Case Study Specific Questions Flashcards
- How did you ensure the accuracy of your Stage 3 cost plan?
Used RLB cost database and market testing to validate pricing.
Compared costs with benchmark data from similar projects.
Reviewed supplier quotes and liaised with contractors.
Checked against Stage 2 estimates and reconciled any differences.
To ensure cost accuracy, I benchmarked key elements against the RLB cost database and market-tested rates with suppliers. I also compared the Stage 3 costs with Stage 2 estimates, identifying and reconciling any movements. For example, when wallpaper costs increased due to a client upgrade, I analyzed alternative specifications and recommended a cost-effective solution that met their design aspirations.
Can you give an example of when you had to challenge a design decision based on cost implications?
“During the Harrow Road project, I noticed that the client had upgraded to high-spec decorative wallpaper throughout the units, which significantly increased costs. I advised them that this was beyond industry benchmarks and would exceed budget expectations. Instead, I recommended using decorative wallpaper selectively in feature areas (e.g., living rooms and master bedrooms) while opting for a more cost-effective alternative in secondary spaces. The client accepted my suggestion, maintaining the aesthetic intent while achieving substantial cost savings.”
How did you approach Value Engineering on High Road West?
I compiled a Value Engineering schedule identifying areas for potential savings. I worked closely with the design team to ensure that each item was technically feasible and wouldn’t compromise quality or functionality. After vetting the proposed savings, I presented them to the client, highlighting which items could be implemented without affecting the scheme’s integrity. As a result, we identified significant cost efficiencies, aligning the project with budget constraints while maintaining design quality
Can you explain how you used benchmarking data to inform the Fit-Out cost plan?
For the NES project, I used internal benchmarking data from similar schemes to establish a cost per square foot. Since costs fluctuate over time, I applied inflation adjustments using BCIS indices and internal tender price data. This allowed me to provide an accurate, up-to-date cost estimate, helping the client assess feasibility before progressing further.”
You said the contract lacks a detail structure to manage change control? What is your definition of reasonable?
The contract states the contractor must respond within a reasonable amount of time, the issue with this is the discussion of what is reasonable and by having this process in place the time frames can be discussed on how long it will take depending on the nature of the change
You want to implement a structured change control process - how if its not in the contract?
How can you get it formally included.
Deed of variation - amendment to the contract
However this would take time and cost money which the client did not want
Establishing a change control procedure is standard practice for a QS? Why was this not done in the pre-construction period? What would you do differently next time?
I joined the project post contract - the issue was that schedule 2 quotation I noticed was deleted out the contract particulars this would of helped aid the process
Maintaining the process and tracker does this attract additional admin costs and change control workshops more fees?
Reviewing change control was already included in our scope of works.
Having workshops and a tracker makes managing the changes more efficient
Instruct the works and agree costs after not just using the variation function in the JCT Contract? How does it differ?
Using the Variation Function in the JCT Contract
How It Works (Standard JCT Approach):
The Employer’s Agent (EA) or Contract Administrator (CA) issues a Change Instruction under Clause 3.9.
Before work begins, the contractor submits a quotation for the variation (Clause 3.10).
The employer reviews the cost before formally approving the change.
Only after cost agreement is the variation formally implemented and valued under Clause 5.2.
Was the change order tracker a contract amendment? How did you ensure the contractor complied with the timescales given there was no contractual obligation?
Incentivised there are aware of a phase 3 coming up
Using JCT Clauses to Indirectly Enforce Timescales
Clause 3.9 (Change Instruction): The Employer’s Agent (EA) could issue formal change instructions.
Clause 3.10 (Pre-Pricing of Variations): If timescales weren’t met, the EA could insist on pre-quotations before proceeding.
Clause 2.25 (Extension of Time): Late submission of variations could impact the contractor’s entitlement to EOT claims.
The contractor’s valuations and payment applications were checked against the change tracker.
If variations were not approved or submitted late, they could be excluded from interim payments.
This created a financial incentive for the contractor to follow the agreed change process.
How did your change management system approach valuing the changes? What rules of measurements were applied?
Clause 5.2.1: Contract Rates and Prices If similar work is already priced in the contract.
Clause 5.2.2: Pro-Rata to Contract Rates If similar work exists but needs adjustment for quantity, difficulty, or conditions.
Clause 5.2.3: Fair Valuation (New Work Not in Contract) If the variation introduces new work not covered in the contract.
Clause 5.2.4: Dayworks (Clause 5.7) If instructed as Daywork and pre-agreed.
Cost estimates and plans - why do you advise on inclusions and exclusions?
What does NRM1 say about this?
NRM1 requires that exclusions must be clearly stated in:
Order of Cost Estimates
Cost Plans
Elemental Cost Breakdown
Pricing Documentation
Bills of Quantities (BoQs)
Each section must specify what is not included in the estimate to ensure transparency.
General Exclusions (Cost Estimates)
NRM1 states that cost estimates should clearly identify what is excluded, such as: ✅ Land acquisition costs
✅ Legal and professional fees (unless included separately)
✅ Statutory fees (e.g., planning application fees)
✅ Loose furniture, fittings, and equipment (FF&E) not fixed to the building
✅ Client-specific costs (e.g., tenant fit-out works if a base build is being estimated)
✅ Operational costs and lifecycle costs (e.g., maintenance, insurance, facility management costs)
✅ VAT, unless specified otherwise
Reconciliation statement from stage 2 to 3 - Stage 3 could take 3 months what were you doing during this period?
I was attended design team meetings and any suggested items raised by the client would get market tested
Half way through the project the contractor insurance are coming to renewal and you have requested updates but they are not forthcoming. What do you do?
Under a JCT contract, the contractor is required to maintain specific insurance policies, such as:
Clause 6.4 – Public liability insurance
Clause 6.5.1 / 6.5.2 – Non-negligence insurance (if applicable)
Clause 6.7 – Employer’s liability insurance
Clause 6.8 – Insurance of the works (Option A, B, or C depending on the contract)
The contract will specify that proof of insurance (such as a renewal certificate) must be provided.
Step 2: Follow a Formal Escalation Process
A. Issue a Formal Reminder
Send a written reminder (email or letter) requesting the updated insurance documents.
Reference the contract clause that requires the contractor to provide evidence of valid insurance.
Set a clear deadline for submission (e.g., 5 working days).
B. Issue a Notice of Non-Compliance
If no response is received, issue a formal notice of non-compliance under the contract, warning that failure to provide insurance documents could lead to suspension of work or withholding payment.
C. Withhold Payment (If Necessary)
Under JCT contracts, the Employer’s Agent (EA) or Contract Administrator (CA) can withhold payment if contractually required insurances are not in place.
A Payless Notice may be issued if interim payments are due but the contractor has failed to provide the required insurance documentation.
D. Instruct the Contractor to Cease Works (If Required)
If the contractor still does not provide evidence of valid insurance, the employer may suspend works until compliance is achieved.
Under Clause 8.4 of JCT contracts, failure to maintain insurance can be a contractor default, giving the employer the right to terminate the contract (if non-compliance persists).
E. Arrange Insurance If the Contractor Fails to Comply
Under Clause 6.14 of JCT contracts, the employer has the right to arrange insurance themselves if the contractor fails to comply and deduct the cost from payments due.
When would you advise issuing a pay less notice?
Defective or Non-Compliant Work The contractor has claimed for work that is defective, incomplete, or does not meet the contract requirements.
Overclaimed Payment Application The contractor has overvalued the work completed in their interim payment application.
Liquidated Damages (LDs) Deductions The contractor has failed to meet the contractual completion date, and liquidated damages must be deducted.
Contra Charges / Set-Offs The employer has incurred costs due to the contractor’s failures (e.g., hiring a third party to rectify defective work).
Retention Deductions If the contractor has incorrectly applied for full payment without deducting agreed retention.
Disputed Variations If a variation is claimed but has not been formally approved or is incorrectly valued.
Breach of Contract The contractor has breached contract terms (e.g., failure to provide warranties, insurances, or required certifications).
What do you need to do every year to maintain chartered status
Record 20 hours of CPD (10 hours formal)
Pay RICS subscription fee
Comply with RICS Rules of Conduct Ongoing
Maintain Professional Indemnity Insurance (if applicable)
Submit Firm’s Annual Return (if running an RICS-regulated firm) Annuall
Declare any legal or disciplinary issues Ongoing
Alternative piling methods
Driven Piles (Steel, Concrete, Timber) Loose soils, high loads Fast installation High noise/vibration
Bored Piles (CFA, Rotary) Urban areas, deep loads Minimal vibration Requires support fluids
Step-by-Step Process of CFA Piling
Drilling the Borehole
A continuous flight auger (a long helical drill) is rotated into the ground to the required depth.
The soil is displaced and lifted to the surface along the auger flights.
No temporary casing or support fluid is needed as the auger itself provides borehole stability.
Concrete Injection While Extracting the Auger
Once the desired depth is reached, concrete is pumped under pressure through the hollow stem of the auger.
As the auger is gradually withdrawn, the concrete fills the void left behind.
The pressure ensures that no borehole collapse occurs and that the pile is fully formed.
Reinforcement Insertion
Immediately after concreting, a reinforcement cage or steel bars are inserted into the wet concrete.
The reinforcement is either pre-fabricated or installed in sections.
The fresh concrete ensures that the reinforcement cage is embedded properly.
What risk quantification methods are you aware of
Expected Monetary Value (EMV) EMV = Probability × Impact Financial risk assessment
Monte Carlo Simulation Runs thousands of simulations to model potential outcomes
Cost & schedule forecasting
Sensitivity Analysis Identifies which variables have the most impact on risk Project cost & time risks
Decision Tree Analysis Uses branching diagrams to analyze decisions under uncertainty Complex risk choices
Fault Tree & Event Tree Analysis Graphically models risk paths leading to failure Safety & reliability risks
What components of screed did you check in the pricing documents?
Within the specification it was a dry screed, however the client allowed contractor to price for alternatives and 2 contractors priced for wet screed. The wet screed came in at a lower cost than the dry screed however in terms of programme it was slower due to the dry screed needing to dry. However the contractor offered they can meet the programme by implementing heaters
How the Building Safety Act 2022 Affects Residential Buildings
Higher-Risk Buildings (18m+/7 Storeys+) Stricter safety management, duty-holders, and regulatory oversight.
New Building Approvals (Gateways 1-3) Increased scrutiny before construction, reducing unsafe design practices.
Leaseholder Protections Limits cost burden for fire safety defects (e.g., cladding removal).
Building Safety Management Owners must ensure regular safety assessments and maintain a “Golden Thread” of information.
New Penalties & Compliance Rules Developers and property managers face legal action for non-compliance
