START: My
involvement with cabling started in 1979. Back then, communications
cabling
was simple, each manufacturer had a proprietary scheme. Analogous
to driving your car from San Diego to Los Angeles; if you
owned an IBM computer you would use the IBM Highway - the
DEC Highway for DEC computers and so on.
Today,
for computer communications we are using one structured highway
and letting
standard interfaces do the busy work of getting on and
off the LAN/WAN. These "communication standards" are directly
attributable to and are a credit to IEEE, NEC, EIA/TIA and
BICSI. Now a simple RJ-45 jack
and
cable allow near-virtual communication connection to switches,
routers, NIC's and servers. Constantly evolving funneled
standards and innovative manufacturing processes have yielded
cabling products that are all their marketing people claim
them to be.
Many contractors
bidding communications cabling projects still use "seat-of-their pants" practices. Variances
in technician/estimator ability and training nearly out-weigh
the technical advances of communications cabling and hardware.
Larger organizations utilized formalized training programs
and cumbersome prepackaged estimator/design software. Conversely,
smaller cabling companies only have homegrown software
or best-guess practices to bid sophisticated projects.
On a
recent cabling installation project for a convention center,
the owner received seven bids from cabling contractors
that ranged from $91,000 to $235,000. Prior to this bid,
the owner
did the homework with the top supplier/top material vendor
(Graybar, Belden, Seimon) to determine baseline material
costs: $89,000. Obviously, major items like tax; labor
and profit
dollars were over-looked by some contractors
and over-extended by
others.
ISSUE: Utilize
an automated computer based system to capture know values
and reduce oversight. The first question that always pops
up
is, "Are
computer software programs reliable enough to give me consistent
winning bids?" No! The results are only
as good as the person entering the data for analysis. If
your design includes all possible components and associated
tasks you will,
most likely, not be the lowest bidder. However, if you include all possible
components and tasks but bid the project at a lower gross profit margin, knowing
you may
not need every item, you will find that lower GPM will rise with every task completed
under budget. So challenge the project managers and technicians to excel at their
task and include a $$$ bonus in your plan if they meet the challenge.
PATH: Why
did we develop these programs? We needed something to help
us run a small office (50 people) where products, service
and subcontractor work varied with every project. We had
to bid sophisticated projects in a timely manner; track existing
project progress and people to determine costs, profit and
return-on-investment.
EASY USAGE: These
programs are
Microsoft-Excel based and require Excel to run, but do not
require a knowledge of Excel to use. The layout structure is
common for all 5 programs and provides for easy input to get
sophisticated and complex calculated results. User changeable
parameters on all sheets are color-coded green. Below is a
typical input for the Parameter Sheet of BidPro where you
entered 60% for a Labor Markup Percent:

In the above BidPro example, all labor costs
would be marked up 60%. There are sixteen WBS Employee
Classifications slots that could be personalized by name,
grade, function and raw pay rate. Sub-contractors can be used
along with many other inputs with associated material and
labor costs that are enveloped in the cost - sell Margins
Sheet.
LOWEST PRICES: These easy to
use programs are priced to give you a return-on-investment in
just one project.