Case Study

Question 1

What challenges did Covid and/or Brexit bring to this project?

Answer 1

Covid presented challenges such as members of staff requiring prolonged sick leave with Covid

Brexit caused a loss of skilled tradesmen, particularly those working with stone and marble which are prominent on our projects.

Question 2

What does Grade II Listed mean?

Answer 2

• These buildings are of special interest, and the government makes every effort to preserve them. 94% of listed buildings are in this grade.
• Protected under the Planning (Listed Buildings and Conservation Areas) Act 1990 and are included on the National Heritage List for England.

Question 3

What are the differences between Grade 1, 2 and 2* Listed?

Answer 3

Grade I -exceptional interest
Grade II* - particularly important
Grade II - of special interest.

Question 4

Were there any Heritage considerations?

Answer 4

Yes the mews house was Grade 2 listed and as such the roof was assessed by a specialist and deemed to be beyond repair. It was replaced like for like.

Question 5

What were the purchase prices?

Answer 5

These were undisclosed

Question 6

Why was a JCT SBCX used?

Answer 6

• We utilise this form of JCT contract on all of our projects because:
  It is design lead and not quantity driven.
• It allows the contractor to start onsite while the design is still being developed without the need for a full pricing schedule.
• It is more accomodating of design changes and decisions being made later in the process.”

Question 7

What was the procurement route at Upper Brook Street?

Answer 7

Traditional - Two Stage

Question 8

How were the clients requirements re: time, cost and quality represented in the procurement route?

Answer 8

“Our clients focus is on ** Time** & Quality
Saves time
- Traditional 2 Stage allows design and cosntruction to overlap
Improves Quality
- Allows for the engagement of specialist subcontractors throughout the design process.”

Question 9

How were the clients requirements re: time, cost and quality represented in the contract form?

Answer 9

“Our clients focus is on Time & Quality
- Saved time by not having to prepare a full bill of qauntities
- Allows for more client control over design”

Question 10

How were the clients requirements re: time, cost and quality represented in the tendering strategy?

Answer 10

First stage ensured market tested prelims and overheads

Second stage allowed time to refine the design.

Question 11

What would have happened if the project did not complete before the event in September 2023?

Answer 11

When we recieved the instruction from the contract administrator for early use we advised that the client have a back up venue on hand should possesion not be possible.

Question 12

What is Value Engineering (VE)?

Answer 12

Value Engineering is a systematic approach used to improving value.
Maximise Quality,
Increase Value
Maximise Eficiency
- Do not reduce cost at expense of quality
- Callenge assumptions e.g are designs or materials necessary
- Consider not just the upfront but also life cycle costs
- Ensure changes align with client expectations
- Do not compromise on safety for cost savings”

Question 13

What are the rules for VE? (Cost vs Quality)

Answer 13

maximise functionality
minimise costs
enhancing efficiency

Question 14

What is Value Management?

Answer 14

Value Management is a broad process that encompasses value engineering and other techniques for achieving optimal value.

Question 15

What did you do regarding management of operatives and subcontractors?

Answer 15

”- Led or supported weekly coordination meetings with subcontractors to monitor progress and flag any resource or interface issues.
- Maintained clear lines of communication between subcontractors, the contractor’s site team, and the design consultants
-Facilitated pre-start meetings with subcontractors to review scope, programme, logistics, and any design intent or constraints.”

Question 16

What did you do regarding monitoring health and safety?

Answer 16

’- Ensured all operatives and visitors had completed site inductions before being allowed on site.
- Participated in site walkarounds, ensuring operatives followed correct PPE, access routes, and working-at-height protocols.
- Encouraged the site team to deliver regular toolbox talks relevant to the stage of the works
- Ensured RAMS were in place and approved prior to works starting, and any changes on site were reflected in updated method statements.

Question 17

What did you do regarding training and supervising graduates?

Answer 17

”- Helped new graduates understand project-specific processes such as document control systems, drawing protocols, and meeting structures.
- Introduced them to the client’s expectations, project brief, and the sensitivities of working on a Grade II listed property.
- Assigned appropriate tasks — such as assisting with meeting minutes, quality inspections, and tracking design queries — ensuring these were aligned with their skill level and development goals.”

Question 18

What did you do regarding overseeing quality control?

Answer 18

Ensured standards were clearly understood by the subcontractors through pre-start meetings.

Conducted regular site walkarounds with the project manager to assess quality controls

Participated in pre-snag and snagging inspections, raising issues for rectification and desnagging.

Question 19

What did you do regarding analysing and reporting project performance?

Answer 19

Implemented mitigation strategies, such as resequencing works or reallocating resources.

Tracked performance against agreed KPIs
ie. Number of snags found during sign off

Contributed to monthly project reports
Progress vs programme
Health & safety performance

Question 20

Were you a named duty holder under CDM 2015?

Answer 20

Yes, Size Group were the Principal Contractor

Question 21

What did you do to manage health and safety on this project?

Answer 21

”- Encouraged the use of frequent toolbox talks by the site manager to keep operatives informed on emerging risks and site rules
- Checked that all method statements and risk assessments (RAMS) were in place, particularly for high-risk activities such as structural alterations, temporary works, and hot works.
- Checked that all new operatives had the neccessary training specific and general e.g asbestos awareness and manual handling “

Question 22

Can you give examples of how risks were owned?

Answer 22

Risks are owned by the party best suited to deal and manage with that risk.

1. Construction Programme
   Owned by: Principal Contractor
2. Design Programme
   Owned by: Principal Designer
3. Cost Certainty
   Owned by: Client

Question 23

Did you maintain a risk register? If so, what did you do?

Answer 23

Yes a risk register was maintained, I provided the Project manager with weekly updates on new risks identified and continued management of existing risks. This information allowed the project manager to update the risk register for the monthly report.

Question 24

Did you use any contractual protective measure regarding the CDP components of the contract? (Bonds, warranties, etc?)

Answer 24

Collateral Warranties were used for CDP Components.

E.G stone installs and specialist joinery. These warranties ensured that the client was covered for a specified period (e.g., 12 months post-completion) for any defects in workmanship or materials.

Question 25

Did you create the programme? What software did you use?

Answer 25

Asta Powerproject

Question 26

What were the key milestones in the programme?

Answer 26

- Commencement - Design Approval - Strip Out - Installation - Testing - Completion

Question 27

What did you put on the critical path in the programme?

Answer 27

- Existing Stone Removal - Stone Delivery - Waterproofing Completion - Stone Installation - Completion of Bucket Test

Question 28

Explain the bucket tests and how they work?

Answer 28

A bucket test works by comparing water level changes inside and outside of a bucket over a 7 day period. This will determine if there is a leak or if water loss is due to evaporation. - If the water level drops considerably more outside the bucket this indicates a leak

Question 29

What did you do on other aspects of this project to ensure quality and workmanship standards were met?

Answer 29

- Set clear standards and ensured operatives were aware of these standards - Regular inspections of work - Provided regular feedback to operatives and contracts managers - Documented findings and reviewed/signed off work at key stages

Question 30

Can you give an example of a lesson learnt on this project that you have taken onto another project?

Answer 30

I learned the importance of ensuring that samples were not only approved early but also accurately represented the final product.

Question 31

Key Issue 1: Where was the floor?

Answer 31

In the Basement

Question 32

Key Issue 1: How much did the floor cost?

Answer 32

£44,000

Question 33

Key Issue 1: When the client rejected the floor, whose risk (cost) was it?

Answer 33

The Subcontractors, GSS

Question 34

Key Issue 1: Did you search for UK suppliers?

Answer 34

Yes, there were no UK based suppliers.

Question 35

Key Issue 1: Did you search for ways to homogenise the mix? - Could the floor be laid in sections? - Could the floor have been built up further and then only relied on the top 2-3mm to contain glitter?

Answer 35

- The floor could not have been laid in sections because you would have seen joints in the floor and potential colour disparities. - The floor buildups could not be increased because we the thresholds at the doors and lift were already set.

Question 36

Key Issue 1: Why was Option C the only option?

Answer 36

Option C was the only option that satisfied both of our clients key drivers Time and Quality. - Guaranteed the desired finish and provided the swiftest solution.

Question 37

Key Issue 1: Did you consider any other options at all?

Answer 37

There were short discussions in design meetings about removal of the floor and opting for a tiled finish but the client only wanted a seamless resin finish.

Question 38

Key Issue 1: If you had wanted to control costs by Value Engineering (VE) as you state in 1.4.3 why had you not advised other approaches earlier?

Answer 38

Designers are responsible for proposing value engineering options under CDM 2015. As the project developed as the principal contractor we proposed the VE via the painted finish as a solution to the issue

Question 39

Key Issue 1: Did you or the supplier advise that the glitter may not be spread uniformly? - The distribution of stars in the night sky is random but not uniform - should you have known that the glitter would similarly not be uniform?

Answer 39

A sample was approved but it was impossible to replicate a single pour application over 41m2. Whilst we could have predicted that the glitter would not be uniform we could not predict that it would settle with patches were very little glitter appeared. As this is completely random.

Question 40

Key Issue 1: In terms of Option C why did you need a paint and glitter finish?

Answer 40

A paint and glitter finish enabled us to accurately match the approved colour in the sample, distribute glitter evenly and it also meant a build up of less than 1.5mm which worked with the tolerances that we were working with.

Question 41

Key Issue 1: Did you consider advising your client to pick a different floor aesthetic altogether?

Answer 41

No. We were acting as the Principal Contractor only and provided a solution to the issue via alternative methods.

Question 42

Key Issue 1: Who paid for this change/remediation? - Did you advise them about any methods to catch up on costs?

Answer 42

The subcontractor paid for the remediation. I advised that any cost recovery must not be to the detriment of the clients key driver of quality. I advised accelerating works with additional labour so as to overlap tasks on the programme and the resequencing of works to minimise downtime.

Question 43

Key Issue 1: Explain how the change was instructed contractually?

Answer 43

Following a verbal instruction from the architect on site I issued a CVI this was then backed by a CAI that was requested by our QS team.

Question 44

Key Issue 1: Did you advise any performance measures were instigated with the supplier and/or fitter?

Answer 44

Yes, during the remediation works I introduced a strict sign off process including accurate samples. However a key learning I took from this key issue was the importance of performance measures in helping prevent issues such as this occuring.

Question 45

Key Issue 2: Would it really take 6 months to make a decision on new stone? - Could the client not have gone with their second choice?

Answer 45

The second choice stone would be sourced internationally. The stone is sold in slabs or by the block so whislt the type of stone could have been selected obtaining enough of a high enough quality in a shorter time frame would have taken 6 months, so checking availability, quarry lead times, and shipping added to the process.

Question 46

Key Issue 2: Why did each option require the waterproofing to be re-done?

Answer 46

Where the stone was removed from the pool it removed the tanking layers with the adhesive. In order to achieve the robust long term solution the client expected we re waterproofed the base of the pool and re water tested.

Question 47

Key Issue 2: If the appearance/aesthetic was the primary driver of this key issue, why not leave the tiles as they were?

Answer 47

The original tiles could not be left as they were as the lack of expansion gaps were casuing the tiles to tent.

Question 48

Key Issue 2: Why did you advise against Option B? - What was the key reason Option B was ruled out?

Answer 48

The 10 Week delay to programme of ordering the new batch of 51 Quarella stone form italy was the main reason for Option B being ruled out. As well as the potential for the stone colours not matching.

Question 49

Key Issue 2: How did you identify/select Agua Caliente?

Answer 49

"I selected Agau Caliente due to a prior working relationshipa and the delivery of previous successful projects. This process was done inline with the RICS ethical standards for best practice. - They provided value for money - They acted in the best interest of our client - They are qualified and capable - I considered alternatives - I informed the client that Agua Caliente have a pre existing working relationship"

Question 50

Key Issue 2: Did you consider any other options, like relaying the same tiles with 6mm grout joints? (I.e spread out the 10-12mm joints every 6m)

Answer 50

This is actually exactly what we did, the wall joints were cut wider to 6mm in situ using a grinder set to a depth of 20mm, the thickness of the stone so as not to damage the waterproofing layer. The floor tiles were lifted and relaid with the addtion of a 150mm border section and 6mm grout joints. A flexible grout was selected after testing along with a silicon from a company called fugibella.

Question 51

Key Issue 2: Did you advise about any Value Engineering?

Answer 51

I did not advise on any VE as the cost was paid by the sub contractor and therefore any cost saving would not have been passed onto our client.

Question 52

Key Issue 2: Did you provide any advice regarding Procurement or tendering?

Answer 52

Given that the original subcontractor was already familiar with the site, design intent, and installation methodology, I advised the client that re-engaging them — rather than retendering — was the most efficient and provided the terms could be properly managed.

Question 53

Key Issue 2: Did you provide any advice regarding team performance?

Answer 53

I advised the team on improving coordination and accountability moving forward, including: -Clearly defined roles and responsibilities -A more robust quality assurance process -Increased supervision during installation -Improved communication protocols, including pre-start meetings with the specialist subcontractors

Question 54

Key Issue 2: Did you provide any advice regarding catching up on the delay?

Answer 54

Yes i advised: - Overlapping tasks and rescheduling tasks to make up time - Acceleration by increasing labour numbers and extended working hours.

Question 55

Key Issue 2: Did you provide any advice regarding the PEP, change control or maintaining the client brief?

Answer 55

I helped ensure that the client brief — by ensuring quality was upheld throughout. I facilitated coordination between the design team and subcontractor to reselect a robust solution.

Question 56

Key Issue 2: Did you advise the client should call on any insurances/bonds/warranties/etc from any of the suppliers or fitters?

Answer 56

No, the issue was identified early, and the subcontractor accepted responsibility for the defect. They cooperated fully in agreeing a remedial solution and carried out the replacement works at no additional cost to the client.