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APC - March 2022 > Key Terms > Flashcards

Key Terms Flashcards

1
Q

RICS

A

It is a professional body that accredits professionals within land, property + construction sectors worldwide.

It helps set, maintain and regulate standards and provides advice to government and policy makers.

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2
Q

Ethical standards/ rules of Conduct

A

1 - M&F must be honest, act with integrity and comply with their professional obligations, including obligations to the RICS.
2 - M&F must maintain professional competence and ensure services are provided by competent individuals
3 - M&F must provide good quality and diligent services
4 - M&F must treat others with respect, and encourage diversity and inclusion
5 - M&F must act in the public interest, take responsibility for their actions and act to prevent harm and maintain public confidence in the profession

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3
Q

Professional statement

A

mandatory requirements for RICS members and regulated firms
Sets behavioural, competence or technical
e.g. Conflicts of Interest (2017) or Complaints Handling (2016)

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4
Q

Guidance note

A

Document that provides users with recommendations or an accepted approach for good practice
E.g. Management of Risk (2016), Surveying Safely (2019)

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5
Q

H&S at Work Act 1974

A
  • Primary piece of legislation that governs the UK
  • Promotes good management and common sense
  • Key aims:
    1. Places duty on employers for H&S of employees
    2. Places duty on employees to ensure H&S of those affected by their works
    3. Regulated by the HSE
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6
Q

Gifts

A

Bribery Act 2010 defintes acceptable gift and hospitality as reasonable and proportionate
Includes modest and occasional meals. sport & cultural events
- must not be lavish or frequent

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7
Q

M3 gift & hospitality policy

A
  1. BD director approval required for entertaining business contracts over £100
  2. Approval required for being entertained at over £50 & MD if over £1000
  3. Offering / accepting gifts is prohibited
  4. Any christmas gifts should be shared with the company
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8
Q

RICS decision tree

A
  1. Facts?
  2. legal?
  3. in line with RICS global professional and ethical standards?
  4. consulted with appropriate people?
  5. clear reasoning for your decision?
  6. content with actions being public? (embarrassment test)
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9
Q

Audit trail

A

Date and time stampled, sequential record

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10
Q

CPD

A

Continuing Professional Development
RICS requirement = 20 hrs p/a (10 formal)
Every 3 years update on ethical standards
APC = 48 hrs CPD (50% formal)

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11
Q

Client care

A

Tailoring the service you provide to suit the needs of the client
Process of identifying who your clients are by understanding
- The behaviours that are appropriate to establish good relationships
- The systems and procedures appropriate for managing the process of client care
- The requirements to collect data, analyse and define the needs of the clients

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12
Q

Behaviours of client care

A
  • promote RICS ethical and professional standards
  • understanding client requirements
  • clear comms / dialogue
  • delivery on time
  • trust based relationship
  • quality assurance and CHP
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13
Q

Monthly report

A

Formal monthly progress report which shows project costs, programme, risks and key issues

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14
Q

RICS CHP

A

A firm must have a CHP and it must include a redress system
- must have a CH officer and CH log
- complaint has to be acknowledged in 7 days and formally responded to in 21 days (28 days total)
2nd stage - redress if client is dissatisfied

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15
Q

M3 CHP

A
  • clarify complaint
  • inform line manager
  • acknowledge complaint in 5 days
  • formally respond in 14 - 18 days
  • formally record and investigate
  • internal lessons learnt thereafter
  • no redress mechanism for referring to third party if remains unresolved
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16
Q

Project charter

A

A client led initiative where 5 members of the project team were selected to develop a brief. The main aim was to develop a set of behaviours and objectives to enhance ESG across the project.

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17
Q

Communication

A

transfer of information from one person to another
informal - no need to record
formal - need to record info so there are structured and defined deliverables

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18
Q

Negotiation

A

To discuss a matter with a view to settlement or compromise

- Where two parties have differing views come together to try and establish common ground and reach an agreement

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19
Q

CapEx

A

Capital expenditure

- An excel which tracks all project costs, shows paid to date, forecast costs and cashflow for duration of a project

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20
Q

Construction (Design & Management) Regulations 2015

A

Regulation that seeks to improve H&S in construction by placing duties on duty holders on a construction project. 3 core aims:
1 - focus project team on H&S through lifecycle of project
2 - improve planning and management of projects to identify dangers
3 - places responsibilities on these best placed to deal with H&S duties

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21
Q

Client (CDM)

A

Responsibilities different in commercial vs residential
Commercial -
- ensure duty holders appointed
- time and resource = sufficient
- ensure relevant info available and provided
- ensure PD/PC carry out duties
- ensure welfare is provided

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22
Q

Principal Contractor

A

Plan, manage and coordinate H&S in construction phase

  • liaise with client and PD
  • CPP
  • coordinate contractors
  • ensure site inductions, prevent unauthorised access, workers consulted and engaged in securing H&S, welfare provided
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23
Q

Principal Designer

A

Plan, manage, and coordinate H&S in the pre-construction phase

  • seek to identify and eliminate foreseeable risks
  • ensure designers carry out duties
  • prepare and provide info to other duty holders
  • liaise with PC to help construction phase
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24
Q

CSCS

A

Construction Skills Certification Scheme
card certification scheme for construction
many contractors require that site workers hold a valid CSCS card to work on site

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25
Q

Practical completion

A

Contractual term used in a building contract to signify the date on which a project is handed over to the client

  • CA certifies PC when all the works described in the contract have been carried out
  • It has the effect of:
  • releasing half the retention
  • ending contractors liability for liquidated damages
  • signifying the beginning of the defects liability period
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26
Q

Health & Safety File

A

Record of information for client or end user containing the relevant H&S info.
Required on all projects involving more than one contractor
Includes:
- description of the works
- residual risk register
- key structural information
- hazardous material
- cleaning and maintenance
- location and marking of significant services

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27
Q

Building regulations

A

Minimum standards for design, construction and alteration to almost every building
- ensures H&S for people in and about those buildings
- act as a brief to ensure developments comply with H&S requirements
E.g’s Part A - Structures, Part B - Fire safety, Part L - Conservation of fuel and power, Part M - Access to and use of Buildings

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28
Q

RIDDOR (Reporting of injuries, disease and dangerous occurrences regulation 1995)

A

Reportable when someone dies or is injured as a consequence of a work related injury. If someone is off sick for more than 7 days = reportable

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29
Q

COSHH (Control of substances hazardous to health)

A

Focusses on preventing workers exposure that may cause harm

PPE is last line of defence

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30
Q

Control of Asbestos Regulations (2012)

A

Applies to employers / employees in asbestos environments
Places duties on the employers to issue correct PPE and protect employees from asbestos
Owner of property has duty to locate and manage asbestos

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31
Q

PPE Regulations 2002

A

Access and provide suitable PPE to employees and visitors
maintain and replace
instruction and training

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32
Q

Working at Height Act

A
  • avoid where possible
  • appropriate supervision
  • suitable selection of equipment
  • appropriate protection
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33
Q

Accounts

A

record of past or forecast of the future

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34
Q

Company Accounts

A

Summary of organisations financial activity over a 12 month period

  • shows tracking of money (in & out)
  • profit and loss (company performance)
  • balance sheet
  • use information for future business planning
  • highlights problem areas
  • submit to companies house (annually)
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35
Q

Companies House

A

UK register of companies

- used to maintain corporate transparency, understand policy impact and enable govt to levy corporation tax (18%)

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36
Q

Profit and Loss

A

Summary of a businesses transactions (income and expenditure) for a given period / year
- shows income / turnover less cost of sales less cost of operating expenses = operating profit / loss (net margin)

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37
Q

Balance Sheet

A

Summary of financial balances at the of the financial year

  • It shows how well your assets / liabilities are managed
  • Includes: fixed assets, current assets, long term liabilities, current liabilities, working capital, shared capital and reserves
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38
Q

Cashflow

A

Record of cash receipts and cash payments

- An increase / decrease in cash balances or borrowings

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39
Q

Management Accounts

A

Information to people in the company

  • bespoke / personalised
  • include KPIs
  • business planning tool
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40
Q

Statutory Accounts (aka Company Accounts)

A 
Info for external people
statutory requirement and format
covers entire organisation 
typically annual 
filed at companies house
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41
Q

Auditor

A

reviews accounts of companies and organisations to ensure the validity and legality of their financial records
- confirm accounting practices are genuine and follow correct and consistent principles

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42
Q

GAAP

A

Generally Accepted Accounting Principles

  • UK Standard
  • Ensures minimum level of consistency in a companies financial statements
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43
Q

IRFS

A

International Financial Reporting Standards (IFRS) are a set of accounting standards that govern how particular types of transactions and events should be reported in financial statements. They were developed and are maintained by the International Accounting Standards Board.
4 Principles - clarity, relevance, reliability, and comparability.

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44
Q

Business Plan

A

A formal statement of company goals and plans for achieving them

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45
Q

SWOT

A

An assessment tool used to identify and evaluate internal factors

  • It can be used to set objectives and inform the mission statement
  • Stands for strengths, weaknesses, opportunities and threats
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46
Q

PESTLE

A

An assessment tool to help identify opportunities and risks to the business
Stands for: political, economic, social, technological, legal and environmental

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47
Q

Mission statement

A

short statement of an organisations purpose, identifying the goal of its operation

  • M3 = ‘Delivering development’
  • RICS = ‘Our mission is to be recognised in key worldwide markets as the leading body that sets and enforces standards and offers access to the most sought after professional status in land, property and construction.’
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48
Q

Vision Statement

A
  • Company’s road map, indicates what the company wants to become. Description of what an organisation would like to achieve or accomplish in the mid-term or long-term.
  • M3 = “To be London’s most sought-after consultancy for development management and project management”
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49
Q

RICS Business Plan 2021-22

A
  1. continue to support the profession in covid-19 recover and seek to minimise increases to subscription costs
  2. utilise surplus in cash generation to pay back furlough monies received via UK govt covid job retention scheme
  3. maintain and increase demand for RICS qualifications with primary goal to ensure RICS qualifications remain relevant for future generations
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50
Q

M3 Business Plan

A
  • Double in size over next 5 years
  • Diversify our client base
  • Invest in our people
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51
Q

M3 Values

A

ITHRIVE

integrity, trust, honesty, respect, independence, vision and excellence

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52
Q

Alternative Dispute Resolution

A

The use of methods such as mediation or arbitration to resolve dispute without resort to litigation

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53
Q

Conflict

A

A serious disagreement or argument, typically a protracted one

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54
Q

Negotiation

A

To discuss a matter with a view to a settlement or a compromise

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55
Q

Mediation

A

Informal but structured settlement procedure where a mediator is employed to facilitate an amicable dispute settlement

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56
Q

Conciliation

A

the same as mediation but third party will provide a non-binding settlement proposal

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57
Q

Adjudication

A

An ADR process which applies to all construction contracts in the UK (under the Housing grants, construction and regeneration act 1996)
An adjudicator is chosen and the decision is binding.
The adjudicator does not award legal costs

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58
Q

Arbitration

A

More formal, contract based dispute resolution procedure that mirrors litigation
- Governed by the arbitration act 1996
Both sides agree to let a third party adjudicator decide the case
- legally binding and limited rights to appeal

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59
Q

Litigation

A

Process of engaging / contesting legal action in court as a means of resolving dispute

  • decided by a judge
  • last resort - must have attempted to resolve through all other forms
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60
Q

Data

A

raw, unorganised facts that need to be processed
primary = data observed or collected directly from first hand experience
secondary = involves the use of data already collected from someone else

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61
Q

Data management

A

How data is stored, managed, shared and presented

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62
Q

General Data Protection Regulations (GDPR 2018)

A
  • Update to EU legislation in line with ways in which data and technology is used now
  • gives public more say over how organisations can access their data and what they do with it
  • higher penalties for breaches and non-compliance (up to 4% of annual turnover or 20 mil euros (whichever is higher)
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63
Q

Data Protection Act 2018

A

The Act replaces previous 1998 legislation and manages how personal data is processed by organisations and the government
- It is the UK legislation for the implementation of the EU General Data Protection Regulation

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64
Q

Freedom of Information Act 2000

A

Gives the right to access/ review information held by public authories

  • Idea to promote more openness from the govt
  • excludes access to personal data
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65
Q

Teamwork

A

combined action of a group, especially when effective and efficient`

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66
Q

Tuckmans Key Stages of Development Theory

A

Theory which focuses on the way in which a team tackles a task from the initial formation of the team through to completion
- stages include forming, storming, norming and performing

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67
Q

Belbins Team Roles

A

Theory where team roles are categorised as social/ thinking / action
Each has their own strengths and weaknesses
e.g. the specialist (knowledge and skill in rare supply) or the shaper (motivator)

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68
Q

Unconscious Bias

A

where our brains / people make quick judgements and assessments of people and situations without realising
Biases can be influenced by backgrounds, cultural envr and personal experiences

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69
Q

Equality Act 2010

A

legally protects people from discrimination in the workplace and in wider society

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70
Q

Human Rights Act 1998

A

Gives legal protection of your human rights, such as your right to education or freedom of expression
each article deals with a different right

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71
Q

Inclusive Environment

A

An environment that is inclusive and accessible to all

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72
Q

Part M (Access to & Use of Buildings)

A

Developers, designers and owners of a building have a responsibility to ensure that the built envr is accessible to everyone wherever it is practical to do so.

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73
Q

Sustainable Development

A

Development that meets the needs of the present without compromising the ability of future generations to meet their needs.

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74
Q

Carbon neutral

A

Means balancing your carbon emissions by offsetting an equivalent amount of carbon as the amount you produce
Can be done through avoidance or removal offset

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75
Q

Carbon offsetting

A

Used to counter the GHG emissions you produce by reducing emissions somewhere else.

Two types of offsetting: avoidance / removal

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76
Q

Circular economy

A

Economic system aimed at eliminating waste and the continual use of resources.
System that is designed to maximise the value of products and materials while in use, then recover and repurpose them at the end of their lives

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77
Q

Climate change act

A
  • Passed in the UK in 2008 & set out emission reduction targets that the UK must legally comply with
  • Committed to reducing its GHGs by 80% by 2050, compared to 1990 levels
  • Made more ambitious in 2019 when the UK became the first major economy to commit to a net zero target
  • New target = net zero by 2050
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78
Q

COP26

A

COP (Conference of Parties) is the decision making body of the UN framework convention on climate change.
COP26 = most recent, where world leaders discussed actions taken towards the goals of the Paris Agreement and shared knowledge.
A number of decisions were made e.g. end of deforestation by 2030, reduce use of fossil fuels, rules for global carbon market and alignment in reporting dates

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79
Q

Embodied carbon

A

Total GHG emissions produced from the creation of an asset.

  • Typically is cradle-to-gate
  • EU Framework A1-A5 which includes the production (manufacturing and materials) and Construction (transport and installation)
  • Excludes operational emissions
  • Expressed as kgCO2/kg of material / product
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80
Q

ESG

A

refers to the three key factors in measuring sustainability and social impact of a business.
Investors are increasingly applying these factors as part of their analysis process to identify material risks and growth opportunities when investing

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81
Q

Life Cycle Assessment / Analysis

A

A method used to assess and evaluate the envr impacts associated with every stage of a products life across its value chain. (Cradle-to-grave)

Looks at energy and materials used, along with waste and pollutants produced as a consequence of a product or activity are quantified over project lifecycle

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82
Q

Operational Carbon

A

Carbon emissions’ association with energy consumption (operational energy) while the building is occupied.

EU Framework - Stages B (In use - maintenance, operation and refurbishment) and Stage C (End of Life - deconstruction, transport, disposal, waste, reuse/recycle)

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83
Q

Whole life carbon

A

The carbon emissions resulting from the materials, construction and the use of a building over its entire life, including its demolition and disposal.

A WLC assessment provides a true picture of a building’s carbon impact on the environment.

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84
Q

Net zero

A

A commitment to net zero requires action to reduce your carbon emissions to an absolute minimum - the goal is to balance the emissions you produce and remove from the earths atmosphere.

To be net zero, you can only offset through removal offset as you need to remove the carbon from the atmosphere

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85
Q

Paris Agreement

A

Legally binding agreement adopted in COP21 in Paris.
Agreement was signed by 196 countries in 2016 as a commitment to action climate change.
Its central goal is to limit global warming by 1.5 degrees compared to pre industrial temperatures

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86
Q

BREEAM

A

Building Research Establishment Environmental Assessment Method

An assessment method which assesses, rates and certifies the sustainability of a building

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87
Q

WELL

A

Performance based system for measuring, certifying and monitoring features of the built envr that impact human health and wellbeing through 7 key concepts such as air, water, mind

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88
Q

NABERS

A

A system for rating energy efficiency of office buildings.

Supports the concept of design for performance based on operational outcome rather than design for compliance

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89
Q

WiredScore

A

Digital connectivity rating scheme that acts as an independent digital connectivity benchmark and provides landlords with insights to enhance their buildings digital infrastructure

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90
Q

Corporate Social Responsibility

A

CSR refers to practices and policies undertaken by corporations intended to have a positive influence on the world

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91
Q

Contract

A

An agreement by two or more parties that is enforceable by law

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92
Q

JCT Contract

A

Joint Contract Tribunal is a limited company who produce a range of standard forms of contract

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93
Q

Standard contract

A

Traditional procurement route
Large, complex projects where detailed contracts are required
fixed price lump sum

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94
Q

D&B contract

A

D&B procurement route
Contractor carries out construction works and completes design
Suitable where detailed provisions needed
Price and payment structure = fixed.
Can be single or two stage tender

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95
Q

CM Contract

A

CM procurement route
risk sits with the employer
employer appoints separate trade contractors to carry out the works and a CM (almost like a consultant to manage)

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96
Q

Minor works

A

Smaller projects less than 12 months and less that £250k

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97
Q

Major projects construction contract`

A

D&B procurement route
Suitable for more experienced clients and contractors who require less procedural provisions within the contract and because they have their own in-house procedures
Transfers more risk to the contractor - EoTs not available for weather conditions or non-availability of labour and materials

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98
Q

NEC (New Engineering Contract)

A

Suite of contracts published by the ICE
Contracts have characteristics such as:
- good management of relationships between parties
- intended for wide commercial situations
- clear and simple docs (in terms of language and structure)

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99
Q

Framework contract

A

Appoints contractor to carry out construction works over a set period of time on a call off basis as and when required
- reduces procurement timeframe

100
Q

Partnering

A

Collaborative management approach that encourages openness and trust between parties to a contract

  • The parties then become dependent on each other for success, and requires a change in culture, attitude, procedures throughout the supply chain
  • most commonly used on large, long term or high risk contractors
101
Q

Appointment

A

A contract where the client contracts designers and or other consultants
- Typically clients have their own T&Cs that are then negotiated to suite

102
Q

Employers (Technical) Requirements

A

Typically used on a D&B or traditional contracts where the contractor is to design discrete parts of the works
- They provide a description of client requirements including specifications for the building, scope of services required from the contractor and an allocation of risk for unknown items

103
Q

Contractors Proposals

A

Proposals presented by a contractor to the client in response to a tender that includes the ERs
The CPs may match the ERs, although certain aspects may be varied based on value engineered solutions and additional information may be submitted to clarify what is in the tender. The CPs form an integral component of the Building Contract documentation

104
Q

Employers Agent

A

Defined role under the JCT major and standard forms of D&B contract.
The role is a combination of acting as the clients representative and protecting their interests with the need to impartially administer the building contract including any assessment of contractual claims / disputes

105
Q

PCSA

A

Pre-construction services agreement enables the clients to employ contractors before the main construction contract commences
Typically part of a two stage tender process, used in the first stage to procure contractor involvement in the design process

106
Q

Bonds

A

means of protection against the non performance of a contractor

107
Q

Performance bond

A

means of ensuring a client against the risk of the contractor failing to fulfil his contractual obligations
typically 10% of the contract
issued by an insurance company or a bank

108
Q

Advance payment bond

A

known as a ‘down payment’
typically required if the contractor requires advance payment to help them meet significant start up/ procurement costs that may have been incurred before construction begins

109
Q

Novation

A

process by which contractual rights and obligations are transferred from one party to another

110
Q

Assignment

A

the right to transfer ‘choses in action’ defined as ‘all personal rights of property which can only be claimed or enforced by action and not taking physical possession.
definition includes benefits arising under a construction contract such as right to payment but not burdens such as obligation to pay

111
Q

Collateral Warranty

A

Standalone agreement between client and contractor / consultant that allows a third party to enforce the terms of the contract, typically tenants or funders. May not know at contract signing therefore have to sign post contract.
e.g. terms to enforce: compliance with building regulations, not built in accordance with specification, duty of care

112
Q

Third Party Rights

A

Allows a person who is not party to the contract to enforce a term of the contract if the contract provides that they may or the contract term claims to confer a benefit to them.
3rd party must be identified
included within the contract

113
Q

All risks insurance

A

covers physical damage to the works and site materials

can be taken out by employer / contractor but commonly together

114
Q

professional indemnity

A

insures against liability arising from professional negligence
required if providing advice
RICS obligation

115
Q

Product liability

A

protects against liability for injury to people or damage to property arising out of products supplied by a business

116
Q

Public liability

A

covers liability arising from death or personal injury to third parties other than the insured’s own employees and for damage to properties belonging to third parties

117
Q

Employers liability

A

all firms who employ staff are legally required to hold this insurance
pays compensation if an employee is injured or becomes ill because of the work they do for the employer

118
Q

Latent defects

A

typically lasts for ten years from original construction of a building
covers defects that emerge after defect liability period
usually must be arranged in advance and it protects the owner against the cost of remedying the structure of a building due to a defect

119
Q

Liquidated and ascertained damages

A

genuine pre-estimate of a clients loss should the completion date be missed

120
Q

extension of time

A

included in construction contracts whereby they allow the construction period to be extended where there is delay that is not the contractors fault
When apparent there is/ is likely to be delay the contractor gives written notice to the CA identifying the relevant event that may grant an EoT

121
Q

relevant event (TIME)

A

delay on a project caused by the client or may be a neutral event such as exceptionally adverse weather

122
Q

force majeure

A

relates to exceptional, unforeseen events or circumstances that are beyond reasonable control of a party to a contract and which prevent or impede performance obligations under the contract

123
Q

relevant matter (COST)

A

JCT contracts
A matter for which the client is responsible that materially affects the progress of the works. This may enable the contractor to claim direct loss and expense that has been incurred

124
Q

Compensation event

A

referred to in NEC contracts
Broadly, tend to be those events that impact on the completion date, but are not the contractors fault.
Not treated as allocation of blame, but rather an allocation of risk

125
Q

Loss & Expense

A

construction contracts will generally provide for the contractor to claim direct loss and / or expense as a result of the progress of the works being materially affected by relevant matters for which the client is responsible

126
Q

Brief

A

A document that captures the clients requirements and sets out how these will be achieved

127
Q

Strategic brief

A

initial client objectives and business case drivers (cost, time, quality)
any known opportunities, constraints and project risks

128
Q

Business case

A

developed to capture rationale for initiating a project

5 case methodology = strategic, economic, financial, commercial and management case

129
Q

project brief

A

takes forward the strategic brief and develops through stages 1 - 2 to form the basis of the project going forward

130
Q

Project Initiation Document (PID)

A

Combo of business case, strategic brief and project brief.
live document from stage 1 that does 3 things:
- ensures rationale before client commits to the project
- acts as a baseline definition and its objectives used to inform decisions
- used to evaluate success

131
Q

Project Execution Plan (PEP)

A

Main communication tool which sets out how the project is executed and controlled

132
Q

Change control process

A

changes to a project may have impacts of T/C/Q.
Broadly, the later in the development of the project that changes occur, the greater those impacts are likely to be
- Any changes need to be agreed with the client

133
Q

Feasibility Studies

A

Preliminary studies undertaken early on a project
The purpose is to establish whether the project is viable, help identify feasible options and assist in the development of other project documentation such as the business case, PEP and strategic brief

134
Q

Leadership

A 
setting a vision & direction 
ability to influence others
understanding people and how they react to certain directive styles
motivate and inspire 
people FOLLOW them
135
Q

Management

A

People WORK for them

controlling the team envr towards achieving goals (planning, organising and coordinating)

136
Q

Autocratic leadership style

A

makes decisions without consulting team members
appropriate when quick decision is needed, no need for team input and team agreement isnt necessary for successful outcome

137
Q

democratic leadership style

A

make the final decisions but include team members in the decision making process
encourages creativity and people are often highly engaged in projects and decisions
team members often have high job satisfaction and productivity

138
Q

Maslows hierarchy of needs theory

A

5 tier motivational theory which says key needs must be met for the worker to feel motivated
basis needs - physiological and safety
physiological needs = belongingness, love and esteem
self-fulfilment = self-actualisation

139
Q

Herzberg two factor theory

A

talks about hygiene factors (job salary, security etc) which don’t cause satisfaction but can cause dissatisfaction if not met
motivators (recognition and responsibility) which cause satisfaction and cause the team to work harder

140
Q

RACI matrix

A

responsibility organisational chart

stands for responsible, accountable, consulted and informed

141
Q

High performing team

A

A group of people who share a common vision, goals, metrics, and who collaborate, challenge and hold each other accountable to achieve outstanding results
Members have a clear vision of where they are headed and what they want to accomplish

142
Q

Equality Act (2010)

A

Protects individuals from unfair treatment, promoting a fairer and equal society

143
Q

Employment Rights Act (1996)

A

Covers duties of employers and employees (e.g. unfair dismissal)

144
Q

Design Responsibility Matrix

A

Sets out responsibility for each element of design at each stage of the design development process and to what level of detail
Should increase in detail to allocate responsibility for specific elements, systems and products

145
Q

Project Manager

A

A person appointed by a client to lead and manage the project and be accountable for its successful completion

146
Q

Project

A

An undertaking to achieve a specified objective, usually defined in terms of technical performance (scope), cost (budget), and time (programme)
Projects are characterised by being unique and having a defined start and end date

147
Q

Value Engineering

A

reducing cost whilst maintaining value

includes modification of design and systems according to value analysis undertaken

148
Q

Value Management

A

identifying what is value to the client
should be done at earliest possible stage
procedure to ensure objectives can be met and quality isn’t compromised

149
Q

Whole Life Costing

A

considers all costs associated with the life of the building from inception to construction, occupation and operation and disposal
Methodology for systematic economic evaluation used to establish the total cost of ownership or the whole life costing of options appraisals

An assessment of value for money (better than construction costs)

150
Q

RIBA

A

Royal Institute of British Architects

151
Q

RIBA Plan of Work

A

Framework for design and construction that offers both a process map and management tool. Split into 8 Stages.
0 - Strategic definition - identifying client requirements
1 - Preparation and brief - develop project objectives - T/C/Q, sustainability etc
2 - Concept design - prepare outline design proposals
3 - Spatial coordination - coordination of design proposals
4 - Technical Design - prepare in accordance with the DRM and project strategies
5 - Manufacturing and construction - construction programme, admin of building contract & change control
6 - Handover - concludes building contract admin, handover strategy
7 - In-use - post-occupancy evaluation against project brief, project performance

152
Q

Town and Country Planning Act 1990

A

Regulates the development of land in England and Wales
S106 allows for local planning authorities and persons interested in land to agree contributions, arrangements and restrictions as planning agreements or planning obligations
- money paid by a developer to LPAs in order to offset the costs of the external effects of development

153
Q

Programme

A

A sequence in which tasks must be carried out to complete a project (with a pre-defined time/ duration)

154
Q

PERT (Programme Evaluation and Review Technique)

A

Breaks down the project into events and activities and lays down their proper sequence, relationships and duration in the form of a network

155
Q

Network Path Analysis

A

refinement of PERT

maps the connections and dependencies between the tasks

156
Q

Cashflow

A

Programmes expenditure throughout the project based on sequencing of works / tasks
used to monitor progress through actual expenditure

157
Q

Acceleration

A

Technique used when a delay occurs to save time in the most economical way

158
Q

Droplines

A

shows progress against each task but does not show overall impact of delay

159
Q

Baselines

A

planned programme against actual

160
Q

Critical Path

A

Any delay to critical path activity delays the project.

determines the shortest possible route to complete the project

161
Q

Forward pass

A

technique used to move forward through network diagram to determining project duration and finding the critical path or free float of the project

162
Q

Backward pass

A

Moving backwards from the end result to calculate late start or to find if there is any slack in the activity

163
Q

Float

A

the amount of time an activity can be delayed without delaying the subsequent activity

164
Q

Free float

A

the amount of time an activity can be delayed without affecting the succeeding task

165
Q

Terminal float

A

difference between the contractors planned completion dates and the completion date set in the contract
Float owned by the contractor in NEC

166
Q

Milestone

A

Significant event that occurs during the course of a project
task of zero duration

167
Q

Total Float

A

The amount of time that an activity can be delayed without delaying the project finish date

168
Q

Work breakdown structure

A

key project deliverables that organises the teams work into manageable sections

169
Q

Substructure

A

All works below underside of screed or where no screed exists, to underside of lowest floor finishes including damp proof membrane, together with relevant excavations and foundations (includes walls to basements, designed as retaining walls

170
Q

Foundations

A

provides support for structures transferring their load to layers of soil or rock that have sufficient bearing capacity and suitable settlement characteristics to maintain them

171
Q

pile foundations

A

type of deep foundation
formed by long slender column elements typically made from steel or reinforced concrete
typically used for larger structures and where soil not suitable to prevent excessive settlement

172
Q

Driven piles

A

driven piles into ground, displacing materials around the pile shaft outwards and downwards instead of removing
noisy and disruptive but can support greater loads than bored

173
Q

bored piles

A

Augar to remove spoil, concrete poured in and then steel cage placed in
if the boring and pouring take place simultaneously, piles are called continuous flight augar (CFA) piles

174
Q

Sheet piles

A

less noise and vibration to neighbouring buildings, sheets pushed into ground

175
Q

Secant piles

A

male / female concrete piles interconnected by joints, used for temporary or permanent retaining walls

176
Q

strip foundations

A

type of shallow foundation thats used to provide continuous, level strip of support to a linear structure such as a wall or closely spaced row of columns built centrally above them

177
Q

deep strip foundations

A

where soil is weak or susceptible to moisture movement, the foundations should be taken deeper

178
Q

pad foundations

A

generally shallow foundations form of spread foundation formed by rectangular, square or sometimes circular concrete ‘pads’ that support localised single point loads such as structural columns, group of columns or framed structures

179
Q

raft foundations

A

RC concrete slabs of uniform thickness that cover a wide area, often the entire footprint of a building
spread the load imposed by a number of columns or walls over the area of foundation and can be considered to ‘float’ on the ground as a raft floats on water

180
Q

Superstructure

A

includes frame, core, floors, walls, external walls and windows

181
Q

steel frame

A

lengths bolted together onsite painted to prevent corrosion and intumescent paint for fire, then bolted to concrete core

182
Q

concrete frame

A

can either be precast / insitu where formwork is used, rebar inserted and concrete poured

183
Q

masonry

A

brick internal / external walls are load bearing, with timber joists / concrete floors
cavity wall with insulation between external brickwork

184
Q

timber frame

A

floor and wall units made offsite and bolted together

185
Q

slip form

A

method of pouring concrete
continuous pour of concrete within formwork
as continuous there will be no joints in slip form, suited to cores which will be visible

186
Q

jump form

A

concrete poured into sections, allowed to dry then ‘jumped’ onto next level

187
Q

Composite slab

A

Consists of a profiled steel deck, acting as a permanent soffit whilst at the same time providing the formwork for insitu concrete infill
the concrete usually includes steel reinforcement to increase the strength

188
Q

Cladding

A

components that are attached to the primary structure of a building to form a non-structural, external surface

189
Q

Hollow pot construction

A

Type of slab that is constructed with hollow clay pots or blocks.

Usually constructed with less concrete and reinforcement compared to a solid slab

It is a lighter weight so suitable where loading is an issue.

Old type of construction that isn’t used as much nowadays.

190
Q

Curtain walling

A

lightweight aluminium frame with glazed panels fixed into them..
the frame is then tied back into the existing frame via joints which can be cast into the frame
stick system = mullions + transoms connected to frame with glass lifted in (Fitzroy)
panel system = prefab version which is fixed back into the frames and the floors

191
Q

Sandwich panels

A

consists of two layers of a rigid material bonded either side of a lightweight core, so that the 3 components act as a composite

192
Q

Rain screen

A

part of a ‘double wall’ system with lightweight panels on the outside acting as rain screen with insulation and vapour control layers between that and the inner wall

193
Q

metal profile cladding

A

metal corrugated sheets fixed back to the steel frame, usually on industrial buildings

194
Q

Brick slips

A

thin layer of brick which is fixed back to a frame to give impression of masonry brick wall

195
Q

Air source heat pumps

A

uses energy from outside air to heat air / water

196
Q

Water source heat pumps

A

uses energy from water sources (lakes etc) to generate heat

197
Q

FCUs

A

standalone units which heat and cool air within a space, using internal air only

198
Q

AHUs

A

Part of the wider HVAC system which takes air from outside and heats / cools it through duct system (includes chillers, condensers, boilers and cooling towers)

199
Q

MVHR (Mechanical ventilation with heat recovery)

A

Act the same as an FCU but extracts air from a space and sends it outside (+vice versa) while recovering the heat from the extract air and using it to heat the incoming air

200
Q

HVAC system

A

maintains internal air quality
regulates temperature
regulates humidity
Broadly either mechanical / electrical

201
Q

Shell & Core

A

base build
basic structure typically comprising the structure, its cladding, its base plant, completed common areas and external works.
Also insulation, external walls, balustrade and roof

202
Q

Cat A

A

tenants own space completed by the developer

may include raised floors, suspended ceilings, distribution of MEP and internal surface finishes and blinds

203
Q

Cat B

A

final finishes and branding, installation of offices, specialist facilities, reception areas, specialist lighting, fit out of furniture and kitchen

204
Q

Turnkey

A

fitted out by the developer, ready to use

Contract documentation will set out precisely what work is to be carried out and by who

205
Q

O&M manual

A

a file that contains all the information required for the operation of the building for the operation, maintenance, decommissioning and demolition of the building

206
Q

CLT

A

engineered timber
manufactured in panels that have odd no. of softwood plank layers laid on top of each other and glued together under pressure

207
Q

modular builidngs

A

buildings made up of components manufactured on assembly lines in factories then assembled on site in a variety of arrangements

208
Q

CapEx

A 
Tool used to manage the project budget. 
It:
- Tracks expenditure 
- Includes a forecast to completion 
- includes a cashflow 
- shows contingencies
209
Q

Cost plan

A

Plan that determines the fiscal feasibility of a project
It sets out life cycle budgets
Sets out cost control methods

210
Q

Contingency

A

Additional amount of money held above the budget to cover any changes or risks that materialise
included in the capex
client contingency - developers, construction and fees
QS contingency - design and construction

211
Q

Provisional sums

A

An allowance estimated by a cost consultant, included in tender documents for a specific element of the works that is not yet defined in enough detail to accurately price

212
Q

Housing Grants, Construction and Regeneration Act 1996

A

Key changes included:

  • Removed ‘pay when paid’ culture
  • Allows for interim, periodic or stage payments
  • Gave all a right to arbitration
213
Q

Prime cost sum

A

An allowance, usually costed by QS, for the supply of work or materials to be provided by the contractor or supplier that will be nominated by the client

214
Q

Risk allowance

A

An allowance (or best guess) usually estimated by the QS that is inserted into the tender documents for a specific element of the works that is not yet defined in enough detail for tenderers to accurately price

215
Q

Change control

A

Any changes to the project that may have impacts on time, cost or quality
Can be managed by; undertaking site investigations, confirming the client brief, identifying risks, considering relevant legislation and ensuring design is coordinated

216
Q

Procurement

A

The overall act of obtaining construction goods or services.
Includes defining the strategy of how those are procured by reviewing the clients requirements

217
Q

Tendering

A

the bidding process to obtain a price, and how the contractor is appointed

218
Q

Procurement strategy

A

Process for selecting the most appropriate route to meet client objectives. Usually based on time, cost, quality

219
Q

Traditional Procurement route

A

design process separated from construction, full documentation supplied by the client before contractor invited to tender (i.e. bill of quantities, drawings, specifications)

220
Q

Design and Build procurement route

A

Main contractor is responsible for undertaking both the design and construction, for an agreed lump sum price, based on employers requirements

221
Q

Construction management procurement route

A

design is led by client team, CM appointed during design development, individual ‘works’ contracts are procured and managed on site by CM, most design responsibility sits with the client.

222
Q

Management Contracting

A

Management contractor is employed to contribute their expertise to the design and to manage construction, and is paid a fee for doing so.
Management contractor has direct contractual links with all of the works contractors

223
Q

Bill of quantities

A

Produced by QS / very detailed
risk sits with client
used more on traditional forms

224
Q

Schedule of rates

A

contractor prices drawings and schedules produced by client team.
up to them to ensure they have priced correctly
D&B route

225
Q

Single stage tender

A

competitive tender
the more traditional route, used when all the information necessary to calculate the realistic price is available when tendering commences

226
Q

Two stage tender

A

Used to allow the early appointment of a contractor, prior to completion of all the information required to enable them to offer a fixed price
In the 1st stage, a limited appointment (PCSA) is agreed allowing the contractor to begin work and in the 2nd stage a fixed price is negotiated for the contract
- Preferred contractor selected off pre-lims, OHPs and programme

227
Q

Prelims

A

The cost of administering a project and providing general plant, site staff, facilities, and site based services and other items not included in the rates.

i.e. what won’t be there once project complete.

228
Q

Overheads and Profits

A

Profit = the money the project makes after accounting for all costs and expenses. The percentage profit a contractor might apply to their tender price will vary according to risk, workload and economic climate.

Overheads are often priced proportionately against a project and are the calculated costs of running the company contracted to carry out a project. E.g. head office administrative costs

229
Q

Turnover

A

Turnover is the total amount that a business bills to its clients, less any discounts, VAT, and so on. It includes amounts such as the shipping that is required, and any expenses that are billed to the client.

230
Q

Negotiated tender

A

A single stage tender with a single contractor
Would occur when client approaches contractor based on track record, previous relationship or terms of contract negotiated

231
Q

Open tender

A

used on public procurement - allows anyone to express an interest

232
Q

Selective tendering

A

Shortlist drawn up/ pre-agreed framework

Usually approach 3-5 parties

233
Q

Partnering

A

Collaborative management approach that encourages openness and trust between parties to a contract
became popular following 1994 Latham report
parties become dependent on each other for success and this requires a change in culture, attitude and procedures

234
Q

Framework agreement

A

Agreement with suppliers to establish terms governing contracts that may be awarded during the life of the agreement
Sets out T&Cs for making specific purchases (call-offs)
Reduces procurement timescales, learning curves and other risks

235
Q

Find a tender

A

The UK public procurement process which replaced the EU OJEU process in 2020
electronic online service used to search for high-value opportunities or awarded contracts, typically over £138k including VAT

236
Q

Pre-construction services agreement

A

formulises appointment with the contractor effectively, often with an associated fee

237
Q

Stakeholders

A

individuals or groups who have an interest in the project because they are involved in the work or affected by the outcomes

238
Q

Stakeholder management

A

systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders

239
Q

Stakeholder strategy

A

identifies and documents the approach taken to increase support and reduce negative impacts of stakeholders on a project

240
Q

influence vs interest grid

A

categorises stakeholders by their influence and how much interest they have in the project to determine the degree of engagement with each

241
Q

RACI

A

A matrix of all project activities and decision making individuals / organisations to determine who is responsible, accountable, consulted or informed for each activity and decision

242
Q

Change control / Change Management

A

Change control is process/ processes that can lead to alteration of timescales, cost and scope of a project.

Change management is the control process so that these changes are effectively recorded and implemented.

Change can be initiated by the employer (e.g. altering the scope) or the contractor (e.g. due to new info on site)

243
Q

Condenser

A

The condenser is a set of coils, also located inside the outdoor unit. Here, a fan blows across the coils, dissipating the heat from the refrigerant inside them and allowing it to convert back into a liquid, at which point it’s sent back inside to start the process over again.

244
Q

Surveyor

A

An accredited professional in the land, property and construction sector.

A project management surveyor runs teams to deliver projects on time and on budget.

245
Q

Life Cycle Costing

A

A methodology for the systematic economic evaluation of combined capital, operating and end-of-life costs of construction project alternatives to ensure long-term value for project funds.

APC - March 2022 (23 decks)

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