Case Study

Question 1

As NRM 1, do we include a contingency for design development risks?

Question 2

What were the perceived benefits of the 2-week PCSA period?

Question 3

What design information was missing at contract award?

Question 4

What needs to happen between contractor appointment and construction phase?

Question 5

How long should this period be?

Question 6

Where is this set out?

Question 7

How did CDM apply to this project?

Question 8

How does the importance of Value Engineering relate to the client’s key drivers?

Question 9

What was your role in identifying the alternative construction solutions?

Question 10

Talk me through how you used your knowledge of construction technology to identify issues with Option B – Concrete Rib Deck?

Question 11

Talk me through how you priced the variation Option C – Installation of shallow steel beams with internal timber joist work.

Question 12

Talk me through the structure of your procurement schedule?

Question 13

What were your reasons for engaging with the supply chain in respect of the Tier 1 joinery as Option A?

Question 14

As a QS, did you/the project team/client not have confidence that ‘I believed the costs provided to be a true representation….’?

Question 15

What benefit(s) did you consider engaging with the wider market for these works provided, to offset the additional time it took?

Question 16

From an ethical perspective, what issues were there in asking the supply chain to incur costs tendering for works that were unlikely to be awarded?

Question 17

Talk me through how you used the elemental cost plan to identify potential areas of Value Engineering?

Question 18

What advice did you give in respect to Key Issue 1?

Question 19

Had you not undertaken Option A, would there have been a programme impact?

Question 20

Talk me through ‘the pitfalls of negotiated tendering’ as happened on this project?

Question 21

What advice did you give with respect to Key Issue2?