Level 3 Questions Flashcards
Where there any risks with separating the packages into enabling and main works for Quayside Lodge?
Yeah there was a couple:
1) There could be warranty issues with the Main contractor carrying out the works if the enabling works didn’t carry their job out correctly
2) If the enabling works contractor became delayed, then this could have an issue with delaying the main works programme.
How would you mitigate the risks of separating packages on Quayside Lodge?
1) I would novate the enabling works contractor over to the main works to derisk any warranty issues.
2) I would ensure that the enabling works contractor had enough float within their programme.
Where there any provisional sums within your tender returns?
There were defined provisional sums, which I tried to fix as much as possible to alleviate the risk and lack of cost certainty, however some prov sums couldnt be fixed.
Can you give an example of a provisional sum you had on your your project
Yes, as the external digital signage was a late addition within stage 4 and therefore wasn’t fully designed, it was a defined provisional sum.
You undertook a tender analysis and prepared a tender report, explain the process of the analysis and the contents of the report.
1) Record on tender opening sheet (price and programme) at correct time and date
2) Check for errors and conflicts
3) Raise tender queries
4) Equalisation/ Normalisation
5) Agree cost with contractor
6) Recommendation
7) Notify tenderers of result
How were tender queries dealt with both pre tender return and post for LTH?
I assembled a query sheet which i sent to each contractor. I then compiled all of the queries and answered them which was sent back to all contractors.
How did the scoring matrix you suggested to your client work? Was it just based on cost?
The scoring matrix was 65% cost and this was recommended because the works was of such a simple nature
What was discussed at the procurement workshop for QL?
At the procurement workshop, I discussed with the client what their key drivers:
Time
Cost
Quality
How did you explain all the main procurement routes to your client for QSL?
By providing a matrix of priority based on:
Time
Cost
Quality
Risk
Client’s priority for their purpose built new student accommodate block is Time and they arent too concerned
with quality.
Based off of this alone, what procurement route would you recommend and what tendering strategy would you
recommend?
Design and build, not too worried about quality, design can overlap with construction enabling earliest possible start on site.
What were some of the questions / information you included in your PQQ for LTH?
How many contractors would you suggest issuing a PQQ too for a scheme like Lemon Tree House?
You say you produced a preliminaries document for the tender on LTH, what is a preliminaries document?
Form part of the tender docs, it provides a detail description of the project for the contractor to price correctly
How did you manage the tender queries process on LTH?
On BPR you mention you reviewed the 3 subcontractor quotes with previous tender returns, how would you have
done this if you didnt have any data on similar packages?
