Managing Projects SOE Flashcards
What is the role of a project manager?
Depends on my appointment with the Employer
However I would say my role is to manage a project team and drive thru the successful completion of the project
To deliver the client’s objectives and development brief
What methods have you used to keep a project team updated?
Verbal or written forms of communication
via emails or monthly meetings
How did you assess delay and evaluate mitigation measures in Colchester 1?
The contractor was behind schedule due to delays in getting the Basic Asset Protection Agreement (BAPA) signed
o I assessed works on site by analysing works completed against the contractor’s programme and illustrated this using a dropline tool
o I identified they were two weeks behind
o Due to the BAPA being a client risk, I advised the client an acceleration agreement is necessary for the contractor to hit the section 1 and 2 completion dates
o An employers instruction was issued to recover lost time
o 5 operatives and 1 engineer to work nights and weekends
What does your project audits consist of?
o A project audit provides an opportunity to review the projects, challenges, risks and processes and a chance to reflect on if it is meeting the core objectives
o Can be carried out at the end of a project with lessons learnt
o We also carry out internal file audits
What does a risk register consist of?
o A tool to communicate and warn potential risks to client
o With what would happen if they were to occur and mitigation measures
o Probability of it occurring (%)
o Impact if it does occur (%)
o Risk ranking (Probability x impact)
What are some examples in your risk register?
A very recent Student Scheme in Manchester:
Headings included:
Site Conditions
Planning/Statutory Bodies
Client/Third Party Issues
Design
Programme
What are your examples in L2 Managing Projects?
Producing dashboard reports for Belfast 1 and Belfast 2
Assessing practical and sectional completion in Belfast 1 and 2
Producing a PEP for Nottingham 1
What are your examples in L3 Managing Projects?
Improving design viability on Glasgow 2
Cat B Fit Out Manchester 2 - reduced a high tender return by suggesting less meeting rooms, which reduced glazing costs as well as less MEP from less fan coil units.
Advising on Portfolio 1 on document and information management
Talk us through the process involved in reviewing lessons learned from previous projects?
To benefit from lessons learned on previous projects I have read the general principles set out within the Lessons learned RICS guidance note
This relies on the following processes: (I,D,A,S,R)
- Identifying – Identify recommendations and learning that may be
valuable from previous projects. This may be in the form of lessons
learned logs and databases. A lessons learned session to discuss
these findings should also be arranged with the project team; i.e.
What went wrong, What went right and What needs to be improved - Document – Following the recording of lessons learned and initial
discussions, a report should be prepared and issued to the project
stakeholders. The report could detail the data captured during the
sessions along with any additional input from participants not
available to attend - Analyse - The team will review what actions can be taken from the
lessons learned information and look to implement these within the
project where possible. - Store - Lessons learned documents are stored along with other
project documents, normally on a shared drive so that these are
available to other project teams. - Retrieve – Future project teams can access the lessons learned
documents to implement on their project. These should be store
with a key word search capability so the appropriate lesson can be
retrieved.
What are KPIs and can you give some examples?
Key Performance Indicators:
Revenue growth.
Revenue per client.
Profit margin.
Client retention rate.
Customer satisfaction.
What is ISO9001?
o International standard that specifies requirements for quality management systems
Can you give us an example of when you have had to re-evaluate project contingencies and variations to the programme?
o Colchester 1
o I had to assess variations with the Senior QS
o One example included for lowering of existing services
o The contractor had stated in their qualifications they will borne no cost for anything to do diverting existing services
o Therefore advised the client this needs to be an employer’s instruction
o Attenuation tank – assessed their was economies of scale the contractor did not provide in their quote.
When have you used a RAG system?
o Belfast 1 & 2
o Delay of power on dates
o Planning and statutory approvals
o Delay of sample room sign offs
o General progress on site
How have you assessed Practical Completion?
o In Belfast 1 & 2
o I had to assess practical completion for both of these student schemes, we had already issued partial possession certificates
o Practical completion is when an employer takes back possession of the site
o As the Employer’s agent I assessed works on site, ensuring they were substantially complete.
o I issued a PC checklist to ensure all relevant documentation is handed over, including contractor’s O&Ms, H&S file and consultant sign offs
o If appropriate I would then issue a Practical Completion Certificate
What is a Project Execution Plan?
- Describes who does what and how, defining the polices, procedures and priorities that will be adopted.
- Methodology for how to deliver the project
Why is the PEP so important?
o The PEP outlines the steps for the project team will undertake to fulfil the client’s objectives
o This is requires so that each member of the team are aware of their deliverables that are required of them and the timescales these are needed in order to deliver the project to the desire programme, cost and quality.
o It also outlines actions for if something were to go wrong
What does a PEP consist of?
o Project definition and a summary of the strategic brief
o Programme
o Cost plan, cost management and accounting procedures
o Contract and procurement strategy
o Change control
o Roles, responsibilities and authorities
o Monitoring and reporting strategies
o Health and Safety Strategies
o Staff training requirements
When have you used a PEP?
o Shed scheme in Nottingham
o Ensured project progress was assessed against a PEP at regular intervals
o If any items within the PEP such as programming or cost planning procedures are thought to be outdated due to circumstances of the project, the PEP should be updated accordingly
When have you advised the client on design changes to improve viability?
o Glasgow 2 – alongside the project QS I advised the client that a reduction in the average storey height would reduce the external wall area. Giving an estimated saving of £560k. 2.85 metres.
o Manchester 2 – I advised the client that there could be a reduction in glazing for a Cat B fitout, whilst still meeting the client’s objectives. Reduction in glazing was due to one less meeting room. Also meant less MEPH which further reduced costs.
When have you advised the client on document control and information management systems?
o Portfolio 1
o Consisted of 6 schemes across 5 cities
o I recommended to the client that we used a secured shared information management system
o For this example we used ‘dropbox’
o Having all information in one place, streamlined efficiency and communication, thus improving overall team performance.
Can you give us an example of when you have had to evaluate the cashflow/contingency of a project?
During a delay in Leeds 1, I re-evaluated the cashflow of the project.
Consultants drawdowns needed to be shifted along due to the delay in pre-cast panel assembly.
What are reasons variations occur?
• Requests are made by an employer or contractor, whether
contractual or non-contractual
• Value engineering is carried out to reduce costs; this process is
generally defined as concentrating on maximising the project’s
effectiveness while minimising cost, to generate the greatest value
for the employer
• A relevant event as set out by the contract occurs
• Revisions to statutory requirements and regulations require
changes to the contract, generally after it has been awarded; these
can either relate to the employer’s risk or the contractor’s.
• Agreed tender assumptions prove to be incorrect; the party that
carries the risk for these can depend on the contract or the
qualifications made at tender stage.
• Unforeseen ground conditions are encountered, although this risk
profile is usually covered in the contract
• Specified items are unavailable in the programmed timescale – for
instance, where supply does not meet demand – so finding a
replacement product will benefit both parties
• Additional works are required because of design omissions or
errors in the way work has been carried out
Does RICS give guidance on change control?
Within the RICS change control and management guidance note (Jan 2021), it states:
o Approving – on receipt of information relating to change it may transpire that the change item will not result in time or cost implications for the project. In this instance the client may immediately decide to approve the change.
o Analysing – if the change under consideration will result in time and cost implications, further clarifications on the change impact may be required by the client or the project team. Following receipt of the information and clarifications being sought, an information decision can be made on whether the change is implemented.
o Implementation – the contract being utilised should set out the formal procedure for instruction and implementation of the change. For example an NEC suite requires for an early warning notice to be issued upon discovery of potential change. This does not always warrant a compensation event but is designed to get the contractor and PM into early dialogue on how to best manage the potential change.
What do you understand about VE?
o It is an organised approach aimed at providing the necessary functions at the lower cost, without detrimental effects to quality, reliability, performance or delivery.
What were the mitigation measures used?
Acceleration agreement
How would you typically structure a project?
RIBA design stages
Is risk the same as an issue?
Risk is the probability of an issue occuring
Can you give me the top 3 risk on the projects?
Top 3 risks in Belfast 1 and 2 includes, delay of power on dates, planning and statutory approvals and delay of sample room sign offs.
How would you deal with a risk that materialised and the planning consent was delayed?
risk has matrialised
impact on programme
re-sequencing of works
looking at areas to mitigate delay
can you shortern or overlapp the programme
potentially look at shortening procurement route, by going to two stage.
Is there a definition for practical completion?
No, the JCT does not define Practical Completion, Very vague concept.
What was included within the PC Checklist?
Appointments
Warranties
Contracts
Legals
Snags/De-snags
H&S File
O&Ms
EWS1
Consultant Sign Offs
Sub-contractor warranties/ product guarantees
Statutory requirements
Testing certificates
L3 - Does your company PI cover you to advise on design changes, even though your role is a PM, not a designer?
I did not actually advise on the technicality of design but facilitated the discussion to improve development viability.
In support of the architect. Architect was present in the meeting.
Based on our experience on other schemes we know we can make financial savings by squeezing storey heights from health checks, which the design team can then look to discuss with the design team.
L3 - What were the measures?
Reduction of one less meeting room, whilst still meeting the clients brief/objectives.
L3 - How did you manage the change to client brief? What mechanism did you use to track?
document it, brief signed off by client, as you move forward in design it gets amended which is documented down and got the client to sign it off.
Produced a report to the client at the end of each RIBA stage and presenting the changes to the brief and getting their sign off.
Every time you do a RIBA stage, should continually review the brief with revisions of change control process during the change control procedure.
