Case Study Flashcards
What challenges did Covid and/or Brexit bring to this project?
Covid presented challenges such as members of staff requiring prolonged sick leave with Covid
Brexit caused a loss of skilled tradesmen, particularly those working with stone and marble which are prominent on our projects.
What does Grade II Listed mean?
- These buildings are of special interest, and the government makes every effort to preserve them. 94% of listed buildings are in this grade.
- Protected under the Planning (Listed Buildings and Conservation Areas) Act 1990 and are included on the National Heritage List for England.
What are the differences between Grade 1, 2 and 2* Listed?
Grade I -exceptional interest
Grade II* - particularly important
Grade II - of special interest.
Were there any Heritage considerations?
Yes the mews house was Grade 2 listed and as such the roof was assessed by a specialist and deemed to be beyond repair. It was replaced like for like.
What were the purchase prices?
These were undisclosed
Why was a JCT SBCX used?
- We utilise this form of JCT contract on all of our projects because:
It is design lead and not quantity driven. - It allows the contractor to start onsite while the design is still being developed without the need for a full pricing schedule.
- It is more accomodating of design changes and decisions being made later in the process.”
What was the procurement route at Upper Brook Street?
Traditional - Two Stage
How were the clients requirements re: time, cost and quantity represented in the procurement route?
“Our clients focus is on Time & Quality
- Traditional 2 Stage allows design and cosntruction to overlap and allows for the engagement of specialist subcontractors throughout the design process.”
How were the clients requirements re: time, cost and quantity represented in the contract form?
“Our clients focus is on Time & Quality
- Saved time by not having to prepare a full bill of qauntities
- Allows for more client control over design”
How were the clients requirements re: time, cost and quantity represented in the tendering strategy?
“The 2 stage strategy:
- Saved time by not waiting for full design prior to tendering
- Client wanted design input in highly specialist bespoke finishes.”
What would have happened if the project did not complete before the event in September 2023?
What is Value Engineering (VE)?
“Value Engineering is a systematic approach used to improve value by examining its functions.
- Do not reduce cost at expense of quality
- Callenge assumptions e.g are designs or materials necessary
- Consider not just the upfront but also life cycle costs
- Ensure changes align with client expectations
- Do not compromise on safety for cost savings”
What are the rules for VE? (Cost vs Quality)
Value Management (VM) is a structured, team-based approach used to improve the value of a project, product, or process by understanding and prioritising client and stakeholder needs.
What is Value Management?
Value Management is a broad process that encompasses value engineering and other techniques for achieving optimal value.
What did you do regarding management of operatives and subcontractors?
”- Led or supported weekly coordination meetings with subcontractors to monitor progress and flag any resource or interface issues.
- Maintained clear lines of communication between subcontractors, the contractor’s site team, and the design consultants
-Facilitated pre-start meetings with subcontractors to review scope, programme, logistics, and any design intent or constraints.”
What did you do regarding monitoring health and safety?
’- Ensured all operatives and visitors had completed site inductions before being allowed on site.
- Participated in site walkarounds, ensuring operatives followed correct PPE, access routes, and working-at-height protocols.
- Encouraged the site team to deliver regular toolbox talks relevant to the stage of the works
- Ensured RAMS were in place and approved prior to works starting, and any changes on site were reflected in updated method statements.
What did you do regarding training and supervising graduates?
”- Helped new graduates understand project-specific processes such as document control systems, drawing protocols, and meeting structures.
- Introduced them to the client’s expectations, project brief, and the sensitivities of working on a Grade II listed property.
- Assigned appropriate tasks — such as assisting with meeting minutes, quality inspections, and tracking design queries — ensuring these were aligned with their skill level and development goals.”
What did you do regarding overseeing quality control?
”- Ensured these standards were clearly understood by the contractor and subcontractors through early clarification and pre-start meetings.
- Conducted regular site walkarounds with the site manager and design team to assess workmanship and identify early-stage defects or deviations.
- Participated in pre-snag and snagging inspections, raising issues for rectification and following through until resolution”
What did you do regarding analysing and reporting project performance?
”- Coordinated internally with team members to implement mitigation strategies, such as resequencing works or reallocating resources.
- Helped track performance against agreed KPIs, including quality benchmarks and the number of defects identified during snagging inspections.
- Produced and contributed to monthly project reports issued to the client, summarising:
Progress vs. programme
Risk register updates
Health & safety performance”
Were you a named duty holder under CDM 2015?
Yes, Size Group were the Principal Contractor
What did you do to manage health and safety on this project?
”- Encouraged the use of frequent toolbox talks by the site manager to keep operatives informed on emerging risks and site rules
- Checked that all method statements and risk assessments (RAMS) were in place, particularly for high-risk activities such as structural alterations, temporary works, and hot works.
- Checked that all new operatives had the neccessary training specific and general e.g asbestos awareness and manual handling “
Can you give examples of how risks were owned?
Risks are owned by the party best suited to deal and manage with that risk.
“1. Structural Risk – Discovery of Unknown Conditions
Owned by: Principal Contractor and Structural Engineer
During strip-out, previously undocumented structural defects were discovered in party walls and historic timber floors.
- Design Risk – Coordination of Listed Building Constraints
Owned by: Architect and Principal Designer
The integration of modern MEP systems within the listed building fabric posed design conflicts (e.g. routing services without damaging historic plasterwork).
- Cost Risk – Client-Instructed Variations
Owned by: Client / Cost Consultant
When the client upgraded finishes beyond the original brief, the cost consultant tracked these variations and advised on impact to contingency.”
Did you maintain a risk register? If so, what did you do?
“Yes, I maintained and regularly updated the Project Risk Register throughout the life of the Upper Brook Street refurbishment. This was a key tool for tracking live risks, assigning ownership, and informing decision-making at both site and client level.
- Risk Identification
Risks were categorised by type (e.g. contractual, construction, statutory, heritage) and by phase (pre-construction, construction, post-PC). - Risk Scoring
Scored based on likelihood and impact, using a Red-Amber-Green (RAG) rating system. - Assigning Ownership
Every risk was assigned to a specific owner (e.g. Principal Contractor, Architect, Client, Cost Consultant) - Regular Reporting
I updated the Risk Register on a monthly basis, ahead of client progress meetings. - Link to Contingency
Worked with the QS to link costed risks to the contingency allowance, ensuring the client understood exposure and potential financial impact.”
Did you use any contractual protective measure regarding the CDP components of the contract? (Bonds, warranties, etc?)
Warranties were secured for critical parts of the project, such as stone installs and specialist joinery. These warranties ensured that the client was covered for a specified period (e.g., 12 months post-completion) for any defects in workmanship or materials.
