Mock Interview (Wayne Harper, Geraldine Batten) Flashcards
Case Study: Price/Quality tender split? Why this split?
Although not involved in the preparation of the tender pack:
Split 60 Price: 40 quality, so the client placed a lot of importance not to quality per se but to effective planning and managing of the works and staying within timescales with a particular focus also on managing residents. The qualitative assessment related to 5 questions on the following areas (focus on delivery to time and budget; programme and effective co-ordination; site set up and location; resident liaison; social value; therefore this helping to identify the Client’s Key Drivers: Cost - 60% of score!; Quality - 40% of score! but also with focus on - i) Time (complete on time and budget; management of programme), ii) Quality to residents (disruption) and community (support) (site set up and location (residents); resident liaison (residents); social value (community)) **Note: no specific mention of quality of design/specifications!
Contract Management
Please detail how you have managed similar projects and fully explain how you intend to overcome any issues affecting programme delivery to complete on time and on budget for this project
Programme
Please provide a detailed programme of the works specific to this project, to explain how the works will be coordinated throughout the project
Site Set Up
Please detail how you will set up the site during the works and the location of your facilities.
Resident Liaison
Please explain what actions you will take to engage with residents throughout the project and after completion, dealing with any matters that may arise to ensure that a high level of customer satisfaction is obtained, with particular focus on sheltered schemes.
Social Value
Homes for Haringey /Haringey Council have a successful track record of generating socio-economic benefits from all its major procurement exercises. The authority is keen to work with its partners to address skills shortages, generating employment opportunities for local residents and businesses. The sustainable creation and development of additional local labour, training and environmental benefits are high on the council’s regeneration agenda.
RIBA stages?
What information expected at each of the stages (or did you have) when producing your estimates and cost plans?
During the RIBA stages, the expected cost information varies as follows:
Stage 0-1 (Strategic Definition and Preparation/Briefing): High-level cost estimates based on benchmarks, GIFA rates, and historical data.
Stage 2 (Concept Design): Rough cost plan with elemental estimates.
Stage 3 (Spatial Coordination): Detailed cost plan with measured quantities and rates.
Stage 4 (Technical Design): Comprehensive cost plan with detailed breakdowns, including specifications and contractor quotes.
Stage 5-6 (Manufacturing and Construction to Handover): Regular cost updates, managing variations, and final cost reporting.
Stage 7 (Use): Final account settlement and post-occupancy cost analysis.
For the BM project, following VE, did you consider any programme savings?
Yes.
The leading tenderer also submitted a programme along with the cost breakdown.
Based on the VE items/omissions, adjustments were made to the programme following changes, a reduction in programme was identified (a reduction of 4 weeks). This was later agreed with the contractor and the associated reduction in Preliminary costs.
BM value engineering:
-how did you identify items?
-how did you identify alternatives?
-how did you identify cost savings?
-how did you identify programme savings?
Refer to other Flashcard Decks ie
Notified architect and client of cost over-run and proposed meeting for a VE/Scope of works reduction discussion.
Ran through each work item in pricing document identifying priority ie i) Essential, ii) Preferred, iii) Consider (VE/Remove).
During meeting also identified the ‘core’ requirements of the Client ie pleasant working environment, working M&E, rectification of defects (damp).
For items ii) Preferred and iii) Consider, identified alternative means of maintaining quality (ie value) in line with ‘core’ requirements (mentioned in line above) ie repairing instead of replacing, …. (ref other flashcards for VE/Omission items made).
Produced four pricing columns of total costs for: No change to Scope/Spec; VE changes only; Omission changes only; VE or Omission items selected (key column to be taken to Contractor)
Identify alternatives - can the ‘core’ requirements be maintained by omitting or VE’ing the item. If VE’ing, how VE - can repair/cleaning/partial works be undertaken instead?
Cost saving identification - omit original cost, replace with estimate of costs for new works.
Programme savings - each item identified for omission or VE the change in duration was identified, total for all items duration estimated. When finally settled on new scope, discussion with contractor to confirm new programme duration and final costs.
Case Study: PSUM allowance for asbestos - how did you identify and calculate this?
Refer to other flashcards, however:
Not involved in the original tender preparation, although, noted the Management Survey included in tender pack and reassessed. Showed there were significant areas of asbestos identified (chrysotile-white asbestos), given approximate areas, cost allowance seemed reasonable, based on area x cost rate (£40/m2).
Case Study: Contingency - how did you identify and calculate this?
Not the below! Should be: Contingency was based on a Risk Register and costs attributed based on EMV - these formed the Contingency Allowance and these items were monitored during the course of the works to check for expenditure.
For any risks which were unknown (known risks became PSUMs), the client had a policy of including 10% contingency allowance (10% on the construction works including Prelims and OHP). The 10% was based on Client previous experience of these types of works.
Case Study: Contingency - if based on previous project experience, what sort of things came up in the past?
Not the below! However the categories mentioned below can be used as basis upon which Risk Items and costs were develped, EMV.
The company had worked on many projects with the client in the past. Although not specifically related to Care Home refurbishments a 10% allowance seemed appropriate to cover costs that may arise (and were in fact identified in the tender Qualitative Analysis document):
Contract Management
Programme
Site Set Up
Resident Liaison
Plus: unidentified works? requirement changes? …
Peabody MTC: What is a CVI?
Confirmation of Verbal Instruction
What is the ‘authorisation process’ for CVIs?
Refer to other flashcard ie
-Compiled by contractor and CoW/Project Manager together (work items and quantities)
-Contractor separately append SoR work descriptions and costs
-I review, make adjustments. agree.
-Forward on to Client/CA for confirmation of whether to proceed (and thereby ‘sign’, ‘authorise’ the CVI, therefore becoming an Instruction.
What is the relevance of a CVI under the ‘agreement’?
Under the ‘Agreement’ ie the (Framework? - NO!) MTC Agreement (which identifies the MTC and the Terms under which it is to operate), a CVI is the mechanism by which variations are identified and instructed - when this is compiled and costed in relation to the requirements ie using the SoR and signed by the client (Project Manager or delegated person ie CoW) the CVI becomes an Instruction.
Time Periods - ???
NRM - the documents and their titles?
Refer to other flashcards
What is the basic structure of the documents? (contents list) - ie, means ‘Estimate Report Sections’ and ‘Cost Breakdown’.
Refer to other flashcards
If mean, breakdown of Order of Cost Estimate, breakdown of Construction items - also refer to other flashcards.
What is the difference between ‘ascertained’ and ‘assessed’? [this is in relation to LAD? L&E?]
In summary, “ascertained” refers to amounts that are clearly defined and calculable, while “assessed” involves a degree of evaluation and estimation.
In relation to JCT Contracts, the terms “ascertained” and “assessed” refer to different methods of determining amounts due for various contract elements:
Ascertained: This term is used when the exact amount can be precisely determined based on clear and specific contract provisions or calculations. For example, liquidated and ascertained damages (LADs) are predetermined amounts agreed upon in the contract to be paid in the event of delays.
Assessed: This term is used when the amount due needs to be evaluated or estimated based on judgment, experience, and available information. It often involves a degree of subjectivity and may be used for evaluating claims, variations, or compensation events where exact amounts cannot be predetermined.
What are the differences between the JCT and NEC?
Refer to other flashcards
What are the RICS ‘blackbooks’?
The RICS Black Book provides a comprehensive set of professional guidance documents for quantity surveyors and construction professionals. Here are ten names of guidance documents issued by the RICS in its Black Book:
These documents offer detailed guidance on best practices and standards in various aspects of quantity surveying and construction project management.
