University of the Cumberlands ?Cost Benefit Analysis and Project Value Business Case Types of Cost ExerciseThe instructions for this week’s assignment are

University of the Cumberlands ?Cost Benefit Analysis and Project Value Business Case Types of Cost ExerciseThe instructions for this week’s assignment are contained within the attached exercise template. TYPES OF COSTS EXERCISE
Instructions: This exercise will provide you the opportunity to provide an analysis of types of
costs within the Week 2 Business Case project you selected. Again, copy and paste your
Business Case below.
Next, you will fill in each of the sections in the table below. For each cell provide a 1) brief
definition of the type of cost, 2) identify a specific resource cost within your project that fits this
type of cost and then 3) explain why this cost fits the definition.
Business Case:
TYPES OF COSTS EXERCISE
Fixed:
1.
2.
3.
Variable:
1.
2.
3.
Direct:
1.
2.
3.
Indirect:
1.
2.
3.
Recurring:
1.
2.
3.
Nonrecurring:
1.
2.
3.
Regular:
1.
2.
3.
Expedited:
1.
2.
3.
Internal:
1.
2.
3.
External:
1.
2.
3.
Lease:
1.
2.
3.
Purchase:
1.
2.
3.
Labor:
1.
2.
3.
Material:
1.
2.
3.
Estimate:
1.
2.
3.
Reserve:
1.
2.
3.
ELEVATOR PITCH
News source (APA reference): NYC Department of Buildings (2016). Application Details
Web address: http://a810bisweb.nyc.gov/bisweb/JobsQueryByNumberServlet?passjobnumber=122885422
City: Manhattan
Elevator Pitch (100 words): The 60 Broadway Manhattan building is not in good shape which
calls for the need to renovate it. The building, which is located at Block 23 Wall Street, Borough,
Manhattan is a commercial building sitting in a lot area of 42,316 sq.ft. However, an additional
construction floor area of 50,004 sq.ft will be required. The estimated total cost is
$447,585,115.00, and the completion date is set at 09/17/2019. The renovation is necessitated by
the increasing need for residential and rental premises in the region. Hence, the project aims to
convert the building from office building to residential and retail premises.

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