Case Study - SPA Flashcards
When taking over the project what was needed first leadership or management
Leadership to take control of the project
By what methods did you use to analysise the problems you inherited on the project in order to decide which to tackle first?
I made a list of the important items, assessed their status, considered the impact for each item, and decided on priority in line with the tender programme
What method did you use to assess the capacities of each of your staff?
Discussion on their previous experience for individual items as well as Q&A on how they would approach them
At the staff assessment stage what was your management style?
I used an autocratic style to make quick decisions based on my discussions and assessments
Do you consider meeting with the individual members leadership or management?
I consider this management as I was essentially controlling the staff and their roles
What was your contingency plan in one or more of your sub-contractors and not wanted to work?
Initially to go back to those that tendered for the works and determine if any suitable contractors would be willing to take on the work
What was JCT’s advice about COVID at the time and did it vary over the life of the project
That ceasing works could be a breach of contract and that the primary consideration should be the H&S of the workforce and general public. All parties should discuss and agree on how the project should be dealt with within the parameters of the contract. Also to follow the CLC’s SOP. Initially could be considered as a relevant event but not for projects tendered after Covid
Did you consider the need to apply for an extension in time if so on what contractual basis would such a claim be made?
EoT would have to be considered if the virus caused a shortage of labour or materials, or delay caused by compliance with the SOP. It would be on the basis of being a Relevant Event
How often did you review your construction plan?
Approximately every 1-2 weeks or after any significant event such as a delay in procurement or material delivery
Although you met frequently with your commercial manger to review the budget what was the day to day control
The commercial manager was based on site in the same office so frequent discussions were had on a daily basis
What was your actual involvement with the financial control?
The CM was responsible for obtaining tender costs but meetings were had to agree that a contractor was suitable from a performance and cost point of view
What “flag” did you have in place to give you warning of high expenditure items
The CM was to advise me if anything was likely to be excessively over budget
You refer to government guidance can you name 2 of the pieces of legislation when dealing with covid?
Not specifically. There was guidance on procurement policy and on responsible contractual behaviour in the performance and enforcement of contracts impacted by the Covid-19 emergency
You refer to the UK Government, Public Health England, and the Construction Leadership Council’s Site Operating Procedures- can you describe to me 2 of the measures in that document but not mentioned in your case study.
- Social distancing measures such as reducing the number of workers involved in each task or traveling to site together.
- Stopping non-essential visitors
How did you manage the design team?
By giving them target dates and frequent virtual meetings
