Case Study Level 2 Flashcards
How did you calculate the IPMS2 measure? Or how did you satisfy yourself the measures were correct if undertaken by others?
The measures are undertaken by the Client’s Estate’s Management Team and stored within a client’s database.
It was agreed I would check measures for each store upon receipt of the tenders based on desktop drawings. I calculated this by measuring to the internal dominant face of walls, including columns. I ensured mezzanine measures where from internal dominant face to inner face of balustrades. I ensured mezzanines were also stated separately.
You mention funding having been obtained before your start, does this mean the budget was also set (based on available funds or did that happen afterwards)?
Yes, for the closure stores the budget had been set based on available funds.
Did you appraise the Estate Manager’s scope of work for completeness?
Yes, I did. I did this as part of my solution to key issue 1.
This involved re-focusing on the functional requirement of the scope - which was to only complete what was outlined by the lease as per the client’s quality objective.
How did you propose to transfer minor variables under Design Development Risk?
I proposed to define minor variables within the tender documentation as items which are found in a typical store but can vary in quantity or volume. For example, debris or rubbish in un-used meeting rooms or stock areas which needed to be cleared. The contractor would take on the risk of this flux within their fixed price, as a win-some loose-some approach in relation to these items.
That said, I planned to define some abnormals as exclusions from the fixed costs. For example, asbestos and refrigeration units. These were to be reviewed on a store by store basis.
How long did you determine it would take for the regional competitive tender?
I determined a timeline of 6 weeks from preparing tender documentation through to award
1 week - preparing tender documentation
3 week - tendering period
2 week - tender analysis period
How did you allocate the stores to the contractors on the closure stores?
I carried out a correlative exercise between the contractors workforce and store locations.
The client had grouped the stores into 9 regions. I reviewed the contractors workforce base and allocated based on proximity.
How many contractors bid for each individual store, based upon a split geographical location?
My chosen solution did not involve a bidding process. The contractors were directly allocated based on their geographical location.
How did the client allocate the receiving stores across the 4 contractors?
The 4 contractors were client approved contractors who carried out standalone pharmacy refit projects for the client already.
The client allocated them by calling them off from the framework contract as the contractors had experience in this type of work
How were you able to determine that the budget would only cover 37% of the programme? What checks did you do to satisfy yourself that this was correct?
The client shared the list of stores with the nominal budgets they had planned to set. I took the total budget they planned to set for the programme of stores - this was circa £7.7M.
Based on an average of £63K per store, the £7.7M would only be able to accommodate 122 stores - 37% of the remaining programme of stores.
I caveated this to the client that this was based on data for only 3% of the programme and without confirmed scopes set for the remaining stores.
