ASSIGNMENT

NICMAR / SODE OFFICE

1. Course - NCP 29

2. Course Title - Construction Finance Management & Cost

Accounting

3. Assignment No.

4. Last date of receipt -

Of Assignment at SODE office

Submitted By;

Name : Registration No. :

Construction Finance Management & Cost Accounting – NCP 29

Project Scope

An offer has been given by a Charitable Trust to develop and build a facility on a 10,000 sq.m of

plot in a prime locality of Pune where 5,000 sq.m of area will be used by the trust for housing,

health facilities for senior citizens. 5,000 sq.m. will be given free to the developers as a cost of

development

Cost of Land is Rs. 10,000/- sq.m

Flooring specifications for flooring:

- 10% Granite

- 40% Kota stone

- 50% Mosaic cement tiles

Developers would like to have minimum 18% net profit on their investment. Developer can

invest only Rs. 10 lakhs as his own funds and can raise not more than Rs. 50 lakhs as bank loan.

Technical Studies

The technical study is to determine the needs for material and human means necessary to

achieve the objectives. These take account of the market (availability of raw material, there is a

demand, customer requirement), regulatory and standards-related product and also the

financial (amount to invest and returns expected).

The study focuses on two general areas: study of supply and the study of transformation. To

carry out critical analysis of technical feasibility, there must be enough knowledge of technical,

economic and regulatory environment.

Cost of Construction

The cost of construction includes both the initial capital cost and the subsequent operation and

maintenance costs. Each of these major cost categories consists of a number of cost

components.

The capital cost for a construction project includes the expenses related to the initial

establishment of the facility:

Land acquisition, including assembly, holding and improvement

Planning and feasibility studies

Architectural and engineering design

Construction, including materials, equipment and labor

Field supervision of construction

Construction financing

Insurance and taxes during construction

Equipment and furnishings not included in construction

Inspection and testing

The operation and maintenance cost in subsequent years over the project life cycle includes the

following expenses:

Land rent, if applicable

Operating staff

Labor and material for maintenance and repairs

Periodic renovations

Insurance and taxes

Financing costs

Utilities

The magnitude of each of these cost components depends on the nature, size and location of

the project as well as the management organization, among many considerations. The owner is

interested in achieving the lowest possible overall project cost that is consistent with its

investment objectives.

It is important for design professionals and construction managers to realize that while the

construction cost may be the single largest component of the capital cost, other cost

components are not insignificant. For example, land acquisition costs are a major expenditure

for building construction in high-density urban areas, and construction financing costs can reach

the same order of magnitude as the construction cost in large projects such as the construction

of nuclear power plants.

The total cost of the project is calculated as below:

Particulars Rs./sq.ft Amount

Cost of Superstructure 450 24219000Cost of Brick work, plaster etc 90 4843800Cost of Electric work 108 5812560Cost of Plumbing 90 4843800Cost of Finishing 54 2906280Cost of Granite Flooring 130 6996600Cost of Kota Flooring 40 2152800Cost of Mosaic Flooring 40 2152800

TOTAL COST 53927640

Work Schedule represents the necessary framework to permit scheduling of construction

activities, along with estimating the resources required by the individual work tasks, and any

necessary precedences or required sequence among the tasks. The terms work "tasks" or

"activities" are often used interchangeably in construction plans to refer to specific, defined

items of work. The scheduling problem is to determine an appropriate set of activity start time,

resource allocations and completion times that will result in completion of the project in a

timely and efficient fashion. Construction planning is the necessary fore-runner to scheduling.

In this planning, defining work tasks, technology and construction method is typically done

either simultaneously or in a series of iterations.

The definition of appropriate work scheduling can be a laborious and tedious process, yet it

represents the necessary information for application of formal scheduling procedures. Since

construction projects can involve thousands of individual work tasks, this definition phase can

also be expensive and time consuming. Fortunately, many tasks may be repeated in different

parts of the facility or past facility construction plans can be used as general models for new

projects. For example, the tasks involved in the construction of a building floor may be

repeated with only minor differences for each of the floors in the building.

The work schedule on quarterly basis for the project is given below:

ID Outline Number

Name Duration Start Finish

1 1.0 Contracts QUARTER 1 2 1.1 __Supply Lot Sale Agreement 0.00d 1-May-2010 1-May-2010

3 1.2 __Supply Construction Agreement 0.00d 1-May-2010 1-May-20104 1.3 __Supply Contract Plans 0.00d 1-May-2010 1-May-20105 1.4 __Supply Contract Specifications 0.00d 1-May-2010 1-May-20106 1.5 __Supply Contract Site Plan 0.00d 1-May-2010 1-May-20107 1.6 __Secure Financing 0.00d 1-May-2010 1-May-20108 1.7 __Construction Loan Settlement 0.00d 1-May-2010 1-May-20109 2.0 Document Review & Revision

10 2.1 __Review & Finalize Plans 15.00d 2-May-2010 26-May-201011 2.2 __Review & Finalize Specifications 20.00d 27-May-2010 15-Jun-201012 2.3 __Review & Finalize Site Plan 1.00d 16-Jun-2010 17-Jun-201013 2.4 __Print Construction Drawings 5.00d 18-Jun-2010 22-Jun-201014 2.5 __Approve Revised Plans 0.00d 23-Jun-2010 23-Jun-201015 2.6 __Approve Revised Specifications 0.00d 23-Jun-2010 23-Jun-201016 2.7 __Approve Revised Site Plan 0.00d 23-Jun-2010 23-Jun-201017 3.0 Site Work 18 3.1 __Clear Lot 3.00d 24-Jun-2010 26-Jun-201019 3.2 __Strip Topsoil & Stockpile 1.00d 27-Jun-2010 27-Jun-201020 3.3 __Stake Lot for Excavation 1.00d 28-Jun-2010 28-Jun-201021 3.4 __Rough grade lot 1.00d 29-Jun-2010 29-Jun-201022 3.5 __Excavate for foundation 2.00d 30-Jun-2010 1-Jul-201023 4.0 Foundation QUARTER 2 24 4.1 __Layout footings 1.00d 2-Jul-2010 2-Jul-2010

25 4.2 __Dig Footings & Install Reinforcing 1.00d 3-Jul-2010 3-Jul-201026 4.3 __Footing Inspection 0.00d 4-Jul-2010 4-Jul-201027 4.4 __Pour footings 1.00d 5-Jul-2010 5-Jul-201028 4.5 __Pin Footings 1.00d 6-Jul-2010 6-Jul-201029 4.6 __Stock Block, Mortar, Sand 1.00d 7-Jul-2010 7-Jul-201030 4.7 __Build Block Foundation 15.00d 8-Jul-2010 22-Jul-201031 4.8 __Foundation Certification 0.00d 22-Jul-2010 22-Jul-201032 4.9 __Fill Block Cores w/ Concrete 1.00d 22-Jul-2010 22-Jul-201033 4.1 __Steel Delivery 1.00d 23-Jul-2010 23-Jul-201034 4.1 __Set Lintels, Bolts, Cap Block 2.00d 24-Jul-2010 25-Jul-201035 4.1 __Lumber Delivery 1.00d 26-Jul-2010 26-Jul-2010

36 4.1 __Waterproofing and Drain Tile 1.00d 27-Jul-2010 27-Jul-201037 5.0 Rough Carpentry 38 5.1 __Set Steel 1.00d 28-Jul-2010 28-Jul-201039 5.2 __1st Floor Deck Framing 4.00d 29-Jul-2010 1-Aug-201040 5.3 __1st Floor Wall Framing 4.00d 2-Aug-2010 5-Aug-201041 5.4 __2nd Floor Deck Framing 2.00d 6-Aug-2010 7-Aug-201042 5.5 __2nd Floor Wall Framing 3.00d 8-Aug-2010 10-Aug-201043 5.6 __Set Roof Trusses 2.00d 10-Aug-2010 10-Aug-201044 5.7 __Frame Roof 7.00d 11-Aug-2010 17-Aug-201045 5.8 __Install Roof Plywood 5.00d 18-Aug-2010 22-Aug-201046 5.9 __Install Windows & Doors 2.00d 23-Aug-2010 24-Aug-201047 5.1 __Frame Basement 3.00d 25-Aug-2010 27-Aug-201048 5.1 __Frame Basement Bulkheads 2.00d 10-Aug-2010 11-Aug-201049 6.0 Concrete Slabs 50 6.1 __Basement Slab Preparation 2.00d 12-Aug-2010 13-Aug-201051 6.2 __Termite Treatment Basement Slab 1.00d 14-Aug-2010 14-Aug-201052 6.3 __Slab Inspection 1.00d 15-Aug-2010 15-Aug-201053 6.4 __Pour Basement Slab 1.00d 16-Aug-2010 16-Aug-201054 6.5 __Prep Garage Slab 1.00d 17-Aug-2010 17-Aug-201055 6.6 __Termite Treatment Garage Slab 1.00d 18-Aug-2010 18-Aug-201056 6.7 __Pour Garage Slab 1.00d 19-Aug-2010 19-Aug-201057 7.0 Plumbing Rough-in 58 7.1 __Plumbing Sub-slab 2.00d 20-Aug-2010 21-Aug-201059 7.2 __Plumbing Layout 1.00d 22-Aug-2010 22-Aug-201060 7.3 __Plumbing rough-in 5.00d 23-Aug-2010 27-Aug-201061 8.0 Electric Rough-in 62 8.1 __Set Electric Boxes 2.00d 28-Aug-2010 29-Aug-201063 8.2 __Install Electric Service Panel 2.00d 30-Aug-2010 31-Aug-201064 8.3 __Electrical Walk-through 1.00d 1-Sep-2010 1-Sep-201065 8.4 __Electrical Rough-wire 14.00d 2-Sep-2010 15-Sep-201066 9.0 Specialty Rough-ins 67 9.1 __Central Vacuum Rough-in 5.00d 16-Sep-2010 20-Sep-201068 9.2 __Alarm System Rough-in 5.00d 21-Sep-2010 25-Sep-201069 9.3 __Telephone System Rough-in 5.00d 26-Sep-2010 30-Sep-201070 9.4 __Television System Rough-in 5.00d 1-Oct-2010 5-Oct-201071 9.5 __Audio Visual Rough-in 5.00d 6-Oct-2010 10-Oct-201072 10.0 Electrical inspection 0.00d 10-Oct-2010 10-Oct-201073 11.0 Framing Inspection 0.00d 10-Oct-2010 10-Oct-201074 12.0 Roofing 75 12.1 __Roofing Paper Installed 3.00d 10-Oct-2010 12-Oct-201076 12.2 __Stock Roof Shingles 1.00d 12-Oct-2010 13-Oct-201077 12.3 __Install Roof Shingles 7.00d 14-Oct-2010 20-Oct-201078 13.0 Exterior Finishes

79 13.1 __Siding 3.00d 20-Oct-2010 20-Oct-201080 13.2 __Exterior Trim 7.00d 20-Oct-2010 20-Oct-201081 13.3 __Brick Arch Forms 1.00d 20-Oct-2010 20-Oct-201082 13.4 __Brick Veneer 45.00d 20-Oct-2010 20-Oct-201083 14.0 Insulation 84 14.1 __Caulk & Air Seal 1.00d 20-Oct-2010 21-Oct-201085 14.2 __Draft & Fire Stop 1.00d 22-Oct-2010 23-Oct-201086 14.3 __Insulation 3.00d 24-Oct-2010 26-Oct-201087 15.0 Floor Finishes QUARTER 3 88 15.1 __Ceramic Tile 15.00d 27-Oct-2010 10-Nov-201089 15.2 __Install Hardwood Floor 4.00d 11-Nov-2010 14-Nov-201090 15.3 __Sand, Stain, Seal Hardwood 5.00d 15-Nov-2010 19-Nov-201091 15.4 __Install Carpet 4.00d 20-Nov-2010 23-Nov-201092 15.5 __Final Coat Hardwood 2.00d 24-Nov-2010 25-Nov-201093 16.0 Paint 94 16.1 __Prep Drywall for Prime Coat 2.00d 26-Nov-2010 27-Nov-201095 16.2 __Prime Paint Drywall 2.00d 28-Nov-2010 29-Nov-201096 16.3 __Prep Trim for Prime Coat 2.00d 30-Nov-2010 1-Dec-201097 16.4 __Prime Trim 2.00d 2-Dec-2010 3-Dec-201098 16.5 __Finish Coat Trim 10.00d 4-Dec-2010 13-Dec-201099 16.6 __Finish Coat Drywall 14.00d 14-Dec-2010 27-Dec-2010

100 16.7 __Caulk Exterior Windows & Doors 1.00d 28-Dec-2010 29-Dec-2010

101 16.8 __Finish Coat Exterior Trim & Siding 1.00d 30-Dec-2010 31-Dec-2010102 17.0 Exterior Landscaping QUARTER 4 103 17.1 __Rough Final Grade 1.00d 1-Jan-2011 1-Jan-2011104 17.2 __Patios 7.00d 2-Jan-2011 8-Jan-2011105 17.3 __Porches 5.00d 9-Jan-2011 13-Jan-2011106 17.4 __Sidewalks 7.00d 14-Jan-2011 20-Jan-2011107 17.5 __Decks 7.00d 21-Jan-2011 27-Jan-2011108 17.6 __Driveways 2.00d 28-Jan-2011 29-Jan-2011109 17.7 __Final Grade and Seed 3.00d 30-Jan-2011 1-Feb-2011110 18.0 Hardware 111 18.1 __Door Hardware 2.00d 1-Feb-2011 2-Feb-2011112 18.2 __Bath Hardware 2.00d 3-Feb-2011 4-Feb-2011113 18.3 __Mirrors 5.00d 5-Feb-2011 9-Feb-2011114 18.4 __Shower Doors 10.00d 10-Feb-2011 19-Feb-2011115 18.5 Final Building Inspection 0.00d 19-Feb-2011 19-Feb-2011116 19.0 Cleaning 117 19.1 __Windows 3.00d 19-Feb-2011 21-Feb-2011118 19.2 __Rough Clean 3.00d 22-Feb-2011 24-Feb-2011119 19.3 __Final Clean 2.00d 25-Feb-2011 26-Feb-2011120 20.0 Final Walk-through 121 21.0 Move-in

Financial and economic Evaluation

Capital - Business requires capital. The term capital is used differently in different contexts. It is

used in the sense of means of production, usually the assets held by the firm. It is also used in

the sense of finance obtained by a firm. In accounting, capital is used in the second sense. A

part of the finance obtained by a firm is in the form of interest free credit, such as credit

allowed by suppliers of materials or services and advance payment received by customers. The

interest free credit is settled in the normal operating cycle of the business and is not included in

the capital.

Revenue – Revenue is the income that arises from exchange transactions with customers in the

course of ordinary activities of an enterprise. An entity’s revenue earning activities include

selling of goods, rendering of services, and allowing others to use entity’s resources yielding

interest, royalties and dividends. Revenue increases the equity of the enterprise. As a general

principle, an enterprise recognizes revenue when it receives cash, receivables or other

consideration in its own account. For example, in an agency relationship, the agent recognizes

the commission as revenue.

Finance Resource mobilization – Resource mobilization can facilitate the flow of resources

from various sources and catalyze the flow of additional resources from official and private

institutions. For projects and programs that are too large to be handled by one funding agency,

mobilizing co financing from various funding sources can help meet these large resource

requirements. Resources can be in any form such as finances, technology, manpower both

skilled and labor, knowledge, information, etc

Financial accounting - Financial accounting consists of recording, classifying and analyzing the

business transactions so as to facilitate the preparation of Profit and loss account for a period

and also the position statement (i.e. Balance Sheet) as on a particular day. Thus, the emphasis

of financial accounting is on the ascertainment of profit and loss of the concern and not on the

more important aspects of the business i.e. planning, control and decision-making.

Cost accounting - Cost accounting analyses the transactions in an objective manner for the

purposes of planning, control and decision making. Cost accountancy is the application of

costing and Cost accounting principle, methods and techniques to the science, art and practice

of cost control and the ascertainment of profitability. It includes the presentation of

information derived there from for the purpose of managerial decision making. Cost accounting

is also defined as the process of accounting for cost from the point at which expenditure is

incurred or committed to the establishment of its ultimate relationship with cost centers and

cost units.

Management accounting - Management accounting is another aspect of accounting which has

developed in recent years and is being employed in many concerns as an informative

mechanism to aid the management in decision making by providing various information they

need for the purpose. Both cost and management accounting working together can keep the

management well informed about what is going on in the business and what changes, if any, is

required to be given effect to.

Capital budgeting or investment appraisal is the planning process used to determine whether a

firm's long term investments such as new machinery, replacement machinery, new plants, new

products, and research development projects are worth pursuing. It is budget for major capital,

or investment, expenditures.

Many formal methods are used in capital budgeting, including the techniques such as

Accounting rate of return, Net present value, Profitability index, Internal rate of return,

Modified internal rate of return, Equivalent annuity etc. These methods use the incremental

cash flows from each potential investment, or project Techniques based on accounting earnings

and accounting rules are sometimes used - though economists consider this to be improper -

such as the accounting rate of return, and "return on investment." Simplified and hybrid

methods are used as well, such as payback period and discounted payback period

Cash flow forecasting is in a corporate finance sense, the modeling of a company or asset’s

future financial liquidity over a specific timeframe. Cash usually refers to the company’s total

bank balances, but often what is forecast is treasury position which is cash plus short-term

investments minus short-term debt. Cash flow is the change in cash or treasury position from

one period to the next; in the context of the entrepreneur or manager, forecasting what cash

will come into the business or business unit in order to ensure that outgoing can be managed to

as to avoid them exceeding cash flow coming in. If there is one thing entrepreneurs learn fast, it

is to become very good at cash flow forecasting.

Proposed Project Financing

Capital structure refers to the way a corporation finances its assets through some combination

of equity, debt, or hybrid securities. A firm's capital structure is then the composition or

'structure' of its liabilities. The proposed capital structure for the project is as below:

Capital Structure

Asset 50,000,000.00

Equity 1,000,000.00

Debt 4,000,000.00

The debt raised by the promoter is Rs 40 lacs. The total debt would not be taken all at once

rather it would be disbursed in 4 equal quarterly installments. This debt will carry a fixed

interest expense as follows:

Month Amount Int. Payable Int. Payable Closing Loan bal(Rs.) Monthly Quarterly

Apr-10 1000000 10000 1000000May-10 10000 1000000Jun-10 10000 30000 1000000Jul-10 1000000 20000 2000000

Aug-10 20000 2000000Sep-10 20000 60000 2000000Oct-10 1000000 30000 3000000Nov-10 30000 3000000Dec-10 30000 90000 3000000Jan-11 1000000 40000 4000000Feb-11 40000 4000000

Mar-11 40000 120000 4000000

*Loan disbursed in 4 equal quarterly installments**Assuming interest @ 12% p.a.

Profit Measures

A profit measure is defined as an indicator of the desirability of a project from the standpoint of

a decision maker. A profit measure may or may not be used as the basis for project selection.

Since various profit measures are used by decision makers for different purposes, the

advantages and restrictions for using these profit measures should be fully understood.

There are several profit measures that are commonly used by decision makers in both private

corporations and public construction projects. Each of these measures is intended to be an

indicator of profit or net benefit for a project under consideration. Some of these measures

indicate the size of the profit at a specific point in time; others give the rate of return per period

when the capital is in use or when reinvestments of the early profits are also included. Some of

the most frequently used profit measures are as follows:

1. Net Future Value and Net Present Value. When an organization makes an investment, the

decision maker looks forward to the gain over a planning horizon, against what might be gained

if the money were invested elsewhere. A minimum attractive rate of return (MARR) is adopted

to reflect this opportunity cost of capital. The MARR is used for compounding the estimated

cash flows to the end of the planning horizon, or for discounting the cash flow to the present.

The profitability is measured by the net future value (NFV) which is the net return at the end of

the planning horizon above what might have been gained by investing elsewhere at the MARR.

The net present value (NPV) of the estimated cash flows over the planning horizon is the

discounted value of the NFV to the present. A positive NPV for a project indicates the present

value of the net gain corresponding to the project cash flows.

2. Internal Rate of Return. The internal rate of return (IRR) is defined as the discount rate which

sets the net present value of a series of cash flows over the planning horizon equal to zero. It is

used as a profit measure since it has been identified as the "marginal efficiency of capital" or

the "rate of return over cost". The IRR gives the return of an investment when the capital is in

use as if the investment consists of a single outlay at the beginning and generates a stream of

net benefits afterwards. However, the IRR does not take into consideration the reinvestment

opportunities related to the timing and intensity of the outlays and returns at the intermediate

points over the planning horizon. For cash flows with two or more sign reversals of the cash

flows in any period, there may exist multiple values of IRR; in such cases, the multiple values are

subject to various interpretations.

3. Adjusted Internal Rate of Return. If the financing and reinvestment policies are incorporated

into the evaluation of a project, an adjusted internal rate of return (AIRR) which reflects such

policies may be a useful indicator of profitability under restricted circumstances. Because of the

complexity of financing and reinvestment policies used by an organization over the life of a

project, the AIRR seldom can reflect the reality of actual cash flows. However, it offers an

approximate value of the yield on an investment for which two or more sign reversals in the

cash flows would result in multiple values of IRR. The adjusted internal rate of return is usually

calculated as the internal rate of return on the project cash flow modified so that all costs are

discounted to the present and all benefits are compounded to the end of the planning horizon.

4. Return on Investment. When an accountant reports income in each year of a multi-year

project, the stream of cash flows must be broken up into annual rates of return for those years.

The return on investment (ROI) as used by accountants usually means the accountant's rate of

return for each year of the project duration based on the ratio of the income (revenue less

depreciation) for each year and the un-depreciated asset value (investment) for that same year.

Hence, the ROI is different from year to year, with a very low value at the early years and a high

value in the later years of the project.

5. Payback Period. The payback period (PBP) refers to the length of time within which the

benefits received from an investment can repay the costs incurred during the time in question

while ignoring the remaining time periods in the planning horizon. Even the discounted payback

period indicating the "capital recovery period" does not reflect the magnitude or direction of

the cash flows in the remaining periods. However, if a project is found to be profitable by other

measures, the payback period can be used as a secondary measure of the financing

requirements for a project.