MANAGING PROJECTS - Level 3

Question 1

Colville – Why did you advise your client to use Bim?

Answer 1

• Public sector client so under government directive should be using bim
• Forthcoming Building Safety Act will put a greater onus on Duty holders for owning and updating building record information

Question 2

What was included in the PEP you made for one of your projects?

Answer 2

1. Description of projects
2. Organogram - of team
3. Stakeholder information
4. Change control progress
5. Procurement options
6. Outline programmes
7. Escalation processes

Question 3

What was included in the PEP you made for one of your projects?

Answer 3

1. Description of projects
2. Organogram - of team
3. Stakeholder information
4. Change control progress
5. Procurement options
6. Outline programmes
7. Escalation processes

Question 4

Can you give me an example of the risks included within your pre-contract risk register?

Answer 4

1. Any known site contraints - potential ecology issues, party wall, small constrained site, near railway
2. Any procurement concerns - market interest, client approvals process
3. Any budget concerns
4. Local concerns - i.e challenging local residents
5. Unknown ground conditions

Question 5

You mentioned that you know a risk is something that can cause negative or positive implications on a scheme. Can you give me an example of potential positive implications of a risk?

Answer 5

Client may risk undertaking D&B procurement with the positive of hopefully starting onsite sooner

Question 6

How does a risk register relate to contingency allowances?

Answer 6

Can put a cost against each risk which can be totaled and used as clients contingency allowance .

Question 7

What is the difference between Value Engineering and Value Management? Have you done either?

Answer 7

Value Management - Client outputs of overall project (early in RIBA)
Value Engineering - Imput from project and design team during project
Yes for Westhorpe Gardens and Colville Phase 2c

Question 8

6. What is the difference between contractual, legislative, and statutory requirements?

Answer 8

Legislative and Statutory - are a legal requirement to be complied with
Contract - breach of the contract conditions

Question 9

7. What does the Housing Grants, Construction and Regeneration Act enforce?

Answer 9

Prompt payments in supply chains

Swift resolution of disputes

Question 10

Talk me through how the RIBA Plan of Work is implemented during the delivery of a construction project.

Answer 10

• Information produced and tasks taken at each stage
• Statutory
• Procurement routes

Question 11

What is your perception of the importance of contingency planning? How might this be incorporated into a project?

Answer 11

1. Important so the client has an allowance in there budget if a risk occurs
2. Provisional sums - in contract
   3 . Clients contingency amount - from a costed risk register or % of the anticipated contract sum

Question 12

what is your understanding of the typical legislative and statutory frameworks that a project must comply to?

Answer 12

Building Regulations

Planning requirements

Question 13

Talk me through a couple of effective techniques for the effective control and management of a project, both in relation to the control of costs and the control of time during the life-cycle of the project.

Answer 13

Cost

1. Financial reporting
2. Reviewing proposed cashflow against actual

Time

1. Reviewing programme - dropline
2. Handover documents tracker/ other trackers planning and s106 conditions

Question 14

Why is it important to have an effective and robust change management procedure? What is the alternative?

Answer 14

Everyone understands cost/time implications , clear audit trail

Unsure alternative , however if not implemented may cause issues when trying to agree final account

Question 15

You mention in your summary in relation to the Margaret Bondfield project that you have sought out fee proposals from party wall consultants. Can you talk me through the process you went through to do this and what measures and checks you put in place to ensure the clients requirements were fully met by the fee proposals?

Answer 15

Client provided scope for costing
I was required to issue these to consultants for fee 3/4
Manage queries
Present fee quotes received to the client
They finalised appointment

Question 16

Can you give me a couple of examples of lessons learnt that you took from similar previous projects to the Margaret Bondfield project and implemented on this scheme to achieve a more successful project. How did you implement these and how was this communicated to all relevant parties? How did you determine relevant parties?

Answer 16

1. Contractor to undertake road closures for deliveries - earlier scheme hadn’t worked well where client undertook this.

Having a clear set of guidance on how the second stage works would be priced. - advised client to commission appointment to draft this. - caused issues in earlier phase

3. Client to

Question 17

Talk me through the process you went through when producing project monitoring reports for Rosebank Way and give me some examples of the typical information, you included within these reports.

Answer 17

Progress against programme
Photograph - prev month / new photo
Financial overview
Key risks
Key actions - client and contractor

Question 18

Rosebank: Focusing on one section of the report, the financial update, what information was included in this update and what advice were you providing?

Answer 18

Gross amount valued to date
Any change instructions and values
Anticipated change instructions
Any EOT’s including L&E

Advise - progress against programme

Question 19

Why did you include a photographic record of progress within your project monitoring reports for Rosebank?

Answer 19

Useful record for example if contractor tries to make delay claim - occurred on this scheme (window delays)

Client also liked to see a visuals for progress each month

Question 20

Why did you include a photographic record of progress within your project monitoring reports for Rosebank?

Answer 20

Useful record for example if contractor tries to make delay claim - occurred on this scheme (window delays)

Client also liked to see a visuals for progress each month

Question 21

– You note in your summary that you recommended the use of value engineering to your client at Colville Phase 2C to lower the cost limit of the stage 3+ cost plan. Why did you recommend this and what other options did you consider? Why did you not recommend the other options be utilised? How did you identify appropriate items to propose for value engineering with reference to your clients requirements for the project?

Answer 21

VE before tendering first stage
VE during PCSA - both recommended (2nd while contractor on board = part of deliverables

Ideas during the tender

Meeting with design, project and client team

Once exercise I did with the QS was review the as built information for the previous phase of works agains the tender information . Where there were concerns the Architect was proposing more expensive finishes - Some I lighted following seeking confirmation they would cost less from QS were appliances, worktops, floor finishes

Question 22

Colville : Why did you recommend on this project that the client consider amending their employers requirements to include the requirement for BIM to be used on the project? What exactly did you advise i.e. what level/scope etc.?

Answer 22

As I know public sector clients mandatory to be working to BIM level 2.

I advised if they did have a set of EIR (BIM) requirements, that they appoint a specialist consultant to draft this for inclusion in the Tender ER’s

CPD Building Safety Act - COBIE data capturing will form part of capturing Golden Thread of information

Question 23

Colville: What advice did you give your client regarding the then impending Building Safety Act?

Answer 23

calfordseaden have been providing lots of CPD on this topic/ sitting on board writing the legislation and I knew from the part of the act was already adopted in August last year (Gateway one) and that next gateways are proposed to come into force this year and in future for existing buildings.

I reccomended they speak with our internal specialist in regards to the proposed requirements likely to come out of the act and how use of BIM data capturing will assist.

Also that legal advise should be sought in relation to the drafting

However I did advise on earlier scheme, some contractors had pushed back on the wording of these clauses - although this was when there was not as much information in the public

Question 24

You mention that on Varcoe Road the contractor was failing to discharge their obligations in relation to planning and the S106 agreement. Can you tell me how you dealt with this initially and how you then escalated the matter when the required improvement in performance was not seen in good time?

Answer 24

1. Latest tracker
2. Questioned this as meetings
3. No progress at next meetings - raised concerns with my client and one of partners that this should be esculated with the contractor
4. Suggested weekly meetings
5. Held meetings with Contractors senior management

Question 25

You briefly mention in your summary that you advised your client at Varcoe Road that the Contractor would not be able to make a claim as they proceeded works at risk. Could you briefly explain what the contractors claim was in regards to and how you assessed that they were not entitled to any additional time and/or money? What information did you require in order to make your assessment of the claim and how did you give your final advice.

Answer 25

This was if the contractor tried to make a claim under a relevant event in relation to statutory matters - this would not be accepted , as they had not issued planning conditions for discarge in accordance with the times and allowances made within there programme