Level 2 Flashcards
(19 cards)
Tell me about an example of when you have produced a brief.
-Understanding the client’s objectives, including energy efficiency, modernisation, and compliance.
-Conducting a site survey to assess the building’s condition.
-Defining the scope of works, including M&E upgrades, interior refurbishment, and common areas.
-Preparing a phased programme to minimise disruption to tenants.
-Outlining budget estimates, timescales, and risk management measures.
-Ensuring regulatory compliance (planning, fire safety, accessibility).
-The brief guided the tender process and set the framework for successful project delivery.
What is a lesson that you have learnt from a project brief after a project has completed?
Brief underestimated the extent of hidden defects, particularly with existing building services and substructures. Include more detailed preliminary investigations in the brief (e.g. opening-up works, intrusive surveys), especially for older buildings.
How have you ensured that your client is agreeable to your proposed brief?
-Engage early to understand their goals and constraints
-Draft a clear, tailored brief reflecting their needs
-Present and review it collaboratively, encouraging feedback
-Revise as needed and seek formal sign-off
Tell me about how you have analysed gathered information/data for a brief.
I analysed data from site surveys, resident feedback, budget benchmarks, and regulatory requirements to inform a realistic and compliant refurbishment brief.
Tell me about your experience of programming or phasing the stages of development.
I phased a school refurbishment by scheduling major works during holidays and using out-of-hours for smaller tasks during term time. Close coordination with the school and regular progress reviews ensured the project ran smoothly, with minimal disruption to school activities
Tell me about when you have produced a risk analysis.
school refurbishment, I produced a risk analysis that identified risks such as disruption to school activities, exposure to dust, and safety concerns around children. I implemented mitigation strategies like dust control, out-of-hours work, and clear signage. The risk register and safety plan ensured minimal disruption and a safe environment throughout the project.
What do you advise to clients about the process of debrief after a project is complete?
Successful project debrief includes:
-Pre-debrief preparation: Gather documentation and review goals.
-Debrief meeting: Review outcomes, challenges, and communication.
-Lessons learned: Identify what worked well and areas for improvement.
-Document findings: Summarize key insights in a report.
-Celebrate successes: Acknowledge team achievements.
-Action items: Plan improvements for future projects.
How have you prepared an outline business case stating the client’s required cost time and performance/quality expectations?
When preparing an Outline Business Case in line with the RIBA Plan of Work (Stages 1–2), the process includes:
*Client Brief Development
Gather cost, time, and quality expectations through consultation.
Create an Initial Project Brief.
*Cost Expectations
Develop an early cost estimate with a quantity surveyor.
Include construction, fees, contingency, and lifecycle costs.
*Time Expectations
Outline key milestones and a high-level programme.
Align with planning, procurement, and operational needs.
*Performance/Quality Expectations
Define technical and functional requirements.
Include sustainability, compliance, and usability goals.
*Options Appraisal
Evaluate design/delivery options against client priorities.
Recommend the best value solution.
*Finalise the OBC Document
Include strategic fit, brief, cost/time/quality targets, risk summary, and next steps.
Review and agree with the client before moving to RIBA Stage 3.
How have you established success measurement criteria and benefits of the project to the client?
To measure success and define project benefits, I:
*Engaged with the client to understand their goals and priorities.
*Set clear success criteria across cost, time, quality, sustainability, and user experience.
*Mapped project outcomes to client benefits, such as operational efficiency, compliance, and long-term value.
*Documented everything in a Benefits Realisation Plan, with clear metrics and responsibilities.
*Agreed on review points to monitor performance and confirm benefits are delivered.
How have you dealt with known project risks constraints and interfaces?
Managing Project Risks, Constraints, and Interfaces
*Identified risks early through workshops and maintained a risk register.
*Managed constraints by embedding planning, legal, and site limitations into the brief and programme.
*Coordinated interfaces between design teams and systems with structured reviews and clear roles.
*Monitored and mitigated risks with regular updates, contingency planning, and scenario analysis.
*Maintained clear communication and escalation routes for proactive risk management.
How have you developed an Outline Project Plan?
Summary: Developing an Outline Project Plan for a Refurbishment Project
-Defined objectives and scope with the client, considering operational constraints and key deliverables.
-Scheduled early surveys (e.g. condition, asbestos) to inform design.
-Built a high-level programme aligned with RIBA stages, including any enabling or phased works.
-Identified risks and constraints, such as working in occupied buildings and unknown conditions.
-Mapped team roles and communication, ensuring clear decision-making and stakeholder input.
-Planned phasing and access where sites remained operational during works.
-Documented the plan using a Gantt chart and supporting narrative.
How have you implemented clear procedures for managing changes to the client’s brief?
-Established a formal change control process early in the project.
-Documented the original brief to use as a clear baseline.
-Logged all change requests using a structured form and change register.
-Assessed impacts on cost, time, and quality before seeking approval.
-Obtained formal client sign-off before implementing any change.
-Updated project documents and informed the team after approval to maintain clarity and control.
Millbrook - How did you identify stakeholders of the project? What was the outcome of your weekly meetings? Can you talk me through some of the risks that were identified? Choosing one of them how was these mitigated and resolved?
Stakeholders:
-Reviewed the project brief and visited the site to understand operational and physical interfaces.
-Categorised stakeholders into groups: client, end users, design team, authorities, support services, and neighbours.
-Used tools like a stakeholder matrix and RACI chart to assess influence and define engagement levels.
-Engaged key stakeholders early (e.g. modular suppliers, IT, facilities) to avoid delays and ensure smooth integration.
Meetings:
-Tracked progress of off-site fabrication and on-site works.
-Coordinated teams to resolve service connections and delivery logistics.
-Updated risks and resolved issues like access and weather delays.
-Managed design changes with clear approvals and impact reviews.
-Recorded actions and decisions to maintain accountability and momentum.
Risks:
5. Health and Safety in Live Environment - Craning in the units had to be carried during the weekend when the school were off to reduce the impact on occupants.
Millbrook - What program development tool did you utilise? What is the critical path?
Microsoft Project
-To create Gantt charts, define task dependencies, and allocate durations/resources.
-Enabled easy identification of the critical path, slippage alerts, and timeline forecasts.
Critical Path
The critical path is the sequence of tasks that must be completed on time for the overall project to finish on schedule.
-Enabling works
-Delivery logistics and craning schedule
Millbrook - What was the contents of your feasibility study? What did this outline and recommend?
Executive Summary – Key findings and recommendation to proceed or not.
Site & Building Assessment – Reviewed access, condition, and suitability for modular units.
Technical Feasibility – Checked structural and M&E compatibility, fire and acoustic performance.
Programme Viability – Compared modular vs traditional timelines.
Cost Feasibility – Provided outline cost estimate with allowances.
Planning & Compliance – Reviewed planning, Building Regulations, and fire safety needs.
Stakeholder Impact – Considered user disruption and communication needs.
Risk Assessment – Identified key risks and mitigation strategies.
Recommendation – Advised on project viability and next steps.
Tell me about your understanding of the CDM Regulations 2015.
Duty Holders
Client - Ensure H&S, ensure sufficient time & resources for the project
Principal Design - manage h&s pre-construction phase, co-ordinate activities, prepare and update h&s file
Principal Contractor - manage h&s during contruction phase, CPP
Key Documents
PCI
Health & Safety File
CPP
When do projects need to be notified?
*Project Duration Exceeds 30 Days
The project involves more than 20 workers working at the same time or 30 working days or more.
Example: If a construction project will last more than 30 days and involve 20 or more workers on-site at any given time, it must be notified.
*Project Involves More Than 500 Person-Days of Work
If the project is expected to involve more than 500 person-days of work (i.e., 500 days of work in total for all workers involved across the project).
Example: A project with 5 workers working for 100 days would require notification (500 person-days).
In which RICS guidance can you find guidance on project briefs?
Black Book which is currently under review and provides best practice throughout the construction project life cycle.
What are the key considerations when appointing designers/contractors?
Skills, Knowledge & experience
