A Methodology for Estimating Engineering Details

W hile historical data supports the idea that engi-neering is a percent of TIC, the impact of fac-tored Engineering to a project is unclear to proj-ect managers. Too many project managers leavethis clause unchallenged and expose the project to unrealized-growth risks in cost and schedule. Factored Engineering can: Bury a significant amount of contingency; Hide behind growing scope and construction costs; Leverage project profit to the front of the project; and Avoid discussing the true cost of Engineering is a strong correlation between Engineering hours andconstruction hours. This correlation allows a project team to accu-rately forecast final project costs and schedule before the finalinvoice to the Engineering contractor is paid and before the proj-ect experiences the first project over-run forecast. Engineering issolely responsible for controlling the scope of the project. Sinceconstruction hours grow three-fold for every additional hour ofengineering, there is no acceptable explanation for project over-run being forecasted when construction is halfway only explanation for a late over-run forecast is that the corre-lation between Engineering and construction is being misunder-stood or paper introduces a concept called an estimate performance can be improved through better estimatingof Engineering , by directly calculating engi

ductivity indices can also be formulated. In order to reduce engi-neering costs, the project scope must also be reduced. PROBLEM SOLVING METHODOLOGY

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