ASTM E2620-2015 Standard Classification for Program and Project Estimate Summaries《方案和项目预算概要的标准分类》.pdf

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1、Designation: E2620 08E2620 15Standard Classification forProgram and Project Estimate Summaries1This standard is issued under the fixed designation E2620; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A

2、number 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 cost summaries for use when estimating program and project costs.1.2 This classific

3、ation can be applied to construction programs and projects that include one or more construction work projects.1.3 This classification is not based on permanent physical elements of construction (as defined and classified in ClassificationE1557 for example); rather, the classification items are cost

4、 components common to most program and project estimates.1.4 This standard does not purport to address all of the safety concerns, if any, associated with its use. It is the responsibilityof the user of this standard to establish appropriate safety and health practices and determine the applicabilit

5、y of regulatorylimitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E631 Terminology of Building ConstructionsE833 Terminology of Building EconomicsE1557 Classification for Building Elements and Related SiteworkUNIFORMAT IIE2083 Classification for Building Construction Field Requireme

6、nts, and Office Overhead and for general terms related to building economics, refer to Terminology E833.3.1.1 element, nin construction planning, design, specification, estimating, and cost analysis, a significant component part ofthe whole that performs a specific function, or functions, regardless

7、 of design, specification, or construction method.3.1.1.1 DiscussionWhile through analysis, or by direct application, construction estimates categorized into elements (functional elements) withallocated costs, may be summarized in an elemental cost summary or elemental cost analysis; elements (funct

8、ional elements)also provide a framework for consistent preliminary project description, outline, and performance specification, through all stagesof planning, design, construction, and maintenance.1 This classification is under the jurisdiction of ASTM Committee E06 on Performance of Buildings and i

9、s the direct responsibility of Subcommittee E06.81 on BuildingEconomics.Current edition approved Sept. 1, 2008May 1, 2015. Published October 2008July 2015. Originally approved in 2008. Last previous edition approved in 2008 as E262008.DOI: 10.1520/E2620-08.10.1520/E2620-15.2 For referencedASTM stand

10、ards, visit theASTM website, www.astm.org, or contactASTM Customer Service at serviceastm.org. For Annual Book of ASTM Standardsvolume information, refer to the standards Document Summary page on the ASTM website.3 Available from the Construction Specifications Institute (CSI), 99 Canal Center Plaza

11、, Suite 300, Alexandria,110 South Union Street, Suite 100, Alexandria VA 22314,http:/www.csinet.org.This document is not an ASTM standard and is intended only to provide the user of an ASTM standard an indication of what changes have been made to the previous version. Becauseit may not be technicall

12、y possible to adequately depict all changes accurately, ASTM recommends that users consult prior editions as appropriate. In all cases only the current versionof the standard as published by ASTM is to be considered the official document.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C7

13、00, West Conshohocken, PA 19428-2959. United States13.1.2 elemental cost analysis, nin construction planning, design, specification, estimating, and cost analysis, a tabulation ofcost categorized by major group element,group element, or element, or any combination thereof, to which a parameterquanti

14、ty, or parameter quantities, has, or have, been applied to derive benchmark figures (rates, ratios, percentages, and so forth).3.1.2.1 DiscussionElemental cost analyses are valuable tools in planning, estimating, and controlling construction cost through all stages of planningand design. The benchma

15、rk figures are primarily derived from underlying estimate detail but can, in some circumstances, be useddirectly to approximate estimates for other projects.3.1.3 elemental cost summary, nin construction planning, design, specification, estimating, and cost analysis, a tabulation ofcost categorized

16、by major group element,group element, or element.3.1.4 group element, nin construction planning, design, specification, estimating, and cost analysis, a significant componentpart of the whole that includes relevant elements which, as a group, perform specific function, or functions, regardless of de

17、sign,specification or construction method.3.1.5 major group element, nin construction planning, design, specification, estimating, and cost analysis, a very significantcomponent part of the whole that includes relevant group elements which, as a group, perform major specific function, orfunctions, r

18、egardless of design, specification or construction method.3.1.6 parameter quantity, nin construction planning, design, specification, estimating, and cost analysis, a measure of theamount (quantity) of work included within a major group element,group element, or element, or any combination thereof,w

19、hich, using standardized metrics, ensures consistent elemental cost analysis preparation and comparison.3.1.7 UNIFORMAT II UII, na hierarchical breakdown structure of construction work ordered by elements.3.1.7.1 DiscussionPrimarily designed for cost management (planning, control, and analysis) duri

20、ng the planning, budgeting, and design phases ofconstruction, its hierarchical elemental breakdown structure is also used for qualitativetext richreports (preliminary projectdescription, condition assessment, asset description), and other quantitativetext and numericalpurposes (value engineering, ri

21、skanalysis, preliminary time schedule, building information modeling).3.2 Definitions of Terms Specific to This StandardStandard: Definitions for the terms program,project, and construction arelegion. For the purposes of this classification, the following variations in the terms are used.3.2.1 const

22、ruction, na discrete undertaking, requiring concerted effort, that has a specified end product and is accomplishedusing finite resources.3.2.2 construction layer, ncontains those activities and associated costs required to manage and deliver a constructed entity.3.2.3 program, na specific collection

23、, or group, of projects that is directed toward a common goal that may also serve as thebasis for defining and planning those projects.3.2.4 program layer, ncontains those activities and associated costs required to manage and deliver a collection, or group, ofprojects.3.2.5 project, na discrete und

24、ertaking, requiring concerted effort, that has defined objectives, a defined life within specific startand end points, that is usually accomplished by using finite, or limited, resources.3.2.6 project layer, ncontains those activities and associated costs required to manage and deliver a project.4.

25、Significance and Use4.1 Program and project estimates are a necessary part of planning and implementing any program of work.4.2 These estimates are used by persons involved in the planning and management of programs and projects. They are anessential part of establishing initial budgets and provide

26、a framework for continuing updates permitting cost control through thelife of a program and its various projects.4.3 Users include owners, developers, facilities programmers, financial managers, company controllers, executives, programmanagers, project managers, and specialist cost planners includin

27、g life cycle cost analysts.4.4 They are also of use in risk management, and also provide a consistent list of major activity phases for use in program andproject time schedules.5. Basis of Classification5.1 Classification CriteriaThe selected classification of terms is based on the following criteri

28、a. The terms shall:5.1.1 Be readily distinguishable one from the other,E2620 1525.1.2 Follow generic management hierarchical lines,5.1.3 Allow a distinction between primary realms of responsibility, and5.1.4 Be appropriate to many forms of construction.5.2 Primary ClassificationBased on the concept

29、of layers that overlay and incorporate subordinate layers to build an overallestimated cost picture appropriate for those charged with responsibility for the successful delivery of that layer of the whole. Aprogram may include all the phases envisaged in the programs Whole Life Cycle and will typica

30、lly include more than one project.These projects may take place at several stages in several phases in a programs life cycle and may be concurrent or sequential,or both, in their delivery. A project will include at least one constructed entity but may include more, constructed concurrently orsequent

31、ially, or both.5.2.1 Program LayerThis layer “wraps” around (overlays) and includes the project layer(s) necessary to complete the wholeprogram. It details and summarizes cash expenditures from initial identification of need or opportunity through operation andmaintenance to final closure and dispos

32、al.5.2.2 Project LayerThis layer “wraps” around and includes the construction layer(s). It details and summarizes those cashexpenditures appropriate and necessary to delivering the constructed entity from inception to completion.5.2.3 Construction LayerThis layer details the specific construction de

33、liverable, be it a building, installation, or otherconstructed entity.6. Description of Program, Project, and Construction Layers6.1 The “Layer” Concept:6.1.1 Programs and projects are typically structured in a hierarchical scheme wherein each layer of management has specificfunctions or actions, in

34、 addition to control and oversight responsibilities for those actions taken by subordinate layers. Themetaphor is that each superior layer “overlays” a subordinate layer. Removing each “layer” will uncover a more specific layerbeneath. This classification outlines these layers from the “top-down” al

35、though from an estimating point of view it may often bethe lower (subordinate) layer that “drives” the content and magnitude of the next layer up. Some organizations may well wish toview this hierarchy in a “bottom-up” manner which may be done without changing the layer concept. Appendix X1 uses thi

36、s“bottom-up” approach.6.1.2 There will be several levels of detail within each layer. For example, Classification E1557 uses the term level to describeits hierarchy of increasing detail supporting each Major Group Element, Group Element, Element, and Sub-Element. To avoidconfusion, and allow for cla

37、rity in discussion, this classification quite specifically avoids using the term level when distinguishingbetween the three identified layers.6.1.3 The three layers represent three readily identifiable layers of responsibility that are applicable when managing aconstruction program or construction p

38、roject.6.1.4 Each layer might also be likened to a “container” wherein specific functions and actions are contained and controlled.Some of the functions and actions may become more specific management applications in each succeeding (lower) layer, althoughothers will not. They will be specific to th

39、eir layer and may also contain several levels of detail.6.1.5 Fig. 1 provides a graphic representation of this layer hierarchy.6.1.6 A business program may not be defined as precisely as a construction program or project in that, while it has a definedstart and a specified objective, its end date ma

40、y be a long way ahead or even unknown. Consequently the business objective islikely to mature and evolve as changing needs and the business environment dictate. A business program may require that morethan one construction program and many projects be implemented and these can occur at several stage

41、s during a business programslifetime. Business programs typically include four major phases of activity:6.1.6.1 Planning and Definition Phase,6.1.6.2 Implementation Phase,6.1.6.3 Operation and Maintenance Phase, and6.1.6.4 Disposal and Deactivation Phase.6.1.7 Projects are unique, are temporary, and

42、 are implemented to fulfil/meet a specific goal. Projects have an identified objective,a specific beginning, and a defined end. A project may include more than one constructed entity, and these may be constructedsequentially, concurrently, or in a combination of these two modes. Projects involving c

43、onstruction typically include two majorphases of activity:6.1.7.1 Design Phase, and6.1.7.2 Construction Phase.6.1.8 Construction refers to the physical erection of each constructed entity, be it a building, a bridge, or one of the manydifferent construction forms extant in the built environment.7. P

44、rogram Layer7.1 The program layer, in its entirety, is an all-encompassing, over-arching layer that typically includes all phases of theProgram.E2620 1537.2 For the purposes of this classification, a program estimate will only include those program costs specific to theimplementation of a planned co

45、nstruction program and so will exclude those other costs and activities that are a necessary part ofan overall business program.7.3 Fig. 2 provides a generic view of the typical cost centers included within construction programs within the four primaryphases of any business program.7.4 A brief descr

46、iption of the typical activities that may be expected in each primary phase follows.7.5 Plan and Define:7.5.1 Intent:7.5.1.1 To define an investment opportunity, a need, or a problem.7.5.1.2 To define a solution in technical terms, financial terms, and goals.7.5.1.3 A successful corporate entity wil

47、l always be searching for improvement, either in product delivery or productavailability, as a means to maximizing profit (often by cost reduction), or the identification of new investment opportunities. Thisongoing activity entails some cost and research.7.5.2 Activities:7.5.2.1 Identify Opportunit

48、y.7.5.2.2 Define Objective.7.5.2.3 Analyze and Decide.7.5.2.4 Seek Approvals.7.5.3 Participants:7.5.3.1 Program Manager.7.5.3.2 Property Managers.7.5.3.3 Real Estate Analysts.7.5.3.4 Investment and Financial Specialists/Analysts.7.5.3.5 Technical Specialists/Analysts.7.5.4 Key Product:7.5.4.1 Progra

49、m Description.7.5.5 Critical Decisions:7.5.5.1 A firm decision to proceed with a new program.7.5.5.2 Appointment of Program Manager(s) and support team(s).7.5.5.3 Constraintsfinancial, time, and quality.7.6 Implement:7.6.1 Purpose:7.6.1.1 To design and construct the identified needs in accordance with the Program Description and within the bounds of theidentified constraints.FIG. 1 Generic Layer HierarchyE2620 154E2620 1557.6.1.2 To design and construct the required facilities in accordance with the approved program decision. To put the requirem