competent - creative - complete multiconsult multidisciplinary consulting services life cycle...

competent - creative - complete

MULTICONSULT Multidisciplinary Consulting Services

Life cycle investment planning- Sustaining the effectivity of buildings

R&D-Manager, professor II Svein Bjørberg, [email protected] M.Sc. Anne Kathrine Larssen, [email protected]

Multiconsult AS / Norwegian University of Science and Technology

EUPHN 13-15 June, 2005 Oulu, Finland

Bjørberg and Larssen - EUHPN Oulu, Finland, June 14 2005

Side: 2

Outline

• History and experience• State of art – the Norwegian LCC model• Nordic LCC-Project – cost classification• Strategic building analysis - MultiMap


Side: 3

BackgroundProfessor Svein Bjørberg

• 30 years as civil engineer in Company of Consulting Engineers

• Mainly working with existing Buildings:

– Refurbishment, Rehabilitation, Heritage Buildings

– Condition Survey, Building Failures, Maintenance Program

– Life Cycle Costs, Life Cycle Planning

• Responsible for R & D in Multiconsult

• Professor II at The Norwegian University of Science and Technology

M.Sc. Anne Kathrine Larssen

• 6 years in Multiconsult, several years with large public real estate owner and developer.

• Mainly working with:• strategic analysis (asset-,

property-, FM) • Lifecycle cost/profit

analysis (LCC/LCP), technical values, rent - principles and calculations

• KPI’s and benchmarking • functionality/usability and

adaptability of buildings. • PhD student at The Norwegian

University of Science and Technology


Side: 4

Historical milestone one:

1276: King Magnus the Lawmaker said in his law:

All farmers who live near the Church must tar their Church every third winter

He defined the law of Maintenance:– Who is responsible– What to do– How often


Side: 5

Historic milestone two:

1978: Association of Consulting Engineers desided to develop competence on consquence of an investment.

Annual Costs were introduced

Working groups, data on cost figures

1988: Norwegian Standard NS 3454 ”Annual Costs for Buildings”

1998: Demands from Directorate of Public Construction and Property (DPCP):

Calculation of MOM-cost in design phase


Side: 6

Historic milestone three:

• 2000: Revised and exstended NS 3454

• 2001: New §6 in Legislation on Public Procurement

(”You shall take LCC and environmental aspects into account when planning a new construction”)

• 2004: Common Nordic LCC Classification System


Side: 7

Our Life Cycle definitions

Ref.: S. BjørbergMulticonsult AS

Building failure / - damage

Gap of expectation

Idé, Program

Developementupgrading

Replacement

Preventive Maintenance

Repare

Accumulated need for

maintenance

CD 0

CD 1

CD 2

CD 3

Sustainable construction

New demands -authorities -market -core business

Possibility of influence

FinishCD = Condition Degree (NS 3424)

Quality / Function

Consept developement


Side: 8

What is LCC ?

All the costs throughout a

constructions life cycle– Investment costs (capital)– Management costs– Operation costs– Maintenance costs– Development and

upgrading costs– Demolishment costs

M a n a g e m e n t

I n v e s t m e n t ( c a p i t a l c o s t )

D e v e l o p m e n t / u p g r a d i n g

M a i n t e n a n c e & r e p l a c e m e n t

O p e r a t i o n s , e n e r g y & c l e a n i n g


Side: 9

Some definitions

• Annual expence– What you have to pay every year. Will differ from year to year

• Life Cycle Cost (LCC)– Investment+annual expence+residual costs (demolition

• Lifetime Costs– Net present value of LCC

• Annual Costs– Annuity of lifetime costs


Side: 10

•Investment (capital) cost•Annual MOM costs•Replacement and periodicmaintenance costs

Discount to net present value

Functional Lifetime

Ann

uity

Cos

t

Consider:•Cost of action•Intervals of action•Real rate of return•Lifetime of building

NS 3454 The Model:


Side: 11

Important to remember

• The lowest possible LCC is not an aim in itself, but the calculations should demonstrate the consequences of the choices made

• It should be a duty of the design / construction teams to set up LCC of the choices made, but it is the privilege of the owner to choose alternative.


Side: 12

LCC or Annual Costs analysis is used:

• to prepare budgets for investment and MOM-costs (Management, Operating, Maintenance) throughout the planning and construction process

• to evaluate alternatives

• to estimate consequence cost of rebuilding, improvements or changing in operation

or in other words

• to choose among alternatives, provide arguments, check profitability, provide budgets etc


Side: 13

2 Management cost

21 Taxes

22 Insurance

23 Administration

3 Operation cost

31 Operation and minor maintenance

32 Cleaning services

33 Energy

34 Water and sewage

35 Refuse collection

36 Security

4 Maintenance cost

41 Regular maintenance

42 Replacements

5 Development cost

51 Current refurbishment

52 New demands

53 Upgrading

1 Capital cost

11 Project cost NS3453

-Mutual costs .1

-Building .2

-HVAC and plumbing .3

-Electricity .4

-Telephone, automation .5

-Other installations .6

-Outdoor .7

-General costs .8

-Sepecial costs .9

12 Residual cost (- or +)

7 Service and support costs for the core activities

71 Administrative office management

72 Swichboard and receptionist services

73 Canteen and/or catering services

74 Furniture fixtures and fixings

75 Moving workplaces and/or job rotation

76 Telecommunications and IT-services

77 Postage and messenger services

78 Supplies and copying services

8 Potential of the property

81 Rebuilding

82 Additions/extentions

# Suggestion of additional account: Interruption of operation

•Interruption of the core activities in the building caused by technical failure.

NS 3454, representing all the lifecycle costs


Side: 14

E x a m p l e o f a l t e r n a t i v e c a l c u l a t i o n

• W o o d w i n d o w• I n v e s t : 3 . 5 0 0 N O K

• S e r v i c e l i f e : 3 0 y e a r s

• M a i n t e n a n c e : 5 0 0 N O K / 1 0 y

• N e t p r e s e n t v a l u e : 4 . 9 3 0 N O K

( 6 0 y e a r s , i n t e r e s t : 5 % )

• A l u m i n i u m w i n d o w• I n v e s t : 4 . 6 0 0 N O K

• S e r v i c e l i f e : > 6 0 Y

• M a i n t e n a n c e : 5 0 0 N O K / 3 0 Y

• N e t p r e s e n t v a l u e 4 . 7 1 5 N O K

3 5 0 0 3 8 0 0 4 6 0 05 0 0 5 0 0 5 0 0


Side: 15

Two Nordic Projects on LCC

Preliminary Project (2000 – 2001)– State of art in Nordic Countries and basis for further common main

project– Appr. 2.100 million m2 floor area in the Nordic Countries– Appr. 27 million m2 additional floor area each year

Main Project (2002 – 2004)– Nordic network– Common Nordic classification system on LCC– Establish active network within each country– Input to international standardisation works

• ISO 15686 ”Service Life Planning” Part 5 ”Life Cycle Costs”• CEN TC 348 ”Facility Mannagement”


Side: 16

Nordic Classification System

Definition of Main Items 1. Capital all investments incl demolishing

2. Administration incl consultancy, insurance etc

3. Operation daily, weekly and monthly within yearly period

4. Maintenance activities in period of more than a year (planned, replacement)

5. Developing demands from core activities, authorities etc

6. Consumption energy, water, waste handling

7. Cleaning inside and outside

8. Service All non-building related activities for support core business

Classification of costMain items are subdivided


Side: 17

Nordic Classification System

Main principle for dividing into subcategories:

• One-figure level states a main item, ex: 6. CONSUMTION• Two-figure level states a service, ex: 63. Waste

handling• Three-figure level states an activity, ex: 63.1 Internal transport• Four-level figures states a resource, ex: 63.1.1 Equipment

63.1.2 Salary


Side: 18

Nordic Classification System sub

1 Capital Costs Sum of project- and remaining costs 11 Project Costs Includes all investments up to the finished

construction. It can be subdivided contractors costs (similar to enterprise costs), employee costs (fees, etc) and special costs (taxes, etc). It will be outlined that the contractor's costs can be divided into groups with the same rate of depreciation (see attachments). Land cost shall be included. If this is a yearly fixed fee then it should be calculated to net present value.

19 Remaining Costs Costs for elimination of construction at the

end of its useful lifetime. This can also be the period of use. In some circumstances the remaining costs can be income. For example, the sale of the used construction materials for new projects or the whole building for new use.


Side: 19

Nordic Classification System sub

2 Administration Costs 21 Taxes and Fees Property tax and other required official fees

(and independent expenditures) even if the structure is not in use.

22 External Fees Includes external assistance fees to the management, f.ex. condition survey, legal assistance etc.

23 Administration and Management Salary to administrative employees. Also includes rent of space for the use of management department, documentation of the construction inclusive the management of data-based system for MOMD, the service desk, marketing, internal control, etc.

24 Insurance Includes fire and burglary. Also insurance for necessary building equipment to the management department. Casualty insurance and personal property of user is not included under this insurance.

29 Various Example equipment for operation

department


Side: 20

The challenge: functionality and value ”in the long term”

The buildings, with their physical limitations, are a deciding factor for continuous efficient operation of the core business.

The goal must be to achieve optimal total economy in the long term, meaning:– Costs related to the buildings should contribute to increased

profit and productivity in the core business – The values which the buildings represent should be continuously

maintained

competent - creative - complete

MULTICONSULT Multidisciplinary Consulting Services

Multi MapStrategic building analysis

Are your buildings suitable for their purpose?

What purposes are your buildings suitable for?

What is the need for technical upgrading

in your building portfolio?


Side: 22

Analysis of building portfolios, what is that?

Typical characteristics are:

• Standardized classification systems and definitions

• Cost efficiency through use of existing data and knowledge in each organization

• A simultaneous and consistent ”scanning” of the building portfolio

Performance Requirements

Evaluation

Measure

Diagram: Process in accordance with Norwegian Standard for Condition Surveying (NS 3424)


Side: 23

The model is module based and could be used for several purposes:

• Portfolio and management strategies• Long term development plans• Relocation considerations• Documentation of technical values, space costs and

accumulated need for maintenance• Future use of buildings, and which ones are survivors • Economical estimates for upgrading and long term

investments


Side: 24

Are your buildings suitable for their purpose - now and in the future?

Combination of poorfunctionality and poor

adaptability.

Should be considered for other use or sale.

Combination of poorfunctionality and good

adaptability

Could be functional in longterm. Functional

improvement should be carried out.

Combination of goodfunctionality and good

adaptability.

Current use could be mainatined long term.

Investments are justified.

Combination of goodfunctionality and poor

adaptability.

Maintained as long as functionality for current use

is good. Not likely a candidate for long term

investments.

Pooradaptability

Goodadaptability

Goodfunctionality

Poorfunctionality


adaptability.



adaptability




adaptability.




adaptability.



investments.

Pooradaptability

Goodadaptability

Goodfunctionality

Poorfunctionality

© Multiconsult AS


adaptability.



adaptability




adaptability.




adaptability.



investments.

Pooradaptability

Goodadaptability

Goodfunctionality

Poorfunctionality


adaptability.



adaptability




adaptability.




adaptability.



investments.

Pooradaptability

Goodadaptability

Goodfunctionality

Poorfunctionality

© Multiconsult AS


Side: 25

Are your buildings suitable for their purpose

- now and in the future?Adaptability describes the ability to meet new requirements and is a

function of:• Flexibility (possible change of space plan)• Generality (possible change of function)• Elasticity (possible change in volume)

Functionality• how the building meets core business demands regarding space

functions• how the space and the rooms are suited for the various functions

(size, shape, effectiveness) • the internal and external logistics• how the building is suited for co-use, lease etc.


Side: 26

The importance of good functionality/usability

• Productivity could suffer badly frombad functionality/usability

• Rent and related costs often represent approx 10 % of the turnover in an organization. An improvement resulting in 10% increased rent could be justified if it gives increased productivity by 1 % - This is optimal total economy.


Side: 27

What functions are your buildings suitable for?

Two essential questions would be asked:

• What functions (core business) fit into the existing buildings?• Where could a certain core business find good premises in my

portfolio?

1) Define the tenants’ requirements of the buildings (requirement profile)

2) Map the buildings characteristics (performance profile)

3) Search in your portfolio to identify the best alternatives for (re)location

MultiMap, Multiconsult AS


Side: 28

•Diagram: Requirement profile (Classroom) and performance profile (Building A)

Matching of profiles throughout the portfolio identifies good alternatives and eliminates the unsuitable.

0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom

© MulliMap, Multiconsult AS



0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom



0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom


0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom

© MulliMap, Multiconsult AS MultiMap, Multiconsult AS



0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom




0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom



0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom


0

1

2

3Ceiling height

Load capacity

Z

YX

Space for technical

Span

Building A

Classroom

© MulliMap, Multiconsult AS MultiMap, Multiconsult AS


Side: 29

Do your buildings need technical upgrading?

• The buildings represent a major part of our capital value. In the long term technical condition and value will deteriorate. Maintenance and upgrading are means to slow down the deterioration and secure economic and other values.

• Neglected maintenance often leads to damages deeper into the construction. This gives accumulated needs and more costly maintenance.

• Mapping of the buildings’ technical condition gives a basis for estimating technical values and total need for upgrading.


Side: 30

Diagram: Proportions of the portfolio in satisfactory resp. non-satisfactory condition.

Sub standard condition - medium

term need for

upgrading [5 - 8 yearsr]

Poor technical

condition - need for

immediate upgrading [0-

4 years]

Excellent technical

condition - no need for upgrading

Acceptable condition - no need for upgrading




term need for


Poor technical



4 years]

Excellent technical





term need for


Poor technical



4 years]

Excellent technical



© MulliMap, Multiconsult ASMultiMap, Multiconsult AS



term need for


Poor technical



4 years]

Excellent technical






term need for


Poor technical



4 years]

Excellent technical





term need for


Poor technical



4 years]

Excellent technical



© MulliMap, Multiconsult ASMultiMap, Multiconsult AS


Side: 31

The purpose of the analysis will decide how to apply which modules and present results.

© Multiconsult AS

The purpose of the analysis will decide how to apply which modules and present results.

© Multiconsult AS


Side: 32

Example part of matrice – grades of demand

Grade 0 Grade 1 Grade 3 Grade 4Step 1 Absolute demands

Building Ceiling height> 3,9 m (3,6) Flat ceiling

> 3,6 m (3,3)Feww beams in one direction

> 3,3 m (3,0 m) > 3,0 m (2,7 m)beams and crossing secondary girders

Span > 18 m > 16 m > 14 m > 12 m

free space> 50 m2 (cc > 7 m)

free space >40 m2 free space > 30 m2 free space > 20 m2

Loads4-10 kN/m2, Y kN point load

3,0-4,0 kN/m2, Y kN point load



Space for installations

Space/area

Availability/elevator

etc.

LocationPossibility for expansions

GRADES OF DEMANDParameters

© Multiconsult AS

Grade 0 Grade 1 Grade 3 Grade 4Step 1 Absolute demands

Building Ceiling height> 3,9 m (3,6) Flat ceiling

> 3,6 m (3,3)Feww beams in one direction

> 3,3 m (3,0 m) > 3,0 m (2,7 m)beams and crossing secondary girders

Span > 18 m > 16 m > 14 m > 12 m

free space> 50 m2 (cc > 7 m)

free space >40 m2 free space > 30 m2 free space > 20 m2

Loads4-10 kN/m2, Y kN point load




Space for installations

Space/area

Availability/elevator

etc.

LocationPossibility for expansions

GRADES OF DEMANDParameters

© Multiconsult AS


Side: 33

Example demand profiles, absolute demands

© Multiconsult AS

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Step 1

Building Ceiling height 0 1 1 1 2 1 1 1 2 2 1 2 2 3Tier of beams 1 1 1 1 1 1 1 1 1 2 2 1 2 2Vertical loads 0 1 1 1 0 1 2 1 2 1 1 2 1 2Span 0 0 1 1Loads 1 1 1 0Space installations 0 0 0Space 0 0 1Availability 0 1 1

Total grades of demandStep 1 2 5 7 4 3 3 4 3 5 5 4 5 5 7

Functions

Example

© Multiconsult AS

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Step 1

Building Ceiling height 0 1 1 1 2 1 1 1 2 2 1 2 2 3Tier of beams 1 1 1 1 1 1 1 1 1 2 2 1 2 2Vertical loads 0 1 1 1 0 1 2 1 2 1 1 2 1 2Span 0 0 1 1Loads 1 1 1 0Space installations 0 0 0Space 0 0 1Availability 0 1 1

Total grades of demandStep 1 2 5 7 4 3 3 4 3 5 5 4 5 5 7

Functions

Example


Side: 34

Adaptability

Table, Section of a mapping matrice used for grading adaptability

Parameters Grade 0 Grade 1 Grade 2 Grade 3BUILDING

Vertical loads/capasity

Extra loadcapasity. Possibility for extra floors and/or extra loads due to new functions. Founded to solid rock.

Most probably some extra loadcapasity. Possible to add some extra loads. Founded to solid rock or piles.

Extra loads not possible. Founded……

SlabsExtra loadcapasity. New work loads possible

Extra loads not possible

SpanLarge free spans, large open spaces, gives room for ……m2.

Large free spans, integrated beams, few posts. Medium large open spaces. Gives room for……m2.

Small spans. Many indoors loadbearing walls. Small open spaces, many vertical

Floor (construction)Floor to ceiling heightInterior wallsRestrictions against føringer and technical installations

User equipment/inventory Innfesting/montasjeHVS

CapasityAvailablity

ELECTRISITY SUPPLYCapasityAvailability

TELECOM AND AUTOMATIONCapasityAvailability

SiteSite conditions Size, localisation

ADAPTABILITY

Heating, ventilation and sanitary services.

Loads/capasity

Structure

EXAMPLE

Extra load capacity.Possibility for extra floors and/or extra loads due to newfunctions. Founded to solid rock.

© Multiconsult ASTable, Section of a mapping matrice used for grading adaptability













CapasityAvailablity




ADAPTABILITY


Loads/capasity

Structure

EXAMPLE














CapasityAvailablity




ADAPTABILITY


Loads/capasity

Structure

EXAMPLE














CapasityAvailablity




ADAPTABILITY


Loads/capasity

Structure

EXAMPLE


© Multiconsult AS


Side: 35

How well is the buildings suited for the core business? Case: 159 schools, 687 buildings

3 0 % 0 % 1 % 0 %

2 1 % 4 % 16 % 8 %

1 3 % 16 % 28 % 7 %

0 4 % 9 % 4 % 0 %

0 1 2 3

Fun

ctio

nalit

y

Adaptability

Productivity loss - rent reduction

Short lifetime-reduced value

Fig. Multiconsult AS

3 0 % 0 % 1 % 0 %

2 1 % 4 % 16 % 8 %

1 3 % 16 % 28 % 7 %

0 4 % 9 % 4 % 0 %

0 1 2 3

Fun

ctio

nalit

y

Adaptability

Productivity loss - rent reduction

Short lifetime-reduced value

Fig. Multiconsult AS


Side: 36

How well is the building suited for the core business? Example case nn hospital

Building 7, functionality and adaptability

B7, E1B7, E2

B7, E3

B7, E4

B7, E5B7, E6

B7, E8B7, E10

B7, E0B7, E7

B7, E9

Adaptability

Fu

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ion

ali

ty

High Adaptability Low Adaptability

Goo

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nkB

ad f

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Ref. Multiconsult AS/Locum AB


B7, E1B7, E2

B7, E3

B7, E4

B7, E5B7, E6

B7, E8B7, E10

B7, E0B7, E7

B7, E9

Adaptability

Fu

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ali

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Goo

dfu

nkB

ad f

unk


B7, E1B7, E2

B7, E3

B7, E4

B7, E5B7, E6

B7, E8B7, E10

B7, E0B7, E7

B7, E9

Adaptability

Fu

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ali

ty


Goo

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nkB

ad f

unk



Side: 37

Results, example nn hospital

Grafic illustration Function: Normal ward

Building 6Floor 4

Function today Office

Floor Demand ControlCeiling height 3 2 NOTier of beams 1 1 OKVertical loads 0 0 OKSpan 0 1 OKWork loads 2 2 OKInstallations - available space 3 1 NOSpace 0 1 OKAvailability - elevator 0 1 OKPossibility for expansionsEletricity 2 1 NOHVAC 3 3 OKGas 3 1 NODaylight 1 1 OKExternal logistics 2 2 OKInternal logistics 3 2 NOCommunication 1 1 OKAdaptability 2 2 OK

-1

0

1

2

3Ceiling height

Tier of beams

Vertical loads

Span

Work loads

Installations - availablespace

Space

Availability - elevator

Floor properties DemandEconomic issue

Absolute demands

Multiconsult AS


Side: 38

Results, example - case nn hospital


Building Floor Function today Acu

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AbsoluteEconomicAbsoluteEconomic

Absolute 7 7 7 6 8 7 7 7 6 6 7 7 7 7Economic 1 5 7 2 7 4 3 5 1 3 3 5 3 4Absolute 8 8 8 7 8 8 8 8 7 7 7 8 8 8Economic 2 5 7 2 7 5 3 5 2 2 2 5 3 4Absolute 6 6 5 5 7 5 6 6 5 5 5 5 6 5Economic 2 5 7 1 7 5 3 5 1 1 2 5 3 4Absolute 5 5 5 5 7 5 5 5 5 5 5 5 5 5Economic 2 6 8 2 7 5 4 6 1 3 4 6 4 5Absolute 5 5 5 5 7 5 5 5 5 5 5 5 5 5Economic 2 5 7 2 7 5 3 5 2 2 2 5 3 4

6 6 Office

6 4 Office

6 5 Closed ward

6 2 Reception, conference, printing office, caretaker

6 3 Office

6 0 TechnicalNot relevant

6 1 Kitchen, teknical space, disposal


Building Floor Function today Acu

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AbsoluteEconomicAbsoluteEconomic

Absolute 7 7 7 6 8 7 7 7 6 6 7 7 7 7Economic 1 5 7 2 7 4 3 5 1 3 3 5 3 4Absolute 8 8 8 7 8 8 8 8 7 7 7 8 8 8Economic 2 5 7 2 7 5 3 5 2 2 2 5 3 4Absolute 6 6 5 5 7 5 6 6 5 5 5 5 6 5Economic 2 5 7 1 7 5 3 5 1 1 2 5 3 4Absolute 5 5 5 5 7 5 5 5 5 5 5 5 5 5Economic 2 6 8 2 7 5 4 6 1 3 4 6 4 5Absolute 5 5 5 5 7 5 5 5 5 5 5 5 5 5Economic 2 5 7 2 7 5 3 5 2 2 2 5 3 4

6 6 Office

6 4 Office

6 5 Closed ward

6 2 Reception, conference, printing office, caretaker

6 3 Office

6 0 TechnicalNot relevant

6 1 Kitchen, teknical space, disposal


Side: 39

Advantages

– Expedient approach for larger building portfolios or as a first scan of a single building.

– Systematic and effective/efficient process with regard to time, costs and resources.

– General methodology – can be adapted to different core activities and types of buildings

– Flexibility in level of detailing– Easy to use


Side: 40

Further development:

• Evaluation of functionality/usability and adaptability – especially related to health care/hospitals

• Adaptability in a LCC-perspective

• Demand profiles – verification. Differ between new and existing buildings.

• Site and area (external and global logistics)

• New modules?

Relevant links to LCC-tools

Calculation model LCC developed by Multiconsult for ”Mursenteret” (in Norwegian only):

http://www.byggutengrenser.no/index.php?struct=21

Statsbygg’s calculation-program LCProfit (free to use): http://www.lcprofit.com/default_en.asp

competent - creative - complete multiconsult multidisciplinary consulting services life cycle...

Documents

larssen euhpn oulu

finland slide

bjrberg multiconsult

technology slide

maintenance cd

annual costs

anne kathrine larssen

multiconsult professor