Premier Training for DOD Sector RSMeans Line Item Estimating – JOC, SABER, IDIQ, MACC, SATOC, MATOC, BOS

RSMeans Cost DataIf you use, or plan to use RSMeans Cost Data for detailed line item cost estimating and/or budgeting for Job Order Contracting (JOC), SABER, IDIQ, MACC, SATOC, MATOC, BOS and similar public sector construction contracts, the following training classes are designed for you.

Worldclass TrainingRSMeans remains the leading source of construction cost data in North America and is used extensively in the public and private sectors. These classes are targeted for those who wish to be introduced to RSMeans Cost Data or drive their estimating/budgeting skills to the next level.

RSMeans Cost Estimating Training

Current Class Listing:

NEW! Introduction to Electrical Estimating – This class is very important for:

  • Learning how to use RSMeans for Electrical Estimating
  • Optimizing your RSMeans Electrical Estimating skills
  • Learning RSMeans if you’re a new 4Clicker

Electrical estimating with RSMeans requires experience. After our one-day course you will walk away confident that you can properly estimate your electrical jobs. As a contractor, this means earning a reasonable profit. As an Owner, this means greater accuracy. Everyone benefits! Explore the details of the major electrical components you will commonly need for estimating.

NEW! Architectural Estimating – Introduction and Intermediate - This class is very important for:

  • Learning how to use RSMeans for Architectural Estimating
  • Optimizing your RSMeans Architectural Estimating skills
  • Learning RSMeans if you’re a new 4Clicker

Architectural estimating with RSMeans requires experience. For example, finding the right lock set at the right price can be a challenge! Unless of course, you know how to find what you need. That’s where we come in. After our one or two-day course you will walk away confident that you can properly estimate your jobs. As a contractor, this means earning a reasonable profit. As an Owner, this means greater accuracy. Everyone benefits! Explore the details of the major architectural components you will commonly need for estimating

4Clicks Introduction to RSMeans Estimating - VIRTUAL 

This online session provides an incredible opportunity to be introduced to RSMeans Cost Data, and receive an overview of RSMeans construction cost estimating from conceptual to detailed. Plus, can participate from your own office. Whether you are an Owner, Contractor, Subcontractor, AE, Facility Manager, Planner, or Procurement Professional; this four (4) hour session is perhaps one the best investments you could make.

e4Clicks Getting Started – VIRTUAL – Learn the basic functions of the premier DOD cost estimating and project management software solution, e4Clicks Project Estimator, with hands-on exercises and more. This class is also suitable for JOCWorks users.

  • Project Management Basics
  • Quick Start
  • Estimate Highlights
  • Line Item Highlights

Regional Training - Our 2-Day Introductory and 2-Day Advanced sessions give your team valuable hands-on training with plenty of exercises designed to get the most out of your investment. We provide demonstration versions of e4Clicks for attendees. Laptops are REQUIRED. We will be accomplishing several estimates each day in the software. Both sessions enable students to gain incredible understanding and great retention. Our 400+ page training guides give students very thorough information they use and take home with them.

e4Clicks Hybrid Training Course -  Brand new users can go from zero to hero. Experienced users can master the graduate level tools. We have trained thousands of folks, and we know not everyone can spend two days in our Introductory class and then another two days in our Advanced. So we are taking the best out of each class and combining them. This class is all about cranking out estimates in e4Clicks! We are picking up the training pace and grabbing the coolest estimating tools from our 2-Day

All classes are designed and presented by 4Clicks, the premier provider of cost estimating and project management software, training, and the best representation RSMeans Cost Data available, certified by AACEI with CEU credits available.

Learn More.

Training Schedule

AACEI Training 2015

Built Environment Life-Management, BIM, LEAN, and Efficient Project Delivery

Life-cycle Management 101

Discrepancies in construction delivery methods and contracts lead to the failure of BIM, or many/most facility renovation, repair projects. It is time to rethink the contractual context for efficient construction project delivery.

Construction delivery methods and their associated processes and contractual documents are directly linked to the success or failure of any project.  The business strategy leading to the integration of previously disparate competencies, business processes, technologies, and teams is the primary goal of a BIM execution plan. Attaining the requisite level of convergence requires a common language (ontology) and a shared set of goals among project stakeholders. A sample list of stakeholders includes Owners, Architects, Engineers, Contractors, Subcontractors, Build Product Manufacturers, Technology Providers and Oversight Groups.


BIM (Building Information Modeling) is the life-cycle management of the built environment supported by digital technology. An expanded definition of BIM has been proposed by the United States BIM Standard Terminology Committee (NBIMS3.0), in recognition of the inter-related business process and technology aspects of BIM :

Building Information Modeling Model Management (BIM):  a term which represents three separate but linked functions:

  1. Building Information Modeling:A BUSINESS PROCESS for generating and leveraging building data to design, construct and operate the building during its lifecycle. BIM allows all stakeholders to have access to the same information at the same time through interoperability between technology platforms.
  2. Building Information Model: The DIGITAL REPRESENTATION of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility, forming a reliable basis for decisions during its life cycle from inception onwards.
  3. Building Information Management:The ORGANIZATION & CONTROL of the business process by utilizing the information in the digital prototype to effect the sharing of information over the entire lifecycle of an asset. The benefits include centralized and visual communication, early exploration of options, sustainability, efficient design, integration of disciplines, site control, as built documentation, etc. effectively developing an asset lifecycle process and model from conception to facility management.

BIM Project Execution Plan (BIM PxP): The plan that results from the BIM Project Execution Planning Procedure. The plan describes how BIM will be implemented and which goals will be pursued.


Construction delivery methods play a significant role in ultimate success or failure of a BIM execution plan, and any construction project. Whether project focus is repair, renovation, sustainability, or new construction, it’s the construction delivery method and its associated contract documentation that sets the initial and ongoing tone by outlining project scope, participants and stakeholders, roles and responsibilities, deliverables, and timing.

The following graphic portrays a perspective of the construction delivery method as a component of life-cycle management and/or a BIM framework.

Built Environment Life-cycle Management
Integrated Project Delivery (IPD), Job Order Contracting (JOC), and similar collaborative construction delivery methods can be seen in the top right quadrant. Efficient, robust and transparent implementation of a robust construction delivery method defines all aspects of the following in detail:  planning, design, bidding, procurement, construction, operations, and all other pre/post-construction responsibilities and requirements.

By definition, BIM requires a collaborative construction delivery method due to the need for early and ongoing information sharing across multiple knowledge domains. The latter, however calls for the use of a standardized ontology (terms, definitions, and their inter-relationship) use by all participants.  Stakeholders (read as BIM team members) must agree upon not only what information is created, shared, used, and updated, but the actual granular content and format of the information.   While far from “rocket science”, this is a non-trivial task, which runs counter to industry “culture” and historical ad-hoc business practices.

BIM is seen a method to address low productivity and waste management commonly associated with the AECOO (Architecture, Engineering, Construction, Owner, Operations) sector.

  1. Labor productivity is estimated at about 30%, meaning that more tradespeople’s time is spent waiting, staging materials, and rework than in actually building.
  2. Materials waste is estimated at up to 30%, due to the unpredictability of on-site fabrication and construction of unique building elements.
  3. By some account up to 5% of the project cost is wasted in costs associated with the traditional construction bidding methods, with no value add to the owner.
  4. Construction is the only industrial sector to have actually lostproductivity in the last 30 years.

All of the above problems are traceable to archaic, ad hoc, and in many cases antagonistic construction delivery methods, which unfortunately have become part of the culture of the AECOO sector. An example of a counter-productive construction delivery method is low bid design-bid-build (DBB). From day one, all parties are positioned with opposing, and in many cases suboptimal goals. The drive to achieve the lowest cost reflects a “first cost mentality” that is counterproductive to the longer term impacts of a built structure from both economic and environments perspectives. Only 10%-20% of a buildings total life-cycle cost is in the construction phase, the remainder being repair, maintenance, renovation, adaption, and deconstruction. DBB immediately pits all parties and stakeholders against each other, as each battles for their share of an ever shrinking “piece of the pie”.

As result “leaner” construction delivery methods, such as design-build (DB) were developed to mitigate some of the more obvious problems associated with DBB. However, DB doesn’t fully involve all stakeholders, and it doesn’t address all of the ontology and life-cycle aspects of a building and/or infrastructure project.

Thus, there is now a growing focus upon truly “LEAN” business practices for the AECOO community. Neither LEAN nor LEAN construction delivery method is new. Both Integrated Project Delivery (IPD) and Job Order Contracting (JOC) have existed for decades and are considered to be LEAN. Surprisingly, most in our industry have limited knowledge about the LEAN construction delivery methods. While knowledge is growing, acceptance and use have only recently begun to accelerate.


LEAN construction is the adaptation and application of processes from LEAN manufacturing, which was first implemented  at Toyota in Japan. LEAN is a collaborative business process with a focus upon continuous improvement. Minimizing waste, increasing value, and accepting input from all persons within an organization are LEAN hallmarks. LEAN is a business philosophy that can be implemented via progressive construction delivery methods.

For example, let’s take a closer look at JOC. JOC is a form of integrated project delivery, specifically designed for repair, renovation, sustainability and minor new construction projects.  JOC has also been referred to as “IPD-lite”, as IPD is typically associated with major new construction projects. JOC is a collaborative construction delivery method that follows the LEAN philosophy.  Within JOC, focus is upon long term relationships among all participants and early collaboration among team members. JOC is implemented through an inter-locking set of business processes, a standardized cost database, and is performance-based.   As a component of BIM, JOC can be used to deal with the numerous renovation, repair, and sustainability projects encountered by Owners, Contractors, Architects, Engineers and Suppliers, without the waste and burdens commonly associated with DBB. JOC is easily supported by technology to assure rapid and consistent deployment as well as ongoing monitoring and improvement.

Job Order Contracting

The key “take away” is the importance of the inter-relationships between LEAN, collaborative construction project delivery methods, and life-cycle management, aka BIM. In fact, one could easily argue that BIM, collaborative construction delivery, and technology are inseparable.

LEAN is focused on the reduction of waste through the efficient assignment and release of work.  BIM, IPD and JOC are inherently LEAN. They focus on reducing the total cost of ownership, reducing non-value added processes and providing for more streamlined and predictable release of projects.  Predictable work flow increases the efficiency and decreases costs for Owners, Architects, Engineers and Contractors.

The below graphic outlines the LEAN Job Order Contracting work process.

JOC, IPD, BIM – all focus on engaging downstream stakeholders, and those closest to the actual installation of work, in front end planning and even design. These people are most equipped to see the requirements of work interface at the granular level that LEAN strives to uncover. These collaborative methods respect tradespeople as domain experts in installation but also project definition. An example of granularity is the concept of unit line item pricing. Projects are broken down into detailed (price, material and labor) component parts within a standardized data architecture (UNIFORMAT, MASTERFORMAT, OMNICLASS).  Preferably, taken a step further the cost leverages a standardized cost database (for example RSMeans) as a foundational element to assure consistency and transparency. Within JOC, project teams (owner, contractor, project manager, estimator, subcontractors) are involved at the conceptual stage and performed joint site walks. Participants jointly think through project phasing, issues, and impacts to the overall process. Feedback is ongoing throughout the project and actual multi-year life of a JOC contract. The framework enables previously unavailable levels of feedback, assessment and continuous improvement.

As evidenced in the earlier life-cycle management graphic,   needs, cost, scheduling, etc. are “front loaded” with respect to information creation and sharing. Despite opinions to the contrary, total project costs are actually reduced as there are fewer miscommunications and associated change-order, and legal disputes are virtually eliminated.


The BIM project execution plan provides a great “checklist” against your associated BIM and other construction delivery contracts. The following is from the  buildingSMARTallianceTM project “Building Project Execution Guide

  1. BIM Project Execution Plan Overview Information:Document the reason for creating the Project Execution Plan.
  2. Project Information:The Plan should include critical project information such as project numbers, project location, project description, and critical schedule dates for future reference.
  3. Key Project Contacts:As part of the reference information, A BIM Plan should include contact information for key project personnel.
  4. Project Goals / BIM Objectives:This section should document the strategic value and specific uses for BIM on the project as defined by the project team in the initial step of the planning procedure. Additional information regarding this category is included in Chapter Two.
  5. Organizational Roles and Staffing:One of the primary tasks is to define the coordinator(s) of the BIM planning and execution process throughout the various stages of the project. This is particularly important when identifying the organization(s) who will initiate the development of the BIM Plan, as well as the required staff to successfully implement the plan.
  6. BIM Process Design:This section should clearly illustrate the execution process through the use of process maps which are developed in the second step of the planning procedure. Additional information regarding this category is included in Chapter Three.
  7. BIM Information Exchanges:The model elements and level of detail required to implement each BIM Use should be clearly defined in the information exchanges requirements. Additional information regarding this category is included in Chapter Four.
  8. BIM and Facility Data Requirements:The owner’s requirements for BIM must be documented and understood.
  9. Collaboration Procedures:The team should develop their electronic and collaboration activity procedures. This includes the definition of model management procedures (e.g., file structures and file permissions) as well as typical meeting schedules and agendas.
  10. Model Quality Control Procedures:A procedure for ensuring that the project participants meet the defined requirements should be developed and monitored throughout the project.
  11. Technology Infrastructure Needs:The hardware, software and network infrastructure required to execute the plan should be defined.
  12. Model Structure:The team should discuss and document items such as model structure, file naming structure, coordinate system, and modeling standards.
  13. Project Deliverables:The team should document deliverables required by the owner.
  14. Delivery Strategy/Contracts:This section should define the delivery strategy which will be used on the project. The delivery strategy, e.g., design‐build vs. design‐bid‐build, will impact implementation and it will also impact the language which should be incorporated into the contracts to ensure successful BIM implementation.

As noted earlier, BIM is BUSINESS PROCESS, DIGITAL REPRESENTATION, and MANAGEMENT (organization and control) associated with the life-cycle management of the built environment.  While 3D modeling has initially captured the spotlight, “digital representation” spans all types and formats of information. In any BIM execution plan, another key consideration is the level of development (LOD). While this is an evolving concept, it is the LOD that can help to contractually specify a BIM deliverable. The LOD is intended to enable the specification,  with a high level of clarity, the content and reliability of BIM information at various stages in the design, construction, and life-cycle processes. In the U.S. basic LOD definitions developed by the AIA for the AIA G202-2013 Building Information Modeling Protocol Form are currently organized by CSI Uniformat 2010. The document defines characteristics of model elements of different building systems at different Levels of Development. The goal of the LOD concept it to allow model authors and downstream users to clearly understand the usability and the limitations of digital information they are receiving. In short the LOD framework is another effort to standardize the communication of associated digital information and thus help stakeholders specify BIM deliverables and to get a clear picture of what will be included in a BIM deliverable.

Change is always difficult, and especially if it is a cultural change. The culture of the AECOO sector is in directly conflict with BIM and collaborative construction delivery methods. Transparency across all players is certainly a foreign concept. The convergence of disruptive technologies such as BIM and Cloud Computing and associated economic and environmental mandates are forcing change. The changes will likely be dramatic and alter the fundamental ways in which we work.

About the Author:

Peter N. Cholakis is Chief Marketing Officer for 4Clicks Solutions,  leading provider of cost estimation and project management software and solutions to the DOD Sector. He has exceptional domain knowledge and expertise in facilities lifecycle costs and total cost of ownership applicable to various market segments including corporate and healthcare. He is a seminal thinker on TCO (total cost of ownership) applicable to construction and facilities industry associations including FFC, APPA, NASFA and IFMA. He served on the National Building Information Model (NBIMS-US) Planning Committee and NBIMS-US Terminology Subcommittee., and is on the Board of Directors for the Center for JOC Excellence (CJE).

As edited/expanded by Author and

Introduction to Federal & Public Sector Construction Cost Estimating with RSMeans – VIRTUAL CLASS

“My favorite part of the class was open discussion by instructor, insights on estimating in general, owner/contractor relationships, lessons learned, estimating principles, etc.”
– U.S. Army

18 March 2015
RSMeans Cost Estimating Training
AACEI Training 2015Interactive and fun class that will provide you with an incredible opportunity to learn how RSMeans Cost Data can help you better estimate, bid, procure, and manage your numerous renovation, repair, and maintenance projects. Learn how to improve your processes and better share structured data within your construction cost estimates.

This energetic and valuable class covers the following topics :
• RSMeans Cost Data
• RSMeans References and Tips
• City Cost Index
• Unit Cost Pricing
• Estimate Format
• Organizing an Estimate

Who should attend:

Anyone with responsibility for budgeting, bidding, estimating, or reviewing RSMeans line item construction cost estimates. This is for individuals with limited or no previous knowledge of RSMeans Cost Data and who wish to gain a foundation for its use in Federal & Public Sector construction, including:
• Architects
• Contractors
• BOS Contractors
• Engineers
• Planners
• Procurement / Contracting
• Project Managers
• Operations Directors
• Real Property Owners
Additional VIRTUAL, REGIONAL, and ON-SITE one, two or three day classes are also available.
$120 / Individual, $380 / Group (Up to 5 Individuals)

Book your seat >

For all general information call 719.331.8299 or visit our 4Clicks website:

Join us !

Federal Facilities In Need of Management Improvement

Renovation, repair, and maintenance of the Federal Government’s facility portfolio remain areas in critical need of productivity improvement, waste reduction, and improved transparency.

Yet few Federal Departments and Agencies, including the single largest portfolio owner, the GSA, have made significant progress in these domains.

Virtually all Federal Departments and Agencies spend more on “sustainment” vs. new construction.  That said, the most critical aspect to improving productivity, reducing waste, and assuring mission critical requirements… and the most overlooked… is the consistent deployment of efficient, collaborative, construction project delivery methods.

Construction delivery methods set the tone for any project as well as establish responsibilities, quantify deliverables, and impact ultimate project success or failure more than any other variable.  Just imagine Owners, Contractors, Subs, AE’s and Oversight Groups working together, toward shared goals, with the same information.

In this regard, many/most Government Departments and Agencies lack a standardized basis for cost estimating, procuring, managing, and reporting on their numerous “routine” facility maintenance, renovation, repair, and construction projects.  Many are not even following existing Federal Acquisition Relations (FAR, DFARS, AFARS…) in this area.

Collaborative construction delivery methods that would enable the Government to execute more facility renovation, repair, and maintenance projects on-time and on-budget are readily available.  Job Order Contracting, or JOC, is just one example. Associated training and supporting technology to assure full cost transparency, enable consistent and low cost deployment, and monitor progress has been in existence for over a decade.   Certainly JOC, SABER, IPD, PPP, and other methods exist, however their deployment and implementation needs to be expanded and improved respectively.

It’s time for all levels of Government to deploy proven  best management practices, robust and common cost data architectures, and supporting technology capable of delivering more construction projects on-time and on-budget.

It is the responsibility of senior Government leaders to empower their teams to “do more with less”, instead of just saying it.


JOCelephantJOC Process

Job Order Contracting (JOC) is a firm fixed price, indefinite delivery, and indefinite quantity type contract used to execute sustainment, restoration, and modernization (SRM) projects at the installation. JOC is flexible and responsive and reduces engineering and procurement lead times. The contract includes a unit price book (UPB) that establishes a unit price to be paid for each of a multitude of construction line items including pre-priced/pre-negotiated items of work and materials. There are a number of commercial off-the-shelf systems suitable for the UPB*, as well as, the automated system that manages the pricing database**. JOC projects usually do not require extensive design; if your project does, it may not be best suited to this contract method. –  INCOM 2009

Job Order Contracting is a procurement method used for maintenance, repair, alteration, renovation, remediation, or minor construction of a facility when the work is of a recurring nature but the delivery times, type, and quantities of work required are indefinite. – Tex. Gov’t Code §§ 2267.401 to 2267.411

Job Order Contracting (JOC) is a way for organizations to get numerous, commonly encountered construction projects done quickly and easily through multi-year contracts. JOC reduces unnecessary levels of engineering, design, and contract procurement time along with construction project procurement costs by awarding long-term contracts for a wide variety of renovation, repair and construction projects. – Wikipedia 20140212

Job Order Contracting is a collaborative construction delivery method, a type of integrated project delivery (IPD), and an indefinite delivery, and indefinite quantity type contract (IDIQ) that specifically targets renovation, repair, sustainability, and construction.

Characteristics  and/or components of JOC program include the following;

  1. Qualifications Based or Best Value Selection
  2. Some form of pricing transparency- Typically a Unit Price Book (UPB)  containing preset unit prices for construction tasks.  Note: Most JOC programs leverage RS Means cost data to some degree.
  3. Early and ongoing information-sharing among project stakeholders
  4. Performance-based structure – Some form of financial incentive to drive performance
  5. Appropriate distribution of risk
  6. A long term relationship (3-5 years) between Owner and Contractor/AE
  7. Standard specifications established in a master contract with a summary of work, also   including any specific or client-driven conditions.
  8. Facility owner issues a request for qualifications (RFQ), evaluating firms using best-value, performance-based criteria, or an invitation to bid awarding to the lowest responsive and responsible bidder.
  9. A guarantee of minimum amount of work for the contractor. This is usually a small amount for consideration – a requirement in most states for contracts.
  10. Issuance of contractor’s work orders based on owner’s requirements.
  11. Costs for individual work orders are calculated by multiplying the preset unit prices by the quantities multiplied by the contractor’s coefficient.
  12. Open communication between facilities team and JOC contracting team, including a kick-off partnering session between everyone utilizing the contract.

Advantages typically associated with  JOC – Job Order Contracting Programs:

A Job Order Contract is a long term, indefinite delivery-indefinite quantity contract for construction services delivered on an on-call basis through firm fixed price delivery orders based on pre-established unit prices. – Center for JOC Excellence, CJE.,

*RSMeans Facilities Cost Book, RSMeans Master Composite

**e4Clicks Project Estimator, Ceasel


Cost Effective Construction Requires Alternative Construction Delivery Methods – JOC, SABER, IPD…

Alternative Construction Delivery Methods (ACDM) is a term commonly applied to business processes beyond traditional design-bid-build – DBB.   They have evolved due to the need to reduce waste, litigation, and other negative aspects associated with design-bid-built.    Forms of alternative construction delivery methods include:

Integrated Project Delivery – IPD:  Typically reserved for major new construction

Job Order Contracting – JOC:  A type of integrated project delivery methods, sometimes referred to as “IPD-lite”, commonly used to more efficiently delivery the numerous repair, renovation, and maintenance projects facing facility Owners and Contractors.  (Job Order Contracting is also known as SABER in the United States Air Force.)

Construction Manager at Risk, and Design Build – Variants of design-bid-build that share risk and promote high levels of collaboration.  Typically reserved for major new construction.

In order to achieve cost effective construction, that is deliver more construction project on-time and on-budget to the satisfaction of participants and stakeholders, requires some or all of the following:

  1. Qualifications or Best Value Selection… NOT low bid!
  2. Some form of pricing transparency and standardized cost data (for example, for JOC, an RSMeans Unit Price Book – UPB).
  3. Early and ongoing collaboration between project participants and stakeholders.
  4. Some form of financial incentive to drive performance.
  5. Appropriate distribution of risk.
  6. Ongoing training.
  7. Supporting cost estimating and project management technology to reduce implementation costs, aid in consistent deployment of business processes and/or workflows, and to enable monitoring of key performance indicators (KPIs) or alternative metrics.

None of the above is either “new” or “rocket science”, however, many/most organizations fail to implement standardized
” best management practices ” when it comes to facility renovation, repair, construction.   IPD and JOC are robust, proven, and supporting technology is available for implement.  That said, the industry as a whole continues to rely upon spreadsheets, disparate forms of information, and archaic, antagonistic construction delivery methods.

Does anyone know why?

via – – Premier Cost Estimating and Project Management Software for JOC, SABER, IDIQ…

Improving Productivity and Mitigating Waste: Federal Government Facility Renovation, Repair, and Construction

Best practice construction cost estimating and project management are critical to improving productivity, assuring transparency, and mitigating waste.

Proper implementation of collaborative construction delivery methods such as Job Order Contracting, JOC, and other forms of IDIQs are equally important to getting the thousands of backlogged facility renovation, repair, and maintenance construction projects completed on-time and on-budget.

  • Is your Federal Department and Agency taking advantage of proven best practices and business process for Job Order Contracting and other IDIQ projects?
  • Are your Contracting Officers (COs) and Engineering / Facilities teams taking advantage of technology solutions that embed best practices/workflows and provide true visibility into construction project costs in a standardized manner?
  • Does your Federal institution truly have Global Oversight and supporting Local Management, all based upon standardized “apples to apples” construction cost data?
  • Can your COs and construction cost estimators easily create IGE’s (Independent Government Estimates) and automatically compare them to construction contractor estimates?
  • Is your Federal Department or Agency using the most detailed RSMeans Construction Cost Data available, one that has cost line item modifiers?

If you answered “NO” to any of the above, it likely that millions, if not billions of dollars are being wasted, projects are being delayed, change orders are excessive, and building users are not happy.

Per the GAO, best practice cost estimating requires:

  1. “Information captured in such a way that the data used to derive the estimate can be traced back to, and verified against, their sources”. – This is not possible without a construction cost estimating system that tracks the source of each construction line item and indicates the source.
  1. ” Provide a level of detail appropriate to ensure that cost elements are neither omitted nor double-counted, and document all cost-influencing ground rules and assumptions.” – For project requiring RSMeans, this requires that line item modifiers be present and fully documented. Modifiers are “additions” or “deductions” to parent line items costs that are needed to reflect the actual tasks being conducts.  For example, a full roll of nylon carpet may cost $##/SF, however, if a full role isn’t needed an additional $##/SF must be added.  If borders and patterns are included another $##/SF must be added, if the room is under a certain size, another $##/SF must be added. Are you aware of these modifiers that, on average, account for 20% of renovation and repair projects?  Do you have a cost database the lists these modifiers so that you can easily include them in your IGE’s and review them with Contractors?

I could go on and on, but is it time for a change for your institution? Learn more: