Case Study

Question 1

Why are you so adverse to recommending a Letter of Intent for a client?

Answer 1

• lack of robustness
• relevant case law, eg Turner&Townsend vs Abbey Trust
• potential ambiguities

All lead to LOI’s being in advisable

Question 2

Why do you believe additional professional fees would need to be required for the works if another contract was issued? It’s the same amount of works?

Answer 2

• programme was longer due to additional scope introduced
• execution & administration of another contract

Question 3

Is a letter of intent a contractual agreement?

Answer 3

• it’s a letter
• unless signed by both parties, or terminology suggests it is a legally binding contract
• I would also recommend my clients seek legal advice regarding LOI’s

Question 4

What challenges were presented for the refurbishment of 200BPR?

Answer 4

-

Question 5

What was the cost £m2 of the asbestos removal?

Question 6

Is there a cost limit on the NEC short form?

Question 7

What could you have done if the design was not complete? How could the contractor have priced the works?

Answer 7

• I am aware they could have implemented Prov Sums, but generally NEC does not allow for Prov Sums under unamended versions
• Could have continued design through construction, but client required cost certainty before entering into main contract

Question 8

What is the GIA of 200BPR?

Answer 8

5,000 m2

Question 9

How does location affect cost?

Question 10

How would site logistics impact costs, and how would you factor this in?

Question 11

How do you price main contractor and subcontractor preliminaries in your cost plans?

Question 12

When would you use NRM 3?

Question 13

How much more information would you expect to receive at Stage 4?

Question 14

What is the Stage 4 design wasn’t complete on a scheme? How would you price for unknown elements?

Question 15

How would you approach pricing bespoke works?

Question 16

What RIBA stage was Gosford hill when you were cost planning?

Question 17

Talk me through the process of cost planning you followed for Gosford Hill?

Question 18

What are some of your exclusions from cost plans?

Question 19

What is DATOS? How does it work?

Question 20

Did you have any other considerations when you omitted the roof lights on Oak House?

Question 21

What levels of inflation did you use for inflating the Endoscopy Hospital LCC?

Question 22

How did you address maintenance and operational costs in your LCC report?

Question 23

You mentioned BCIS wasn’t reflecting current market conditions. Do you share your tender returns with BCIS?

Answer 23

• Ensure confidentiality is adhered to

Question 24

What is the difference between construction management and management contracting?

Question 25

What information might you request in the first stage of a two stage tender process?

Question 26

How can you maintain competition in the second stage? How can you ensure Value for Money?

Question 27

What would provide the client better value for money. Single stage or two stage?

Question 28

On the Kingsway scheme, what weighting was applied to price? Did the lowest tenderer win the project?

Question 29

How would you deal with an abnormally low tender? What would be your considerations?

Question 30

On the PAN projects, if the Client had not wanted to negotiate, what would your recommended strategy have been and why?

Question 31

What is an Order of Cost Estimate?

Question 32

What information would you use for an Order of Cost Estimate?

Question 33

What is the purpose of an Order of Cost Estimate?

Question 34

What sources of information might you use for an Order of Cost estimate?

Question 35

How much would you include for design development risk?

Question 36

How much design development risk would you include in your FCP 3 / RIBA 4?

Question 37

Does the type of project affect Design Development risk?

Question 38

What about construction contingency? Would the type of project affect the level of construction contingency that would be included?

Question 39

How much design development contingency would you allow in a stage 3 cost plan?

Question 40

Talk me through the last cost plan you did

Question 41

What is value engineering?

Question 42

Can you give me an example of some recent value engineering from one of your projects

Question 43

What is the difference between a defined and undefined provisional sum?

Question 44

What is a prime cost sum? When might you use a PC sum?

Question 45

What are fluctuations? When might you recommend using a fluctuations clause?

Question 46

How do you calculate tender inflation?

Question 47

How do you calculate construction inflation?

Question 48

What level is tender inflation currently running at right now?

Question 49

Is BCIS part of the RICS?

Question 50

What is a good wall to floor ratio?

Answer 50

0.3-0.5

Question 51

What clarifications did you include in your last cost plan?

Question 52

What do preliminaries cover?

Question 53

What is the average weekly run rate for your current projects?

Question 54

What is the purpose of NRM?

Question 55

What is IPMS?

Question 56

What does the GEA include?

Question 57

What does the GEA exclude?

Question 58

What different types of pricing documents are there and when might you use them?

Answer 58

BOQ
CSA
Activity Schedule
Preliminaries
CEQ

Question 59

How would you assess a final account?

Question 60

What are the different ways of valuing change?

Answer 60

Quotations
Rates
Dayworks?

Question 61

How do you assess loss & expense?

Question 62

What is a complaint?

Question 63

What are the RICS rules in relation to Complaints?

Question 64

How do you deal with a complaint?

Question 65

What do you need from a Client to prepare a fee?

Question 66

What would you exclude from a fee proposal?

Question 67

How do you communicate with your team?

Question 68

What is ADR?

Question 69

What should you consider when looking at ADR?

Question 70

What are the drawbacks of ADR?

Answer 70

• can waste time and money if ADR does not work
• may not be suitable for overly complex claims due to time contraints

Question 71

What affects the price of internal walls?

Question 72

How would you go about quantifying & pricing an internal wall?

Question 73

What is stretcher bond?

Question 74

What do you need to consider when pricing the excavation and construction of a basement?

Question 75

What is CLT?

Question 76

Tell me about the Building Safety Act

Question 77

What is the purpose of a base date?

Question 78

are you aware of any products that shouldnt be used in construction?

Question 79

What is the difference between end bearing and friction piles?

Question 80

When might friction piles be more suitable?

Question 81

What is the best frame for a residential building?

Question 82

What is the best frame solution for a commercial building?

Question 83

What are the O&M manuals?

Question 84

What are the requirements for practical completion?

Question 85

What is Value for Money?

Question 86

What were the fire protection requirements on the Oak House data centre?

Answer 86

• Fire suppression system in data rooms
• Wouldn’t use sprinkler system due to amount of electrical equipment

Question 87

What tender strategy would offer best value for money - single or two stage?

Question 88

For 200BPR, were you involved in the tender stage?

Question 89

What information was requested from the contractor in their tender submission, for 200BPR?

Question 90

What is happening at 200BPR at the moment?

Question 91

What were the issues that were holding up signing the main contract? Could these have been foreseen at tender stage?

Question 92

How would viability have been impacted had the £5m expenditure not been achieved? What would your advice have been to the Client?

Question 93

How would you advise a client that a letter of intent should be drafted?

Question 94

What is the short form NEC contract best used for?

Question 95

Would executing the short form contract mean two contracts are running in parallel, or would all of the early works be completed ahead of the main contract starting?

Question 96

You mentioned that you cannot enter into the ECC with Stage 3 design due to the inability to provide cost certainty. Did you consider asking the contractor to include a sum for design development and transferring the risk of design to the contractor?

Question 97

For your second key issue, why was the end user assuming that they could make changes to the design with no additional cost to themselves?

Question 98

Can you give me an example of one of the changes that was proposed by the end user? Who ended up paying for that change?

Question 99

How easily was the change control process implemented into the scheme?

Question 100

On Oak House, you mention that market volatility was driving a long lead in for the ballistic board. What impact would this have had on the critical path for the programme?

Answer 100

• not direct impact on critical path as other activities could be undertaken, but would have reached a point where packages could not complete ie M&E and finishes

Question 101

What was the cost impact of changing from a ballistic board to a blockwork wall?

Question 102

On CiNER Glass, you recommended a review of the frame. Why was concrete specified by the structural engineer?

Question 103

When you requested the frame to be reviewed on CiNER Glass, what action did the team take following your advice? What was the outcome?

Question 104

What additional constraints should be considered when working on a live airfield

Answer 104

• Airside insurance
• Security clearances
• Limited suppliers for specialist works, eg hangar doors, bouncy castle specialist seal

Question 105

On the bottle manufacturing facility you recommended omitting glazing in lieu of cladding. Were there any knock on effects on the design?

Answer 105

• Additional lighting internally

Question 106

For contract practice on the PAN projects, which risks did the contractor propose to transfer to the Client?

Question 107

Following your advice, which risks did the contractor retain on the PAN projects PSC?

Answer 107

• Lead in
• Logistics
• Client budget (ensuring design suits client budget)

Question 108

On The Kingsway, how did you address any variances in your assessment of the valuation?

Question 109

What would be your advice if the contractor submits an updated activity schedule with their application for payment?

Question 110

On 31 Borough High Street, was there a limit on how long you could withhold monies for non provision of warranties?

Answer 110

• Mention 25% withhold only until collateral warranties are issued for specific packages where CW requires

Question 111

You not that you provide a quarterly update on market conditions. can you summarise your latest update?

Answer 111

• Building safety act
• AI implementation in construction
• Market conditions
• London construction events
• Retrofitting buildings to improve sustainability

Question 112

On Gosford Hill School, how much longer would the programme have been for remodelling on the existing footprint?

Question 113

Which option was more economical from a construction perspective, option 1 or 2 (Gosford Hill)?

Question 114

What did you advise your client what the impact would be of decanting the school into temporary accommodation?

Question 115

You have completed both cost plans and estimates - what is the difference?

Question 116

What is the last cost plan that you prepared? What design stage was this?

Question 117

What exclusions did you make in your last cost plan and why?

Question 118

Is it better to exclude asbestos or take a guess?

Question 119

On Oak House, what was the cost per square meter for the bullet proof lights?

Question 120

Why did the endoscopy hospital need a Life Cycle Cost? Did they not understand how much it costs to run?

Question 121

On 71/72 The Kingsway, how were the scores weighted?

Question 122

How was the score weightings communicated to tenderers, for The Kingsway?

Question 123

On The Kingsway, how did you ensure that a contractor didn’t submit a low price to “outweigh” a poor quality score?

Question 124

On CiNEER Glass, how did you manage the responses to tender queries?

Answer 124

• Queries compiled and issued to professional team
• Responses collated and issued to all tenderers
• No reference to who has submitted queries, all anonymous

Question 125

On CiNER Glass, how long did requesting revised preliminaries and programmes add to the tender analysis process? How was this delay communicated to the Client?

Question 125

On CiNER Glass, how did you communicate to the contractors the need to resubmit their price based on the tender information?

Question 125

On the PAN Project, did you manage to obtain three or more quotations for all packages?

Question 126

On 71/72 The Kingsway, at what stage did you identify that contingency needed to be expended?

Question 126

On 71/72 The Kingsway, was Value Engineering realistic at this stage of the project, or has items already been ordered for the works?

Question 127

You mention that you produce cost estimates, plans and reports in accordance with NRM1. Why would you prepare a cost report in line with NRM 1?

Question 128

On CiNER Glass, what additional information did you obtain between the Stage 2 and 3 cost plans?

Question 129

On Oak House, did you carry out a pre-tender estimate?

Question 130

On 71/72 The Kingsway, how would you have proceeded the following month if the the contractor had included the CE £2.38m?

Question 131

What are the payment provisions for the Kingsway project?

Question 132

How do you agree a compensation event?

Answer 132

• In line with the time scales, outlined in contract
• Actual defined cost of work done
• Forecast defined cost of work not done
• Fee %
• Would include elements outlined in SSCC

Question 133

On 200BPR, what risks were identified and how did you assess the cost impact of these risks?

Question 134

How can you earn BREEAM credits, besides LCC reports?

Question 135

Why is it important that our working environment is inclusive?

Question 136

Can you name three groups protected by the equality act?

Question 137

What is unconscious bias?

Question 138

As a QS, what data do you collect?

Question 139

On 71/72 The Kingsway, how did you maintain a positive working relationship with the contractor after reducing their valuation by £2.38m for an unagreed CE?

Question 140

Why is it important to have a business plan?

Question 141

What is the difference between a profit and loss and a balance sheet?

Question 142

What do you do to prepare for a site visit?

Question 143

What if you see an area of the site that is unsafe during your site visit? For example, an area being excavated but not protected by barriers?

Question 144

When should you not give advice?

Question 145

What would you do if you were approached by your neighbour, who asks you to price the extension on their house?

Question 146

Say you arrive in the office on Monday morning and there is a letter on your desk with a complaint from a client saying you have over certified on the last valuation. What should your next step be?

Question 147

Post qualification, how much of your CPD must be formal?

Question 148

How should you record your CPD when chartered?

Question 149

When might you need a locum?

Question 150

How long should run off cover last?

Question 151

What is meant by “act with integrity”?

Question 152

What is the RICS Inclusive Employer’s Quality Mark?

Question 153

You weren’t involved for long before you got involved with the 200BPR project. How did you get up to speed?

Answer 153

• Streamlined due to transferring from another office

Question 154

What were some of the first tasks you undertook when coming onboard on 200BPR?

Question 155

Have you agreed the contract sum for 200BPR?

Question 156

How did you ensure competitiveness was maintained through the two-stage tendering process?

Answer 156

• Open book
• 3nr quotations minimum

Question 157

Why was there a delay in agreeing legal amendments if the project is being procured through a framework? Surely the amendments to the contract should be pre agreed on the framework

Question 158

What were the risks associated with the early works contract?

Question 159

What are the risks associated with a letter of intent?

Question 160

What was your general advice to the client around Letters of Intent?

Question 161

Do you have any experience dealing with Letters of Intent?

Question 162

Why did you need to liaise with the framework representatives regarding a Letter of Intent? What influence would they have?

Question 163

Did you seek contractor buy-in to executing another contract?

Question 164

Did the contractor have the resource and capacity to undertake an additional contract?

Question 165

Did you consider whether there could have been a risk in agreeing additional legal terms and conditions for the short form contract?

Question 166

Was the design produced in a way that would allow the early works to be procured separately from the main works for 200BPR?

Question 167

How many weeks did executing an NEC short form contract save on the programme?

Question 168

What are the pros and cons of executing the main contract with the stage 3 design information, for 200BPR?

Question 169

Could you not have obtained cost certainty through a RIBA 3 design for the clients internal procurement team?

Question 170

You confirm you proceeded with Option 2 with the NEC short form contract. Can you summarise why this was the best option from a time, cost and quality perspective?

Question 171

What are your takeaways from dealing the scenario encountered on 200BPR?

Question 172

What would you do differently on 200BPR next time?

Answer 172

• Scott schedule at tender for proposed amendments
• Engage legals early in the process

Question 173

On 200BPR, why was the contractor taking instruction from the end user when they have no contractual relationship?

Question 174

On 200BPR, you advised that there needed to be provisions in place for change control. Does NEC not already have processes in place for this?

Question 175

Did the communication between the end user and contractor stop?

Question 176

Why weren’t all communications going through the PM for 200BPR?

Question 177

What are some of the risks of not being party to the conversations between the end user and the contractor, on 200BPR?

Question 178

On 200BPR, can you explain how the process of the PCR worked from the start to end?

Question 179

Did you need to factor in additional time in responding to the quotation provided by the Contractor to obtain internal sign off due to the number of project stakeholders?

Question 180

Was allowing communications to continue on 200BPR a viable option?

Question 181

Did communications continue or stop on 200BPR for end user changes? If not, is there not a financial risk to the project?

Question 182

From 200BPR, what experiences would you take from this project onto new projects?

Question 183

Can you give me an example of one of the changes that your PCR was used for on 200BPR?

Question 184

On Oak House, what did you try and do to reduce the cost of the 30% steel increase?

Question 185

On the Kingsway, for the £2.38m compensation event they submitted with their valuation, did this impact their cash flow?

Question 188

Why was the contractor undertaking works where a CE had not been implemented?

Question 189

How did you ensure value for money for the £2.38m CE?

Question 190

What is the purpose of a cost report?

Question 191

When would you consider issuing cost reports at different intervals than monthly?

Question 192

For CiNER glass, were you not able to level the tenders?

Question 193

For the PAN projects, why was the Client keen to negotiate with the contractor?

Answer 193

• Buildability input
• Worked before, satisfied with work
• Speed to appoint design works

Question 194

Why do risks need to be managed?

Question 195

What considerations do you make when pricing risks?

Answer 195

• stage of cost estimating / planning
• method to use (management of risk)
• likelihood / probability
• impact

Question 196

What would you typically find in a risk register?

Answer 196

-Risk title, description, and reference
-Effect
- Likelihood
- Impact = cost, time
- Risk rating
- Recommended action
- Risk owner
- Action owner
- Update date

Question 197

Example of a risk you identified on ciner glass, and how did you control it?

Question 198

Example of a risk on 200BPR, and how you controlled it?