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RICS APC UAE > Case Study > Flashcards

Case Study Flashcards

1
Q

Why no PTE for Tower B?*

A

Late receipt of IFT

MC produces BQ (Client not want to pay us to duplicate BQ and then price)

Had I been granted time to do PTE, could take 1m,
and would be my estimate of cost overrun,
and did not want to delay procurement

Go to market would prove cost overrun, and would have fit-out VE expertise

Note:

  • No PTE for MW package but probably don’t mention that
  • furthermore, no indication of cost overrun (as assume designed to budget)
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2
Q

Opt C - VE:

How is VE incorporated into the LOA, and prioritised above outdated Spec and Drawings?

A

LOA is prioritised alongside PTC’s and VE

2 LOA, PTC schedules, VE 
3 CoSC, 
4 Spec, 
5 Dwgs, 
6 BQ
7 Any other

Note:
1 Subcontract agreement (not used on OZ)

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3
Q

Opt A - Redesign high cost items:

Did I propose this option to Client?

A

No, discussion with PM as time issues

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4
Q

The tenderers are requested to comply B2B with main contract, why is this?

A

B2B terms benefits MC

  • Monthly administration of multiple packages
  • Known risk allocation, can pursue at B2B costs
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5
Q

Did you consider D+B procurement route?

For early start on site

A

but the compromise is quality

Fixed as Traditional FPLS in the PS expenditure guidelines

Note:
Agreed before my time

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6
Q

Ignoring design development creep, the DD cost plan was 2017, do I think accurate if tendered now?

A

If tendered today, TPI may be cheaper re Covid

Notes:
Tender Price Index (TPI)
- Cost to Client
- Inflation from the estimate to TR date
- Tender Returns
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7
Q

Okay, so the ID was not developed since SD - what level of detail would you expect at DD?*

A

DD Specs, dwgs, door schedules

Enough to prepare a priced BQ (PTE) on

Enough to tender (not use PS)

Note:
- Detailed measurement of finishes (for schedules)

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8
Q

Is it really schematic if it’s just a general arrangement plan with no specification? Is this not more concept?

A

Agreed.

It is more akin with Concept. However, the drawings were titled as SD

I spoke with ID Consultant, who said its more SD, hence I used the term in my report

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9
Q

Why not wait for full design for Tower B ID?*

A

Client eager to early appointment of Contractor, and commence structural works

PS used to overlap design and construction.

Note:

  • I appreciate it is best practice to await full design
  • “General construction process i.e. certain packages always lag behind, for example, there’s little point developing ID to DD until structure is frozen. That’s why you’ll find nearly always, ID, MEP and landscaping are less developed and often end up being provisional sums”
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10
Q

Opt C - VE:

Can you provide an example of cost cutting?

A

Stone to cheap vinyl in resi corridors.

Note:

  • Stone to carpet in resi corridors
  • WLC - I advised carpet is cheaper but consider replacement costs over 20 years
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11
Q

How is this case study different to your daily activity on tender return overbudget, what makes it a ‘critical’ analysis/ case study?

A

Time critical

  • No time for PTE
  • On the critical path (of its Sectional Completion)
  • Could of delayed tender process
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12
Q

Is MC entitled to loss of profit if PS reduced?

A

No. The Main Contract states that Prov Sums “may be used in whole, in part, or not at all”

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13
Q

Opt C - VE:

What is the VE process on OZ/ Tower B?

A

The tenderers submit proposals in PTC stage (without samples)

I collate and issue consolidated unpriced VE register to SC for tech review

Agreed VE implemented into award amount (and LOA - prioritised above Spec and dwgs)

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14
Q

Preparation - The ITT (invitation to tender) consisted of?

A
  • General project details
  • tender docs
  • key contractual terms,
  • project duration
  • deadlines (TQ and tender return)

Note:
To receive the ITT the subbie has already been prequalified

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15
Q

Budget per m2 for residential apt?

A

AED 2,400/m2

Note:
=(AED 107m / 45 floors @ 1000m2 per floor)

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16
Q

What happens if discrepancy between mine and MC tender report numbers?

A

Happens. I discuss with Contractor and detail changes in my tender report

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17
Q

Why was single-stage tendering strategy chosen, for procuring Prov Sums?

A

We now have full structural design

employer can control design with the ID consultants engaged, who are developing design

Note:

  • two-stage not require MC design development
  • negotiation would be harder to achieve and demonstrate value
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18
Q

What is Dutch auctioning?

A

Unethical way to reduce tenders

Approach each bidder and say another tenderer will do it for X, can you beat this

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19
Q

You mention IFT was late, when was it due?

A

Resi fit out IFT - due Nov 18 (few months before)

Note:

  • DD budget - approved Nov 17
  • Resi fit out IFT - received Jan 19
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20
Q

Opt C - VE:

Definition of Value Engineering?*

A

Obtain best value, without impacting

  • quality/ aesthetics
  • performance/ functionality
  • may be cost increase (but last longer LCC)

Reactive - corrective decisions when over budget

Notes:
Consider WLC - may cost more if e.g. high performance vinyl over cheap as specified

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21
Q

How many PS in Contractor’s initial procurement strategy?

A

57

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22
Q

Didn’t you have time to do a PTE after the tender docs were issued, prior to the tender return date 6 weeks later?*

A

Would of took me several weeks, at expense of other packages being procured

However, would of only shown cost overrun estimate. No time for redesign. Delay procurement.

So better to tender, confirm cost overrun, then have VE expertise on board to streamline process.

Note:
If IFT and Contractor BQ ready, I can and did PTE some packages

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23
Q

What are the risks of provisional sums?

A

Cost certainty

For undefined

  • not priced in Contractor prelims
  • no time allowed in programme
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24
Q

Recommendation - Package value started at, and end at?

A

Start AED 108m,

ended at 99m

= 9% saving

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25
Q

Opt C - VE:

Examples of VE in Tower B?*

A

expensive marble floor for a lower cost marble floor (e.g. Europe quarry to China) AED 3m

12mm to 10mm thick low iron glazing (balustrades, partitions)

cementitious ceiling boards to gypsum

Note:

  • carpets to lower quality (similar look)
  • In other packages, for example the Misc Metalwork, VE for hot dip galv ladders in BOH areas, from SS spec (as not seen)
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26
Q

Is the Tower B a defined or undefined PS?

A

Not stated in OZ contract as either, but..

Defined as MC allowed for time and prelims in tender.

Note:

  • Defined is MC allowed for programme, planning and prelims
  • Undefined is MC entitled to prelims and EOT as PS was complete unknown previously
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27
Q

You mention you were anticipating variations stemming from VE coordination issues, did you make a risk allowance for this and how was it calculated?

A

No risk allowance as unaware of ‘anticipated’, if I knew the coordination issues I would advise Supervision Consultant

Impact is lower for fit-out works e.g. thinner marble = more screed

Note:
- Assess on a case by case basis

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28
Q

What % of the contract value was the Tower B PS?

A

3%

Note:
99m/3.39bn

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29
Q

Analysis - Technical departures are dealt with by?

A

Contractor and Supervision Consultant

Captured in TQ’s and T-PTC schedules

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30
Q

Preparation - Was i involved in the prequal process?

A

No, Contractor led.

Prequal notes:

  • P+L (financials) are requested.
  • Ability to deliver local projects/ experience
  • H+S record
  • CV’s of staff/ organisational structure
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31
Q

How was the PS value set with no PTE?

/Do you know how the prov sums were calculated? If you had been tasked with them how would you have gone about it?

A

PS value based on DD cost plan (Nov 2017)

Contractor submitted their PS procurement strategy, and the cost plan costs were attributed to the Contractor’s packages accordingly

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32
Q

Opt C - VE:

Is it right to share the tenderers VE?

A

I discussed with Director and we approached Client, but Client instructed this, as per their procurement and tendering department rules

Aware it shouldn’t be default position

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33
Q

Opt C - VE:

What design stage would I suggest to undertake VE review?

A

earlier the better

  • as more scope for change
  • can track costs against cost plan drivers (e.g. if blockwork was assumed lightweight, and later designed as high density, VE opportunity)

Even if no cost overspend, you can realise further value

Note:
Generally at cost planning stage if overbudget

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34
Q

Why use PS in MW contract. What’s the advantages?

A

Expediate award and commence structural works

Flexible, can expand ‘in full, in part, or not at all’

Overlap design and construction phases

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35
Q

Recommendation - My role in the final negotiations at Employers office?

A

Employer led,

I know the package intimately and recommend the award amount - I provide rate analysis, Appendix A background and adjustments

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36
Q

Analysis - Do the tenderers have separate general requirements?

A

Yes BQ1.

Note:
However, it is not mandatory but helps administer variations

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37
Q

What did MC tender on with AED 2bn PS?

A

In competition for whole general requirements, structural works, PS mark-ups

Note:

  • PS only architectural and MEP
  • Large value as not fully designed, but enabled early MC award and start on site
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38
Q

Opt C - VE:

You acknowledged that each tenderers VE proposal should remain confidential and be to their commercial advantage. In this case, how you would have obtained uniform tenders? How would you carry out the Tender analysis?

A

If remained confidential, all would have been appraised individually

Up to the tenderer to put more effort into good VE proposals

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39
Q

What type of fit-out for the rental office?

A

Shell and core

Notes:

  • Only fit-out to common areas - reception, lifts, WC’s
  • Cat A Developer office - Basic MEP, suspended ceilings, floors
  • Cat B is fully fitted office
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40
Q

Between the budget set in Nov 17 and resi fit out IFT of Jan 19, what typical factors could lead to additional costs in addition to design development?

A

TPI

  • market conditions
  • Contractor availability
  • supply chain effect (e.g. covid)

Notes:
Design development - Agreement of spec (Between Client + ID consultant)

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41
Q

What do the PS and new rate % mark-ups cover for the subbies?

A

OH+P

for administering the change

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42
Q

Opt C - VE:

Who was present in my VE workshop/ who reviews VE technically?

A
  • Tenderer with their samples (e.g. marble)
  • ID Consultant,
  • Contractor
  • PM
  • Myself (remember car parking accessories)

First samples are reviewed by ID Consultant (without cost)

43
Q

Opt C - VE:

Definition of Value Management?

A

Proactive

Aims for early, right decisions, early in the RIBA stages.

Identifying what value means to the Client and convey this to project team. For example, public areas no compromise, resi apartment happy for VE

Note:
Workshops - Client and Design led

44
Q

Opt C - VE:

What were the risks posed by implementing VE?

A

Uncoordinated contract docs

Depart from design intent/ lose project defining features
- e.g. the apartment theme could be blue. You VE the floor covering to red. Looking at change in isolation may not consider holistic design intent

VO to Subcontractor for ‘approved subject to’ VE proposals that are later rejected by Supervision Consultant

45
Q

Why did we use Prov Sums for S12 corner units?

A

Still not sufficiently designed for firm tender price

Expediate award

Could reuse rates as same Spec as other apt types

Note:
- AED 6m

46
Q

Recommendation - Why wait until final negotiation meeting to advise Client on high price items?

A

Client advised through tender report at key stages - TR, PTC, BAFO

Rate analysis and Apdx A provided again to show the Client there is scope for saving in a grand deal

Note:
For the tenderers:
- I gave rate analysis at PTC stages
- But tenderers retain some high prices

47
Q

I notice your case study is FPLS, can you tell me the difference between FPLS and Lump Sum?

A

FPLS - Contractor not paid fluctuations, Contractor risk

Lump Sum - Contractor paid fluctuations (FIDIC, fairer)

48
Q

Opt A - Redesign high cost items:

Why discard redesign so quickly and not approach the Client with option?

A

Time constraints - Critical path package, would lose 6-9m for redesign, approvals and tender

Proceed on current design as a higher standard, with VE included to achieve budget

49
Q

Opt B - Convert high cost items into PS:

if time was important as on critical path, this was the best option and no time spent developing VE - why not select this option?

A

Example of steel staircases in duplex, it works as no structure ready yet.
However, for marble floor on L4 works, no time to redesign

Price in competition now, better value than Subbie pricing PS later

50
Q

Analysis - Tender evaluation criteria used?

A

Technical compliance is a prerequisite.

the best value (typically lowest cost) - of technically compliant bids

Note:
- Other methods include scoring matrices, weighted e.g. 50% technical, 50% commercial

51
Q

What are the alternatives to PS in MW contract, to give greater cost assurance?

A

Await full design

or D+B (on another project)

52
Q

Opt C - VE:

How did I value VE changes?

A

Cost
- during tender, I consolidate VE schedule, which had ‘from’ and ‘to’ column to provide a cost saving

Life cycle
- I am aware of importance e.g. stone to carpet in resi corridors. However, not necessary for every proposal as most are nuance changes meeting the same performance specification

53
Q

What could you advise the client for a contractual link to Subcontractor - for latent defects, etc?

A

Answer = collateral warranty

Note:

  • However, fully designed by ID consultant
  • and not required as Employer has PII from MC. MC has PII from SC
54
Q

What do you understand is the purpose of the PTE? When would you complete one and how would you use it to interrogate the tender returns?

SOE “I produced for PS packages”

A

Pre-tender estimate based on tender docs, just before TR’s

Identify overspend risk

Tender comparison against PTE e.g. if PTE stone is 20% lower than average TR, then you know specified stone is expensive

Note:
Pricing a POMI BQ (not in elemental cost plan format NRM1)

55
Q

Opt B - Convert high cost items into PS:

Is this a genuine option, or just pushes problem down the line?

A

Genuine

e.g. steel staircase was too expensive. As discussed in presentation, this can be redesigned to lower spec. Then expended using 3+ quotes and applying mark-up

Note:
Hard to get competitive price post-award, as subbie will not overly squeeze supplier to win package, as job in hand

56
Q

You advised the Client to go for L2, as L1 had recently been de-scoped on another project - can you explain?

SOE

A

Although passed in MC prequal review

Market rumour about stability later.
De-scope on our project
Failing on another of Contractors project

MC requested updated accounts - and reviewed, also by PM

Advised by PM significant risk to project re insolvency

Note:
- Recommended L2 Dpa, as they are technically better and have good relationship with MC.

57
Q

in the final negotiation, was MC present, regarding contractual amendments?

A

Contractual terms agreed beforehand between MC and Tenderer

MC not privy. This is an Employer price negotiation (as Employer picks up the bill)

Note:
They’re aware of CoSC in tender process. We wouldn’t just take away their SC performance Bond. Its grand deal focused

58
Q

You were challenged to reduce the tender sum by 9%. What were the clients options if the tender sum can’t be reduced, by Opt A,B,C or by amending contractual terms?

A

If unable to resolve cost overrun, Client would proceed with cost overrun of 0.02%

Or as a PS, expend if full, in part, or not at all

Notes:
Overrun has happened on other packages

59
Q

How is Fit-Out PS built up in the contract/ what consist of?

A

in Main Works BQ12

With Contractor 5% OH+P

MC has redistributed its prelims c1.5%

Note:
- cost derived from DD cost plan

60
Q

Opt C - VE:

Is the ID Consultant allowed to see the costs?

A

No, as per Client request.

I provide with unpriced VE schedule and the see sample submissions

61
Q

What happens if MC recommendation is not acceptable to PM/Employer?

A

Has not yet happened

Could explore nominating a subcontractor

However, Contractor and Client owned by same Parent Company

62
Q

How are the PS packages expended and administered - how does the process go?

A

Administered following PS guidelines (agreed by all)

  • Single stage tender
  • Tender list agreed between MC and Employer
  • MC must obtain 8 quotes
  • technical review by MC and SC (ID)
  • independent commercial review by MC and myself
  • TR/ recommendation from both us for award
  • Employer retains price negotiating power

Note:
PS in BQ12 Prov Sums in Main Works contract

63
Q

Preparation - Who prepared the Tender Docs?

SOE

A

On ours it is Contractor-led.

SOE “I review and agree the pricing documents”

64
Q

Did you complete any intermediate estimates as the design developed? If so, explain what happened?*

A

No, PM did not request pricing of any developing Spec materials, or any intermediate packages for costing

Client was offered this service on cost+ but declined to provide the resource

Notes:

  • No, IFT spec and dwg only release post- Cost plan
  • Quality was overriding factor
  • this is multi-faceted rather than a resi tower
65
Q

Opt A - Redesign high cost items:

Wasn’t a design to budget clause in the ID Consultancy Agreement contract?

A

No

66
Q

Procurement + PS:

Could you of used design and build procurement for Tower B resi package?

A

Client wanted to control design with full IFT

2018 - no, PS to be expended following PS guidelines (traditional procurement with single-stage tendering)

67
Q

Procurement + PS:

With hindsight what would you have done differently in post-contract stage to avoid cost overrun through design development?

/ best practice to avoid cost overruns?

A

Ideally, had Client wanted to pay for specific QS resource - costs could have been reported to Client (and in cost report)

However, PM package manager could have requested pricing of specific elements of concern

Notes:

  • Client did not want to prioritise cost as overriding factor - impacting design creativity (Client retaining flagship asset)
  • QS resource (on cost plus basis)
68
Q

Procurement + PS:

Are the Subcontractors nominated or domestic?

A

Domestic

Note:
- Competitively tendered

69
Q

Procurement + PS:

What is the level of cost certainty at SD design?

A

“fyi we actually use”
CD = +/- 10% cost certainty
SD = +/- 5% cost certainty
DD = +/- 2.5% cost certainty

Notes:

  • Some practices (not F+G) have +/-% cost certainty disclaimer in our assumption and exclusion notes, in an SD cost plan
  • best accuracy based on info received
  • the +/-x% we view as an excuse for inaccuracy
70
Q

Procurement + PS:

Describe your role on this package again?*

A

Ensure competitive price
FPLS

for full scope of works,

and mange the expenditure of PS budget

71
Q

Procurement + PS:

If there’s float in the programme, who can take float, MC or Client?

A

Contractor

Note:
- Only tasks which are not on the critical path can have float.

72
Q

Tendering:

Preparation - What’s the tendering strategy?

A

Single-stage process - Shortlist, prequal, tender queries, tender returns, PTC, BAFO, award

Notes:

  • A PS with competitive tendering procedure
  • MC prepares and Client has negotiating powers (effectively jointly procured)
73
Q

Procurement + PS:

What is the risk with having such a high % of the contract value as arch + MEP PS?

A

Cost certainty

74
Q

Procurement + PS:

Is this project two-stage procurement?

A

No, single-stage with PS.

  • Structural package competitively tendered
  • “preferred” MC did not join design team and develop design (we have designers/flagship asset)
75
Q

Procurement + PS:

Given that the design was over budget by so much – does this mean that the prov sums were wrong and that the client has a right to make a formal complaint?

A

Before my time

Client would have been advised of cost certainty risk of including works as a PS in the MW package. Eager to commence structural

Design based on information received (GA + no Spec)

Note:
Negligible 0.02% increase (of contract sum)

76
Q

Analysis - 13 week tender adjudication period, why so long?

A

Cost mitigation (VE explored)

10x tenderers

77
Q

Analysis - How do you assess/adjudicate the tender returns (best practice)?

What’s my best practice tendering procedures that I used going forward for TA hotels?

(Review, discuss/develop, report)

A

MC does tech and commercial - with tech queries to Super

Review

  • bid compliance - FOT, trade license, letter, PTC schedule
  • BQ review - comparison, exclusions, arithmetical error, RA

Discuss/ develop

  • PTC meetings + meetings
  • RA - offered chance to review
  • VE develop

Tender Reporting (at key stages)

Note:
Submitted to Employer, distributed by PM

78
Q

Procurement + PS:

On another project, what other method of procurement could you use instead of PS if you tender whole project on schematic design?

A

Design and build (two-stage)

79
Q

Opt C - VE:

In case study, my achievements, team work - I mentioned I kept all stakeholders up to date - describe the process?

A

Following workshops with samples - all attend

I collate her VE decisions and cost the approved, target and rejected VE

Reported accepted VE max saving to Client + PM

Note:
- Client may overrule and select the rejected

80
Q

Procurement + PS:

What do you see as the advantages of using prov sums in a contract?

A

Commence start on site rather than awaiting full design

Expend “in full, in part, or not at all”

Bid parity for tenders (did they allow AED 1 or AED 10m for this unknown)

81
Q

Procurement + PS:

Given the PS were based on limited SD info (GA’s and no spec), how could you mitigate the risk of overspend?

Did you communicate this risk to the Client?

A

Mitigation would be await full IFT design (at expense of program)

Have a design to budget clause in ID consultant contract

Note:
Before my time. Client would have been advised of cost certainty risk of including works as a PS in the MW package. Eager to commence structural

82
Q

Opt B - Convert high cost items into PS:

How would the PS in the award be valued later once designed?

A

3+ supplier quotations

Verified and agreed by us

Apply agreed percentage mark-up 8%

83
Q

Procurement + PS:

What’s a PC Sum (Prime Cost Sum)?

SOE

A

PC Sum is an allowance for the material only.

Tenderer to price prelims, supply, installation, OH+P

Note:

  • no Spec for material - qty and nature known
  • price agreed on invoices
84
Q

What was the cause of 11m EOT?

A

Delay in design and engineering approvals (Project team)

85
Q

What PS’ were included in the Tower B PS package?

A

S12 corner units - delay in design (AED 6m)

Note:
Temp MEP access panels

86
Q

Why was the DD cost plan based on incomplete SD information, why not DD for all?*

A

Client request to expediate award of MW to commence structural works
This accelerated start on-site. (compared to waiting full full design)

Note:

  • Structural was designed first (leads coordination). Arch, MEP, landscape, etc to follow (overlap design and construction)
  • I appreciate that ideally DD should be sufficient across all packages, then no need for PS can tender all in MW package
87
Q

Opt C - VE:

Wasn’t this a drag on time with critical path package?

A

Conducted and developed in tender adjudication period

May of cost a couple of weeks, but much faster than PTE and redesign

88
Q

Was the provisional sum allowance just wrong from the beginning?

A

No

Limitations included being based on incomplete SD (on GA dwgs and no spec)

Note:
Design developed over PS allowance

89
Q

Did you ensure your company’s PII covers you for providing VE advice?

A

I did not provide design/VE advice, technical review by ID Consultant.

I simply collated her comments into consolidated VE schedule

90
Q

What’s the procurement route?

A

Traditional (with arch + MEP PS)

Note:
It is not Management Contracting as
- MC are not on a consultancy contract.
- Direct works undertaken (AED 1bn for structural)

91
Q

Did you do an analysis of the clients values prior to coming up with the 3 options?

A

Yes, informal discussion with Client and PM

1 Time was most critical as IFT and on critical path

2 The client wanted to retain the quality control
2 And wanted to achieve budget

Note:
Values will develop organically over the course of a project, especially on a decade long megaproject with oil price highs, lows, corona, property boom and collapse

92
Q

Opt C - VE:

Is the ID Consultant international and specifying from around the world?

A

No, DWP generally spec local

93
Q

Procurement + PS:

Cost planning would of known this was high-end finishes from project outset, why incorrect?

A

Based on info we had (cannot justify excessive without details/ no justification for exuberant estimate)

Note:
I spoke to cost planning dept. who benchmarked on local.

94
Q

How is programme dealt with in relation to PS expenditure?

A

Accounted for in their Main Contract

95
Q

You say due to time you issued the package without a PTE – in hindsight would it have been better to hold back on issuing the tender and get a PTE in place?*

A

Ideally, if IFT received on time

  • MC produce BQ, we PTE, redesign accordingly.
  • MC adjust BQ, go to tender

However, IFT was late..

  • MC produced BQ, then PTE or float tender
  • PTE on Contractor’s BQ would take time and only show estimated cost overrun
  • By floating tender we have actual market rates, and if cost overrun occurs, we can explore VE using subbie expertise/ proposals

Notes:

  • Procurement delay of critical path package would be basis of EOT and prolongation (time-related prelim) costs
  • Client not want to pay us to duplicate BQ on cost-plus, and then PTE.
  • 11m EOT just awarded and Tower B only major front on works available
96
Q

Tendering:

Preparation - What information are the tender BQ’s produced on?

A

Latest IFC Spec and Drawings

Updates typically issued in addenda’s and PTC’s (revised BQ, dwgs, specs)

Notes:

  • Day one variation handles quantum changes from tender documents to latest IFC.
  • We use 3+ quotes to validate cost of new works and apply agreed mark-up
97
Q

Tendering:

Analysis - How I know rates are high apart from rate analysis?

A

Benchmarking to similar projects

98
Q

Procurement + PS:

Who is responsible for programme under main contract?

A

MC

99
Q

Tendering:

Preparation - Was 6 weeks a sufficient tender period?

A

Yes.

Any longer = focus on other tenders,

any shorter = PC rates, PS, assumptions, exclusion, price in risk

100
Q

Tender - were we not able to obtain 9% discount from initial tender to resolve overspend

A

No 9% / AED 9m is too much based on spec compliant

101
Q

In addition to option A,B,C - how else could you reduce tender sums?

A

Change contract type from lump sum to remeasure

Negotiate payment terms

  • advance payment %
  • lower retention %
  • faster payment (not B2B)
102
Q

Opt C - VE:

Definition of Cost Cutting?
not provide an example of

A

Departs from design intent

Impacts quality and performance

Notes:
e.g. replacing marble floor with similar cheaper is VE, replacing with vinyl is cost cutting

103
Q

We normally do PTE, as IFT released on time, and packages not always critical path

A

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RICS APC UAE (6 decks)

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