Case Study Questions

Question 1

How did you make sure you fully understood your Clients requirements?

Answer 1

Through communication and listening skills. I was present at the 4 design team meetings and provided the client with query sheets and request for information.

Question 2

How was the budget cost of £150,000.00 ascertained?

Answer 2

Based on the clients brief a scope of works was drawn up and budget costs were ascertained using BCIS, Spons pricing book and recent tender return costs.

Question 3

Why did you consider single stage selective tendering to be the most suitable
procurement strategy for this project/ client?

Answer 3

Quality, time and cost were extremely important to the client. SSST ensured that we obtained the most competitive cost to the most appropriate contractor. The design and scope of works was defined.

Question 4

What other options were considered and why were these rejected?

Answer 4

Negotiated tender would have been a quicker process however it may not have achieved the most competitive cost or the best contractor for the job.

Question 5

How were the four contractors identified as suitable for tendering?

Answer 5

The four contractors were selected on the basis of their ability to carry out the works. The client asked that we tender to two of the contractors. Pre Qualification questionnaires were issued to the 4 tenders to determine their financial standing, ability to undertake the works, ascertain references and proof of similar works.

Question 6

What if anything was carried out prior to issuing the tender to these four
contractors?

Answer 6

We could have carried out pre qualification interviews however it was felt that a project of this scale and the contractors selected that the PQQ was suitable in identifying who was most appropriate to tender to.

Question 7

Was there a scoring ration or matrix for the tender returns?

Answer 7

No however I am aware that these are used in many framework tenders and local authority jobs tendered through Public Contracts Scotland.

Question 8

You mention the most competitive price, were the tenders assessed against any
other criteria?

Answer 8

Tenders were assessed on the following:
Price 
Understanding of the Requirements
Technical Ability
Availability 
Proposed Methodology 
Qualification Notes on Form of Tender (manual handling)

Question 9

Why was SBCC Minor works deemed to be the most suitable form of contract for
these works?

Answer 9

The work was simple in character, well defined in tender and specification documents and had no requirement for contractors design.

Question 10

Talk me through the conflict of interest check that was carried out.

Answer 10

A conflict check was carried out on the companies database against client, address, building name and building address. No conflict existed.

Question 11

What did you do to prepare for the measurement survey you undertook of the 3rd
floor?

Answer 11

The measured survey was carried out using gross internal area in order to ascertain the size of the suite. I ensured that the digital measuring equipment was calibrated and also carried a tape measure and camera.

Question 12

What did the tender documents consist of?

Answer 12

Tender documents consisted of the following: 
Prelims
Description of Works 
NBS 
PCI 
Drawings 
Any other relevant information

Question 13

Talk me through your tender analysis exercise?

Answer 13

Once tenders received and opening exercise completed tender were assessed on the following:

Arithmetical errors
Items not priced 
Rates
Proposed Methodology
Compliance with tender procedure 
Understanding of Requirements
Qualification Notes

Question 14

Talk me through the headings within your tender report?

Answer 14

Project, Scope of Works, Basis of Report, Review of tenders commenting from the lowest bid to the highest bid, statutory consents and recommendations.

Question 15

What were your key duties as Principle Designer?

Answer 15

My key duties were to liaise with the client and obtain any existing H&S files, manuals and information
To identify, eliminate and control Health and Safety elements of the pre-design phase
To liaise with the Principal Contractor and ensure H&S in design changes are managed.
To obtain construction phase plan.

Question 16

What was your role in relation to the specialist consultants?

Answer 16

The specialist M&E consultant was engaged by my firm on behalf of the client.

Question 17

Key Issue 1 – What do you consider to be the typical time it would take to obtain a building warrant?

Answer 17

The local authority response time is 20 days.

Question 18

Key Issue 1 – did you make your client aware of any risks or disadvantages associated with your proposal to adjust the move out date?

Answer 18

Yes i advised the client that by adjusting their move out dates and not proceeding with work may incur additional costs from the contractor for deferment of possession of site.

Question 19

Key Issue 1 If your Client was to accept the adjusted date, would this have incurred additional costs from the Contractor?

Answer 19

As above.

Question 20

Key Issue 1 What were the items you refer to that did not require a building warrant?

Answer 20

As per the meeting with Building Standards officer it was deemed that works such as removal of previous tenants fixtures, desks, chairs, storage racking, carpet tiles could be removed from the suite.

Question 21

Key Issue 2- What type of air conditioning system was currently in the building?

Answer 21

The air conditioning within the suite was a Variable Refrigement Flow system meaning that it had ability to heat and cool based on the refrigerant flow to different areas of the office.

Question 22

Key Issue 2 – Why were the services not inspected prior to start on site?

Answer 22

Services were inspect however not within the 4 areas of the issue.

Question 23

Key Issue 2 – Why did you sent the contingency on this project at 5%?

Answer 23

All items had been included within the description of works and provisional sums had been included for defined items. The clients budget also warranted for contingency sums of 5%. The client is a religious charity with strict spending parameters.

Question 24

Key Issue 2 – Why did you consider that these works should be paid for out of the
contingency allowance and not request further monies from the Client?

Answer 24

The client had produced a strict budget for the works, we did not wish to go over budget for works therefore the contingency sum would have been used.

Question 25

Key Issue 2 – was your client satisfied with the outcome of this Key Issue?

Answer 25

Yes the client was unphased by the industrial visual looks of the cassettes.

Question 26

What savings were made to bring the project in under budget?

Answer 26

By re-using existing lighting in new circulation areas. Existing lighting had to be removed to make way for partitions.

Question 27

How has this project enhanced your skills in relation to legal and regulatory
compliance?

Answer 27

My legal and reulatory skills have developed in regards to compliance with building standards, particularly The Equality Act 2010

Question 28

Tell me about the value engineering aspects you were involved in?

Answer 28

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Question 29

What were your duties as Contract Administrator on this project?

Answer 29

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Question 30

With regard to the provisional sums for the joinery works were these defined or
undefined?

Answer 30

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Question 31

31. How did you ensure the works were carried out within the H&S requirements?

Answer 31

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Question 32

32. How do you know that the Client was extremely pleased with the works?

Answer 32

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Question 33

33. In terms of the contract, what did you need to do at Practical Completion.

Answer 33

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Question 34

34. What were the contractual requirements around the Final Account?

Answer 34

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