SOE - Optional Competencies

Question 1

Why is it important to record progress and manage quality?

Answer 1

These documents are a universal reference point and very useful to measure progress or look when specific items were discussed or decided. It also helps to confirm actions and hold people accountable.

Managing quality is important to ensure that the project is completed to the standard specified and minimise and potential defects.

Question 2

What are the key aspects of a good set of site minutes?

Answer 2

Dated, including weather conditions. Clear, well written and inclusive of all matters discussed with reference to action points and relevant responsible people.

Question 3

What information should be recorded when visiting to carry out progress and quality management?

Answer 3

Date. Weather. Number of operatives on site. Progress of works in relation to programme. Any delays and the causes. Any snags. If the materials being used are in line with the specifications. Health and safety concerns. Photographs should be taken.

Question 4

How do you undertake a progress inspection?

Answer 4

Once on site, I will make contact with the site manager and walk around the site to see what progress has been made.

I review this against the programme and previous inspection.

I review any action notes from the previous report and assess progress of these.

I will not any new action points and allocate these to a specific person.

I take and store photographs.

Question 5

What are some quality descriptors?

Answer 5

Details and standards the contractor should adhere to, such as British standards, the specification and manufacturers guidelines.

Question 6

How do you ensure quality?

Answer 6

Appoint a competent contractor.
Include standards in the specification and check compliance with this.
Ask for samples.
Check the materials and workmanship against the spec.

Question 7

What are some common recommendations from the Lead Sheet Associations technical standards?

Answer 7

Flashings should not be laid in lengths longer than 1.5m.

Lap joints should be 150mm.

Upstands should be 75mm.

Code 3 – Soakers

Code 4 – Soakers, flashings and vertical cladding.

Code 5 – Flashings, flat roofing, parapet and tapered valley gutters, pitched roofs, vertical cladding, dormers, and bay roofs and canopies.

Code 6 – Flashings, flat roofing, parapet and tapered valley gutters, pitched roofs, vertical cladding, dormers, and bay roofs and canopies.

Code 7 - Code 5 – Flat roofing, parapet and tapered valley gutters, pitched roofs, dormers, and bay roofs and canopies.

Code 7 - Code 5 – Flat roofing, parapet and tapered valley gutters, pitched roofs, dormers, and bay roofs and canopies.

Question 8

During your visit to Sterne Street, you noted that the lead detailing had not been installed in line with the LSA standards, how was it installed?

Answer 8

In lengths longer than 1.5m, minimum upstands around 20-30mm, no laps joints.

Question 9

Is there an alternative to leadwork?

Answer 9

Yes, there are several alternatives such as zinc, aluminium and polymer rubbers.

Question 10

What are you looking for when inspecting the works progress and quality management?

Answer 10

That the works are being carried out to a good standard, in line with the specification and in line with the programme.

Question 11

What would you do if a contract began to fall behind the programme?

Answer 11

I would assess which aspects were behind and recommend that they provide more resources to the project to help catch up.

Question 12

What is the process at the end of a defects liability period?

Answer 12

I inspect the site with the contractor, review the works and issue a snagging list to the contractor. Following completion of the snagging items I will reinspect before issuing a certificate of making good defects on completion, followed by a final payment certificate.

Question 13

How do you treat snags?

Answer 13

I undertake regular site inspections and note any defects or snags as works progress, I will highlight these to the site foreman so they can be dealt with as soon as possible.

Question 14

If quality is poor, what do you do?

Answer 14

I would review with the site foreman and ask them to remove and recomplete the works. I would withhold payment for that element of works until complete.

Question 15

How do you report progress to a client on a project?

Answer 15

Depending on the size of the project, I will either issue weekly or monthly progress reports, which include an overview of the works, a comment on quality, progress vs programme and a project cost summary.

Question 16

How did you deal with the contractor carrying out works that were not specified?

Answer 16

I met with the contractor to discuss the works defined in the specification and also referred to the meeting notes from previous inspections confirming that the work carried out was not required. They accepted this and agreed that there would be no cost to the client.

Question 17

What is traditional procurement strategy?

Answer 17

Traditional procurement is a method for acquiring goods and services that involves a separate design and construction phase. (Desing – Bid – Build).

This means the process can be slow, but also means there is some certainty over the design, cost and duration. It is the least risky and tenders are accurate and competitive.

Question 18

What is a design and build procurement strategy?

Answer 18

This is when a single contractor assumes the responsibility for designing and building the project.

It is generally quicker than the traditional method as works can start before all of the design elements are fully completed.

Question 19

What is a construction management route?

Answer 19

The client directly employs multiple sub contractors, rather than appointing one main contractor.

This provides the client with greater control over the contractors.

It allows for early commencement, but has less cost certainty due to ongoing design and individual trade contracts. The client requires experience to manage effectively.

Question 20

What influences the selection of the most suitable procurement strategy?

Answer 20

Timeline
Budget
Risk
Ownership

Question 21

Tell me about single stage tendering, and when it is used.

Answer 21

Tender documents are issued to competing contractors who are bidding based on identical tender documentation and usually the fully finished design.

Contractors are given a deadline to return submissions, which are then assessed for suitability before one contractor is appointed.

It is used when the design is complete, the client is not in a rush and needs some cost certainty.

Question 22

Tell me about two-stage tendering and when it is used.

Answer 22

This method involves two stages. In the first stage contractor submit their qualifications, experience and a broad cost proposal based on early design stages.

The client then selects one or more contractors to proceed with the second stage, where detailed pricing and design are negotiated.

This is used for complex projects where the involvement of a contractor is beneficial to help with the final design. However, costs are less certain.

Question 23

What is the latest JCT Practice note?

Answer 23

2017

Question 24

Why did you believe a traditional procurement route was suitable for Middlefields, following your meeting with the managing agent?

Answer 24

Wanted a start I summer, so no rush.

The specification would have been confirmed prior to tender.

Needed cost certainty.

Question 25

What is the difference between JCT Practice Note 6, Alternatives 1 & 2?

Answer 25

Practice note 1 – does not allow for any amendments to errors.

Practice note 2 – Does allow for amendments to errors.

Question 26

What should be considered when selecting a procurement route?

Answer 26

Specifics of the project.
Client objectives such as:

Cost, Time, Control, Quality and Risk.

Question 27

What are the main procurement routes?

Answer 27

Traditional
D&B
Management contracting
Construction management

Question 28

What is management contracting?

Answer 28

A management contractor is employed to contribute their expertise to the design and to manage construction with a management fee being paid to them for doing so.

Question 29

How does management contracting work?

Answer 29

The Client appoints a management contractor (or main contractor) that subsequently appoints all of the works contractors. They appoint them through competitive tendering.

They ultimately have the responsibility for the construction works without actually carrying them out.

Not all of the design needs to be completed before works start.

Question 30

What are the pro’s and con’s of the management contractor route?

Answer 30

It can be quicker due to overlapping design and construction.
The contractor contributes to the design and planning.
Changes can be implemented easily.

There is little incentive for the management contractor to reduce costs.
Costs are uncertain.

Question 31

What is the difference between management contracting and construction management?

Answer 31

Under construction management the client is in direct contractural relationships with each of the trade contractors and the construction manager isnt.

Under management contracting, the main contractor is in direct contractural relationships with the trade contractors and the client is in contract with the main contractor only.

Question 32

If a client wishes to start on site asap, what route would you recommend?

Answer 32

My recommendation would need to take into account their other requirements such as cost and quality.

If time was the over riding priority, then Construction Management or Management Contracting may offer the best solution as they can offer the fastest start on site with overlap of the design and construction.

This is because the start on site is not dependent upon a long tender period, however, the key tradeoff is a reduction in cost certainty.

Question 33

What would you recommend if the client wanted an early start but also cost certainty?

Answer 33

D&B because it allows the design and construction to be overlapped rather than being sequential.

Design and Construction risk is transferred to the Main Contractor with their tender being based on a lump sum price to offer cost certainty.

Question 34

How would you put together a set of tender documents?

Answer 34

In accordance with JCT practice note 2017, I would include :

An ITT (invitation to tender) with instructions to tenderers including:
Date and time for return
Error procedures
Programme
Site visits
Conditions of contract
Specifications/drawings
Employers requirements
Pre construction H&S info
Form of tender

Question 35

What is a form of tender?

Answer 35

A preprinted formal statement, in which the contractor fills in blank spaces.

Question 36

What would you include in a PQQ?

Answer 36

Details of contract particulars

Company turnover

Previous relevant experience and references

Company accounts

Management and organisational structure

H&S records

Quality systems