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Mock Questions Flashcards

1
Q

Comms & Negotiation: You have mentioned various different types of communication (Verbal, Written etc.) Can you give me an example of when it would be appropriate to communicate verbally?

A

When you want to relay information quickly, but can later be followed up via an email for confirmation.

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2
Q

Comms & Negotiation: Why is it important to ‘Record’ meetings accurately, and issue minutes within a reasonable time period? What is the benefit to the Project / the Parties involved?

A
  • To ensure no discrepancies are included within meeting minuets.
  • Issue in a timely manner to ensure all parties have a reasonable time period to complete any actions, so avoid delays.
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3
Q

Comms & Negotiation: What in your opinion is the basis of a successful negotiation?

A

All parties coming away satisfied with the outcome.

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4
Q

Comms & Negotiation: What are the Five Stages of Negotiation?

A

Investigation / Determination / Presentation / Bargaining & Closure)

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5
Q

Accounting: You have mentioned Balance Sheets. What is a Balance Sheet? What does it show?

A

A balance sheet demonstrates the companies assets and liabilities. The overall value of the business.

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6
Q

Accounting: How does a Balance Sheet differ from a Profit & Loss Account?

A
  • A balance sheet shows a companies assets and liabilities, whereas, as Profit and Loss account shows the companies loss and profit at a given period of time.
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7
Q

Accounting: What do you mean by the Term Statutory Accounts? Why is it important that these are Audited?

What is the Role of the Auditor?

A
  • These are financial documents such as, profit & loss and Balance sheets that are required by law to be issued at the end of the financial year.
  • The role of the auditor is to ensure all monies recorded are correct and legitimate. So avoid money laundering and tax avoidance.
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8
Q

Accounting: You have stated that you understand the implications of Construction Act 2009 (LDEDCA2009) on construction industry cash flow? What do you mean by this? What are / were the implications?

A
  • The Construction Act 2009 is there to ensure payments throughout the supply chair are made in a timely manner.
  • This is to benefit cashflow throughout the project stage to all suppliers.
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9
Q

Conflict Avoidance & Dispute resolution: You have stated that you have read the RICS Guidance Note in relation to Conflict Avoidance and Dispute Resolution. What does this document say is the best way to avoid a dispute?

A
  • The best way to avoid disputes is to ensure/ minimise any discrepancies within the Contract Documents.
  • It is also best to ensure there is a good level of communication between all parties.
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10
Q

Conflict Avoidance & Dispute resolution: Within your document you have mentioned various different types of dispute resolution process. Which of these (if any) are Mandatory?

A
  • Within the JCT Contract, adjudication is named as the Dispute resolution method. This is a mandatory method, which parties cannot opt out of.
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11
Q

Conflict Avoidance & Dispute resolution: Following the completion of an Adjudication process, if one of the Parties is unhappy with the outcome is there any right to review? Are there any specific grounds for this?

A
  • There is no right of appeal and limited right to resist enforcement.
  • Award of legal costs is at the discretion of the adjudicator unless this is excluded by the terms of the contract.
  • The whole process can take up to 28 days and the decisions are binding.
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12
Q

Conflict Avoidance & Dispute resolution: What is the difference between Arbitration & Litigation? Why might a business prefer one over the other?

A

Litigation:
- resolved through court
- Lengthy process
- In the public eye
- Can appeal

Arbitration:
- Less formal process
- Costs can vary
- Shorter process
- Cannot appeal
- Fairer decision making

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13
Q

Sustainability: What is BREEAM? Other than BREEAM & WELL are you aware of any other Sustainability measurement tools?

A

BREEAM: Building Research Establishment, Environmental Assessment Method

  • Looks at the enviromental performance and impact of a building.

WELL: Looks at the performance internally of the building. Lighting, heating, water quality and air quality etc.

LEED: Leadership in Energy and Environmental design.
- Cost saving green energy

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14
Q

Sustainability: Can you give me an example of a Sustainable Technology, particularly in relation to Renewable Energy?

A
  • Solar energy, such as Solar panels
  • ## Ground source heat pumps
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15
Q

Sustainability: Which part of the Building Regulations deal specifically with Sustainability and the Management / Use of Power within Buildings?

A

Part L of the Building Regs - sustainability

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16
Q

Contract Practice: What are the component parts of a Contract under English Law?

A

Offer, Acceptance and Consideration.

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17
Q

Contract Practice: You have mentioned the JCT and NEC Suite of Contracts. What is the current versions of the JCT?

A

JCT 2016 Suite of Contracts

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18
Q

Contract Practice: What are the Main differences between the JCT Contract and the NEC Contract?

A

The programme is a contractual document within the NEC, whereas it is not within the JCT. Only the Contractual start and completion date within the JCT.

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19
Q

Contract Practice: Are you aware of any other commonly used standard forms of Contract?

A

Yes, FIDIC, commonly used internationally.

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20
Q

Contract Practice: You have stated that you prepared the Contract Documents on the Duke Street project. What information was included within the Document?

A
  • Employers Requirements
  • Preliminaries
  • Contractors Proposals
  • The JCT Form of Contract
  • Design Information
  • Warranties / Insurances
  • Schedule of Amendments appended to the back (If any)
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21
Q

Contract Practice: You have mentioned Contractors Proposals & Employers Requirements in relation to JCT D&B Contracts. Which of these take precedent in an unamended Contract?

Why?

A

The Contractors Proposals

Because they are a direct response to the Employers requirements and should therefore include the ER’s.

There may of been a period of negotiation to bottom out any discrepancies between the two documents.

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22
Q

Contract Practice: I assume that you were responsible for the Valuations on the Duke Street Project. Can you advise me of the Payment process under the JCT D&B Contract? How does this differ to the process under the SBC?

A
  • Contractor to issue Interim Payment Application (7 days prior to due date)
  • Due date is 7 days after the valuation date
  • EA to issue Payment Notice within 5 days of due date
  • With final date for payment being 14 days for due date
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23
Q

Contract Practice: You have stated that you advised your Client in relation to LD’s on one of your Projects. What was your Advise? What considerations were made?

A
  • I advised my Client that a weekly LDs amount is recommended, incase of breach of contract by the Contractor, usually if the contractor doesn’t achieve PC.
  • This amount would need to be based on a calculation of the actual loss the client is likely to incur if the contractor fails to meet the completion date.
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24
Q

Contract Practice: If LAD’s are not included in a Contract what remedy might exist, should the Contractor not complete the Works on time?

A

Unliquidated Damages

  • The Client may be able to pursue a claim for unliquidated damages through the courts.
  • The amount would be the exact same amount of which would of been agreed within the contract, and is determined by the courts.
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25
Q

Contract Practice: You have mentioned that the Duke Street Project included Contract Amendments. What advise did you give your Client in this regard? Can you give me an example of one of the Amendments? Particularly one of those that you considered to be not relevant, and why?

A

I advise my Client that I could look at the Amendments and comment which ones were relevant to the project. I advise my Client, that the amendment regarding the contractor finding anything in the ground could be removed, as this was an office fit-out project and no ground surveys were requested within the ERs, this could be removed.

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26
Q

PROCUREMENT & TENDERING: What is the difference between Procurement & Tendering?

A
  • Procurement is the act of buying goods or services.
  • Tendering is obtaining a price for those goods or services.
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27
Q

PROCUREMENT & TENDERING: You have been involved in a negotiated tender. What other types of tender are you aware of?

A
  • Single Stage - Design priced and tendered
  • Two Stage - Contractors price prelims, and oh&p levels before design is commenced. Used on longer projects. Usually D&B projects.
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28
Q

PROCUREMENT & TENDERING: Can you give me some examples of commonly used Procurement Routes in the UK Construction Industry?

A
  • Design and Build 2016
  • Traditional (Single Stage if no contractor design required)
  • Management Contracting
  • Measured Term Contract
  • Bespoke
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29
Q

PROCUREMENT & TENDERING: What considerations are made in deciding on a Procurement Route?

A
  • Type of project (complexity)
  • Size of project
  • Level of design
  • Experience of Client
  • Estimated Value of project
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30
Q

PROCUREMENT & TENDERING: On the Harbourside 10 Development. What was the form of Tendering / Procurement? You have stated that you prepared a PCSA. What is a PCSA? What was included within this document?

A
  • 2 Stage Tender
  • Pre Contract Services Agreement - Used to involve the contractor early to produce design and surveys etc.
  • A list of deliverables were included within the PCSA for the contractor to price and carry out.
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31
Q

PROCUREMENT & TENDERING: Can you explain to me how you managed the Tender Query process, and the issue of Tender Addendums throughout the Process?

A
  • Tender Addendums were issued to all Contractors and were recorded within an addendum schedule. The tender return date was reviewed and considered if additional time was needed.
  • Tender Queries were complied into one schedule, answered and issued back to all contractors to ensure like for like comparisons.
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32
Q

PROCUREMENT & TENDERING: You have stated that you interviewed the Lowest Tenderers? Why did you choose to interview multiple Tenderers? What does the JCT Practice Note say in relation to the Evaluation of Tenders? What was the Selection Criteria, was this included within the Tender Documentation?

A
  • To ensure the contractors had the correct level of experience.
  • The correct financial stamdings
  • and a suitable level of H&S
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33
Q

PROCUREMENT & TENDERING: You have stated that you prepared a Tender Report and Recommendation. What was included in this Document?

A
  • Tender Analysis
  • Programme times
  • oh&p percentages
  • Post Tender adjustments
  • Recommendation to the Client
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34
Q

PROCUREMENT & TENDERING: Can you give me an example of where you have advised on the Tendering & Procurement strategy? I note that you have stated you advised the Client on the Contractual Form on the Brook Street Project? What was your advice? And Why?

A

My advice to the Client on the Brook was to adapt the JCT Standard Building Contract, with Contractors design portion.

  • This was because the Client was using our in house Architects for the design, therefore eliminating the need for a D&B. - - The complexity of the project was simply, traditional methods of construction involved.
  • The Contractor was set to hold the design risk for the external cladding.
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35
Q

FINANCIAL CONTROL & REPORTING: What guidance is available in relation to Cost Reporting on Construction Projects?

A
  • We have the RICS Guidance notes on Cost Reporting & financial control.
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36
Q

FINANCIAL CONTROL & REPORTING: Why is it important that we report Costs Regularly and Accurately?

A
  • To ensure the Client is up to date with the latest cost information and is informed of any cost changes or anticipated changes.
37
Q

FINANCIAL CONTROL & REPORTING: What is included within a Cost Report? What does it tell your Clients?

A
  • Executive summary
  • Instructions
  • Anticipated variations
  • Cashflow forecast
  • Contingency remaining

Shows the client how money is being spent over the project and any potential cost changes and contingency remaining.

38
Q

FINANCIAL CONTROL & REPORTING: What is a Cash-Flow Forecast?

A
  • Demonstrates the flow of cash coming in and out of a business or project.

It shows the actual expenditure vs the anticipated expenditure of a project.

39
Q

FINANCIAL CONTROL & REPORTING: On the Brook Development you have mentioned that you prepared Cost Reports? You have also mentioned Provisional Sums. What is a Provisional Sum? What is the difference between Defined & Undefined Provisional Sums

A
  • Provisional Sum: An estimated allowance included that is inserted into tender documents for a specific element of the works that is not yet defined in enough detail for tenderers to accurately price.
  • Defined Prov sum: Where you have enough detail/information to include a cost within the programme, planning and prelims of the project.
  • Undefined Prov Sum: Less detail, therefore the contractor is not expected to include this within their programme, prelims etc.
40
Q

FINANCIAL CONTROL & REPORTING: How would you report the Cost implications of an Extension of Time because of the expenditure of an Undefined Provisional Sum?

A
  • I would ensure this is captured in the claims section within my Cost Report.
  • Clearly showing the add and omit of the prov sum and EOT total.
41
Q

FINANCIAL CONTROL & REPORTING: You have mentioned Risks in relation to Cost Reporting. How do you report risks? How do you quantify the Cost implication of a Risk?

A
  • Risks are included within a Risk Register, these items are then costed. The total value of the risk register will determine the contingency allowance.
  • As these risks are carried out on site and priced by the contractor. The item is then removed from the registers, subsequently reducing the contingency allowance.
42
Q

FINANCIAL CONTROL & REPORTING: On the Brook Project, you advised your Client in relation to the Costs implications of a Change. What was your advice, what considerations did you make?

A
  • I advised my Client of the cost and programme implications. I also advised the additional cost would be covered by the project contingency.
43
Q

CONTRACT ADMINISTRATION: How is the person administering the JCT D&B Contract identified? What is their name? How does this differ under the Standard Building Contract?

A
  • Employers Agent
  • Within the SBC, they are named as the Contract Administrator
44
Q

CONTRACT ADMINISTRATION: What is the Role of the Employers Agent in relation to the Completion of a Project? What happens at Practical Completion?

A
  • Practical Completion Certificate is issued
  • Insurances transfer over from the Contractor to the Client
  • O&M Manuals given to client
45
Q

CONTRACT ADMINISTRATION: What is Sectional Completion? How does this differ to Partial Possession?

A
  • Sectional completion is contractual (Set Dates in the contract)
  • Partial Possession is of the agreement of the contractor
46
Q

CONTRACT ADMINISTRATION: You have mentioned Notices of Delay. What is a Notice of Delay? What is the Role of the Employers Agent in considering an Extension of Time Claim? What did you do? What must be established?

A
  • Contractor to give notice of delay identifying the cause of the relevant event.
  • If the CA agrees with the relevant event, the CA will then issue an EOT and the completion date is adjusted.
47
Q

CONTRACT ADMINISTRATION: Once you have awarded an EoT what happens?

A
  • The completion date is adjusted.
48
Q

CONTRACT ADMINISTRATION: What needs to be in place for a client to levy Damages from a Contractor? What are the Contractual provisions in this regard?

A
  • Before a Client can claim LADs, a non completion certificate would need to be issued, along with a payless notice.
49
Q

CONTRACT ADMINISTRATION: Have you been involved in the Completion of a Project. What process did you go through?

A
  • Practical completion certificate is issued
  • Release half the retention
  • Ending the contractor liability, which will signify the start of the defects liability period.
50
Q

What is your understanding of the NRM1, 2 and 3?

A

NRM1 - Cost Estimating & Planning for capital building works

NRM2 - Detailed measurement for building works

NRM3 - Cost Estimating & Planning for building maintenance works

51
Q

CLIENT CARE: Why is Client Care important for surveying firms?

A
  • The majority of work is developed through repeat business from existing clients.
  • Providing excellent client care can also reduce the potential for negligence claims to arise.
  • Word of mouth recommendations
52
Q

CLIENT CARE: What is CPF?

A

Client Performance Feedback is the process of gathering and acting on feedback from the client.
- Feedback taken during and at the end of a project (3-6 months)
- Feedback sets standards for the company and highlights areas of improvement and strong areas
-

53
Q

CLIENT CARE: How would you identify the needs of a client?

A
  • Client account planning sessions
  • Having discussions around project key deliverables
  • Understanding my Clients aims and objectives
  • Reviewing past CPF scores
54
Q

H&S: What are the CDM 2015 Regulations?

A

The Construction Design and Management Regulations are intended to ensure that health and safety
issues are properly considered during a project’s development to reduce risks.

55
Q

H&S: What are the Clients duties under the CDM 2015 Regulations?

A
  • Ensure the correct appointments are in place
  • Provide Pre construction information
  • Allow sufficient time and resources
  • Ensure PD and contractor carry out their duties
56
Q

H&S: What items would you expect to find in the pre-construction
information?

A
  • A project description
  • Design and Construction hazards
  • H&S file requirements
  • Environmental restrictions (ground conditions, services, asbestos)
57
Q

H&S: What would you find in the Construction Phase Plan?

A
  • Project description
  • Site inductions, site rules, design coordination
  • Site risks
58
Q

BUSINESS PLANNING: What is a Client Account Planning session?

A
  • A review of current workload, resources & fees
  • Identifies key stakeholders
  • A review of possible opportunities
59
Q

BUSINESS PLANNING: What is a Business Plan?

A
  • A formal statement of the business’s goals with reasons why they are thought to be attainable and the plan for reaching the goals.
  • The business plan also provides employers with a common ground to focus upon.
60
Q

BUSINESS PLANNING: What is contained within an appointment document?

A
  • It includes a clarification of the work scope.
  • The agreed fee bid.
  • The firms terms of business.
  • Any agreed amendments to the firms’ terms of business.
61
Q

DATA MANAGEMENT: What is your understanding of the term Confidentiality?

A
  • Where information is provided but is subject to confidence and not shared without permission.
62
Q

DATA MANAGEMENT: What is your understanding of the term Meta Data and why is this important?

A
  • Meta Data is information about a specific piece of data.
  • For example when sharing a cost planning document, the Meta Data associated with this could consist of information about the author, the file size, the date the document was created and keywords to describe the document.
63
Q

DATA MANAGEMENT: What is your understanding of Intellectual Property and Copyright?

A
  • This is the right to control the use and ownership of original works.
  • Work generally created by an employee usually belongs to their employer unless copyrights are put in place.
64
Q

TEAMWORKING: What is the Herzberg Theory?

A
  • Frederick Herzberg’s theory is a two factor motivational theory based on hygiene and motivational factors, such as;
  • empowerment
  • job enlargement
  • job enrichment
65
Q

TEAMWORKING: What is workplace diversity?

A
  • The acceptance and inclusion of employees from all backgrounds.
  • Its important as it recognises the individual strengths of individuals.
66
Q

TEAMWORKING: What are some advantages of a diverse team?

A
  • Increased productivity
  • Increased creativity
  • Increased cultural awareness
67
Q

QUANTIFICATION AND COSTING: What is the structure of the NRM 1?

A
  • Part 1: General introduction explaining the purpose of the document and how it should be used.
  • Part 2: Measurement rules for the production of order of cost estimates.
  • Part 3: Measurement rules for the production of elemental cost plans.
  • Part 4: Tabulated rules of measurement for elemental cost planning.
  • Appendices: With references to the definitions for GIA, functional units, NIA, elemental breakdowns, templates and general information required for cost plan production.
68
Q

QUANTIFICATION AND COSTING: What would you expect the percentage of NIA to GIA to be?

A
  • The percentage would depends on the type of project being undertaken for example whether this was a school, hospital or office.
  • In the case of an office building, I would expect the NIA to GIA percentage to be in the region of 70- 85%.
69
Q

QUANTIFICATION AND COSTING: What do you measure in accordance with?

A
  • In the United Kingdom in the Building sector, typically the New Rules of Measurement would apply.
70
Q

QUANTIFICATION AND COSTING: How do you measure structural steelwork under NRM 2 and what other items would you measure in association?

A
  • Steelwork members are to be measured in tonnes and itemised according to their respective lengths, weight.
71
Q

CONSTRUCTION TECH: What are the Building Regulations?

A
  • Statutory requirements that set out the minimum performance standards for the design and construction of buildings.
72
Q

CONSTRUCTION TECH: What are the approved documents under the Building Regulations?

A

Part A: Structure
Part B: Fire safety
Part P: Electrical safety.

73
Q

CONSTRUCTION TECH: What are the typical components of site investigations?

A
  • Their objective is to collect and record data to help with the design and construction process:
  • Existing services
  • Ground conditions
  • Soil investigations
  • Existing buildings
74
Q

COMMERCIAL MANAGEMENT: How would you prepare a Cost Value Reconciliation?

A
  • I would carry out cost checks to ensure that:-
  • No high value fluctuations in costs or value are expected during the reporting period.
  • That all work in progress is accounted for and the reported values are inline with
    subcontractor’s measures and liabilities.
  • Risk and contingency items have been included for items not yet agreed.
  • When all costs and value items are finalised I would then determine the current profitability of the project and compare this against the original budgeted values
75
Q

COMMERCIAL MANAGEMENT: How would you compile a cash flow?

A
  • By using the Cost Plan or Activity schedule and programme to plot the dates of the project
  • I would then accurately plot the anticipated costs against the programme dates
  • I would also use a s-curve software system to plot a typical S-curve.
76
Q

COMMERCIAL MANAGEMENT: Please explain your understanding of the term ‘Accruals’?

A
  • Anticipated invoices that are not yet paid
  • Total liability against the amount paid to date
  • Anticipated cashflow not yet incurred
77
Q

COMMERCIAL MANAGEMENT: Please explain your understanding of the term ‘Contra Charge’?

A
  • A charge issued as a deduction to the contractor for cost that have been incurred to their workmanship.
  • For example a contra charge could be issued due to damage of property or equipment due to a subcontractor’s failure to put in place adequate protection of their working area.
78
Q

INSURANCE: What is professional indemnity insurance?

A
  • Insurance that protects individuals or firms against claims of negligence
79
Q

INSURANCE: What is contractor’s all risk insurance?

A
  • Covers all risks normally associated with a construction project.
  • Machinery movement.
  • Public liability
  • Plant owned by the policy holder.
  • Plant hired in.
80
Q

INSURANCE: What is run off cover?

A
  • A type of PI Insurance that covers claims of negligence against an individual or firm that has stopped trading.
  • Claims car arise years after a project has completed. It is important that practitioners maintain PII for as long as such a risk exists. Run-off cover provides continuing indemnity to cover costs that are associated with a claim.
  • Usually 6 years is the recommended time
81
Q

Tell me your understanding of the payment process under the D&B contract?

A
  • Contractor issues application for payment
  • I would visit site to check measured works carried out etc.
  • payment cert issued, omitting retention amount
82
Q

What are the payment timescales under the D&B

A
  • Contractor to issued application for payment 7 days before due date
  • payment issued 5 days after due date
  • 14 days after due date is the payment date
  • with a Payless notice to be issued 5 days prior to the payment date.
83
Q

Whats the outcome of a late payment, what would you advice your client?

A
  • I would advice my client that they will be liable for the interest on the late payment
  • The contractor may also have the right to suspend works or terminate the contract
84
Q

How would you go about calculating fees for a new client?

A
  • The fees can be charged as a time charge so using timesheets
  • Fees can also be charged as a fixed price which is based on a percentage of the contract sum
85
Q

What would you do if a client says the fees that you have allowed for are too high?

A
  • I would let the client know that our fees would not be changing. We have tendered for a job. Therefore we do not know what the other tenders have allowed for. We don’t know whether they price correctly we will standby our fees
  • If however, if the client is suggesting our fees are too expensive I would let the client know that the fees will not be changed. However, to work within the budget we could look at reducing the scope of service as we are providing which in turn could reduce the fees.
86
Q

Where is the RICS headquarters is within the UK?

A

They are based at Parliament Square

87
Q

Why did you use a letter of intent rather than a PCSA?

A
  • The draft contract was in place and we felt in the meantime we could provide a letter of intent signed by both parties which would allow the contractor to set the site up, begin some surveys and begin the design.
88
Q

What is the difference between a letter of intent and a PCSA?

A
  • A letter of intent is not a contractually binding form
  • A letter of intent is intending to get into contract with the contractor
  • Where is a PCSA is a JCT form of contract has contract date. A list of contractual deliverables is contractually binding.

CM APC Questions (22 decks)

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