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RICS APC - Autumn 2023 > Case Study > Flashcards

Case Study Flashcards

1
Q

When was capital house constructed?

A

2003

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2
Q

Who was the developer originally involved in the construction of Capital House

A

Greycoat

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3
Q

Who was the architect involved in the original development of Capital House?

A

Foster and Partners

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4
Q

Which stakeholders did you involve in the briefing process for Capital House?

A
  • Client
  • Architect
  • Services Engineer
  • Leasing Agent
  • Building Manager
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5
Q

How was the initial budget of £3.5m compiled?

A
  • By QS
  • Following initial briefing process
  • Not inclusive of Chiller replacement
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6
Q

How were the programme dates collated?

A
  • By Myself
  • Not inclusive of Chiller
  • Following initial briefing process.
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7
Q

Following your review of the procurement routes how did you report to your client on your recommendation?

A
  • Meeting with presentation
  • Following, issued procurement strategy report.
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8
Q

What is the difference between a PCSA and an LOI?

A
  • PCSA aligns with the JCT contract and contractor has more of a scope of service.
  • LOI is drafted by clients legal aid.
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9
Q

Why did you issue an expression of interest and not a PQQ?

A
  • Issued both.
  • Issued EOI first to gage initial interest, followed by PQQ to work up tender list.
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10
Q

What is the difference between an expression of interest and PQQ?

A
  • EOI - less detailed, less information, more of an open invite.
  • PQQ - schedule of questions, more project specific, trying to gage contractor quality.
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11
Q

Was the extended vacant period, as part of the recommended single stage approach, considered in the client’s review?

A
  • Yes
  • Leasing agent advised on value of this vacant period.
  • Was accounted into clients decision.
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12
Q

You mention the procurement strategy, was this not a tender strategy review? (relevant to key issue one)

A
  • Procurement is the overarching approach of purchasing a good or service.
  • Tender approach was a large part and dictated the wider procurement strategy.
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13
Q

Why did you decide to discount a direct D&B approach?

A
  • Concerns over design for areas such as central plant.
  • Client wanted more control over design for the floors.
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14
Q

What is the life expectancy of a Chiller?

A

25 years.

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15
Q

What part of your programme did your services engineer undertake their preliminary site survey of the chiller?

A
  • RIBA stage 2.
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16
Q

Could you please provide a brief description of a VRF system?

A
  • Use refrigerant to provide heating and cooling.
  • Refrigerant from condenser to indoor units.
  • Installed
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17
Q

What is the difference between VRF and VRV?

A
  • VRV is a trademark of Daikin
  • No difference
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18
Q

What is the difference between VRF and VAV?

A
  • VRF more efficient and uses refrigerant, 50% more efficient.
  • VAV uses Air flow fans to provide cooling, more expensive.
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19
Q

What is a HVAC system?

A
  • Uses fans and air handling units to provide cooling to the office space.
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20
Q

What is a chiller and how does it work?

A
  • Uses refrigerant to cool air from the return or outside.
  • cool air then passed to an air handling unit.
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21
Q

What is an air handling unit?

A
  • Unit that cleans the air.
  • Provided heating to the air.
  • Connected to ductwork and FCU’s
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22
Q

What are the basic components of a fan coil unit?

A
  • Fan
  • Filter
  • Heating or cooling coil.
  • Drip tray
23
Q

How did you determine that the VRF system would achieve an EPC of a B?

A
  • As part of an assessment undertaken by my services engineer.
  • EPC specialist that modelled the building if a VRF were to be installed to determine EPC.
24
Q

When is void detection required?

A

void in excess of 800mm (Building control confirm)

25
Q

If you have a professional team appointment in place, why would you require signed terms of engagement also?

A
  • Ensures client is aware of any company specific details such as complaints handling procedure.
26
Q

How did you determine the lead time for fan coil units was 18 weeks?

A
  • Project benchmarking.
  • Services engineer dialogue with specified manufacturer.
27
Q

Other than early procurement, how could you manage this risk of FCU delivery?

A
  • Longer lead in period.
  • Dialogue with manufacturer.
  • Alternate manufacturer
28
Q

Would you not have allowed time for value engineering within your programme as part of a Two Stage process?

A
  • Some would be allowed for in form of contingency.
  • Not enough if a number of packages were over budget.
29
Q

What is a void period?

A

Period where floor is not occupied.

30
Q

Who assessed this saving of a reduced void period and would this usually be assessed as part of project budgeting?

A
  • Agents assessed the saving.
  • This is not usual within budgeting however given the procurement review this was relevant prior to the approach being selected.
31
Q

How did you deduce a value for not achieving open market competition?

A
  • Benchmarking.
32
Q

Were there any additional health and safety measurement required to allow works to be undertaken OOH?

A
  • Additional site management.
  • Adequate lighting.
  • Coordination with building management.
33
Q

Who advised the landlord’s requirement under the lease to provide tempered fresh air?

A
  • Agent and lawyers
34
Q

Why would you make a saving on preliminaries for works being undertaken as one contract?

A
  • Reduced insurances.
  • Reduced costs for temporary lighting and fire alarm.
35
Q

What times were considered OOH?

A
  • 7am - 7pm
36
Q

Did you have to isolate any sprinklers or fire alarm to allow you to proceed with these ceiling works? Was this safe?

A
  • Sprinklers were locally isolated.
  • Temporary fire alarm installed.
37
Q

How did you ensure as project manager that the contractor was making good each evening?

A
  • Sent photos each morning.
  • Regular visits.
  • Coordination with building management.
  • Agreed an acceptable scope of making good at the outset.
38
Q

How long would this phased plant refurbishment approach take?

A
  • Across 5 years.
39
Q

Could the client still achieve an EPC B for individual floors?

A
  • Yes they could have but full building is a stronger statement to the market.
40
Q

How did you check the rates applied by the QS were sensible?

A
  • Benchmarking
  • BCIS
41
Q

Was there not a risk of disturbance to surrounding tenants with the works being undertaken on adjacent floors?

A
  • Some risks but limited when compared to disturbance of other options
42
Q

How would you have ensured that each tenant were satisfied with the temporary office design?

A
  • Issued at design stages for their review.
  • Review of samples.
43
Q

Would there have been a project to strip out the temporary office following the works?

A
  • Would have been used for marketing purposes.
  • Client then strip out before tenant undertakes works
44
Q

How did you go about assessing the costs for each plant replacement option?

A
  • Coordination with QS.
  • Benchmarking
  • QS assessment and then report issued to client.
45
Q

Aside from the install of new chillers, were there any other works that your client required to undertake in order to achieve EPC B?

A
  • LED’s
  • Some localised upgrades to glazing.
46
Q

Why are the construction periods the same on your programme comparison document, would two stage not have been quicker?

A
  • Given the requirement to replace cetrnal plant within the project, we do not feel comfortable adjusting the construction periods at this early stage.
  • Phasing, logistics and procurement required further considferation prior to shortening the construction period.
47
Q

In your role as project manager, how did you ensure that you weren’t simply post boxing your services engineers advice?

A
  • Validated their recommendations from a commercial / programme standpoint prior to these being put to the client.
  • Considered whole building strategy for EPC and worked with leasing agents.
  • Provided advice from a phasing / strategy perspective relevant to on-floor plant.
48
Q

Was it not an obvious decision to proceed with the phased option relevant to the on floor plant refurbishment?

A
  • No, the whole building EPC was perceived to be a negative to the client.
  • Not achieveing this limited their ability to sell the building in the near future and until the central plant works were complete.
49
Q

Negotiating with a contractor would have provided you with the fastest programme, reduced void and should be a competitive contract sum. Why didn’t you proceed with these option?

A
  • Client had received been involved in a project where negotiation had failed so saw this as a heightened programme risk.
  • Commercially not as beneficial as competitive contract.
50
Q

How did you determine that a 4 week period would be required for the OOH replacement?

A
  • Benchmarking
  • Visual review of site with contractor to determine No. of FCU’s and remediation required.
  • Coordination with tenant to understand permissible working hours.
51
Q

How did you consider service charge when assessing the phased plant replacement?

A
  • Works udnertaken over a longer period of time, multiple years, means a larger amount of service charge could be attributed to the works.
52
Q

What was the scope of validations undertaken at Capital House?

A
  • AHU - Flow rates.
  • FCU - Flow rates.
  • Sprinkler - Pipe corrossion.
  • Chiller - Temps / flow rates
53
Q

How did you know that replacing the Chillers would trigger the need for the on-floor plant to be replaced?

A
  • FCU’s were circa 10 years on anyway.
  • Coils were not compatable with the temperatures to be provided by the new VRF system
54
Q

How did the 18 week FCU delivery align with your programme?

A
  • Refurbished previous floor in the building with similar scenario so we knew it could be achieved.
  • Partial install of ceiling with FCU to then be installed upon arrival and ceiling closed up.

RICS APC - Autumn 2023 (22 decks)

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