Case Study Q&A Flashcards
1
Q
What is the difference between a CAT A & CAT B fitout?
A
- A Cat A fit out will provide a basic level of finish above what is provided in a Shell and Core
- For example suspended ceiling tiles, raised floors, and basic mechanical electrical services
- A CAT B fitout overlays the CAT A provision with bespoke elements that are specific to the needs of the tenant to enable them to occupy the space
- For example this would include interior partitions, data cabling, artwork and branding
2
Q
How did you calculate risk within your budget for this project?
A
- During the early design stages, risk was allowed for with a contingency allowance as a overall percentage of the cost estimate.
- Contingency is a sum included within the estimate to cover unknown expenses or unmitigated risks during a project.
- As the design develops a risk register can be compiled with probability and cost impact assigned to each item which can then form the total project contingency.
3
Q
What are the differences between traditional and Design & Build procurement routes?
A
- In traditional procurement The contractor takes responsibility and financial risk for the construction of the works.
- The client takes the responsibility and risk for the design and design team performance.
- In D&B the contractor can be responsible for the design, planning, organisation, control and construction of the works to the employer’s requirements.
4
Q
What are the advantages to Design & Build procurement?
A
- There is a single point of responsibility for the design and construction.
- There is earlier commencement on site.
- Contractor’s experience harnessed during the design phase.
5
Q
What are the disadvantages to Design & Build procurement?
A
- Clients may find it hard to prepare a sufficiently comprehensive brief.
- The Client has to commit to a concept design early.
- Variations from the original brief can often be expensive.
6
Q
Does the budget drive design or design drive cost?
A
- The relationship between budget and design is often complex and depends on the specifics of the project.
- In some cases, the budget drives the design as the design must be created within the constraints of the available budget.
- While in other cases, the design drives the cost if the focus is on creating a unique or innovative design.
- Ultimately, the best outcome is achieved by balancing the competing demands of budget and design.
7
Q
What was the anticipated final costs at the end of Stage 2?
A
On this project the anticipated final project costs for the stage 2 cost plan were £2,500,000 inclusive of a 10% contingency.
8
Q
What are the benefits of doing a cost plan?
A
- A cost plan is used by the cost consultant to control the development of design.
- It identifies the clients agreed cost limit and how the money is allocated between each element of the building.
9
Q
Was there not a change control process in place to anticipate this overspend?
A
- Yes, to manage the change control process during the design stage on this project, a change control tracker was implemented and updated during the weekly design meetings with the design team.
- All areas of design development were listed on the tracker and I was responsible for providing cost information for these changes.
- Unfortunately, the reason for the overspend did not arise from design development of the scope. During production of the stage 3 cost plan, the client’s technology department changed their stance on funding the AV requirements, requesting that it be paid for by the project budget.
- This decision was promptly documented in a change tracker and the client was informed of its significant cost impact.
10
Q
What is meant by the term value management?
A
- Value Management is the proactive process of defining what value means to a client
- And putting procedures in place to ensure that maximum value is delivered
- It considers the entire project lifecycle and aims to identify and prioritise project goals and objectives.
11
Q
What is value engineering?
A
- Value engineering is an organised approach to reduce cost on a project without detrimental affects to quality or performance.
12
Q
What’s the difference between value engineering and value management?
A
- Value Management is the proactive process of defining what value means to a client
- And putting procedures in place to ensure that maximum value is delivered
- It is used throughout the lifecycle of a project and focuses on the overall project goals and outcomes.
- VE is an organised approach to reduce cost on a project without detrimental affects to quality or performance.
- It is typically used in the later stages of a project and focuses on technical issues such as material selection, design optimisation, and construction methods.
13
Q
Did you have VE workshops only once the project went over budget?
A
- No, VE workshops should take place after the concept design has been completed and before the detailed design is finalised.
- This is because VE aims to optimise the project’s value by improving the design and construction. Any changes made during this stage will have a significant impact on the project’s overall cost and performance.
14
Q
How did you manage the value engineering workshop that occurred on this project?
A
- Firstly, the Value Engineering tracker was updated to assess all potential options on the project to reduce costs with detrimental impacts to quality or performance.
- I then ensured weekly VE workshops were held and included all relevant stakeholders including the client, design team, technology department and project team.
- During the calls, the VE tracker was discussed and I asked the client to assign a code to each of the potential options which included, easy wins, if we have to, only in an emergency.
- This enabled to understand the viable scope areas to target on this project.
15
Q
What was the tendering process selected for this project?
A
- For this project the chosen tendering method was a selective single stage tender.
