***Ben Waterson and Lucy Reed (20.05.24) Forwarded Questions also from both

Question 1

On-line tutorial on Interview and Presentation (RICS website); Guidance for Candidates during interview
ie
Healthy?
Pan laptop
etc

Answer 1

Check out

Question 2

Presentation duration - 10min15secs (no longer)
Microphone went quiet - check this out.
Slides - size of text needs to be consistent! (later slides looked wrong!)

Answer 2

Check out
Amend

Question 3

2 assessors will ask case study questions
Chair might take role of one of the assessors if not all present (competency questions)
Supposed to be 15 mins one assessor (tech and mandatory) then 15 mins the other (tech and mandatory) -although might not follow this format.

Answer 3

Note

Question 4

Focus is on Level 3!!
Address questions at right level ie:
-if question is asking how advise - give answer on how advised/how would advise!!
-if question on give an example - give an example!!

This also demonstrates LISTENING SKILLS!!

Answer 4

Note

Question 5

Case study question:
How did you establish the Client’s drivers? (Note: this is a Level 2 question ie HOW; also focusing on Client Care)

Answer 5

I discussed with the client!!!!!!
-discussed the briefing document
-discussed the basis the contractor originally awarded.
-discussed there would be variables to cost, time, quality, and risk!!

As mentioned in the Case Study, I identified the drivers as:
i. Cost
ii. Time and Timing
iii. Quality (of execution)

Reviewed the Client’s briefing document
Reviewed the tender documentation (including price/quality scoring split, and the quality questions)
Regularly discussed aspects of the project/progress with the client and sought their views/priorities in particular instances.

Question 6

Case study question:
How did you know they were satisfied with your advise on the options provided? (Note: this again is Level 2; also focusing on Client Care)

Answer 6

Clearly presented the options, positives and negatives. Obtained confirmation they understood and agreed. Allowed any questioning and answered these. Satisfied their issues had been addressed and the appropriate action was to be taken.

From answer above, I had identified their priorities,
-Provided options based on these priorities
-Presentation in concise and clear manner with advantages and disadvantages
-Presented likelihood of achievement
-Presented recommended option with reasons
-Sought their understanding and agreement/or disagreement that the recommended option provided the best most likely outcome.
-Only proceeded once they confirmed their agreement and no other considerations were required.

Question 7

Case Study question:
How frequent were the Cabinet meetings?

Answer 7

These were infrequent and depended on the workload requiring Cabinet review:
-They could be monthly at the most frequent, or could be several months
-Next meeting at times could already be booked
-Application sometimes required by client to book an appointment

Question 8

Case Study question:
Was there a risk/did you investigate whether the tender figure remaining firm period and the frequency of Cabinet meetings posed a risk? ie could a Cabinet review be obtained within the firm cost holding period?

Answer 8

16 weeks for tender to remain firm in the Form of Tender.
(prepared before I got involved in the project), however:

-Prior to tender pack going out - client in advance has already identified a date for the Cabinet Procurement Committee, and timed so that tender returns and analysis are completed a few weeks before the sitting.
-The Client intention that once Cabinet has approved budget, works will proceed.
-Should there be difficulties there would be circa further 3 months to increase budget before firm cost lapsed. This could be tight but not unreasonable.
-Ultimately the decision would be the Client’s

Question 9

Case Study question:
What legal requirements are you aware of in relation to asbestos?

Answer 9

Control of Asbestos Regulations (CAR)

Question 10

Case Study question:
What considerations did you give in relation to the effects of trying to Terminate the contract? (open to challenge?)

Answer 10

I understood that Termination based on Frustration could be contested (no provision in contract as Frustration is covered by English Common Law - as a legally defined matter - could need legal interpretation to determine if this would be warranted)
If contested, then this could go to dispute resolution or ultimately litigation.
Costs associated:
i. legal advise and remedy costs
ii. contractor L&E costs

Question 11

Case Study question:
The ‘control methodology’ you mention in relation to Key Issue 2, Option 3: Did the Client approve this methodology? Did they understand? Did they agree?

Answer 11

In terms of what the control methodology involved:
- refer to Mock WW and JL Deck Flashcards.

Client approval - yes.
Client understand - yes.
Client agree - yes.

In reference to the above ‘yes’s:
Presented the Options
Identified Option 3 as the preferred
Went into more detail on how Option 3 would be implemented (ref Mock WW and JL Flashcards, mentioned above)
Went into detail on what would be required to bring the agreement of the new process about (no need for amendment to contract; agreement between client and contractor captured in Minutes of meetings/correspondences/exchange of shared documentation; incentive for contractor staying with new procedures as already has relationship with client on other projects (partnering incentive);

Question 12

Revisiting at end of interview is a good opportunity - but not too many!

Answer 12

Note

Question 13

Tips:
Attitude:
-view the panel as a friendly client.
-they are looking for reassuring answers

Expectations:
-good overall impression
-safe pair of hands
-protecting client and giving good advice.

Answer 13

Note

Question 14

Lucy Reed Questions (forwarded)

Question 15

CASE STUDY

Question 16

1. Please can you tell be about the construction of the building of your case study project?

Question 17

2. Please can you talk me through the risks to the project with the properties being occupied?

Question 18

3. You mention re-tendering the works - how would you do this?

Question 19

4. Define value engineering?

Question 20

5. What did you include in your tender report?

Question 21

6. How can a contract be terminated under a JCT contract?

Question 22

7. Are you aware of any upcoming changes to termination clauses in the new JCT 2024.

Question 23

8. Can you talk me through how you presented your advice on one of your key issues?.

Answer 23

Key Issue 1:

-Rang client and arranged a Teams meeting to go through the options.
-At the teams meeting, reminded the client of the problems the issue presented, and confirmed their understanding of why a resolution was required.
-Presented an excel spreadsheet with the 3 options listed and the cost, time, quality implications
-Discussed the risk in achieving each of the options.
-Finished by stating my recommended option and the reason
-Asked for their opinions/queries, and addressed these.
-Sought confirmation they wished to proceed
-Following meeting, issued email stating what was agreed and the actions that would be taken.

Question 24

ETHICS

Question 25

1. Can you give me an example of when you have acted with integrity?

Question 26

2. What are the professional obligations for RICS members?

Question 27

3. What is PI - who does it cover?

Question 28

4. What can you tell me about handling client money?

Question 29

5. Define Bribery

Question 30

6. How can a firm prevent bribery

Question 31

7. What are the penalities for bribery?

Question 32

ACCOUNTING

Question 33

1. What is a balance sheet

Question 34

2. What is turnover?

Question 35

3. Why are cashflows important?

Question 36

4. What types of cashflow do you come across?

Question 37

4. You mention companies house - what information is available on this?

Question 38

5. What is insolvency?

Question 39

CONFLICT AVOIDANCE

Question 40

1. What are the stages of adjudication?

Question 41

2. Under a JCT who is the adjudicator?

Question 42

3. What are the benefits of adjudication?

Question 43

4. Can an adjudication be appealed?

Question 44

5. What is mediation?

Question 45

6. What can you tell me about the supplemental provision for disputes in the JCT - 2024 change -

Question 46

7. How can disputes be avoided?.

Question 47

8. What is case law?

Question 48

9. Which court does construction cases take place in when it’s litigation?

Question 49

DATA MANAGEMENT

Question 50

1. What legislation regarding data management are you aware of?

Question 51

2. Tell me about a way your company manages data

Question 52

3. How long should data be stored for?

Question 53

4. What are some of the general principles of GDPR?

Question 54

5. What are the key roles of GDPR?

Question 55

SUSTAINABILITY

Question 56

1. What are the 3 pillars of sustainability

Question 57

2. How can sustainability be achieved on site?

Question 58

3. BREAAM measured?

Question 59

4. What is embodied carbon?

Question 60

5. What can you tell me about ICMS -

Answer 60

International Cost Measurement Standard.
NRM 1 can also be mapped to ICMS, a principles-based international standard that provides
consistency in classifying and analysing and presenting global construction cost data at a project,
regional, state, national or international level

Question 61

CONSTRUCTION TECH

Question 62

2. Can y ou give me an example of a section of the building regs and what it covers?

Question 63

3. What is the build up of a flat roof?

Question 64

4. Talk me through how underpinning is formed?

Question 65

5. What forms of waterproofing are you aware of in a basement?

Question 66

6. Please can you explain a time when you have advised on construction tech?

Question 67

7. List some types of foundations you are aware of

Question 68

PROCUREMENT

Question 69

1. What does the JCT Practice note cover?

Question 70

2. How are errors dealt with?

Question 71

3. What do you include in a tender pack?

Question 72

4. How do you produce prelims?

Question 73

5. Can you explain when you have advised your client on contractor selection

Question 74

6. What is a tender opening record

Question 75

7. When have you advised a client on contractors to tender to?

Question 76

8. What do you consider when choosing contractors to tender to?

Question 77

9. What are the benefits of 2 stage tendering

Question 78

10. How do yo udeal with qualifications - give an example

Question 79

11. What is quantitative analysis?

Question 80

12. What do you request to be included in a tender return

Question 81

13. What are the benefits of e-tendering

Question 82

FINANCE

Question 83

1. How do you prepare a cashflow

Question 84

2. How would you advise your cleint if over budget

Question 85

3. How do you manage contingency post contract

Question 86

4. What is final account

Question 87

5. How do you confirm final agreement of final account

Question 88

6. How often do you issue cost reports and why

Question 89

7. What key things do you cover hwen you present a cost report to a client

Question 90

CONTRACT

Question 91

1. What are the timeframes for an EOT -

Question 92

1. What is the process for verbal instructions -

Question 93

3. How do you prepare a val schedule -

Question 94

4. How do you deal with bank holideays -

Question 95

4. What is a relevant matter

Question 96

5. What is a relevant matter but not an event

Question 97

6. What is a pay less notice -

Question 98

7. Define practical completion -

Question 99

8. What is QS role under the contract -

Question 100

9. What other JCT contracts are you familiar with

Question 101

9. What other JCT contracts are you familiar with

Question 102

10. What is a CW -

Question 103

11. What are step in rights

Question 104

12. What are implied and express terms -

Question 105

13. Name 3 sectgions of a contract

Question 106

14. What are contract amendments

Question 107

Ben Waterson Questions (forwarded)

Question 108

CASE STUDY QUESTIONS

Question 109

• You mentioned your client drivers were “firstly cost, secondly timing and duration, and finally quality of works.

How did you establish these were the Client’s drivers? How did you obtain feedback that the Client was satisfied?

Question 110

• You stated “they would need to uplift their costs an additional £100k. I advised the Client the contractor’s right to increase costs and that a contract could not be entered into until the contract sum is agreed with the contractor”.

In preparing this advice, how did you assess the uplift in the cost? Was £100k reasonable?

Question 111

• On your case study project. How many times a year do the cabinet meet?

Question 112

• How long were the tender prices held for?

Question 113

• Given the timescales and the high probability of this occurrence, was any foresight applied to this issue by You as QS?

Question 114

• In key issue 1 you mention a potential uplift to the budget. Was there a risk allowance or contingency? How did you formulate your advice on the appropriate level of contingency?

Question 115

• You say the Asbestos removal was a provisional sum. What type of Asbestos survey had you obtained? What other types are there? What is the principle UK legislation when it comes to working with Asbestos? How could you de-risk this ACM removal price rather than a single large provisional sum?

Question 116

Key Issue Nr 1 – Tender Price Uplifted Before Entering into Contract

Question 117

You mention in option 2, value engineering. Could you provide a definition of value engineering?

Question 118

• As the QS are you qualified to give design advice on light fittings and floor finishes? Does your PII cover design advice?

Question 119

• In your case study: You say the end Client did not receive their new furniture. How did you obtain feedback from your Client that the VE changes were acceptable?

Question 120

Key Issue 2 – Contract Scope of Works Unsuitable

Question 121

• You say you weren’t the QS involved at the outset, but as an RICS member how did You take Responsibility for this issue once You commenced work?

Question 122

• You mention the scope of works was unsuitable. What components would you expect to find in a well-defined market ready scope.

Question 123

• Option 1 – Terminate the Contract: What is termination? You mentioned the term ‘Frustration’, what’s that in a JCT contract?

Question 124

• What are some key risks for Clients associated with Termination?

Answer 124

If found to be repudiation of contract, then contractor can claim for loss and expense as a result of the termination.
Another contractor needs to be found.
Disruption to client’s timelines/obligations.

Question 125

2.2.2.1 Option 3 – Negotiate with the Contractor to Manage the Scope of Works/ Solution

Answer 125

-Reactive process along the standard JCT mechanisms is going to be impractical.
-Collaboration and joint management is going to be required to make management efficient.
-Joint ownership of costs and programme required ie AFA document; Programme; Variations list.
-Regular meetings
-No set completion date
-No LADs
-Variation costs based on valuation rules will apply unless contractor requests Open Book process (Prime Cost basis) to agree on additional costs for variations where the contractor requires it.
-Agree as many variation costs as soon as possible.
-cannot claim for payment above the original contract sum.

Question 126

• Can you describe your negotiation strategy?

Answer 126

Before negotiation:

-Identify the problem/issue to be discussed.
-determine what solution is required
-if necessary, discuss with client if approach is acceptable
-identify likely contractor position and accommodation required.
-identify red lines and compromises that can be made.
-Have all necessary information to hand when entering the negotiation.

At negotiation:

-Be mindful of the considerations made before the negotiation
-Discuss the problem/issue
-Propose my solution
-Note the contractor’s response
-See where I can reach agreement/accommodate in accordance with my previous red lines identified.
-Reach an acceptable agreement for both parties
-Confirm an agreement has been made.
-Restate what has been agreed for final confirmation.
-Immediately after meeting confirm what was agreed in email to the contractor, and the actions which will now be taken.

Question 127

• What was the outcome of the negotiation?

Answer 127

As above.

Question 128

Conclusions

Question 129

• You said, “Adaptations and compromises may sometimes need to be made within contractual frameworks as a means to managing risk and resources”.
• Does that mean you’d agree things outside the contractual mechanisms? Are you someone who negotiates outside the contract?

Answer 129

Absolutely not.
The collaborative agreement operated inside the contract agreement - the procedure was a way for facilitating mutual agreements for cost and time within the contract conditions.

Question 130

• “Although I was not involved in the preparation of the tender documentation or the original scope of works, and the tender documentation had already been quality assured, I could have taken it upon myself to double check the veracity of the documentation”.
• If you had an identical project next week, how would you approach it differently and apply lessons learnt?

Answer 130

Get a greater understanding of how the scope of works was developed and whether this was an appropriate and accurate method of capturing the client’s requirements.

Scope was based on 1) Design Guide, 2) Condition Report based on Surveyor opinion, 3) Client validation once works had started - this would be a good method if Client and Surveyor agreed on a sound basis of what constitutes poor condition.

Question 131

Mandatory Questions (10 mins) (Approx 1 question for a level 1, 2 if a level 2 or 3 level 3)

Question 132

• Communication and negotiation

Question 133

• Can you define communication,

Question 134

• and can you explain what negotiation is.

Question 135

• Can you tell me about one negotiation strategy you’ve used and the outcome.

Question 136

• How would you define a successful negotiation?

Question 137

• Client Care

Question 138

• Level 1

Question 139

• How do you establish your Client’s drivers

Question 140

• How do you obtain feedback from your Client?

Question 141

• Level 2

Question 142

• On the Haringey project you say you highlight key information to clients. What kinds of information? What do you do if the Client doesn’t seem to understand your advice?

Question 143

• Tell me about a piece of negative feedback from a Client and how you dealt with that?

Question 144

• Sustainability

Question 145

• Define sustainability?

Question 146

• What is net zero?

Question 147

• What a the 3-pillars of sustainability?

Question 148

• What is social value. Please provide an example?

Question 149

• What’s the difference between lifecycle costs and whole life costs?

Question 150

• What is the difference between carbon in use and embodied carbon?

Question 151

• Data management

Question 152

• What is GDPR?

Question 153

• Who owns you personal data?

Answer 153

No-one ‘owns’ the data. The data must be managed according to law and regulations.

Question 154

• What steps do you take to protect Client’s data?

Question 155

• Business planning

Question 156

• Level 1

Question 157

• You mention Strengths, Weaknesses, opportunities, & threats? Can you give me an example of an threat in Your Firm’s current business plan, and an opportunity?

Question 158

• What other things would you expect to see in a business plan?

Question 159

• What’s profitability? What procedures does you company adopt to ensure they are profitable?

Question 160

• What would you expect to see in a profit and loss account/ and in a balance sheet?

Question 161

• What is a cashflow?

Question 162

• What objectives are in your Firms current business plan?

Question 163

Technical (10 mins) (3 questions per competency)

Question 164

• Contract practice

Question 165

• Level 1

Question 166

• In common law what conditions must be met to form a contract?

Question 167

• How do you define practical completion?

Question 168

• What are some key principles of the NEC contract?

Question 169

• Level 2

Question 170

• What things do you consider in selecting the appropriate JCT contract?

Question 171

• In the JCT what things need to be in place before deducting liquidated damages?

Question 172

• What’s the general principle in deciding the appropriate level of LAD’s?

Question 173

• Level 3

Question 174

• On the British Museum Project, What things do you consider when formulating your advice in selecting the appropriate JCT contract?

Question 175

• On the South Dock project what things did you consider when recommending partial possession? Did this advice have any impact on the way the site was insured?

Question 176

• Design economics & cost planning

Question 177

• Level 1

Question 178

• When you are estimating, How do you know the appropriate cost adjustments for date and location?

Question 179

• Level 2

Question 180

• How do you establish the appropriate level of Preliminaries?

Question 181

• If a tendered Preliminaries was very low what could this indicate?

Answer 181

Tenderer doesn’t understand the operational requirements/methodologies.

Question 182

• Level 3

Question 183

• On the British Hirayama Project can you provide some examples of the VE you advised?

Question 184

• Arre there any areas or situations where you would not recommend value engineering?

Question 185

• Quantification & costing

Question 186

• Level 1

Question 187

• What is the difference between the structure of NRM 1 and NRM 2? What are the common applications of each?

Question 188

• Where do you obtain cost data?

Question 189

• How do you know what’s a Variation in JCT? What’s your definition?

Answer 189

Alterations or modifications …..design, quality, quantity, conditions of working.

Question 190

• Level 2

Question 191

• On St Monica’s Church Hall where did you obtain your obtain cost data?

Question 192

• On the Peabody project you mentioned that you measured the works on site. How did you assess the appropriate rates?

Question 193

• Level 3

Question 194

• On the British Museum you mentioned an EOT was made at Final Account Stage. In a JCT unamended When should a contractor make their EOT claim? Was this a ‘relevant event’? What’s a ‘relevant matter’?

Question 195

Optional competencies

Question 196

• Risk management

Question 197

• Level 1

Question 198

• What’s a monte carlo simulation?

Answer 198

Probabilistic technique for uncertainty
Based on input variables
Calculates probabilities and distributions
Repeated 1000 times

Question 199

• What are some common ways to manage risk at a project level?

Question 200

• Level 2

Question 201

• On the Haringey Firemen’s Cottages; How did you select an appropriate level of contingency?

Question 202

• On the Peabody project, you say a key operational risk was management of residents. What control measures did you select?

Answer 202

-Contractor to identify and accommodate individual client needs.
-Develop relationships with residents
-Provide contact details to raise concerns.
-Have a point of contact to interface between residents/contractor/client.
-Have management contingency plans in place to accommodate changes to programme.

Question 203

• As an RICS member where would you look for guidance on the management of Risk?

Answer 203

Guidance Note: Management of Risk

Question 204

• On your case study project you mentioned the Asbestos removal was a provisional sum. What kind Defined or Undefined? What’s the difference.

Question 205

General Ethics Questions

Question 206

Why do you want to be a member of RICS?

Question 207

What is RICS requirement for CPD for members?

Question 208

What’s the difference between formal & informal?

Question 209

What are 2 policies in your firms complaints handling procedure?

Question 210

What is PII insurance. Who does it protect?

Question 211

Can you name one rule of conduct? Give some examples of how you reflect the RICS ethical standards in your work

Question 212

Can you give me an example as a QS when you have been offered a gift and what you did?

Question 213

What’s the difference between a guidance note and a professional statement?

Question 214

Following the recommendations of the Birchard report can you tell me one positive change and one thing RICS could do better?

Question 215

What is confidentiality?

Question 216

Imagine I’m the Contractor on your case study project and I’d like to invite you to see Tottenham Hot Spurs Play. Explain the factors influencing
your decision?

Question 217

What would you do if your Client said they had received a poor service?

Question 218

What if your Client wanted to pay in Cash?

Question 219

How do you know if your CPD is formal or informal? (RICS decision tree

Question 220

What is a conflict of interest. Can you provide and example?