Master Feebud AE Ver03!03!11

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Tetra Tech Architects & Engineersmaster version: 3/3/2011

Fee Budget Spreadsheet - InstructionsDO NOT INSERT ROWS OR COLUMNS - Doing so will cause errors in the calculations.

DO NOT RENAME SHEETS - Doing so will cause errors in the calculations.

BASIC PREMISE:

INITIAL SETUP:

Step One Spreadsheet Setup:n Open master copy of the Fee Budget spreadsheet (Microsoft excel):

location: L:\Forms\Ithaca\Project Management\Master Feebud.ver03-3-2011.xls

n

Save file into the appropriate location in your project directory.

n

n Enter the date under the original date area, and your initials.

n

Enter all known project information requested into the General Project Information box.

n

The intent of the Fee Budget Spreadsheet is to give a Project Manager an easily used tool to develop and monitor theirprojects progress, from an internal labor and cost standpoint. The spreadsheet is TAE's standard tool for establishing projectcosts, the Estimate At Complete, orEAC, and then monitoring our internal costs throughout the life of the project. It is intendedthat the PM will compare actual hours / costs to forecasted hours /costs on a regular basis, minimally once a month. Once the initialprojected costs are established and entered, the spreadsheet is updated with actual data from TAE's accounting system on a monthlybasis. This will allow the PM to monitor the actual costs being billed to the project vs. their projections, and develop a workingEstimate At Complete forecast used for our project reviews.

The initial EAC to be used at project setup and initial project number assignment is the one presented to the Fee Committee for itsreview.

Note: ONLY USE THE GREEN SHADED AREAS TO INPUT DATA.

Fill in the project schedule in the project schedule box at the middle of the form. As the project schedule changes it isimportant the you revise the dates on this form to be accurate.


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Page 1Step Two Establishing Projected Costs:n Insert the total fee, in the Original Compensation (Fee) shaded area.n

n

n Determine the appropriate profit %, minimum should be 15%.

n Determine any adjustments or project contingencies, and insert this $ number:

n Insert consultants fees (if any)

n Direct expenses are automatically calculated at 4%, this can be adjusted, but there needs to be a good reason.

Step Three Fine Tuning the Budget Data:Note: Use the 2011 Rate Box - The default is to pull data from the 2011 rate box.

Page 2 n

The goal of the firm is not to provide credits back to the client for Preref services; however, there may be times that it isappropriate to propose a credit to a client for either marketing or scope purposes. Any potential credit is be reviewed andpassed through the Fee Committee for preapproval. If approved, insert any credit amount back that may exist. If you donthave one, put in $0.

The next four lines deal with revisions to fee, typically additions that are added later in the process for additional services.Initially, these would be $0.

o company standard is to have a minimum 3% contingency for construction close-out. This can be increased.

o must be quantifiable and probable

o examples: future escalation of labor costs (i.e. salary increases), costs associated with detailed agency reviews (historicalsocieties, SHPO, DEC, town planning boards), rebids within agreement scope

You now have determined your burdened labor budget. This is what we have left of the fee to perform the work. Thisamount includes are direct costs (wages), and our fixed overhead costs. We use a 1.674 multiplier on wages to account forour fixed overhead costs.

Now that you have determined your burdened labor budget, you must review the percentages that are allocated to each departmentto ensure they match the effort required for your project. Select the project type ( Additions & Alterations, Renovations, or NewBuilding ) from the pulldown and fine tune the %. Total effort must equal 100% at the bottom of the box.

Review each department % Total under the Department Labor Budgets box. Each department has a default percentageshown based on a typical TAE project. These % shown are default %'s and must be reviewed with the department managers inregards to the actual work (scope of work) and actual hours required. This assumes that we will not be using any consultants,

i.e. all architectural, landscape, civil, and engineering work will be in-house.


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Step Three Continued:

n

Note: If you have consultants, you should enter a % for the applicable design phase qaqc's; coordinate with the dept manager for that trade.

Step Four Developing the Initial EAC:(Note: With the new fee budget form much of this is automated.)

If you are using a consultant for any trade, enter a min. of 1% in the shaded box adjacent to that particular trade, as wetypically would need some time to review consultants work. For example, if using a Plumbing consultant, enter 1%next to Plumbing. (NOTE: TAE standard policy is that consultant fee must be no more than 75% of what it would cost usto do the work internally. The other 25% would be required for QAQC of consultants work and PM duties related to the

consultant.)

Once you have adjusted all trades accordingly, double check to make sure your total effort equals 100%. If not, makeadjustments until the total equals 100%.

Note: It is critical that the department percentages are reviewed with the department managers prior to finalizing

this fee budget form.

The Budget by Phase box spreads across the bottom of the spreadsheet. This table takes the percentages of work by tradethat you entered in the step above, and automatically spreads each departments work effort across the typical phases of aproject. (Note: this table is different depending on which type of project you selected. The information discussed belowassumes you are using the A/E Building tab).

This table must be adjusted to reflect the % of labor for each trade by phase (PM must coordinate with deparment heads).Again, each department has a default percentage shown based on a typical TAE project. The phases shown are SD|35%,DD|65%, CD|QA|100%, SA, Bidding and Construction.

For example, the standard Architectural budget is broken down into 12% for SD, 15% for DD, 35% for CD/QA, 3%for SA, 3% for Bidding, and 32% for Construction. The total equals 100%. The PM can adjust these percentages (in theshaded areas) if necessary to reflect the expected effort required to complete the job. If you make any adjustments, onceagain the total must equal 100%. All adjustments to these percentages also must be reviewed with department managers.


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Page 3 Step Four Continued:

In the Contingency book, cells U30 to Y32, enter the reason(s) for the contingency along with the assorted amount.

Step Four Continued:

Now that you have determined all the percentages by phase of your burdened labor budget (your projections), you are ready torefine your initial Estimate At Completion, which should not substantially deviate from any Fee Budget Form initially sent to theFee Committee for GO / NO-GO determination. Depending on whether or not the project is just 1.) starting up (Zero labor chargedor less than one month of labor charged); or is 2.) underway (more than one month of labor charged to the project), will determinehow you develop your EAC. We will describe both situations below.

Consultant box area (cells U34 thru Y38), enter your consultant information. In column U, input the consultant name, Incolumn V input the consultant fee, In column W input any relevant notes such as "Hardware consultant", In column Y youwould input the amount of the consultant fee "booked" against the job to date...at start up this will be zero.

You will see that the Cost to Date amount will be $0 (because you have not spent anything yet); and the Estimate toComplete amount will equal your Total Future Labor Costs.

The total of these two lines, what you have already spent + what you plan to spend equals the Estimate At Complete, orEAC. This is the $ value that will be shown in Tetra Linx, and the value that all other future reviews of your project will bemeasured against. We cannot express strongly enough that this value has to, to the best of your abilities, reflect what you(and your team: coordinate with department managers on the effort expected) think it will cost us to complete the job.

Underneath the EAC line, is the Projected Profit Check. This is an automatically calculated value that compares your EACagainst the Fee to determine our projected profitability based on your data. Large variations one way or the other from your initialprofit target should be reviewed with Finance and your Unit Leader

2. Project is Underway (More than 1 month labor charged to the project)


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PMR1

PMR3

Page 4 Project Transaction Reports

These reports can be run via the PM Portal. You can change the criteria to develop reports very similar to the PMR1 &3.

If you are a PM, you will automatically receive these reports via the Reports File tab of your PM Portal.

Developing the EAC - Project Underway Continued:

To determine your project EAC and status, you must do two things prior to filling out the EAC Worksheet (Cost Summary):

1. Print out your month end PMR1 and PMR3 reports.

2.

Step Four Continued:

To accurately calculate an EAC for a project that is underway, you will need to be familiar with the PM Portal and the associatedreports: Project Transaction ReportPMR1 and the PMR3 reports. The most accurate way to develop your EAC is to use the PMreport that shows all data from the last completed month. For example, if it is currently August, you need to use the PM report thatshows data from the entire month of July.

Performance Measurement Report, top task level. This report shows summary cost information only, broken down bylabor costs, other direct costs, and reimbursables.

Performance Measurement Report, level 3. This report shows the dollars spent by trade, by phase. This informationcomes directly off staffs timesheets.

If Using the Automated Feebudget You will not need to do this step : Enter the hours worked by trade in eachcompleted or partially completed phase, in the shaded areas of the ITD Hours column, and the corresponding $'sspent in the shaded "ITD $'s" column. These are located in the Budget by Phase table. This information can befound in the PMR3 report, under ITD Actuals Quantity and "ITD Actuals - Amt". ITD stands for Inception toDate. Quantity relates to hours, Amount relates to actual dollars spent by the firm. The info comes from ourtimesheets, and gives you the total number of hours worked by each trade under each phase thus far.


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After inputting your ITD hours, you can calculate your EAC, as follows:n In the EAC Worksheet (Cost Summary) box, enter the following information:

Page 5 Under Inception to Date Labor, Check the $ value obtained from the PMR1 report matches the automated value

Calculating Your EAC - Continued:

This accomplishes multiple things. First, entering the hours and $'s into your Budgets by Phase table gives you a snapshot ofactual hours and $'s spent vs. your projections. You will notice as you fill in ITD hours and ITD $'s the spreadsheet will calculateyour percentage complete for that phase, and to the very right side, the total percentage complete for the entire project. It does thisby calculating your actuals vs. your projections, by phase, and through the entire project. This tool allows you track your progressrelative to your budget. There may be discrepancies between the % of hours complete vs. the % of $'s complete, based on the

level of staff working on your project. Also, by reviewing the PMR3 report, you will find if people are charging to the wrongphase, and these mistakes can be corrected. You can find out the specific individuals who charged incorrectly by reviewing the PTor Project Transaction report, which is another report that is at your disposal to use. Note: The SA phase is not a standard phaseon older reports, you must request this from Cindy, and then instruct your team to use it. It is standard on new reports. It

is typically listed as .045.

Note: This value is found in the PMR1 report under the labor line, ITD Actuals Amount. This is the dollaramount that has been charged to your job thus far.

Under Inception to Date Other ODC, Check the $ value obtained from the PMR1 report matches the automated valuefor $ sum of Materials/Equipment + Other Direct Costs + Subcontractors + Travel lines under the ITD ActualsAmount shown on the PMR1 report.

Under Inception to Date Direct Consultants, Check the $ value obtained from the PMR1 report matches the automatedvalue

The total Inception to Date labor plus Inception to Date other ODCs + Inception to date Direct Consultants equals yourTotal Inception to Date Costs. This is what you have spent thus far.

. If there was a balance of $ remaining you will need to coordinate with department managersto determine if that balance isneeded for the next phase. If it is add that $ to the future labor costs for the next phase. If it is determined that it is notneeded (ie. the phase work is complete) that $ should probably be moved into your contingency.

If the phase is partially complete, you need to calculate the projected hous and dollars to complete. Use theindividual Design Phase Tabs for this

This requires coordination with department managers to confirm the remaining hours/dollars noted for the current phase isaccurate, and make adjustments as needed using the appropriate phase "worksheet" tab.


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Under Contingency it is recommended that we reserve 3% for closeout.

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END OF INSTRUCTIONS

For any phases that have not been started yet, enter the Total Projected Dollars amount from the Fee Budget into theappropriate line on the EAC Worksheet.

Spreadsheet automatically calculates the future ODCs, the process is similar to calculating a partial phase. It takes the

total $ amount shown under Less total direct, found in the upper left corner of the spreadsheet, and subtract theInception to Date Other ODC amount listed in the EAC worksheet. This will give you what you have left to spend on

= For example, if you calculated $105,000 in ODCs, and have spent $32,000 thus far, your Future ODCs would be$73,000.

The calculated total of what you have already spent + what you plan to spend equals the Estimate At Complete, or EAC.This is the $ value that will be shown in Tetra Linx, and the value that all other future reviews of your project will bemeasured against. We cannot express strongly enough that this value has to, to the best of your abilities, reflect what you(and your team: coordinate with department managers on the effort expected) think it will cost us to complete the job.

Underneath the EAC line, is the Projected Profit Check. This is an automatically calculated value that compares your EACagainst the Fee to determine our projected profitability based on your data. Large variations one way or the other from your initialprofit target should be reviewed with Finance and your Unit Leader.

QUARTERLY ORMONTHLYREVIEWS:TAE will perform monthly or quarterly reviews of all projects that meet certain criteria as part of its SOX compliance procedures.However, it is the responsibility of the PM to conduct their own project review at least monthly to avoid surprises and pro activelymanage an issues that surface. The importance of PMs understanding and monitoring their projects performance cannot beoverstated. The Fee Budget Spreadsheet is an extremely important tool in the PMs arsenal.

For Reviews, save spreadsheet into L:/ Project Review Mtg Feebudgets / Job No - Job Name - FeeBud - 2 digit month -4 digit year.Sample: L:/Project Review Mtg FeeBudgets / 6431 Minisink Feebud - thru - 06.2007.xls


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Revision Number Date

1 6/2/2008

2 7/7/2008

3 10/23/2008

4 12/11/2008

5 12/5/2008

6 4/1/2009

7 4/14/2009

8 4/16/2009

9 4/21/2009

10 5/1/2009

11 5/1/2009

12 5/20/2010

13 10/26/2010

14 2/8/2011

15 2/8/2011

16 2/8/2011

17 3/1/2011


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Revision

Added Formula =IF(AND(G9>0,L9>0),G9+L9,D9) "end formula" (sub your row number for 9) in column O rows 9 - 25 of eachAdded Formula =IF(AND(H9>0,N9>0),H9+N9,E9) "end formula" (sub your row number for 9) in column P rows 9 - 25 of each

Added phase Identifiers in column FA

Changed title from TGI to TAE

Removed 2007 and added year 2010 for Fee Budget types

Added error trap to search for the existance of FeeBudExcludedProjects.txt in L:\PM Reports\Fee Budget Data

changed rates for Environmental and Security to match Electrical

Added NETWORKDAYS formula to cells Y8 - Y14 on A-E Bldg Tab - per Cindy Nicholson

Reworked the run function to match new Tetra Tech reportsNumerous minor changes per Kevin Terry

Added Contingency Tracking

Added form fill out warning - Will not allow report to run until all required cells are filled out.

Added Renovations, Adds & Alts, and New Building options to change percentages.

Added Projected Last Month column to worksheets

Corrected Land, Civil not pulling

Changed Inception to Date - Direct Consultants to include all tasks

Changed formula in cells AE24-29 to prompt PM to enter value if a negative number is calculated from the worksheets

Changed formula in cells AE31&32 to prompt PM to enter value if a negative number is calculated.

Changed Formulas in cells F10 =(F2+F3)-F9, F11=(F2+F3)*E11, E14=(F2+F3)*F14

Added extra cells and functionality to the contingency area

Updated rates and removed user's ability to type their names or the project names in the combo boxes.

Added Project Services

Changed E11 from 5% to 3%

Changed F14 from 5% to 4%

Major Update - Added functionallity. Added columns T and U to track "ITD Hrs' Thru Prior Month Close" and "Hrs. Used in Las

Added column for MS Project Cells FB 23-FB29 - DO NOT MODIFY OR DELETE

Corrected formulas in worksheets - ie=IF(AND(G9=0,M9=0),D9,IF(AND(G9>0,M9=0),G9+J9,IF(AND(G9>0,M9>0),G9+M9,IF(AND(G9=0,M9>0),M9)))) in Cell P9. S

Major Update - IF there is a new extract file (which is determined by checking to see if there is a date change in cell K4 (thru

FEE BUDGET (Project Labor Budget) P j t M Tetra Tech Architect


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FEE BUDGET - (Project Labor Budget) Project Manager: Tetra Tech Architect

Original Compensation ( Fee ) $0 Project No.:

Credit back ( if applicable, use negative # ) $0

Fee Change Order (Date:) $0

Fee Change Order (Date:) $0 CHANGE ORDER BREAKDOWN

Fee Change Order (Date:) $0 PROFIT CO #1 #VALUE! CO Profit % P

Fee Change Order (Date:) $0 Contingency CO #1 #VALUE! Co Cont. % C

Current Compensation (orig fee plus any boSubtotal $0 ODC / Consultant CO #1 #VALUE! CO ODC % O

Corp Profit Target (%) for Orig Fee 15.00% $0 Standard is 15%. CO#1 Burdened Labor Bud. #VALUE! C

Subtotal $0 The Burdened labor budget for the individual CO's must be broke

Less Adj or Contingency(Orig Fee) 3.00% $0 Std is 3% for const. closeout

Working Compensation $0

Consultants If you have any CO's that will be a different fee type, then

Direct Expenses at 4% $0 4.00% Std is 4%, adjust if req'd

Less total direct $0

Burdened Labor Budget(For Original Fee) $0

Project Type:

DEPARTMENT LABOR BUDGETS at 2011 RATES Budget Man-Wks DEPARTMENT LABOR BUDGETS at 2012 RATES Budget

Category %Total Av $/hr Labor $$ Hours (35hr) Category %Total Av $/hr Labor $$ Hours

Architectural 27.0% $92 $0 0 0 Architectural 27.0% $95 $0 0

CA 10.0% $108 $0 0 0 CA 10.0% $111 $0 0

Clerical 6.0% $48 $0 0 0 Clerical 6.0% $49 $0 0

Electrical 11.0% $92 $0 0 0 Electrical 11.0% $95 $0 0

Environmental 0.5% $79 $0 0 0 Environmental 0.5% $81 $0 0

Imaging 0.5% $92 $0 0 0 Imaging 0.5% $95 $0 0

Interiors 5.0% $92 $0 0 0 Interiors 5.0% $95 $0 0

Mechanical 9.0% $92 $0 0 0 Mechanical 9.0% $95 $0 0

Note: PM's to fill in all green shaded areas. Any revisions to fee


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SD | 35% - WORKSHEETSD | 35% - Phase Codes L.01, L.02

Budgeted Original Actual BALA

Category Budgeted %

Architectural 12% 0 $0 $0 0 $0 $0 0

CA 2% 0 $0 $0 0 $0 $0 0

Clerical 3% 0 $0 $0 0 $0 $0 0Electrical 10% 0 $0 $0 0 $0 $0 0

Environmental 10% 0 $0 $0 0 $0 $0 0

Imaging 50% 0 $0 $0 0 $0 $0 0

Interiors 15% 0 $0 $0 0 $0 $0 0

Mechanical 5% 0 $0 $0 0 $0 $0 0

Plumbing 5% 0 $0 $0 0 $0 $0 0

Proj. Man. 12% 0 $0 $0 0 $0 $0 0

Security 10% 0 $0 $0 0 $0 $0 0

Site 10% 0 $0 $0 0 $0 $0 0Structural 5% 0 $0 $0 0 $0 $0 0

Technology 15% 0 $0 $0 0 $0 $0 0

Project Services 12% 0 $0 $0 0 $0 $0 0

$ $ $ $

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours


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end date

?

l SD Phase Budget

#DIV/0! Architectural 0 0

#DIV/0! CA 0 0

#DIV/0! Clerical 0 0#DIV/0! Electrical 0 0

#DIV/0! Environmental 0 0

#DIV/0! Imaging 0 0

#DIV/0! Interiors 0 0

#DIV/0! Mechanical 0 0

#DIV/0! Plumbing 0 0

#DIV/0! Proj. Man. 0 0

#DIV/0! Security 0 0

#DIV/0! Site 0 0#DIV/0! Structural 0 0

#DIV/0! Technology 0 0

#DIV/0! Project Services 0 0

% of TotalBudget $

ITD Hrs' ThruPrior MonthClose

Hrs. Used inLast Monthas of Close


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DD | 65% - WORKSHEETDD | 65% - L.03

Budgeted Original Actual BALANC

Category Budgeted %

Architectural 15% 0 $0 $0 0 $0 $0 0

CA 2% 0 $0 $0 0 $0 $0 0

Clerical 3% 0 $0 $0 0 $0 $0 0 Electrical 20% 0 $0 $0 0 $0 $0 0

Environmental 15% 0 $0 $0 0 $0 $0 0

Imaging 34% 0 $0 $0 0 $0 $0 0

Interiors 20% 0 $0 $0 0 $0 $0 0

Mechanical 20% 0 $0 $0 0 $0 $0 0

Plumbing 20% 0 $0 $0 0 $0 $0 0

Proj. Man. 15% 0 $0 $0 0 $0 $0 0

Security 20% 0 $0 $0 0 $0 $0 0

Site 20% 0 $0 $0 0 $0 $0 0

Structural 20% 0 $0 $0 0 $0 $0 0

Technology 15% 0 $0 $0 0 $0 $0 0


Other 20% 0 $0 $0 0 $0 $0 0

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours

BD


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Profi t % #DIV/0!


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end date

?

l DD Phase Budget


#DIV/0! CA 0 0



#DIV/0! Imaging 0 0









% of TotalBudget $




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CD | QA | 100% - WORKSHEETCD | QA | 100% - L.04


Category Budgeted %

Architectural 35% 0 $0 $0 0 $0 $0 0

CA 5% 0 $0 $0 0 $0 $0 0


Environmental 35% 0 $0 $0 0 $0 $0 0

Imaging 10% 0 $0 $0 0 $0 $0 0

Interiors 35% 0 $0 $0 0 $0 $0 0

Mechanical 40% 0 $0 $0 0 $0 $0 0

Plumbing 40% 0 $0 $0 0 $0 $0 0

Proj. Man. 30% 0 $0 $0 0 $0 $0 0

Security 35% 0 $0 $0 0 $0 $0 0

Site 35% 0 $0 $0 0 $0 $0 0

Structural 40% 0 $0 $0 0 $0 $0 0

Technology 35% 0 $0 $0 0 $0 $0 0


Other 35% 0 $0 $0 0 $0 $0 0

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours

BuD


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Profi t % #DIV/0!


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end date

?

Phase Budget


#DIV/0! CA 0 0



#DIV/0! Imaging 0 0









% of TotalBudget $




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Tells you the balance of the budgeted hours and the $ remainingJ7:

Allows you to adjust the hours to completeM8:

Allows you to adjust the hourly rateN8:


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SA - WORKSHEETSA - L.045


Category Budgeted %

Architectural 3% 0 $0 $0 0 $0 $0 0

CA 5% 0 $0 $0 0 $0 $0 0


Environmental 2% 0 $0 $0 0 $0 $0 0

Imaging 0% 0 $0 $0 0 $0 $0 0

Interiors 2% 0 $0 $0 0 $0 $0 0

Mechanical 2% 0 $0 $0 0 $0 $0 0

Plumbing 2% 0 $0 $0 0 $0 $0 0

Proj. Man. 5% 0 $0 $0 0 $0 $0 0

Security 2% 0 $0 $0 0 $0 $0 0

Site 3% 0 $0 $0 0 $0 $0 0

Structural 2% 0 $0 $0 0 $0 $0 0

Technology 2% 0 $0 $0 0 $0 $0 0


Other 2% 0 $0 $0 0 $0 $0 0

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours

BuD


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Profi t % #DIV/0!


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end date

?

l SA Phase Budget


#DIV/0! CA 0 0



#DIV/0! Imaging 0 0









% of TotalBudget $


Hrs. Used inLast Month asof Close


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BIDDING - WORKSHEETBIDDING - L.05, L.06

Budgeted Original Actual BALANCE

Category Budgeted %

Architectural 3% 0 $0 $0 0 $0 $0 0

CA 6% 0 $0 $0 0 $0 $0 0

Clerical 15% 0 $0 $0 0 $0 $0 0

Electrical 3% 0 $0 $0 0 $0 $0 0

Environmental 3% 0 $0 $0 0 $0 $0 0

Imaging 3% 0 $0 $0 0 $0 $0 0

Interiors 3% 0 $0 $0 0 $0 $0 0

Mechanical 3% 0 $0 $0 0 $0 $0 0

Plumbing 3% 0 $0 $0 0 $0 $0 0

Proj. Man. 8% 0 $0 $0 0 $0 $0 0

Security 3% 0 $0 $0 0 $0 $0 0

Site 2% 0 $0 $0 0 $0 $0 0

Structural 3% 0 $0 $0 0 $0 $0 0

Technology 3% 0 $0 $0 0 $0 $0 0


Other 3% 0 $0 $0 0 $0 $0 0

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours

BuD


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Profi t % #DIV/0!


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IDDING Phase Budget


#DIV/0! CA 0 0



#DIV/0! Imaging 0 0









% of TotalBudget $


Hrs. Used inLast Month asof Close


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CONSTRUCTION - WORKSHEETCONSTRUCTION - L.07, L.075, L.08, L.14

Budgeted Original Actual BALANCE

Category Budgeted %

Architectural 32% 0 $0 $0 0 $0 $0 0

CA 80% 0 $0 $0 0 $0 $0 0


Environmental 35% 0 $0 $0 0 $0 $0 0

Imaging 3% 0 $0 $0 0 $0 $0 0

Interiors 25% 0 $0 $0 0 $0 $0 0

Mechanical 30% 0 $0 $0 0 $0 $0 0

Plumbing 30% 0 $0 $0 0 $0 $0 0

Proj. Man. 30% 0 $0 $0 0 $0 $0 0

Security 30% 0 $0 $0 0 $0 $0 0

Site 30% 0 $0 $0 0 $0 $0 0

Structural 30% 0 $0 $0 0 $0 $0 0

Technology 30% 0 $0 $0 0 $0 $0 0


Other 30% 0 $0 $0 0 $0 $0 0

BudgetedHours

BudgetedDollars

Budgeted $per HR

Actual ITDHrs

Actual ITD$'s

Actual ITD$per Hr

BudgetedHours

BuD


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Change 0.00

Profi t % #DIV/0!


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?

ONST. Phase Budget


#DIV/0! CA 0 0

#DIV/0! Clerical 0 0

#DIV/0! Electrical 0 0


#DIV/0! Imaging 0 0









% of TotalBudget $




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Master Feebud AE Ver03!03!11

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Transcript of Master Feebud AE Ver03!03!11