T MU AM 01001 ST

Standard

Life Cycle Costing

Version 3.0
Issued date: 17 April 2018

© State of NSW through Transport for NSW 2018

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Life Cycle Costing
Version 3.0
Issued date: 17 April 2018

Important message

This document is one of a set of standards developed solely and specifically for use on Transport Assets (as defined in the Asset
Standards Authority Charter). It is not suitable for any other purpose.
The copyright and any other intellectual property in this document will at all times remain the property of the State of New South Wales
(Transport for NSW).
You must not use or adapt this document or rely upon it in any way unless you are providing products or services to a NSW
Government agency and that agency has expressly authorised you in writing to do so. If this document forms part of a contract with, or
is a condition of approval by a NSW Government agency, use of the document is subject to the terms of the contract or approval. To be
clear, the content of this document is not licensed under any Creative Commons Licence.
This document may contain third party material. The inclusion of third party material is for illustrative purposes only and does not
represent an endorsement by NSW Government of any third party product or service.
If you use this document or rely upon it without authorisation under these terms, the State of New South Wales (including Transport for
NSW) and its personnel does not accept any liability to you or any other person for any loss, damage, costs and expenses that you or
anyone else may suffer or incur from your use and reliance on the content contained in this document. Users should exercise their own
skill and care in the use of the document.
This document may not be current and is uncontrolled when printed or downloaded. Standards may be accessed from the Asset
Standards Authority website at www.asa.transport.nsw.gov.au

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Standard governance
Owner: Manager Asset Stewardship, Asset Standards Authority
Authoriser: Director Network and Asset Strategy, Asset Standards Authority
Approver: Executive Director, Asset Standards Authority on behalf of the ASA Configuration Control
Board

Document history
Version Summary of changes
1.0 First issued 12 June 2014
2.0 Second issued 6 June 2017 – Applied new template
3.0 Third issue – Minor changes; Updated Figure 1, Figure 2, Figure 4 and Table 1

For queries regarding this document,

please email the ASA at
[email protected]
or visit www.asa.transport.nsw.gov.au

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Preface
The Asset Standards Authority (ASA) is a key strategic branch of Transport for NSW (TfNSW).
As the network design and standards authority for NSW Transport Assets, as specified in the
ASA Charter, the ASA identifies, selects, develops, publishes, maintains and controls a suite of
requirements documents on behalf of TfNSW, the asset owner.

The ASA deploys TfNSW requirements for asset and safety assurance by creating and
managing TfNSW's governance models, documents and processes. To achieve this, the ASA
focuses on four primary tasks:

• publishing and managing TfNSW's process and requirements documents including TfNSW
plans, standards, manuals and guides

• deploying TfNSW's Authorised Engineering Organisation (AEO) framework

• continuously improving TfNSW’s Asset Management Framework

• collaborating with the Transport cluster and industry through open engagement

The AEO framework authorises engineering organisations to supply and provide asset related
products and services to TfNSW. It works to assure the safety, quality and fitness for purpose of
those products and services over the asset's whole-of-life. AEOs are expected to demonstrate
how they have applied the requirements of ASA documents, including TfNSW plans, standards
and guides, when delivering assets and related services for TfNSW.

Compliance with ASA requirements by itself is not sufficient to ensure satisfactory outcomes for
NSW Transport Assets. The ASA expects that professional judgement be used by competent
personnel when using ASA requirements to produce those outcomes.

About this document

This document aims to inform stakeholders of the framework for life cycle costing requirements.

This standard is the third issue.

The changes to previous content in this version include minor changes and updates to Figure 1,
Figure 2, Figure 4 and Table 1.

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Table of contents
1. Introduction .............................................................................................................................................. 6
2. Purpose .................................................................................................................................................... 6
2.1. Scope ..................................................................................................................................................... 6
2.2. Application ............................................................................................................................................. 6
3. Reference documents ............................................................................................................................. 7
4. Terms and definitions ............................................................................................................................. 8
5. Asset life cycle ......................................................................................................................................... 9
6. Life cycle costing process.................................................................................................................... 10
7. Life cycle costing model ....................................................................................................................... 14
7.1. Stakeholder management.................................................................................................................... 15
7.2. Assurance ............................................................................................................................................ 15
8. Safety considerations ........................................................................................................................... 16
9. Sustainability considerations............................................................................................................... 16
10. Risk ......................................................................................................................................................... 16
11. Record keeping ...................................................................................................................................... 16
Appendix A Gateway stages .................................................................................................................. 18
A.1. TfNSW's capital investments ............................................................................................................... 18
A.2. Case study example ............................................................................................................................ 19
Appendix B Recommended reading ..................................................................................................... 22

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1. Introduction
The ASA is committed to effective and efficient management of TfNSW assets. The ASA
collaborates with government and non-government organisations to continuously improve
capability, performance and condition over the full life cycle of the assets.

This standard defines TfNSW life cycle costing (LCC) requirements. It is essential that service
providers (including consultants, designers, maintainers, manufacturers and so on, that provide
asset management related services for TfNSW) are able to demonstrate to TfNSW that physical
assets are managed efficiently and that those assets will support service and project outcomes
in the long term. LCC provides a framework for service providers to demonstrate the
relationship between the performance of their physical asset portfolio and the services they
deliver.

2. Purpose
This standard defines TfNSW LCC requirements that include frameworks. LCC is necessary to
substantiate asset investment and maintenance decisions which support TfNSW asset
management policies and strategies. This applies to those government and non-government
organisations engaged in the provision of asset management services to TfNSW.

2.1. Scope
The LCC requirements and frameworks presented within this document cover whole-of-life
management of assets that include but are not limited to the following aspects:

• proposed capital projects

• asset type approvals or sub-component type approvals

• new asset proposals either within an existing system or a new system

• significant configuration and operational changes include changes in asset strategy

• changes during the following:

o the asset life cycle (such as changes in maintenance requirements)

o system requirement development (includes changes throughout the project

development and construction phase)

2.2. Application
The standard applies to life cycle asset acquisition, maintenance, operation and disposal across
the asset life cycle. It applies to all life cycle costing activities that affect TfNSW assets or
systems.

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This life cycle costing standard is mandated to be used by organisations, service providers or
project developers that perform asset management related services to TfNSW, including their
suppliers involved in defining, designing, building, implementing, commissioning, maintaining,
integrating in to the operating network any new or altered assets or systems. This standard also
applies to the decommissioning and disposal of assets.

This standard shall also be applied during the business case development stage. That is,
choosing between options for individual sub-components or design alternatives that require
additional cost analysis, including changes to assets or provision of new assets by Authorised
Engineering Organisations (AEO).

Consistent application of LCC will allow for benchmarking, comparison and performance
evaluation of cost plans between different investment decisions. Appendix A outlines the
gateway stages described in the investment gating and assurance guidelines and where the life
cycle costing would be expected to be completed.

This standard aligns with the AEO guide to engineering as well as the TfNSW asset
management policy.

3. Reference documents
The following documents are cited in the text. For dated references, only the cited edition
applies. For undated references, the latest edition of the referenced document applies.

International standards

ISO 15686-5 Buildings and constructed assets – Service life planning – Part 5: Life-cycle
costing

Australian standards

AS/ISO 55000:2014 Asset management – Overview, principles and terminology

AS/NZS 4536:1999 Life cycle costing – An application guide

Other reference documents

Australian National Audit Office, 2001, Life Cycle Costing – better practice guide

NSW Treasury, 2004, Total asset management – Life cycle costing guideline, TAM04-10

Office of the National Rail Safety Regulator, 2013, Preparation of a rail safety management
system guideline

Transport for NSW, 2013, AEO guide to engineering management, TS 10504

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4. Terms and definitions

The following terms and definitions apply in this document:

AEO Authorised Engineering Organisation

ASA Asset Standards Authority

asset an item, thing or entity that has potential or actual value to an organisation. Physical
assets usually refer to equipment, inventory and properties owned by the organisation. Physical
assets are the opposite of intangible assets, which are non-physical assets such as leases,
brands, digital assets, use rights, licences, intellectual property rights, reputation or agreements

availability measure of the percentage of time that an item or system is available to perform its
designated function

capital maintenance referred to as renewals, is the refurbishment or replacement of an existing

asset that has reached the end of its useful life, with a new asset capable of providing the
current or agreed alternative level of service as the existing asset. Capital maintenance is
funded from the CAPEX budget

CMC configuration management committee

configuration the interrelated functional and physical characteristics of a product defined in

product configuration information

LCC life cycle costing is the process of assessing the cost of a product over its life cycle or a
portion thereof

maintainability the probability that a given active maintenance action, for an item under given
conditions of use can be carried out within a stated time interval when the maintenance is
performed under stated conditions and using stated procedures and resources

maintenance the combination of all technical and associated administrative actions during the
components service life with the aim of retaining it in a state in which it can perform its required
functions

maintenance support the provision of resources, including labour and materials, necessary for
maintaining the dependability of the asset during its service life (or ownership period)

RAMS reliability, availability, maintainability and safety

reliability the ability of an item of equipment or a system to perform a required function under
stated conditions for a stated period of time or at a given point in time

system a combination of interacting elements organised to achieve one or more stated

purposes

TAM total asset management

TfNSW Transport for NSW

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5. Asset life cycle

The LCC process applies to all stages of asset life (that is, the period from asset creation to
asset end of life). These are defined from 'demand/need' through to 'dispose'. A model of the life
cycle is shown in Figure 1.

Asset Life Cycle

Figure 1 – Life cycle phases

LCC is most effectively applied in the project's early design phase to optimise the total
development and maintenance costs. However, it should also be used during maintenance and
operational phases of the life cycle to optimise maintenance strategies and facilitate efficient
allocation of resources. Figure 2 outlines the costs and stages of the life cycle costs.

Figure 2 – Costs and stages of the life cycle

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In general, the life cycle cost of an asset may be expressed by the simple formula shown in
Figure 3.

Figure 3 – Life cycle cost formula

The initial capital outlay cost is usually clearly defined and is often a key factor that can
influence the choice of a particular asset given a number of alternatives from which to select.
The initial capital outlay cost is, however, often only a small portion of the costs over an asset’s
life cycle that needs to be considered in making the right choice for asset investment and
maintenance decisions. In addition there are the life time operation costs which refer to
labour/training, materials and consumables, energy (power, fuel), equipment and facilities; and
engineering modifications incurred over the expected life of the asset/system. Life time
maintenance costs refer to general maintenance that includes recurrent maintenance and
capital maintenance (upgrading) costs. Disposal costs refer to system shutdown; disassembly
and removal; recycling or safe disposal related costs.

6. Life cycle costing process

AS/NZS 4536 Life cycle costing – An application guide shall be used for the development of the
LCC process.
AS/NZS 4536 defines the following objectives of LCC:

• calculate a dollar value that represents the LCC of a product as an input to a decision
making or evaluation process, together with other inputs. The cost is based on a defined
need associated with the systems/subsystems/assets

• support management considerations that affect decisions during any life cycle phase

• identify the attributes of the product which significantly influence the LCC (cost drivers) of
the systems/subsystems/assets so that they can be properly managed

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Figure 4 gives an indication of how the process steps integrate within the life cycle:

Demand/Need Plan Aquire Operate/Maintain Dispose

Operate
Demand
Concept Specify Procurement Design Build Integrate Accept Evolve Dispose
Need Maintain

Configuration and/or Operational Change

Plan Develop Model Analyse Document Review

Update

Figure 4 – Life cycle and costing process

In line with AS/NZS 4536, any life cycle cost analysis shall be conducted in a structured and
well-documented manner using the following steps:

a) development of a life cycle cost analysis plan

b) development or selection of a life cycle cost model

c) analysis of the model

d) analysis of LCC documentation

e) review of LCC results

f) update of the life cycle cost analysis

The above steps may be performed in an iterative fashion if efforts at any stage indicate a need
to revisit and modify work accomplished at earlier stages.

Assumptions made at each step shall be documented to facilitate such iterations and to aid in
interpreting the results of the analysis.

The analysis shall identify and consider the following:

• system interfaces to the asset option being considered and their effect on the life cycle cost
evaluation. An example is the effect on a networks power supply system demand by
introduction of new equipment to the network

• use of the assets during the operation stages of the life cycle

• maintenance of the asset in particular considerations concerning the reliability, availability,

maintainability and safety of the asset (RAMS)

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• access to the asset during installation, operations and maintenance activities, for example
any special conditions for access to the rail infrastructure via the rail operator

• introduction of new or novel technology

• energy consumption costs where applicable and foreseeable

• recycling or safe disposal of the assets and considerations for asset requirements to
facilitate disposal

• impact on rail heritage

If a new or altered asset is introduced, the service provider shall develop a life cycle cost.
Where operation and maintenance data is a requirement the service provider may request
advice from TfNSW (ASA).

A list of typical considerations for the analysis may be found in Table F1 in Appendix F of
AS/NZ 4536:1999. A summary for the total life of the asset shall be created as per Table 1 (an
example is shown in Appendix A.2). The italics in the table are examples of the costs typically
involved in the life cycle stages however the cost activities identified can vary as appropriate for
the life of the asset or system.

Table 1 – Life cycle cost summary table

Life cycle stage Year Year Year Year … … Year

1 2 3 4 x
1. Demand / Need
• identify demand/need
• analysis and forecasting of functional
demand
• research possible alternatives to satisfy the
demand
2. Concept and definition (concept, feasibility)
• market research
• project management
• system concept and design analysis
• preparation of a requirement specification
of the product

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Life cycle stage Year Year Year Year … … Year

1 2 3 4 x
3. Design and development (procurement,
design)
• project management
• system and design engineering including
reliability, maintainability and environmental
protection activities
• design documentation
• prototype fabrication
• software development
• testing and evaluation
• productivity engineering and planning
• vendor selection
• demonstration and validation
• quality management
4. Manufacturing and installation (build,
integrate)
Non-recurring –
• industrial engineering and operations
analysis
• construction of facilities
• production tooling and test equipment
• special support and test equipment
• initial spares and repair parts
• initial training
• documentation
• software
• testing (qualification testing)
Recurring –
• production management and engineering
• facility maintenance
• fabrication (labour, materials and the like)
• quality control and inspection
• assembly, installation and checkout
• packaging, storage, shipping and
transportation
• ongoing training
• insurance

5. Operation and maintenance

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Life cycle stage Year Year Year Year … … Year

1 2 3 4 x
a) Recurrent maintenance (routine and cyclic)
• labour/training
• facilities
• contractor services
• IT support
b) Capital maintenance (upgrading/replacement)
c) Operational costs
• labour/training
• materials and consumables
• energy (for example, power, fuel)
• equipment and facilities
• engineering modifications
6. Disposal
• system shutdown
• disassembly and removal
• recycling or safe disposal
• product residual value

7. Life cycle costing model

TAM reflects priorities for whole-of-life asset management, extended planning requirements for
new works, and new relationships between services planning and asset procurement activities.
Initial provisions made to manage whole-of-life costs should be evaluated and updated before
committing to one alternative. A LCC model provides a mechanism to compare these costs
(treasury total asset management plan).

The primary objective of the LCC model is to analyse alternative options for implementing a
project, for example, technology, performance levels, maintainability and so on as well as to
determine the option that provides the best value on a whole-of-life basis.

AS/NZS 4536 proposes that in order for the model to be realistic it shall:

• represent the characteristics of the asset being analysed including its intended use
environment, maintenance concept, operating and maintenance support scenarios, and
any constraints or limitations

• be comprehensive enough to include and highlight all factors relevant to LCC

• be simple enough to be easily understood and allow for its timely use in decision making,
and future updates and modification

• be designed in such a way as to allow for the independent evaluation of specific elements
of the LCC

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Depending on the purpose of the analysis, different ways of expressing the cost may be
appropriate, that is, real cost, nominal cost, and discounted cost, the appendices in
AS/NZS 4536 provide examples on how to use the different cost methods.

LCC is part of the criteria to be considered when evaluating system options. All feasible options
require a life cycle cost to be developed. In order to estimate the total life cycle cost, it is
necessary to break down the asset costs into separate cost components.

In the development of cost data, the requirements may vary considerably depending on the
program phase. During the early planning and conceptual design phases of asset development,
where the available data is limited, then cost analyst may need to adopt varying life cycle cost
estimation techniques.

The cost may be estimated by using one of the following methods as appropriate:

• engineering cost method – involves direct estimation of a particular cost element by

examining the project component by component or part-by-part. It uses standard
established cost factors

• analogous cost method – involves cost estimation based one experience with similar
project and technology. It uses historical data, updated to reflect cost escalation and effect
of technology advances

• parametric cost method – uses significant parameters and variables to develop cost
estimating relationships which are usually in the form of equations. A parameter may be a
price (cost per man hour) or an empirically derived ratio

Further explanation and examples on these cost estimation techniques may be found in
AS/NZ 4536:1999, Appendix D.

7.1. Stakeholder management

The service provider that proposes a change in asset or sub-asset components shall consult
with the system maintainer regarding issues related to logistical support, training and
maintenance delivery. In addition, the service provider shall manage all input information into
the life cycle model.

7.2. Assurance
The service provider shall assure application of LCC process has been executed to its intended
use. That is evaluation of options has been completed adequately and be able to provide
supporting documentation.

Audit plans will be planned and completed to address the validation of the application of LCC in
the evaluation of option in investment and maintenance decision making. AEO's shall ensure

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projects are applying adequate due process in progressively assuring its deliverables through its
life cycle phases.

ASA will provide ongoing surveillance of AEO's and ensure ongoing compliance with the LCC
process. ASA will provide advice where required concerning this standard.

7.2.1. Sensitivity analyses

In order to facilitate an effective risk analysis, AS/NZ 4536 recommends a sensitivity analyses
be performed. The results of such sensitivity studies shall be assessed in detail. The degree of
verification of the analysis should correspond with the value of the decision.

8. Safety considerations
Safety is a critical requirement to take into account as part of the options consideration. This
shall be borne out in the life cycle calculations where applicable.

9. Sustainability considerations
To further develop sustainability oriented LCC, the LCC analysis shall consider environmental
and social costs from concept, operations through to disposal in order to minimise the impact on
the environment and the community.

10. Risk
LCC is part of the risk assessment evaluation to a change in asset as it outlines all impacts
associated with the change to the asset or new asset. The practice of comparing life cycle costs
will bring future maintenance needs into the decision, it enables valid cost comparisons to be
made not just comparisons of initial costs.

11. Record keeping

Detailed records of the LCC and associated analysis shall be maintained. Records shall
comprise of the following:

• details of each of the life cycle cost analysis steps

• documents substantiating and providing evidence of LCC analysis

• assumptions made (and documented), including uncertainty and risks associated with the
established model. That is the model evaluation to ensure that the inputs have been
accurately established, the model has been used correctly, the results (including those of
sensitivity analysis) have been adequately evaluated and discussed and that the objectives
of the analysis have been achieved

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• considerations made of interfaces to the system or asset during selections of options and
analysis of associated costs

• engineering considerations pertaining to RAMS

• costs associated with access to assets

• costs associated with alternate operations of systems during asset maintenance activities

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Appendix A Gateway stages

A.1. TfNSW's capital investments
The gating and assurance process applies to each capital investment (program or project)
within TfNSW's capital investment portfolio. There are interdependencies between the
investment gating and assurance process, the TAM / budget cycle and the prioritisation process
that determines, through prioritisation, the optimal portfolio of investments (extracted from the
Transport for NSW Investment Portfolio Management Framework – Investment Gating and
Assurance Guidelines).

Investment gating for TfNSW's capital investments are as follows:

• gate 0 – initiation

• gate 1 – strategic business case

• gate 2 – preliminary business case

• gate 3 – final business case

• gate 4 – contract award

• gate 5 – readiness for service & operations

• gate 6 – post implementation

LCC shall take place prior to gate 2 – preliminary business case as part of the options analysis.
The life cycle cost should then be reassessed at the handover for service and that is gate 5 –
readiness for service & operations.

In addition to capital investment requirements, the TfNSW rail assets configuration management
plan addresses the application of configuration management principles to TfNSW’s requirement
to manage the configuration of its railway assets. A configuration change request is a formal
request to add or change an asset that is subject to configuration control at any stage of the
project lifecycle. It is an activity for control of the product after formal approval of its baseline.

AEOs are required to provide adequate evidence for the TfNSW configuration management
committee (CMC) to consider change requests at critical stages of a project. In particular the
CMC are involved at both the concept configuration change request stage (that is, CMC control
gateway 1) and asset acceptance configuration change request stage (that is, CMC control
gateway 5) of a project which would correspond to the gateways of TfNSW to consider the life
cycle costs.

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A.2. Case study example

Application of LCC can be seen in the case study below. Please note although based on a real
life case and extracted from a real business case, some of the data has been adjusted.

Worked example

A general example is a hypothetical analysis of the LCC associated with a project for the
purchase and installation of new type approved equipment for a substation. The existing type
approval has an initial cost of $300,000 whereas the new type approval has an initial cost of
$400,000.

Initially we would be more inclined to not include a new type approval as the initial cost is
higher, however, applying the life cycle cost formula will determine if the new type approval is
truly more cost-effective than the existing type approval.

• Cost estimates are expressed in real cost terms. Escalation factors employed are real, that
is, they exclude inflation.

• Assumptions and financial considerations.

• The discounted cash flow (DCF) technique was employed to account for the time value of
money. The discounted cost has been calculated for each option.

For any future capital project cases In terms of economic appraisals, NSW Treasury
recommends "While there may be no universally accepted 'correct' discount rate,
interpretation of appraisal results will be impossible if different agencies use different
discount rates. The solution is the application of a standard set of real discount rates
of 4 per cent, 7 per cent and 10 per cent to see if the outcome is sensitive to such
variations and, if it is, to make the critical 'break-even' rate clear in the analysis results.
The central real discount rate is therefore 7% with sensitivity tests on the use of 4%
and 10%.

LCC model analysis

Outcome

• The new technology option attracts a higher initial capital cost and a better resale at
disposal. The existing type approval option attracts a higher total cash flow over the years
than the new option but has a lower initial purchase cost.

• The discounted cost of the new option over the expected 30 years operating life was
assessed to be approximately $4 million. The discounted cost for the second option was
approximately $5 million.

• The assumptions applied in the analysis are conservative and are taken over a typical 30
year equipment usage.

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• In many instances the experience has been that the end of life for the equipment is largely
driven by change in technology.

The major difference is the difference in cash flow over the life of the investment and the initial
up-front cost. Cost growth of outgoings has been assumed to grow at a constant rate, for both
options (see Table 2 for Option 1 and Table 3 for Option 2) are assumed to compound annually
at 1.5% in real terms.

Table 2 – Option 1 LCC analysis

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Table 3 – Option 2 LCC analysis

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 Yr 11 Yr 12 Yr 13 ….. ….. Yr 30 Cost to PV

1. Concept and Definition (Concept, Feasibility) 19 19
- Market research. 2 2
- Project management. 5 5
- System concept and design analysis. 4 4
- Preparation of a requirement specification of the product. 8 8
2. Design and Development (Procurement, Design) 55 55
- Project management. 8 8
- System and design engineering including reliability,
maintainability and environmental protection activities. 5 5
- Design documentation. 6 6
- Prototype fabrication. 10 10
- Software development. 0
- Testing and evaluation. 12 12
- Productivity engineering and planning. 10 10
- Vendor selection. 4 4
- Demonstration and validation. 0
- Quality management. 0
3.Manufacturing and Installation (Build, Integrate) 2 2319 2321
Non-recurring - 0
- industrial engineering and operations analysis; 2 2
- construction of facilities; 1776 1776
- production tooling and test equipment; 76 76
- special support and test equipment; 10 10
- initial spares and repair parts; 20 20
- initial training; 51 51
- documentation; 89 89
- software; and 0 0
- testing (qualification testing). 305 305
Recurring - 51 51
- production management and engineering; 10 10
- facility maintenance; 12 12
- fabrication (labour, materials and the like); 0
- quality control and inspection; 0
- assembly, installation and checkout; 0
- packaging, storage, shipping and transportation; 0
- ongoing training; and 0
- insurance. 0
4.Operation and Maintenance 0 121 129 130 132 134 136 137 139 141 142 145 147 148 149 151 2081
a) Recurrent Maintenance (Routine and Cyclic) 0
- labour/training; 0 5 5 5 5 5 5 5 5 5 6 6 6 6 6 75
- facilities; 0 96 98 99 101 102 104 105 107 108 109 110 112 113 114 115 1593
- contractor services; and 0 25 26 26 26 27 27 27 27 28 28 29 29 29 29 30 413
- IT support. 0
b) Capital Maintenance (Upgrading) 0
c) Operational Costs 0
- labour/training; 0
- materials and consumables; 0
- energy (for example, power, fuel); 0
- equipment and facilities; and 0
- engineering modifications. 0
5. Disposal 0
- system shutdown; 0
- disassembly and removal; 0
- recycling or safe disposal; and 0
- product residual value. 0
Cost Totals 152 4961 258 260 264 268 272 274 278 282 284 290 294 296 298 302 9033
Present value factor @ 7% 1 0.925 0.85 0.775 0.7 0.625 0.55 0.475 0.4 0.325 0.25 0.24 0.23 0.2 0.18 0.15 0.14 8.015
Annual Disocunted Cost 61 1762 169 164 153 222 193 133 200 127 124 182 115 112 109 55 50 3931

© State of NSW through Transport for NSW 2018 Page 21 of 22

 T MU AM 01001 ST
Life Cycle Costing
Version 3.0
Issued date: 17 April 2018

Appendix B Recommended reading

The following documents supplement the information provided in this standard:

• AS/ISO 55000:2014 Asset management – overview, principles and terminology

• AS/NZS 4536:1999 Life cycle costing – application guide

• ISO 15686-5 Buildings and constructed assets – service life planning

• Life Cycle Costing – better practice guide (December 2001) – Australian national audit
office

• Preparation of a Rail Safety Management System – Guideline (January 2013) – Office of

the national rail safety regulator

• TAM04-10 Total asset management – Life cycle costing guideline (September 2004) –
NSW Treasury

• TS 10504:2013 AEO guide to engineering management

© State of NSW through Transport for NSW 2018 Page 22 of 22