Field Indirects: How to Estimate Distributables on Capital Projects
How to estimate field indirects on capital projects from time, manpower and fixed drivers, so distributables move when the schedule moves.
How to estimate field indirects on capital projects from time, manpower and fixed drivers, so distributables move when the schedule moves.
How to manage contingency drawdown on capital projects: build the curve from risk retirement, re-test adequacy at milestones and control ev…
Reference class forecasting corrects optimism bias in capital cost estimates using outside-view data. How to build a defensible class and a…
Owner's costs are the most under-estimated block on a capital project. How to build them against a code of accounts instead of a percentage…
How to build a defensible unit rate from a quantity take-off on capital projects — measurement conventions, labor constants, allowances and…
How estimate validation differs from estimate review, and how to run a genuine cold-eyes check that tests the number before sanction on cap…
How value engineering optimises cost on capital projects through function analysis and the SAVE job plan — cutting cost without cutting sco…
How to turn a cost baseline into a defensible spend curve: time-phasing against the schedule, S-curve shaping, and the commitment, accrual…
How to normalise historical cost data across time, location, currency and scope so cost benchmarking survives an estimate review on capital…
On most capital projects, the cost and schedule data already exist. The problem is rarely a shortage of numbers — it is that the numbers si…
On a five-year capital project, a 4% annual escalation rate compounded across the spend curve can shift the total installed cost by 15–20%…
Cost contingency on capital projects is usually presented as the answer to a single question: how much extra money should we hold against u…
Every cost estimate for a capital project tells you what the project is expected to cost. Only the estimate basis memorandum tells you why.…
The cost baseline is the reference point for everything a project team does after sanction. Every variance report, every forecast, every ex…
Cost estimating has always been an exercise in structured judgment — turning incomplete information into defensible numbers. For decades, t…
Every capital project runs on two parallel hierarchies. The project team works to a Work Breakdown Structure — a deliverable-oriented break…
A cost report that no one reads is worse than no cost report at all. It consumes time to produce, creates a false sense of oversight, and b…
On a large capital project, it is entirely possible to be within budget at month six and still be heading for a significant cost overrun at…
Learn the difference between CapEx and OpEx and how lifecycle cost analysis helps evaluate total project economics.
A risk register is a structured list of project risks, including probability and cost impact, used to quantify uncertainty and support cont…
Monte Carlo simulation is a probabilistic modelling technique used in cost estimating to simulate thousands of project scenarios and determ…
Cost contingency is a budget allowance added to a project estimate to account for uncertainty and expected risks that are not yet fully def…
A Cost Breakdown Structure (CBS) is a hierarchical framework used to organize all costs associated with a project, enabling structured cost…
Bottom-up estimating is a detailed cost estimating method that calculates project costs by measuring quantities, applying unit costs, and a…
Parametric estimating is a cost estimation technique that uses statistical relationships between project variables and historical cost data…
Cost estimate classification defines the maturity, methodology, and expected accuracy of project cost estimates. The AACE Class 1–5 framewo…