Case Study

Question 1

What contract was used on your project

Answer 1

Single Stage JCT design and build with selective tendering

Question 2

Why is did you use Selective tendering

Answer 2

Due to the Client request to use their framework, we asked to procure outside of this but were told to proceed within the framework

Question 3

Why did you use Design and build

Answer 3

Design and build provided the benefit of cost certainty and time efficiency which the client wanted to focus on

Question 4

Why Single stage over two stages, what were the advantages

Answer 4

Two-stage did not provide cost certainty as early as the single-stage and two-stage had a slightly longer total duration and therefore I saw it fit to use Single-stage for these two points

Question 5

What did you use to make your decision about the procurement decision

Answer 5

I used the Clients goals and objectives and weighed up the different options and chose a route which provided them the best match

Question 6

What would you have done if your client did not want to use your suggestion?

Question 7

Was your client happy

Answer 7

the Client agreed with my recommendation and proceeded through to tendering

Question 8

what happened next? (procurement selection)

Answer 8

I reviewed the returned tenders and provided my client a report using their scoring matrix to choose a preferred contractor

Question 9

How does D&B provide good quality?

Answer 9

I created a robust set of employer requirements, which fulfilled the design aspirations of the Client and the design team, which matched the Post covid hybrid working model of office space

Question 10

How does D&B provide cost certainty

Answer 10

The contractor prices the contract a fixed price lump sum contract.

Question 11

How does D&B provide time benefit

Answer 11

Due to the overlapping of design and construction, the overall programme is reduced compared to traditional procurement

Question 12

Why Single stage if the project was complex

Answer 12

Due to Design and build the ability for the contractor to provide benefits of both build ability and methodology is provided, which can be provided within D&B single stage

Question 13

Would a PCSA process not aided this project

Answer 13

Yes, a PCSA could have provided benefits for the project however, due to the reduced cost certainty and extended programe I suggested a single stage to meet my client’s goals

Question 14

What is JCT

Answer 14

Joints Contract tribunal

Question 15

What was your CAT A budget? what was included?

Answer 15

It was £41/ft² therefore £2,576,398

Question 16

What was your shell and Core Budget before and After

Answer 16

Before it was £195/ft² and after £220/ft² so £19,591,000

Question 17

What is the build-up to your floor realignment cost?

Answer 17

the additional £2,360,000 includes costs for removing the floors designated and also attaching the new floors to the envelope of the building and the core and with the increase to the NIA the CAT A allowance increased by C.£110,000

Question 18

How do you achieve BCO accreditation ? Why does this provide better sales and rental values?

Answer 18

The design team were working together to make sure that the specifications which they were creating included items which ensured that aspects of the project met the criteria of

Question 19

Why was the contingency based on a percentage?

Answer 19

Due to the early stage in which we created this budget, we took from different sources to provide a contingency budget, including bench marking from other projects of a similar nature with complex facade retention and floor jacking.

Question 20

what is value engineering?

Answer 20

an essential construction concept that helps reduce costs and ensure a project is completed within budget

Question 21

What is RIBA stage 2?

Answer 21

Concept design: design team develops architectural concepts that align with project brief and scope

Question 22

What did the contract include for errors or ommisions given this was a public project? Alternative 1 or 2?

Answer 22

this was not a public project, the Client was a public entity however it was a privately funded project and therefore they use Alt 2

Question 23

What was the contract sum? Case study

Answer 23

Apprx 25m

Question 24

-Did you not consider Construction management?

Answer 24

No because my Client did not want the risk nor the direct responsbility

Question 25

-Can you give me some of the risks of the project? Case study

Answer 25

facade retention, floor alignment and jacking, updating existing structure

Question 26

What is assessed in the first stage of a two-stage tender??

Answer 26

Prelims, OHP and on oncosts

Question 27

-What would you suggest if the packages came over budget your process?

Answer 27

-Check prov sums and lump items -Ensure contractor has understood the scope of works. -See if some work was required -Try and fix higher costs early.

Question 28

What is the risk of lack of competition?

Answer 28

if the tenders knew that the people tendering the job either didnt want the job or werent suited to the project they would inflate their bids therefore their would not be proper competition for the bids

Question 29

-Can you give me the contents of your tender analysis report?

Answer 29

The background to the contract. The scope of the contract. Pre-qualification criteria. The tender evaluation criteria. Reasons for rejection of unsuccessful tenders. Reasons for the recommendation. A summary of any post-tender negotiations. Comparison with the pre-tender estimate. Any implications for the project.

Question 30

What is value management

Answer 30

a creative, problem-solving. process that uses a methodical approach to include the. necessary parties and, working together, achieve the. best solutions for value from construction

Question 31

You stated that you advised the client on a budget estimate cost for the change in scheme to be £24.4m, increase in £2.3m”, what challenges did you face in advising your client on the increased estimate for the revised scheme?

Answer 31

One of the main challenges was accurately estimating the costs associated with the significant scope additions, such as realigning the floorplates and strengthening the basement. These changes required detailed analysis and coordination with the design team to ensure all aspects were considered. Additionally, managing client expectations and ensuring they understood the cost implications of the revised scheme was crucial. Balancing the need for a realistic budget with the client's desire for higher rental returns added complexity to the process.

Question 32

What methods did you use to review and manage cost movements from the initial budget estimate?

Answer 32

Regular Design Team Meetings: Attending these meetings allowed me to stay updated on design changes and their cost implications. Cost Tracking: I maintained a detailed cost tracking system to monitor any deviations from the initial budget. Cost Analysis: Conducted thorough cost analyses at various stages to identify potential cost-saving opportunities and areas where costs were increasing. Client Communication: Regularly updated the client on cost movements and provided detailed reports to ensure transparency and informed decision-making.

Question 33

What strategies did you propose to improve the net-to-gross ratio of the building?

Answer 33

Maximizing IPMS 3 Space: Advised on design changes to increase the usable space for tenants. Reducing Back-of-House Elements: Suggested minimizing non-essential areas such as corridors and reducing the number of goods lifts. Design Implementation: Worked with the architects to implement design changes that would enhance space efficiency without compromising the building's functionality. Value Engineering: Identified opportunities to streamline the design and reduce unnecessary elements, thereby improving the overall efficiency of the building.

Question 34

How did you communicate the cost impacts and benefits of the design changes to your client?

Answer 34

Detailed Reports: Provided comprehensive reports that outlined the cost implications of each design change, including potential savings and additional costs. Presentations: Conducted presentations during client meetings to visually demonstrate the benefits and impacts of the proposed changes. Regular Updates: Maintained open lines of communication with the client, offering regular updates and being available to answer any questions or concerns they had. Cost-Benefit Analysis: Presented a clear cost-benefit analysis to highlight how the changes would enhance the project's value and meet the client's objectives.

Question 35

What lessons learned could apply to future projects?

Answer 35

Importance of Early Planning: Early and thorough planning is crucial to anticipate potential challenges and manage scope changes effectively. Client Communication: Maintaining clear and consistent communication with the client is essential for managing expectations and ensuring project success. Flexibility and Adaptability: Being flexible and adaptable in response to changing project requirements can lead to better outcomes. Value Engineering: Regularly incorporating value engineering practices can significantly enhance project efficiency and cost-effectiveness. Collaboration: Strong collaboration with the design team and other stakeholders is vital for achieving the project's objectives and ensuring a smooth workflow.

Question 36

What challenges arose from the fact that The Courtyard was originally two separate buildings joined without structural alignment?

Answer 36

Structure changes including jacking and retention, approach for jacking was difficult and required analysis from structural engineer as a result of the reduced contractor input.

Question 37

Why was floor realignment a key part of the works?

Answer 37

it was key to align the floorplates as a requirement from the sales advisor also making the project part M compliant from a inclusive work space and building regs standpoint.

Question 38

Why was cost certainty more important than contractor design input in this case?

Answer 38

The Client wanted to know the Cost as a point of reference as to secure funding from their board.

Question 39

How did the public entity status of the Client influence your procurement options?

Answer 39

with the project being a private enity within a public body, I was not limited in terms of procurement route selection, but i had to utilise selective tendering from their framework.

Question 40

At which RIBA Stage did you join the project, and why is early involvement important in your role?

Answer 40

Stage 1 - Concept design

Question 41

What made you recommend against using Tier 1 contractors listed in the framework?

Answer 41

the size of the project was not large enough for those contractors to bid for the project.

Question 42

What specific surveys did you suggest during the strip-out to reduce risk premiums in contractor pricing?

Answer 42

the structural engineer specified for geotechnical investigations, which included a desk survey, site inspection, picking locations which they thought existing / obstructions may be. and then excavated 1x1m below the slab to identify any obstruction such as exisiting foundations, services. this also confirmed the current ground slab depth. and informed further information regarding the existing structure.

Question 43

How did you ensure a competitive tendering process despite market reluctance?

Answer 43

I ensured that all tenderers were of a capability to complete these works. and also ensured that they had signed the certification of bona fide tender document.

Question 44

Can you explain how your employer's requirements document supported quality assurance?

Answer 44

The ERs that i created along with the Client included, the projects overview and also the scope of the services required, a detailed list of the performance requirement as set by the wider Client team, a BIM protocol, programme to ensure adherence to the Time requirement the Client requried. procedures for testing which would need to be met at different times of the project. the allocation of risk. Client policies, as a public entity the Client had a strict requirement for this.

Question 45

How did the decision to realign the floorplates impact the original scope and programme?

Answer 45

the change in the realignment of the floorplates added 2.36M to the project budget and added 12 weeks to the programme which, which we mittigated to 10 weeks through a change in the jacking methodology.

Question 46

What role did sales consultant feedback play in shaping your recommendations?

Answer 46

they used our original cost estimate of the base scheme without the floor realignment, and calculated expected rental incomes and then using the new scheme with the updated costs, re-ran the model which provided a higher ROI, although we were not privy to the exact amount.