Case Study

Question 1

Please describe what the feasibility evaluation process looked like?

Answer 1

When I first become involved in the project 7 concept options had been developed by the architect ranging from minimal impact to high impact. Key objectives (outside of regulatory requirement) included:

1) Dealing with existing ACMs
2) Dealing with M&E equipment past its design life
3) Improving passenger flow and experience
4) Improving operational efficiency

I chaired several workshops and monthly progress meetings to gain the input of the various airport stakeholders (directors, security team, terminal operations, IT, PRM, commercial, marketing etc.).

Stage report produced at each RIBA Stage 1 - 4 and client approval received.

Question 2

What were the different types of asbestos encountered on this project?

Answer 2

1) Asbestos insulation board
2) Asbestos sprayed coating on soffit
3) Asbestos lagging

All licenced work.

Question 3

How are different types of asbestos dealt with?

Answer 3

In accordance with the Control of Asbestos Regulations 2012:

1) Asbestos consultant undertook R&D surveys
2) Asbestos consultant developed scope of asbestos removals
3) Licensed asbestos removal contractor (LARC) (HSE licensed contractor) appointed as part of the WS1 contract
4) ASB5 form submitted 2 weeks prior to works
5) Air monitoring by independent monitor
6) Polythene enclosures with smoke tests and air lock
7) Quilling

Question 4

How were you able to maintain airport operations?

Answer 4

● Through RIBA stages 1 - 4 I developed phasing plans with temporary hoarding with the client and PD. These plans were included in the ITT.
● I prepared quality questions requiring contractors to outline their proposed methods of maintaining airport operations
● Weekly planning meetings
● Moving of hoarding in line with phasing plans
● CWL marketing teams were aware of the project so could provide social media warning to passengers

Question 5

What was the communication process to notify airport management / stakeholders of the ongoing works?

Answer 5

● Weekly planning meetings
● Monthly project manager’s report, presented at progress meetings

Question 6

What M&E Infrastructure was replaced within WS1?

Answer 6

● Replacement of an air handling unit, new MVHR, ducting, diffusers (HVAC)
● Replacement of main switchboard (LV panel)
● Replacement of lighting, new small power, fire detection

Question 7

What is an AHU?

Answer 7

A device used to regulate and circulate air as part of a heating, ventilating, and air-conditioning system.

Question 8

What is an MVHR?

Answer 8

Mechanical Ventilation with Heat Recovery - a system that reduces energy usage by transferring heat into fresh air.

1) Draws in fresh air from the outside and filters it
2) Extracts stale air from he space
3) Transfers heat from the outgoing stale air into the incoming fresh air

Question 9

Within WS1, what type of lift access was provided?

Answer 9

There was an existing lift shaft from ground to second floor, however the lift was only configured to go to the first floor as there was not access route from the second floor (plant room in the way). Once a new corridor was constructed through the plant room (following removal of the AHU, the lift was reconfigured so that that it went to the second floor also (using access card only).

Question 10

Describe you’re approach to producing the master programme?

Answer 10

● I created an outline programme during the feasibility stage (RIBA 1) and developed this through the RIBA stages.
● I created the programme in MS Project, ensuring tasks were linked with suitable logic, so that any changes would automatically adjust predecessor tasks.
● I colour coded the different stakeholders and added a legend to ensure responsibilities were clear.
● When the contractors were appointed I incorporated their contract programmes into my master programme.
● I updated the master programme during weekly planning meetings.

Question 11

How did you maintain the programme?

Answer 11

● I created an outline programme during the feasibility stage (RIBA 1) and developed this through the RIBA stages.
● If changes occurred in the contract programmes I amended the master programme accordingly.
● I updated the master programme in weekly planning meetings to reflect progress and any anticipated changes to planned activities.

Question 12

You were responsible for financial / programme and progress reporting - what were the main heading in these reports?

Answer 12

1) Introduction
2) Programme and progress
3) Financial
4) Change
5) Risk
6) Photos

Question 13

Please describe what your tender evaluation process looked like?

Answer 13

● Evaluated based on the tender scoring matrix included in the ITT
● Issued the scoring matrix and quality question responses to the scoring panel
● Held and tender consensus meeting chaired by my MD
● Inputted the consensus scores and commercial submissions into the tender scoring matrix
● Prepared a tender report

Question 14

How many tenderers submitted a tender for WS1?

Answer 14

● BECT
● Carter Lauren

Question 15

How many tenderers submitted a tender for WS2?

Answer 15

● Leidos
● Nuctech
● Rapiscan

Question 16

How many tenderers submitted a tender for WS3?

Answer 16

● BECT
●

Question 17

What was the price and quality weighting for each WS and why?

Answer 17

WS1 - Price 60%, Quality - 40%. Restricted tender list based on competence therefore price a bigger factor.
WS2 - Price 70%, Quality - 30%. Restricted tender list based on competence therefore price a bigger factor.
WS3 - Price 60%, Quality - 40%. Restricted tender list based on competence therefore price a bigger factor.

Question 18

What quality questions did you ask for WS1 and WS3?

Answer 18

● Method Statement
● Programme
● Organisational Structure and Curriculum Vitae
● Case Studies

Question 19

What quality questions did you ask for WS2?

Answer 19

● Simulations
● Warranty Aftersales Care and Support
● Commissioning and Training
● Programme

Question 20

What was Included within your ITT documentation?

Answer 20

● Instructions to Tenderers incl tender deliverables
● Form of Agreement and Contract
● Works Information
● Specifications (building works, ACM removal, mechanical and electrical)
● Site information
● Activity Schedule submission template
● Quality questions submission template
● Tender checklist
● Tender scoring matrix
● Phasing Plan
● PCI
● Cardiff Airport Contractor Guide

Question 21

What was you’re approach to preparing the construction contracts?

Answer 21

● Utilised the contract documents included in the ITTs
● Used the Contract Data Part Two submitted by the contractor
● ITT requested tenderers submit any comments on the contract and these were openly discussed (e.g. retention changed from 5% to 3%)

Question 22

Were any amendments included to the standard contract? If so what impact did they have?

Answer 22

Z clauses for:

● Provisional sums
● CASLO
● Cardiff Airport airside passes
● H&S file information to be issued prior to completion certificate
● PWDD = % completion of activities

Question 23

Please explain the change / programme management process that you were responsible for?

Answer 23

In accordance with the NEC contract:

● Issue PMIs and notify CEs
● Assess CEs and respond within 2 weeks
● CEs assessed as change to defined cost before dividing date and forecast of change to defined cost after the dividing date and the fee

Question 24

How is defined cost calculated in NEC?

Answer 24

Using the schedule of costs components:

1) People
2) Equipment (not part of the works)
3) Plant and materials (used in the works)
4) Charges
5) Manufacture and fabrication

Question 25

How does good change management benefit the project?

Answer 25

● Ensures the client gets the end product they want ● Ensures contractors are fairly compensated for the work they do ● Ensures good working relationship is maintained ● The early and more proactively changes are made the less cost impact

Question 26

How are assessments (payments) made under NEC3 Option A?

Answer 26

● AfPs submitted at intervals stated in the contract data based on the AS ● Amount due = PWDD - retention ● PM certifies the payment within 1 week ● Payment made within 3 weeks of assessment date (YUK2) unless different date stated in CD

Question 27

Why was IET MF/1 used on WS2 as opposed to NEC3 Option A?

Answer 27

Due to clauses specific to M&E e.g. factory acceptance tests, Site acceptance tests.

Question 28

What was your approach to developing the procurement strategy?

Answer 28

● Liaised with the client to understand their priorities ● Used the procurement strategy template I had created providing the options available ● Produce a draft PS and ran through with the client explaining the reasoning for my advise ● Issued to the client for approval

Question 29

What factors did you consider when developing the procurement strategy?

Answer 29

● Client / project analysis ● Risk ● Client priorities (finite budget, fixed completion date, required quality) ● Design - complexity, level of client control, cost / programme certainty ● Market analysis - capacity / capability

Question 30

Regarding Option 1, did you check with any contractors If they would be willing to offer a fixed price?

Answer 30

Yes - suggested that they would be able to offer a fixed price for the first phase of works but would want cost reimbursable / target cost for the whole works.

Question 31

What was the programme Impact of adopting option 2 rather than option 1?

Answer 31

Reduced pressure on the programme by continuing with building works.

Question 32

Given there was an Issue with the security equipment, could you have approached the regulatory body with a view to extending the deadline as this was an issue outside of your control?

Answer 32

Yes, CWL and the security equipment contractor liased with the DfT and CAA throughout the delay and an alleviation to January 2025 was granted.

Question 33

If there was no timescale given for the fault with the equipment to be resolved, what risk was there that various packages were completed far too in advance of the equipment arriving on site?

Answer 33

Potential risk, however this would have been a reduced risk than stopping straight away as at least more work would have been completed.

Question 34

What was included in your 'detailed week by week planning'?

Answer 34

● Weekly planning meeting focused on the master programme ● Included things such as security passes and required escorting, works activities and any impact on passengers e.g. noises or smells

Question 35

What is the importance of issuing meeting minutes?

Answer 35

● Very important as it provides an audit trail of the discussions and agreements made. ● Can also be used as defense in claims for negligence.

Question 36

What is the purpose of liquidated damages?

Answer 36

To compensate the party for losses incurred.

Question 37

How was the damages amount calculated?

Answer 37

Based on the anticipated prelims cost of the building works contract - established using the cost plan based on NRM1.

Question 38

What other factors led to the delay - why was the WS2 supplier not entirely at fault?

Answer 38

Issue with a component in manufacturing in the US.

Question 39

What grounds would the WS2 supplier have for going to dispute resolution?

Answer 39

I do not believe they had any grounds to go to dispute, however their claims were not factual based on the contract and they had poor records. The client was keen to reach a settlement.

Question 40

What would you do differently next time?

Answer 40

Have better

Question 41

How did you act ethically?

Answer 41

Acted with honesty and integrity at all times e.g. building contractor was not very contractual so I ensured they received their entitlement in terms f compensation.

Question 42

What were your key achievements?

Answer 42

● Maintaining airport operations ● Securing £345k of LDs ● Maintaining a strong cohesion between all parties and a collaborative working ethos

Question 43

What was considered in terms of fire safety?

Answer 43

● A fire consultant was appointed under the M&E designer ● The airport's existing fire strategy was reviewed and updated ● A drawing showing the fire exits, maximum distances and occupancy was produce in collaboration with the registered building officer ● Fire compartmentation (fire rated walls and doors and duct dampers) was incorporated ● Void detection installed where ceiling voids were more than 800mm ● Fire detection and connection to fire alarm system was included in the M&E design

Question 44

What was the specification / requirement of the security equipment?

Answer 44

● Must be regulatory compliant ● Must meet throughput of 180 passengers per hour for each lane (720 total) ● Uninterruptible power supply of 30 minutes minimum ● Staff training - operator, supervisor, train the trainer ● Corrective maintenance and preventative maintenance

Question 45

What were the sections of the NEC building contract?

Answer 45

Section 1 - Area by Greggs Section 2 - Security checkpoint Section 3 - WS3 Works Section 4 - Works following delivery of security equipment

Question 46

What are the possession and completion provisions of the NEC contract?

Answer 46

● Contractor has access to the site rather than possession. ● Employer takes over the works not later than 2 weeks after completion. ● Employer can take over parts of the works when he begins to use it - PM certifies the date and extent of works that have been taken over within 1 week. ● PM certifies completion with 1 week.

Question 47

What were the milestones and associated payment for the security equipment?

Answer 47

● Contract award - 50% ● Delivery of all security equipment - 20% ● Operation of lanes 1, 2 and 3 - 15% ● Operation of Lane 4 - 5% ● Removal of existing security equipment - 5% ● Issue taking over certificate - 5%

Question 48

What are the possession and completion provisions of the MF/1 contract?

Answer 48

● Engineer attends SATs and is signed off ● Engineer issues a taking-over certificate following completion of each section (following the tests on completion (SATs)).

Question 49

What was the final account of the Cardiff Airport project?

Answer 49

Building Works - £6.7m Security Equipment - £2.2m Professional Fees - £800k Total = £9.7m

Question 50

What provisional sums did you include within the Cardiff Airport building contract?

Answer 50

● ACM removal within Caffi Cwtch, Burger King and BOH areas subject to R&D survey - £110k ● ACM removal in second floor plantroom ● Employer's Contingency - £250k

Question 51

What sections were included in your Cardiff Airport procurement strategy?

Answer 51

● Introduction ● Progress to date (feasibility and design) ● Project Analysis (Client objectives / constraints / market analysis) ● Legislation (Public contracts regulations) ● Works Packaging ● Procurement Route ● Tendering Strategy ● Contract Strategy ● Summary of Recommendations

Question 52

What options did you have in the Cardiff Airport Procurement Strategy?

Answer 52

● Works packaging - single or multiple ● Procurement Route - traditional, D&B ● Tendering strategy - restricted, open ● Contract strategy - fixed price / cost reimbursable / forms of contract

Question 53

Why did you chose NEC for the Cardiff Airport building works?

Answer 53

● Proactive and collaborative mechanisms e.g. early warnings, programme submissions, agreeing CEs as they happen ● Familiarity of myself and contractors ● Option A - defined scope and cost certainty

Question 54

How did you effectively deal with the security equipment delay and secure the LDs?

Answer 54

● I tracked the LDs accumulated, informing the Client of the latest figure periodically, and ensured the WS2 contractor remained aware of the LDs accumulating. ● Through email exchanges I stayed professional and factual references the contractual mechanisms and checking responses with the client and my MD ● Held a meeting having discussed ZOPA with the client, stayed professional ● Security equipment contractor made offers of £235k, £315k and finally £345k

Question 55

Why did you not pursue the full LDs if the contractor was fully culpable?

Answer 55

● The client was keen to reach a settlement ● LDs are meant to provide compensation for losses, rather than being a penalty, therefor I considered it fair as the building works costs were covered ● To mitigate risk on the programme

Question 56

What was the critical path of the project?

Answer 56

1) ACM removal 2) Demolitions 3) M&E installations 4) Security equipment 5) Removal of existing security equipment 6) Work where security equipment removed

Question 57

How did you prepare the cost plan for Cardiff Airport?

Answer 57

Using the principles of NRM1 (Order of cost estimating): 1) Facilitating works 2) Building works (substructure, superstructure, internal finishes, FF&E, services, prefabricated buildings, work to existing buildings, external works) 3) Preliminaries 4) OH&P 5) Professional fees 6) Other costs 7) Risk allowances 8) Tender inflation estimate 9) Construction inflation estimate 10) VAT