Simon Questions Flashcards
What was the scope of the PCSA?
- Agree and finalise the methodology
- Achieve sign-off from the relevant stakeholders
- Engage the supply chain for a stick/unitised system
- Agree the contract sum and contract terms
- Develop scaffold designs and submit to CWG
- Develop Stage 3 ERs to CPs
Why use a PCSA over letter of intent?
A letter of intent is typically used when contract terms are being finalised, the design is complete and a start on site is required. A PCSA is more contractually robust, and is intended for when design work is to take place pre-contract.
What was the strategy for using a two-stage tender.
- Design and construction to overlap
- Early contractor input
- Attractiveness to market and therefore competitiveness.
If the contractor proposed ‘brokk’ to be used, was it not qualified that it was a contractor risk in terms of any delays associated given there is an occupied building in close proximity?
No, noise levels not understood pre-tender, so ERs changed during PCSA as client request.
If you cancelled the project, what would be the risk to the client.
Financial settlement and risk of no control over demolition.
An option was to explore alternative construction methods - as the PM why wasn’t this done from the outset to avoid the delay?
As part of the procurement strategy, it was always the intention to utilise the contractor’s experience during the PCSA period through the 2 stage D&B route. I also ensured that the internal hoarding had acoustic properties as part of this due diligence piece. However, this level of noise disruption was unforeseen, but I feel it was managed appropriately with the change in methodology.
Did you not have any statutory obligations with the planning consent in terms of noisy works
* Why weren’t these followed?
Our readings were within the statutory tolerances. The issue was with the vibration through the steel frame.
You mention that within the contract, 7 standdown days were agreed. Where was this agreed in the contract?
The schedule of amendments.
Was a planning consent required?
Yes - dealt with by planning consultant. Essentially obligation to match existing.
Why didn’t you qualify that if the broc system didn’t work that it’s the contractor risk?
The level of disruption was not anticipated. However, through our due diligence and engagement with the contractor in the PCSA period, we addressed this and implemented a solution before starting on site.
Is cancelling the project really an option?
No, but important to give my client the full picture and present all options before advising on the most suitable.
Why was it your responsibility for an alternative option. Its a D&B?
This was the PCSA period and contract not signed and contract sum not agreed, therefore a change in the employer’s requirements.
Can you explain how you would draft a programme if starting on site was a key driver for your client
Understand key milestones and critical path activities for starting on site. For example, lease start dates, planning (6 weeks for demo under Building Act 1984), LTA processes and timescales, scope for early validations, stakeholder approvals (access passes etc). Then validate these with the necessary stakeholders.
What is the critical path.
The shortest path of interlinked activities from the start to finish of the project. Any delay to any of these activities would cause a delay to the overall project.
If an activity is delayed, but not on the critical path would this impact the completion date?
Depends on the amount of free float on the task.
