DEVELOPMENT/PROJECT BRIEFS - Level 3

Question 1

Colville: Explain the importance of KPI meetings

Answer 1

• These are important for my client to understand how individual consultants/contractors are performing and if they are not able to review what adjustments could be made to improve the scores for the next review (use as lessons learnt)
• quantifiable measure that can be used to determine how well company goals are being met

Question 2

Rosebank: Explain how you assisted a client to appoint an architect

Answer 2

• Seeking fee proposals from architect. To obtain these I included the clients brief, proposed scope, project information, timescales , clients appointment documents etc.
• 3 quotes – to obtain VFM
• Reviewed with QS seeking any anomalies and queries.
• Presented findings to client

Question 3

Rosebank: Did you do the feasibility? Are you competent to do this as it was about re-cladding? What had to be considered re Grenfell?

Answer 3

• No I would not be competent to undertake a design feasibility.
• However this feasibility study I collated was brought together information from others including the Architects options appraisal, order of cost estimates.
• I prepared sections on procurement options , programme.

Question 4

Rosebank: Did you do the feasibility? Are you competent to do this as it was about re-cladding? What had to be considered re Grenfell?

Answer 4

• No I would not be competent to undertake a design feasibility.
• However this feasibility study I collated was brought together information from others including the Architects options appraisal, order of cost estimates.
• I prepared sections on procurement options , programme.

Grenfell - The clients brief to the Architect was to ensure the proposed re-cladding options proposed were using class A rated materials only. Non combustible

Question 5

Rosebank: Client chose a 2 stage tender process but what did you recommend?

Answer 5

• Yes I recommended two stage approach as expertise of a specialist cladding contractor was a key driver for my client
• to also allocate design risk onto the contractor

• They were also keen to implement JCT form of contract which they were familiar with

Question 6

Parkhouse: How did you access your clients “appetite” for risk?

Answer 6

I gauged my clients appetite for risk by reviewing the clients brief and scheduled a meeting to understand there ‘Key drivers’. To assess risk
• Some were to obtain a lump sum fixed cost for all of the works before commencing on site
• Transfer design risk to the contractor
• They also wanted to benefit from the sales units.
• They were also looking to start work onsite by a set deadline within a year

Question 7

Can you explain to me what a PEP is and why it is a necessary tool for a construction project?

Answer 7

Project execution plan PEP
• A project execution plan sets out the strategy for managing a project.
• also provides clarity around who does what ,how and when during the scheme (no mis-interpretations

Question 8

What information would a project PEP typically include, and can you explain why a couple of these are required?

Answer 8

• Project definition and a summary of the strategic brief or later the project brief.
• Drawings insofar as they are developed at this stage.
• Project programme.
• Cost plan, cost management and accounting procedures.
• Contracting and procurement strategy.
• Roles, responsibilities and authorities. This might be set out in a responsibility matrix (or project roles table), supplemented by a contractual tree and then used to develop a schedule of services for each appointment.
• Monitoring and reporting strategies.
• Potential consultations / stakeholder management.
• Communications strategy and standards.
• Technology strategy.
• Risk assessment and risk allocation.
• Strategy for obtaining planning permission and other permissions.
• Health and safety strategy.
• Sustainability strategy
• Quality assurance strategy.
• Soft landings strategy, including business change and staff training requirements, commissioning, handover, migration, aftercare and post occupation evaluation strategy.
• Operational strategy.
• Equipment requirements (inside or outside of the building contract).
• Unusual or long-lead items.
• Data management

Question 9

Can you explain how a clients brief may impact key decisions during the early, mid and later stages of a project.

Answer 9

• Statement of Need - RIBA 0-1 - (feasibility – if actually need a project?)
• Strategic Brief – RIBA 1 to 2 - if to proceed to plannings
• Project Brief – RIBA 2 (frozen at end) – If order of cost is viable
• Project Execution Plan

Question 10

Why is it important to set out the roles and responsibilities of the project team at the outset of the project?

Answer 10

Also highlights shared responsibility and ownership of the projects success

Question 11

Following appointment by a new client on a new project, what processes would you go through in order to establish their brief, risk profile and what they would determine as best value to them in regards to the project.

Answer 11

• Ask for the clients written strategic or project brief
• Hold a meeting to discuss this and identify their risks . Example Parkhouse Street factors impacting my clients risk profile I identified were:
• Programme – how quickly are they looking to procure the works?
• Some were to obtain a lump sum fixed cost for all of the works before commencing on site
• Transfer design risk to the contractor
• They also wanted to benefit from the sales units.
• They were also looking to start work onsite by a set deadline within a year

Question 12

Can you talk me through what the typical agenda of a client KPI meeting would be?

Answer 12

I attend quarterly KPI meetings with my client at LBH to review my own and teams performance.
The agenda – review each of the KPI’s items and the scores received by my client
Some of these include – (Pre Contract, Construction , Handover)
• Collaboratively working with team
• Providing comprehensive cost plan info
• Production of information (tender , ER’s , etc)
Previous quarter score / latest score
Lessons learnt
Look ahead and areas of focus to improve the next quarter.

Question 13

Can you explain why it is important to evaluate the performance of yourself and others throughout the project?

Answer 13

Areas you are doing well to keep up morale and continue

Also understand areas which you can improve on and take these as lessons learnt on this scheme and on others.

Question 14

You mention that you implemented a new change control process for Westhorpe Gardens. Can you talk me through what information you ensured was required when completing the new change request form?

Question 15

Westhorpe Change Control: Can you talk me through the reasoning for the new process and why you advised your client to implement?

Question 16

Can you talk me through the report you prepared and presented in regards to the Westhorpe Gardens project in relation to tendering the scheme prior to receiving planning approval.

Question 17

Westhorpe : What risks and/or benefits did you advise your client of and what was you final recommendation? How did you go about assessing the risks and benefits of the proposal? What information did you gather to include within your report?

Question 18

Can you explain to me why you advised you client at Parkhouse Street to undertake a series of site surveys?

Question 19

Can you tell me some of the key outputs of RIBA Stage 0?

Answer 19

• Outline Client Requirements / Statement of Need

* Business Case

Question 20

How did you advise the Client should procure the surveys that you recommended for the Parkhouse Street project?

Question 21

What is the purpose of a feasibility study and what does it typically contain?

Answer 21

Design options
High level cost estimates each option
RIsks
Procurement
HIgh level programme - procurement options

Question 22

For the Westhorpe Garden project, what were the risks of tendering the project prior to Planning?