1、Designation: E 2620 08Standard Classification forProgram and Project Estimate Summaries1This standard is issued under the fixed designation E 2620; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A number
2、 in parentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This classification establishes a classification of costsummaries for use when estimating program and project costs.1.2 This classification c
3、an be applied to construction pro-grams and projects that include one or more construction workprojects.1.3 This classification is not based on permanent physicalelements of construction (as defined and classified in Classifi-cation E 1557 for example); rather, the classification items arecost compo
4、nents common to most program and project esti-mates.1.4 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish appro-priate safety and health practices and determine the applica-bility of
5、 regulatory limitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E 631 Terminology of Building ConstructionsE 833 Terminology of Building EconomicsE 1557 Classification for Building Elements and RelatedSiteworkUNIFORMAT IIE 2083 Classification for Building Construction Field Re-quirem
6、ents, and Office Overhead construction; construction cost summary;cost; planning; program; program cost summary; programmanager; project; project cost summary; project managerAPPENDIXES(Nonmandatory Information)X1. COST SUMMARIESINTRODUCTIONThe following is an example of cost summaries drawn on the
7、basis of the foregoing standard. Thecosts are summarized and allocated to fiscal years to form a cash flow projection as well. As notedwithin this classification, these examples are prepared using a “bottom-up” hierarchy whereconstruction layer cost is displayed as the prime “cost driver.”Examples o
8、f Construction Layers (in elemental format) may be found in the Appendices ofClassification E 1557 and Practice E 2514.X1.1 Program Summary and Cash Flow (Apportioned)X1.1.1 This example includes the Program Costs that theClient expressly wished be included in the ConstructionProgramApproval documen
9、t and does not include any businessprogram costs. It is also a summation of two projects. See Fig.X1.1.X1.2 Construction Project Summary and Cash FlowWidget Factory #1X1.2.1 The first project included in the Program. See Fig.X1.2.X1.3 Construction Project Summary and Cash FlowWidget Distribution Cen
10、terX1.3.1 The second project included in the Program. SeeFig. X1.3.X1.4 Client Apportioned Program Cost Summary andCash FlowX1.4.1 This indicates the sums of money, apportioned bythe Client, from the overall business program that the Clienthas required be included within the Construction ProgramAppr
11、oval. See Fig. X1.4.E2620088FIG.X1.1WidgetDeploymentProgramProgramSummaryandCashFlow(Apportion)E2620089FIG. X1.2 Widget Factory #1Construction Project Summary and Cash FlowE26200810FIG. X1.3 Widget Distribution CenterConstruction Project Summary and Cash FlowE26200811FIG.X1.4WidgetDeploymentProgramC
12、lientApportionedProgramCostSummaryandCashFlowE26200812X2. COMMON CONTRACTUAL/PROCUREMENT ARRANGEMENTSINTRODUCTIONThere are many forms of contractual and procurement arrangement that a client/owner may use todeliver the needed facilities inherent within any business program. The form chosen may be a
13、commonone or a hybrid version, based on these common forms.The form of contractual arrangement may change the layer within which specific costs are recordedand managed. However these exceptions are considered to be few. The following five sections aredesigned to demonstrate, in a generic manner, the
14、 most common forms of contract/procurementarrangement delivery. They graphically display where each major activity fits within the program,project, and constructions layers in compliance with this classification.Note that the following five examples of procurement methods are not exclusive, and they
15、 aredisplayed here to demonstrate that the three layer (program, project, construction) cost concept differslittle when recording estimated or actual program/project cost, no matter the procurement arrange-ment. Although various combinations and permutations of these five basic procurement methods a
16、reoften employed to suit a clients needs and circumstances creating a custom tailored, specific, hybridprocurement arrangement(s), the three layer principle does not change.X2.1 Design Bid BuildX2.1.1 Arguably the most common approach to buildingplanning and construction where the Client takes the r
17、ole ofmanaging the program/project using designated employees toform a project team(s).X2.1.2 Should this expertise not exist “in-house” thenservices are purchased from “outside.” While typically in theform of design and engineering consultants and contractor(s) insome circumstances there is a need
18、to engage project manage-ment expertise as well. See X2.5, Project Management Pro-curement. See Fig. X2.1.X2.2 Design BuildX2.2.1 The prime difference in Design-Build procurement,when compared to the traditional Design-Bid-Build approach,is that the design and engineering consultants are employeddir
19、ectly by the constructor. Depending upon the actual contrac-tual arrangements the cost of these services may be difficult toobtain and so will most likely be recorded within the construc-tion layer, whereas in other forms of procurement they will beknown and recorded as part of the project layer. Se
20、e Fig. X2.2.X2.3 Construction Manager as Agent/AdvisorX2.3.1 Employing a construction manager as agent placesthat role and its identified cost within the project layer. See Fig.X2.3.X2.4 Construction Manager at RiskX2.4.1 Using construction manager at risk procurementplaces the construction manageme
21、nt cost within the construc-tion layer. While perhaps deemed to be more transparent thearrangement differs little from the traditional design-bid-buildapproach when recording estimated or actual program/projectcost. See Fig. X2.4.X2.5 Project Management ProcurementX2.5.1 As noted in X2.1, this appro
22、ach, when recordingestimated or actual program/project cost, differs only in theneed to employ an outside project management consultant. SeeFig. X2.5.E26200813FIG. X2.1 Traditional Design Bid Build ProcurementE26200814FIG. X2.2 Design Build ProcurementE26200815FIG. X2.3 Construction Manager as Agent
23、 ProcurementE26200816FIG. X2.4 Construction Manager at Risk ProcurementE26200817ASTM International takes no position respecting the validity of any patent rights asserted in connection with any item mentionedin this standard. Users of this standard are expressly advised that determination of the val
24、idity of any such patent rights, and the riskof infringement of such rights, are entirely their own responsibility.This standard is subject to revision at any time by the responsible technical committee and must be reviewed every five years andif not revised, either reapproved or withdrawn. Your com
25、ments are invited either for revision of this standard or for additional standardsand should be addressed to ASTM International Headquarters. Your comments will receive careful consideration at a meeting of theresponsible technical committee, which you may attend. If you feel that your comments have
26、 not received a fair hearing you shouldmake your views known to the ASTM Committee on Standards, at the address shown below.This standard is copyrighted by ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959,United States. Individual reprints (single or multiple copies) of this standard may be obtained by contacting ASTM at the aboveaddress or at 610-832-9585 (phone), 610-832-9555 (fax), or serviceastm.org (e-mail); or through the ASTM website(www.astm.org).FIG. X2.5 Project Management ProcurementE26200818
