CA Presentation - Q&A Flashcards
What is the difference between CAT A and CAT B?
CAT A & CAT B are classifications of fitouts.
CAT A is generally completed by landlords or developers to prepare a basic canvas for tenant occupation. It would include things like the installation of RAF, M&E services, fire and protection services, basic floor, wall and ceiling finishes.
CAT B on the other hand is a tailor made space for a tenant with features such as feature lighting, joinery, IT & AV equipment, furniture, custom finishes and branding.
Shell & Core – first stage of a building fitout and involves the basic structure of the building i.e. the “shell”. Includes things like the lift shafts and staircores, etc. sometimes RAF, ceilings can be installed as part of shell and core so important to check whats included.
What is the difference between the Yellow and Blue Form?
Yellow Form - Is a standard RIAI contract “with quantities” used where the work is designed prior to contract and a BOQ has been prepared. This is a measurable contract where the contractor takes risk on price, the employer bears risk of errors in the BOQ.
Blue Form on the other hand is “without” quantities where a detailed BoQ may not have been prepared. It is not a remeasurable contract, so the contractor bears the risk on quantities.
Why was the Blue Form chosen for Phase 3?
Blue form was chosen for the Phase 3 works as the contract value was minor and also works were to commence as soon as possible so less time was required to prepare contract documents such as a detailed BoQ.
Why was the Yellow Form chosen for the other phases?
The Liaison Committee Code of Practice states that BoQ’s should always be issued as tender documents and the Form of Contract where quantities form part of the contract should always be used.
Only in the cases of minor building works should tenders be sought on drawings and spec basis, which was the base with Phase 3 as the value was circa €275k.
Why was Design and Build procurement not considered?
The Client was acutely aware that there was an existing level of quality and finish on the existing floors and they did wanted to remain in control of the level of design during the works to ensure consistency across the building.
What is Value Management?
It is the overall structured team-based approach to a construction project.
It involves finding out the Clients objectives & considering optimum design solutions with optimum lifetime value that meet those objectives.
VM should be planned from inception, not just bolted on
Value Management includes the tool of Value Engineering as part of the process.
What is Value Engineering?
VE is an organised approach to maximise the value of a project.
The current scope of works can be increased/decreased depending on Client’s requirements.
It therefore helps to remain within the Clients budget & incorporate design development.
Its not just a cost saving exercise, it ensures the Client gets the best possible value for money
What is the difference between VE and VM?
VE looks at how you generate better value from a project e.g. design the foundations differently with less steel/concrete but still maintain the same structure
VM on the other hand considers the whole process & how to do things better & more cost efficient E.g. can a whole function be organised better to provide better value
Was Option A on Key issue No. 2 a viable option? The project budget was cut and this is just pushing the issue down the line?
I don’t agree with the issues being pushed down the line, the issue was the availability of funding to draw down in that financial quarter and also the awareness of a potential building move.
One of the Clients key priorities was ensuring the integrity of the design remained intact and that the look and feel of the floor was not compromised.
This option allowed for the design to remain fully intact and allowed the Client time to allow their internal decisions regarding funding and potential building moves to progress in the interim before a decision was made regarding furniture install or purchasing furniture for the new building.
On Key Issue No. 3, you reviewed the programme implications of the various options yourself? Programme is a PM job not a QS job?
Absolutely, however as this issue was particularly time sensitive it was important to ensure that each option was feasible programme wise before any cost estimates were developed.
The estimated programmes were developed by the PM in collaboration with myself, the MC and the design team. They are shown in the report to illustrate the various options reviewed in the clearest way possible.
The cost basis for the prelims for Option 2 in Key Issue No. 3; you would have done 3 phases by now, using minimum rates of pay would not be a realistic option (doesn’t include plant, machinery, management, etc)
Agreed this method is not the most accurate and the only absolutely accurate costs would be to get them directly from the contractor themselves.
It was assumed that plant, machinery etc would have been included in the original scope of works priced by the MC. This estimate was simply for the out of hours labour as an extra over to the original scope.
If this has been identified as the preferred option by the Client, we would have proceeded with agreeing confirmed additional costs with the MC but another option was deemed a more appropriate solution on this occasion.
It is unrealistic to assume the Client would agree to an office closure?
To clarify, this was a planned client closure and takes place on an annual basis as a large portion of employees are travelling to San Francisco for the week.
The week is generally used for any maintenance, intensive cleaning, etc whilst employees are elsewhere.
What is the SEO?
The Sectoral Employment Order.
The Order applies to the general construction sector and sets out minimum basic hourly rates for Craftspersons, Category A, and Category B workers.
Also sets out a normal working week for employees and that overtime of time + a half or double time is to be paid outside these hours.
Brought in on 19th October 2017.
