Cost Scheduling

An example which includes the costs associated with landfill closure and replacement landrill consmiction may be used to illustrate this method. A small city (10,000 households) wishes to implement recycling to defer landfill closure and future replacement costs of waste disposal facilities. Three options are considered  

Option 1 Recycling of household waste paper (old newspaper and junk mail) and old cx rrugated cardboard (OCC) with weekly collection of the separated material by a recycling vehicle. Estimated recovery rate is 70% of the waste paper and 50% of the OCC. 

Option 2 Recycling of glass, steel cans, ferrous and aluminum m addition to the household waste paper from option 1. The recovery rates are 75%, 70%, 70% and 70%, respectively. Option 2 requires a larger truck moving more slowly than the option 1 truck. 

Option 3 Collection and composting of yard waste. The estimated recovery rate is 90% of all yid waste and 30% of dirt disposed (much of the dirt comes from yard waste). 

The MSW composition for the three options is shown in Table 4.8. The existing landfill has a capacity of 1,000,000 yd, and the cost of closure will be 8,000,000 in the year it is closed. The cost of replacing the landfill with a series of future landfills and/or incinerators covering a 50 year planning period is 82,000,000 in the year the landrill is closed. The current population is 10,000 households and expected to grow at 500 households per year. 

The cost and landfill effectiveness of each recycling option is shown in Table 4.9. Since option 2 requires only a larger truck on routes used for option 1, the cost of option 2 is only the incremental cost of running trucks slower to pick up, process and market the additional material. 

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Three principal layup processes for laminated fiber-reinforced composite materials are winding, laying, and molding. The choice of a layup process (as well as a curing process) depends on many factors part size and shape, cost, schedule, familiarity with particular techniques, etc. 

The first problems on the list are not specific to radon control but are encountered on nearly every construction job. In spite of quality control and communication problems and the understandable wariness builders show when asked to build something in a different way, the residential construction industry has responded to new techniques, materials, and public demands. The average house being built today is very different from a home built 20 years ago. If a product or a method can be demonstrated to reliably keep radon out without presenting significant problems with cost, scheduling, or installation, many builders would learn to use it. The major difficulty faced by mechanical barrier approaches is the thoroughness that seems to be required to ensure that no radon problem will occur. 

FEL focuses on overall project profitability rather than on only cost, schedule, and workhours. 

Out-of-the-ordinary practices are used to improve cost, schedule, and/or reliability of capital projects. 

Constructability VIP The constructability VIP is the systematic implementation of the latest engineering, procurement and construction concepts and lessons learned, which are consistent with the facility s operations and maintenance requirements. The goal is to enhance construction safety, scope, cost, schedule, and quality. 

Has construction experts working with the engineering and procurement process that results in construction safety, cost, schedule, and quality savings... 

A cost function or equation consists of the fixed part and the variable part. Each of the three cost schedules in this problem has a fixed cost of 75, but the variable part changes, depending on the number of mugs ordered. An efficient way of writing the equations in this problem is to use a piecewise function, which lists each rule and the input associated with each. The C in this function represents the total cost, and the x represents the number of mugs. 

The project cost, schedule and performance goals established through the planning phase of the project are the basis for approval to procure the asset and the basis for assessing risk. 

Level 2 Basic project management processes are established to track cost, schedule, and fnnctionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications. 

Level 2 Repeatable performance from project to project in terms of costs, schedule, and quality, but no performance improvements. Typically less than 60% of issues raised will... 

In any case, the Owner s Project Manager has the overall responsibility for achieving the project objectives (cost, schedule, quality) while keeping management well informed and doing so within the framework of the applicable policies and standards. 

Once the performance, cost, schedule, and risks have been reasonably examined, it is more than likely that the number of alternatives can be reduced. Keep alternatives in the loop if the differences are small. In our example, there may be no alternative that can be eliminated yet. 

Analyze the alternatives. Look at the major areas and develop an incremental analysis costs, schedule, operability, and risks. 

Special Terms and Conditions Proposal Information Reimbursable Costs Schedule... 

The client wants to optimize the cost/schedule equation. 

Best Management Practices Best management practice is a process, technique, or innovative use of resources that has a proven record of success in providing significant improvement in cost, schedule, quality, performance, safety, environment, or other measurable factors that impact the health of an organization. 

The effectiveness of a pharmacometrics service—and its fundamental value to stakeholders—ultimately consists in the degrees to which the outcomes of its actions correspond to their purposes. The ability of an enterprise to achieve and reliably maintain this purpose rests, in turn, on the effectiveness of its actions—that is, how capable the enterprise is and how effectively it deploys its capabilities. Pharmacometrics service capability consists in the degrees and extents to which the quantitative characterizations of the determinants of drug effects it delivers satisfy the informatic needs of its customers. Deployment effectiveness for a pharmacometrics service consists in its ability to consistently deliver analytic services within cost, schedule, and quality specifications. 

Chemical Weapons Destruction, Issues Affecting Program Cost Schedule... 

Many of the equipment vendors have developed cost of ownership (COO) models, some traceable, at lease in part, to SEMATECH. These COO models may be used to account for all aspects of amortized costs and provide a user with a highly accurate anticipated cost schedule. At a minimum a COO model should include the cost of the system, utilities, facilitization, mean-time-between-failures, mean-time-to-repair, preventative maintenance, personnel, all consumable safety costs (including that of required support equipment), reactant, and substrate costs. Each of these parameters" should be well defined and guaranteed, and the user of such models should precisely understand how up-time, mean-time-to-repair, and other terms are defined. A 90% uptime schedule is useless if the system is routinely defined to be out of service, for maintenance, 25 % of the time. 

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