Design Economics & Cost Planning Flashcards

1
Q

What is the difference between an order of cost estimate and a cost plan?  

A

Cost estimate is prepared earlier on in the design process typically between RIBA stage 0-2. This is when level of design information is more limited and allows a cost estimate to be prepared on a cost per m2 or cost functional unit basis.

A cost plan is produced typically at RIBA 2 onwards. As the design progresses more information can be included to eventually breakdown the estimate cost the development elementally into each of its component’s parts such as substructure, superstructure, services and professional fees into an elemental cost plan format.

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2
Q

What is the difference between cost and price?

A

Cost is the total of labour, plant, materials and management deployed for a specific activity.

The price is the amount of purchaser or client will pay for an item or product and is made up of the cost plus the main contractor’s profit margin.

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3
Q

How do you proceed if the cost plan exceeds the project budget?

A
  • I would analyse the costs to assess the source of the increase whether any element of work is abnormally high against the order of cost estimate.
  • I would benchmark against other projects (comparing the m2/rate) to see if the project is high cost, or the budget is unreasonable.
  • I would discuss with the client and manage their expectations; we would propose options to ensure the user requirements are still meet and within budget (e.g. Bov removing the ATDU new build from the project and refurb instead).
  • Conduct VE workshops and propose VE options that will bring the forecast back in line with the project  
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4
Q

What is the most efficient shape?

A

A circle BUT this is not the most practical shape as it has a poor lettable floor area – difficult to fit out THEREFORE a square is the best.

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5
Q

How would you prepare an estimate for M&E works? 

A

I would ask an M&E specialist surveyor to undertake the estimate.
For feasibility estimates the M&E amount would be included in the m2/functional unit rate.
I would use the typical cost data I go to at early feasibility stage, e.g. BCIS, past projects and Spons pricing book.

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6
Q

What is section 106 agreement?

A

Section 106s - planning obligations
* They are typically agreements between local authorities and developers negotiated in the context of granting planning consent.
Aka
* Are agreements between local authorities and developers that are negotiated in the context of granting planning consent.

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7
Q

What is construction to ‘shell and core’?

A
  • The basic structure, services and envelope of the building AND the fit out of landlord / common areas
  • E.g. reception, toilets, lifts, cores, base services are terminated at breakout points to floors, life safety services infrastructure 
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8
Q

What is a CAT A fit out?

A

Also known as a ‘developer’s fit out’
Provides the generic requirements to suit most developers
E.g. life safety elements and basic fittings - suspended ceiling tiles, raised floors, carpet, lighting, power distributed to floor plates

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9
Q

What is a CAT B fit out?

A

Overlays the CAT A provision with bespoke elements particular to the needs of the building user to enable the tenant to occupy and use the space
E.g. partitions, power distributed to floor boxes, data cabling, artwork and branding, upgrading CAT A finishes and toilet finishes etc

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10
Q

Where could you find the definitions for these (CAT A and CAT B Fit out)?

A

British Council of Offices (BCO) fit out guide

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11
Q

What is BWIC?

A

BWIC stands for Builders Work In Connection and is usually set as a percentage of the services cost.
Depending on the size of the job and complexity will determine the percentage of BWIC.
BWIC accounts for any drilling, fixing, cutting etc… that the builders do whilst undertaking the services.
BWIC can be measured in accordance with NRM2 when doing a BOQ’s. 

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12
Q

What is buildability?

A

Buildability is harnessing the contractor’s expertise and knowledge during the design stage to generate ideas for effective and efficient methods of construction.

The ability and ease with which a project can be built efficiently in terms of time, cost and quality

Buildability is a pre-construction exercise that assesses designs from the perspective of those that will manufacture, install components and carry out the construction works.

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13
Q

What are the advantages of buildability?

A
  • Buildability can result in better programming (quicker & more efficient programme), sequencing and construction methods. Reduced capital and life cycle costs of the building can be obtained.
  • buildability should assess elements of the design in relation to:
  • Achieving the desired final quality;
  • Meeting the programme requirements;
  • De-risking perceived problems, and
  • Achieving optimum value for money. 
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14
Q

What is an order of cost estimate?

A

Under NRM this is described as the determination of the possible cost of a building early in design stage in relation to the employer’s fundamental requirements.

This takes place prior to preparation of a full set of working drawings or bills of quantities and forms the initial build-up to the cost planning process.

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15
Q

What is the purpose of an order of cost estimate?

A

To establish if the proposed project is affordable and, if affordable, to establish a realistic cost limit.
The cost limit is the maximum expenditure that the client is prepared to spend on the proposed building project.

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16
Q

What is the format of a feasibility estimate or order of cost estimate?

A
  • This can be presented of a cost per m2, functional unit or elemental basis, or as a range e.g. £700-£850/m2.
  • This may consist of element rates for the main elements of the building for example Substructure, Frame, External Walls, Upper Floors & Roof
  • Any site abnormal costs or enabling works are also considered.
  • Other inclusions are Preliminaries, Contingency, Inflation and location factor adjustments.
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17
Q

Where would you get your rates from for a preliminary estimate?

A

Previous similar projects and historical cost data such as previous tender submissions or a contract sum analysis.
Other sources may include pricing books (SPONS), BCIS and client issued cost data (CPAC).  
What information do you need to be able to carry out of order of cost estimate?

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18
Q

What is optimism bias?

A

proven tendency for appraisers to be over-optimistic about key project parameters, including capital costs,

When people think that things will be favourable for them. In construction ‘that wont happen to us’ thought. Therefore benchmarking should be taken in the earliest stages to ensure a reasonable budget is established.

Clearly documenting the minimum and maximum values for benefits and costs is required for effective decision-making and financial planning. Motts use a 3-point estimate in cost plan to show the min, max and ml. The more uncertainty on the cost data the larger the range (quantity of the cost data achieved quality of the cost data, specification information)

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19
Q

What is a cost plan?

A

The cost plan presents the estimated cost of the development into an elemental or functional format.
It shows how the design team proposes to distribute the funds available on the different elements of the proposed building.

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20
Q

What is the purpose of a cost plan?

A

Used by the cost consultant to control the development of the design.
Identifies the client’s agreed cost limit and how the money is to be allocated to the different elements of the building.

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21
Q

When would you do a cost plan?

A

2: Concept Design
3: Spatial Coordination
4: Technical Design
* Formal cost plan is typically issued between RIBA work Stage 2 to Stage 4.
* At stage 2 the Concept Design is made available, and the cost plan may be produced at a fairly high level. The Cost Plan may be broken down into the different elements of the building based on an outline specification and architectural concept drawings.
* At stage 3 the Spatial Co-ordination of the building is undertaken, the schedule of accommodation may be adjusted, and the cost plan is updated to reflect accordingly.
* At stage 4 the technical design is made available, and the cost plan updated to reflect the architect and engineering technical designs. Specialist subcontractor designs may also be made available to support with refinement of the project costs.
* The cost plan at stage 4 will typically be the basis of a pre-tender estimate to compare the tender submission against although this is no longer referenced within the RIBA plan of work.

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22
Q

What are the principal components of a cost plan?

A

Construction costs
Preliminaries
Contractors OH&P
Contingency
Inflation
Assumptions
Exclusions
Area Schedule
List of drawings of specification adopted.

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23
Q

Name the main elements of an elemental estimate?

A

0 Facilitating works
1 Substructure
2 Superstructure
3 Internal Finishes
4 Fittings, Furnishings and Equipment
5 Services
6 Prefabritcated buildings and building units
7 Work to existing buildings
8 External Works
9 Main Contractor’s Preliminaries
10 Main Contractor’s overheads and profit
11 Project/design team fees
12 Other development/project costs
13 Risks

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24
Q

What is usually excluded from a cost estimate?

A
  • Professional fees
  • VAT
  • Client decant costs
  • Loose Fixtures and fittings
  • Inflation
  • Site Acquisition costs
  • Section 106 agreement
  • Removal of asbestos.
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25
Q

Why is VAT usually excluded from a cost estimate?

A

Different clients will incur different levels of VAT, e.g. charities may not be subject to VAT.
We would not be in a position to know the correct rate unless informed of it.  

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26
Q

What is wall to floor ratio?

A

This shows the relationship between the wall area and the floor area.
It is used to show the cost efficiency of the building.
The lower the ratio, the cheaper the building is to construct as there is less external envelope to construct in comparison to the floor area.  

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27
Q

What is a Functional Unit

A

FUNCTIONAL UNIT METHOD
* Unit of measurement used to represent the prime use of a building or part of a building
* Number of functional units is multiplied by the cost per functional unit
* Functional unit includes all circulation necessary  

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28
Q

What is Floor Area Method?

A

FLOOR AREA METHOD
* GIA is multiplied by an appropriate cost/m².
* Each building to be measured and shown separately.
* Each user function / use within a mixed use project is to be measured and shown separately (centre line of party wall to be used to delineate functions).
* Quantities for external works should be based on the site area (total of the site within the site boundaries) less the footprint of any existing buildings. 

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29
Q

What is Elemental Method?

A

A budget setting technique which considers the major elements of a building and provides an order of cost estimate based on an elemental breakdown of a building project.
Elemental breakdown can also be used for the purpose of cost analysis and benchmark analysis.

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30
Q

What is an element?

A

Where, ‘group element’ means: ‘…the main headings used to describe the facets of an elemental cost plan (i.e. Substructure; Superstructure; Internal finishes; Fittings, furnishings and equipment; Services; Complete buildings and building units;Work to existing buildings; External works; Facilitating works; Main contractor’s preliminaries; Main contractor’s overheads and profit; Project/design team fees; Other development/project costs; Risks; and Inflation).’

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31
Q

What is site abnormal costs?

A

Something that isn’t standard, like rock in the ground or asbestos.
Abnormal are calculated separately and then added (e.g. piling, asbestos)

32
Q

What is Enabling Works?

A

Enabling works is a generic description for site preparation works that might take place prior to work under the main construction contract
This could include:
Demolition.
Site clearance.
Tree protection.
Diversion and/or disconnection of existing site services.
Geotechnical and exploratory ground investigation.
Decoupling from existing buildings.
Decontamination.
Ground improvement and/or compaction.
Excavation of known below-ground obstructions.
Survey work.
Creation of access routes.
Perimeter fencing and security provisions.
Work to neighbouring buildings.
Discharging planning conditions that must be satisfied prior to construction commencing.
Historical architectural investigation fieldwork.
Access ramps.
Signage provisions.
Provision of statutory utilities to the site.

33
Q

What is location factor adjustments?

A

Location factor adjustments is adjusting any cost data used to compile a cost plan to the location of the project.

BCIS issue location indices (e.g. 110 south east) which we rebase BCIS cost data to. For other cost data (e.g. past projects) we use an excel formula to update the cost data to the location of the project or we use an location index of 100.

34
Q

How do you account for inflation when preparing a cost plan?

A

inflation is considered using tender price indices (updated by BCIS). When compiling the cost plan we need to inflate all the rates to a specific quarter and year. At early RIBA stages this tends to be the date of cost plan issue.

Further developed cost plans - Construction inflation would be allowed for from the anticipated start of the project to the mid-way point. While TPI from the estimate base date to the estimate anticipated tender return date.

35
Q

What time period would construction inflation be included for?

A

The period from the date of tender return to mid-point of construction. A Percentage applied to the cost limit.

36
Q

What time period would tender price inflation be included for?

A

Tender price inflation to be allowed for from the estimate base date to the anticipated tender return date.

37
Q

What is meant by the base date within a cost estimate?

A

base date is the date on which rates and prices contained within a cost estimate are based on. These are included for the basis of calculations. For example if adjusting the rates for inflation in the future, the base date can be used as the starting point from which inflation would be adjusted 

38
Q

What is TPI and what do TPI show?

A

Tender Price Indices – reflect the changes in the level of tender prices over a period of time. The price adjustments take into account the level of inflation depending on current forecast market conditions.

39
Q

Where can you obtain tender price indices information from?

A

The service I use is Building Cost Information Service (BCIS)

I know that larger cost consultancies also produce their own in-house tender price forecasts.

40
Q

What do you need to take into account of location?

A
  • Inflation needs to be accounted for to anticipate the changes in prices of labour, plant and materials.
  • Information from the date of cost estimate is produced to the anticipated start date of the project.
  • This is to ensure accuracy of the estimate for the client and to ensure the project remains within the cost limit that has been established.
  • When using cost data to benchmark, the location has to rebased to ensure the cost is accurate to the location of the project.
41
Q

What adjustment do you make for in a cost plan?

A
  • Location, market conditions, specification, time, inflation, base date.
  • Inflation needs to be accounted for to anticipate the changes in prices of labour, plant and materials.
  • The costs collated from the cost data need to be rebased (location and base date) and rate adjusted to reflect the users requirements stated in the specification or any other relevant documents produced
  • The base cost estimate must be base dated to a given point in time, which can either be past, current or future date. Common practice is to base date the cost estimate to the current date.
  • Rates are adjusted to the current market conditions. I produce a cost plan using a 3 point estimating, min/most likely/max.
42
Q

How is specification taken into account when costing up a cost plan?

A

The costs collated from the cost data need to be rebased (location and base date) and rate adjusted to reflect the users requirements stated in the specification or any other relevant documents produced (e.g. MOD work spec). For example, for one of my projects I had to ensure that the rates used were reflective of MOD Works Specification. I did this by using previous MOD work specification and when not used I looked at the description of the element and made an allowance if did not reflect MOD work spec.

43
Q

What does BCIS stand for? And what is it?

A

Building Cost Information Service
BCIS provides construction cost and price information through publications, online services and price books.

44
Q

Where do you get cost information from?

A

BCIS
Pricing books - Spons
CPAC and BPS
Previous projects and tender documents.
* Building Cost Information Services – This is the RICS’s benchmark database for various types of projects. You can use this to get benchmark information for functional, floor area and other estimates. You can also get benchmark information for specific work elements.
* Pricing Books – i.e. books like SPONS which have various packages which provide component cost prices for all sorts of work items. These are prices at a specific point in time so you need to take prices in these books with a pinch of salt.
* Previous projects / tendered rates

45
Q

What is Tender Inflation?

A

Tender Inflation
* The period from the estimate base date to the date of tender return. A Percentage applied to the cost limit.
* Percentage can be computed using published indices (TPI) or in house sources of inflation.
* In-house is calculated based on construction output in the industry and the availability of labour and materials.

46
Q

What is Construction Inflation?

A

Construction Inflation:
The period from the estimate base date to the date of tender return

A Percentage applied to the cost limit.
* Percentage can be computed using published indices (TPI) or in house sources of inflation.
* In-house is calculated based on construction output in the industry and the availability of labour and materials

47
Q

What is LIFE CYCLE COSTING?

A

Life Cycle Costing is a technique to evaluate life cycle costs. It is the costs that will be incurred over a defined period of operating and maintaining a building e.g. repair, maintenance, replacement, cleaning, decorating, services provision.

48
Q

How do Life Cycle Costing differ from whole life costs?

A
  • It is on a whole building level rather than looking at individual element
  • The collation of all the capital and life cycle costs for individual elements plus their end of life costs and the related project non-construction costs (site / finance) as well as the revenues associated with the project
49
Q

What sort of clients might be particularly interested in life cycle costing?

A

– Government clients – concerned with overall value for money
- PFI projects
- Owner-occupiers
- Clients aiming to incorporate sustainable technologies

50
Q

What are the advantages of life cycle costing?

A
  • Allows consideration of the long term implications of a decision
  • Enables informed decisions to be made on material selection
  • This can result in lower operational, maintenance and replacement costs
  • Can be used to plan future maintenance requirements – flexible spaces, easier access
  • Can be used to judge sustainability in money terms
51
Q

What are the disadvantages of life cycle costing?

A
  • Future costs are optional, and the costs of maintenance can always be deferred.
  • Components are not always replaced due to end of life – style, fashion etc instead – almost impossible to
  • assess this at design stage
  • Costs of defects caused by bad workmanship / design faults cannot be predicted
  • Uncertainty of available data – hard to predict life spans, future inflation and maintenance requirements over long periods
  • The client may be selling the building after it is constructed
  • Choosing the wrong discount rate can render the exercise totally useless
52
Q

What costs should be considered in life cycle costing?

A
  • Capital costs
  • Operational costs
  • Maintenance costs
  • Replacement costs
  • Disposal costs
53
Q

How does the payback period method work?

A
  • It judges an investment in terms of the time period over which the invested sum is returned in revenue
  • The increased expenditure on a higher quality component is viewed as the ‘investment’ and the savings provided in the form of future costs is viewed as the ‘revenue’
  • The best option would be the one that repaid the investment in the shortest time
54
Q

How accurate is life cycle costing?

A
  • A lot of assumptions have to be made – on time periods, costs, trends, inflation etc
  • Its accuracy relies on the accuracy of the assumptions
  • As the time period considered grows, the accuracy is likely to fall
55
Q

Can you adopt any techniques to improve the accuracy of Life Cycle Costing?

A
  • Sensitivity analyses – adjust the different variables – time periods, costs, discount rates
56
Q

Why might a client accept higher capital costs?

A
  • Prestige reasons
  • Replacement or repair may be inconvenient even if cheaper
57
Q

Would you recommend the use of life cycle costing alongside traditional cost planning?

A
  • Yes
  • It will provide an idea of future costs
  • Helpful in deciding between different materials
  • Even if the level of accuracy may not be that high it encourages the client and design team to consider future
  • costs and maintenance requirements, including accessibility and ease
  • BUT should be used cautiously, would not want to base all of your decisions on it
58
Q

What is value, what does value mean?

A

Value is measured of worth taking into account the overall usefulness and benefits that are delivered in relation to cost being paid for it.
Value is a complex concept and means different things to different clients.

59
Q

What is Value Management?

A

VM stands for Value Management and is the over-arching approach to identifying opportunities to increase value. It is a principle to be adopted at all stages of the project.
The basic steps for VM are determining the projects functional requirements, identify alternatives and examine the value and cost of each alternative to allow for the ‘best’ value selected.
Process of VM also include value engineering and value management workshops.

60
Q

What is Value Engineering?

A
  • VE is one of the processes of VM and is a reactive procedure to bring the anticipated cost of the development back in line with the project budget when a potential overspend is identified.
  • VE stands for Value Engineering.
  • It is an organised approach aimed at providing the necessary functions of a building, taking into account the client objectives/user requirements at the lowest costs, without detrimental affects to quality, reliability, performance or delivery.
61
Q

What is the difference between VM and VE?

A

VM ADDS VALUE

VE ELIMINATES UNNECESSARY COSTS

The two methods ultimately have the same goal and are usually encompassed under the same umbrella, that is; to ensure that the project is successful, not only by looking at the bigger picture in terms of managing and understanding VM but using the skills of the project team to utilise VE.

62
Q

How do you carry out VM/VE?

A

Understand the problem
Identify different solutions
Evaluate the different solutions
Develop the short list solutions in more details

63
Q

Which techniques can you use to test value?

A

Whole life costing – to see if the cheaper capital leads to overall cheaper operational costs as well

Checking the building still functions the way it was meant to, when items have been changed (KPIs).

64
Q

What happens during the VE process?

A
  • Design team typically brought in a meeting including client, QS, Architect, engineers and potentially main contractor and specialist contractors.
  • Team will pool together their expertise and suggest different VE proposals
  • Chairperson of the meeting will monitor the proposals against the clients objectives around value.
  • It is the chairperson and teams responsibility to deliver increased VFM by offering cost effective solutions without compromising the overall usefulness of the building when considering the clients objectives.
65
Q

What are the phases of the VE process?

A

Information phase
Speculation phase
Evaluation phase
Development Phase

66
Q

Why is VM needed?

A
  • Each construction client has their own specific objectives and definition of what value means to their organisation.
  • Client organisations are sometimes made up of different working groups with contrasting priorities.
  • If agreements concerning the definition of value are not reached then chances of perceived failure of the project increases
  • VM is needed to reach an agreement on what value is defined as and to reach a shared understanding on the objectives that are being sought.  
67
Q

What are the different types of cost plans?

A
68
Q

Where can you get information about maintenance cost?

A

Building Maintenance cost information services – part of BCIS
From S/C and suppliers

69
Q

How does payback period method work?

A

It judges an investment in terms of the time period over which the invested sum is returned in cost savings.

The increased expenditure on a higher quality component is viewed as the ‘investment’ and the savings provided in the form of future costs is viewed as the ‘revenue’.

The best option would be the one that repaid the investment in the shortest time.

70
Q

What sort of materials is the payback period method used for?

A
  • This is often used to evaluate the options for incorporating sustainable technologies.
  • It is considered suitable for elements that have a very high initial capital cost but will ‘pay back’ this initial investment over a period of time in terms of reduced running costs.
71
Q

Where would you double check the level of information, where is there a list of deliverables?

A

– Appendix F of NRM 1

72
Q

What are the RIBA stages and at what stage would you do which level of estimate?

A

The RIBA Plan of Work organises the process of briefing, designing, constructing and operating building projects into eight stages and explains the stage outcomes, core tasks and information exchanges required at each stage.
– Stage 0 – Strategic Definition
– Stage 1 – Preparation and Brief (Order of Cost Estimate)
– Stage 2 – Concept Design (Formal Cost Plan 1)
– Stage 3 – Design Development (Formal Cost Plan 2)
– Stage 4 – Technical Design (Formal Cost Plan 3)
– Stage 5 – Construction
– Stage 6 – Handover and Close-out
– Stage 7 – In Use

73
Q

So if it is a RIBA stage 2 design, what level of information would you expect?

A

– At RIBA stage 2 I would produce a formal cost plan 1
– Formal cost plan 1 is prepared at a point where the scope of work is fully defined and key criteria are specified but no detailed design has commenced
– I would expect to see items as per NRM appendix F but some of those items would be
○ General arrangement plans
○ General elevations
○ General sections
○ Site constraints plan
○ MEP - general arrangements for each main system and plant room layouts
○ Structures – Advice on ground conditions, foundation layouts and frame configuration

74
Q

What considerations should be made when assessing preliminaries?

A

– Length of contract, size of project, security, sectional completion, level of CDP and site set up as examples

75
Q

What are the four types of risk as per NRM?

A

– Design development risks
– Construction risks
– Employer change risks
– Employer other risks (such as postponement, acceleration, liquidated damages and special contract arrangements)

76
Q

What is the difference between life cycle costing and whole life costing?

A

– Life cycle costing is related to individual items whereas whole life costing is the summation of the entire costs over the life of a building