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Estimating

 
Mystery Schedules
by
Eric David
| May 2003
| under
  • Your Business

Schedules of expected operations and mileposts for a job being estimated are increasingly important for many tasks, not the least of which is assuring that the company’s assets are used wisely.

READ MORE
 
The Question of Bonding
by
Eric David
| April 2003
| under
  • Your Business

The last line of the estimate is the most complex Picture this: The estimate is complete, including all direct and indirect costs, and overhead and net profit have been calculated as well. Any applicable additional taxes have been added to the bid.

READ MORE
 
Estimating Workers' Compensation Costs
by
Eric David
| March 2003
| under
  • Your Business

Contractors’ feedback in the preparation of NECA’s Financial Performance Report (Index #1055) indicates that project costs divide among three major divisions. In general, the job costs will generally consume about 60 percent by way of material and labor costs.

READ MORE
 
Project Design Woes
by
Eric David
| February 2003
| under
  • Your Business

Once upon a time, as fairy tales go, designing engineers produced workable electrical plans with very few errors. Of course that was when the average electrical project amounted to a mere 5 percent of a project’s overall costs.

READ MORE
 
Scaling Overhead Markups - A Review of the Eichleay Formula
by
Eric David
| January 2003
| under
  • Your Business

Last month’s column described the use of the Eichleay formula for recovering overhead costs in change orders.

READ MORE
 
Delegate or Suffocate
by
Eric David
| October 2002
| under
  • Your Business

Like many a novice, overworked contractor, I once found myself spread out on the dining room table making a takeoff when my teenage daughter asked if she could help. My first inclination was absolutely negative, but then I figured she could count symbols too.

READ MORE
 
Data Collection for Profit
by
Eric David
| September 2002
| under
  • Your Business

In the past, the headline on this column would have turned off most estimators from reading further. They would have claimed this as part of the controller’s job. The facts of life, though, are that reviewing estimates before they become a binding bid is a relatively painless and simple procedure.

READ MORE
 
Estimating Economics
by
Eric David
| August 2002
| under
  • Your Business

Most of what project estimators work on resembles what they will be working on in the next six to nine months. But what of those longer-term projects? How can labor and material predictions be sufficiently accurate to cover such periods and ensure that the project will benefit the contractor?

READ MORE
 
Delayed Claims Are Passé
by
Eric David
| July 2002
| under
  • Your Business

Most contractors fail to assert their rights on projects when added costs are incurred. Instead of commencing the change order process, most contractors hope to reach an amiable agreement after the job is completed.

READ MORE
 
Keeping Task Analysis Complete and Meaningful
by
Eric David
| June 2002
| under
  • Your Business

It is frustrating for an estimator to come up with a meaningful number to include in an estimate for an item that has not been encountered on previous estimates.

READ MORE
 
Safety Serves as Sales Tool
by
Eric David
| April 2002
| under
  • Safety

Recent events require some further precautions to be taken when preparing an estimate. Safety has always been a concern that contractors have had to cover as far as a cost basis, productivity and worker morale.

READ MORE
 
Don’t Underestimate Accounting 101’s Importance
by
Eric David
| March 2002
| under
  • Your Business

This column’s headline might initially turn many people off. Estimators will probably mumble that accounting has nothing to do with estimating. The realities are that understanding some accounting principles is essential for providing an all-inclusive estimate and producing a bid document.

READ MORE
 
Relevant Records Can Produce Profits
by
Eric David
| March 2002
| under
  • Your Business

Improving the estimating process is not altogether dissimilar from improving performance in any other profession that requires sound judgment and productivity.

READ MORE
 
Caution Prevents Problems
by
Eric David
| February 2002
| under
  • Your Business

To avoid costly surprises, a complete estimate is just one part of the equation. Uncertainties must be covered with a cost factor, albeit at times information is scarce.

READ MORE
 
Precautions Prevent Costly Errors
January 2002
| under
  • Your Business

Avoiding costly surprises with a bid requires some precautionary diligence. A complete estimate and followup on the job after a successful bid are parts of the equation. Understanding and noting out-of-the-ordinary costs is the balance of the formula.

READ MORE
 
Covering the Bases
December 2001
| under
  • Your Business

Much project estimate information can be readily gleaned from the plans and specifications, but some requirements are hidden in “boilerplate” wording of the contract documents. A typical area that is often left in limbo is the utilities that are to be connected to the project.

READ MORE
 
Material Prices and the Estimate
November 2001
| under
  • Your Business

No matter what is considered the amount of materials versus the labor, the ratios will vary.

READ MORE
 
Documentation Blocks Legal Attacks
October 2001
| under
  • Your Business

Taking literary license from real estate, to a contractor, the most critical issues are documentation, documentation, and yet more documentation. While there is a practical limit, efficient means of recording information are readily available and increasing daily.

READ MORE
 
Orderly Documentation Supports Cost Recovery for Changes
September 2001
| under
  • Your Business

Continuing with the effect of changes on a project, unforeseen labor difficulties may be an item whose extended costs can be recovered, albeit with more difficulties. Obviously, any problems that may lead to a change must omit those created by the contractor’s own forces.

READ MORE
 
Know the Types of Changes
August 2001
| under
  • Your Business

Since claims are basically a legal question––if they are not resolved promptly, they end up in mediation, arbitration, or in court. A legal term for compressed project schedules is acceleration.

READ MORE

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