Commercial Management (Level 1/2/3) Flashcards

1
Q

What is your understanding of the components that make the cost of the project to a contractor?

A

Direct costs:
- labour
- materials
- equipment
- subcontractors/suppliers
Indirect costs
- project management
- overhead
- contingencies/risk

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2
Q

What do you understand by the term working estimate?

A

An estimate that is constantly being updated and progressed during the design stages and increasing in accuracy

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3
Q

What are the key components of a CVR report in respect to cost/value to date?

A

Understand the accounting period and cut off date
Run a CTD report which determine the culminative value to the agreed date
Analyse the actual costs against the forecasted in month and compare with the actual progress on site
I then produce a narrative to outline the projects position in terms of cost and programme

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4
Q

What are the key components of a CVR report in respect to cost/value to complete?

A

Estimate of total cost of completing the project based on current performance and projections for future expenditures

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5
Q

Explain the CVR process

A

The Cost Value Reconciliation (CVR) process compares actual costs incurred to date with the value of work completed. This helps assess the financial performance of a project, identify any discrepancies between planned and actual costs, and make informed decisions to optimise project outcomes and profitability

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6
Q

What you understand by the term liability?

A

Liability refers to the overall amount of obligations or debts that an individual or entity is legally responsible for, all financial and legal obligations that have been incurred but may not yet have been settled

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7
Q

How does liability differ from cost?

A

Cost refers to the sum of money that has been actually disbursed or paid out to fulfil those liabilities

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8
Q

What would you consider before constructing a project cash flow forecast?

A

Firstly, I would consider the Main Contract Conditions, ours are all NEC Option C or E, therefore CTD + Fee
I’d therefore review the project scope and programme to against budget and cost estimates to produce an FTC
This would outline my outgoings

Based on our payment terms with the Client, incomings would follow the same curve, however a month earlier

I would also consider Contingencies and Risks and Inflation and Economic Factors

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9
Q

Why is the construction of a cash flow forecast so important?

A

Highlights the income and expenditure of a business/project over time, used to ensure the business stays cash positive

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10
Q

How is wastage calculated?

A

Quantify the total of each material required on the project. Use industry standards to determine the waste amount for each material. Subtract this percentage from the total to give you usable amount

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11
Q

What insurances are required under a contract? How are they included in a tender?

A

Public Liability Insurance covers for claims made by third parties for bodily injury or property damage arising from the contractor’s activities on the project site

Employer’s liability insurance covers claims made by employees for work-related injuries or illnesses.

Professional indemnity insurance covers for claims arising from errors, omissions, or negligence in professional services provided by the contractor, such as design, consulting, or advisory services.

Contractors all risks insurance provides coverage for loss or damage to the construction works, materials, and equipment during the construction process.

Product liability insurance covers claims for bodily injury or property damage caused by defective products supplied or installed by the contractor.

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12
Q

Tender budget v Project Budget?

A

Tender Budget - Estimated cost or price provided by contractors or suppliers in response to a tender
Project Budget - Estimated financial plan required to complete a specific project within a defined scope, timeframe, and quality standard

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13
Q

Example of value engineering you have undertaken on your projects?

A

When working on Oswestry WTW, as it’s a clean water site, we had to provide lighting to the new buildings and walkways. I reviewed the lighting proposal with the electrical engineers and came up with a layout that provided the same coverage but with less lights

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14
Q

What do you do with the cost data generated by your projects? Is it kept centrally for future use?

A

Yes, it’s kept securely on our internal finance. Used for future use for benchmarking

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15
Q

How did you satisfy yourself that you were in receipt of all project costs for the CVR?

A

I run a report to the month end cut off, then undertake a check list analysing the costs in the month against manual records:
- Ensure all staff who have worked on the project, have completed timesheets and costs are included
- Ensure all labour are inline with allocation sheets
- Ensure all plant/equipment is inline with hire records
- Ensure all materials are inline with those that have been delivered, cross checking delivery notes
- Ensure all subcontractor payments are included, accrual for any works that have been completed but yet to be paid

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16
Q

Can you explain how you compile the cashflow forecast?

A

I forecast the expenditure inline with programme (Staff/Labour/Plant/Equipment/Materials/Subcontractor)
Flying Start was NEC3 Option C, therefore we received cost plus fee back from the Employer, and based on our payment terms, we received the forecasted costs the period earlier.
I would also forecast risk/inflation in line with the programme and risk register

17
Q

Different methods of compiling a cashflow forecast

A

The s-curve predicts cash flow development and the changes it will bring

18
Q

How do you deal with unimplemented CEs, how do you assess their value in advance of formal implementation?

A

There are two main types of unimplemented CE’s:
- One’s submitted by a Subcontractor, which are yet to be reviewed and implemented
- One’s where we have instructed a Subcontractor and are yet to receive a quote
For those where we have a quote, we use the total value and this is our maximum liability
For those where we are awaiting a quote, we make an estimate based on cost data and project history

19
Q

How do you calculate risk and contingency for your CVRs?

A

I had a risk register, which calculated based on:
Likelihood
Time Impact
Prob %
Min £m
Max £m
Most Likely £m

Contingency was on a package for package basis

20
Q

Explain how you used the MEICA budget control sheet during the course of the project and how your advice impacted the profitability position.

A

The MEICA budget control sheet was used between tender and actual. It looked at each package of works at tender and applied adjustments based on numerous factors. I continuously updated it during the project based on ongoing changes until each package was let. This ensured that all parties were aware of the most probable cost.
Oswestry was NEC3 Option E, therefore it didn’t impact the profitability, it just provided a better Forecast of Final Cost.

21
Q

What lessons did you learn from the MEICA budget control sheet and how would you apply them in the future?

A

There were positive lessons learnt. It provided greater visibility of cost, ensuring greater client and internal satisfaction.

22
Q

How did the additional works increase your profit margin on the project? Was it not more profit but the same profit margin, from an increased turnover?

A

The CE was a forecast of the Defined Cost of completing the work. This included a risk provision which was not expended. Ordinarily this would increase the margin, however with Oswestry being Option E, we only received the cost of the work, plus fee back, therefore yes it was only more profit and the same margin

23
Q

Commercial Management of Construction. Discuss the advice you gave, and your reasoning

A

I advised on:

Oswestry WTW - MEICA Budget Control Sheet
Oswestry WTW - Overflow CE and increased profit

24
Q

Meaning of Accruals?

A

An accrual is made within a finance system to account for an anticipated payment that is not yet due

25
Q

What changes in Prelims occurred?

A

There were frequent change with site cabins and welfare facilities due to company policies/government guidelines on social distancing, WFH and Covid.

26
Q

What is meant by the term Contra-charge?

A

Contra-charges are deductions to a subcontractors order value, due to their activities on site:
- Damage to others property/equipment
- X7 Delay Damages
- X17 Low Performance Damages

27
Q

What to do when making a contra-charge?

A

Issue an EWN to the subcontractor informing them of the charge
Issue any supporting information with the EWN
When issuing a payment cert, clearly set the contra-charge on a separate line

28
Q

What is risk/opportunities register?

A

Summarises the potential or hypothetical risks or opportunities, specific to a project. Consists of:
- Name/Description
- Impact on project
- Prob %
- Min £m
- Max £m
- Most Likely £m
- Owner

29
Q

What are company overhead?

A

Ongoing expenses incurred due to daily operations. Can be fixed or variable:
Fixed - Monthly rent (doesn’t change)
Variable - Utility costs (change based on usage)

30
Q

Purpose of working with cumulative figures?

A

Account for all financial information and to reduce the chance of double counting or missed information

31
Q

Earned Value Analysis?

A

Technique used to forecast the financial position of the project:
- Compares current progress with planned progress
- Compare current costs with planned costs
- EVA works out the final position with information to date

32
Q

Contract admin controls do I adopt?

A

Payment Schedule - Ensures all parties are aware of when documentation and payments are to be issued/made
Progress meetings - Review on-site progress with planned, review any outstanding EWN’s/CE’s

33
Q

Company subcontract management tools?

A

Subcontractor 360 feedback
Monthly score of all subcontractors on site, for their performance from H&S, Quality, Programme to Commercial
Data is collected and overall score given
Highlights good and bad performing subcontractors across the framework, helps make more informed decisions

34
Q

Procedures do I undertake to resolve subcontractor FA’s?

A

Under the NEC the total of the Prices is adjusted as the project progresses following the CE procedure. This helps achieve a swift FA agreement. If there are any disputed CE’s then I hold a meeting where I collate all supporting information
Following the discussions, I ensure a FA statement is signed by both parties

35
Q

Strategies to mitigate programme delays?

A

Different construction methodologies
Review staff/resource levels
Out of hours / weekend working
Review the cause of the delay to determine if we are entitled to a CE and EOT

36
Q

Mitigation strategies for material price increases

A

Place early orders with supply chain and vest materials
I’m aware that clauses could be inserted into the client for a fixed price window and any delays will give an entitlement to increase prices

37
Q

Commercial decisions examples to improve cost efficiencies?

A

Verulam Rd - Changed construction methodology
Oswestry - Long project, therefore purchased plant rather than hired
Verulam Rd - Hired additional land to store muck/topsoil, cheaper than disposing and purchasing again
Oswestry - Used the water source available, cheaper than imported water/bowsers