Case Study Flashcards
Key Issue 1 - Option 1
Why would administering the contract correctly be seen as negative?
If the subcontractors have been overpaid why would adjusting their accounts correctly be an issue?
What did your directors think about not being aggressive in recouping the overspend?
What was the overspend?
What was the action to take with the upstream account - how were you being contractual?
Option 2 -
Why would waiting have such a negative effect if the sub contractors had more money than they were entitled to?
Describe how the sub contractor was being very contractual?
They were issuing 7 day notices and threatening adjunctions and smash and grab wen the notices hadn’t been sent.
What do mean by the statement there was no fixed completion date?
We had passed the original PC Date and due to the fact that there was still design work to be done and items manufactured we couldn’t give the client a fixed completion date. We did give them regular programme updates.
Why did you not know where the account sat or what the final figures might be?
Once i had started to look into the account it became clear that my predecessor had lied about the accounts and lots of other things, i therefore assumed that all the figures were wrong. i had to redo and check everything to ensure that we did have the correct figures to report.
Option 3 -
Why was this option different to Option1?
Explain how this was more collaborative?
How did you get the more valuable variations agreed?
I spent time on them ensuring all the correct and relevant information was sent to the PQS. I sat down with him and went through them.
Key Issue 2 - Option1
Whose design was behind schedule yours or the employers?
Ultimately both designs were behind, ours due to companies going into administration. The Employers
How could you have dealt with the variations being refuted
I spent time on them ensuring all the correct and relevant information was sent to the PQS. I sat down with him and went through them.
Who are MS?
They were the clients design team
Why wouldn’t you stop work on elements that weren’t designed and was an Employer design element?
Option 2 -
Was this realistically an option?
Why did the glazer feel they didn’t have to use contract rates?
They didn’t believe that is how the contact worked, even after showing them the clause in the T&C’s, they refused to move on their position.
How did they propose they price variations?
Mainly on dayworks.
Why were they going to issue an EOT under this option?
Their original PC date had passed and they hadn’t finished so they thought they had an entitlement to an EOT.
Option 3 -
How was building what we could managed?
How was this determined?
We looked through all the works left to complete and then what was designed o a point where it could be built.
Can you give an example of where you worked together to minimise cost and programme impact?
What was the alternative idea?
Could you have suspended for this?
Wasn’t there still additional time and costs with this approach?
