My Submission Flashcards
ethics
What are the five rules of conduct?
- Act with honesty and integrity
- Maintain professional competence
- Provide a good quality and diligent service
- Treat people with respect and dignity
- Act in the public interest
What are your professional obligations to the RICS?
To complete 20 hours of CPD annually, with 50% being formal.
Provide any information requested by the RICS promptly
Cooperate with the RICS
What are firms’ professional obligations to the RICS?
Provide an annual return to include;
PI Details, any complaints, type of business, nature of clients, any training and further information requested.
Provide an example of where you acted in accordance with the Five Rules of Conduct or your company’s policies.
Following the success of a previous scheme, the Contractor provided their Client with my details to offer our services. Upon discussion with the Client, I was unable to offer the services under our Professional Indemnity Insurance and so could not offer our services. I did then advise on the services we could offer as an alternate proposal.
Provide an example of where you have dealt with a conflict of interest/ ethical issues.
When certifying a valuation, the Employer advised that the value should be below a certain value in order to benefit their cashflow. As CA, I noted this was a conflict of interest and could not do that as would be acting biasedly under my appointment. I therefore advised I had to act in accordance with my scope of service as a QS and value the works fairly.
What would you do if a Contractor offered you a gift at Christmas?
I would refer to my company’s gift policy. Dependent on the value of the gift, I would either disclose this accordingly or reject the gift politely and advise why it could not be received,
How would you compile an appointment?
I would initially understand the Client brief to confirm what services are required. Once agreed, I would confirm any exclusions within this scope of service. For example, typically RPP would exclude analysis of extension of time claims. I would then agree the fee for this works. In addition, I would ensure the scope of service are covered under our PI.
I have not produced an appointment however would ensure it aligns with the RICS standard form.
How would you agree a fee proposal?
I would review the scope of service and compile and activity schedule which schedules out my roles and responsibilities, and allocate an estimated amount of time per activity times by the hourly rate to provide a lump sum. Alternatively, I would include a percentage of the contract sum, as adjusted in the FA.
What would you typically exclude from a cost plan?
Land acquisition fees, design fees, inflation, insurances, working outside of normal hours, asbestos removal, fluctuations, phasing, fees
How do you manage a new client/ a new project?
I ensure all processes are agreed with the Client prior to commencing the works. For example, I would confirm their preferences for reports such as how frequently these are required. In addition I would ensure to act professionally and provide my scope of service as agreed.
How do you issue reports to the Client?
I ensure reports are issued at the frequency agreed, I provide the information in a coherent and easy to understand manner, provide any further supporting information or narrative as required and ensure the opportunity to discuss this further is provided. For example, when issuing a tender report, I scheduled a call for the following day after the report was issued, to allow time for the Client to review this and then provide the opportunity to review the report over a teams call to present and discuss in more detail and answer any initial queries.
What do you understand communication to be?
I understand communication is the process of exchanging information and can be completed in different manners such as verbally, in writing, online over email or through other mediums.
What do you understand negotiation to be?
The process of concluding a disagreement to reach an agreement between parties.
How do you present written communication?
I ensure written communication, such as via emails, is professional, grammatically checked and issued to the correct personnel. I understand that emails can be used in court proceedings and considered written instructions and so must take care when issuing any information.
How do you manage negotiations?
I ensure to provide a professional and calm environment where all parties are allowed to present their opinions without interruption. I understand the benefit of including a mediator who is unbiased and not involved in the disagreement to manage the process.
How would you structure a progress meeting?
I would begin my ensuring all parties have met each other and undertake apologies and introductions. Following this, I would review outstanding actions from the previous meeting. Then, I would include a section for the contractors report to be delivered to include an update on programme and any issues to report or discuss and then followed by Consultant reports/ matters to pick up design issues. following this, I would provide a CA/EA report. Then, any employers matters, followed by any other business and agreeing the time and date for the next meeting.
How would you formalise verbal communciation?
If via a call or in person, I would issue an email / written communication to confirm the discussion and request that the other party, by return, confirms their agreement to the record of the conversation. If in a meeting, I would record this in the meeting minutes and circulate to all parties for their review.
can you provide an example of where you negotiated costs?
I frequently negotiate variation accounts, final accounts and tenders. For example, on a car showroom scheme there were a large number of changes and so these were reviewed and negotiated in detail to agree fair and reasonable costs for the works. I would obtain quotations for the works or alternatively carry out my own estimate and compare the two to review with the Contractor.
FA: Costs submitted by C for additional works required to complete the scheme. Omitted in initial discussions as no change under Clause 5.1 however reviewed with Client to determine fair and reasonable, reviewed costs fair and acceptable to both parties and agreed this.
What do you include in an Employers Agent Report?
On the BMW Car showroom scheme, I was responsible for both the main contract works and directs packages and so the Employers Agent report provided an update to the Employer on both. The report included key progress in the last period, activities in the coming month, any delays to report, key risk items and their owner/level of risk, outstanding information from any parties, including the employer and a general update on the direct packages i.e. timescales, works to complete etc.
What is the main Health and safety legislation?
Health and Safety at Work Act (1974)
Identifies responsibility of the Employer and Employees when at work to keep themselves and others safe.
What are the CDM Regulations?
Aim to improve health and safety in the industry by providing rules and guidance on health and safety and planning.
What is the structure of the CDM Regulations?
Introduction.
Part 1 - Commencement, interpretation and application.
Part 2 - Client duties.
Part 3 - Health & Safety Duties and Roles.
Part 4 - General requirements for all construction sites.
Part 5 - General.
How do you mitigate exposure to asbestos?
Undertake an asbestos R&D survey prior to commencing works. If asbestos is discovered, clear the area, do not disturb it, remove any clothing that may have come into contact, wash yourself and prevent further disturbance until it can be reported and the relevant action taken place
What CSCS card do you hold?
I undertook the Manager and Professionals course and have obtained a red apprentice card.
How do you reduce your risk and others, on site?
I ensure I am wearing the required PPE and have received a site induction prior to entering the building site. I report any health and safety hazards on site.
Provide an example on when you have reported on a risk to H&S at work?
I have reported on the incorrect segregation and safety of a construction site. Following sectional completion, the site was clearly divided into two where the Employer took possession. The Contractor had failed to clearly segregate the two areas which allowed staff from the other area, and the public, to enter the building site. I notified the site manager of this and ensured it was recorded via written communication to the contractor and client.
I have also advised and reported on unsafe use of equipment such as labourers using a scissor lift and wooden pallet to wark at height.
What are the main accounting documents and what are these?
Profit and loss statement - shows a company’s revenue resulting in either a profit or loss.
Balance Sheet - Shows assets and liabilities. (income vs debt)
Cashflow statement - shows a company’s incoming and outgoing expendire over a period
How would you advise a client to finance a construction project?
I would suggest numerous options to allow the Client to decide how best to proceed. These would include bank loans, grants and private company investment. In addition, on a recent scheme, the works were phased and the Client used the profit from the first phase to finance the second development and so I would also suggest this if it applied to the client.
What are the basic elements of a business plan?
A business plan will include an exec summary, a marketing summary, business description, financial plan, company structure, any objectives or goals and the financial analysis. For example, I my company’s business plan includes the main objectives which allows me to understand how I can contribute to this such as through professional development, repeat work and mitigating the cost of the scheme exceeding the agreed fee.
What are RPP’s company goals
Encourage repeat work, develop a nationwide business through an equal share of turnover across the national offices, cost positive projects that do not exceed the agreed fee, CPD and improved communication with staff.
How do you avoid conflict?
Ensure to maintain professional relationships, carry out my scope of service professionally and as agreed, keep records, carry out good management, provide solid tender and contract documentation that clearly outlines responsibility and report regularly.
How would you deal with a dispute between parties where you are administering the Contract?
I would initially aim to resolve any conflict without escalating to court proceedings. This would include creating an environment where the conflicting parties can have an open discussion in an environment where they can present their opinions without interruption. I would ensure any relevant records or information are provided to inform the discussion and aim to resolve the conflict without escalation. Failing this, I would review alternate dispute resolution processes as in the contract and with a senior colleague to advise the client accordingly.
How have you assisted in dispute resolution techniques?
Although I was not involved in any processes beyond this point, I assisted a colleague by producing a SCOTT schedule which set out the allegations in the dispute and each parties comments to assist in the proceedings.
What are the main types of dispute resolution
Mediation - third party assists in reaching an agreement to settle the dispute. Is not binding but is a low-cost solution.
Arbitration - private tribunal determines binding settlement. If applies, must be carried out as TCC may ‘stay’ litigation proceedings if not.
Adjudication - 28 day time frame where nominated adjudicator determines binding decision - court
Litigation - can always be used - legally binding court proceedings - TCC
Can you advise on types of reliable cost data
I would ascertain cost information from in-house cost data from recent tender returns, cost estimates or cost plans, or use pricing information such as SPONS or BCIS. I understand the requirement to adjust the rates accordingly, such as updating older data using Tender Price Indices on BCIS.
How does your Employer store internal data?
My Employer uses a common filing system that all QS’ use which enables greater collaboration. The data is stored and then archived once the scheme becomes historic i.e. after the 6 / 12 years have exceeded.
Cost data is also uploaded to a cost analysis storage point so it can be accessed by all employees.
How does the data protection act impact storing data
I understand that the data protection act effects how different types of data should be used and stored. I am aware that data should be used fairly, lawfully, transparently, for the purpose of its use and stored privately and securely. Therefore, if there were confidential information that should not be stored on the shared system, I would discuss this with my Client and Employer to arrange a separate platform for this to be stored.
What do you understand as diversity, inclusion and teamworking?
I understand diversity and inclusion are important in creating a fair working environment for all. I am aware that we must protect others from discrimination and treat everyone fairly without bias. Teamworking is also essential to providing a collaborative environment and progressing a project efficiently and successfully. To encourage teamworking, I have recently used platforms such a sharepoint for all information to be shared where all members of the team have access.
Can you provide an example of inclusive environments on a project?
I understand that construction projects must accommodate for all parties and ensure that the schemes result in a building that is accessible for all. I would refer designers to Approved Document M which sets out the minimum standards. I have also worked on the Yorkshire Big Build Scheme which develops and helps SEND Schools. From this, I am aware of further requirements such as sensory needs, wheelchair access, external space requirements for larger vehicles.
What is sustainability
Sustainability is the development that meets the needs of the present without compromising the future generations ability to meet their needs.
Can you provide examples of sustainability accrediation and how these can be met?
I am aware of the BREEAM accreditation and that this is based on criteria of different categories. I understand that some are mandatory and others are optional to achieve higher ratings. For example, criteria within the materials category can be met by sourcing lower-carbon materials and reducing transport required. Although I have not used them, I am also aware of different accrediations such as NEBAR’s and LEED.
What are SDG’s
SDG’s are the sustainable development goals outlined by the UN to encourage sustainability and eradicate issues such as poverty.
How can the construction industry assist in the net-zero targets?
- encourage the use of sustainable methods and materials
- improve training and skills
- retrofit existing buildings
- progress the legislation
- reduce waste
What is an elemental cost plan?
An elemental cost plan breaks down the construction works into elements to include;
substructure, superstructure, internal walls, internal finishes, FFE, Mechanical and Electrical installations, drainage and external works.
When are cost estimates and cost plans carried out
A cost estimate sets the budget and allows the Client to review the affordability of the scheme. This is produced where there is limited design information at RIBA Stage 1. A cost plan is a working document that develops with the design and sets out the target cost - this is developed between RIBA stage 2-4.
What are the types of cost estimate/plan?
Functional unit - unit x rate (i.e. nr of student beds x cost)
Floor area - GIFA x m2
Elemental - works broken into elements and quantified - quant x rate
Can you advise on factors that effect a cost plan?
The cost plan will depend on the buildings size, location and function. The cost plan will also consider any abnormals.
Cost plans should be adjusted on the above using BCIS
What is a PTE and why is it required?
The PTE is the Pre-Tender Estimate which is the final cost plan carried out based on the tender information issued to contractors. The PTE provides a document which can be used to analyse against the tender returns and also updates the Client on the most recent design and information.
What is contingency and what levels should be included?
Contingency is an allowance included within an estimate or cost plan to caveat any unforeseen increases, unknown expenses or unmitigated risk.
At RIBA stage 1-2, the design information is limited and so a higher contingency is included whereas as the design develops, the cost plan is developed in more detail so is more accurate and so contingency is not required. 5% at RIBA 2-4 10% 1-2
How do you sense check a cost plan or estimate prior to issuing to a client?
I ensure to sense check all documents issued to a Client. for example, on the industrial schemes in Harrogate, I compared the cost report to in house recent cost reports of a similar scope on a cost/sq ft basis. When doing this, I ensured to take into account any abnormals so was an equal comparison. In addition, I would review recent tender returns or check against the average costs included within spons.
What is Value Engineering and how would you conduct this process?
Value Engineering is the process of providing alternate solutions to the Employer to reduce the cost of the scheme. If a cost plan was over budget,I would suggest arranging a meeting with the design team to review the design and for any proposals to reduce the cost of the scheme to be provided and discussed. I would ensure that this does not impact the Employers key priorities or any specific requirements that were discussed in the client brief. I would also I would review any elements that stand out as expensive. and suggest these to provide proposals to the Client.
Can you provide an example of where you have assisted in a value engineering process or advised on alternate solutions?
I have reviewed different proposals to provide cost options to the client to reduce the cost, such as pre-fabricated valet bays that were manufactured off-site. These reduced the programme and cost and so the design was amended following the cost exercise.
How would you advise on proceeding if a cost plan was over budget?
I would suggest to undertake a value engineering workshop with the design team to provide proposals for areas where cost savings can be made.
How would you include prelims within a cost plan?
At early stages, I would include an allowance based on a percentage of the contract sum - usually between 10-20%.
What are the main differences between traditional JCT Contracts and the Design and Build Contracts
The main difference between traditional and D&B is the allocation of risk. Under a traditional contract, the design and risk remains with the Client but this also offers further control. Whereas, the Design and Build contract transfers all risk and responsibility of the design and construction to the contractor, thus removing some control of the quality but reducing the design risk for the Employer.
Risk: Sole point of responsibility under D&B and transferred to C whereas traditional, risk could be placed on any consultant and C
Cost: risk premium with D&B as risk allowances priced into scheme were design less detailed whereas traditional, design complete so priced accurately
More cost certainty under D&B unless any changes - under D&B priced higher
Programme: Programme length reduced on D&B as design being undertaken in tandem with construction.
Design: risk transferred to C under D&B but also E retains less control over design on D&B
Tender analysis: Easier to compare and analyse traditional as all based on exact design. Under D&B, more scope for variation of the design proposals submitted by C so more difficult to analyse submissions
What are the benefits of traditional procurement?
The client retains control over the quality and design
The client has requested your advice on which contract to use on a contract where there is minimal design complete and the aim is to start works as soon as possible? What procurement route and contract do you suggest?
I would suggest a single stage tender process on a design and build contract to obtain a cost for the construction of the works and further development of the design. This will enable enhanced collaboration and benefit from using the Contractors expertise to complete the works. In addition, this will reduce the programme as design and construction can overlap. This will also reduce the design risk for the Employer.
The client has proposed a scheme which includes small works of a simple nature. Which contract would you suggest.
I would suggest the Minor works JCT Contract. I would query whether any contractors design is required to be able to advise on whether MW with design is required.
I would confirm that the Employer is aware that this comes with less detailed contract provisions and that the Employer retains control of the design and subsequently design risk
If you were unsure on which contract to select, how would you advise a client?
I would refer to the JCT Guidance Document called ‘Deciding on the appropriate JCT Contract’ and review this depending on their requirements.
How do the mechanisms differ between traditional and D&B
Traditional contracts require the CA to cerity a payment certificate as per the contract particulars, irrespective of a contractors application in line with the dates set. Whereas, D&B payment terms are triggered by the contractors application and is contractor led.
What do you do if the Contractor fails to meet practical completion.
I would refer to the Contract to understand the mechanism required however I do understand on a D&B contract that a non-completion notice must be issued to certify that the contractor failed to meet PC. The non-completion note must be issued in order for the Client to levy damages, if he wishes.
How are provisional sums adjusted?
Provisional sums are adjusted via Instruction from the CA or EA and are omitted from the contract sum. The agreed cost is then added back in to account for the actual cost of the work.
What does Sectional Completion mean?
The works are divided into sections to phase the works, such as on a scheme in Crewe which allowed early possession to some areas. One section 1 was complete, retention was released as per the contract and making good defects complete for that section after 12 months.
What should you do if a contractor does not submit an application on a D&B job?
If the Contractor failed to submit a valuation by the due date, I would advise the Contractor of this to remind them that an application was due. Subsequently, I would advise that the due date will then become 7 days after receipt of their application. If no application was received, I would not issue a payment notice as one is not due under the contract.
What would you do if a Contractor does not submit an application on a Traditional job?
If an application is not received on the valuation date, I would ensure to undertake my own valuation of the works and issue a payment notice certifying the amount I believe due, in line with the payment dates listed in the Contract.
What are preliminaries?
Preliminaries are a group of items necessary for a contractor to complete the works but do not become part of the finished works. They also define the contract particulars which will form part of the contract documents.
What quality management processes do you undertake when issuing contract documents?
- refer to the contract document checklist that forms part of my company’s QA process;
- comp check the pricing document
- ensuring the list of drawings is correct and matches the exact drawing name.
- preliminaries and contract particulars align - Contract sum in contract and pricing doc align
- All documents signed by a senior surveyor and director
How does retention work?
Retention is a percentage of the contract sum retained by the Employer to rectify defects and other works on the basis that the contractor does not complete the works. The percentage is defined in the contract particulars - usually 3%. 50% is then released at PC with the remaining retention released, usually upon receipt of the making good defects certificate.
What is the due date for final payment?
(end of project - last payment)
one month after whichever occurs last of:
- end of rectification period
- date stated in MGD Cert
- Date of submission of the Final Statement
Provide an example of where you have certified works?
- Certifying valuations
- Certifying practical/ sectional completion
(Crewe - issued PC)
Can you provide an example of where you have advised on the impact of schedule of amendments?
Advised the Contractor of the increase to payment terms of 28 days rather than 14
Advised the Contractor of their responsibility to verify the design and take responsibility for the design pre-contract.
This further supported the Clients claim that the Contractor was not due the sums for additional groundworks required as a result of poor ground conditions
How would you advise a client if they had suggested they wished to withhold payment?
- breach of Contract
- would give the Contractor rights to terminate the Contract under Section 8.
- to pay the Contractor in line with the final date for payment listed on the payment notice
- alternatively issue a pay less notice, if there was adequate reason in line with the contract.
A Contractor is not progressing with the works and causing delays to programme, how would you proceed?
- raise my concerns over the delays to programme and query this with the Contractor & highlight this is a breach of contract.
- Understand the reason for the delays and discuss this to understand if there is cause/ any way to assist in mitigating the delays
- If the Contractor continued to fail to proceed regularly, I would issue a notice under Clause 8.4 of a D&B Contract.
- If the default continues beyond 14 days, I would seek legal advise and note to the Employer that they are able to terminate the contract after 21 days of expiry of the 14 days
What is insolvency?
The inability to pay debts. If a party becomes insolvent, the other party has a right to terminate the contract.
Please provide examples of sustainable methods and materials
pre-fabricated materials
modular building
mass timber
recycled steel
pre-fabricated steel
glass
pre-cast concrete
reduce waste
reduce transport
retrofitting
Please can you provide an example where you have advised on the design of a building?
- pre-fabricated valet bays/ traditional build based on cost, programme and more environmentally friendly
- safeguarding in a residential building - arch proposed requiring key cards to exit the stair well, I advised this could end in where someone had tailgated in and the resident could become trapped in the stair well.
- Advised on the solution for a design flaw where the duct work was below the ceiling grid line - solution was to proceed with a cupboard to provide usable space rather than boxing in.
Can you provide an example of where you have made assumptions in your cost estimates
- Trafford Centre - 2hr party walls rather than 1hr as per building regs. Included allowance for removal of existing and replacement with new screed as usually requested by tenants in AFL.
- Schemes for Lookers and assuming direct packages required based on previous schemes; new signage, furniture packages, IT allowances, surveys required etc.
If the Employer requests a significant change to the scope of works, how would you proceed/ advise
Confirm the change
Advise on any initial risks i.e. cost / programme
Discuss with Contractor
request the C prices and provide cost and programme impact to the client for instruction
Can you provide an example of where you have highlighted that the works are not in accordance with the ER’s
On BMW Crewe, there were numerous instances where the contractor had attempted to recover costs by not carrying out the works in line with the ER’s such as installing the incorrect barrier hoops.
- advised the Contractor that the installation was incorrect
- Issued an instruction for the removal of the works that were not in accordance with the contract
- ensured the rectified works were correct
What is METSEC?
METSEC is an external wall system comprising of a steel frame that is pre-fabricated and provides quick installation on site to allow the construction of other elements in tandem with the frame
What are the advantages of precast concrete?
Controlled environment - better quality control
Faster install to reduce construction programme
less susceptible to cracking
weather resistent
What are the disadvantages of precast concrete?
Requires plant and transport as is heavy
Must be handled with care as if damaged on site, must be re-manufactured
What do you understand as single stage tendering
Advantages/ disadvantages
Single stage tendering is the issue of the final tender documentation a a number of contractors, usually 4, to price. The tender returns are then provided and analysed with one contractor selected. Single stage tendering is carried out from RIBA stage 4.
- competitive tender returns based on more detailed tender information
- longer design periods required to ensure information acceptable to obtain price for the entirety of the works
What do you understand as two stage tendering?
Two stage tendering is the process of issuing the tender documents, usually where the design is not fully progressed, to obtain prices and proposals for the works. One Contractor is then selected and the scheme is progressed to complete the design process. Two stage tendering can be carried out from RIBA Stage 2.
What is open tendering?
Open tendering is the process of issuing an invitation to tender and tender documents on an open forum, through public procurement sites/ frameworks, where anyone can submit a tender.
In what situation would you suggest a two stage tender?
Schemes where the design is not fully complete
Where a D&B contract is to be used
Where the scheme would benefit from contractor/ specialist input
When would you suggest a single stage tender?
Where the Employer wishes to retain control of the design through the design stages
Where the design is complete/ developed enough to obtain a price with minimal risk inclusions
On a traditional scheme
On a D&B where the E wishes to have more control over quality
What procurement route would you suggest on a public sector scheme?
Although I have not worked on one, I would advise the Client to check their policies for procurement. I would note that open tendering or two stage would be preferable based on public procurement legislation such as PPP.
What is included within preambles/
The minimum specification / standards
What is included in an invitation to tender?
Introduction
Purpose and scope of ITT
Scope of project
key dates (tender process to appointment)
tender documents
form of contract]project team
information to be submitted as part of tender
evaluation
confirmation of intent
any assessment information
What is traditional procurement and where would you use it?
Design, bid, build
E employs a design team, tender information is issued to contractors, contractor appointed based on price, E retains control of design and C constructs works in line with Spec/Drawings.
Price certainty, transparent, competitive, comparable
No input from C on design, E risk if design errors/ not complete
Used where design complete, E wishes to retain control, smaller schemes
What is design and build procurement and where would you use it?
Contractor is responsible for the design and construction for an agreed lump-sum price
C assumes risk, quicker procurement process, price certainty
less control over design, pay premium due to risk, changes can be expensive, harder to analyse tenders
Used where design not as developed, reduce prog, E wishes to reduce risk, not as much control over design required
What is construction management and where would you use it?
Construction manager appointed by E to manage the different packages of works.
All works split into packages and tendered to receive prices - competitive. Design & construction overlap, reduce programme
No price certainty until all packages let, delivery can be challenging, requires good managing
Use where clients are experiences, hands on and working relationships are strong - can be used where aim is to reduce programme and costs but does not require price certainty
What is management contracting and where would you use it?
Design completed by design team, E employs management contractor to manage whole of the works. C appointed through tender or negotiation. Works contractors then complete the works (packages). Design can be in parallel with construction, no certainty of cost, cannot make changes that effect other packages, any gaps can cause issues.
Use when projects complex in nature but E wishes to retain control of design
Provide an example of where you have carried out a negotiated tender?
Pannal:
First phase ongoing - contractor successful
Second phase to be tendered - agreed to negotiate with same C as first phase
Obtained a price, compared to PTE and previous scheme as similar in nature.
Negotiations between Employer and C - commercial saving on the contract sum in return for an advance payment of 10%.
Both parties agreed.
How do you review contractors proposals?
I initially ensure the CP’s are compliant with the ER’s by reviewing the proposals in detail. Once satisfied, I would set out the criteria as agreed with the Employer to create a scoring system with weights assigned. I then undertake this exercise and review each proposal, assign the scores to the scoring matrix and determine the best proposal based on the highest score.
Can you provide an example of where you reviewed contractors proposals?
On a scheme in Harrogate, the Contractor had proposed programme and cost savings for different solutions to those listed in the ER’s. I ensured the overall lump sum was compliant with the ER’ and that these would be offered as savings. This was confirmed so the tender returns were analyzed on a comparable basis, and the proposals raised in the tender report to the Employer.
How would you advise on incorporating changes post-tender
I would provide the Contractor with the revised information for pricing and for any impact on programme to be raised. I would also undertake my own analysis of the changes and estimate the cost impact. Following this, I would agree the contract drawings with the Employer and Contractor to ensure all parties are aware of the contents and associated costs.
What would you include in a cost report?
Project summary (key dates)
Contract sum
Adjustments of the contract sum, as per those listed in the contract, i.e. adjustment of provisional sums, client contingency, any instructions and changes, foreseen changes.
Any fluctuations if applicable
Any deductions if applicable
cashflow (if required)
Why should costs reports be provided frequently
To regularly update the Client on forecasted/additional expenditure and estimated final account.
Informs requirement for further funding
How should provisional sums be adjusted?
Omitted from contract sum via instruction
Addition of actual cost added to contract sum as an adjustment
How do you identify different packages on a cost report
- clearly segregate the two
On BMW, all costs were included within the same board approval figure, however I adjusted each package on different tabs to clearly segregate the direct packages, main contract package and the EV works. This allowed the Client to see the adjustments for each elements, rather than overall cost for the works as a whole.
What are variable costs?
Those to be adjusted i.e. provisional sums, PC sums, quantities, dayworks
What are variations?
Changes to the Contract Documents as listed in the Contract i.e. client instructions, loss & expense, fluctuations, design fees added as result
How do you calculate and present a cashflow?
The cashflow provides an estimated cost to be invoiced each month for the duration of the project. In the first instance I would request a cashflow from the Contractor. Failing receipt of this, I would calculate an estimated forecast based on programme activities and the pricing document. On BMW Crewe, I also provided a cashflow for the directs which was calculated based on when the works would be carried out on the programme. Some requested payment upon receipt of order and so this was split accordingly on the cashflow.
How do you manage a cost report and client contingency?
Any adjustments to contingency are clearly shown on the cost report to identify the total remaining.
On a traditional job, it was agreed with the Client that it is at my discretion to use the contingency where required. On this basis, where additional unforeseen costs have been incurred, I have offset these against the contingency such as additional NPG connection expenses.
What are defined and undefined provisional sums
Defined = programme allowance included
Undefined = no allowance for programme
Can you provide examples of different quantification techniques you have used
Floor area, functional unit and elemental.
I have frequently used the elemental technique to produce cost plans and quantify works. Using this, I have measured the approximate quantities of the works required and applied rates using reliable cost data to produce a cost plan.
I am aware of how to use other methods but have not used these recently.
can you give an example of producing pricing documents?
D&B - I have produced CSA’s for numerous jobs on d&b schemes where these have been detailed or simple summaries.
Traditional - I have produced work schedules for minor works with design jobs. I am aware of the importance to ensure all items shown on the design information are reflected in the work schedules and that any elements that are contractor designed should be clearly defined.
Where would you use NRM2
I would apply NRM2 when producing bills of quantities.
Where would you use NRM1
I would use NRM1 for assistance in cost estimating and cost planning
Where would you use NRM3?
Although I would not use NRM3, I do know it should be applied when producing cost plans/estimates for maintenance works.
Can you give an example of where you have used NRM?
I have used NRM when producing cost plans for assistance in ensuring all components of an element are included within my costs. For example, ensuring that I have made allowances for mat wells that may not be shown on the drawing but will likely be required.
What pricing documents are there?
Tradtional :
With quantites - BoQ
Without quantites - Works Schedules, Specifications (+drawings)
D&B: CSA
Can you advise on the structure of your business?
We have recently become an Employee Owned Trust and so is structured by the
Employees & trust consisting of 2 employees, 2 directors, and one independent
Group Holdings - Exec board still make day to day decisions
Independent companies i.e. RPP / RPPML / RPP Asbestos
more collaborative, indirect ownership, beneficiary of annual tax free bonus’ - gov scheme
