square Foot: Installing Vacuum
Surface Condenser Package
The following data includes labor hours to erect the condenser, ejector,
ejector piping, condensate piping, and turbine exhaust expansion joint.
Labor Hours = 408.6 + 0.17 (sq. ft.)
See Figure 421-8 for equivalent values per square foot.
Double-Pipe Heat
Exchangers
Air Coolers
Cooling Towers
Pipe Coils
Tank Heaters
Fintube or U-tube = 6 Labor Hours/section.
See Figure 421-9.
Usually erected by subcontractor. 0.2 labor hours/GPM.
For storage tanks: 20 labor hours/ton plus any buttwelds at 1 labor
hour/dia.in.
For storage tanks: 2 labor hours/ton (20 labor hours minimum).
Cost Estimating Manual
April 1995
Page 421-7
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421
Installation Labor Hours for Major Materials (Equipment)
Labor Hours/Ton1
Description
D
A
T
A
Additional Labor
Hours/Fan2
123
—
Partially Shop-Assembled
15
40
Completely Field-Assembled
21
Completely Shop-Assembled
4
5
Winterized Air Coolers
1
2
3
4
5
6
40
6
As above
—
If the weights are not available, use 16 lbs./sq.ft. of bare surface area.
If the number of fans is not known, estimate one fan per 1250 sq. ft. of
bare surface area.
Minimum 30 labor hours/air cooler.
Half-sections with fans and drivers shipped loose.
For winterized air coolers, use 24 lbs./sq.ft. of bare surface area if actual
weights are not available.
Added weight will generate additional labor hours.
Figure 421-9. Installation Labor Hours for Air Coolers
Installation Labor Hours for F—Furnaces
Often erected by the furnace fabricator. If not, refer to CRTC Facilities
Engineering Unit for guidance, or contact a recommended fabricator for
an estimate of labor hours.
Installation Labor Hours for G—Pumps and Drivers
The labor hours in Figure 421-10 cover both horizontal and vertical
centrifugal pumps with electric motor drivers. The labor hours include the
time to unload, handle, set, level, align, grout, test, and inspect.
Installation Labor Hours for K—Compressors and Drivers
The labor hours cover the work required to unload, handle, set, level,
align, grout, and install the accessories normally furnished with the
compressor and driver. Accessories include exchangers, tanks, pumps and
drivers, piping, instruments, and electrical. The labor hours also cover the
work required to install the reduction gear, and to perform necessary tests
and inspection such as rotation checking. The compressor manufacturer’s
erection supervision and startup time are not included.
Reciprocating Compressors & Drivers
See Figure 421-11.
Integral Gas
Engine Driver
See Figure 421-12.
Cost Estimating Manual
Page 421-8
April 1995
Installation Labor Hours for K—Compressors and Drivers
Driver HP
From
To
to 10
Labor
Hours/
Pump
Driver HP
From
24
750
To
Labor
Hours/
Pump
800
400
440
15
25
36
850
900
30
50
48
950
1000
480
60
75
80
1001
1200
550
100
125
120
1201
1500
650
150
200
160
1501
2000
750
250
300
180
2001
2500
850
350
400
230
2501
3000
1000
450
500
280
3001
4000
1100
550
600
340
4001
5000
650
700
380
5001 & Over
D
A
T
A
1250
0.25 MH/HP
- For pumps with turbine drives, add 15 percent to the above labor hours.
- For inline pumps, sump pumps, rotary pumps, and plunger type pumps, use
50 percent of the above labor hours.
- For proportioning pumps, use 40 labor hours per pump and driver.
Figure 421-10. Installation Labor Hours for Horizontal and Vertical Centrifugal
Pumps with Electric Motor Drivers
BHP
From
1
Labor Hours
To
Motor Driver
Steam Turbine
Driver
100
300
360
101
500
1200
1300
501
1000
1700
1
1001
2000
2100
1
2001
3000
2400
1
3001
4000
2900
1
4001
5000
3600
1
5001
6000
4400
1
6001
7500
5100
1
8000
10,000
6500
1
10,000
15,000
7300
1
1.05 x labor hours for motor driver.
Figure 421-11. Installation Labor Hours for Reciprocating Compressors & Drivers
BHP
Labor
Hours/BHP
To 2000
1.0
Over 2000
0.75
Figure 421-12. Installation Labor Hours
for Integral Gas Engine Driver
Cost Estimating Manual
April 1995
Page 421-9
421
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Installation Labor Hours for Major Materials (Equipment)
Centrifugal or Axial
Compressors
& Drivers
See Figure 421-13.
Fans and Blowers
See Figure 421-14.
Emergency
Generators
See the Electrical section in “Installation Manhours for Minor Materials
(Bulks)” next.
BHP
Labor Hours
From
To
Motor Driver
to 1000
1001
2000
Gas Turbine
1200
1
1200
1800
1
1900
2400
2001
4000
2300
1
4001
6000
3300
1
3300
4000
6001
8000
4000
1
8001
10,000
4600
1
5200
5500
10,001
12,000
4900
1
12,001
15,000
5600
1
6100
7300
8200
15,001
20,000
6600
1
20,001
30,000
7300
1
Over 30,000
1
Steam Turbine
1
0.25 LH/HP
0.3 LH/HP
1.05 x labor hours for motor driver
Figure 421-13. Installation Labor Hours for Centrifugal or Axial Compressors & Drivers
BHP
Labor Hours
From
To
to 100
Steam Turbine
Driver
60
1
101
200
100
1
201
300
180
1
301
400
260
1
401
500
300
1
501
600
350
1
601
700
400
1
701
800
460
1
801
1000
500
1
Over 1000
1
Motor Driver
0.5 LH/HP
1
1.15 x labor hours for motor driver
Figure 421-14. Installation Labor Hours for Fans & Blowers
Cost Estimating Manual
Page 421-10
April 1995
Installation Labor Hours for J—Instruments
Installation Labor Hours for Minor Materials (Bulks)
his section contains information about the labor hours required to install the
following categories of bulk materials:
J—Instruments
L—Piping
M—Structural Steel
N—Insulations and Fireproofing
P—Electrical
Q—Foundations
R—Buildings
S—Miscellaneous Site Development and Painting
T
Installation Labor Hours for J—Instruments
This scetion covers labor hours required to install, test, and calibrate an
electronic or pneumatic instrumentation and control system.
The following items are part of this subsection:
Control House—Main Control Panel and Rack
Process Computer
Panel-Mounted Instruments
Control House Instrumentation—Shared Display Systems
Local Panel Instruments
Field-Mounted Instruments and Transmitters
Analyzers and Packaged Control Systems
Instrument Shelters
Single Tubing, Multitube Bundles, and Instrument Air Supply
Loop Check
Calibration and Testing
Instrument Supports
Cost Estimating Manual
April 1995
Page 421-11
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421
D
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Installation Labor Hours for Minor Materials (Bulks)
Main Control Panel
and Rack
Labor hours for the main control panel and rack in the control house
include unloading, setting, leveling, fitting, bolting, and, if necessary,
bolting sections together. These labor hours also include making tubing
and wiring connections between sections.
4.0 Labor Hours/Lin. ft. + 5 Labor Hours x (Number of Sections - 1)
+ 4.0 Labor Hours/Multipoint Temperature Indicator Console
An instrument panel manufacturer normally fabricates the main control
panel. The design agency normally purchases and ships the panel
instruments to the panel manufacturer for installation. The instruments are
mounted, piped and wired, tested, and shipped in one or more panel
sections (depending on size), ready to be installed in the main control
building and connected by others.
If the panel fabricator removes the instruments from the control panel for
shipment, see “Panel-Mounted Instruments” below for the labor hours
needed to reinstall the instruments in the panel board.
Process
Computer
The labor hours for process computer include the time to handle and set
the computer and auxiliary equipment. The electrical wiring and the
equipment required to maintain a suitable environment in the computer
room are excluded.
70.0 Labor Hours
See also “Control House Instrumentation—Shared Display Systems”
below.
Panel-Mounted
Instruments
The labor hours for panel-mounted instruments include the time to install
the instruments in the panel board or in racks behind the panel, and to
connect them to the panel bulkhead, terminal strips, and air header.
New cutouts and hookup = 8.0 labor hours each
Panel mounted instruments = 4.0 labor hours each
Excluded: Electrical wiring (covered in P—Electrical) and single or
multiple tubing from panel board to field-mounted instruments (covered in
“Single Tubing, Multitude Bundles, & Instrument Air Supply” later in this
section).
Control House
Instrumentation—
Shared Display
Systems
The labor hours to install shared display systems include the time to
unload the truck, mark and cut the raised computer floor for cables, set the
system modules, bolt them in place, and tie them down. Also included is
the time to route the interconnecting cables under the floor, make up the
connectors, terminate the AC power branch circuits in the modules, and
install separate termination racks, if used.
Cost Estimating Manual
Page 421-12
April 1995
Installation Labor Hours for J—Instruments
Excluded: Chevron and system vendor’s hours, underfloor conduit/wire
installation, and field wire terminations.
Labor Hours = 40 A + 24 B + 125 C
Where
A =
Local PanelMounted Instruments
B
=
C
=
The number of console modules, each typically 4-10 ft. long, 4-6 ft. high,
2-3 ft. deep
The number of control rack modules (“rack-room electronics”),
each typically 2-6 ft. long, 6-8 ft. high, 2-3 ft. deep
The number of computer modules, each typically 4-6 ft. long, 6-8 ft. high,
2-3 ft. deep, including stand-alone peripherals such as line printers and
desktop CRTs
The panel vendor usually installs instruments or control devices. Local
panel boards are usually furnished with a package unit or with a piece of
equipment such as a boiler.
If the instruments or control devices are shipped detached from the panel
board, allow the following installation times:
Installation: 4.0 labor hours per instrument
Panel-Board Installation: 4.0 labor hours per linear foot
Field-Mounted Instruments & Transmitters
The labor hours for field-mounted instruments and transmitters include the
time required to install supports, saddles, stands, bridles, seal pots, block
valves, connection to a process or utility variable, and identification tags.
Fabrication of supports and saddles, pneumatic signal transmission tubing,
and electrical wiring are covered later in this section.
Flow & Differential Pressure Instruments
See Figure 421-15 for installation labor hours for flow and differential
pressure instruments.
Cost Estimating Manual
April 1995
Page 421-13
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Installation Labor Hours for Minor Materials (Bulks)
Type
D
A
T
A
Labor Hrs
Each
28.0
Electronic or Pneumatic Transmitters, Controllers, Indicators,
Recorders & Switches
Orifice Plate
3.0
Pitot Tubes
6.0
Paddle Flow Switches
3.0
Magnetic Flowmeters
3.0
4.0
Turbine Meters
12.0
Positive Displacement Meters
Flanged Venturis
10-inch
8.0
12-inch
10.0
36-inch
20.0
48-inch
36.0
1
Flanged Flow Tubes
When insulated and traced tubing is used for process connections, add 20
percent to these labor hours.
1
See Valve Installation Table in Figure 421-36.
Figure 421-15. Installation Labor Hours for Flow & Differential Pressure Instruments
Level Instruments
See Figure 421-16 for installation labor hours for level instruments.
Type
Labor Hrs
Each
Electronic or Pneumatic Displacement Transmitters,
Controllers, Indicators, Recorders
28.0
D/P Level Instruments
23.0
Float Level Switches
18.0
Capacitance Level Instruments
10.0
Level Gages
16.0
Tank Level Gages
20.0
5.0
Boiler Sight Glasses
27.0
Boiler Water Columns
When insulated and traced tubing is used for process connections, add
20 percent to these labor hours.
Figure 421-16. Installation Labor Hours for Level Instruments
Cost Estimating Manual
Page 421-14
April 1995
Installation Labor Hours for J—Instruments
Pressure Instruments
See Figure 421-17 for installation labor hours for pressure instruments.
Type
Labor Hrs
Each
22.0
Electronic or Pneumatic Transmitters, Controllers,
Indicators, Recorders
4.0
Gages
48.0
Draft Gages
Differential Pressure Gages
9.0
Switches
8.0
When diaphragm seals, siphons, or pulsation dampeners are used with
the instruments in this table, add 1 labor hour to the labor hours in this
table. When insulated and traced tubing is used for the process
connections, add 20 percent.
Figure 421-17. Installation Labor Hours for Pressure Instruments
Temperature Instruments
See Figure 421-18 for installation labor hours for temperature instruments.
Type
Labor Hrs
Each
Electronic or Pneumatic Transmitters, Controllers,
Indicators, Recorders, and Switches
6.0
Thermocouple Assembly with Well
2.0
15.0
Reactor Thermocouple excluding Well
Dial Thermometers with Well
2.0
Capillary Dial Thermometers
5.0
Switches
3.0
Figure 421-18. Installation Labor Hours for Temperature Instruments
Miscellaneous
See Figure 421-19 for the installation labor hours for miscellaneous
instruments.
Type
Labor Hrs Each
Solenoid Valves
3.0
Miscellaneous Relays
3.0
Vibration Switches
3.0
Figure 421-19. Installation Labor Hours for Miscellaneous Instruments
Cost Estimating Manual
April 1995
Page 421-15
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Installation Labor Hours for Minor Materials (Bulks)
Analyzers &
Packaged Control
Systems
The labor hours for analyzers and packaged control systems include the
installation of all parts of the instrument system. These five systems are
discussed below:
Single-Point Analyzer Systems
Multi-Point Analyzer Systems
Chromatographic System
Boiler Control System
Other Packaged Control Systems
Single-Point Analyzer Systems
The labor hours for the analyzers in Figure 421-20 are given for a simple,
grade-level installation of a single-point analyzer system.
Type
Labor
Hrs/System
Type
Labor
Hrs/System
Ammonia/Water
240
Oil/Water
200
Conductivity
100
Ph
100
Density (Liquid)
200
Phenol/Water
200
Moisture
200
Specific Gravity
(Gas)
200
Oxygen
200
Total Organic
Carbon
200
This table covers process piping, wire and conduit, pneumatic tubing,
mounting stanchions and brackets, steam, water, air, electrical power, testing,
and calibration.
Figure 421-20. Installation Labor Hours for Single-point Analyzer Systems
Multi-Point Analyzer Systems
Estimate the labor hours for installing multi-point analyzer systems on an
itemized basis as shown in Figure 421-21.
Description
Labor Hrs/System
Installation of Analyzer Instruments
60-80
Process Piping, Wire, Conduit, Air, Steam,
Water, Power, etc.
See L—Piping &
P—Electrical
Figure 421-21. Installation Labor Hours for Multi-Point Analyzer Systems
Cost Estimating Manual
Page 421-16
April 1995
Installation Labor Hours for J—Instruments
Chromatographic System
For an order-of-magnitude estimate of the labor hours required to perform
the installation functions described above for a single-point
chromatographic analyzer system, allow
1500 to 1700 labor hours
Boiler Control System
4.0 labor hours per instrument count, excluding control valves
Other Packaged Control Systems
18 labor hours per $1,000 value at EDMI = 850
Labor hours vary with type of system.
Instrument Shelters
The labor hours for instrument shelters in Figure 421-22 cover the time to
install instrument housings or shelters.
Excludes: Heat tracing, insulation, instrument connection lines, steam
supply, electrical power, condensate lines, and heat coils.
Description
Labor Hrs
Each
Instrument Shelters: Walk-in, Including Preassembly
60
Instrument Enclosure or Housing, Excluding Preassembly
15
Heated Shelter: Add to Above
20
Figure 421-22. Installation Labor Hours for Instrument Shelters
Single Tubing,
Multitube Bundles &
Instrument Air Supply
The labor hours to install single tubing, multitube bundles, and instrument
air supply follow.
Single Tubing
The labor hours for single tubing include the time to install and support
single pneumatic signal transmission tubing for connecting field-mounted
instruments to the control panel bulkhead.
Excludes: The labor to test and inspect (Figure 421-24), and the tubing
required to connect an instrument to a process or utility variable (Figures
421-15 through 421-18).
Single-Tubing (Copper or Plastic)
=
0.30 Labor Hours/Lin. Ft.
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April 1995
Page 421-17
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Installation Labor Hours for Minor Materials (Bulks)
Description
D
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Labor Hrs
0.5 /Lin. Ft.
Multitube
Connections
1.0 Each
Junction Box
4.0 Each
Figure 421-23. Installation Labor Hours for Multitube Bundles
Multitube Bundles
For multitube bundles, Figure 421-23 includes the labor hours to install
multitube bundles transmitting pneumatic signals, connectors, and
junction boxes, plus the labor to connect the tubing to the control panel
bulkhead.
Excludes: Multitube supports such as cable tray or channel. See P—
Electrical.
Instrument Air Supply
The labor hours for instrument air supply include the time to install and
support the instrument air piping to an instrument after the first block
valve off the main air supply header.
Galvanized Pipe - 1" and under
Loop Check
=
0.5 Labor Hours/Lin. Ft.
Figure 421-24 includes the labor hours to check that all components are
properly connected, respond correctly, and perform their intended function.
Description
Labor Hrs
4.0 Each
Loop Check
Test Air Supply, Transmission & Control
Leads
0.1/Lin. Ft.
Test Process Side Connection Leads
0.1/Lin. Ft.
Test Thermocouple Leads
1.0 Each
Test Alarm Loops
1.0 Each
Test Electronic Instrument Loop, Plus
Power Supply
4.0 Each
Figure 421-24. Installation Labor Hours: Loop Check
Calibration & Testing
Labor hours in Figure 421-25 include time to test, inspect, and calibrate
instruments, to test relief valves, and to pneumatically stroke control
valves.
Cost Estimating Manual
Page 421-18
April 1995
Installation Labor Hours for L—Piping
Description
Labor Hrs
Each
Field Instruments and Transmitters
4.0
Panel Instruments
4.0
Control and Relief Valves
4.0
D
A
T
A
25.0
Analyzers (Varies with Type)
To test and calibrate all other instruments, allow 12
percent of installation manhours for the instrument
involved.
Figure 421-25. Installation Labor Hours for Calibration & Testing
Description
Labor Hrs
Each
Strongbacks (Bridles)
38.0
Pipe Stands
12.0
Pipe Saddles
6.0
Seal Pots
9.0
Figure 421-26. Installation Labor Hours for Instrument Supports
Instrument Supports
The labor hours for instrument supports include on-site fabrication as
shown in Figure 421-26.
Installation Labor Hours for L—Piping
The following items are discussed in this section:
Applicability
Alloy and Stainless Steel Piping
PVC and Cement-Lined Carbon Steel Piping
Plant Modifications or Small Projects
Stress Relief
Piping—Two Inches and Under
Unlisted Wall Thicknesses
Materials Handling
Steam Tracing
Testing and Inspection
Pipe Guides, Anchors, and Hangers
Off-Plot and Interconnecting Piping
Operations Not Listed
Cost Estimating Manual
April 1995
Page 421-19
421
Installation Labor Hours for Minor Materials (Bulks)
Field Fabrication
Field Installation of Pipe Spools
Field Fabrication and Installation of Pipe Spools
Field Fabrication and Installation of Off-Plot, Interconnecting Piping
on Elevated Racks or Sleepers
Underground Installation of Pipe
Field Fabricated Buttwelds
Field Cutting and Bevelling Pipe
Field Handling and Installing Flanged Valves and Piping Specialties
Field X-ray
Multipliers for Converting Carbon Steel Labor Hours to Alloy,
Stainless Steel, and Other Materials Labor Hours
D
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Applicability
Alloy & Stainless
Steel Piping
PVC & CementLined Carbon Steel
Piping
Plant Modifications or
Small Projects
The figures for piping illustrate the labor hours required to perform the
operations shown for aboveground carbon steel pipe in new process
plants, unless otherwise described.
To estimate construction labor hours from the information in this section,
you must know the linear feet of pipe by size and schedule and have a
valve count by size and pressure rating. It is particularly important to get
an accurate take-off for piping under two inches in diameter, because the
quantity of small pipe in many process plants can be as much or more than
that of large pipe.
Figure 421-38 gives the multipliers for converting labor hours from the
carbon-steel tables to labor hours for the specified material. These
multipliers are applicable to all operations, unless specifically excluded.
See S—Miscellaneous later in this section.
For plant modifications or small projects in existing refineries, when
refinery personnel or a local contractor of proven capability carries out the
work, you may reduce the labor hours shown in the figures by as much as
15 percent (see the relative multipliers in Figure 421-1). The reason is that
the small crews needed for this work usually have more capable craftsmen
than the larger crews of major projects. Before making this reduction,
however, consult operating company personnel to confirm their experience
with this type of work.
Cost Estimating Manual
Page 421-20
April 1995
Installation Labor Hours for L—Piping
Stress Relief
Piping—Two Inches
& Under
Unlisted Wall
Thickness
Materials Handling
ANSI Codes require stress relief for pipe with wall thickness of 3⁄4 inch or
greater. Pipe sizes and schedules requiring stress relief are shown under
the stepped line in Figures 421-30, 421-31, and 421-34. Estimate labor
hours as follows:
For electric resistance stress relief, estimate 2.5 labor hours per
diameter-inch of weld.
For exothermic stress relief, estimate 0.7 labor hours per
diameter-inch.
For Chrome-Moly alloys, multiply by 1.35.
For 18-8 stainless steel (304, 316, 347), multiply by 1.4.
This includes recording the weld temperature and Brinell test.
Estimate field fabrication and installation of carbon steel pipe two inches
or less according to the type of connection and regardless of pipe diameter
or wall thickness, aboveground or underground, from Figure 421-27.
For estimating pipe with a wall thickness not covered by the regular pipe
schedules, use the labor hours for the closest listed schedule.
To estimate the labor hours required for handling materials from receipt at
the jobsite, storage and intermediate operations, and delivery to the point
of installation, multiply the total installation labor hours by 0.06. This
applies to aboveground and underground piping and includes pipe, valves,
flanges, fittings, and piping specialties.
If you estimate valve installation labor hours using Figure 421-36 (which
includes field handling), the duplication is usually not significant.
Type of
Connection
Labor Hrs./
Lin. Ft.
Screwed
0.40
Screwed and
Backwelded
0.70
Socket Weld
0.60
Buttweld
0.90
Notes
Labor Hours include cutting to length, end preparation,
welding, boltups & installation of pipe hangers & supports.
For alloy and stainless steel, use the multiplier from Figure
421-38.
Estimate galvanized pipe as plain carbon steel pipe.
Estimate labor hours for trench excavation, backfill, etc.,
separately. See Figure 421-33.
Figure 421-27. Installation Labor Hours for Piping 2 Inches & Under
Cost Estimating Manual
April 1995
Page 421-21
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Installation Labor Hours for Minor Materials (Bulks)
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Tracer
Labor Hrs./
Lin. Ft.
Copper Tubing
0.27
Steel Tubing
0.36
Steel Pipe
0.72
Notes
Add for tracer leads from main steam header to process line and
return to condensate line labor hours for the appropriate type of
connection from Piping—Two inches and Under.
For assembly of composite steam traps, estimate 10 labor hours
(14 if seal welded).
Figure 421-28. Installation Labor Hours for Steam Tracing
Steam Tracing
To estimate the labor hours required to install steam tracing, use the values
shown in Figure 421-28 for the kind of tracer being installed. The labor
hours include installation of the tracer, fittings, valves, traps, condensate
pots, strainers, clips, supports, guides, anchors, wire, straps, and one steam
trap assembly every 100 feet.
Testing & Inspection
To estimate the labor hours for hydrostatic or air testing lines, flushing and
draining the piping system, and installing and removing temporary lines,
screens, blinds, spacers, etc., multiply the total fabrication and installation
labor hours by 0.08.
Pipe Hangers &
Supports
To estimate the labor hours for handling and erecting hangers and supports
for aboveground piping, multiply the installation labor hours for
aboveground piping by the factors in Figure 421-29.
OffPlot &
Interconnecting
Pipelines
Unless you compensate for them, poorly defined project offplot requirements can degrade the quality of the most carefully prepared onplot
estimate. This is particularly true of the piping account, which usually is
near or greater than the value of onplot piping.
As a minimum, prepare a sketch of probable offplot facilities on a plot
plan and show the line routing; then measure the length of the lines and
size them, if possible. If you can’t size them, assume and estimate a
reasonable line size using Figure 421-32. Make no adjustments to the
labor hours shown in the tables for other operations.
Aboveground
Piping
Multiply
By
Onplot
0.18
Offplot
0.16
Figure 421-29. Installation Labor Hours
for Pipe Hangers & Supports
Cost Estimating Manual
Page 421-22
April 1995
Installation Labor Hours for L—Piping
Operations Not Listed
Field
Fabrication
If an estimate requires labor hours for operations not covered in this
section, or for material not usually encountered in process plants (such as
thick wall, large diameter pipe), use the labor hours from the appropriate
table in the Estimator’s Piping Man-Hour Manual. 1
See Figure 421-30. Labor hours include cutting straight run pipe to length,
bevelling, line-up, tack, and welding.
Field Installation of
Pipe Spools
The labor hours in Figure 421-31 include rigging in place, aligning,
welding, and bolt-ups.
Field Fabrication &
Installation of Pipe
Spools
Add the labor hours from Figures 421-30 and 421-31.
If better information is not available, for estimating purposes assume that
an average pipe spool is 12 feet long and weighs 180 pounds.
Pipe Size
(In.)
Labor Hours per Linear Foot
Pipe Schedule
80 & XS
100
120
Average
Under 3⁄4“
Thick
3⁄ ” Thick
4
0.80
0.63
—
0.74
0.81
0.68
—
1.05
1.16
0.89
1.16
10-40 &
Std.
60
140 & 160
3
0.49
—
0.56
—
—
0.67
4
0.55
—
0.61
—
0.67
6
0.72
—
0.86
—
0.95
XXS
& Over
8
0.85
0.89
0.98
1.08
1.19
1.70
1.53
0.96
1.62
10
0.98
1.03
1.13
1.24
1.96
2.25
2.25
1.05
2.15
12
1.11
1.22
1.34
2.22
2.44
2.81
2.44
1.17
2.47
14
1.22
1.34
2.44
2.68
2.95
3.39
—
1.24
2.86
16
1.31
1.47
2.68
2.95
3.25
3.58
—
1.35
3.11
18
1.54
2.95
3.25
3.58
3.94
4.33
—
1.54
3.61
20
1.69
3.25
3.58
3.94
4.33
4.97
—
1.69
4.01
24
1.94
3.58
4.12
4.53
5.21
5.73
—
1.94
4.64
ANSI Codes require stress relief of pipe with wall thickness of 3⁄4" and greater. Sizes requiring stress relief are shown
below the stepped line in the table above. See “Stress Relief” for labor hours for stress relieving.
Figure 421-30. Installation Labor Hours: Field Fabrication
1
John S. Page, Gulf Publishing Company.
Cost Estimating Manual
April 1995
Page 421-23
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Installation Labor Hours for Minor Materials (Bulks)
Pipe Size
(In.)
D
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A
Labor Hours per Linear Foot
Pipe Schedule
Average
Under 3⁄4“
Thick
3⁄ ” Thick
4
1.21
1.00
—
1.44
1.18
–
1.42
1.56
1.24
1.56
1.71
1.96
1.96
1.37
1.96
1.66
2.13
2.56
2.56
1.41
2.42
2.18
2.40
2.90
2.90
1.44
2.60
2.46
2.71
2.98
3.43
–
1.45
2.90
1.71
2.66
2.93
3.22
3.89
–
1.53
3.18
1.64
2.88
3.17
3.49
3.84
4.64
–
1.64
3.60
1.97
3.10
3.41
3.75
4.13
5.00
–
1.97
3.88
2.36
3.53
3.88
4.27
4.70
5.64
–
2.36
4.40
10-40 &
Std.
60
80 & XS
100
120
140 & 160
3
0.77
–
0.92
–
–
1.10
4
0.90
–
1.08
–
1.19
1.31
6
1.06
–
1.17
–
1.29
8
1.22
1.28
1.41
1.55
10
1.30
1.37
1.51
12
1.35
1.49
1.64
14
1.42
1.56
16
1.49
18
20
24
XXS
& Over
ANSI Codes require stress relief of pipe with wall thickness of 3⁄4" and greater. Sizes requiring stress relief are shown
below the stepped line in the table above. See “Stress Relief” for labor hours for stress relieving.
Figure 421-31. Installation Labor Hours: Field Installation of Pipe Spools
Field Fabrication &
Installation of Offplot,
Interconnecting
Piping
Underground
Installation of Pipe
The labor hours in Figure 421-32 include cutting straight-run pipe to
length, bevelling, line-up, welding, or bolt-up of all connections.
See Figure 421-33. Labor hours are to install coated and wrapped pipe in
place, weld, coat, and wrap joints.
Pipe Size (In.)
On Elevated
Racks Labor
Hrs/Lin. Ft.
On Sleepers
Labor
Hrs/Lin. Ft.
Pipe Size (In.)
On Elevated
Racks Labor
Hrs/Lin. Ft.
On Sleepers
Labor
Hrs/Lin. Ft.
3
0.36
0.29
16
1.10
0.72
4
0.39
0.31
18
1.17
0.80
6
0.48
0.33
20
1.26
0.90
8
0.55
0.36
24
1.45
1.10
10
0.60
0.42
30
1.71
1.35
12
0.70
0.50
36
2.00
1.60
14
0.86
0.62
This table represents double random-length pipe. For single random-length pipe, multiply the
above figures by 1.5.
For complex piping offplot, such as plot limit waterfalls, or tank connections, use the tables for
onplot piping.
These labor hours do not include erecting racks or installing sleepers.
Figure 421-32. Installation Labor Hours: Field Fabrication & Installation of Offplot, Interconnecting
Piping on Elevated Racks or Sleepers
Cost Estimating Manual
Page 421-24
April 1995
Installation Labor Hours for L—Piping
Pipe
Size
(In.)
Labor Hours per Linear Foot
Pipe Schedule
100–120 140–160
3/4"
Thick
or Less
Pipe
Size
(In.)
10–40
60–80
3
0.50
0.55
–
0.63
–
4
0.54
0.59
0.68
0.78
–
6
0.65
0.72
0.83
0.95
Labor Hours per Linear Foot
Pipe Schedule
100–120 140–160
3/4"
Thick
or Less
10–40
60–80
18
1.54
1.77
2.04
2.35
–
20
1.65
1.90
2.19
2.52
–
–
24
1.87
2.15
2.47
2.84
–
8
0.77
0.89
1.02
1.17
–
30
–
–
–
–
2.20
10
0.88
1.10
1.32
1.52
–
36
–
–
–
–
2.64
12
1.00
1.25
1.56
1.79
–
42
–
–
–
–
2.97
14
1.14
1.35
1.62
1.94
–
48
–
–
–
–
3.30
16
1.43
1.64
1.89
2.17
–
60
–
–
–
–
3.96
Add for excavation, backfill, and disposal:
- Onplot: 1.5 Labor Hours/Cu. Yd.
- Offplot: 1.0 Labor Hours/Cu. Yd.
Labor for coating pipe is included in the cost of the coating because pipe coatings are applied in a commercial pipecoating yard.
Estimate separately labor hours to install underground valves, accessories, valve boxes, pipe thrust anchor blocks, etc.
Figure 421-33. Installation Labor Hours: Underground Installation of Pipe
The labor hours in Figure 421-34 are provided for making a single buttwelded joint, either in a field-fabrication shop or in place. The labor hours
apply to connections of any combination of pipe, flanges, fittings, and
valves.
Field-Fabricated
Buttwelds
Pipe Size
(In.)
Labor Hours per Manual Buttweld
Pipe Schedule
20
30
40
60
80
100
120
140
160
3
–
–
1.3
–
1.4
4
–
–
1.5
–
1.8
–
–
–
2.1
–
2.8
–
6
–
–
2.0
–
3.0
2.5
–
3.8
–
4.9
8
2.6
2.6
2.6
3.0
3.3
4.6
6.0
7.5
8.6
10
3.1
3.1
3.1
4.0
5.1
6.8
9.4
11.4
13.1
12
3.6
3.6
4.1
5.2
6.6
9.9
12.2
15.3
17.9
14
4.3
4.3
5.0
6.8
9.6
13.2
16.2
19.2
22.7
16
5.0
5.0
6.6
8.4
12.4
19.5
20.7
25.0
27.7
18
5.9
6.8
8.6
11.2
16.4
21.8
25.6
29.9
33.7
20
6.3
8.4
9.4
13.8
19.5
26.0
31.9
37.0
40.8
24
6.9
–
13.3
20.1
25.2
35.8
43.5
49.3
59.3
For Standard Weight, use Schedule 40 through 10"; then Schedule 20.
For Extra Strong, use Schedule 80 through 8"; then Schedule 30.
For Double Extra Strong, use Schedule 160.
ANSI Codes require stress relief of pipe with wall thickness of 3⁄4" and greater. Sizes requiring stress relief are shown
below the stepped line in the table above. See “Stress Relief” for labor hours for stress relieving.
Figure 421-34. Installation Labor Hours: Field-Fabricated Buttwelds
Cost Estimating Manual
April 1995
Page 421-25
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Installation Labor Hours for Minor Materials (Bulks)
Pipe Size
(In.)
D
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Labor Hours per Manual Buttweld
Pipe Schedule
20
30
40
60
80
100
120
140
160
3
–
–
0.2
–
0.2
4
–
–
0.3
–
0.4
–
–
–
0.3
–
0.5
–
6
–
–
0.4
–
0.6
0.5
–
0.7
–
0.8
8
0.6
0.6
0.6
0.7
0.8
1.0
1.1
1.2
1.4
10
0.8
0.8
0.8
1.2
1.2
1.4
1.6
1.8
2.2
12
0.9
0.9
1.1
1.6
1.7
1.8
2.2
2.4
2.6
14
1.2
1.2
1.4
1.8
2.1
2.2
2.4
2.9
3.0
16
1.4
1.4
2.0
2.2
2.4
2.7
2.9
3.2
3.7
18
1.8
2.0
2.5
2.8
3.0
3.3
3.5
4.0
4.7
20
2.1
2.9
3.1
3.3
3.5
3.9
4.1
4.8
5.5
24
3.3
4.4
4.6
4.8
4.9
5.4
5.9
6.7
7.6
For Standard Weight, use Schedule 40 through 10 inches; then Schedule 20.
For Extra Strong, use Schedule 80 through 8 inches; then Schedule 30.
For Double Extra Strong, use Schedule 160.
Figure 421-35. Installation Labor Hours: Field Cutting & Bevelling Pipe
Field Cutting &
Bevelling Pipe
Field Handling &
Installing Flanged
Valves Piping
Specialties
The labor hours in Figure 421-35 are provided for cutting and bevelling
one end of pipe with a cutting torch, either in a field-fabrication shop or in
place.
Figure 421-36 includes fitter and equipment operator labor hours to install
valve in place and bolt-up flanges.
Excludes: Make-on of mating flanges.
Field X-ray
Field x-ray is usually subcontracted. See Figure 421-37. This chart
includes labor hours required for x-raying field welds.
Converting Carbon
Steel Labor Hours
See Figure 421-38 for converting carbon steel labor hours to alloy,
stainless steel, and other materials labor hours.
Cost Estimating Manual
Page 421-26
April 1995
Installation Labor Hours for L—Piping
Labor Hours per Valve
Pressure Rating
Pipe
Size
(In.)
150
lb.
300
lb.
600
lb.
900
lb.
1500
lb.
2500
lb.
Notes
- Valves 2" and under are included in the per-foot labor hours
for the type of connection shown in “Piping–Two Inches
and Under.”
- Refer to this table for
- control valve, relief valve, and flanged flow tube
installation; then add labor hours for instrumentation
connections.
- buttwelded valves 6" and smaller.
- Do not use alloy and stainess steel multipliers for this
operation unless the valve is buttwelded.
- Specialty Weights/Materials:
- For 125 lb. iron and brass valves, use 150 lb. LH.
- For 200 lb. iron and brass valves, use 300 lb. LH.
- For 400 lb. steel valves, use 600 lb.LH.
- Adjustments:
- For motor-operated valves, multiply table LH by 1.54.
- For flange facings other than raised face or flat faced,
multiply the table LH by 1.14.
- For a combination of the conditions above, multiply
table LH by 1.68.
- Multipliers or Labor Hours for Specialties
- Steam Traps, Y-Type Strainers, Sample Coolers,
Spectacle Blinds: Table LH x 1.20
- Temporary Strainers: Table LH for 150 lb.
- Fire Hydrants: 10 Labor Hours
- Utility Hose and Hose Rack: 10 Labor Hours
- Safety Shower Units: 20 Labor Hours
3
2.8
3.3
4.0
4.4
5.4
6.6
4
4.1
4.8
5.6
6.0
7.3
9.0
6
5.2
6.1
6.9
7.5
9.3
10.9
8
7.0
8.2
9.4
10.2
12.7
15.7
10
9.0
10.2
11.5
12.5
16.0
19.2
12
11.1
12.7
14.5
15.7
20.1
24.9
14
12.7
14.6
16.7
18.1
23.5
–
16
14.7
16.9
19.2
20.8
27.5
–
18
16.3
18.9
22.0
23.8
31.5
–
20
18.7
21.6
25.1
27.1
36.5
–
24
21.7
25.1
29.4
31.8
43.1
–
Figure 421-36. Installation Labor Hours: Field Handling & Installing Flanged Valves & Piping Specialties
Pipe Size
(In.)
Labor Hours per Buttweld
Pipe Schedule
Pipe Size
(In.)
Labor Hours per Buttweld
Pipe Schedule
20-XS
>XS-120
140-XXS
20-XS
2 or less
0.86
–
1.13
12
1.71
1.97
2.23
3
0.86
–
1.13
14
1.86
2.14
2.42
4
0.98
1.13
1.27
16
2.08
2.39
2.70
6
1.20
1.40
1.56
18
2.32
2.67
3.01
8
1.35
1.54
1.75
20
2.55
2.94
3.34
10
1.51
1.73
1.97
24
3.15
3.62
4.08
>XS-120
140-XXS
If welds are not counted, use 9 percent of total fabrication and installation labor hours, excluding steam tracing.
Figure 421-37. Installation Labor Hours: Field X-ray
Cost Estimating Manual
April 1995
Page 421-27
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Installation Labor Hours for Minor Materials (Bulks)
Description
D
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Chrome-Molybdenum
(Chrome 1⁄2-2%, Moly to 1%)
Chrome-Molybdenum
(Chrome 21⁄4-6%, Moly to 1%)
Chrome-Molybdenum
(Chrome 6%-15%,
Moly to 1%, Nickel 31⁄2%)
Stainless Steel
(300-series, Inc. L & H grades)
Copper, Brass, Everdur
Labor Hour
Multiplier
Description
Labor Hour
Multiplier
2" and less
1.25
2" and less
Over 2"
1.35
3" - 6"
1.50
2" and less
1.30
8" - 10"
1.65
3" - 8"
1.35
12" - 14"
1.75
10" - 16"
1.45
16" - 18"
1.90
18" - 24"
1.55
20" - 24"
2.10
2" and less
1.40
3" - 8"
1.50
10" - 14"
1.60
16" - 18"
20" - 24"
2" and less
1.35
3" - 6"
1.40
8" - 12"
14" - 16"
Carbon Steel - Sub-Zero to 50°F.
(A-333 Grades 1,4,9)
1.40
2" and less
2.00
3" - 12"
2.30
1.70
2" and less
1.40
1.85
3" - 6"
1.45
8" - 12"
1.60
14" - 16"
1.70
1.55
18" - 20"
1.90
1.65
24"
2.00
18" - 20"
1.80
2" and less
1.50
24"
2.00
3" - 6"
1.55
6" and less
1.25
8" - 10"
1.75
8" - 12"
1.50
12"
1.85
14" - 20"
1.70
14" - 16"
1.95
24"
1.95
18"
2.10
20"
2.25
24"
2.40
Hastelloy, Titanium, 99% Nickel
Cu-Ni, Monel, Inconel, Incoloy,
Alloy 20
Aluminum
Apply to labor hours for all operations unless specifically excluded.
Figure 421-38. Multipliers for Converting Labor Hours from Carbon Steel to Alloy, Stainless Steel & Other Materials
Installation Labor Hours for M—Structural Steel
Installation labor hours for structural steel include the field labor
associated with erecting, bolting, riveting, welding, and burning the
following:
Steel structures and structural steel enclosures
Access platform steel
Structural steel pipeways or elevated racks
Other steel structures
Miscellaneous steel field fabrication and erection
All steel is shop-fabricated, except for miscellaneous field fabrication.
Cost Estimating Manual
Page 421-28
April 1995
Installation Labor Hours for M—Structural Steel
Description
Labor Hours
Light Steel (Less than 17 lb./lin. ft.)
43 /Ton
Heavy Steel (17-48 lb./lin. ft.)
18 /Ton
Very Heavy Steel (Over 48 lb./lin. ft.)
8 /Ton
D
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0.15 /Sq. Ft.
Grating or Checkered Plate
(other than part of vessel platform)
Figure 421-39. Installation Labor Hours: Steel Structures &
Structural Steel Enclosures
Steel Structures &
Structural Steel
Enclosures
Steel structures support major equipment such as platforms, grating,
checkered plate, stairs, ladders, cages, handrails, and toe plates. Structural
steel enclosures cover the steel frame structure, siding, roof, doors, and
windows for enclosing plant equipment. See Figure 421-39.
Access Platform Steel
Access platform steel provides access to columns, vessels, exchangers,
compressors, instruments, valves, and so on, for operation, maintenance,
and safety. The labor hours for installation cover items such as platforms,
stairs, ladders, cages, handrails, toe plates, grating, and checkered plate,
not normally supplied with the equipment.
50 Labor Hours/Ton
Structural Steel
Pipeways or
Elevated Racks
23 Labor Hours/Ton
When air coolers are mounted on top of the pipeway, add an additional
five labor hours/ton.
Other Steel
Structures
Other steel structures include loading platforms, stiles, crossings, and so
on.
25 Labor Hours/Ton
Miscellaneous Steel
Field Fabrications &
Erection
Elevated Concrete
Structures &
Piperacks
Installation labor hours for miscellaneous steel field fabrication and
erection includes items not covered above such as pipe sleepers, stiles
across grade-level pipeways, or tank dikes. See Figure 421-40.
Refer to Q—Foundations later in this section.
Cost Estimating Manual
April 1995
Page 421-29
421
Installation Labor Hours for Minor Materials (Bulks)
By Weight per Item
D
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Labor Hours/Lb
100 lb. or less
0.5
101-500 lb.
0.25
Over 500 lb.
0.075
Figure 421-40. Installation Labor Hours:
Miscellaneous Steel Field Fabrication & Erection
Installation Labor Hours for N—Insulation and Fireproofing
Pipe Insulation
Installation labor hours for pipe insulation cover applying both hot and
cold external insulation (including jacketing), plus erecting and removing
necessary scaffolding. See Figure 421-41.
Equipment Insulation
Installation labor hours for equipment insulation cover applying both hot
and cold insulation (including jacketing) on columns, vessels, heat
exchangers, etc. See Figure 421-42.
Insulation material is assumed to be calcium silicate.
Labor Hours per Effective Linear Foot1
Pipe Size
(In.)
Insulation Thickness (In.)
1
1
11/2
2
21/2
3
31/2
2 or less
0.15
0.16
0.18
0.20
–
–
3
0.16
0.19
0.20
0.22
–
–
4
0.19
0.20
0.22
0.24
–
–
6
0.21
0.23
0.24
0.26
0.39
–
8
–
0.25
0.27
0.29
0.43
–
10
–
0.29
0.30
0.32
0.48
–
12
–
0.33
0.34
0.36
0.54
0.57
14
–
0.35
0.37
0.39
0.61
0.62
16
–
0.40
0.43
0.44
0.67
0.70
18
–
0.45
0.47
0.49
0.76
0.78
20
–
0.50
0.52
0.54
0.85
0.88
24
–
0.62
0.65
0.68
1.06
1.09
30
–
0.84
0.88
0.91
1.48
1.52
Effective linear foot equals the actual linear foot measurement plus a 35 percent fitting factor.
General
When the required thickness is not shown, use labor hours needed for more than one layer;
e.g., for a two-inch pipe requiring three inches of insulation, use labor hours for a one-inch
layer plus those for a two-inch layer.
For low-temperature processes (cryogenics), multiply the above labor hours by 2.75.
Figure 421-41. Installation Labor Hours: Pipe Insulation
Cost Estimating Manual
Page 421-30
April 1995
Installation Labor Hours for N—Insulation and Fireproofing
Labor Hours per Effective Linear Foot
Column & Vessel
Exchanger
Thickness
(In.)
Shell
Heads
Tanks
Shell
Heads
1
0.20
0.41
0.09
0.22
0.54
11⁄2
0.21
0.42
0.09
0.23
0.55
2
0.22
0.44
0.10
0.24
0.57
21⁄2
0.23
0.46
0.11
0.26
0.59
3
0.25
0.49
0.15
0.29
0.63
Adjustments
For erecting and removing scaffolding, add five percent to the above labor hours.
For typical refinery equipment, the effective square footage equals the takeoff square footage
multiplied by a fitting factor of 1.10.
For equipment with a large number of nozzles or stiffener rings, use a factor of 1.3.
When the required thickness is not shown, use the labor hours needed for more than one
layer; e.g., for 31⁄2 inches, use the labor hours for a 1-inch plus a 21⁄2-inch layer.
Other Adjustments
For low-temperature processes (cryogenics), multiply the above labor hours by 2.75.
For steam turbine drivers, pumps, etc., estimate the area to be insulated and use the labor
hours shown for an exchanger shell.
Calculate the area using the OD (outside surface) of the insulation.
Figure 421-42. Installation Labor Hours: Equipment Insulation
Fireproofing—Gunite
Installation labor hours include applying fireproofing materials such as
cement, concrete, and wire mesh to equipment and structural supports like
skirts for columns or vertical vessels, vessel legs, main pipeway bents,
pipe stanchions, furnace hearth, legs, and beams.
For skirts on columns and vessels, refer to Standard Drawing GD-N99994
(in the Chevron Fire Protection Manual) to determine whether or not both
the outer and inner areas require gunite.
2" Gunite with 1⁄2" square mesh
=
0.3 Labor Hour/Sq. Ft.
These labor hours per square foot include an allowance for normal
sandblasting or wire brushing, assuming that the steel is not primed.
Fireproofing—
Concrete, Poured
in Place
Installation labor hours include fireproofing pipeways, pipe stanchions,
and steel structures using concrete poured in place. Labor hours include
grouting and patching after pouring the concrete and removing the forms.
See Figure 421-43.
Cost Estimating Manual
April 1995
Page 421-31
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Installation Labor Hours for Minor Materials (Bulks)
Description
D
A
T
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Average
Labor Hours
Two-inch coverage (4 sides)
Detailed Estimate Concrete
6.0 /Cu. Yd.
Forms
0.3 /Sq. Ft.
Wire Mesh
0.13 /Sq. Ft.
Rebar
0.018 /Lb.
1
Scaffolding
1
40 /Cu. Yd.
Add 5 percent to the total manhours developed.
Figure 421-43. Installation Labor Hours: Fireproofing—Concrete,
Poured in Place
Installation Labor Hours for P—Electrical
This section contains information about the installation labor hours for the
following:
Distribution Equipment
Power & Control Equipment
Emergency & Standby Equipment
Lighting Equipment
Rigid Metallic Conduit, Aboveground
Rigid Metallic Conduit, Underground
Non-Metallic Conduit & Duct, Aboveground & Underground
Thinwall Metallic Conduit, Aboveground
Conduit Fittings, Galvanized Steel and Rigid Aluminum
Conduit Excluding Fittings & Support, Aboveground
Cable Trays & Channels
Concrete Electrical Conduit Envelope
600V & 1000V Wire & Cable
Air Interrupter Switches
Grounding
Testing
Distribution
Equipment
Installation labor hours for distribution equipment include handling and
setting the following electrical equipment:
High-voltage master substations
15 KV switchgear
Power transformers
High Voltage Master Substation and 15 KV Switchgear
See Figure 421-44.
Cost Estimating Manual
Page 421-32
April 1995
Installation Labor Hours for P—Electrical
High-Voltage Master Substation
Labor Hours/Ton
15
I-Beam or Box Steel Structures or Both
36
Lattice Steel Structures
Labor Hours/Each
15 KV Metalclad Switchgear
Indoor Outdoor Walk In
1
500 MVA-1200 A ACB -2000 A ACB
60
65
750 MVA-1200 A ACB1-2000 A ACB
65
70
80
1000 MVA-1200 A ACB1-2000 A ACB-3000 A ACB
95
100
115
Starters - Full Voltage Induction Motors
15
15
15
Starters - Reduced Voltage Induction Motors
30
35
45
Generator - ACB and Control
30
35
45
Starters - Full Voltage Synchronous Motors
30
35
45
Starters - Reduced Voltage Synchronous Motors
60
70
90
600 A Fused Switch - 1200 A Unfused Switch
25
30
40
1200 A Fused Switch
30
35
45
1
75
ACB = Air Circuit Breaker
Figure 421-44. Installation Labor Hours: High Voltage Master Substation and
15 KV Switchgear
Power and Distribution Transformers, Oil Immersed, Self-Cooled, 3-Phase
See Figure 421-45.
KVA
Labor Hours
Each
KVA
Labor Hours
Each
112.5
32
3750
170
150
36
5000
195
225
44
7500
235
300
51
10,000
270
500
65
12,000
295
750
78
15,000
327
1000
90
20,000
375
1500
110
25,000
417
2000
125
30,000
455
2500
140
0.48
Labor Hours = 3.34 (KVA)
Special Items
Labor Hours
Each
Fused Primary Switches on Transformers
10
Transition Connection
30
Throat Connection
50
Neutral Grounding Resistor
30
Metal-Clad Primary Fused Switch (5 KV & 15 KV)
30
Figure 421-45. Installation Labor Hours: Power and Distribution Transformers,
Oil Immersed, Self-Cooled, 3-Phase
Cost Estimating Manual
April 1995
Page 421-33
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Installation Labor Hours for Minor Materials (Bulks)
Power & Control
Equipment
The following figures show the installation labor hours for handling and
setting the electrical equipment listed below:
Figure 421-46: 5 KV and 600 KV switchgear
Figure 421-47: 2300 V/200 MVA & 4160V/400 MVA motor control
centers, cubicle-type
Figure 421-48: 600 V motor control center—cubicle-type and
prefabricated switchback
Figure 421-49: Air circuit breakers
Figure 421-50: Push buttons and weld receptacles
Labor Hours, Each
5 KV Metalclad Switchgear
Indoor
Outdoor
Walk In
75 MVA-1200 A ACB
30
40
45
250 MVA-1200 A ACB-2000 A ACB
45
45
55
350 MVA-1200 A ACB-2000 A ACB - 3000 A ACB
60
60
70
Starters - Full Voltage Induction Motors
10
10
10
Starters - Reduced Voltage Induction Motors
20
30
35
Generator - ACB and Control
20
30
35
Starters - Full Voltage Synchronous Motors
20
30
35
Starters - Reduced Voltage Synchronous Motors
40
60
70
600 A Fused Switch - 1200 A Unfused Switch
20
25
30
1200 A Fused Switch
25
30
35
Labor Hours, Each
600 V Metal-Enclosed Switchgear
Indoor
Outdoor
Walk In
225 A ACB, 150 HP max
9
11
13
600 A ACB, 400 HP max
11
13
15
1600 A ACB, 1000 HP max
18
22
26
2000 A ACB
24
29
34
3000 A ACB
30
36
42
4000 A ACB
40
50
60
5
5
5
Starters - Reduced Voltage Induction Motors
10
12
14
Generator - ACB and Control
10
12
14
Starters - Full Voltage Induction Motors
Figure 421-46. Installation Labor Hours: 5 KV & 600 KV Switchgear
Cost Estimating Manual
Page 421-34
April 1995
Installation Labor Hours for P—Electrical
Description
Full-Voltage Non-Reversing
Induction
Full-Voltage Reversing Induction
Reduced-Voltage Non-Reversing
Induction
Reduced-Voltage Reversing
Induction
Full-Voltage Non-Reversing
Synchronous
Reduced-Voltage Non-Reversing
Synchronous
1
Labor Hours, Each
HP1
Amps
Indoor
Outdoor
Walk In
200
700, 1250
25
25
35
400
1500, 2500
30
35
45
700
2500, 4500
35
40
50
200
700, 1250
35
35
45
400
1500, 2500
40
45
55
700
2500, 4500
45
50
60
200
700, 1250
40
40
55
400
1500, 2500
45
50
65
700
2500, —
55
60
75
700
—, 4500
60
65
80
200
700, 1250
50
50
65
400
1500, 2500
60
65
80
700
2500, 4500
65
70
85
200
700, 1250
35
35
45
400
1500, 2500
40
45
55
700
2500, 4500
45
50
60
200
700, 1250
45
45
60
400
1500, 2500
55
60
75
700
2500, 4500
60
65
80
Horsepowers are for 2300 V / 200 MVA and 4160 V / 400 MVA, respectively.
.
.
.
.
Figure 421-47. Installation Labor Hours: 2300 V / 200 MVA & 4160 V / 400 MVA Motor Control
Centers, Cubicle Type
.
.
.
.
Cost Estimating Manual
April 1995
Page 421-35
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Installation Labor Hours for Minor Materials (Bulks)
Description
D
A
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A
Full-Voltage Non-Reversing
Full-Voltage Reversing
Reduced-Voltage Non-Reversing
Two-Speed Full-Voltage
Non-Reversing
Size
HP Max
Labor Hours, Each
Indoor
Outdoor
Walk In
5
1
10
3
4
2
25
4
5
6
3
50
6
8
10
4
100
9
12
15
5
200
16
21
26
6
400
22
30
38
1
10
5
7
9
2
25
6
8
10
3
50
14
19
24
4
100
16
21
26
5
200
18
24
30
6
400
30
40
50
2
25
14
19
24
3
50
16
21
26
4
100
18
24
30
5
200
20
26
32
6
400
38
50
62
1
10
5
7
9
2
25
9
12
15
3
50
14
19
24
4
100
16
21
26
5
200
18
24
30
6
400
22
30
38
Figure 421-48. Installation Labor Hours: 600 V Motor Control Center—Cubicle-Type
& Prefabricated Switchrack
Cost Estimating Manual
Page 421-36
April 1995
Installation Labor Hours for P—Electrical
Labor Hours Each
Air Circuit
Breakers
Indoor
Outdoor
Walk In
100 A
3
4
5
225 A
5
6
7
400 A
8
10
12
600 A
9
11
13
800 A
13
16
19
1000 A
14
17
20
1200 A
16
19
22
225 A
11
15
19
600 A
13
17
21
1600 A
30
40
50
D
A
T
A
Molded Case
Switchgear
Figure 421-49. Installation Labor Hours: Air Circuit Breakers
Description
Labor Hours Each
Indoor
WP
XP
Push Buttons
2
3
4
Weld Receptacle
w/100A CB
6
7
8
Weld Receptacle
w/225A CB
9
10
12
Figure 421-50. Installation Labor Hours: Push Buttons &
Weld Receptacles
Emergency &
Standby Equipment
Installation labor hours for emergency and standby equipment includes
those needed to handle and set the following electrical equipment:
emergency generators, static inverters, and uninterrupted power supply
(UPS) systems such as batteries and battery charging facilities. See Figure
421-51.
Cost Estimating Manual
April 1995
Page 421-37
421
Installation Labor Hours for Minor Materials (Bulks)
Description
D
A
T
A
Diesel Generators
Batteries & Racks
Battery Chargers
Labor Hours
100 - 500 KW
300 Each
550 - 1000 KW
600 Each
1100 - 2000 KW
900 Each
2100 - 3000 KW
1200 Each
3100 - 4000 KW
1400 Each
40 - 80 Amp-Hours
1.5 /Cell
100 - 160 Amp-Hours
2.0 /Cell
200 - 360 Amp-Hours
2.5 /Cell
400 - 580 Amp-Hours
3.0 /Cell
600 - 960 Amp-Hours
4.0 /Cell
1000 - 1800 Amp-Hours
5.0 /Cell
15 - 30 Amps
25 Each
35 - 100 Amps
40 Each
150 - 200 Amps
50 Each
300 - 400 Amps
60 Each
Figure 421-51. Installation Labor Hours: Emergency & Standby Equipment
Lighting Equipment
Installation labor hours for lighting equipment include handling and
installing the lighting equipment in the following figures:
Figure 421-52: Transformers
Figure 421-53: Lighting panels
Figure 421-54: Lighting fixtures and devices
1-Phase,
480V - 120/240V
KVA
3-Phase,
480V - 208/120V
Labor Hrs. Each
KVA
Labor Hrs. Each
3
6
3
6
5
7
6
8
7.5
9
9
10
10
10
15
12
15
12
30
17
25
16
45
21
37.5
19
75
26
50
22
112.5
32
75
26
150
36
100
30
225
44
167
38
300
51
0.47
Labor Hours = 3.46 (KVA)
Labor Hours in this table are to install and connect lighting transformers, excluding supports.
Figure 421-52. Installation Labor Hours: Lighting Equipment — Transformers
Cost Estimating Manual
Page 421-38
April 1995
Installation Labor Hours for P—Electrical
Labor Hours Each
No. of Circuits
Indoor
Weatherproof Explosion-proof
In MCCs
4
5
7
10
4
6
7
9
14
5
6
8
9
12
18
12
12
16
24
8
16
15
20
30
10
20
18
24
36
12
24
21
28
42
14
30
26
35
–
17
36
31
41
–
21
42
36
48
–
24
Labor Hours to Install and connect lighting panels, excluding supports.
Figure 421-53. Installation Labor Hours: Lighting Panels
Item
Labor Hours Each
Open
Indoor
Recessed
WP-VP
XP
1
2
3
4’ - 4 Tube
3
4
5
8’ - 4 Tube
4
5
6
4
5
6
3
4
5
500W
2
3
4
1500W
8
12
14
1000W
6
10
12
500W
4
8
10
Incandescent
–
3
–
Mercury Vapor
–
4
–
Emergency Battery Light
4
6
–
Obstruction Beacon
–
50
–
Obstruction Light (Dual)
–
10
–
Receptacle (110V)
1
1.5
2
Switch
1
1.5
2
Time Switch or Photo Cell
2
3
4
Contactor (Oil Switch)
6
8
–
Control Circuit Transformer (10–25 KVA)
10
10
–
Ballast (External)
1
2
3
Gooseneck Stanchion
–
4
4
Pole or Standard
–
10
–
Mast Arm
–
5
–
Thompson Hanger
10
20
–
Incandescent to 500W
Fluorescent
1500W
Mercury vapor and ballast 1000W
Floodlight
Luminaire
The labor hours in this table are to install and connect lighting fixtures and devices.
Figure 421-54. Installation Labor Hours: Lighting Fixtures & Devices
Cost Estimating Manual
April 1995
Page 421-39
D
A
T
A
421
Installation Labor Hours for Minor Materials (Bulks)
Labor Hours per Linear Foot
D
A
T
A
Size (In.)
XP Hazardous
Semi-Hazardous
Non-Hazardous
RGS
ALUM
RGS
ALUM
RGS
ALUM
1⁄
2
0.29
0.22
0.26
0.20
0.23
0.18
3⁄
4
0.31
0.23
0.28
0.21
0.25
0.19
1
0.34
0.25
0.31
0.23
0.28
0.21
11⁄4
0.39
0.28
0.35
0.25
0.32
0.23
11⁄2
0.43
0.30
0.39
0.27
0.35
0.24
2
0.54
0.36
0.49
0.33
0.44
0.30
21⁄2
0.68
0.44
0.62
0.40
0.56
0.36
3
0.86
0.54
0.78
0.49
0.70
0.44
31⁄2
1.08
0.64
0.98
0.58
0.88
0.52
4
1.30
0.76
1.18
0.69
1.06
0.62
5
1.75
1.02
1.59
0.93
1.43
0.84
6
2.20
1.32
2.00
1.20
1.80
1.08
Order-of-Magnitude (Average)
1 & under
0.32
0.24
0.29
0.22
0.26
0.20
11⁄4 - 2
0.47
0.33
0.43
0.30
0.38
0.26
21⁄2 & over
1.26
0.74
1.14
0.67
1.03
0.60
All Sizes
0.42
0.30
0.39
0.27
0.34
0.23
Flexible
0.70
0.70
0.70
0.70
0.60
0.60
Plastic Coated RGS Conduit = 1.10 x Labor Hours for RGS Conduit
Tray System Dropout Conduit = 1.30 x Labor Hours for A/G Conduit
RGS = Rigid Galvanized Steel
ALUM = Aluminum
Figure 421-55. Installation Labor Hours: Rigid Metallic Conduit, Aboveground
Rigid Metallic
Conduit,
Aboveground
Rigid Metallic
Conduit, Underground
Installation labor hours for aboveground rigid metallic conduit include
handling and installing the conduit plus the necessary condulets,
pullboxes, outlet and junction boxes, straps, hangers, supports, and
conduit racks. See Figure 421-55.
See Figure 421-56. Installation labor hours for underground rigid metallic
conduit include handling and installing metallic conduit into a
below-grade duct bank along with its couplings and fittings. It also
includes installing risers to grade and supports and spacers.
Excludes: Excavation and concrete envelope (see Figure 421-63).
Cost Estimating Manual
Page 421-40
April 1995
Installation Labor Hours for P—Electrical
Size (In.)
Labor Hours per Linear Foot
XP RGS
VP RGS
D
A
T
A
WP RGS
1
0.09
0.08
0.07
11⁄4
0.10
0.09
0.08
11⁄2
0.11
0.10
0.09
2
0.14
0.13
0.12
21⁄2
0.19
0.17
0.15
3
0.25
0.23
0.21
31⁄2
0.32
0.29
0.26
4
0.40
0.36
0.32
5
0.57
0.52
0.47
6
0.76
0.69
0.62
Order of Magnitude —Labor Hours per Linear Foot
1 & Under
0.09
0.08
0.07
11⁄4 - 2
0.13
0.12
0.11
21⁄2 & Over
0.39
0.35
0.31
All Sizes
0.12
0.11
0.10
Plastic Coated RGS Conduit = 1.10 x Labor Hours for
RGS Conduit
Figure 421-56. Installation Labor Hours: Rigid Metallic Conduit,
Underground
Non-Metallic Conduit
& Duct, Aboveground
& Underground
Installation labor hours include time for installing conduit, duct, fittings,
supports, spacers, and adapters aboveground and underground. See
Figures 421-57 and 421-58.
Excludes: Excavation and concrete envelope (see Figure 421-63).
Thinwall Metallic
Conduit,
Aboveground
Installation labor hours include handling and installing this material and
the required condulets, pull boxes, straps, hangers, supports, and conduit
racks. See Figure 421-59.
Conduit Fittings,
Galvanized Steel &
Rigid Aluminum
See Figure 421-60.
Cost Estimating Manual
April 1995
Page 421-41
421
Installation Labor Hours for Minor Materials (Bulks)
Labor Hours per Linear Foot
Size (In.)
D
A
T
A
A/G PVC
U/G PVC
1⁄
2
0.15
–
3⁄
4
0.16
–
1
0.18
0.05
11⁄4
0.20
0.06
11⁄2
0.21
0.07
2
0.25
0.10
21⁄2
0.30
0.13
3
0.36
0.16
31⁄2
0.43
0.20
4
0.51
0.25
5
0.68
0.34
6
0.89
0.45
Order of Magnitude—Labor Hours per Linear Foot
1 & Under
0.17
0.05
11⁄4 - 2
0.22
0.09
21⁄2 & Over
0.50
0.24
All Sizes
0.21
0.08
Plastic Coated RGS Conduit = 1.10- x Labor Hours for RGS Conduit
Figure 421-57. Installation Labor Hours: Non-Metallic Conduit Aboveground & Underground
Labor Hours per Linear Foot
Size (In.)
Type I
Korduct
Type II
Transite
ABS I
Plastic
ABSII
Plastic
2
0.07
0.10
0.03
0.05
3
0.08
0.11
0.04
0.06
4
0.10
0.14
0.05
0.07
5
0.12
0.17
0.06
0.08
6
0.15
0.20
0.08
0.10
All Sizes
0.09
0.12
0.04
0.06
Figure 421-58. Installation Labor Hours: Non-Metallic Duct Aboveground & Underground
Cost Estimating Manual
Page 421-42
April 1995
Installation Labor Hours for P—Electrical
Labor Hours per
Linear Foot
D
A
T
A
Size (In.)
Non-Hazardous
Area EMT
1⁄
2
0.16
3⁄
4
0.17
1
0.19
11⁄4
0.21
11⁄2
0.24
2
0.30
21⁄2
0.39
3
0.50
31⁄2
0.61
4
0.72
Order of Magnitude—
Labor Hours per Linear Foot
1 & Under
11⁄4
21⁄2
0.18
-2
0.26
& Over
0.59
All Sizes
0.23
Figure 421-59. Installation Labor Hours:
Thinwall Metallic Conduit, Aboveground
Labor Hours Each
Size (In.)
Union
Elbow
L Fitting
T Fitting
Seal
Fitting
3⁄
4
0.40
0.15
0.45
0.70
0.90
1
0.45
0.20
0.55
0.80
1.00
11⁄4
0.50
0.20
0.60
0.90
1.20
11⁄2
0.55
0.25
0.65
0.95
1.25
1.30
2
0.60
0.25
0.70
1.00
21⁄2
0.75
0.35
0.85
1.30
2.00
3
0.90
0.45
1.00
1.50
2.25
31⁄2
1.00
0.50
1.20
1.80
2.50
4
1.20
0.55
1.40
2.10
2.75
Figure 421-60. Installation Labor Hours: Conduit Fittings, Galvanized Steel
& Rigid Aluminum
Cost Estimating Manual
April 1995
Page 421-43
421
D
A
T
A
Installation Labor Hours for Minor Materials (Bulks)
Conduit, Excluding
Fittings & Support,
Aboveground
See Figure 421-61.
Installation labor hours for cable trays and channels include handling and
installing cable trays and channels along with their brackets and supports.
See Figure 421-62.
Cable Trays &
Channels
Installation labor hours for concrete electrical conduit envelope include
excavation and backfill, form work, rebar, and placing of concrete for
conduit envelopes. See Figure 421-63.
Concrete Electrical
Conduit Envelope
.
Labor Hours per Linear Foot
Rigid Galvanized Steel
Aluminum
Size (In.)
At Grade
3⁄
4
0.09
0.10
0.08
0.10
1
0.11
0.13
0.10
0.13
11⁄4
0.14
0.17
0.12
0.14
11⁄2
0.16
0.20
0.14
0.17
0.21
O/H Pipeway
At Grade
O/H Pipeway
2
0.20
0.25
0.18
21⁄2
0.28
0.33
0.24
0.29
3
0.34
0.41
0.29
0.35
31⁄2
0.40
0.49
0.35
0.41
4
0.55
0.66
0.47
0.55
Figure 421-61. Installation Labor Hours: Conduit, Excluding Fittings & Support, Aboveground
Item
Labor
Hours/Lin. Ft.
Metallic Standard Tray, 6-36" Wide (10’ Support Spacing)
1.0
Metallic Heavy Duty Tray, 6-36" Wide (25’ Support Spacing)
0.5
Metallic Channel, 3-4" Wide
0.5
FRP Tray: 1.3 x Labor Hours for Metal Tray
Figure 421-62. Installation Labor Hours: Cable Trays & Channels
Item
Labor Hours/Cu. Yd.
Excavation and Backfill
1.5
Concrete
3.5
Figure 421-63. Installation Labor Hours: Concrete
Electrical Conduit Envelope
Cost Estimating Manual
Page 421-44
April 1995
Installation Labor Hours for P—Electrical
600V & 1000V Wire
& Cable
Installation labor hours for wire and cable incudes the time to install all
1000V and under wire and cable for power, control, and lighting circuits,
including direct burial cable.
Excludes: Connections except where noted otherwise.
Power-Insulated/Jacketed CU/AL, Installed in Conduit or Tray
See Figure 421-64.
Control #14 Rubber-Insulated Neoprene Jacket, Installed in Conduit or Tray
See Figure 421-65.
Wire
Size
Labor Hours per Linear Foot
1/C
3/C
14
0.010
0.025
12
0.011
0.028
10
0.012
8
Wire
Size
Labor Hours per Linear Foot
1/C
3/C
3/0
0.043
0.093
4/0
0.049
0.110
0.031
250
0.055
0.120
0.014
0.031
300
0.061
0.130
6
0.017
0.042
350
0.067
0.145
4
0.021
0.049
400
0.073
0.160
2
0.025
0.058
500
0.083
0.180
1
0.029
0.064
600
0.095
0.200
1/0
0.033
0.073
750
0.110
0.230
2/0
0.038
0.082
1000
0.140
0.300
Figure 421-64. Installation Labor Hours: Power-Insulated/Jacketed CU/AL, Installed
in Conduit or Tray
Wire Size
Labor Hours
per Lin. Ft.
Wire Size
Labor Hours
per Lin. Ft.
1/C
2/C
0.010
9/C
0.045
0.025
12/C
0.050
3/C
0.028
18/C
0.060
4/C
0.031
24/C
0.070
5/C
0.034
36/C
0.080
7/C
0.037
48/C
0.090
Lighting - 600V (1/C Sizes 10 and 12) 0.02 Labor Hour/Lin. Ft.
(includes connections)
Direct Burial 0.70 x Labor Hours for Insulated/Jacketed Cable
PVC or Neoprene Jacket Over Armor: 1.10 x Labor Hours for
Interlocked Armor
Direct Burial Cable: 0.70 x Labor Hours for Interlocked Armor
Figure 421-65. Installation Labor Hours: Control #14 RubberInsulated Neoprene Jacket, Installed in Conduit or Tray
Cost Estimating Manual
April 1995
Page 421-45
D
A
T
A
421
Installation Labor Hours for Minor Materials (Bulks)
Power-Insulated Steel/Aluminum Interlocked Armor, Installed in Tray
D
A
T
A
See Figure 421-66.
Control # 14 Rubber-Insulated Steel/Aluminum Interlocked Armor,
Installed in Tray
See Figure 421-67.
Wire Size
Labor Hours
per Lin. Ft.
Wire Size
Labor Hours
per Lin. Ft.
3/C
3/C
14
0.055
3/0
12
0.060
4/0
0.150
0.160
10
0.065
250
0.170
8
0.070
300
0.180
6
0.075
350
0.185
4
0.090
400
0.190
2
0.100
500
0.200
1
0.110
600
0.210
1/0
0.120
750
0.240
2/0
0.130
1000
0.310
Figure 421-66. Installation Labor Hours: Power-Insulated
Steel/Aluminum Interlocked Armor, Installed in Tray
Size
Labor Hours
per Lin. Ft
Size
Labor Hours
per Lin. Ft.
2/C
0.050
12/C
0.150
3/C
0.055
18/C
0.180
4/C
0.060
24/C
0.210
5/C
0.070
36/C
0.240
7/C
0.090
48/C
0.270
9/C
0.130
PVC or Neoprene Jacket over Armor: 1.10 x Labor Hours
for Interlocked Armor
Direct Burial Cable: 0.70 x Labor Hours for Interlocked
Armor
Figure 421-67. Installation Labor Hours: Control # 14 RubberInsulated Steel/Aluminum Interlocked Armor, Installed in Tray
Cost Estimating Manual
Page 421-46
April 1995
Installation Labor Hours for P—Electrical
5 KV (& Over) Cable
Installation labor hours include installing wire and cable in 5 KV (and
over) circuits, including direct burial cable, as follows:
Figure 421-68: Power-Insulated/Jacketed CU/AL, Installed in Conduit
or Tray
Figure 421-69: Power-Insulated Steel/Aluminum Interlocked Armor,
Installed in Tray
Labor Hours per Linear Foot
Non Shielded
Shielded
5 KV
Size
5 KV
15 KV
1/C
3/C
1/C
3/C
1/C
3/C
8
0.023
0.048
0.030
0.048
–
–
6
0.026
0.063
0.036
0.063
–
–
4
0.030
0.067
0.041
0.067
–
–
2
0.034
0.076
0.045
0.076
0.064
0.110
1
0.037
0.080
0.048
0.080
0.066
0.120
1/0
0.042
0.090
0.053
0.090
0.072
0.130
2/0
0.047
0.100
0.058
0.100
0.079
0.140
3/0
0.052
0.115
0.066
0.115
0.085
0.150
4/0
0.058
0.130
0.073
0.130
0.093
0.170
250
0.065
0.140
0.078
0.140
0.100
0.170
300
0.071
0.150
0.085
0.150
0.105
0.180
350
0.077
0.165
0.092
0.165
0.110
0.200
400
0.083
0.180
0.098
0.180
0.120
0.220
500
0.095
0.200
0.110
0.200
0.130
0.250
600
0.105
0.220
0.120
0.220
0.140
0.270
750
0.120
0.250
0.140
0.250
0.170
0.300
1000
0.150
0.320
0.170
0.320
0.200
0.370
Direct Burial Cable: 0.70 x Labor Hours for Insulated/Jacketed
Distribution (1000’ Runs): 0.70 x Labor Hours for Insulated/Jacketed
Figure 421-68. Installation Labor Hours: Power-Insulated/Jacketed CU/AL, Installed in Conduit
or Tray
Cost Estimating Manual
April 1995
Page 421-47
D
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421
Installation Labor Hours for Minor Materials (Bulks)
Labor Hours per Lin. Ft.
D
A
T
A
3/C
Size
Labor Hours per Lin. Ft.
3/C
Size
5 KV
15 KV
5 KV
15 KV
8
0.085
0.120
250
0.180
0.190
6
0.100
0.140
300
0.190
0.200
4
0.110
0.150
350
0.195
0.220
2
0.125
0.160
400
0.200
0.240
1
0.135
0.165
500
0.210
0.260
1/0
0.140
0.170
600
0.230
0.280
2/0
0.150
0.175
750
0.260
0.310
1000
0.330
0.380
3/0
0.160
0.180
4/0
0.170
0.185
PVC or Neoprene Jacket over Armor: 1.10 x Labor Hours for Interlocked Armor
Direct Burial Cable: 0.70 x Labor Hours for Interlocked Armor
Distribution (1000’ Runs): 0.70 x Labor Hours for Interlocked Armor
Figure 421-69. Power-Insulated Steel/Aluminum Interlocked Armor, Installed in Tray
Electronic and
Thermocouple Wire
and Cable
Installation labor hours include installing single-pair wire and multi-pair
cable for electronic signal transmission systems associated with instrumentation and communication circuits, and installing thermocouple wire
associated with remote temperature devices.
Excludes: Connections.
Figure 421-70: Insulated/Shielded/ Jacketed, Installed in Conduit or
Tray
Figure 421-71: Insulated Steel/Aluminum Interlocked Armor,
Installed in Tray
Connections—
600v & 1000v Wire
& Cable
Installation labor hours include connecting 600V and 1000V wire or cable
associated with power, control, and lighting circuits to their terminals, and
then attaching markers and lugs, splicing (if required), installing cable
glands, and installing the ringout of each conductor. See Figure 421-72.
Cost Estimating Manual
Page 421-48
April 1995
Installation Labor Hours for P—Electrical
# Pairs
LH/Lin. Ft.
# Triples
MH/Lin. Ft.
1
0.020
1
0.025
4
0.030
4
0.035
6
0.035
12
0.065
8
0.040
16
0.080
10
0.045
36
0.130
12
0.050
16
0.060
20
0.070
24
0.080
36
0.100
50
0.120
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Figure 421-70. Installation Labor Hours: Insulated/Shielded/
Jacketed, Installed in Conduit or Tray
# Pairs
LH/Lin. Ft.
# Triples
LH/Lin. Ft.
1
–
1
–
4
0.050
4
0.055
6
0.055
12
0.110
8
0.060
16
0.140
10
0.070
36
0.210
12
0.080
16
0.100
20
0.120
24
0.140
36
0.170
50
0.200
PVC or Neoprene Jacket over Armor = 1.10 x Labor
Hours for Interlocked Armor
Figure 421-71. Insulated - Steel/Aluminum Interlocked
Armor, Installed in Tray
Insulated/Jacketed
Labor
Hours
Each
Interlocked Armor
Labor
Hours
Each
1/C Wire Lug
0.35
3/C Power
(Gland and Lugs)
3
M/C Cable Gland
2
M/C Control
(Gland and Lugs)
4
M/C Power Splice
4
3/C Power Splice
6
M/C Control Splice
5
M/C Control Splice
7
Figure 421-72. Installation Labor Hours: Connections—600V & 1000V Wire & Cable
Cost Estimating Manual
April 1995
Page 421-49
421
Installation Labor Hours for Minor Materials (Bulks)
5 KV
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Labor
Hrs. Each
15 KV
Insulated/Jacketed
Labor
Hrs. Each
Insulated/Jacketed
1/C Non-Shield Lug
1.3
1/C Shield Stress Cone Indoor
5
1/C Shield Stress Cone Indoor
3
1/C Shield Stress Cone Outdoor
7
1/C Shield Stress Cone Outdoor
5
1/C Pothead
4
1/C Pothead
3
3/C Pothead
8
3/C Pothead
6
3/C Cable Gland
4
3/C Cable Gland
3
1/C Shielded Splice
10
1/C Non-Shield Splice
4
3/C Shielded Splice
28
1/C Shield Splice
7
1/C Shielded Stress Cone-Premolded
3/C Non-Shield Splice
10
3/C Shield Splice
18
1/C Shield Stress Cone–Premolded
3
2
Interlocked Armor
Interlocked Armor
3/C Non-Shielded (Gland & Lugs)
6
3/C Shielded (Gland & Stress Cones)
13
3/C Shielded (Gland & Stress Cones)
9
3/C Shielded (Pothead & Stress
Cones)
17
3/C Shielded Splice
20
3/C Shielded (Pothead & Stress
Cones)
12
3/C Shielded Splice
14
Figure 421-73. Installation Labor Hours: Connections—5 KV & Over Wire & Cable
Connections—
5 KV & Over
Wire & Cable
Connections—
Electronic & Thermocouple Wire & Cable
Installation labor hours include connecting all 5 KV (and over) wire and
cable to their terminals, attaching markers and lugs, splicing (if required),
and then installing cable glands, potheads, stress cones, and ringout of
each conductor. Also includes the connections for heat tracing wires. See
Figure 421-73.
Installation labor hours include connecting all electronic signal transmission, thermocouple wire, and cable, to their terminals, attaching
markers and lugs, splicing (if required), installing cable glands, and
ringout of each conductor. See Figure 421-74.
Insulated
Labor Hours
Each
Interlocked Armor
Labor Hours
Each
1/C Wire Terminal
0.35
1/C Wire Terminal
0.35
1/C Shield Terminal
0.35
M/C Cable Gland
3.00
M/C Cable Gland
2.00
Figure 421-74. Connections - Electronic & Thermocouple Wire & Cable
Cost Estimating Manual
Page 421-50
April 1995
Installation Labor Hours for Q—Foundations
Air Interrupter
Switches
Grounding
5 - 15 KV, 600 - 1200 A = 30 Labor Hours Each
Installation labor hours include installing electric grounding system items
such as wire and cable, cadwell and clamp connections, ground rods,
ground wells, copper ground plates, lightning rods, and arrestors.
0.20 Labor Hours per Linear Foot
Testing
Installation labor hours include hipotting high voltage cable and checking,
meggering, hipotting, and running-in electric motors. See Figure 421-75.
Item
H.V. Cable (HiPot)
Electrical Motors
5 KV and 15 KV, 1/C
Labor Hrs Each
5
600 V
8
5 KV
40
15 KV
300
Figure 421-75. Installation Labor Hours: Testing
Installation Labor Hours for Q—Foundations
There are three main items under foundations:
Concrete
Concrete—Order of Magnitude
Storage Tank Pads
Demolition, removal and disposal of concrete is covered under
S—Miscellaneous.
Frost Line
Field Labor
The labor hours shown in this section represent a general case with a frost
line of three feet. Use careful judgment when estimating exceptionally
complex or large foundations.
The installation labor hours for foundations include the following tasks:
Fabricating, placing, stripping, cleaning, and disposing forms
Placing, welding, and tieing straight, bent, or formed rebar
Placing anchor bolts and embedded metal
Pouring, finishing, and curing concrete
Placing expansion joint material and water stop
Cost Estimating Manual
April 1995
Page 421-51
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Installation Labor Hours for Minor Materials (Bulks)
Size of Rebar
D
A
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Labor Hrs./Lb.
Less than 3⁄4“ diameter (common foundations)
0.006
3⁄ “
4
0.007
diameter and larger (elevated structures)
Figure 421-76. Installation Labor Hours: Field Fabrication—
Bending Rebar
The following factors affect concrete foundation labor hours:
Formwork (difficulty and number of uses)
Size of foundation
Steel requirements
Labor Hours assume shop-bending of rebar. If field forces are to handle
fabrication, see Figure 421-76.
Concrete
See Figure 421-77.
Concrete—Order of
Magnitude
See Figure 421-78.
Concrete—
Demolition, Removal,
Disposal
Storage Tank Pads
Refer to S—Miscellaneous.
See Figure 421-79.
Installation Labor Hours for R—Buildings
No labor hours are listed because building work is generally subcontracted.
Installation Labor Hours for S—Miscellaneous
The following items are covered in this section:
Earthwork
Concrete
Paving
Sewers and Drains
Painting
Cost Estimating Manual
Page 421-52
April 1995
Installation Labor Hours for S—Miscellaneous
Type of Structures and Foundations
Small Equipment Foundations
(Octagonal )
Large Equipment Foundations
2 Cu. Yds. and less
9.0
5 Cu. Yds.
6.5
10 Cu. Yds.
5.5
20 Cu. Yds.
5.5
Octagonal Over 20 Cu. Yds.
4.7
Rectangular or Square Over 20 Cu.
Yds.
6.4
Horizontal Vessels or Heat Exchangers with Piers
Furnace
Labor Hours/
Cu. Yd.
11.5
Box
7.6
Circular with Piers
6.1
Compressor
6.0
Cooling Tower Basin with Forebay
16.0
6.6
Spheres
Basins, Separators, Reservoirs, etc.
Trenches, Boxes, Pits
200 Cu. Yds. and Less
12.0
Over 200 Cu. Yds.
9.5
8" Wall
12.3
12" Wall
9.6
22.7
Storage Tank Ringwalls
4.0
Pumps
Retaining Walls
Footings
6" Wall
19.3
8" Wall
15.4
12" Wall
11.2
5 Cu. Yds. and Less
12.0
Over 5 Cu. Yds.
8.5
Ground Slabs Structural
6.0
Elevated Support Structures
20.1
Elevated Support Structure with Elevated Slab
Mat for Elevated Structure
20.7
50 Cu. Yds. and Less
5.5
Over 50 Cu. Yds.
5.6
3.8
Ground Pipe Sleepers
T-shape
Precast Pipe Stanchions
Erect
19.3
8.0
39.5
Cast-In-Place Pipe Stanchions T-shape
Cast
21.5
Erect
12.0
Cast-in-Place Pipeway Stanchions
Whole Bents
65.5
Building or Sub-Grade Structure
Foundation
6" Wall Footing
23.5
8-9" Wall Footing
19.5
Precast Main Pipeway Stanchions
These labor hours include bracing or vertical supports (or both) for elevated structures as well as
mats for elevated structures and cast-in-place pipeway stanchions.
For excavation, backfill, and disposal, add 1.5 Labor Hours per Cu. Yd.
For electrical conduit concrete envelopes, see P—Electrical.
Figure 421-77. Installation Labor Hours: Concrete Structures & Foundations
Cost Estimating Manual
April 1995
Page 421-53
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Installation Labor Hours for Minor Materials (Bulks)
Averages: Reinforced Concrete Foundations
D
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Labor Hours
Forms (20 sq. ft./cu. yd.)
0.3 /sq.ft.
Rebar - Field Fabrication and Placement
(150 lb./cu. yd.)
0.018 /lb.
Embedded Metal (10 lb./cu. yd.)
0.15 /lb.
3.5 /cu. yd.
Placing, Curing, Finishing
1.5 /cu. yd.
Excavation and Backfill
15.2 /cu. yd.
Total
Rule of thumb for excavation—2 cu.yds. for each cu.yd. of concrete.
For structure concrete, multiply these labor hours by 2.
Figure 421-78. Installation Labor Hours: Concrete—Order of Magnitude
Tank Pad
Labor Hours/Cu. Yd.
Without ringwall
2.0
Inside concrete ringwall
1.25
Labor Hours are based on 4 inches of oiled sand, 6 inches of
aggregate base and, for a pad inside a concrete ringwall, 12 inches
of select engineered fill.
Check soil conditions. Depth of engineered fill could be greater or
less.
Includes labor hours for backfill and compaction.
Excavation and disposal for 6-inch aggregate base and 12-inch
engineered fill is 0.5 labor hours/cu. yd.
Figure 421-79. Installation Labor Hours: Storage Tank Pads
Earthwork
Five items are covered under earthwork:
Clearing and grubbing
Stripping and rough grading
Constructing earthen dikes
Excavation and disposal for ponds, lagoons, pits, and so on
Hand excavation, backfill, and compaction
Clearing and Grubbing
See Figure 421-80. Usually subcontracted, these labor hours allow time
(including the equipment operator’s time) to clear and grub the site. The
hours vary depending on the density of brush or debris to clear and
whether the area is lightly or heavily wooded.
Excludes: Earth grading, excavation, disposal, and site fill.
Cost Estimating Manual
Page 421-54
April 1995
Installation Labor Hours for S—Miscellaneous
Condition of Site
Labor Hours
Light to Medium Brush
20 /Acre
Heavy Brush
25 /Acre
D
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35 /Acre
Light to Medium Wooded Area
20/Acre + 22 /Tree
Heavily Wooded Area
Figure 421-80. Earthwork—Clearing & Grubbing
Equipment
Haul Distance
in Feet
Labor Hours/
100 Cu. Yd.
To 300
7
Scraper(s)
1000
2.5
Scraper(s)
5000
5
Dozer(s)
Figure 421-81. Earthwork—Stripping & Rough Grading
Stripping and Rough Grading
Usually subcontracted, the labor hours consists of machine cut and fill
operations to bring the site to design elevation, including machine (roller)
compaction. See Figure 421-81.
Constructing Earthen Dikes
Usually subcontracted, these labor hours allow time to haul dirt material
from an on-site quarry to the selected site, and then place it, compact it,
and spray it with an asphaltic coating.
0.2 Labor Hours/Cu. Yd.
Excavation and Disposal for Ponds, Lagoons, Pits, and so on
These labor hours allow time to machine excavate and haul the excess dirt
to a designated area within the site for stockpiling.
0.15 Labor Hours/Cu. Yd.
Hand Excavation, Backfill, and Compaction
Handwork labor hours assume that there are no boulders and that the soil
mix is not densely rocky. See Figure 421-82.
Concrete
Separators, Settling Basins, Sludge Pits, and Sumps
Labor Hours include form work, placing rebar and embedded metal,
pouring, finishing, and curing the concrete. See Figure 421-83.
Cost Estimating Manual
April 1995
Page 421-55
421
Installation Labor Hours for Minor Materials (Bulks)
Handwork
D
A
T
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Labor Hours/Cu. Yd.
Excavation
2.00
Backfill
0.50
Compaction with Pneumatic Tamper
0.75
Figure 421-82. Installation Labor Hours: Earthwork—
Hand Excavation, Backfill, & Compaction
Cubic Yards
Labor Hours/Cu. Yd.
200 and Less
12.0
Over 200
9.5
For excavation, backfill, and disposal, add 0.5
labor hours/cu.yd.
Figure 421-83. Installation Labor Hours: Concrete—
Separators, Settling Basins, Sludge Pits, Sumps
Item
Labor Hours/Cu. Yd.
Foundations and Walls
5.0
Grade Slabs
2.5
For excavation to expose any foundations, allow
0.25 labor hour/cu. yd. (machine) or 2.00 labor
hours/cu. yd. (hand).
Figure 421-84. Installation Labor Hours: Concrete—
Removing & Disposing of Concrete (Demolition)
Removing & Disposing of Concrete (Demolition)
See Figure 421-84.
Paving
Concrete
The labor hours for concrete include concrete paving such as fabrication,
placing and stripping header boards and screeds, placing water stops and
vapor barriers, expansion joints, placing and tieing rebar or welded wire
fabric, and placing, finishing, and curing concrete. See Figure 421-85.
Thickness (In.)
Labor Hours/Sq. Ft.
4 to 6
0.10
8
0.12
9 to 12
0.15
Figure 421-85. Installation Labor Hours:
Paving —Concrete
Cost Estimating Manual
Page 421-56
April 1995
Installation Labor Hours for S—Miscellaneous
Asphalt
The labor hours for asphalt include the following:
Labor associated with furnishing, placing, and finishing asphalt
paving for roads, parking lots, tank pads, dikes, ditches, and lagoons
Oiling dikes and ditches and other surfaces requiring similar treatment
2 inches thick = 0.05 labor hours/sq.ft.
Gravel
Labor hours include gravel surfacing on asphalt—screened and rolled,
plus sealer and binder. Allow:
0.0025 labor hours/sq. ft.
Sewers and Drains
The following figures illustrate the items under this category:
Figure 421-86: Cast Iron Pipe (Soil or Water)
Figure 421-87: Vitrified Clay Pipe
Figure 421-88: Corrugated Metal Pipe
Figure 421-89: Cement-Lined Carbon Steel Pipe, Aboveground or
Underground
Figure 421-90: PVC Pipe, Aboveground or Underground
Figure 421-91: Concrete Pipe
Figure 421-92: Asbestos Cement Pipe
Figure 421-93: Reinforced Concrete Pipe
Figure 421-94: Concrete Manholes & Catch Basins
We usually purchase concrete manholes and catch basins precast so that
they require only grouting manhole sections together, or installing catch
basins and seal boxes as a single section.
Cost Estimating Manual
April 1995
Page 421-57
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Installation Labor Hours for Minor Materials (Bulks)
Labor Hours per Linear Foot
D
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Pipe
Size
Soil Pipe
Caulked
Bell &
Spigot
Caulked
Mechanical
Joint
Rubber
Ring Joint
2"
0.17
0.17
0.13
0.11
3"
0.27
0.17
0.13
0.11
4"
0.29
0.22
0.17
0.14
6"
0.31
0.28
0.21
0.18
8"
0.34
0.34
0.25
0.21
10"
0.41
0.38
0.27
0.24
12"
0.49
0.41
0.31
0.27
14"
0.59
0.48
0.35
0.33
15"
0.70
0.57
0.50
0.40
Notes
- For each two-end fitting, add labor
hours for 10 feet of pipe; for each
three-end fitting, add labor hours for
20 feet of pipe.
- Labor hours include time to make the
proper joints for the system being
installed.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching,
excavation, and backfilling.
- For excavation, backfill, and disposal,
add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-86. Installation Labor Hours: Sewers & Drains—Cast Iron Pipe (Soil or Water)
Labor Hours per Linear Ft
Pipe
Size
Mortar
Joint
Rubber Ring
Joint
4"
0.22
0.11
6"
0.28
0.15
8"
0.42
0.22
10"
0.52
0.26
12"
0.69
0.34
15"
0.77
0.38
18"
0.83
0.43
21"
1.10
0.54
24"
1.50
0.76
Notes
- For each two-end fitting, add labor hours for 10 feet of pipe; for each
three-end fitting, add labor hours for 20 feet of pipe.
- Labor hours include time to make the proper joints for the system
being installed.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching, excavation, and backfilling.
- For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-87. Installation Labor Hours: Sewers & Drains—Vitrified Clay Pipe
Pipe
Size
Labor Hrs
per Linear Ft.
To 12"
0.50
15" to 30"
0.75
36" to 48"
1.00
54" to 72"
1.50
Over 72"
2.50
Notes
-
Labor hours include time to make the proper joints for the system being installed.
Labor hours include time for hydrostatic or air testing of lines.
Labor hours do not include ditching, excavation, and backfilling.
For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-88. Installation Labor Hours: Sewers & Drains—Corrugated Metal Pipe
Cost Estimating Manual
Page 421-58
April 1995
Installation Labor Hours for S—Miscellaneous
Labor Hours per Linear Ft
Pipe Size
Rubber Ring
Joint
Welded
Ends
4"
0.35
0.46
6"
0.49
0.65
8"
0.59
0.78
10"
0.86
1.14
12"
1.03
1.37
14"
1.18
1.57
16"
1.34
1.78
18"
1.47
1.96
20"
1.63
2.17
24"
1.83
2.44
Notes
- Use labor hours shown for both aboveground and underground
installation. All labor hours include time to make proper joints for the
system being installed, including cement-lining of field joints.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching, excavation, and backfilling.
- For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-89. Installation Labor Hours: Sewers & Drains—Cement-Lined Carbon Steel Pipe, Aboveground or Undground
PVC Pipe
Size
Labor Hours
per Linear Ft
2" or less
0.17
3"
0.28
4"
0.31
6
0.54
8"
0.66
Notes
- Use labor hours shown for both aboveground and underground
installation. All labor hours include time to make proper joints for the
system being installed.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching, excavation, and backfilling.
- For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-90. Installation Labor Hours: Sewers & Drains—PVC Pipe, Aboveground or Underground
Labor Hrs. per Linear Foot
Plain/Bell
End
T&G
Pipe Size
Notes
8"
0.32
0.31
10"
0.36
0.35
12"
0.38
0.36
15"
0.43
0.41
18"
0.47
0.47
21"
0.50
0.49
24"
0.54
0.51
30"
0.65
0.53
36"
0.80
0.55
- For each two-end fitting, add labor hours for five feet of pipe; for each
three-end fitting, add labor hours for eight feet of pipe.
- Labor hours include time to make the proper joints for the system
being installed.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching, excavation, and backfilling.
- For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-91. Installation Labor Hours: Sewers & Drains—Concrete Pipe
Cost Estimating Manual
April 1995
Page 421-59
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D
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Installation Labor Hours for Minor Materials (Bulks)
Pipe Size
Labor Hrs. per
Linear Ft.
3"
0.21
4"
0.22
6"
0.23
8"
0.30
10"
0.34
12"
0.39
14"
0.43
16"
0.47
18"
0.56
Notes
- For each two-end fitting, add labor hours for 13 feet of pipe; for each
three-end fitting, add labor hours for 26 feet of pipe.
- Labor hours include time to make the proper joints for the system being installed.
- Labor hours include time for hydrostatic or air testing of lines.
- Labor hours do not include ditching, excavation, and backfilling.
- For excavation, backfill, and disposal, add the following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-92. Installation Labor Hours: Sewers & Drains—Asbestos Cement Pipe
Labor Hours per Linear Foot
Pipe Size
Plain End
Bell End
T&G
18"
0.47
0.71
0.47
24"
0.51
0.78
0.51
30"
0.53
0.87
0.78
33"
0.54
0.95
0.86
36"
0.55
1.07
0.92
39"
0.57
1.11
0.99
42"
0.58
1.18
1.05
45"
0.59
1.26
1.12
48"
0.61
1.34
1.17
54"
0.66
1.42
1.24
60"
0.74
1.57
1.52
Notes
- For each two-end fitting, add labor hours for 30 feet of
pipe; for each three-end fitting, add labor hours for 45
feet of pipe
- Labor hours include time to make the proper joints
for the system being installed.
- Labor hours include time for hydrostatic or air testing
of lines.
- Labor hours do not include ditching, excavation, and
backfilling.
- For excavation, backfill, and disposal, add the
following:
- Onplot: 1.5 labor hours/cubic yard
- Offplot: 1.0 labor hours/cubic yard
Figure 421-93. Installation Labor Hours: Sewers & Drains—Reinforced Concrete Pipe
Labor Hrs. per
Linear Ft. of Depth
Description
Precast Concrete Manholes with C.I. Cover
Precast Catch Basins, C.I. Cover & Frame
Precast Seal Boxes, 24" C.I. Manhole Cover & Frame
Cast-in-Place Seal Boxes with 24" C.I. Manhole Cover & Frame
Cast-in-Place Catch Basins with C.I. Grating & Frame
3’ - 4’ ID x 8" Wall
3.5
24" - 30" square ID
2.0
36" square ID
3.0
36" ID
2.0
48" ID
3.0
36" square ID x 6" wall
6.5
48" square ID x 6" wall
7.0
24"-36" square x 6" wall
6.5
48" square x 6" wall
7.0
For excavation, backfill, and disposal, add 1.5 labor hours/cubic yard.
Figure 421-94. Installation Labor Hours: Sewers & Drains—Concrete Manholes & Catch Basins
Cost Estimating Manual
Page 421-60
April 1995
Installation Labor Hours for S—Miscellaneous
Painting
Painting is usually subcontracted.
Figure 421-95: Equipment and Structural Steel
Figure 421-96: Piping
Description
Labor Hrs./Sq. Ft.
1
Field Fabricated Tanks, Spheres, & Vessels
Epoxy Coating of Tanks (Shop- or Field-Fabricated)
Shop-Fabricated Vessels & Tanks2 or Structural Steel
D
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Commercial Sandblasting
0.025
One Coat of Paint (Sprayed)
0.007
Each Additional Coat (Sprayed)
0.007
Commercial Sandblasting1
0.025
1 Mil Epoxy Coating
0.015
Each Additional Epoxy Coating
0.015
Touch-Up Prime Coat
0.015
One Coat of Paint (Brushed)
0.015
Each Additional Coat (Brushed)
0.015
Specific Notes:
1
Not White Metal
2
Fabricator prepares surface and applies prime coat.
General Notes:
If scaffolding is required, multiply the total labor hours estimated by 1.20.
If spray painting in lieu of brush painting is applied, multiply the brush painting labor hours by 0.7.
If power tool cleaning in lieu of commercial sandblasting is specified, allow 0.02 labor hour/sq. ft.
For touching up prime coat on field fabricated tanks, etc,.allow 0.008 labor hour/sq. ft. of surface area.
If sandblasting (white metal) is required, multiply the labor hours/sq. ft. for commercial sandblasting by 2.5.
Figure 421-95. Installation Labor Hours: Painting—Equipment and Structural Steel
Description
Labor Hrs./
Sq. Ft.
Commercial Sandblasting
0.030
One Coat of Paint (Brushed)
0.025
Each Additional Coat
(Brushed)
0.025
Notes
- If power tool cleaning is specified instead of commercial sandblasting, allow 0.02 labor hour/sq. ft.
- Touch-up of prime coat, allow 0.01 labor hour/sq. ft. of surface area.
- If spray painting is applied, multiply the brush painting labor
hours by 0.70.
Figure 421-96. Installation Labor Hours: Painting—Piping
Cost Estimating Manual
April 1995
Page 421-61
422
Productivity
roductivity is a relative measure of labor efficiency and is affected by local
conditions under which the work is performed and by the overall economy.
The overall economy affects the attitudes of construction workers directly, and thus
affects their productivity. In good economic times, when construction jobs are
plentiful and labor is scarce, productivity tends to worsen, resulting in increased field
costs. In normal times, productivity and costs are average. During depressions,
recessions, or slumps in the economy, labor becomes plentiful and more productive;
consequently, field costs decline.
Local conditions affecting productivity relate more directly to the project. They
include variables such as the character of the job site, project size, quality (skill level)
of the available labor force, work site congestion, and the use of extended schedules or
shift work. By addressing these conditions and adjusting the number of labor hours
with the appropriate productivity factor, you can adjust the estimated (planned) labor
hours for the project.
This section also discusses the implications of an overtime schedule on a construction
project. An overtime schedule has impacts related to productivity, cost, safety, location, fatigue, abseenteeism, weather, delays, motivation, and the quality of management.
When contractors recommend an overtime schedule program, Chevron representatives
may agree to it without fully realizing the possible effects on the project.
P
.
Definitions
In estimating, productivity is defined as work hours per unit of work. In
project execution and control, productivity is defined as work hours
expended per physical quantity installed.
Productivity (Actual) =
Work Hours Expended
Physical Quantities Installed
= Unit Labor Rate
Contractors use the productivities they experience on projects to create
standard unit labor rates for cost estimating. Standards define the work
hours required to perform various construction tasks under normal
conditions at a particular time (year) and location. The U.S. Gulf Coast
(USGC) and the U.S. West Coast (USWC) are common reference
locations.
Cost Estimating Manual
DRAFT: 3/95
Page 422-1
422
Productivity
In estimating, the productivity index is defined as the ratio of expected
productivity to standard productivity. In project execution and control, it
is the ratio of actual productivity to planned productivity. From this
definition, performance that is better than the standard (or better than
planned, for project execution) results in a productivity index of less than
1 (“good” productivity).
Productivity Factor (Estimating) = Expected Productivity
Standard Productivity
In estimating, we use a productivity index (also called productivity factor)
to convert an estimate based on standard work hours to a project-specific
location, job site, and set of conditions. This can be an overall factor or it
can vary by craft.
(Standard Work Hours) x (Productivity Factor) = Expected Work Hours
✎
Note that some contractors, as well as the publications of the Construction Industry
Institute, use the reciprocal of the productivity index or productivity factor shown above.
Under that alternate definition, a "good" productivity factor is one with a value greater
than 1.
Estimating Labor Hours Using a Productivity Factor
To get the best possible productivity factor for estimating labor hours for
your project, consult with experts who have hands-on experience and use
their collective knowledge.
Refer to Figure 422-1 for the qualitative impact on productivity of various
economic and job-specific conditions.
Figure 422-2 shows productivity values for average working conditions,
relative to a named reference location. That is, the factor represents the
following ratio:
Factor = Work Hours at Specified Location
Work Hours at Reference Location
Thus, labor hours at one location can be converted to labor hours at
another location by multiplying or dividing by the appropriate relative
productivity factor.
The data in Figure 422-2 are for both domestic and foreign locations. The
values were obtained from contractors and other sources, and represent
work experience at various time periods.
Cost Estimating Manual
Page 422-2
DRAFT: 3/95
Estimating Labor Hours Using a Productivity Factor
Productivity
Element
Productivity
Low
Average
High
General Economy
Prosperous
Normal
Hard Times
Local Business Trend
Stimulated
Normal
Depressed
Construction Volume
High
Normal
Low
Unemployment
Low
Normal
High
Amount Of Work
Extensive
Average
Limited
Site Complexity
Dense
Average
Spare
Manual Operations
Extensive
Average
Limited
Mechanized Operations Limited
Average
Extensive
Field Manpower Pool
Poor
Average
Good
Training
Poor
Average
Good
Wages
Low
Average
High
Supply
Scarce
Normal
Surplus
Field Manpower
Supervision
Poor
Average
Good
Training
Poor
Average
Good
Wages
Low
Average
High
Supply
Scarce
Normal
Surplus
Job Conditions
Poor
Average
Good
Management
Poor
Average
Good
Materials & Site
Unfavorable
Average
Favorable
Required Workmanship First Rate
Regular
Passable
Length of Operations
Short
Average
Long
Weather
Bad
Fair
Good,
Precipitation
Much
Some
Occasional
Cold
Bitter
Moderate
Occasional
Heat
Oppressive
Moderate
Occasional
Construction
Equipment
Poor
Normal
Good
Applicability
Poor
Normal
Good
Condition
Poor
Fair
Good
Maintenance
Slow
Average
Quick
Delays
Numerous
Some
Minimum
Job Flexibility
Poor
Average
Good
Equipment Delivery
Slow
Normal
Prompt
Expediting
Poor
Average
Good
Figure 422-1. Impact on Productivity of Various Economic and Local Conditions
Cost Estimating Manual
DRAFT: 3/95
Page 422-3
422
Productivity
Location
Productivity
Factor vs. USGC
U.S.
Location
Productivity
Factor vs. USGC
Asia
West Coast
0.90
Gulf Coast
1.00
Canada
1.10
Western Canada
Indonesia
2.00
Japan
1.05
Korea
1.40
Malaysia
1.70
Singapore
1.40
Argentina
2.00
Taiwan
1.40
Venezuela
2.00
Thailand
1.70
Latin America
Europe
Middle East & South Asia
1.10
United Kingdom
Pacific
India
2.00
Saudi Arabia
2.00
1.30
Australia
The values shown are averages of values given by various sources. Individual sources can vary
from these averages by as much as 15-20%.
Figure 422-2. Relative Productivity Factors for Various Locations versus the U.S. Gulf Coast
Considering an Overtime Schedule
While larger crew sizes or additional shifts might be preferable to
overtime, those alternatives may not fit the project. Reasons for choosing
an overtime schedule include the following:
To attract a consistent labor force, especially if there is a shortage of
craft labor in the area. Sometimes pay incentives are included to reach
certain construction milestones.
To maintain or make up lost time to meet the construction schedule.
To accelerate the completion date, possibly delayed for reasons such
as late delivery of material and equipment.
Productivity During Overtime Schedule
The information about productivity is drawn from three published reports:
Scheduled Overtime Effect on Construction Projects. Report C-2.
Reprinted 1986. Construction Industry Cost Effectiveness Task Force.
The Business Roundtable, 200 Park Avenue, New York, NY 10166.
The Effects of Scheduled Overtime and Shift Schedule on Construction
Craft Productivity. Report SD-43. December 1988. Construction
Industry Institute.
Cost Estimating Manual
Page 422-4
DRAFT: 3/95
Productivity During Overtime Schedule
Overtime, Construction Cost, and Productivity. Report NJG-8.
American Subcontractors Association, the Associated General
Contractors of America, and the Associated Specialty Contractors.
Report C-2
Report C-2 contains graphs and curves that support the following
conclusions on overtime productivity. (The report is essentially a reprint
of a 1973 article published in an AACE bulletin.)
Conclusions
Placing field construction operations of a project on a scheduled overtime
basis has the following effects:
Disrupts the economy of the affected area
Magnifies any apparent labor shortage
Reduces labor productivity
Creates excessive inflation of construction labor costs without material
benefit to the completion schedule
Continuing a work schedule of 60 or more hours per week for longer than
about two months has these results:
A cumulative effect of decreased productivity
A delay in the completion date beyond that with the same crew size
working 40 hours per week
Continuing a 50-hour week results in the following:
Reduced productivity for the entire period—not just for the 10 hours
of overtime
After 6–8 weeks, labor cost is inflated by 50 percent and productive
returns are no greater than for a 40-hour week
After 8 weeks, lower actual productive return than for a regular
40-hour week
It is possible to minimize the inflationary effects of overtime (necessary
despite productivity losses) through careful management by taking such
actions such as these:
Adding a shift
Shutting down work periodically for a Sunday or weekend
Cost Estimating Manual
DRAFT: 3/95
Page 422-5
422
Productivity
Report SD-43
Report SD-43 includes a method of analysis called the Moving Average.
This method smooths out peaks and valleys of fluctuation in everyday
productivity.
Conclusions
The available studies are inconsistent for predicting productivity loss
during overtime schedules for construction projects. Even for the same
project, productivity trends of individual crews working overtime are
inconsistent.
Productivity does not necessarily decrease with an overtime schedule.
Absenteeism and accidents do not necessarily increase under overtime
conditions.
Report NJG-8
The authors refer to the point of no return to describe the productivity loss
due to overtime at the point when the overtime schedule no longer
produces more than a standard 40-hour week produces.
Conclusions
Evidence shows work output is greater than normal for the first few
weeks.
After about 7 weeks, productivity is equivalent to that of a 40-hour
week.
After about 15 weeks, productivity reaches the point of no return—the
total amount of work accomplished through overtime is equal to or
less than that of a standard 40-hour work week.
These time generalizations are considered conservative.
Summary
The three reports show conflicting evidence and conclusions about the
effects of overtime on productivity. However, working an overtime
schedule does affect workers’ output and productivity. Scheduled overtime
inflates construction costs and lowers productivity, all too frequently
without accomplishing its objectives. Be alert to the fact that contractors
may have hidden agendas when suggesting overtime.
Cost Estimating Manual
Page 422-6
DRAFT: 3/95
Costs for Overtime Schedule
Costs for Overtime Schedule
Cost is a major factor if you choose an overtime schedule for your project.
The total price paid for overtime may outweigh the overall benefits.
In addition to the decline in productivity, actual hourly costs may increase.
For example, craft working agreements may stipulate time-and-a- half pay
for overtime.
50 Hours of
Scheduled Work
For 50 hours of scheduled work, the worker is paid for 55 hours. The
additional 5 hours of pay is a premium only and represents a 10 percent
inflation of construction wages per hour of scheduled work time.
60 Hours of
Scheduled Work
For 60 hours of scheduled work, the worker is paid for 70 hours. The
additional 10 hours is a premium only and represents a 16.7 percent
inflation of construction wages per hour of scheduled work time.
Other Rates
For other overtime rates (e.g., double time rather than time-and-a-half),
make the appropriate correction.
Other Factors in Overtime Schedule
Evidence is inconclusive about the relationship between overtime and
location, safety, fatigue, absenteeism, and weather and about lasting effect
on productivity.
In some areas (high latitudes), daylight hours during winter months can
restrict working hours. While these factors can and do affect projects, they
are site-specific and usually short-lived. Delays can affect productivity and
are more likely to occur if the schedule is accelerated, or if there is a
shortage in craft labor.
Other variables, such as motivation and the quality of management, have a
far greater effect, but are difficult to measure.
Cost Esti mating Manual
DRAFT: 3/95
Page 422-7
422
Productivity
Overtime on
Construction Projects
Scheduled overtime programs on construction projects can have other
undesirable effects.
When an overtime schedule is initiated, other projects in the same
labor area are frequently forced to similar schedules. While the
competitive advantage is lost, the added cost and lower productivity
continue.
Rumors of an overtime schedule program can create an overtime
atmosphere, leading to lower productivity.
Overtime schedules attract “travelers” or “boomers.” These are craft
laborers not in demand in their own areas because of limited
qualifications.
Extended overtime may have negative effects on morale and
motivation.
Cost Estimating Manual
Page 422-8
DRAFT: 3/95
423
Rework
ework hours spent correcting building or construction problems are usually the
result of poor design, late design changes, construction errors, or client requests
(moans). Class 4 is usually the earliest that you will include rework in an estimate.
Client requests usually occur after a client sees the physical structure and realizes that
it is unacceptable for the intended purpose.
R
Causes of Rework
When building complex piping, structural steel, or installing equipment,
unforeseen obstacles or interferences can cause problems with constructability. Such difficulties might result from the undesirable location or
orientation of manually operated valves, control valve manifolds, or
process equipment.
Other causes of rework include:
Lack of quality Chevron specifications
Poor quality of contractor designs
Contractor’s interpretation of (or reaction to) Chevron Safety in
Designs (SID)1
Managing Rework
Proper project management, well-prepared specifications, and early
involvement with contractors and clients can significantly reduce rework
hours.
The contractor’s field manpower reports usually segregate rework hours
from direct labor hours to avoid distorting productivity tracking and
earned valve progress measurement systems.
1
This can lead to poor designs in stairs, ladders, cages, service platforms and hand railings.
Cost Estimating Manual
DRAFT: 3/95
Page 423-1
423
Rework
Total Rework as a Percentage of Direct Labor Hours
Total rework hours as a percent of direct labor hours range from 1.5
percent to 35 percent with an average of 13.5 percent. Figure 423-1 shows
rework hours as a percent of direct labor hours for major equipment and
for each bulk category. These ranges and averages are based on Chevron
completed projects.
Description
Percentage
Low
High
Average
C-K, Equipment
1.1
13.8
8.3
J, Instruments
0.1
14.9
7.0
L, Piping
2.7
21.0
9.3
M, Steel
15.2
43.0
26.6
N, Insulation
1.0
5.3
3.5
P, Electrical
0.6
11.9
5.9
Q, Concrete
0.4
3.1
1.5
R, Buildings
0.1
1.8
0.9
S, Misc.
0.1
11.0
5.1
Figure 423-1. Rework Hours as a Percent of Direct Labor Hours
for Major Equipment & Bulk Materials for Chevron Completed
Projects
Cost Estimating Manual
Page 423-2
DRAFT: 3/95
424
Labor Rates
T
his section covers merit shop (non-union) and union labor wage rates for selected
Chevron facilities.
Merit Shop
Merit shop (non-union) labor rates are based on averages obtained from
contractors for regions that have Chevron facilities. The base wage rates in
Figure 424-1 do not include fringe benefits or payroll burdens. Payroll
burdens can be estimated at 31% of the base wage rate.
California
(1996)
Gulf Coast
(1998)
Weighted Crew Avg.
Skilled Worker
13.00
19.27
Working Foreman
16.25
15.00
16.00
Apprentice/Assistants
Figure 424-1.
Utah
(1996)
9.75
Non-Union Labor Rates $/Hour, 1998
Base Labor Rate
Base labor rates are direct hourly rates including base wage only for union
craftsmen of the journeyman class. Figure 424-2 illustrates the base labor
rates for Chevron facilities in the U.S.
From November 1997 to November 1998, changes in individual construction base labor rates plus fringe benefits for the selected locations ranged
from minus 5 percent to plus 15 percent. The EDLI increased 3.2 percent
for the same period.
Composite Labor Rate
Composite labor rates are hourly direct rates for base wage pay including
vacation, fringe benefits, payroll taxes, and insurance. Figure 424-3
illustrates composite labor rates for Chevron facilities in the U.S.
Cost Estimating Manual
December 1998
Page 424-1
424
Labor Rates
Boiler
Maker
Location
Carpenter
Milwright
Electrician
IronWorker
Laborer
Operating
Engineer
PIPFitter
Welder
Teamster
Bakersfield, CA.
$30.36
$24.75
$28.64
$25.69
$19.62
$27.51
$27.56
$22.42
El Segundo, CA.
$30.36
$25.32
$28.64
$25.69
$19.62
$27.51
$27.91
$22.42
Richmond, CA.
$30.36
$28.12
$28.64
$25.69
$23.46
$29.88
$32.32
$22.31
Santa Barbara, CA.
$30.36
$24.99
$28.64
$25.69
$22.46
$29.88
$27.91
$22.42
Honolulu, HI.
$26.25
$26.40
$31.79
$23.75
$20.70
$29.88
$28.30
$22.41
Oak Point, LA.
$19.85
$16.00
$18.94
$15.85
$11.62
$18.00
$17.45
$15.27
ST. James, LA.
$19.85
$16.00
$18.15
$15.85
$11.62
$18.00
$17.45
$15.27
Pascagoula, MS.
$19.10
$16.85
$17.30
$17.00
$11.13
$16.75
$16.86
$15.32
Marietta, OH.
$22.60
$20.30
$26.93
$21.63
$20.42
$22.09
$26.38
$18.44
Houston, TX.
$18.98
$19.08
$18.80
$18.45
$12.82
$19.05
$20.11
$13.69
El Paso, TX.
$16.98
$15.65
$16.85
$15.04
$9.00
$15.20
$14.95
$15.00
Port Arthur, TX.
$19.78
$17.82
$20.40
$17.85
$12.43
$15.85
$16.35
$14.29
Salt Lake City, UT.
$22.59
$17.00
$21.00
$19.67
$12.20
$25.32
$23.92
$19.41
These rates do not include:
–
–
–
–
Fringe benefits
Payroll taxes
Insurance rates
Rates for apprentices and foremen
Figure 424-2.
1998 Union Base Wage Rates $/Hour
Location
Base Wage
w/Vac $/HR
Fringes w/o
Vac $/HR
FICA $/HR
Workers
Comp $/HR
FUI $/HR
SUI $/HR
Grand Total
$/HR
Bakersfield, CA.
$26.56
$8.00
$2.03
$3.94
$1.65
$0.80
$42.98
El Segundo, CA.
$26.75
$8.40
$2.05
$3.96
$1.66
$0.80
$43.62
Richmond, CA.
$29.34
$9.65
$2.24
$4.29
$1.82
$0.88
$48.22
Santa Barbara, CA.
$27.15
$8.13
$2.08
$4.03
$1.68
$0.81
$43.88
Honolulu, HI.
$26.98
$12.64
$2.06
$4.14
$1.67
$0.49
$47.98
Oak Point, LA.
$16.99
$3.36
$1.30
$2.83
$1.05
$0.27
$25.80
ST. James, LA.
$16.88
$3.44
$1.29
$2.80
$1.05
$0.27
$25.73
Pascagoula, MS.
$16.46
$4.09
$1.26
$1.81
$1.02
$0.23
$24.87
Marietta, OH.
$24.14
$6.89
$1.85
$6.75
$1.50
$0.39
$41.52
Houston, TX.
$18.53
$5.13
$1.42
$3.16
$1.15
$0.24
$29.63
El Paso, TX.
$14.88
$3.22
$1.14
$2.57
$0.92
$0.19
$22.92
Port Arthur, TX.
$16.91
$4.05
$1.29
$2.95
$1.05
$0.22
$26.47
Salt Lake City, UT.
$21.25
$5.93
$1.63
$1.79
$1.32
$0.17
$32.09
Allowances for Worker's Compensation (Worker's Comp) and State Unemployment Insurance (SUI) are estimated because of
variations depending on craft contraction and location.
Allowances for Social Security (FICA) are calculated using the current tax rate applied to the base rate plus vacation pay for each
labor rate (excluding fringe benefits).
The Federal Unemployment Insurance (FUI) allowance uses the current rate for a full year.
Figure 424-3.
1998 Composite Union Base Wage Rates $/Hour
Cost Estimating Manual
Page 424-2
December 1998
Composite Labor Rate
1
Figure 424-4.
Union Craft Labor Rate Locations: November 1998
Construction Crafts in
the Oil Industry
Special Labor Rates
1
The map in Figure 424-4 shows geographical locations and applicable
rates included in this section. These rates were calculated based on typical
distribution for major construction crafts in the oil industry, as shown in
Figure 424-5 on the following page. (Excluding minor crafts1 introduces a
negligible error.)
For an unusual job having an inordinate amount of one craft or for
locations not shown, you may wish to calculate a special labor rate.
For union labor rates not shown in this section, consult CRTC’s Facilities
Engineering Unit of Projects and Engineering Technology Group.
Such as painters, insulators, pile drivers, and others.
Cost Estimating Manual
December 1998
Page 424-3
424
Labor Rates
Craft
Percent Distribution
Boilermaker
8
Carpenter/Millwright
8
Electrician
15
Ironworker
6
Laborer
10
Operating Engineer
Pipefitter/Welder
42
Teamster
5
Total Percent
Figure 424-5.
6
100
Typical Distribution for Major
Construction Crafts in the Oil Industry
Cost Estimating Manual
Page 424-4
December 1998
500
501
Indirect Costs and Special
Charges—Indirect Field Costs
Contractor Indirect Field Costs
Cost Estimating Manual
April 1995
Page -1
501
Contractor Indirect Field Costs
C
ontractor indirect field costs are necessary to carry out direct work and are
indirectly related to construction.
Defining Contractor Indirect Field Costs
Contractor indirect field costs do not become a permanent, identifiable
part of a completed facility. They are categorized as Group IB and include
the following:
Field Office Expense
Small Tools and Consumables
Temporary Lines and Structures
Cleanup
Material Handling and Warehouse
Welder Qualification
Overtime Premium
Construction Equipment Rental and Expenses
Fire Watch and Guard Services
Lost Time
Travel
Subsistence Allowance
Contractor Fees
Contractor Payroll Taxes and Wage Benefits (applies to direct and
indirect manual labor and indirect non-manual labor)
For additional definitions and instructions, see Appendix C, “Code of
Accounts (EG-2757).”
Cost Estimating Manual
April 1995
Page 501-1
501
D
A
T
A
Data for Contractor Indirect Field Costs
Data for Contractor Indirect Field Costs
D
ata in this section comes from Chevron projects (non-union) built from the early
1980’s through mid-1993, and ranging from .9 M to 4.9 M direct labor hours.
Labor
As a Percentage of
Direct Labor Cost
For Conceptual
Estimates
Estimate as 140 percent to 160 percent.
Estimate as 150 percent of direct labor cost or a factor of 2.5 times the
basic wage rate for an all-in wage rate.
The percentage or factor includes all the categories listed at the beginning
of this section. Do not include payroll taxes or fringe benefits when
calculating the total direct labor cost or wage rate.
Variances
Many factors can influence contractor indirect field costs. Working
conditions, site location, and the size and type of project are just a few.
For small projects, 150 percent might not include enough for equipment
rentals, or it could be too high. When estimating contractor indirect field
costs, consider all conditions and adjust the percentage accordingly.
Cost Estimating Manual
Page 501-2
April 1995
510
Indirect Costs and Special
Charges—Technical Services
511
Contractor Engineering and Home Office Costs
512
Chevron Costs
Cost Estimating Manual
511
Contractor Engineering and Home Office Costs
ontractor engineering and home office costs include design, procurement, and
project management costs incurred in the contractor’s offices, and not at the
construction site. The Chevron engineer must often estimate these costs before a
contractor is engaged for the project. Once hired, contractors include these costs in
their estimates.
C
Class 1 and 2 Estimates
There are two main steps involved when preparing Class 1 or 2 estimates
of a contractor’s engineering and home office costs.
1
ESTIMATE AND ADJUST BOTH DIRECT AND CONTRACTOR FIELD
INDIRECT COSTS
Estimate both the direct costs and the contractor’s indirect field costs;
i.e., the contractor’s total cost excluding home office costs. The
combined total is often called the total field cost.
Adjust these costs to EDPI = 1150 before using the equation or the
figure.
Because special charges (see Section 521) were removed from the total
field costs before the figure and the equation were prepared, you should
exclude special charges when using this data.
2
APPLY THE EQUATION TO DETERMINE HOME OFFICE COSTS
For Class 1 and 2 estimates, you can use the following equation, which
comes from Figure 511-1.
HO = 45.5 x (TFC, $MM)-0.135
Where:
HO = Home Office Costs as a Percentage of Total Field Cost
TFC = Total Field Cost at EDPI = 1150
Cost Estimating Manual
April 1995
Page 511-1
511
Contractor Engineering and Home Office Costs
Class 3 - 5 Estimates
Contractors prepare Class 3 or later estimates in considerable detail.
When reviewing such an estimate, you can expect to see labor hours
estimated for each of these disciplines:
Project manager
Project engineer
Process engineer
Discipline engineers and designers (such as mechanical, electrical,
civil, or instrument)
Project controls personnel (cost and schedule engineers)
Procurement personnel
Others listed in the contract as directly reimbursable
Contractors price these hours at discipline or average rates.1 These rates
include markups for office overhead costs. The estimate may also include
costs for reimbursable services beyond those covered by the hourly rate,
such as computer time and travel expenses.
FIGURE 511 1
CONTRACTOR ENGRG & HOME OFFICE COSTS
VS. CONTRACTOR FIELD COSTS
PERCENT ENGRG/H.O.
PERCENTCOST
ENGRG/H.O. COST
50
30
20
10
10
20
50
100
200
500
1,000
2,000
3,000
CONTRACTOR FIELD COST, $MM, AT EDPI = 1150
Figure 511-1. Contractor Engineering and Home Office Costs vs. Contractor’s Field Costs
1
Contractors responding to a 1994 survey reported that their home office costs averaged $52 per hour, with a range of $44 to
$57 per hour, including fee/profit but excluding reimbursable expenses such as computer services and travel. This data
corresponds to an EDEI of about 1440. You may wish to use these figures when reviewing your contractor’s estimate.
Cost Estimating Manual
Page 511-2
April 1995
512
Chevron Costs
hevron incurs three types of costs on any project, whether or not a major
contractor is involved. These are direct costs, indirect costs, and special charges.
Direct costs include material and labor for direct work performed in new or existing
facilities, including material that Chevron purchases directly and labor that involves
either Chevron personnel (plant maintenance personnel performing capital
construction work) or local contractors working under Chevron (perhaps including
contractors who are also performing plant maintenance work).1
Indirect costs include Chevron-provided design and project management and may
include contractor-supplemented design and project management services.
Special charges include various services that Chevron provides or purchases,
described in Section 521.
C
Design and Project Management Costs
Design and Project
Management
(Class 1 and 2
Estimates)
Apply the percentage shown below for Class 1 and 2 estimates of Chevron
indirect costs for design and project management, when a major
design-and-procurement contractor is not involved. 2
Design & Project Management Cost as Percent of Total Field Cost
Average = 35%
Range = 5% to 83%.
Project Management
(Class 1 and 2
Estimates)
1
2
Recent data about Chevron indirect project management costs differs
significantly from earlier project experience when a major contractor
performed the design and procurement activities.
Contractors might furnish some bulk materials related to their work.
The data is based on 49 CRTC-designed or -managed projects from the mid-1980’s, but it may also apply to the small
projects designed by operating company engineering organizations. If you have data from your experiences at your
location, use it rather than this figure.
Cost Estimating Manual
April 1995
Page 512-1
512
Chevron Costs
COMPANY PROJECT MANAGEMENT COSTS
PROJECT
MID-POINTS: 1971-1987
Project
Mid-Points:
1971-1987
Chevron’s Costs as Percent
CO. COSTS AS PCT OF CONTRACTOR COSTS
of Contractor’s
Costs
30
20
10
5
3
2
20
50
100
200
500
1,000
2,000
5,000
CONTRACTOR COST, $MM AT EDPI = 1150
COSTS AS PCT OF CONTRACTOR COSTS
Chevron’s Costs asCO.Percent
of Contractor’s Costs
Figure 512-1. Chevron Project Management Costs 1971-1987
PROJECT MID-POINTS: 1988-1993
Project
Mid-Points: 1988-1993
30
20
A
10
D
E
G
F
5
H
C
3
B
2
20
50
100
200
500
1,000
2,000
5,000
CONTRACTOR COST, $MM AT EDPI = 1150
1988-1993
1988—1993
USE THIS
Use
thisDATA
data
1971—1987
1971-1987
Reference
REFERENCE
ONLY
Figure 512-2. Chevron Project Management Costs 1988-1993
Figure 512-1 shows data for projects from the early 1970’s through
the mid-1980’s. The data fits well around the regression line.
Figure 512-2 shows data from the late 1980’s and early 1990’s. The
data is both lower and more scattered.
Two reasons for this variance are apparent:
Fewer Chevron personnel are being assigned to major projects.
Because G&A charges (see Section 522) were imposed beginning in
the mid-1980’s, many operating company costs are no longer charged
directly to projects. G&A, as a special charge, is excluded from the
indirect costs plotted here.
Cost Estimating Manual
Page 512-2
April 1995
Design and Project Management Costs
Point
Project
Mid-point
A
Normal Alpha Olefins, Cedar Bayou
4Q88
B
Chevron Polyethylene (LLDPE), Cedar Bayou
4Q89
C
Styrene Expansion, St. James
1Q90
D
TKC Rebuild, Richmond
4Q90
E
High Density Polyethylene (HDPE), Orange
1Q91
F
MTBE, Richmond
2Q92
G
Aromax, Pascagoula
1Q93
H
Wastewater Treating, Port Arthur
2Q93
Figure 512-3. Data Points for Figure 512-2
Applying the Data
For the reasons just given, you should use the data in Figure 512-2 for
estimating future projects. Familiarity with any of the projects shown in
Figure 512-3 may help you to determine whether your project falls above
or below the line in Figure 512-2.
To use this data and the following equation, estimate the contractor’s total
cost (including direct costs, field indirects and home office costs). Then
adjust that total to EDPI = 1150 before determining the percentage to add
to your estimate for project management costs.
Project Management Cost as Percent of Total Contractor Cost =
17.6 x (Total Contractor Cost $M at EDPI = 1150)-0.242
Design and Project
Management:
Class 3–5 Estimates
For Class 3 and later estimates, you should develop Chevron design and
project management costs in detail. This involves estimating design costs
(where applicable) by discipline and applying an appropriate labor rate.
These costs are based on an evaluation of the work to be performed
independent of schedule.
In contrast, project management costs are time-related. To estimate the
cost of labor, you must do the following:
Prepare a time-phased staffing plan that includes all personnel
(Chevron or contractor) needed at various stages of the project to
supervise design, procurement, and construction. Personnel could
come from the local operating organization, from another location or
OpCo, or through local temporary hiring.
Positions might include the following:
General project manager
Project manager
Design representatives (in a contractor’s office)
Cost Estimating Manual
April 1995
Page 512-3
512
Chevron Costs
Process representatives
Construction representatives (on site)
CRTC consultants (project, materials, equipment) on
a part-time basis
Construction inspectors
Operating representatives
Maintenance representatives
Safety personnel
Materials manager or procurement representative
Finance manager or project accountant
Project assistants and clerical personnel (accounting, secretarial,
etc.)
Assign appropriate hourly or monthly costs to each classification of
personnel.
Add support costs. These can include travel, TDA, office expenses,
construction vehicle costs, etc. Refer to Appendix C, accounts 10
through 55, as a checklist for these types of costs.
After preparing a detailed Class 3 (or later) estimate, you can apply the
data above for Class 1 and 2 estimates to check that you are in the range
of Chevron past experience.
Figure 512-4 is an example of a staffing plan prepared as a part of a $5 M
estimate (1993) to remodel a building at CRTC. Some of the positions are
part-time, with the employees performing other duties during the rest of
their time.
Figure 512-5 is a checklist prepared by the El Segundo Small Projects
Group. You can adapt it to your project and location.
Cost Estimating Manual
Page 512-4
April 1995
Design and Project Management Costs
Figure 512-4. Example of Staffing Plan for Chevron Project & Construction Management:
CRTC Building 35 Remodeling Project, Richmond
Cost Estimating Manual
April 1995
Page 512-5
512
Chevron Costs
Design Phase
Project Team
Project Manager
Design Representative
Process Representative
May be necessary for larger jobs
Project Accountant
Construction Manager/Rep
Operations Representative
Process
CRTC Process Design Package
May need to include pilot plant work
CRTC Process Design Follow-Up
Licensor Process Package
CRTC Consultant
Materials
Materials Engineer, Welding Specialist
Equipment Specialists
Exchanger, Vessel, Electrical, Instrumentation, etc.
Projects Group
Class 1 & 2 Estimates, Value Engineering
CRTC Labs
Materials Lab, Process Labs
CRTC Contracts Team
Refinery Support
Plant Support Group Engineers
Not normally charged to project
IMI Representative
Not normally charged to project
Fixed Equipment Reliability Personnel
Not normally charged to project
Welding Inspectors
Weld procedure review
Operations Personnel
May charge project full-time
Design Drafting Group
Surveying Services
Reproduction Services
Including any photography
Outside Consultants
Pre-funding reviews and post-project assessments
IPA
Team Building
Constructibility Review
Construction contractor may provide
Environmental Studies
Environmental impact reports
HAZOP Support
Leader and scribe
Outside Technical Contracts
Geotechnical Evaluations
Environmental Evaluations
Testing Services
Hazardous waste testing of soil
May be significant for a large retrofit job
Lead Testing
Asbestos Testing
NDE Examinations
UT gaging, shearwave, x-ray, etc. to determine fitness
Figure 512-5. Checklist of Chevron Costs for Refinery Projects
Cost Estimating Manual
Page 512-6
April 1995
Design and Project Management Costs
Leak Detection on Exchangers
Retrofits often require testing capability of existing equipment.
Misc. Plant Performance Testing
Project Set-up Charges
Team Housing Requirements
Trailer rental, set-up, tear-down; utility hook-ups including computer;
office furniture; reproduction equipment; computers; kitchen
equipment
Project Transportation
Car or truck; bicycles
Miscellaneous Project Charges
Team Building
Travel/Trip Expenses
G&A
Typically municipal permits
Permit Fees
Licensing Fees
Catalyst Costs
Chemical Costs
Inventory
Working Capital
Construction Phase
Include night shift if applicable
Construction Team
Construction Representatives
Include both mechanical and I&E reps
Plant Support Group Support
Includes engineering, IMI, and fixed equipment inspection
Clerk(s)
Needed for larger time-and-material jobs
Maintenance Technician
Needed for larger shutdown jobs
Safety Representative
Welding Inspection
In addition to weld x-ray crews
Environmental Liaison
Needed for larger shutdown jobs
Fire Marshal
Required for larger jobs
Fire Watches
Hole Watches
Required for vessel entry
Dirt Sniffers
When excavating in potentially contaminated areas
Refinery Support
I & E Shop
Control valves, transmitters, some switches, etc.
Machine Shop
Setting PSVs
Recycle/Recovery
Waste disposal including spent catalyst; vacuum trucks; poly tank
rental; bin rentals; barrels
Tool Room
Lost tools; overtime costs
Security Services
Special gate coverage; week-end and night-time coverage
Fuel Services
Refinery may not supply to future projects
Radios
Construction Team Housing
Same as Design Team requirements
Testing Services
Void Hole Testing
Figure 512-5. Checklist of Chevron Costs for Refinery Projects (continued)
Cost Estimating Manual
April 1995
Page 512-7
512
Chevron Costs
Positive Material Identification (PMI)
Large volumes or special (chloride-free) water may be charged
to the project
Hydrotesting
Maintenance Overhead
Delays due to plant upset will occur if working in live plant
Plant Evacuation Delays
Plant Cleanup
Blind Fabrication & Installation
Temporary Piping
Chemical Cleaning
Nitrogen for cooling, for example
Chemicals Required for Shutdown
Tank Cleaning
Pre-Operations
Operating Manual Preparation
Operator Training
Mechanic Training
Start-Up Phase
Usually around-the-clock
Start-up coverage
IMI Coverage
Mechanic Coverage
I & E Coverage
May want special sampling during start-up of a new process
Lab Coverage
CRTC or Licensor Coverage
Contractor Coverage
Design & construction contractors
Plant Preparation
Catalyst sulfiding, equipment degreasing
Moan List Items
Allowance
Start-Up Problems
Allowance
Job Closeout
Total effort required is often under-estimated
Refinery Document Management System Input
Instrument Document Management System Input
Inspection Records Setup
Figure 512-5. Checklist of Chevron Costs for Refinery Projects (continued)
Cost Estimating Manual
Page 512-8
April 1995
520
Indirect Costs and Special Charges
Special Charges
521
Special Charges
522
Overhead Capitalization Charges
523
Dismantling
Cost Estimating Manual
Definition and Description
521
Special Charges
April 1995
pecial charges do not necessarily apply to an individual project. While contractors
may include many special-charge items in their estimates, they are not familiar
with all of them. A Chevron representative must review all potential special-charge
items and include the applicable items in the project estimate.
S
Definition and Description
Definition
Description
✎
The following statements help to define special charges:
Special charges include both direct and indirect costs unique to each
project.
These charges do not fit any patterns in comparisons between projects.
Special charges have minimal effect on other direct and indirect costs,
including technical service costs.
Charges are segregated to avoid distorting patterns that exist between
other direct and indirect costs when making detailed analyses of
estimated or historical project costs.
Historically, special charges range from zero to 15 percent of the total
project cost and from 2.5 to 5.8 percent for major refinery projects.
Some special charges are capitalized and included in the project
appropriation. Other project-related special charges are pre-operating
expenses or working capital and are included in other lines of the
Appropriation Request (GO-36) or corresponding OpCo form.
Certain special charges can fall into more than one of the three cost classifications
(Capital Improvement, Pre-Operating Expense, and Working Capital).
See Figure 521-1 for the following information about special charges:
Accounting code (See also Appendix C, “Code of Accounts
(EG2757)”)
Brief description
Estimating guidance
GO-36 classifications
Special notes
Estimating class when it is appropriate to include each special charge;
some are difficult to estimate or identify in the early phases of a project
Cost Estimating Manual
April 1995
Page 521-1
521
Special Charges
Special Charges Listed in Figure 521-1 in Order of Appearance
Acquisition, Land and Right-of-Way
Alterations, Relocations, Repairs
Camps, Construction
Catalysts and Chemicals
Catalysts and Chemicals, Labor for Initial Loading
Damage Payments
Damage or Loss of Company Property
Dismantling
Maintenance Equipment Purchased for Operations
Depreciable Standby Equipment
Freight, Ocean
Import Costs
Insurance, Builder’s Risk, and Other Company Paid
Interest Charges During Construction
Local Office and Agent
Local Transportation and Dock to Jobsite Material Handling
Overhead Capitalization Charges (G&A)
Spare Parts
Permits/Fees
Royalties, Patent Licenses, and Fees
Preliminary Engineering and Feasibility Studies
Taxes, Special
Third Party Improvements/Infrastructure
Training, Operators
Training, Mechanics
Vendor Assistance and Other Startup Costs
Waste Disposal, Hazardous
Cost Estimating Manual
Page 521-2
April 1995
Accg
Code
GO-36 Classifications
Description/Estimates
Capital
Improvements
73
This item is part of
ACQUISITION, LAND AND RIGHTthe capitalized cost.
OF-WAY
Description
Includes:
- Payments to landowners for land
purchases & right-of-way grants
for new construction.
- Indemnities paid to landowners for
property damage during
construction.
Estimating
- Estimate required parcels of land
based on a topographic map of the
area.
- Assess the fair current market value
of that land. Consult title companies,
appraisers, or taxing agencies in
the local area.
- Price ROWs at the full land value.
U8
ALTERATIONS, RELOCATIONS,
REPAIRS
Description
Excludes:
- Upgrading of existing equipment.
- Installation of new equipment.
These exclusions are part of direct &
indirect costs.
Includes:
- Costs for alterations & repairs
to existing facilities (often overlooked when performed under the
operating company’s maintenance
budget).
- Costs for relocating equipment
(often not evident until detailed
designs prepared; safety and
fire/loss prevention issues
considered).
Figure 521-1. List of Special Charges
Pre-Operating
Expense
All other alterations,
Only expenditures
relocations & repairs.
that materially add
value by:
- Improving capacity
or service
- Prolonging
expected life
appreciably
Estimating Classes
Working Capital
Other Notes
Chevron’s associated
labor (administrative)
costs for land & ROW
acquisitions are
generally covered in
Overhead Capitalization Charges, except
in special situations,
such as joint ventures.
1
2
3
4
5
x
x
x
x
Alterations: 1-5
Relocations: 2-5
Repairs: 3-5
Accg
Code
N/A
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
This item is part of
CAMPS, CONSTRUCTION
the captialized cost.
Description
Projects at remote locations often
require facilities for housing, feeding,
& providing recreation for work force
during construction.
Estimating
- Within a contractor’s estimate &
accounting system, these charges
are part of Temporary Buildings [our
Account 39] within overall category
of field indirect costs, but are
excluded from the data in Sect. 501.
- For Chevron cost-analysis
purposes, we treat them as special
charges. (They occur infrequently.)
T1, T2 CATALYSTS & CHEMICALS
Capitalize initial
charge for catalysts
Description
& chemicals.
Many processes, e.g., catalytic
reforming, hydrofining, alkylation,
catalytic cracking & extraction require
significant inventories of catalysts or
chemicals or both.
Estimating
- Calculate required initial quantities
based on process design.
- Contact local or CRTC process
engineer to help determine
quantities.
- Add 5-10 percent to calculated
catalyst for spills & weight/vol.
conversion losses.
- Estimate cost of catalyst &
chemicals.
- Base cost on current unit prices.
- Obtain current unit prices from
manufacturer, licensor, CIOC
catalyst specialist, or the project
process engineer.
T1, T2 CATALYSTS & CHEMICALS,
LABOR FOR INITIAL LOADING
Capitalize the
loading of initial
catalyst & chemical
charges. (For
catalyst/ chemical
charges, see above.)
Figure 521-1. List of Special Charges (continued)
Other Notes
Several construction
camps—built in early
1980’s for the Carter
Creek, WY, gas plant
project—cost $50
million, or $6.30 per
field manhour (craft &
staff) with costs
adjusted to EDPI =
1100, or about 9.4
percent of total project
cost before credits for
salvage & for rents
paid by occupants.
Short-term lease (23 yrs) of catalyst is
treated as an
operating expense.
Standby inventories
(working capital)
may also be needed
- for plant sites
remote from reliable
catalyst or chemical sources, or
- where emergency standby
charge of catalyst
is mandatory for
normal plant
operations, or
- for processes
using preciousmetals catalyst on
an inert carrier &
for which we warehouse a spare
charge for exchange while
regenerating the
initial carriers.
Catalyst loading of
reactors may need
special equipment
(bins, pneumatic lifts,
etc.) not included here.
(See Maintenance
Equipment, Purchased
for Operations.)
1
2
3
4
5
x
x
x
x
x
x
x
x
x
x
x
x
x
Accg
Code
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
1
2
3
4
5
N/A
DAMAGE PAYMENTS
Damage payments
See also Acquisition, Land and Right- for which Chevron
of-Way Purchase.
acquires property or
rights having future
utility or serviceability are included
in the capital cost.
Damage payments
made to outside
parties arising from
accidents or other
causes & for which
Chevron acquires
nothing serviceable
(property) are preoperating expenses.
x
x
N/A
DAMAGE OR LOSS OF COMPANY
PROPERTY
- Damages from fire,
storm, earthquake,
flood or collisions.
- The extra costs for
securing construction site against the
imminent arrival of
a severe storm;
e.g., hurricane.
x
x
U8
DISMANTLING
Description
Costs for dismantling existing
facilities (whether for new
construction or for general site
clearance).
Estimating
See Section 523.
Before 1992,
dismantling for new
construction was
capitalized; now all
dismantling is
expensed.
82
MAINTENANCE EQUIPMENT
PURCHASED FOR OPERATIONS
Estimating
Usually a small cost for projects
involving expansion of existing
facilities; but it can be 0.4 percent of
a grass-roots project’s cost, and
higher for remote locations.
This item is part of
the capitalized cost.
Figure 521-1. List of Special Charges (continued)
Whole-Faciilty Dismantling:
1–5
Partial/Selective Dismantling:
2–5
Machinery for a
maintenance shop &
mobile maintenance
equipment are
examples of this
category.
x
x
x
Accg
Code
81
75
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
DEPRECIABLE STANDBY EQUIP.
This item is part of
the capitalized cost.
Definition
Depreciable Standby Equipment, as
part of capital improvements, must
meet the following criteria:
- Associated with a specific type of
plant or facility (not general store
house stock).
- Certified as an operating necessity
for standby purposes
- Low frequency of movement.
(See also Spare Parts.)
Estimating
- Obtain costs from vendors when
possible. Rotating equipment spares
are about 20 percent of the costs of
rotating equipment.
Examples:
- Spare rotor for major
rotating equipment
(compressor or turbine), purchased as
complete assembly
& installed as complete spare while
original unit is being
repaired.
- “Warehouse spare”
pump bought in lieu
of installed spare.
FREIGHT, OCEAN
Ocean freight is
included in the
Description
capitalized cost.
Includes:
- Charges for export packing & boxing, shipping agent fees, loading &
unloading, misc. port handling fees,
transportation from shipping port to
destination port, freight insurance
(incl. special insurance for marine
shipments) & overseas air freight.
Excludes:
- Freight charges from manufacturer
to shipping point or inland freight
charges for domestic projects
(direct costs).
- Freight costs from receiving port to
jobsite. (See Local Transportation &
Dock to Jobsite Material Handling.)
Estimating
Ocean freight typically ranges from 5
to 15 percent of the cost of material
being shipped. See Section 304.
Estimates prepared by
contractors may show
ocean freight in direct
costs.
Figure 521-1. List of Special Charges (continued)
1
2
3
4
5
x
x
x
x
x
x
Identify & segregate
costs for proper
accounting of spare
rotors or warehoused
spare pumps that are
part of the equipment
P.O.
Accg
Code
77
GO-36 Classifications
Description/Estimates
Capital
Improvements
This item is part of
IMPORT COSTS
the capitalized cost.
Definition
Difficult to estimate even with rate
schedules.
Most duties depend, at least partially,
on “like item” or material in country
imposing duty. Broad interpretations
of “like items” often lead to higherthan-anticipated charges. Reciprocal
agreements eliminating duties may
exist between certain countries but
not others. Duty & tax patterns
change with time & special concessions may be possible.
Estimating
When more precise data are not
available, use following approach:
Duties:
- Estimate total value of material
being imported.
- Study applicable duty regulations
to determine average duty rate.
- Apply assumed average duty rate
to estimated value of imports.
Taxes:
- Estimate special taxes on certain
items (incl. imported technical
drawings) similarly by applying tax
rate to estimated cost of taxable
materials.
- Check applicable regulations for all
possible tax & duty concessions.
- Contact someone in country that
applies duties for latest interpretation of laws.
Figure 521-1. List of Special Charges (continued)
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
Estimated Average
Duty:
- For current U. S.
imports, approx. 5
percent duty.
- For the Australian
LNG project, import
duties were 2 to 30
percent & averaged
9 percent (after
exemptions) of
value of all imports.
- The 8 percent rate
negotiated for Papua
New Guinea project
met major changes:
Camp buildings—30
percent duty; parts of
Central Production
Facility—exempt.
- Total may run as high
as 4.6 percent of
project’s total cost
(Feluy Refinery).
Local Ground Fees:
In most countries, local
broker clears items
through customs.
Sometimes a bonded
area at jobsite can be
set up. Duties are paid
when items leave
bonded area for
installation. Include
costs for establishing
& maintaining bonded
area.
1
2
3
4
5
x
x
x
Accg
Code
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
1
2
3
4
5
x
x
x
N/A
This item is part of
INSURANCE, BUILDER’S RISK &
capitalized costs.
OTHER COMPANY PAID
Description
Includes builder’s risk (covers loss to
the facility being built) or generalliability insurance.
To eliminate loss exposure risk in
some cases (e.g., joint ventures or
high-risk offshore activities), Chevron
may purchase additional insurance.
Estimating
- Do not use historical insurance costs
as insurance market is too volatile.
- Do contact Treasurer’s Insurance
Division for current insurance pricing.
N/A
To be part of
INTEREST CHARGES DURING
capitalized cost, this
CONSTRUCTION
item must be
Description
- Usually applicable only to projects approved by
Corporation
with special financing arrangeComptroller.
ments, (e.g. projects financed by
contractors or joint ventures with
commercial financing).
- Only for projects involving
expenditures in excess of $300 M &
requiring over two years to complete.
x
x
x
N/A
LOCAL OFFICE & AGENT
Description
- For cost of maintaining local office
in foreign country’s state or national
capital. The office:
- facilitates transfer of personnel &
mat’l into & within that country.
- assures we meet local laws &
customs.
- helps establish operating organization for facility.
- Generally applicable only in foreign
countries where Chevron has little
or no presence.
If solely for project,
cost is capitalized. If
operating company
is establishing a
presence in country,
cost is part of
company’s
operational budgets.
x
x
x
Figure 521-1. List of Special Charges (continued)
Chevron usually selfinsures all risks
beyond protection of
contractors’ liabilities
up to the $10 M
deductible for
corporate catastrophe
insurance.
Accg
Code
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
76
LOCAL TRANSPORTATION & DOCK This item is part of
TO JOBSITE MAT’L HANDLING
capitalized costs.
Description
- Applicable to all jobs having seatransported materials or equipment.
- Includes only freight and handling
costs from receiving port to jobsite.
Estimating
- Typically from three to ten percent of
cost of material being shipped.
- Can be much higher if there are
unusual logistical factors.
Example of higher
costs: recent Papua
New Guinea Project
moved some materials
by aircraft (Hercules).
As with ocean freight,
contractor’s estimate
may include this item
as part of direct cost.
38
OVERHEAD CAPITALIZATION
This item is part of
CHARGES (G&A)
capitalized costs.
See also Section 522.
Description
An amount applied to the overall
project cost based on the total
capitalized expenditures.
- Can be charged up front or paid as
project expends.
- Should cover following costs not
normally charged directly to project
unless special arrangements are
made to capture them; e.g., in joint
ventures:
- Land & Right-of-Way Associated
Company’s administrative labor
costs. See Acquisition, Land &
Right of Way.
- Legal Fees (in-house).
- Publicity & Inauguration OpCo’s
costs for publicizing project &
gaining support of local community & elected officials for its
construction & operation; includes
costs of dedication ceremonies.
See Section 522 for
current rates for
domestic operating
companies.
Figure 521-1. List of Special Charges (continued)
1
x
2
x
3
4
5
x
x
x
x
x
x
Accg
Code
80
GO-36 Classifications
Description/Estimates
SPARE PARTS
Description
- Includes spare parts purchased for
normal maintenance operations.
- Excludes costly depreciable spares,
such as turbine rotors (see
Depreciable Standby Equipment).
Estimating
Estimate spare parts (excluding
depreciable spares) for domestic
grass-roots projects at 4 percent of
major equipment plus bulk material
costs.
- Double this percentage for foreign
grass-roots projects.
- Take one-fourth to one-half of
percentage for expansions.
Figure 521-1. List of Special Charges (continued)
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
When spare parts
are purchased by
issuing supplements
to equipment
purchase orders,
identify & segregate
these costs for
proper accounting.
Other Notes
OpCo normally
determines requirements for specific
spare parts after
reviewing vendors’
recommended spares
lists & following
factors:
- Existing stocks
- Availability from
manufacturers
- Anticipated delivery
- Availability of standby
equipment or alternate means of
operation
- Possible failure of part
- Economic evaluations
of plant down-time
compared to cost of
acquiring & storing
spare parts
1
2
3
4
5
x
x
x
Accg
Code
84
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
- All permit costs are capitalized.
PERMITS/FEES
- Associated costs of development are
Description
part of capital improvements.
Includes cost of permits for new
construction.
- Costs of environmental impact stateEstimating
ments (EIS) are split between capital
- Building Permits: Includes fees for
improvements & expense. All costs
local building department only; can
associated with preparation & presentareach 0.05 percent of total project
tion of the EIS, not incorporated in plant
cost.
design, are expense. The balance of the
- Environmental Permits: Includes
cost is capital. The split can be based on
legal & technical costs for outside
engineering estimates of the work incorconsultants to prepare environporated in plant design.
mental permit applications.
Usually nominal but increase
dramatically if permit filers must pay
agencies & consultants to review
applications.
- Environmental Impact Studies:
Includes cost of consultant to prepare environmental impact report
(EIR) or environmental impact
statement (EIS). Varies according to
location, physical size & type of
project.
- Contact CRTC Health, Environment
& Safety group for estimating help
if current local information is not
available from operating company.
- See Section 510 for technical
service costs, including in-house
or design-contractor support work.
Figure 521-1. List of Special Charges (continued)
Estimating Classes
Working Capital
Other Notes
Overhead
Capitalization Charges
usually cover in-house
legal costs unless
special arrangements
are made; e.g., joint
ventures.
Example of EIS costs:
Californian & Alaskan
North Slope projects
have much higher
costs than U.S. Gulf
Coast. Development
fees may include
emissions offsets in
addition to installing
best available
emission control technology (BACT)
equipment in new
facility before
constructing or
operating is permitted,
especially in nonattainment areas.
Offsets can be
required for various
emissions, eg., SOx,
NOx, & CO, and
for amounts greater
than produced. We
can obtain emissions
offsets by purchasing
them from bank or
broker, or by installing
emissions reduction
equipment in existing
facilities (not necessarily Chevron’s).
1
2
3
4
5
x
x
x
Accg
Code
GO-36 Classifications
Description/Estimates
Capital
Improvements
Pre-Operating
Expense
Estimating Classes
Working Capital
Other Notes
83
ROYALTIES, PATENT LICENSES &
FEES
Description
Licensor engineering fees, if any, are
not included here. See Technical
Services Chapter 510.
Estimating
- Look for terms of prospective royalty
agreements, if available, when
estimating.
- Expect to pay about 50 percent of
license fee before beginning
detailed designs.
Paid-up, lump-sum
royalties, patent
licenses & fees
before commercial
operation (unlike
operating royalties,
based on plant
throughput, which
are normal postproject operating
expenses).
N/A
STUDIES, PRELIMINARY
ENGINEERING & FEASIBILITY
Description
See also Technical Services, Chapter
510.
Costs for Front-End
Engineering phase
(following Concept
Development &
Feasibility phases),
if not included in
Technical Services.
86
TAXES, SPECIAL
Description
- Domestic taxes other than sales &
use; e.g, Mississippi Contractor’s
Gross Income Tax.
- Foreign projects: expatriates’ local
country social program & income
taxes, fringe benefit taxes, payroll
taxes, etc.
This item is part of
capitalized costs.
Understand tax rules
in each country and
include appropriate
amount in estimate.
Expatriates’ taxable
fringe benefits include
foreign differential,
schools, repatriation,
etc.
N/A
THIRD PARTY IMPROVEMENTS/
INFRASTRUCTURE
Description
As part of many projects, Chevron
improves community facilities or
other third-party assets.
If a utility company builds and pays
for new facilities (their own) to
support a project and then recovers
their amortized costs as part of
monthly utility service fees, these
costs are normal post-project
operating expenses, not capital.
When these costs
become a requirement to build a new
facility, they are part
of project’s capital
costs.
Keep them separate
as there are special
amortization rules
for such facilities.
Sometimes, they are
not even capitalized.
Examples: widening
roads, buying fire
engines, upgrading
utility-owned power
stations. In Papua
New Guinea, Chevron
built hospital and our
paramedics serviced
local population
because medical
facilities were unavailable in area. Project
also had full security
force; bought firefighting and oil-spillrecovery equip.
Figure 521-1. List of Special Charges (continued)
Costs for the
Concept
Development &
Feasibility phases
(prior to Front-End
Engineering).
1
2
3
4
5
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Accg
Code
GO-36 Classifications
Description/Estimates
90
TRAINING, OPERATORS
Description
All charges prior to startup for
training personnel to operate a new
facility.
- Includes costs of training equipment; e.g., process simulator hardware and software and operating
manuals.
- Excludes costs of preparing process manuals (see Chapter 510,
Technical Services).
Charges vary significantly, due
mainly to differences in processes &
accounting practices.
Estimating
- Estimate personnel costs by pricing
new facility’s operating crew over
appropriate time frame.
- Anticipate larger crews and longer
training times for remote or foreign
locations.
91
TRAINING, MECHANICS
Description
Similar to operator training; usually
not applicable to expansion or
modification projects unless there is
unfamiliar, specialized equipment
Capital
Improvements
Pre-Operating
Expense
All other training
Process simulator
hardware that is part costs are expenses.
of a “hot spares”
program, or that is
later incorporated
into the plant, is
capitalized.
Figure 521-1. List of Special Charges (continued)
All costs are
expenses.
Estimating Classes
Working Capital
Other Notes
1
2
3
4
5
x
x
x
x
x
x
Accg
Code
GO-36 Classifications
Description/Estimates
92
VENDOR ASSISTANCE & OTHER
STARTUP COSTS
Description
Normally these costs fall between
contractor’s mechanical completion &
OpCo’s acceptance of facility. Break
point between startup costs &
operating costs is often arbitrary.
“Reasonable” charges by operating
organization, CRTC, vendors’
representatives, & contractors’
personnel include:
- Vendor assistance during start up.
- Cleanup of feedstock, line-andvessel cleaning, inert-gas purging,
filter-and-gasket changeouts.
Testing beyond that included in
contractor’s costs.
- Operating the facilities until an
acceptable quality & quantity of
product are achieved consistently.
- Minor changes to make a facility
operate as specified.
- Consider costs of special cleaning
of boilers & waste-heat generators
including chemical disposal costs.
97
WASTE DISPOSAL, HAZARDOUS
Description
All hauling costs & disposal fees
related to cleanup of contaminated,
hazardous & toxic wastes (asbestos,
oily soil, extractable hazardous
liquids, etc.) generated or accumulated at site prior to new construction.
Estimating
- Estimate costs based on type of
waste, distance to disposal site &
disposal fees.
- Contact the local operating organization for information on costs.
Capital
Improvements
Pre-Operating
Expense
The Uniform Accounting Manual (UAM)
considers startup charges prior to facility’s
being capable of commercial operation as
part of capitalized cost of project.
Recently completed Pascagoula Aromax
Project (1993), however, classified all
startup charges, including vendor
representatives, as expense. Rationale
was that startup activities do not add any
“value” to plant’s capital worth.
Figure 521-1. List of Special Charges (continued)
All costs are
expenses.
Estimating Classes
Working Capital
Other Notes
1
2
Vary widely & evidence
no consistent pattern,
but usually new &
unique processes cost
more than familiar or
duplicated facilities.
Turnkey plants may
have lower-thanaverage costs if
contractor’s assistance
is part of contract.
New plant cannot start
up without at least
some of these costs;
therefore, if a project
cost report shows no
charges for startup,
client has probably
absorbed cost or cost
reporting is inaccurate.
Richmond Refinery
(5/94): Transport &
disposal, $120.–$150
per ton. Loading by
hazardous waste
contractor, $150/ton.
Analytical testing,
$500-$5,000/sample
(one sample per
500 cy).
x
3
4
5
x
x
x
x
x
x
522
Overhead Capitalization Charges
he Tax Reform Act of 1986 requires that Chevron allocate and capitalize a portion
of indirect (overhead) costs as a part of the project cost, in addition to traditionally capitalized direct costs. These costs include items such as applicable labor
expense associated with the following areas:
T
Administrative, legal, and other support personnel
■
Insurance
■
Data processing
■
Material handling and storage
These charges are also known as general and administrative (G&A) charges.
■
Procedures
OpCo finance organizations charge projects a set rate, unique to each
organization and variable from year to year, as shown in Figure 522-1.
The charges are not backed by normal project commitment documents or
invoices, and appear only in the monthly work-in-progress (WIP) reports.
The charges can be handled in two ways:
■
■
Levied on a one-time basis, at the time an appropriation is opened
Accumulated each month based on current period expenditures for
larger, multi-year projects
Check with your local finance group for the method applicable to your
project.
The accounting code for such charges within CRTC cost reports is 038.
Estimating
When estimating capital projects, include an allowance for this charge and
calculate the G & A on the original total value of the project. Add this
amount to the original total value of the project, grossing up the project
value to include G & A.
G & A is not charged to projects with appropriations of $50,000 or less.
These projects bypass the work-in-progress system and are capitalized
directly to investment.
Cost Estimating Manual
December 1998
Page 522-1
522
Overhead Capitalization Charges
Organization
Description
Richmond
5.4%
N/A
N/A
El Segundo
9.0%
3.0%
Pascagoula
5.6%
5.0%
Salt Lake
6.6%
6.6%
El Paso
8.4%
3.4%
Asphalt
3.9%
3.9%
Note 2
4.6%
Lubricants
3.7%
3.7%
Hawaii
6.5%
6.5%
Western Regions
5.9%
5.9%
Eastern Regions
6.5%
5.5%
Midcontinent
4.0%
4.0%
Gulf of Mexico
3.0%
3.0%
Light Products/Aviation
Chevron USA Products Co.
—Marketing
Chevron USA Production Co.
Chevron Chemical
Chevron Pipeline
1998
5.3%
Cleaner Fuels Projects
Chevron USA Products Co.
—Refining
1997
1
Norphlet
N/A
Green Canyon
N/A
Western
7.0%
7.0%
Non-operated
3.0%
3.0%
Non-conventional
3.0%
3.0%
Oronite
0.7%
0.7%
US Chemicals
Note 2
Note 2
All projects
Note 2
Note 2
1G
& A rates are calculated for each business unit, and separately for Chevron’s operated and
non-operated projects.
2 G & A rates are not available.
Figure 522-1.
Overhead Capitalization Charges (G&A Rates)
Cost Estimating Manual
Page 522-2
December 1998
April 1995
523
Dismantling
his section provides the following information about dismantling:
Estimating costs of dismantling facilities
Dismantling plants entirely or piecemeal
Related items to consider when estimating dismantling work
Begin by reviewing the resources in Figure 523-1.
The information in this section does not include cases where a facility is sold as a
complete unit. It does include demolition inherently in the data for Alternative 1 below
(probably a mix of dismantling and demolition). Demolition is less costly and may be
a factor in the lower values shown in Figure 523-2.
T
Estimating Methods for Dismantling
There are three methods for estimating dismantling:
Alternative 1: Percentage of Plant Cost
Alternative 2: Percentage of Erection Labor
Alternative 3: Detailed Takeoff
Alternative 1
PERCENTAGE OF PLANT COST
Useful only for making Class 1 estimates, the first alternative is to
estimate the approximate dismantling costs of an entire plant (net of
salvage value) as a percentage of the original plant cost adjusted to the
year of dismantling, applying EDPI (Section 301) and modernization
factor (Section 302).
Item
Estimating dismantling costs, administering
dismantling contracts, selling complete facilities,
names of dismantling contractors
Sources
Chevron Services Company, Purchasing &
Materials Management, Asset Management,
San Ramon
Figure 523-1. Resources for Dismantling
Cost Estimating Manual
April 1995
Page 523-1
523
Dismantling
Updated Plant
Cost2
Plant1
$ MM
Dismantling Cost3
$ MM
% of Updated
Cost
Phenol, Richmond
63
.15
0.2
#2 Polybutene, Richmond
17
.11
0.7
#3 Polybutene, Richmond
15
.11
0.7
Coal Liquefaction, Richmond
49
.24
0.5
ARS/UDEX, Richmond
56
.86 est
1.5
Ethylene, Cedar Bayou
115
.16
0.1
Dinslaken Facility
25
.85
3.4
Grangemouth Facility
89
.26
0.3
Kent Facility
33
.23
0.7
373
11 est
5
5
Feluy Refinery
Compression/Extraction,
Gaviota
1
2
3
4
5
NA
2.9
4
-.002
NA
All cases include aboveground dismantling only, except as noted. Asbestos removal
was included in most cases.
The original plant cost updated to the year of dismantling, using EDPI and modernization factor.
Dismantling costs for the listed plants range from 0 to 4 percent of the updated plant
costs (except Note 4 below).
- 0 percent — suggests that the dismantling cost and salvage were offsetting values.
- 4 percent — means that dismantling cost exceeded the salvage value by an amount
equal to 4 percent of the updated plant cost.
Exception to dismantling costs: The Gaviota Compression and Extraction Plant cost
-$2,000 to dismantle. (High salvage value of equipment resulted in $2,000 being paid
to the Company.) Data on the original plant cost was not available.
Foundations included.
Figure 523-2. Dismantling Costs for Facilities Built 1953-1984; Dismantled 1984-1989
(Excludes Facilities Sold as Complete Plants)
The dismantling costs in Figure 523-2 are net costs (credit for salvage
value is included) because it is difficult to separate salvage value from
dismantling costs in a contract. Lower dismantling costs reflect easy plant
access, high scrap metal salvage value, and little or no asbestos removal.
Costs can vary significantly for plants with large amounts of asbestos.
Cost Estimating Manual
Page 523-2
April 1995
Estimating Methods for Dismantling
Alternative 2
PERCENTAGE OF ERECTION LABOR
Useful only for making Class 1 or Class 2 estimates for piecemeal
dismantling work, the second alternative bases the labor estimate on a
percentage of erection labor. This method is the best one to use when
estimating selective removals for plant modifications. Salvage value is
not included.
Piecemeal dismantling does not include scrap value. Figure 523-3 lists the
direct labor cost for dismantling plant components as a percentage of the
current erection direct labor costs.
Dismantling equipment for reuse costs more because of the effort to
minimize damage. The best approach is to prepare a detailed estimate of
each item to be dismantled for reuse (see Alternative 3). Be certain to add
the cost of reconditioning, when necessary, for dismantled equipment.
Item
Columns, vessels (single lift removal)
Dismantling
Labor1
125
Columns, vessels (multiple lifts)
35-50
Tanks
35
Exchange
50
Furnaces
25-50
Furnace stack
100
Pumps and drivers
25
Compressors and drivers
25
Instruments and controls
25-50
Pipe, valves, and fittings
25-50
Structural steel—heavy framing
75
Structural steel—medium framing
50
Structural steel—light framing
25
Electrical
25-35
Concrete foundations and structures
50-65
Piling
100
Site work—paving
50
Site work—drainage
20
1
As percentage of erection direct labor (hours or cost)
These costs reflect removing equipment selectively from a facility for sale as
scrap or for disposal. These values represent direct labor costs only; indirect
cost items are not included. Additional costs are shown in Figure 523-4.
Figure 523-3. Dismantling Labor as a Percentage of Erection Labor
(Labor Hours or Cost)
Cost Estimating Manual
April 1995
Page 523-3
523
Dismantling
Alternative 3
DETAILED TAKEOFF
The most accurate method is to estimate each item by working up a
detailed takeoff of the job’s components. You can hire dismantling
contractors to prepare this estimate. Alternative 3 is useful for making
Class 3 estimates and includes the following:
Dismantling procedure
Labor needed
Equipment needed
Salvage value for each component
See Figure 523-4 for other items associated with dismantling to include in
your estimate.
CONSIDERATIONS
Facility and Site Conditions
Access to facility: obstructions such as overhead pipeways, utility lines
Asbestos handling
Equipment needed: large cranes
Market value of scrap material
Underground lines, foundations, etc.
Related Costs
Cleanup of facility or equipment before dismantling
Cleanup of site after dismantling: import fill, grade site
Environmental issues: site contamination, site closure, waste handling, waste disposal
Plant isolation: line blinding, electrical and instrumentation isolation
Piping and electrical reroutes
Removal of non-scrap materials
Safety and fire watch
Technical services: design, contract preparation, contract administration, field supervision
Figure 523-4. Examples of Additional Dismantling Costs to Include in the Estimate
Cost Estimating Manual
Page 523-4
April 1995
600
Estimate Presentation
and Review
601
Estimate Presentation and Documentation
602
Estimate Reviews
603
Factors and Ratios for Use in Estimate Reviews
Cost Estimating Manual
601
Estimate Presentation and Documentation
hen you complete an estimate, you present it to your manager or to your client.
While the discussion in this section treats estimate transmittals as stand-alone
items, you may include Class 1-3 estimates in the decision-making package at the end
of the corresponding phase of Front-End Loading.1
W
Presentation
Class 3
1
Class 3 estimates require the most extensive reporting. If a major
contracting firm has prepared the estimate, the firm may present it to the
Chevron project team in a formal meeting. A complete cost estimate
report includes these items:
Date of the report
Project title and location
Description of the scope of work
Block flow diagram (for process facilities)
Structural configuration (for offshore projects)
Plot plan or map
Project schedule (significant dates)
Cost estimate summary
Basis for the estimate (how it was prepared)
Contingency analysis (probability graph from IPA report, if applicable)
Assumptions and exclusions
Appendices/attachments (optional items such as equipment list,
estimate details, escalation analysis, expenditure projection,
comparisons with earlier estimates, process flow diagrams, P&IDs, or
electrical one-line diagrams)
Class 1 & 2
You may report Class 1 and 2 estimates in a memorandum with
attachments, giving Class 3 information in abbreviated form.
Class 4 & 5
Because Class 4 and 5 estimates are internal to a project, you present them
to management only as a part of the normal project reporting process.
Part of the Chevron Project Development and Execution Process (CPDEP).
Cost Estimating Manual
April 1995
Page 601-1
601
Estimate Presentation and Documentation
Documentation
While there is no standard format for transmitting a cost estimate, be sure
to include all relevant information. You may wish to use two forms for
detailing or summarizing portions of your estimate, where appropriate:
Figure 601-1, Estimate/Budget Sheet
Figure 601-2, Cost Estimate/Budget Summary
These figures are full-size forms that you may photocopy.
For future reference, organize and file the work papers from which you
prepared each estimate. This documentation provides a basis for the
following:
Subsequent estimates and updates
Making comparisons among estimates (often necessary for analyzing
cost changes)
Establishing breakdowns necessary for cost and schedule control
Cost Estimating Manual
Page 601-2
April 1995
Figure 601-1. Estimate/Budget Sheet
Cost Estimating Manual
April 1995
Page 601-3
Figure 601-2. Cost Estimate/Budget Summary
Cost Estimating Manual
Page 601-4
April 1995
602
Estimate Reviews
ou may follow the procedure in this section when reviewing contractors’ Class 4
estimates.1 The procedure is also useful for reviewing both in-house and
contractor-prepared Class 1-3 estimates.
See other resources for this subject in Figure 602-1.
Y
Factors Influencing the Review
Factors influencing the review include available time, reviewer’s
experience, and class and method of estimate.
Available Time
The time necessary to conduct a review depends on
the size (dollar) of the estimate
the class of estimate2
the expected thoroughness of review
To complete the review in the allotted time, you may need to establish a
larger review team, which needs more coordinating, or reduce the
thoroughness of the review, relying more on spot-checking and overall
comparisons.
Item
In this Manual
Classes of Estimates
Section 103
Code of Accounts
Appendices C, D
Contingency
Section 313
Other Sources
Contractor’s Indirect Field Costs Section 501
Escalation
Section 312
Estimating Methods
Chapters 200, 210, 220
Factors and Ratios
Sections 203, 204, 603
Format
Section 601
Major Materials
Section 201
Special Charges
Chapter 520
Richardson
Figure 602-1. Resources for Reviewing Contractors’ Estimates
1
2
Class 4 is a detailed or control estimate. Refer to Section 103 for information about classes of estimates.
A Class 1 or Class 2 estimate takes less time to review than a Class 3 or Class 4 estimate.
Cost Estimating Manual
April 1995
Page 602-1
602
Estimate Reviews
Reviewer’s
Experience
Class & Method
of Estimate
Choose someone with extensive estimating experience to coordinate and
participate in the review. That person will have the degree of knowledge
necessary to make the most effective use of available time and identify
errors or weaknesses in the estimate.
Class 1 or 2 estimates may consist of a small number of work sheets;
Class 3 or 4 estimates may include several volumes.
The estimating method varies with the class of estimate. The four main
methods are as follows:
Curve Estimates—Section 202
Factored Estimates—Section 203
Ratio Estimates—Section 204
Detailed Estimates—Section 205
✎
The estimator may have applied a combination of these methods to the estimate you
are reviewing. Licensors may have supplied Class 1 or Class 2 (sales or business
development) estimates for proprietary processes. You may have to increase these
estimates to meet industry practice and Chevron standards. For sales or business
development estimates by licensors of proprietary processes, see Appendix B.
General Guidelines
Figure 602-2 illustrates the qualitative aspects to consider when reviewing
a contractor’s estimate.
The Review Process
Figure 602-3 gives points to consider when reviewing a Class 4 estimate.
When reviewing a Class 1, 2, or 3 estimate, you may ignore certain
subsections. The review process closely parallels the estimating process.
Cost Estimating Manual
Page 602-2
April 1995
The Review Process
Item
Focus
Consistency
Are all components of the estimate developed with the same approach, factors, rates, time basis,
etc.? If not, why not?
Are the variations appropriate?
Traceability
Can summaries be traced back to subsections, to details, to take-offs, to drawings and
specifications, etc.?
Is the backup material available?
Have initial assumptions been retained or lost?
Completeness
Does the scope in the contractor’s estimate agree with:
- Chevron’s understanding of the project scope?
- Chevron’s latest requirements? (Are late charges included?)
Is there a list of assumptions and exclusions?
Was a standardized checklist used for the estimate?
Did the contractor take adequate time to prepare the estimate, considering its purpose and type?
Was the estimate rushed?
Confidence
What level of confidence do you have in the people making and presenting the estimate?
Do they know the subject?
Do they express confidence in their own estimate?
How much of the estimate is based on lump-sum allowances?
If this is a Class 3 or 4 estimate, does it include any portions estimated by Class 1 or 2 methods?
How much is estimated in detail?
Accuracy
Does the contractor claim a higher degree of accuracy than is realistic for the type of estimate and
amount of backup detail? Are there any arithmetic errors in detailed worksheets and summaries?
Areas of
Greatest Effect
Concentrate your review on
- areas that have the greatest effect on cost and schedule
- areas that are the least defined
- the list of exclusions
- areas with a low confidence factor
Vertical Slicing
Concentrate on areas of greatest effect and select some for an in-depth analysis.
Note: Time does not always permit a complete, thorough review of the estimate. With vertical
slicing, you select and trace the cost of a relatively narrow item (such as small-bore piping in a
single plant) from the summary level to the most detailed level; e.g., to take-offs by drawing, unit
prices for each item, fabrication, and erection. If that review appears satisfactory, then you can
reasonably assume that all other like portions of the estimate were developed properly.
Cost/Schedule
Coordination
Does the estimate reflect the proposed project schedule, including the use of overtime or multiple
shifts?
Is the schedule realistic?
Market
Conditions
Has the contractor based the estimate on unusual market conditions rather than on normal
conditions?
Example: Exceptionally competitive bidding by vendors and contractors or, conversely, a seller’s
market during a period of high construction activity.
Are these conditions likely to exist for the duration of the project?
Code of
Accounts
Is the contractor’s estimate grouped in a code of accounts (or work breakdown structure) similar
to Chevron’s?
Note: We do not want contractors to use our code of accounts and can usually convert their
estimates closely enough to allow use of our comparative ratios, etc.
Will this facilitate comparison with accepted ratios? (See Sections 203, 204, and 603 for factors and
ratios.)
Familiar Format
If the contractor’s estimate is summarized in an unfamiliar way, prepare a summary using
Chevron’s normal format (see Figure 601-2) to make review and comparisons easier.
Figure 602-2. General Guidelines for Reviewing a Contractor’s Estimate
Cost Estimating Manual
April 1995
Page 602-3
602
Estimate Reviews
Points to Consider
Description
Project Scope
Verify that the following items exist and check their detail to identify possible omissions in the
scope:
- Onplot and offplot scope definition (text)
- Process design (approved for construction)
- Process P&IDs (or flow diagrams)
- Utility P&IDs (or flow diagrams)
- Electrical one-line diagrams
- Plot plans
- Equipment lists
- Site location and characteristics
- Specifications
- Project schedules
- Owner costs (if provided to contractor for inclusion in estimate)
- Work by others (and interfaces)
- Results of site visits
- Operator/client input, review, and endorsement
- Assumptions and exclusions
Comparing to
Established Factors
& Ratios
- Compare contractor’s factors and ratios with Chevron experience.
Note: The contractor’s factors (based on experience) may differ legitimately from ours.
Section 603
- Investigate and resolve (or understand) significant differences.
Major Material
(Equipment)
Check that the following items are included:
- Design allowance, freight, and taxes (see Chapter 300)
- Major spare parts (such as compressor rotors)
Section 201 &
Chapter 400
Check process equipment pricing against
- Chevron cost correlations
- recent final project costs
- published information (such as Richardson or Questimate)
- vendor data
If the estimate incudes firm quotations or purchase order pricing, then check that
- the specifications have been met
- a suitable design allowance, freight, and taxes are included (see Chapter 300)
Note: Depending on the type of estimate, major equipment may have been priced using any of
the following:
- Purchase orders for current project
- Formal vendor quotations for current project
- Recent purchase orders for similar equipment
- Recent formal quotes for similar equipment
- Informal vendor estimates/phone quotes for current project
- Data correlations in this manual (or a similar data base from a contractor)
- Commercial cost data (such as Richardson or Questimate)
Figure 602-3. The Review Process
Cost Estimating Manual
Page 602-4
April 1995
The Review Process
Points to Consider
Minor (Bulk)
Material
Section 411
Description
Verify quantity takeoff (if applicable) for
- completeness and availability of design drawings
- compliance with specifications
- individual item count vs. ratio from major items (e.g., pounds of rebar ratio’d from cubic yards
of concrete)
- use of takeoff and wastage allowances (see Section 303)
Spot check pricing against
- recent experience
- published data
- vendor data
- arithmetically correct price-quantity extensions
- freight and tax (see Sections 304 and 305)
Be alert for accounting differences and verify that pertinent costs are included somewhere in the
estimate.
Example: Electronic instrument wire and cable may be in the electrical (P) account, structural
(M) and paving (S)concrete in the foundations (Q) account, etc.
Identify the limits of responsibility between plants for various types of costs and verify that no
gaps exist.
Example:
J -The computer and control room instruments and signal cable/tubing—between the process
plant junction boxes and the control center—may be in the control center “plant.”
L -“Offplot” may commence just outside the plot limit block valves.
P -Substation transformers and breakers may be onplot with feeders offplot.
S -Site cut and fill in the offplot “Site Prep” plant, finish grading onplot.
Note: The contractor may have estimated costs by ratios or in detail.
Direct Labor
Section 420
Understand what the contractor’s manhour standard represents (e.g., West Coast, late 1960’s
productivity), and how the contractor developed productivity adjustments for current date and
location.
Note: The contractor normally estimates labor hours using the contractor’s standards, adjusted
for the expected productivity, and priced using either craft-specific rates or an average rate.
Understand the basis for the craft rate(s)—how they were obtained, and whether fringe benefits
and payroll burdens are included in the craft rate or in indirect field costs.
Identify adjustments made for the use of subcontractors (vs. direct hire) and allowances for
overtime or shift differentials.
Note: A detailed manhour estimate may be based on
- labor hours per piece of equipment
- labor hours per ton (or other measure) of bulk material
- labor hours per unit of work
Contractor
Indirect Field Cost
Section 501
Compare the contractor’s items in this account with the Chevron code of accounts (EG-2757 in
Appendix C) to ensure completeness. This account will include items such as these:
- Indirect (support) manual labor
- Construction equipment
- Small tools
- Consumables
- Temporary facilities
- Non-manual personnel
Check special requirements for remote or overseas projects, such as camps. See Special
Charges, below.
Figure 602-3. The Review Process (continued)
Cost Estimating Manual
April 1995
Page 602-5
602
Estimate Reviews
Points to Consider
Description
Technical Services
Review estimating approach. Is it reasonable and appropriate?
Section 510
Review the details. Ensure that the estimate is complete and documented.
As a final check, compare total technical service costs against total project cost; then compare
that ratio against similar projects.
Note 1: Normally includes only the contractor’s home office costs (project management, design,
and procurement). Construction management costs and the contractor’s fee may be here or with
Indirect Field Costs (above).
Note 2: Cost may have been estimated using any of the following methods:
- Percentage of total plant cost
- Detail engineering manhour estimate using average cost per manhour, with a percentage
allowance for support services
- A complete estimate of all disciplines and support services using manpower loading,
durations and costs per hour
Special Charges
Use the Chevron code of accounts (EG-2757 in Appendix C) as a checklist to ensure that no
items were omitted.
Section 521
Note: Chevron personnel may have estimated some items, particularly precious metal catalysts.
Chevron’s Costs
Direct the review principally towards completeness (use EG-2757 in Appendix C as a checklist)
and overall reasonableness (percentage of project value).
Section 512
Be sure you understand how operating company costs (training, start-up, spare parts) will be
handled.
Note: Normally, Chevron personnel estimate these items and give them to the contractor in
summary form to include in the total estimate.
Escalation
Section 312
If a contractor was asked to prepare a recommended escalation, or if the contractor’s estimate
is in then-current rather than constant dollars, do this:
- Determine and understand the contractor’s escalation basis.
- Compare it with Chevron’s cost index forecast. A realistic schedule is important for this
analysis (see Section 301).
Note: Chevron’s escalation forecast is not necessarily more correct than the contractor’s.
Consider accepting the contractor’s estimate if the differences are relatively minor.
Contingency
Section 313
Understand how the contractor developed the contingency and what that contingency is to
cover.
Example: A contractor’s contingency usually does not cover design developments, even if
portions of the facility are only loosely defined, nor does it cover schedule delays or slippage.
Thus, a contractor-recommended contingency is usually insufficient to protect against
overrun.
Consider recommending a higher (most likely) or lower (rare) project contingency based on your
evaluation.
If IPA prepared a contingency recommedation, was it used in the estimate?
Note: The contractor normally recommends a contingency after judging the quality of the
estimate.
Figure 602-3.The Review Process (continued)
Cost Estimating Manual
Page 602-6
April 1995
Assistance with Reviews
Points to Consider
Description
Note: Time permitting, give the contractor an opportunity to look over your review and correct
deficiencies noted during the review. If that is impossible, then do the following:
Follow Up
- Recommend adjustments to bring the contractor’s estimate more into line with your evaluation
of the project cost.
- Record these adjustments as lump-sum figures, but document thoroughly your development
of those figures for later interpretation and project control.
- Avoid arbitrary adjustments.
The project manager is responsible for final approval of the adjusted estimate.
Conflicts & Biases
Be alert to differing points of view, experience levels and biases of the project participants.
- The contractor’s estimators will have estimated the facilities defined by their project
engineers. If that communication process was incomplete for any reason, the estimate
may be deficient. A prime example is late design changes.
- The project team members, having worked closely with the contractor for some time,
may be overly confident of the “firmness” of the scope and design basis for the estimate.
- The operating company client may resist reviewer recommendations for adjustments or
additional contingency, especially if the project economics are marginal.
Judge independently the quality of the estimate.
Avoid being unduly influenced by the other parties.
Balance the often competing forces.
Attempt to arrive at a bottom-line estimate recommendation that is as realistic as possible,
considering the estimating basis and techniques employed.
Result
The final estimate must be both technically and politically acceptable.
Figure 602-3. The Review Process (continued)
Assistance with Reviews
For reviews beyond the capability of the project team, the CRTC Projects
and Engineering Technology (P&ET) Group can provide assistance. In
such cases, the responsibilities may be delineated as given below:
The project team reviews for
proper and complete scope, including late changes
consistency with schedule and contracting plan
reasonable levels (acceptability) of basis, assumptions, and exclusions
The estimating specialist reviews for
appropriateness of estimating process/methods and data
traceability and consistency within the estimate
possible errors or omissions
Cost Estimating Manual
April 1995
Page 602-7
603
Factors and Ratios for Use in Estimate Reviews
his section reports values from Chevron project experience. These values are
useful to compare with corresponding values in contractor- or Chevron-prepared
estimates.
While actual project estimates may differ from these values, you should investigate
significant deviations to be sure that they are reasonable.
T
Overall and Higher Level Ratios and Factors
Total Plant Cost
vs. Plant Capacity
Installation Factor for
New Process Plant
or Major Addition
Materials-LaborEngineering Cost
Split
Indirect Costs
See Section 202.
Installation factor is the plant cost divided by equipment cost. See
Section 203.
For a typical process plant, we might expect this split to be 48 percent
materials, 34 percent labor, 18 percent engineering, based on the
following definitions. The total for this purpose should exclude escalation
and contingency (because we do not know their ultimate distribution) as
well as special charges (see Chapter 520).
Material is defined as the delivered cost of direct materials, including
domestic freight and sales tax. Also include 65 percent of the total cost
of equipment subcontracts (field-erected columns and furnaces) and
50 percent of the value of bulks subcontracts.
Labor includes direct labor and construction contractor indirect field
costs. Also include 35 percent of the value of equipment subcontracts
and 50 percent of the value of bulks subcontracts.
Engineering includes the contractor’s home office costs (design,
procurement and project management) as well as Chevron project and
construction management costs.
Indirect costs include contractor field indirects, contractor’s home office,
and Chevron costs. See Chapters 500 and 510.
Cost Estimating Manual
April 1995
Page 603-1
603
Factors and Ratios for Use in Estimate Reviews
Escalation
Contingency
Check annual rates versus those in Section 301. Check the centroid of the
overall rate versus the historical two-thirds of the design-and-construction
period (Section 312).
For Class 1 and 2 estimates, see Section 313 (if you did not use that
section to make the estimate and if IPA did not make the contingency
estimate).
Detailed Ratios
Bulk & Major Material
Costs & Labor Hours
& Costs Versus
Corresponding
Material Costs
See Section 204. See also Figure 603-1, which shows the average
percentage breakdown for 50 plants built before 1980. (These breakdowns
may not be correct today.)
Account
Material
Labor
Total
C-G,K
Equipment
24.06
2.94
27.00
J
Instruments
4.23
1.78
6.01
L
Piping
9.94
10.89
20.83
M
Structures
2.45
1.33
3.78
N
Insulation
2.30
0.20
2.50
P
Electrical
2.81
2.74
5.55
Q
Foundations
1.22
2.07
3.29
R
Buildings
0.38
0.27
0.65
S
Miscellaneous
0.76
1.55
2.31
48.15
23.77
Total Group II (Direct)
71.92
13.41
A1
Technical Services
A2
Company Construction Supervision
1.25
A3
Other Technical Services
2.51
B1
Contractor Field Indirects
9.91
B2
Chevron Field Indirects
1.00
Total Group I (Indirects)
Total (excluding special charges)
28.08
100.00
A1 corresponds to Section 511 and part of Section 512.
A2, A3, and B2 are included in Section 512.
B1 corresponds to Section 501.
Sections 501, 511, and 512 are more current than the data shown here.
These figures yield a materials-labor-engineering split of 48.15, 33.68, and 18.17
percent—close to the data shown at the beginning of this section.
Figure 603-1. Average Percentage Breakdown for 50 Pre-1980 Plants
Cost Estimating Manual
Page 603-2
April 1995
Detailed Ratios
Bulk Quantities
& Costs
See Section 411.
Allowances
See Section 303.
Labor Hours,
Productivity Factors
& Hourly Rates
See Chapter 420.
Cost Estimating Manual
April 1995
Page 603-3
Appendices
A
Estimating Checklists
B
Process Licensors’ Sales Factors
C
Code of Accounts (EG-2757)
D
Code of Accounts for Buildings Projects
E
Glossary
Cost Estimating Manual
Appendix A
Estimating Checklists
Checklist Summary
Estimate Class
Estimate Class
1
2
3
4
x
x
x
x
x
x
x
33. Startup costs
Overall Score
1. Client’s intended use
2. Prepared site
1
3
4
31. Tax credits
x
x
32. Environmental offsets
x
x
x
x
x
x
x
x
34. Royalty and license fees
4. Permits
x
x
35. Field purchased materials
5. Environmental impact report
x
x
36. Study costs
x
37. Arithmetic check
x
38. Installation factor
x
3. Underground obstructions
6. Environmental regulation
changes
7. Site survey
x
8. Site terrain
9. Site access
10. Climate
x
x
x
x
x
x
x
x
11. Process parameters
x
x
x
x
12. Scope documents
x
x
x
x
13. All systems (see Att. 1)
x
x
x
14. All PFDs
x
x
x
15. All P&IDs
x
16. P&ID status
x
2
x
x
x
x
x
x
x
39. Sales factors
x
x
x
40. Business climate
x
x
x
x
x
x
x
x
x
x
x
41. Operating costs
Schedule
42. Project schedule
x
43. Permitting plan
44. Schedule restraints
x
x
45. Long lead equipment
x
x
46. Seasonal considerations
x
x
47. Reasonable manpower
x
x
17. Operating factor
x
x
18. Codes and regulations
x
x
Equipment
19. Foreign source limitations
x
x
48. Equipment items
x
x
x
x
x
49. Client-furnished equipment
x
x
x
x
20. Materials of construction
x
21. Community facilities
22. Security
x
23. Catalyst and chemicals
x
24. Spot check takeoff
x
50. Non-process equipment
x
x
x
x
51. Equipment drivers
x
x
x
x
52. Equipment auxiliaries
x
x
x
53. Modifications to existing
equipment
x
x
Overall Estimate
x
25. Client’s expected accuracy
x
x
x
x
54. Startup equipment
x
x
26. Foreign costs (see Att.2)
x
x
x
x
55. Maintenance equipment
x
x
x
56. Spares
x
x
57. Capitalized spares
x
x
x
x
x
x
x
x
27. Construction indirects
x
28. Constructors overhead
and fee
29. Escalation rates
30. State sales tax
x
x
x
x
x
x
x
x
59. Permit restrictions
x
x
x
60. Foreign sources
58. Catalyst handling
x
x
x
Cost Estimating Manual
April 1995
Page A-1
Appendix A: Estimating Checklists
Estimate Class
1
Estimate Class
2
3
4
61. Reasonable quotes
x
x
x
97. Tubing
x
62. Which quote used
x
x
x
98. Installation material
x
63. Vendor services
x
x
x
99. Calibration and testing
x
64. Installation materials
x
x
x
Piping
65. Design allowance
x
x
x
100. Stainless
x
101. Small pipe
x
66. Subcontract plan
x
x
102. Piping specialities
x
67. Modular construction
x
x
103. Utility stations
x
x
x
x
104. Stream tracing
x
x
x
x
105. Firewater
x
x
x
106. Plot limit-manifold
x
x
x
107. Sizes check
x
x
108. X-ray and testing
x
x
Platforms, Structures & Foundations
x
Labor
68. Supply and erect
69. Labor productivity
x
70. Impact of weather
x
71. Labor overtime
72. Labor availability
73. Labor wage rates
x
x
x
74. Training requirements
1
2
3
4
109. Each equipment item
x
Technical Services
110. Piping
x
75. (See Atachment 3)
111. Isolation concrete
x
Ratios
112. Retaining walls
x
x
x
113. Conduit banks
x
x
x
114. Pits and sumps
x
78. Site specifics adjustment
x
x
115. Paving
x
79. Escalation adjustment
x
x
116. Pipeways
x
80. Metallurgy adjustments
x
x
117. Access platforms
x
x
x
118. Ground cover
x
82. Foreign sourced material
x
x
119. Special materials
x
83. Labor productivity adjustment
x
x
120. Material coatings
x
84. Labor wage rate adjustment
x
x
121. Fireproofing
x
85. Business climate adjustment
x
x
x
86. Equipment adjustment
x
x
122. Earthquake, hurricane
design
x
x
x
Electrical
x
x
123. Single line equipment
x
x
76. Current ratios
77. Modernization adjustment
81. Area factor
87. Labor/material ratio
x
x
x
88. Non-manual/manual ratio
x
x
124. Area classifications
x
Commodities
125. Cable trays
x
Instruments
126. Utility interface
x
x
89. Key quantities
x
90. Project specs.
x
127. Welding outlets
91. DCS, PLC, etc.
x
Buildings
92. I/O list
x
128. All buildings
x
93. Materials
x
129. Control house modifications
x
94. Special instruments
x
130. Gate house
x
95. Environmental monitoring
x
131. Architectural
x
96. Cable
x
132. Building service
x
Cost Estimating Manual
Page A-2
April 1995
Checklist Summary
Estimate Class
1
2
3
4
Site Development
133. Prepared site
x
134. Degrubbing
x
135. Cut and fill
x
136. Excavation disposal
x
137. Roads
x
138. Bridges
x
139. Parking
x
140. Fencing
x
141. Sewers and drains
x
142. Tank dikes
x
143. Landscaping
x
Painting & Insulation
144. Requirements
x
145. Surface preparation
x
146. Number of coats
x
147. Insulation scope
x
148. Insulation sizes
x
149. Personnel protection
x
150. Insulation materials
x
Marine Facilities
151. Tug/tow boats
x
152. Wharf/docks
x
153. Dredging
x
154. Loading arms
x
Presentation
155. List of assumptions
x
x
x
x
156. Objective schedule
x
x
x
x
x
x
x
x
x
157. Quantity summaries
158. Engineering complete
159. Reconciliation
x
x
x
x
160. Review participants
x
x
x
x
161. Contingency analysis
x
x
x
x
Cost Estimating Manual
April 1995
Page A-3
Appendix A: Estimating Checklists
Estimating Checklist
Overall Score
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Will this estimate be used for comparative studies? Is there a need for
consistent parameters? Will the estimate be used for A/R funding?
Is the site identified and is it adequately prepared? Have all hazardous
materials been removed? Are the right-of-way or other expenses
included?
Are there known underground obstructions? What was the previous use
of the site?
What type of permits will be required? How are the fees determined?
Will permit delays impact the project costs?
Will an environmental impact report be required? What are the
environmental concerns at the site?
Are there environmental regulation changes expected or already in
process?
Was there a site survey and are the results available? Are they being
incorporated into the design?
What is the terrain of the proposed site? Swamp, desert, jungle, etc.?
What is the access to the site? Road, rail, barge? Can heavy loads or
construction congestion be accommodated?
What is the climate at the site? Is there potential for severe snowstorms,
floods, etc.? Do the design and schedule reflect the site climate?
What are the basic parameters of the facility to be estimated (feed rate,
product rate)? Is this a new process?
Be sure the scope documents used as the basis of the estimate are
available or filed for future reference.
Are all areas, plants, systems, and facilities included? (See Attachment
1.) There should be a direct cost estimate for each plant, onplot or
offplot. Check for gaps between plants (especially where a common
facilities plant is being used).
Are there process flow diagrams (PFDs) for each facility? Is each item
of equipment included in the estimate? Is the metallurgy described?
Check to see that all P&IDs have been included in the take-offs. Review
the method by which quantities were estimated in areas not covered
by P&IDs; i.e., utility systems, "package units," special equipment,
etc. Review the P&IDs specifically for grey areas subject to
development. Determine how these have been accounted for in the
estimate.
Cost Estimating Manual
Page A-4
April 1995
Estimating Checklist
16.
17.
18.
19.
20.
21.
22.
23.
24.
Overall Estimate
25.
26.
27.
What is the status of the P&IDs? What is the percent complete of
engineering?
What is the operating factor for the facility? If a referenced project is
being used as the estimate basis, has a correction been made for
differing operating factors?
To what codes will the new facilities be built?
Are there any limitations regarding purchases from foreign countries?
Review the specifications for materials of construction or unusual
requirements or items to be excluded.
What is the public outreach program? Will there be a contribution
towards community facilities.
Who provides security? Is it adequate? Should the estimate include
higher than normal losses?
Are catalyst and chemical costs included? Costs for the initial feed
charge?
Make quantity checks of key items such as control valves, length of
alloy lines, motor starters, etc. Compare these with the estimate
takeoff quantities.
Is the client’s expected accuracy in line with the purpose of the
estimate? Is there sufficient information available to support this
expectation?
Is ocean freight included for foreign purchases? Are the other related
costs included? (See Attachment 2.)
Have the following contractor indirects been included:
Temporary buildings/shelters
Warehouses
Parking
Utilities
Material handling
Miscellaneous manual labor services
Security and health
Construction equipment
Equipment maintenance
Tools
Scaffolding
Cost Estimating Manual
April 1995
Page A-5
Appendix A: Estimating Checklists
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
Schedule
42.
43.
44.
45.
46.
47.
Consumables
Construction office
Labor supervision
Office clerical
Welder training
Site cleaning
Have allowances been included for contractor’s overhead and fee?
Is there agreement on the future escalation rates to be used?
Is state sales tax included? Payroll taxes? Other taxes?
Are there tax credits to be included?
If required, is the cost for environmental offsets included?
Who will be responsible for startup and commissioning, and are these
costs included? Where does the contractor’s responsibility end?
Are royalty and license costs included?
Does the estimate include field purchased materials?
Are previous study costs included?
Has the estimate received an arithmetic check?
Has the installation factor been developed, and is it reasonable?
If the facilities involved a licensed process, has an appropriate sales
factor been applied?
What will be the probable business climate during the period of the
project? Does the estimate reflect this?
Are operating costs to be included?
Review the schedule for the project to assure reasonableness. Are there
any special milestones?
Is there a permitting plan and is it compatible with the schedule?
What are the schedule constraints? Long lead equipment items?
Manpower? Weather?
What was the source for equipment lead time information?
Should the schedule be modified to reflect seasonal considerations?
Is the construction manpower buildup reasonable? Are all crafts and
specialty skills available? Is there other work in the area competing
for available manpower?
Cost Estimating Manual
Page A-6
April 1995
Estimating Checklist
Equipment
48.
Is each item included? Check this against the P&IDs and the Equipment
List. Check such items as spare pumps, multi-shell exchangers, and
multiple drives. Is the physical description of each item correct?
Check dimensions, materials, horsepowers, weights, pressures,
temperatures, etc.
49. Make sure that client-furnished items are listed and shown as such.
50. Are there condensate pots, steam separators, line filters, suction
knockout pots, surge drums, water break tanks, dry storage tanks, and
other equipment items not normally shown on process diagrams? Are
there any surge drums or pumps required to tie-in the offplot and/or
utility facilities?
51. Is there a driver included for each piece of driven equipment? Has a
pulsation study been included for reciprocating machines?
52. Check fired heaters, compressors, and package units to see that all
required auxiliaries are included. Have the furnishings and/or
installation of refractories in furnaces been included correctly? Also,
check to see that the required refractory lining of duct work and
stacks are included.
53. Are there existing equipment items to be modified?
54. Are there any special needs for startup, shutdown, or cleanup of the
plant? Inert gas or nitrogen?
55. Will any special maintenance equipment be required?
56. Is there a sparing philosophy? Are the spare drivers electric or steam
driven?
57. Are there any capitalized spares?
58. If necessary, is catalyst handling equipment included?
59. Are there any special designs required to meet permit requirements,
e.g., stack height?
60. Will any of the equipment be purchased from foreign sources? (See
Attachment 2.)
61. For quoted items, review the quoted cost for reasonableness, i.e., $/lb,
$/sq.ft., $/HP, etc. Does the quote include adequate escalation for
delivery to the site when required? Is freight included? Was design
allowance added?
62. If there was more than one quote received for an item, was the low
quote used? Was the spread reasonable?
Cost Estimating Manual
April 1995
Page A-7
Appendix A: Estimating Checklists
63.
64.
65.
Has an adequate allowance for vendor erection supervision and/or
inspection been included where appropriate?
Check allowances for field purchased materials and the manhours to
assemble complicated items such as conveyors, scales, and other
special equipment. Are there special construction equipment items
required, e.g., heavy lift equipment and rigging?
Was design allowance added to all quoted items? Will shop premiums
be required to protect the schedule?
66.
Does the construction plan identify what scope will be performed by
subcontractors, e.g., painting?
67.
74.
Will the new facilities be of modular construction? Are additional
costs included at the module site to accommodate this work?
When applying the factors, has consideration been given to equipment
quotes that include erection, capitalized spares, mobile equipment,
others and so on?
Has the assessment of labor productivity been reflected in the estimate?
What was the basis for the assessment?
Will there be an impact on labor productivity because of weather? Has
labor show-up time been included?
Does the estimate include an allowance for spot overtime? If scheduled
overtime is contemplated, does the estimate reflect both the increase
in wages and the loss in productivity?
Is there an adequate supply of skilled labor available locally?
Have the labor wage rates been calculated to include crew make-up,
craft mix, and spot overtime? Where is the allowance for show-up
time?
Will there be welder training or other training at the site?
Technical Services
75.
Are all technical services costs included? (See Attachment 3.)
Ratios
76.
Are the ratios up to date? Have the ratios been adjusted for these factors:
Site sensitivities
Escalation
Metallurgy or unusual features
Labor productivity
Projected commercial environment
Labor
68.
69.
70.
71.
72.
73.
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April 1995
Estimating Checklist
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
87.
88.
89.
Has a modernization factor been applied?
Have the construction indirects been included to reflect the site
conditions for temporary facilities, camp costs, construction services
(especially guard services, if required), construction tools,
construction equipment, and construction non-manual supervision?
Has the ratio been adjusted for any differential escalation?
Are there any distortions requiring correction because of high-priced
equipment items with exotic metallurgy or other unusual pricing?
Has the ratio been adjusted for the difference in costs from the reference
site to the project site?
Are there foreign purchases requiring special adjustment to the ratios?
Did the area factor include the latest assessment of productivity for the
project site?
Did the area factor include the latest wage-rate information for the
project site?
Was a business climate adjustment included?
Were there any unusual elements to the equipment estimated, such as
client-supplied equipment items, that would impact the remainder of
the estimate?
Is the labor/material ratio reasonable?
Is the construction non-manual labor/manual labor ratio reasonable?
Have the key quantities been reviewed for reasonableness?
Commodities
Instruments
90.
91.
92.
93.
94.
95.
96.
97.
Does the estimate reflect the project specifications?
Is a CRT-based distributed control system (DCS) required?
Has an input/output (I/O) list been developed?
Review requirements for special materials.
Review all special instruments such as analyzers.
Has instrumentation been included for environmental monitoring?
For electronic control systems, review the instrument wire quantities for
reasonableness. Are there cable trays?
For pneumatic control systems, review the single and multi-tube
quantities for reasonableness.
Cost Estimating Manual
April 1995
Page A-9
Appendix A: Estimating Checklists
98. Review the method by which installation materials were estimated. If
standard details were used, are they appropriate for the job?
99. Are the costs for instrument calibration and testing included?
Piping
100. Review the scope of the stainless steel piping thoroughly. Have
requirements for stainless steel piping for packaged units been
properly included?
101. Review small-bore pipe and small valve factor sheets for consistency
with specifications. Are allowances included for small trim piping
and systems that are not defined on P&IDs?
102. Review the estimate of “pipe specialties.” Are major items such as
eyewash stations, safety showers, expansion joints, and fire
protection equipment (including fire monitors) included in
accordance with specifications?
103. Are the utility stations included as specified? Is adequate piping
included to service these stations?
104. Review the steam tracing estimate for completeness and correct
interpretation of specifications. Have unique requirements dictated by
the type of plant and jobsite (high freezing point liquids, weather,
etc.) been adequately taken into account?
105. Have aboveground and/or underground fire water systems been
adequately covered, if required by specifications?
106. Is a plot limit manifold required?
107. Spot check the number of lines in the estimate versus the number
shown on the line tables. Are all known sizes and specs listed in the
estimate? Do quantities look reasonable for special sizes and specs
that can be easily checked?
108. Does the estimate include weld radiography and piping system testing?
Platforms, Structures
& Foundations
109. Make sure that a supporting structure or foundation is included for
each item of equipment.
110. Is piling required? In which earthquake zone will the new facility been
located?
111. Is there a requirement for a concrete barrier beneath the foundations?
112. Have retaining walls been included?
113. Has concrete been included for underground conduit banks?
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April 1995
Estimating Checklist
114. Make sure that all pits, sumps, special structures, and enclosures are
included.
115. Check that the estimate reflects the required thickness and area for
paving.
116. Make sure that all pipeways and their foundations have been included.
117. Review the estimate scope to ensure that equipment platforms, valve
and instrument access platforms, pipeway platforms, stiles, etc., have
been included.
118. Review the estimate for crushed rock, shell, or other ground cover
materials.
119. Do the specifications require special materials?
120. Make sure that requirements for sandblasting, special paints,
galvanizing, etc., are reflected in the estimate.
121 Are all vessel skirts and/or support legs that require fireproofing
covered? Do the vessel skirts require fireproofing on both the inside
and outside and, if so, does the estimate reflect this? Have the
fireproofing requirements for steel structures and pipeways been
adequately estimated?
122. Does the design used for the basis of the estimate include the proper
earthquake, wind load, and other criteria?
Electrical
123. Are all elements of the single-line drawings shown in the estimate?
Are starter-sizes, horsepowers, and voltage levels correct? Is there an
emergency power supply or UPS?
124. Are requirements for area classifications properly reflected?
125. Review the method by which conduit and wire quantities were
developed. Were thermocouples, alarm points, and other electrical or
electronic instruments included? Review the number of power and
control circuits versus the motor list. Is lighting wire and conduit
based on a fixture count? Is this count reasonable?
126. Make sure there are no gaps between plants. Where does the client or
utility company work stop and the contractor’s work begin?
127. Is the number of welding outlets shown in the estimate consistent with
the specs?
Cost Estimating Manual
April 1995
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Appendix A: Estimating Checklists
Buildings
128. Are the building plan areas correct? Are these multi-floor buildings?
129. Will the central control room include offices, laboratories,
lunchrooms, training rooms, battery rooms, computer rooms,
conference rooms, toilet facilities, change rooms, shower facilities,
etc.? Will the existing control room be modified?
130. Is every building shown, e.g., the gate house?
131. Are architectural requirements and building services, e.g., interior
partitions, heating and ventilating, toilets, shop equipment, laboratory
equipment, office equipment and furniture, etc., properly included in
the estimate?
132. Does the estimate reflect the capital costs for utilities, maintenance
items, and other building services?
Site Development
133. Is the site clear, level, and free of structures or any items that may
require dismantling?
134. Will degrubbing be required?
135. Check cut and fill quantities.
136. What is the composition of the excavation material? Can it be used for
fill? If not, how will it be disposed of? Are the costs included?
137. Make sure that roads and surfaced areas are included, if specified. Is
the total area of paving consistent with individual plant plot plans?
138. Is any new or upgraded bridge work required?
139. Is there adequate parking? Will new paved parking areas be added?
140. Check the fencing quantity.
141. Review the number of drain hubs, septic tanks, and other key items of
the drainage systems.
142. Are tank dikes included?
143. Are landscaping and/or restoration requirements included?
Painting & Insulation
144. Are the painting and insulation requirements defined?
145. Is surface preparation included in the estimate? How much will be
accomplished in the vendor/fabricator shops?
146. Does the estimate reflect the paint type, surface area, and number of
coats required?
147. Do line tables and P&IDs reflect the extent of insulation?
Cost Estimating Manual
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April 1995
Estimating Checklist
148. Does the estimate list all known insulation sizes and specs? Do
quantities for those sizes and specs which are easily checked look
reasonable? Have appropriate fitting factors been included?
149. Is insulation for personnel protection included?
150. Is each piece of equipment requiring insulation listed? Review against
P&IDs and the Equipment List.
Marine Facilities
Presentation
151. Is there a requirement to use tug or tow boats?
152. Will there be work done to modify the wharf or dock? Buoys? Riprap?
153. Will dredging be required?
154. Are new loading arms included? Are lines included to service these
loading arms?
155. Is there a list of assumptions, and is the client aware of the major
estimate assumptions?
156. Was an objective schedule prepared for use in the presentation? Is the
escalation calculation consistent with this schedule?
157. Is there a summary of key quantities?
158. What is the status of design engineering?
159. Was a reconciliation prepared?
160. Has the estimate been adequately reviewed? Who are the reviewers?
161. Is contingency included in the estimate? How was it developed? Was
the process for developing contingency both reasonable and
appropriate?
Cost Estimating Manual
April 1995
Page A-13
Appendix A: Estimating Checklists
Attachment 1: Utility and Offplot Plant Considerations
In addition to the process plants, consider these items:
control room/computer (DCS)
lube oil
fuel oil
fuel gas
process plant pipeway
relief and blowdown system
tankage
interconnecting offplot piping
wharf and rundown lines
truck and tank car facilities
material handling facilities
electrical distribution
steam generation
boiler feedwater
demineralized water
plant air
instrument air
nitrogen
cooling water facilities
potable water
firewater system
process water
demineralized water
sewers
segregated drainage
effluent treatment
inert gas generation
raw water treatment
site development
landscaping
general purpose buildings
mobile equipment
catalyst and chemicals
pilot plant
royalties and consultants
telephone lines
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April 1995
Attachment 2: Foreign Estimate Considerations
Attachment 2: Foreign Estimate Considerations
Freight & Transportation
freight forwarding
brokerage fee
ocean freight
containerization
export packing
inland freight
air freight
lightering/barging
stevedoring
marshalling yards
duties and clearance costs
warehousing
pilferage
demurrage
port charges
customs delays
expatriate schooling
operating personnel
minimum period of engagement
hotels and temporary accommodations
Construction
construction methods
modularized construction
additional security
construction equipment availability
trucks/autos
equipment maintenance
labor productivity
payroll benefits
local customs and practices
requirements to use local material
community relations
medical facilities
Camps and Catering
camp buildings
camp utilities
camp infrastructure
catering
catering personnel
camp operating personnel
medical facilities
camp transportation
camp maintenance
recreation
Staffing
expatriate/national/third country
single/family status
foreign service premiums
temporary status premiums
holidays/fringe benefits
Other Cost Items
world-wide procurement
import restrictions
future exchange rates
local escalation
procurement offices
additional travel
additional insurance
additional legal
local law
additional accounting/banking
design differences
local permit costs
exchange rate protection
costs of financing
gratuities
Cost Estimating Manual
April 1995
Page A-15
Appendix A: Estimating Checklists
Attachment 3: Technical Services Considerations
royalties and licenses
obtaining permits
(building, environmental)
any purchased permit (emissions)
offsets
any proposed contractor incentives
land or right-of-way expenses
technical support requirements
office communications
overhead capitalization charges
(G & A) (domestic projects)
surveys
A/R preparation and pre-A/R studies
temporary assignments
hiring and mobilization
moving Company personnel to
site/contractor’s offices
additional benefits
office automation and CAD/CAE
travel expenses
heavy travel costs for inspection if
foreign equipment is purchased
modeling of the facilities
consultants
local assistance
quality assurance costs
records management
punch lists and follow-up work
operator manuals/training equipment
operator and mechanic training
close-out reports
follow-up to startup and technical
assistance
other special charges
Cost Estimating Manual
Page A-16
April 1995
Appendix B
Process Licensors’ Sales Factors
Sales Or Business Development Estimates By
Licensors Of Proprietary Processes
Factors Behind
Low Estimates
Licensors of proprietary processes often provide sales or business development estimates that are lower than the actual cost of a plant that meets
Chevron requirements. One reason is that the estimates omit the Company
(owner) costs. Other factors that contribute to low estimates are listed next.
Operability
No allowance for operating flexibility. Equipment and systems are
designed for normal (nominal) operating pressures, temperatures, and
flow rates. Any deviation from the design feed-stock qualities may
cause a decrease in the plant’s capacity.
Examples include tight sizing of pumps and motors (horsepower),
pressure vessels (capacity or flow cross-section), exchangers (area),
fired heaters (duty), and relief valves set close to operating pressures.
Minimal instrumentation and control with a large proportion of field
(local) controllers and control panels and fewer alarms.
Poor accessibility. Accessibility to instruments (no platforms) and
valves (not at grade) is limited or lacking.
No additional piping. No piping exists to ease startup or shutdown of
the plant (bypasses, pumpout lines, permanent steamout connections,
additional vents and drains).
Maintainability
Tight equipment spacing and accessibility.
Fewer manways in columns, fewer permanent maintenance platforms.
No spare parts.
Exchanger bundles not removable (fixed tube-sheet design or
restricted access).
Area paving (if any) is thin and requires mats to support mobile
maintenance equipment.
Cost Estimating Manual
April 1995
Page B-1
Appendix B: Process Licensors’ Sales Factors
Reliability
Less corrosion resistance (lesser metallurgy, lower corrosion allowances)
Fewer damage-resistant materials (more use of cast iron or plastics)
Less passive fire protection (tight or poor plant layout and equipment
spacing; no fireproofing of structural steel or critical instrument runs)
No installed spare pumps
No turbines for operating during power failures (motors only)
No winterizing (if applicable)
Utilities and Support Facilities
No onplot relief drum and pump
Substandard fire protection facilities (water system, monitors, hose
reels, chemical extinguishers)
No electric transformers or breakers (electrical system starts with
motor controllers)
Dual fuel piping (both gas and oil) not provided for fired equipment
No break tanks for freshwater connections to process
Fewer steam traps
Single sewer system (rather than segregated storm water, oily water,
or chemical sewers)
Inadequate sizing of sewer for firewater flow
Substandard safety design (safety showers, eyewash facilities,
insulation for personnel protection, platform design, etc.)
Miscellaneous
Not energy-efficient (limited insulation, no heat or power recovery,
low-efficiency motors)
No piling
No earthquake or wind design
No product cooling
Cost not site-specific (may be US Gulf Coast cost)
No sales taxes included
No startup technical assistance included
No construction utilities
No permits, fees, or royalties included
Contractor’s profit excluded
Because of these factors, you should increase the licensor’s estimate to
make it suitable for use within Chevron. Historically, this adjustment has
been 40-70 percent; however, you should evaluate each case individually
to determine the appropriate amount of adjustment to apply.
Cost Estimating Manual
Page B-2
April 1995
Appendix C
Code of Accounts (EG-2757-E)
SPECIFICATION NO. EG-2757-E
DEFINITION OF ITEMS ON ACCOUNTING ITEM LISTS
1. INTRODUCTION
This Specification is to be used as a guide in preparing project accounting
item lists and to assist engineers, accountants, field personnel, and
contractors to consistently break down project costs and assign item
numbers.
Use this specification in conjunction with the Chevron owners
"List-G" (Opco accounting fixed asset detail requirement).
2. ITEM LIST STRUCTURE
Project Accounting item lists are for use by Chevron and their major
contractors. The final costs should be accumulated in such a way that the
source contractor and Chevron entity can be identified. The item list is
segregated into the following three primary categories common to all
projects:
Group II - Direct Costs: This category covers the actual installed cost
of materials and equipment. It is divided into “Major Material”
(Classifications C through G and K) covering identifiable units of
equipment (e.g., columns, tanks, furnaces and pumps) and “Minor
Material” (Classifications J and L through S) such as piping, foundations, insulation, electrical power, and lighting.
Group I - Technical Services and Indirect Field Costs: Technical
Services are subdivided into these categories: A-1, design services;
A-2, construction supervision; A-3, other technical services. Indirect
Field Costs are grouped in Category B.
Special Charges: An additional category, "Special Charges," includes
those costs not common to most projects. Such charges are segregated
to avoid distorting the Group I and II cost relationships. Examples include ocean freight, catalyst, royalties, and land and right-of-way cost.
Cost Estimating Manual
April 1995
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Appendix C: Code of Accounts (EG-2757-E)
3. ALLOCATION OF GROUP I COSTS
Allocate Group I costs to Group II and to certain Special Charge items
prior to Chevron booking to Fixed Assets. Generally this can be handled
on a dollar ratio basis.
4. CLASSIFICATION OF COSTS
Classify costs accumulated against Group II accounting item numbers as
Material, Labor, or Mixed as defined below:
Material. Covers the actual cost of the material and equipment incorporated into the finished plant, including sales tax and domestic
freight.
Labor. Covers Contractor’s direct labor cost.
Mixed. Covers all costs that are neither true material nor true labor.
Included are purchase order contracts, minor lump sum or unit price
contracts, major contractors’ subcontracted costs, fully-operated construction equipment rentals, and Company shop field costs for work
requested through construction work requisitions.
Classify all costs accumulated against Group I as Mixed.
5. CAPITALIZING VS. EXPENSING
The cost of new construction is normally capitalized. However, some
projects include costs that are non-capital and may be expensed, amortized, or booked as working capital. Primarily, these costs cover alterations and repairs to existing facilities. Pre-operating costs such as training
of operators, catalyst, and chemicals, where the expected life is substantially shorter than life of plant, may be expensed. Payments for equipment
and installation of third party material or facilities, such as electrical substations and telephone cables, are amortized over the life of the project.
Working capital includes such items as non-expensed spare parts for the
warehouse, chemicals stock for production, and consumable catalysts.
Following are examples of each category (details can be found in the
Chevron Uniform Accounting Manual, Policies and Practices 20.20.12).
CAPITAL
Material and labor to install additions to property (real and personal)
Removal of any obstructions on the site
Hazardous waste excavation
Writing operation manuals
Labor to start up plant (including tests)
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April 1995
Appendix C: Code of Accounts (EG-2757-E)
Royalties for full and unrestricted ownership (paid-up; running
royalties are charged to operating expense)
Environmental Impact studies—design work incorporated in the plant
Environmental Base Line studies and tests
Construction equipment
Cost of transporting construction employees to and from the
work site
Original complement of miscellaneous small equipment items
Damage payment if Chevron receives property or rights
Damage that is ordinary, expected, or relatively small, and is
incidental to construction
Initial charge for catalysts and chemicals
Depreciable standby spare parts—long order time and those required
to operate plant (see Chevron’s UAM 20.20.33)
Feasibility studies for a project—costs of options used only
EXPENSE
Dismantling
Haul and disposal of hazardous material
Environmental Impact studies—design work not incorporated in the
plant
Operator and maintenance personnel—training and recruiting
Moving costs for permanent plant personnel, even when moved during
construction
Relocation of lines and facilities if no change in capacity or life
Minor Spare Parts for warehouse (generally under $100; see Chevron
UAM 20.10.20)
Damage or loss of Chevron property or payments to outside parties
due to unforeseen causes, for which the Company receives nothing
serviceable (property)
Catalysts of low cost consumed within a few days and with virtually
no recoverable value after initial charge
Feasibility study costs for options not used
AMORTIZE
Third party improvements with ownership given to others (roads,
substations, schools, fire equipment, etc.)
Royalties with restricted ownership
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April 1995
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Appendix C: Code of Accounts (EG-2757-E)
WORKING CAPITAL
Major Spare Parts for warehouse stock (for inventory, generally over
$100 and not qualified for Depreciable Standby Spares; see UAM
20.10.20)
Chemicals stock for production (inventory)
Consumable catalyst stock for production (inventory)
REFERENCE
Chevron Uniform Accounting Manual Policies & Practices:
- 20.10.20 Inventories—Materials and Supplies
- 20.20.10 PP&E Minimum Capitalization Limits
- 20.20.12 PP&E Capital vs. Expense
- 20.20.33 PP&E Depreciable Standby Equipment
- 20.80.15 Accounting for Catalyst costs
6. ACCOUNTING ITEM LIST NUMBERS AND DEFINITIONS
Projects often require special cost breakdowns that are independent of the
material and labor classifications. To assist in reporting for these requirements, use an item prefix for final cost reporting (making a three-character
item code). Following is a sample table:
I - Indirect (Group I) Capital not part of classified category
D - Direct (Group II) Capital not part of classified category
E - Environmental Direct (Group II) Capital
W - Working Capital Costs (spare parts and production inventories)
S - Special Charges Direct Capital
T - Temporary Construction Material
A - Amortized Costs
X - Expensed Costs
B - Bond Issue or special tax consideration Direct Capital
Sample Code:
EC1 - Columns relating to environmental work
TQ2 - Temporary Sheet Piles during construction
Cost Estimating Manual
Page C-4
April 1995
Appendix C: Code of Accounts (EG-2757-E)
GROUP II - DIRECT COSTS
Major Material
Covers material classifications C through G and K. Maintain material
costs separately for each identifiable unit of equipment and project area
even though they are grouped under a single item number. Includes all
other laid-down cost of the material or equipment including sales and/or
use taxes, domestic freight, all loading, unloading, and transportation at
the plant site plus the cost of setting in position, grouting, tying in, testing,
and any other work performed on the material or equipment itself.
Item
No.
Item Definition
C - COLUMNS, REACTORS, DRUMS, AND VESSELS
C1 Columns, Reactors, Drums, and Vessels. Covers material and supplierfurnished or subcontracted shop- or field-fabricated columns, reactors, drums, vessels, contactors, strippers, and absorbers including
internals and packing. Material includes the cost of equipment plus
normal freight and taxes. Also includes costs for used equipment
purchased for reclamation or other plants and altered or repaired for
new service. Labor includes handling from storage site, unloading,
erection, mounting, installation of loose internals, testing, and any
field fabrication including lining and heading up. Excludes charges
for stairs and platforms not supplied with equipment, external
insulation, fireproofing, foundations, painting, catalyst, and external
piping.
D1
E1
D-TANKS
Storage Tanks (Atmospheric or Pressure). Materials, cost of tank as
delivered to job site, and all field fabrication provided by supplier’s
Purchase Order contracts including labor, handling from storage site,
unloading, erection, field fabrication, heading up, and hydrotesting.
Excludes (whether shop-fabricated or field-erected) foundations,
piling, grading, earthen firewalls, insulation, and painting.
E - HEAT EXCHANGERS AND COOLING TOWERS
Air Coolers. Includes material as delivered to job site. Labor includes
cost of handling from storage or unloading at site, erection, grouting,
any field assembly, final heading up, and hydrostatic testing.
Excludes costs defined under Minor Material.
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April 1995
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Appendix C: Code of Accounts (EG-2757-E)
E2
E3
F1
F2
G1
K1
Heat Exchangers. Includes test rings, jigs, and spare gaskets. Also
includes unfired reboilers, steam generators, condensers, tank
heaters, and other types of exchangers not covered by Items E1 or
E3. Includes material as delivered at job site. Labor includes cost of
handling from storage or unloading at site, erection, grouting, any
field fabrication, internals, final heading up, and hydrostatic testing.
Excludes costs defined under Minor Materials.
Cooling Towers. Includes material as delivered to job site, plus
erection of unit including fans and drivers, controls and alarms, and
internal piping. Excludes external piping, pumps and drivers, tower
basin.
F - FURNACES, BOILERS, INCINERATORS, AND FLARE STACKS
Fired Equipment Including Furnaces, Boilers, Kilns, Flare Stacks,
Boiler Stacks, and Flues. Includes equipment materials and internal
insulation or refractory as delivered to the job site. Labor charges
cover handling from storage, unloading and erection, including brickwork, coils, ladders and platforms (if supplied with unit), stacks and
flues (if supplied with unit), internal steam piping baffles, ducts, fire
boxes, burners, and hydrostatic testing. Excludes painting and
foundations.
Incinerators Same as Item F1, but with reference to incinerators.
G - PUMPS (Including Drivers)
Pumps. Material includes pumps, drivers, and hydraulic turbines as
delivered to the job site. Labor includes handling from storage,
unloading, setting, grouting, alignment, packing, connecting or
installation of the coupling, and servicing. Excludes foundations,
painting, and external piping.
K - MECHANICAL EQUIPMENT
Compressors, Blowers, Fans, Mixers, Centrifuges, Filters, Rotary
Driers, Emergency Power Generators, Solids Handling Equipment
(conveyors, elevators, crushers, cranes, derricks, hoists and davits),
Scrapers and Skimmers (for separators). Material includes drivers
and other auxiliary components such as drums, exchangers, pumps,
etc., supplied with the unit as delivered to the job site. Labor includes
handling from storage, unloading, erection on the foundation,
grouting and alignment, field assembly to complete an integral unit,
and testing. Excludes foundations, insulation, and painting.
Cost Estimating Manual
Page C-6
April 1995
Appendix C: Code of Accounts (EG-2757-E)
K2
Other Mechanical Equipment (such as ejectors, injectors, diffusers,
etc., not included in the above items).
Refrigeration and Air Conditioning Units (including auxiliary equipment and chemical injection units).
Weighing Equipment (truck and tank car scales, etc.).
Marine Loading Facilities (including hose masts, hoists, power
capstans, and cargo hose and hose fittings).
Elevators for buildings
Minor Material
Covers material classifications J and L through S. Sometimes referred to
as Bulk Material.
J1
J2
L1
J - INSTRUMENTATION
Field Instrumentation. Cost of labor and material plus taxes as
delivered to the job site; plus supplier technical service including
field installed meters, gages, transmitters, receivers, orifice plates,
d/P cells, float chambers, thermocouples, resistance temperature
detectors, etc. Also includes field controllers, field-mounted control
panels, main control panel instrumentation, analyzers, bulk material
and hardware, control and relief valves. Bulk purchased instrumentation materials include connecting hardware such as tubing, fittings,
tubing trays, instrumentation conduit and wire if this material can be
separated from electrical (Item P1). Usually excludes process control
computers (refer to Item J2).
Process Control or Monitoring Computers. Includes material or rental
charges and supplier-provided or subcontracted technical service to
install and test computers. Includes control panel or remote mounted
computer consoles. Does not include input/output instrument and
electrical connections (included in Item J1).
L - PIPING
Direct Plant Purchase Piping Material. Includes pipe, valves, fittings,
steam tracing materials, duct work, and individual pipe hangers or
supports as delivered to the job site. Excludes pipeway stanchions,
insulation, painting, sewer piping (Item S7), shop-fabricated spools
including direct purchase material (Item L2), control valves, instrumentation material and hardware (Item J1), and equipment rental and
consumable supplies associated with pipe welding. Fire protection
Cost Estimating Manual
April 1995
Page C-7
Appendix C: Code of Accounts (EG-2757-E)
piping (Item L3) is normally carried as part of this account for
project control purposes and broken out separately at end-of-project
for tax purposes.
L2 Shop Fabricated Pipe Spools. Includes material and labor for shopfabricated spools. Excludes field-fabricated pipe spools (Item L1).
L3 Fire Protection Piping. This item includes all material required to install
fire protection and fireloop lines, including water, steam smothering
and foam lines, hydrants and manifolds. Excludes fire protection
equipment such as hoses, hose boxes, reels, nozzles, etc. (see Item
S1), insulation, and painting.
M - STEEL AND ABOVE-GRADE CONCRETE STRUCTURE
M1 Equipment Support Structures, Pipeways, Platforms, Ladders,
Walkways, and Stairs. Material includes structures, pipeway support
systems including stanchions and sleepers, etc., as delivered to the
job site. Excludes individual pipe hangers and supports (see Item
L1). Labor includes field assembly of structures and platforms, etc.
Excludes platforms, stairways, and handrails supplied with the
equipment (e.g., platforms that are an integral part of a furnace
frame, stairs supplied by tank fabricators, or clips supplied with
columns and vessels for insulation support).
M2 Bridges. Similar to M1 but with reference to bridges.
M3 Tank Truck and/or Tank Car Loading Racks. Similar to Item M1 but
with reference to loading racks.
M4 Marine Structures. Material and labor includes docks or wharfs,
mooring buoys and other marine loading and unloading structures
including support piling and railings. Excludes marine loading
equipment such as pumps, power capstans, hose masts, hoists, and
cargo hose.
N1
N2
N - INSULATION
Insulation of Equipment & Piping. Covers labor and material for
insulation of equipment and piping. Includes studs, clips, wire, and
other insulation material such as weather coating. Excludes furnace
insulation and electrical insulation.
Fireproofing. Includes concrete and other fireproofing materials as
applied to vessel skirts and structural members.
Cost Estimating Manual
Page C-8
April 1995
Appendix C: Code of Accounts (EG-2757-E)
P1
P2
Q1
Q2
Q3
R1
R2
R3
P - POWER AND LIGHTING
Electrical Bulk Materials. Material includes conduit, wire, cable, small
fittings, pole lines, etc. Includes instrumentation wire and conduit to
the extent that these items are not purchased separately. Also includes
miscellaneous electrical material for lighting, communications,
cathodic protection, and instrumentation.
Labor includes erection of poles and installation of pole lines hardware, installation of conduit (including excavation, concrete work,
and backfilling), pulling and connecting of wires and cables, taping
and testing, etc.
Engineered Electrical Equipment. Material and supplier-provided or
subcontracted technical service for engineered electrical equipment
including power transformers, service switchgear, motor control
centers, motor starters, panel boards, uninterruptable power supply
systems, batteries, etc.
Labor includes handling from storage, unloading, erection on prepared
foundations, grouting, alignment, and assembly of components.
Q - FOUNDATIONS AND SUBGRADE CONCRETE STRUCTURES
Foundations. Material charges cover concrete rebar, anchor bolts, etc.,
as delivered to the job site. Labor includes excavation, erection of
forms, laying reinforcing steel, setting anchor bolts, and backfilling.
Excludes piling, form lumber, base plates, and earth foundations for
tankage.
Piling. Includes piles as delivered to the job site and pile driving.
Subgrade Concrete Structures. Same as Item Q1, but with reference to
subgrade concrete structures such as cooling tower basins, concrete
pipe trenches and valve pits, retaining walls, and truck and tank car
scale pits.
R - BUILDINGS (INCLUDING SHELTERS)
Furniture and Office Equipment. Covers furniture and equipment as
delivered to job site, and labor to set it down in its permanent
location.
Laboratory and Shop Equipment. Same as Item R1, but with reference
to shop tools and laboratory equipment.
Buildings. Includes foundations and/or floor slab, all structural components, lighting and lighting fixtures, plumbing, ventilation, heating
equipment, built-in fixtures, and painting. Excludes furniture, lab
Cost Estimating Manual
April 1995
Page C-9
Appendix C: Code of Accounts (EG-2757-E)
equipment, and process-related equipment housed inside buildings,
such as instrument panels or computers.
Major building projects will include a complete breakdown according
to the Construction Specifications Institute (CSI) code of accounts
(see Appendix D).
S1
S2
S3
S4
S5
S6
S7
S8
S- SITE IMPROVEMENT AND MISCELLANEOUS
Fire Protection, First Aid, and Safety Equipment. Material includes
fire blankets, hoses and fittings, hose boxes, foam applicators, and
other fire extinguishers or portable fire protection equipment. Labor
includes installing hose and hose boxes and mounting portable fire
protection equipment in its assigned location. Excludes piping,
valves and hydrants (see Item L3), and chemicals.
Fencing. Includes labor and material for all permanent fencing and gates.
Earthwork clearing, rough grading, filling, earth reservoirs, and firewalls). Cost includes equipment with operators, labor, and material to
clear site and grade to the required elevation. Also includes permanent unimproved roads, earthen firewalls, railroad subgrades, and
reservoirs. Excludes temporary access roads.
NOTE: Assign large grading and filling jobs that add available acreage
to plant sites to “Land” account instead of to "Plant."
Roads, Parking Lots, and Paving (including finish grading, associated
culvert, gutters, and curbs). Includes material and labor for paved
roads, parking areas, plant areas, and low stairways forming a part of
a walk system. Excludes unimproved roads and curbs acting as
firewalls (Item S3), dressings of tank foundations (Item Q1) and
temporary access roads (Item 36).
Separators, Settling Basins, Sludge Pits, Sumps and Associated Weirs,
Baffles, and Spillways. Includes material and labor for concrete and
structural materials, excavation, installation, backfill, etc.
Painting. Includes paint, primer, weather coating, and labor to paint
constructed facilities. Excludes painting of buildings (see Section R).
Sewers (oil and sanitary) and Storm Drain. Materials include pipe,
concrete material, reinforcing steel, etc. Labor includes laying of pipe
and fittings, excavation, backfilling, etc.
Railroad Spur Trackage. Materials include rails, switches, bumpers,
spikes, ties, road bed material, signals, etc. Labor includes complete
installation of these materials.
Cost Estimating Manual
Page C-10
April 1995
Appendix C: Code of Accounts (EG-2757-E)
GROUP I - TECHNICAL SERVICES AND INDIRECT FIELD COSTS
A - Technical services
Covers divisions A1, A2, and A3. On multiple-plant projects, such items
as project management, project administration, and construction supervision normally are collected in a prorate plant and distributed to
individual plants at the end of the project.
Item
No.
Item Definition
A1 - DESIGN SERVICES
00 Preliminary Studies and Estimates. Includes cost of preliminary studies
and estimates prior to project authorization.
01 Engineering, Drafting, and Design Representative. Covers Home
Office engineering, drafting, and assistance costs. Also includes costs
of design representatives when a plant is designed by a contractor
and is assigned to the contractor’s offices. Excludes project
administration (Item 02).
02 Project Administration. Includes costs of Project Manager, cost
engineer, and staff assistants.
04 Clerical Services and Miscellaneous Charges. Includes all clerical
and computer services, telephone and telegraph, auto rental, etc.,
associated with the performance of designs, issuance of construction
drawings, and preparation of Project Record Books. Excludes similar
expenses associated with Company field construction office and fieldassigned personnel (Items 50 through 55), or startup (Item 92). Also
excludes travel costs and expenses of personnel (Item 05).
05 Travel Costs and Expenses. For all project personnel.
06 Moving/TDA/TFA. Includes all costs to place Company personnel
on a temporary assignment. Only those costs that must be reported
for possible Tax Equalization.
07 Environmental Impact Studies. Includes Company personnel or
contracted services required to provide information to government
agencies and the Public on projects that may be environmentally
sensitive. That portion of the cost associated with facility design or
layout, which is incorporated in the design of the plant, i.e., work
ordinarily performed on a project, should be capitalized. All other
costs should be expensed. The split between capital and expense
costs may be based on an engineering estimate.
Cost Estimating Manual
April 1995
Page C-11
Appendix C: Code of Accounts (EG-2757-E)
10
11
12
13
21
24
25
26
A2 - COMPANY CONSTRUCTION SUPERVISION AND
INSPECTION
Company Construction Supervision, Inspection, and Field
Engineering. Includes cost of Company’s construction manager,
engineers, engineering assistants, and inspectors who administer,
supervise, and inspect field construction work. Excludes construction
office manager, accounting, and clerical personnel assigned to the
construction office (Item 50); construction office equipment, furni
ture, supplies, and expenses (Item 51 and 52); and travel costs and
expenses (see Item 05).
Contracted Field Inspection. Includes radiographic inspection, con
crete inspection, quantity checking, etc. Also includes site surveying
needed by the construction office beyond that performed by
individual contractors in the course of their work.
Field Office Support—Safety. Includes cost of safety team, meetings,
material, and awards.
Project Team Building/Training. Includes cost of team-building
meetings, functions, and material.
A3 - OTHER TECHNICAL SERVICES
Health, Environmental, and Loss Prevention. Includes charges by
HE&LP Dept. for consulting to the project.
Soil Investigation, Hydrostatic Surveys, and Marine Surveys. Includes
cost for preconstruction investigations and analysis of surveys at the
job site.
Quality Assurance. Includes charges by Purchasing Department and its
contracted agencies for inspecting and/or expediting purchased
equipment and materials.
Purchasing Services. Includes charges by Purchasing Department for
purchasing equipment and materials.
B - Indirect Field Costs
Includes those costs which cannot readily be allocated to Direct Cost
Items (Group II). For multi-plant contracts, charges are accumulated
against a single plant. Company will then prorate these costs at the
end of the project.
Cost Estimating Manual
Page C-12
April 1995
Appendix C: Code of Accounts (EG-2757-E)
32
33
35
36
Contractors Payroll Taxes, Insurance, and Benefits (Craft). Includes
payroll taxes and insurance (Workers Comp., OASDI, MEDCARETX,
SUI, FUI), builders risk insurance, union fringe benefits, health and
welfare pension funds, retirement plans, etc. paid by contractor.
Excludes wages and other direct labor costs subject to payroll taxes.
At completion of job, accumulated costs are to be prorated and
included in contractors’ direct labor costs.
Construction Equipment Rental and Expenses. Includes rental cost of
contractor’s owned or rented construction equipment, such as
welding machines, cranes, earth-moving machines, etc., and labor or
materials for normal maintenance and repairs. Excludes labor for
operators, oilers, riggers, etc. Operating labor costs not included in
the rental rate are charged to the appropriate Group II category
equipment Item for which the construction equipment is employed.
Consumable Tool and Construction Supplies, Including Staging and
Form Lumber and Utilities Used During Construction.
Consumable Tool Supplies include costs for items of an expendable
nature such as drills and compass saw blades, which are consumed in
normal usage. Includes furnishing, maintaining, or repairing of hand
and small power tools and all labor and materials necessary to
operate the tool room and distribute the tools. Excludes normal tool
or tool equipment rental lists supplied by contractors.
Staging and Form Lumber includes cost of all staging and form lumber
used for cribbing and foundation and concrete pours. Excludes labor
for fabricating or erecting staging and forms. Labor shall be charged
directly against the appropriate Group II item.
Utilities Used During Construction include temporary air, water, gas,
electrical power and lighting, and telephone services supplied by
either the Company or by a utility company. Excludes the cost of
installing the temporary facilities required to bring the utilities to the
job site (Item 36).
Temporary Lines, Facilities, and Cleanup. Includes installing all
temporary lines, fills, fencing, and access roads required during
construction by either Company or contractors. Includes removal of
these temporary facilities and cleaning up the job site during and
after construction. Excludes temporary shoring, which is charged
against the appropriate Group II item (such as sewers or buried lines)
incorporated in the final plant; the cost of cleanup encountered in
altering or repairing individual equipment, returning material to
storage, stripping concrete forms, temporary buildings (Item 39), or
similar work that can be charged directly to other Group II items.
Cost Estimating Manual
April 1995
Page C-13
Appendix C: Code of Accounts (EG-2757-E)
39
44
48
49
50
51
52
54
Temporary Buildings. Includes labor and materials to install temporary
buildings. This includes purchase and/or rental of the Construction
Office trailers and portable buildings. At the end of project, buildings
that are not torn down or removed should be reported as a Plant
Addition, and not included within the prorate accounts and
distributed to Plants.
Fire Watch, Gas Testing, Guard Service, Safety Operators. Includes
charges for Company fire and safety inspectors and Company or
contracted guard service required during construction for the welfare,
safety, and protection of plant and construction personnel and
property.
Tax Accrual (Use Tax). Sales and Use Tax that Chevron accrues and
pays versus that paid to the vendors or contractors. At completion of
job, accumulated costs are to be prorated and included in applicable
direct material costs.
Project Accruals (Prior to Final Cost Reporting). Costs for the project
that have not been paid, but the project wants to recognize. This is a
Prior-to-Final-Cost-Reporting expenditure category only, with no
budgets or commitments.
Field Construction Office Manager, Field Accountants and Clerks.
Includes labor charges for field construction office manager, field
accountants, and clerks (including agency personnel). Excludes labor
for construction supervision and inspection (Item 10), field office
expenses (Item 51), travel costs, and personnel expenses of Company
construction office personnel (Item 05), construction office auto
motive equipment and expenses (Item 54), time and expenses of
Company field personnel assisting in project startup (Item 92), and
Purchased office equipment (Item 52).
Field Construction Office Expense. Includes office expenses such as
supplies, rental of office equipment, telephone, telegraph, local
permits, miscellaneous filing fees, etc.
Construction Office Furnishings and Equipment. Includes purchase
of office equipment such as adding machines, desks, blueprint
machines, etc.
Rented or Company-Supplied Construction Office Automotive
Equipment and Expenses. Includes vehicles assigned to the construction office and related operational and maintenance expenses supplied
by Transportation Department or leased. Excludes purchased automobiles (Item 55).
Cost Estimating Manual
Page C-14
April 1995
Appendix C: Code of Accounts (EG-2757-E)
55
Newly Purchased Construction Automotive Equipment. Includes
purchase of new cars or construction equipment such as pickup
trucks, lift trucks, cranes, dump trucks, etc. At the end of the Project,
if the equipment purchased is turned over to the Operating Company
rather than sold, it will be transferred to Item 82, "Maintenance
Equipment Purchased for Operation." All remaining cost will be
prorated to Plant accounts.
SPECIAL CHARGES
The following charges cover costs unique to specific plants or projects.
For cost analysis purposes, these costs are not included in either Group I
or Group II.
Item
No.
Item Definition
T - CATALYST AND CHEMICALS
T1 Catalyst. Includes material and labor for loading the initial charge of
catalyst only. Capitalize catalysts containing platinum or other
valuable recoverable materials. Designate all other catalysts as
pre-operating expenses.
T2 Chemicals. Same as Item T1 (pre-operating expense).
U8
U - ALTERATIONS, DISMANTLING, AND REPAIRS
Alteration, Relocation, Repairs, and Dismantling
Alterations, Relocation
Includes relocation of existing equipment when such work does not
materially increase the value or prolong the life of the equipment.
This cost is expensed. Excludes alterations that change the service or
materially increase the life, usefulness, or capacity of existing equipment; such work is included with modification to existing equipment
Group II accounts and capitalized.
Repairs
Includes labor and minor materials to restore equipment to efficient
operation conditions. Examples are the replacement of corroded or
damaged lining in a column, the replacement of burned tubes or
damaged refractory in a furnace, and the repacking or regasketing of
a pump. Such charges are expensed. Excludes replacement of major
equipment units or parts thereof and repairs to new equipment due to
damage during shipment or construction; these costs are included
within the Group II accounts and capitalized.
Cost Estimating Manual
April 1995
Page C-15
Appendix C: Code of Accounts (EG-2757-E)
Dismantling
Includes all charges for dismantling facilities. Such charges are expensed.
CONTRACT SUSPENSE (Prior to Final Cost Reporting)
6A-Z Construction Contract Suspense. Includes cost of major contracts
where costs are not defined to individual accounting Item numbers.
At end of contract, contractors will provide accounting breakdown
enabling the cost to be spread to individual Item numbers, clearing
this account.
7A-Z Design Contract Suspense. Includes cost of major contracts where
costs are not defined to individual accounting Item numbers. At end of
contract, contractors will provide accounting breakdown enabling the
cost to be spread to individual Item numbers, clearing this account.
73
75
76
77
38
80
LAND AND RIGHT-OF-WAY
Land and Right-of-Way Acquisition. Includes payment to landowners
for land purchased for new construction, damages resulting from
construction, and costs by Land and Right-of-Way Department
personnel and legal services.
SPECIAL MATERIAL HANDLING COSTS
Ocean Freight. Includes export packing and boxing, shipping agent
fees, transportation charges from port to port, and insurance on ocean
freight. Also includes air freight to foreign job sites. Excludes local
freight charges.
Local Transportation and Dock to Job Site Material Handling.
Including barging, trucking, and other transportation from foreign
port to job site.
Import Costs. Includes consular fees, special inspection, fiscal stamps,
duties, and brokerage fees.
MISCELLANEOUS
Capitalized H.O. Overhead. This charge is a prorate charge to the
project to recover the cost of administration relating to new
construction.
Spare Parts. This account is used only when the project is to purchase
maintenance material for operations to meet the increase in inventory
generated by the appropriation. All cost is to be transferred to
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Page C-16
April 1995
Appendix C: Code of Accounts (EG-2757-E)
81
82
83
84
86
90
91
92
95
97
98
operations inventory account and not applied to the appropriation.
Excludes depreciable standby equipment (Item 81).
Depreciable Standby Equipment. Includes cost of long delivery spare
parts in lieu of in-plant spare equipment (capitalized).
Maintenance Equipment Purchased for Operation. Includes initial
equipment for new facility maintenance, such as snowmobiles, fork
lift trucks, tube bundle extractors, etc.
Royalties, Patent Licenses, and Fees. Includes pre-operating payments
made for full and unrestricted ownership Royalties, Patent Licenses,
and Fees before the plant being constructed goes into commercial
operation. Other Royalties, Patent Licenses, and Fees are expensed.
Permits/Fees. Includes cost for permits of new construction. Excludes
miscellaneous filing fees (Item 51).
Special Taxes. This item is for taxes other than Sales and Use Tax.
Training of Operators (Expenses). Includes initial training of operators
limited to a relatively short period prior to charging stock to the
particular plant.
Training of Mechanics (Expense). Requires the same conditions as
Item 90.
Vendor Assistance/Other Startup. Final, minor changes required for
operation following mechanical acceptance. Includes Operating
Company, Chevron Research and Technology Co., Vendor, and
Construction Contractor personnel.
Closing Shop Orders. Covers charges for work performed under the
control of the operating organization after plant turnover, but chargeable to the project. Alterations or modifications found desirable
during initial operation are included in this category.
Such costs are normally budgeted and controlled by the operating
organization. For analysis purposes, the total closing shop order cost
is included with Special Charges. Upon completion of work, the
operating organization will initiate transfer of these costs to specific
accounting Item numbers (plant classifications).
Hazardous Waste Disposal. The separate cost to haul and dispose of
hazardous material. Excludes cost to excavate material, part of
S3-Earth Work.
Project Contingency (Prior To Final Cost Reporting). Portion of the
project budget that has not been allocated to a specific use, but the
project wants to recognize. This is a Prior-To-Final-Cost-ReportingBudget-Category only, with no expenditures or commitments.
Cost Estimating Manual
April 1995
Page C-17
Appendix D
Code of Accounts for Buildings Projects
While the code of accounts shown in EG-2757, Appendix C, is unique to
Chevron, the construction industry recognizes a uniform code of accounts
for buildings projects. This code of accounts is sponsored by the
Construction Specifications Institute (CSI).
An extract from this system is shown below. Because the system is also
used for organizing project specifications, some of the subsections are not
applicable to cost accounting. More subdivisions are available if they are
needed for a specific project.
01 - GENERAL REQUIREMENTS
01200
01300
01400
01500
01600
01700
Project Meetings
Submittals
Quality Control
Temporary Facilities & Controls
Material & Equipment
Project Closeout
02600
02700
02710
02800
02850
02900
02950
Paving & Surfacing
Site Improvements
Fences & Gates
Landscaping
Railroad Work
Marine Work
Tunneling
02 - SITE WORK
03 - CONCRETE
02010
02100
02110
02200
02210
02220
02240
02250
02300
02350
02400
02500
02550
03100
03150
03200
03300
03350
03360
03370
03400
03500
Subsurface Exploration
Clearing
Demolition
Earthwork
Site Grading
Excavating & Backfilling
Soil Stabilization
Soil Treatment
Pile Foundations
Caissons
Shoring
Site Drainage
Site Utilities
Concrete Formwork
Expansion & Contraction Joints
Concrete Reinforcement
Cast-in-Place Concrete
Specially Finished Concrete
Specially Placed Concrete
Grout
Precast Concrete
Cementitious Decks
04 - MASONRY
04100
04150
04200
Mortar
Masonry Accessories
Unit Masonry
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April 1995
Page D-1
Appendix D: Code of Accounts for Buildings Projects
04210
04220
04400
04500
04550
Brick Masonry
Concrete Unit Masonry
Stone
Masonry Restoration & Cleaning
Refractories
05 - METALS
05100
05120
05130
05200
05300
05400
05500
05510
05520
05530
05540
05700
05800
Structural Metal Framing
Structural Steel
Structural Aluminum
Metal Joists
Metal Decking
Lightgage Metal Framing
Metal Fabrications
Metal Stairs
Handrails & Railing
Gratings
Castings
Ornamental Metal
Expansion Control
06 - WOOD & PLASTICS
06100
06130
06150
06170
06180
06190
06200
06300
06400
06500
Rough Carpentry
Heavy Timber Construction
Trestles
Prefabricated Structural Wood
Glued-Laminated Construction
Wood Trusses
Finish Carpentry
Wood Treatment
Architectural Woodwork
Prefabricated Structural Plastics
06600
Plastic Fabrications
07 - THERMAL & MOISTURE PROTECTION
07100
07150
07200
07300
07400
07500
07600
07800
07900
Waterproofing
Dampproofing
Insulation
Shingles & Roofing Tiles
Preformed Roofing & Siding
Membrane Roofing
Flashing & Sheet Metal
Roof Accessories
Sealants
08 - DOORS & WINDOWS
08100
08200
08300
08400
08500
08600
08700
08800
08900
Metal Doors & Frames
Wood & Plastic Doors
Special Doors
Entrances & Storefronts
Metal Windows
Wood & Plastic Windows
Hardware & Specialties
Glazing
Window Walls/Curtain Walls
09 - FINISHES
09100
09250
09300
09400
09500
09540
09550
09650
Lath & Plaster
Gypsum Wallboard
Tile
Terrazzo
Acoustical Treatment
Ceiling Suspension Systems
Wood Flooring
Resilient Flooring
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Page D-2
April 1995
Appendix D: Code of Accounts for Buildings Projects
09680
09700
09760
09800
09900
09950
09970
Carpeting
Special Flooring
Floor Treatment
Special Coatings
Painting
Wall Covering
Prefinished Panels
10 - SPECIALTIES
10100
10150
10200
10240
10260
10270
10280
10290
10300
10350
10400
10450
10500
10530
10550
10600
10650
10670
10700
10750
10800
10900
Chalkboards & Tackboards
Compartments & Cubicles
Louvers & Vents
Grilles & Screens
Wall & Corner Guards
Access Flooring
Specialty Modules
Pest Control
Fireplaces
Flagpoles
Identifying Devices
Pedestrian Control Devices
Lockers
Protective Covers
Postal Specialties
Partitions
Scales
Storage Shelving
Sun Control Devices (Exterior)
Telephone Enclosures
Toilet & Bath Accessories
Wardrobe Specialties
11 - EQUIPMENT
11050
11100
11150
11170
11180
11200
11300
11400
11480
11500
11550
11600
11630
11650
11700
11800
11830
11850
11860
11870
11880
11900
11970
11990
Built-In Maintenance Equipment
Bank & Vault Equipment
Commercial Equipment
Checkroom Equipment
Darkroom Equipment
Ecclesiastical Equipment
Educational Equipment
Food Service Equipment
Vending Equipment
Athletic Equipment
Industrial Equipment
Laboratory Equipment
Laundry Equipment
Library Equipment
Medical Equipment
Mortuary Equipment
Musical Equipment
Parking Equipment
Waste Handling Equipment
Loading Dock Equipment
Detention Equipment
Residential Equipment
Theater & Stage Equipment
Registration Equipment
12 - FURNISHINGS
12100
12300
12500
12550
Artwork
Cabinets & Storage
Window Treatment
Fabrics
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April 1995
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Appendix D: Code of Accounts for Buildings Projects
12600
12670
12700
12800
15 - MECHANICAL
Furniture
Rugs & Mats
Seating
Furnishing Accessories
13 - SPECIAL CONSTRUCTION
13010
13050
13250
13400
13450
13500
13600
13700
13750
13770
13800
13850
Air-Supported Structures
Integrated Assemblies
Clean Room
Incinerators
Insulated Room
Integrated Ceilings
Prefabricated Buildings
Special Purpose Rooms & Buildings
Radiation Protection
Sound & Vibration Control
Vaults
Swimming Pools
14 - CONVEYING SYSTEMS
14100
14200
14300
14400
14500
14550
14570
14600
14700
14800
Dumbwaiters
Elevators
Hoists & Cranes
Lifts
Material Handling Systems
Conveyors & Chutes
Turntables
Moving Stairs & Walks
Pneumatic Tube Systems
Powered Scaffolding
15060
15075
15080
15100
15120
15140
15160
15175
15180
15200
Pipe & Pipe Fittings
Hose
Piping Specialties
Valves & Cocks (Manual)
Control Valves
Pumps
Vibration Isolation & Expansion
Compensation
Tanks
Insulation
Water Supply & Treatment
15300
15400
15500
15600
15630
15650
15660
15670
15680
15690
15700
15770
15780
15800
15810
15820
15835
15840
Waste Water Disposal & Treatment
Plumbing
Fire Protection
Power or Heat Generation
Boilers
Refrigeration
Compressors
Condensing Units
Chillers
Evaporators
Liquid Heat Transfer
Packaged Heating & Cooling
Humidity Control
Air Distribution
Furnaces
Fans
Air Curtains
Ductwork
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April 1995
Appendix D: Code of Accounts for Buildings Projects
15880
15890
15900
15920
15930
15960
15970
Air Treatment Equipment
Sound Attenuators
Controls & Instrumentation
Control Panels
Primary Control Devices
Recording Devices
Alarm Devices
16 - ELECTRICAL
16110
16120
16140
16150
16160
16190
16200
16300
Raceways
Conductors
Switches & Receptacles
Motors
Motor Starters
Supporting Devices
Power Generation
Power Transmission
16320
16330
16400
16450
16500
16600
16700
16720
16770
16780
Switchgear
Transformer
Service & Distribution
Grounding
Lighting
Special Systems
Communications
Alarm & Detection Equipment
Public Address Equipment
Television Systems
16850
16870
16880
16890
16900
16920
Heating & Cooling
Packaged Room Air Conditioners
Radiant Heater
Electric Heaters
Controls & Instrumentation
Motor Control Center
Cost Estimating Manual
April 1995
Page D-5
Appendix E
Glossary
Abridged Glossary of Cost Estimating Terms
Accuracy The condition of being true, correct, exact; the limits within
which the final cost of a facility should fall if there is no change in scope.
Usually expressed as a percentage of the estimated cost (above and below)
or as a dollar range.
Administrative expense The overhead cost due to non-profit-specific
operations of a company. Generally includes top management salaries and
the costs of legal, central purchasing, traffic, accounting, other staff functions, and their expenses for travel and accommodations.
Allowance A sum of money allotted for a particular purpose; funds or
quantities provided in the estimate or budget for known but undefined
items. Usually distributed to the lowest possible code of accounts. See
also Design allowance for engineered equipment; Material takeoff allowance for bulk materials; Miscellaneous estimate allowances; Wastage
allowance.
Area factor A means of relating costs in other locations to the U.S. West
Coast (San Francisco Bay Area), the basis for many CRTC estimate references. Area factors reflect the differences in material costs (U.S. vs.
foreign), freight, taxes, duties, labor (availability, wage rates, productivity,
overtime needs), engineering (costs, productivity), travel, and climate. See
also Location factor.
A/R estimate An estimate based on completed basic design specifications of sufficient scope to define the project for subsequent detailed
design. Usually prepared to show a breakdown of major cost centers.
Typical uses: Project funding; determining project economics. See also
Control estimate; Preliminary estimate; Screening estimate.
Battery limits Geographic boundaries enclosing a plant or unit established for the purpose of identifying certain portions of the facility.
Generally refers to the processing area and includes process equipment;
excludes facilities such as storage, utilities, administration buildings, or
auxiliary facilities. Within Chevron, the term normally used is onplot.
Bulk material Material bought in lots; generally specific items are not
distinguishable from others in the lot. These items can be purchased from
a standard catalog description and bought in quantity for distribution.
Examples: Pipe (non-spooled), conduit, fittings, and wire.
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Burden In construction, the cost of maintaining an office with staff
other than operating personnel. Includes federal, state, and local taxes,
fringe benefits, and other union contract obligations. In manufacturing,
burden sometimes means overhead.
Business climate factor Also called market factor. Adjusts a cost estimate for changes in materials pricing, engineering, or construction
contracting at the time of the project, and any escalation measured by the
appropriate cost index.
Constant dollars Dollars of uniform purchasing power, exclusive of
general inflation or deflation. Constant dollars are tied to a reference year.
Construction cost The sum of all direct and indirect costs inherent in
converting a design plan for material and equipment into a project ready
for startup, but not necessarily in production operation; the sum of field labor, supervision, administration, tools, field office expense, materials, and
equipment.
Construction management Management of the construction process including safety, security, quality control, scheduling, material control, cost
control, contracting activities, operations interface, commissioning, and
project closeout.
Consumables Supplies and materials used up during construction. Includes utilities, fuels and lubricants, welding supplies, workers’ supplies,
medical supplies, and so on.
Contingencies Specific provisions to cover unexpected conditions arising within the project’s defined scope. Particularly important where
previous experience points to situations likely to have an unforeseeable,
cost-increasing event. Contingencies should be lumped together in the
estimate summary and shown as one or more separate line items.
Control estimate Also called definitive estimate. An estimate prepared
from very defined engineering data and specifications, including plot
plans and elevations, piping and instrument diagrams, one-line electrical
diagrams, equipment data sheets and quotations, structural sketches, soil
data and sketches of major foundations, building sketches, and a complete
set of specifications and site requirements. See also A/R estimate; Preliminary estimate; Screening estimate.
Cost estimation An approximate judgment or opinion on value, amount,
size, weight, and so on; an approximate calculation; a means of quantifying and forecasting costs required to construct and equip a facility, to
manufacture goods, or to provide a service. Cost estimation provides the
basis for project management, business planning, budget preparation, and
cost and schedule control. Costs are determined from experience and by
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forecasting the cost of resources, methods, and management within a
scheduled time frame. Costs include assessments of risks and uncertainties. See also Estimate.
Cost index A number that relates the cost of an item at a specific time to
the corresponding cost at an arbitrarily specified time in the past.
Current dollars Dollars of purchasing power in which actual prices are
stated, including inflation and deflation. In the absence of inflation or deflation, current dollars equal constant dollars.
De-escalation The process of converting present-day or other costs to
costs at some previous date by applying cost indexes.
Deliverable A physical item—a report or product of one or more tasks—
that satisfies one or more objectives and that must be submitted or turned
over to meet contractual requirements.
Demolition Tearing down all or part of a facility by razing it or smashing it with a wrecking ball. The intent of demolition is most often to
remove material from the site as quickly as possible. The demolished facility has little or no salvage value, but may have scrap value. Risks in
demolition are associated with possible damage to adjacent facilities.
Demurrage A charge made on rail cars, vehicles, or vessels (held by or
for consignor or consignee) for delays due to loading or unloading.
Design allowance for engineered equipment A sum of money added to
the estimate to cover additions to the originally specified equipment,
resulting from design development. Examples: Relocating a nozzle on a
vessel or revising the size of the insulation rings. See also Material takeoff
allowance for bulk materials; Miscellaneous estimate allowances; Wastage
allowance.
Direct cost The cost of installed equipment, material, and labor—items
that are intrinsic in the physical construction of the permanent facility.
Dismantling Taking apart all or part of a facility and removing the
pieces from the site. Salvage value of materials (equipment and scrap
metal) can be high.
Distributables The field portion of a construction project that can be
associated with any specific account. Distributables include field nonmanual staff, field office, office supplies, temporary construction, utilities,
small tools, construction equipment, weather protection, snow removal,
lost time, and labor protection. When completion cost reports are prepared, distributable costs may be spread across direct accounts.
Escalation The provision in actual or estimated costs for time-related
price-level increases in the cost of equipment, materials, labor, and so on.
Includes both real changes and general background inflation.
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Estimate An evaluation of all the cost elements of a project or effort as
defined by an agreed-upon scope. Specific types of estimates are based on
the degree of definition. See also A/R estimate; Control estimate; Preliminary estimate; Screening estimate.
Exclusions A series of statements in an estimate package that identifies
specific items not included in the contents of the estimate.
Expense Expenditures of short-term value, including depreciation, as
opposed to land and other fixed capital.
Fee A charge for the use of a contractor’s organization for the period and
to the extent specified in the contract.
Field cost Engineering and construction costs associated with the construction site rather than with the home office. Includes material and
construction labor as well as construction-related indirect costs.
Field labor overhead The sum of the cost of payroll burden, temporary
construction facilities, consumables, field supervision, and construction
tools and equipment.
Fringe benefits Employee welfare benefits; expenses of employment
not paid directly to the employee, such as holiday, sick leave, social security, and insurance.
General and administrative (G & A) fees Also called overhead capitalization charges. A percentage of the total project that varies with
different domestic operating companies. These costs must be allocated and
capitalized in addition to traditionally capitalized direct costs (e.g., legal
and other support personnel, insurance, data processing).
General contractor A construction contractor who assigns some or all
work undertaken for the owner to a number of subcontractors.
Home office costs Costs necessary for everyday business that can be
directly assigned to specific projects, processes, or end products, such as
engineering, procurement, expediting, inspection, estimating, reproduction, telephone, and telegraph. In contractor terminology, costs for home
office activities such as engineering, project management, and support
services.
Indirect costs Costs that do not become a part of the final installation
but which are required for the orderly completion of the installation.
These may include, but are not limited to, field administration, direct
supervision, construction equipment and tools, temporary facilities, insurance, and taxes.
Inflation A rise in the general price level, usually expressed as a percentage rate.
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Installation factor A factor determined by dividing the total plant cost
(excluding special charges) by major materials (equipment) cost.
Intangibles In economic studies, conditions or economic factors that
cannot be readily evaluated in quantitative terms (as in money). In
accounting, assets that cannot be evaluated reliably (e.g., goodwill).
Investment The sum of original costs or values of items that constitute
the enterprise; used interchangeably with capital. May include expenses
associated with capital outlays such as mine development. See also Working capital.
Investment cost Includes cost and expenditures that have substantial
and enduring value (generally of more than one year) for upgrading,
expanding, or changing the functional use of a facility, product, or process.
Labor costs, manual The salary of construction craftsmen and general
labor on construction projects. May include fringe benefits, payroll taxes,
and payroll burdens.
Labor costs, non-manual The salary of other than craftsmen, including
Construction Management, Field Administration, and Field Engineering.
May include fringe benefits, payroll taxes, and payroll burdens.
Labor factor The ratio between labor hours required to perform a task
under project conditions and labor hours required to perform an identical
task under standard conditions. See also Productivity.
Labor rate Total costs for labor paid by an employer (wages, fringe
benefits, payroll taxes, and insurance) for a specific period of time, at a
specific place, divided by the number of hours worked during that period.
Location factor An estimating factor used to convert the cost of identical plants from one location to another. This factor takes into consideration the impact of climatic conditions, local infrastructure, local soil
conditions, safety and environmental regulations, taxation and insurance
regulations, labor availability, and productivity. See also Area Factor.
Major material Refers to the cost of principal pieces of engineered
process and utility equipment such as columns, vessels, exchangers,
pumps, motors, furnaces, cooling towers, tanks, compressors, turbines,
and special equipment.
Mark-up Percentage applications such as general overhead, profit, and
other indirect costs in construction estimating. When mark-up is applied to
the bottom of a bid sheet for an item, system, or other construction price,
the above items (or others) may be included, depending on local practice.
Material takeoff An estimate of the quantity of material needed based
on technical drawings and specifications. See also Takeoff.
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Material takeoff allowance for bulk materials A sum of money
allotted to the estimate to cover the cost of undefined materials. Example:
Quantities of carbon steel pipe. See also Design allowance for engineered
equipment; Miscellaneous estimate allowances; Wastage allowance.
Minor materials Refers to secondary materials such as piping and
valves, conduit and wiring, insulation, instruments, steam tracing, supports, foundations, and walkways. See also Bulk materials.
Miscellaneous estimate allowances A contractor’s standard percentage
added to the estimate for the costs of various materials and activities
where statistical correlations are more reliable than detailed takeoffs.
Examples: Form-work accessories, reinforcing steel accessories, concrete
extras, structural steel connection materials, bulk materials (unloading and
storing), bolts, gaskets, sleeves, guides, hydrotest, and miscellaneous weld
operations. See also Design allowance for engineered equipment; Material
takeoff allowance for bulk materials; Wastage allowance.
Modernization factor An estimate multiplier used to convert the capital
investment of an older plant to the current cost of building a modern plant
of the same throughput. The modernization factor accounts for cost
changes resulting from sources other than inflation (i.e., special equipment providing improved operating efficiency, increased reliability, safety,
energy savings, and environmental requirements) and for inflation that
exceeds increases determined by cost indexing.
Monte Carlo method A simulation technique to obtain approximate
evaluations by solving mathematical expressions to determine the range or
optimum value. The simulation determines some probabilistic property of
a system or population of objects or events by applying random sampling
to the components of the system, objects, or events. Sometimes used in
risk analysis.
Offplot General facilities outside the battery limits of process units, such
as field storage, utilities, and administrative buildings. See also offsites.
Offplot as percentage of onplot ratios Relates offplot costs as a percentage of new onplot facility costs based on CRTC historical project
information. Typical uses: For Class I estimates where offplot facilities
have not yet been defined; as a rough check on detailed offplot estimates.
Offsites General facilities outside the battery limits of process units,
such as field storage, service facilities, utilities, and administrative buildings. See also Offplot.
Onplot See Battery limits.
On-stream factor The ratio of actual operating days to calendar days
per year.
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Open shop Also called merit shop. An employment or project condition
where either union or non-union contractors or individuals may be working. Open shop implies that the owner or prime contractor has no union
agreement with workers.
Overhead The general cost of business; a cost or expense, inherent in
performing an operation, that cannot be charged to or identified with a
part of the work and must be allocated on some arbitrary base believed to
be equitable. Overhead can include rent, insurance, and utilities.
Parametric cost estimating Estimates based on gross quantity takeoffs
and unit prices (i.e., $/ton, $/CY). Typical use: For Class 1 or 2 estimates.
Payroll burden Includes federal, state, and local taxes, fringe benefits,
and other union contract obligations related to paying personnel.
Preliminary estimate Also called budget estimate. An estimate based
on well-developed definitions of major processes and related equipment.
Usually prepared from informal quotes of major equipment and ratios for
bulk, labor, and engineering costs. Typical uses: Preliminary project economics; capital budget. See also A/R estimate; Control estimate;
Screening estimate.
Premium pay The premium portion of craft labor wages for overtime
work.
Procurement Matters related to the acquisition of equipment, material,
and non-personal services (including construction) by means such as purchasing, renting, leasing (including real property), contracting, or bartering, but not by seizure, condemnation, or donation. Includes preparation
of inquiry packages, requisitions, and bid evaluations; also includes purchase order award and documentation, expediting, in-plant inspection,
reporting, and evaluating vendor performance.
Productivity The relative measure of labor efficiency when compared to
an established base or norm. Productivity changes may result in either an
increase or decrease in cost. Productivity is also defined as the reciprocal
of the labor factor. See also Labor factor.
Project An endeavor assigned for definition or execution, with a specific
objective to be met within prescribed time and dollar limitations.
Project management The application of skills and knowledge to coordinate the organizing, planning, scheduling, directing, controlling,
monitoring, and evaluating of prescribed activities to ensure that the stated
objectives of a project, manufactured product, or service are achieved.
Qualifications A series of statements in the estimate package that clarifies and more accurately defines the contents of the estimate.
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Quality estimate A prediction of future costs based on an agreed-upon
definition of the facility and the project schedule. It combines the most
appropriate quality estimating process with the best available information
about pricing equipment, materials, labor, and services. The results are
consistent with the desired level of accuracy, provided adequate time and
resources are available to prepare the estimate.
Quality management costs The sum of those costs associated with
appraisal, training, and prevention activities.
Quantity survey The use of standard methods for measuring labor and
materials required for a facility and itemizing the details in a book or bill
of quantities.
Ratio cost estimating Also called factored cost estimating. Three types
of ratio estimates are the total plant ratio, the major equipment ratio, and
the ratio by minor materials account.
The total plant ratio is based on historical information for similar plants.
The total cost of a new facility is determined by multiplying the major
equipment cost by the appropriate installation factor or ratio. Typical use:
For screening estimates.
The major equipment ratio is based on estimating the cost of major equipment and applying historic ratios for similar plants to estimate other items
of cost and plant total. Typical use: Preliminary estimates.
The ratio by minor materials (or letter) account is similar to the Equipment Ratio method, but is broken into cost codes based on Accounting
Items List, Specification EG-2757 (Appendix C).
Reconditioning To refurbish equipment for reuse. Can include cleaning,
repairing and replacing parts. Equipment may be reconditioned in place or
moved to a shop. Reconditioning costs depend on equipment condition,
modifications, and access to a refurbishing shop.
Reproduction cost Also called replacement cost. The cost of reproducing substantially the identical item or facility at a price level as of the date
specified.
Risk The potential for loss. Cost risks might be due to inaccurate estimates, poor market demand projections, process failure, obsolete
equipment, and so on.
Royalties Payments a company receives from others for allowing them
to use a design or concept the company has researched and developed for
commercial purposes. Generally, royalties are one of two types. Paid-up
royalties consist of a lump-sum part of the capital cost of the facility. Running royalties involve continuous payments, usually based on production
or revenues, and charged as an operating expense.
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Sales factor A factor applied to cost estimates provided by licensors of
proprietary processes to adjust for items typically omitted, such as Company (owner) costs, allowances for operating flexibility (i.e., tight sizing
of equipment), ease of maintenance (i.e., tight equipment spacing, accessibility), reliability (i.e., sparing, corrosion resistance), and additional
utilities and support facilities.
Salvage Reusable material (usually equipment), resulting from dismantling, that might need some reconditioning. Scrap metal is sometimes
considered to be a subset of salvage material. Salvage material has some
market value. The salvage value of a facility refers to the market value of
all useable equipment, scrap metal, or other materials such as catalyst.
See also Scrap
Scope Defines the work to be accomplished. Scoping is the act of defining and obtaining concurrence among management, operations, and
engineering regarding the facilities to be constructed.
Scope change A deviation from the originally contracted scope. A scope
change can be an activity added to or deleted from the original contract,
and it requires a contract change order.
Scrap Typically refers to scrap metal or discarded metal which can be
reprocessed. Scrap metal has market value.
Screening estimate Also called order-of-magnitude estimate. An estimate made without detailed engineering data. Examples: An estimate
from cost capacity curves, an estimate using scale up or down factors, or
an approximate ratio estimate. Typical uses: Weighing alternatives for
potential projects; determining whether to proceed with further development. See also A/R estimate; Control estimate; Preliminary estimate.
Sensitivity The degree to which the economics of an investment are
affected by reasonable changes in variables. A sensitivity analysis judges
whether the effect of change in the assumptions might make a project unprofitable.
Site preparation Grading, landscaping, building roads, and installing
siding in a previously cleared area of ground, free of obstructions, entanglements, or possible collisions with the positioning or placing of
anything new or planned.
Start-up The period after the date of initial operation during which the
unit is brought up to acceptable production capacity and quality within
estimated production costs.
Start-up costs Extra operating costs, incurred between the completion
of construction and beginning of normal operations, required to bring the
plant on-stream. In addition to the differences between actual operating
costs and normal costs during that period, start-up costs also include
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employee training, equipment tests, process adjustments, report-writing,
post-start-up monitoring, salaries and travel expense of temporary labor,
staff, consultants, and associated overhead. Additional capital required
to correct plant problems may be included. Start-up costs are usually
capitalized.
Takeoff Measuring and listing from drawings the quantities of materials
required in order to estimate the cost of supply and installation and to proceed with procurement of the materials. See also Material takeoff.
Taxes, Sales or Use A specific amount of money included in each construction activity (in the Total Direct Cost portion of the estimate) for
purchasing materials or services and payable to the local or state government. The percentage varies as laws dictate.
Temporary facilities Support facilities needed for the duration of a
project that will be dismantled at the completion of the work.
Union A group of workers organized for the purpose of negotiating
wage rates, working conditions, and fringe benefits.
Unit cost Dollar per unit of production; usually the total cost divided by
units of production, but can also be a major cost divided by units of production. Example: The total unit cost is frequently subdivided into unit
costs for labor, chemicals, and so on.
Variable costs A function of production; can be raw materials costs,
by-product credits, and processing costs that vary with plant output (such
as utilities, catalysts and chemical, packaging, and labor for batch operations).
Wage rate The hourly, daily, or weekly cost of a person who works for
wages; e.g., mechanic, laborer, steamfitter.
Wastage allowance A sum of money allotted to cover inventory losses.
Material purchased but not used, sold, or transferred as surplus at the end
of the project. Examples: Damage at the job site, cutting loss, or misuse.
See also Design allowance for engineered equipment; Material takeoff
allowance for bulk materials; Miscellaneous estimate allowances.
Waste That material without market value for which we must arrange
disposal. Fees for disposal depend upon the material.
Working capital Funds in addition to fixed capital and land investment
(excluding start-up expenses) that a company must contribute to start a
project and meet subsequent obligations as they come due. Includes inventories, cash, and accounts receivable minus accounts payable. Characteristically, these funds can be converted readily into cash. Working capital is
normally assumed recovered at the end of the project. See also Investment.
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