Commercial Management Flashcards

1
Q

What are the differences between direct and indirect costs?

A
  • Direct Costs: are the costs to complete the work e.g. labour, plant and materials
  • Indirect Costs: are the costs to support the project
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2
Q

What is a CVR

A

A cost value reconciliation is used to measure the projects ingoing and outgoing costs against the budget

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3
Q

How do you prepare a CVR?

A
  • My CVR automatically updates to include all ledger costs to a specified date within the business reporting calendar
  • I would then input all accruals in the month and ensure the total cost to date reflects the cost plan
  • I would input the latest client certification
  • Finally I would input the cost phasing, which will be used to work out the expected final cost and revenue of the project
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4
Q

How to you establish you CVR is accurate and up to date?

A
  • Forecast revenue is only reported when variations are implemented
  • A reduced revenue is taken on CE’s that aren’t implemented
  • I have regular meetings to ensure all risk items are covered
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5
Q

What is an accrual

A

An accrual is the cost for work that has not been paid

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6
Q

What is WIP?

A
  • WIP is used to work out the percentage of work complete against the percentage of work paid
  • Used to establish if the project is likely to run over budget
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7
Q

What is a risk register?

A

A risk register summarises potential risks that are specific to a project
It contains:
- Name and description of a risk item
- Likelihood of a risk occurring
- The potential cost of the risk
- The classification of either low, medium or high
- The risk owner

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8
Q

How is WIP calculated

A
  • Actual cost / estimated final cost = percentage of work complete
  • Percentage complete * billed revenue = earned revenue
  • Billed revenue - cost to date - earned revenue = over/under billing
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9
Q

What is an Employer risk on your project?

A
  • Loss or damage to the works, plant and equipment caused by war, civil war
  • Strikes, riots and industrial action
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10
Q

What is an example of a commercial decision you have made to improve cost efficiency?

A

I have undertaken a cost comparison on hired equipment vs purchased equipment to understand if the project could benefit from a cost saving

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11
Q

What advise would you give to a client to help reduce project cost?

A
  • I would advise on using alternative materials that still meet the specification (value engineering)
  • I would carry out a reconciliation on plant and equipment to understand if there are items on hire that aren’t being used / aren’t required
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12
Q

What is the difference between value management and value engineering?

A
  • Value management outlines the different approaches to the relationship between project objectives and business needs
  • Value engineering summarises the different approaches to achieving the required functionality for a particular material or system
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13
Q

What advise would you give to the client for managing risk?

A
  • I would understand the clients objectives and expectations for the project
  • I would then identify the project risks and communicate these with the client
  • I would advise on the different risks associated with each procurement route
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14
Q

How do you manage cash flow issues?

A
  • I always undertake checks to understand the cumulative cost to date against the certification value
  • I arrange meetings with the client to understand variances and whether further substantiation is required to allow payment on certain items
  • If there is a growing variance I escalate to my commercial director
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15
Q

How is value managed on your project?

A
  • Value is managed on my project by workshops which are used to motivate the team, promote innovation and maximise the overall performance of the project team
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16
Q

Give an example of a time you have advised a client on risk management

A
  • The client instructed VFL to remove a redundant Nation Grid cable
  • I priced the risk of removing and disposing of any oil that may be contained within the cable
  • The Client rejected the quotation based on the risk allowance
  • I advised the client that if they issued a revised instruction, including a PM assumption outlining that they would own the risk for removing any potential oil I would resubmit the quote removing the risk allowance
17
Q

What are the reasons for raising an Early Warning?

A
  • Increase in the total of the prices
  • Delay completion
  • Delay meeting a key date
  • Impair the performance of the work in use
18
Q

Give an example on when you have advised a client on change control

A
  • Client requested VFL undertake some de-vegetation works
  • I demonstrated under the Works Information that this was a Client responsibility
  • I advised that, if required, I would arrange the procurement of a Subcontractor to undertake the work if an instruction was raised, detailing the scope and CE raised in association
19
Q

How would you advise a Client if a supplier you have engaged with has fallen into liquidation

A
  • I would refer to Clause 92 of the Contract for the procedures on termination
  • I would refer to the RICS guidance on termination of contract, cooperate recovery and isolvency
  • I would advise that the site is to be secured
  • I would advise that I would undertake a valuation for works completed
  • I would obtain legal advise from my companies legal team
  • I would advise on the options for claims such as bonds and PCG’s
  • I would then advise on the options for the completion of the works
20
Q

What actions would you take on a project to make sure that the project is profitable?

A
  • I would try to widen the gap between cost and revenue
  • To reduce cost I would complete reconciliation exercises to identify if there is any unnecessary cost being spent
  • To increase revenue I would ensure ensure that all CE’s have the correct amount of substantiation required to allow them to be accepted