SOE Questions

Question 1

Can you describe the key factors that influenced the client’s decision to proceed with a two-stage negotiated procurement route despite your advice?

Answer 1

The key driver for the client was programme as there was an end user already lined up for the unit. They had a date which had to be met as they were demolishing the existing unit they had so the new one NEEDED to be in place for this. Therefore, the client was happy to proceed against my recommendation in order to secure the fastest programme possible. By overlapping design and tender the contractor could assist with buildability advice speeding up the design process, less time in tendering overall due to the two stage model and collaborative approach taken. The client had a strong working relationship with the contractor which negated some of the potential risks such as lack of competition and the ramping up of price in the second stage.

Question 2

How did you proactively assess the competitiveness of the tender rates in the absence of competing tenders?

Answer 2

Open book tendering enforced during the second stage. Oversight of subcontractor proposals etc.

Benchmarking against current day market rates with help of specialist subcontractors

PTE

BCIS - TPF etc.

Question 2

Could you elaborate on your recommendations regarding fixing overheads and profit?

Answer 2

A strength of two stage tendering is that it allows you to fix certain elements of the tender which aids in price certainty before conclusion of the second stage. By recommending we fix OH/P and also prelims these elements were derisked going into the second stage.

Question 3

How did you manage the challenges associated with the contractor’s refusal to establish fixed rates?

Answer 3

Further importance given to benchmarking to ensure that all rates were fair and competitive. Constant checks against benchmark rates, the PTE and assessments of the risk register to ensure all as accurate and ‘fair’ as possible.

Question 4

Can you explain the specific challenges associated with achieving a BREEAM Excellent rating for the Calthorpe Road project due to the building’s age?

Answer 4

Due to its age the thermal conductivity of the building could be considered poor. This meant that in order to improve this the solutions were considerably more expensive than what the cost might be on a more modern building. For example roof insulation was at a poor standard, windows were a temperature vacuum with extensive requirements for refurbishment.

Question 5

Describe the alternatives you considered for on-site electrical generation at Calthorpe Road?

Answer 5

ASHP - Not compatible with existing radiator system. Aesthetic impact on externals.
GSHP - Too expensive due to excavation requirements.
PV Panels - Aesthetically impacted the building. Slate was the final option proposed.

Question 6

What factors influenced your recommendation of photovoltaic roof slates, and how did this choice align with the client’s desire to maintain the traditional aesthetic of the roof while meeting BREEAM requirements?

Answer 6

We had to assess the structural strength of the roof. More than 25% of the roof was also beign replaced and so there were implications with regard to Part L and consequential improvement so we had to reinsulate the roof. However we had already planned to do this to increase thermal conductivity of the building for BREEAM credits.

Question 7

What are the five rules of conduct that RICS upholds?

Answer 7

1. Be honest, act with integrity and comply with professional obligations to the RICS.
2. Maintain professional competence and ensure tasks are carried out by other competent indivduals.
3. Respect others and encourage D&I
4. Provide good quaity and diligent service
5. Act in public interest, take responsibility, prevent harm, uphold public confidence in the profession.

Question 8

How did you ensure that all tenderers received the information simultaneously and tender returns were opened in the presence of the client?

Answer 8

Issued via email - drafted emails up and scheduled send so that they all received emails simultaneously.

A meeting was setup with the client where they came to our office and we had a brief review of each tender.

Question 9

How did you measure the external walls in accordance with NRM1 and schedule the values into the cost plan for pricing?

Answer 9

Select drawings, elevations, conduct scale check. Measure perimeter of the building and times by height. Subtract m2 value for windows.

Apply rates to measurements and insert into elemental breakdown within cost plan.

Question 10

How did you measure the external walls in accordance with NRM2 and schedule the values into the cost plan for pricing?

Answer 10

Meters for any cladding types <600mm width. Numbers for any areas less than 1m2. All other areas m2 values measured off elevations.

Question 11

Difference between a BOQ and CSA?

Answer 11

BOQ is a full itemized breakdown of quantities and rates all in accordance with NRM2. Typically produced from Stage 3/4 of RIBA POW. A CSA breaks down contract sum into its constituent parts but doesnt have the same stringent requirements as a BOQ. CSA typically used in D&B whereas BOQ used in traditioal fully designed works.

Question 12

How did you rebase the cost plan using BCIS indices and what factors did you use?

Answer 12

Inputted a BCIS location factor, along with tender price indices to adjust the overall tender price based on the details of the project.

Insert a clause into the assumptions section so that its clear this has been used to readers.

Question 13

How did you adjust the preliminaries to match the initial allowance and align with the original agreement?

Answer 13

Conducted a simple comparison against the stage one tender. Clear increases were evident on a number of items. These were displayed in a simple table detailing the delta between items. The contractor coneded and we reduced the preliminaries to the original allowance.

Question 14

What are some benefits of using fibre reinforced slab instead of traditional mesh reinforced slab?

Answer 14

• Improved speed of lay
• Less labour requirement
• Uniform reinforcement (no uneven distribution)
• Reduced shrinkage cracking
• No requirement for movement joints

Question 15

How did you evaluate the costs in the second stage tender and what tool did you use?

Answer 15

Open book tender procurement method was enforced so we had a detailed review of each and every trade package submission.

Asses these against our internal benchmarks to ensure competitive.

Question 16

What is an ‘ethical screen’ and why did you implement it on one of your projects?

Answer 16

To avoid conflict of interest
- Seperate data storage
- Seperate loaction
- Strict communication protocols
- Regular reviews
- Encouragement of open and honest disclosure

Question 17

How did you manage the change control procedure on site and what documents did you use?

Answer 17

Early warning tracker
Change tracker
Change order form - clear data entry points for cost, programme impact, technical detail
Regularly audit the change control process to ensure compliance and effectiveness.

Maintain cadence with contractor on awareness ensuring that change is an agenda item so that it is discussed on a regular frequent basis. Detailed holistic reviews with the design team to ensure costs accurate and elegible.

Question 18

What are some factors that can influence the procurement decision-making process?

Answer 18

Budget constraints most commonly, but also requirements on quality and schedule.
Current economic climate has also been a huge driver in recent years as exemplified on the Cheshire project referenced in my SOE.
Regulatory requirements
Supplier capability
Client preference

Question 19

How did you assess the submissions for the pre-qualification questionnaire and what criteria did you use?

Answer 19

Establish a clear scoring matrix with the client prior to PQQ submission to ensure the clients valued are accurately portrayed and communicated through the scoring.
Assess financial stability with a dun & bradstreet check
Assess technical capability with engineer/architect in attendance at review to ensure sufficiently competent
Verify capacity and resource through query and organogram inspection
Check H&S records and ensure up to date and of good standard

Question 20

What are some challenges of achieving BREEAM Excellent rating on an old building and how did you overcome them?

Answer 20

Challenges:

Design and structural limitations
Heritage and conservation restrictions
Outdated building systems
Cost constraints
Energy efficiency hurdles

Strategies:

Early assessment and planning
Collaboration with heritage authorities
Innovative retrofit technologies
Lifecycle cost analysis
Resource efficiency
Adaptive reuse
Energy performance improvement
Experienced consultants
Stakeholder engagement
Continuous monitoring and reporting.

Question 21

How might you coordinate with the design team and the client’s solicitors to prepare the tender documentation?

Answer 21

Clients solicitors were consulted as they provide any specific contract amendments the client requires prior to execution. These might be items such as LADS (which we as QS should not advise on)

Design team for drawings, specifications ensuring the latest up to date detail is issued and is all correct.

Question 22

What are some examples of provisional sums and why did you advise the client to eliminate them from the tender returns?

Answer 22

Provisional sums are sums of money inserted into a contract sum that are kept as ‘provisional’ in nature pending the later fixety. They are provisional due to the unquantifiable/unmeasurable nature of the items. For example a typical prov sum is obstruction removal to account for unknowns in the ground when piling or generally conducting earthworks.

By removing prov sums from the contract sum this technically ‘buys out’ the risk on these items leaving the value determined and therefore a higher price certainty for the client. This is viable when the client has a low appetite for risk.

Question 23

How did you create a pre-planning client development programme using Microsoft Project and what approach did you use to discover the critical path?

Answer 23

Microsoft project is a project programme tool. It is designed to assist in developing a schedule, assigning resources to tasks, tracking progress and analyzing workloads. Programmes are visualized in a gantt chart.

First step when determining the programme was the determination of all the individual tasks involved. These were centered around the final date in which vacant posession was to take place. The client wished to have all surveys and works ready so that a planning application could be submitted once the VP was confirmed.

Bat surveys, demolition budgets, asbestos surveys etc..

MS Project has an inbuilt critical path analysis toolmthat identifys the path.

Question 24

What is a network analysis and how does it help to uncover the interrelationships between activities on a programme?

Answer 24

Definition: A method to visualize and analyze interrelationships between project activities.

Benefits: Identifies dependencies, critical path, parallel tasks, optimizes schedules, and improves resource allocation.

Key Use: Helps uncover how activities rely on each other and guides efficient project planning.

Question 25

What are some risks and opportunities that you tracked on your monthly financial report and how did you identify them?

Answer 25

Main risks that were tracked were those that were provisional sums. These were items such as obstruction removal which had sizable allowances attached to. As the project progressed these items were eventually de-risked and either expended or removed from the contract sum.

Other risks tracked were potential delays from statutory providers on the substation project.

Question 26

How did you negotiate with the contractor on behalf of the client to reduce rates lacking substantiation and revert the overheads and profit percentage to the previously agreed-upon level?

Answer 26

Setup a review meeting with the contractor sending over the suspected items prior allowing them time to work up evidence. Anything that could not be evidenced would then be agreed as the previous submission.

Question 27

How did you approve monthly valuations in accordance with a bespoke FIDIC Red Book contract and what steps did you follow?

Answer 27

The client operates a B3 and B5 form. The B5 is the contractors application for payment, this is then reviewed and if necessary a revised sum is then agreed. This revised sum is then drafted onto the B3 (Payment Certificate) and is signed by the project engineer then sent back to the GC.

Question 28

On the Hortonwood scheme you mention a CSA being the most suitable pricing document. What alternatives did you discuss with the client?

Answer 28

BOQ was the first alternative considered. However, as the design wasn’t at the level of detail required for a full BOQ this was discounted. The procurement route was also Design & Build, and a BOQ doesnt typically lend itself to this setup.

Another potential would be a GMP, however this wasn’t necessarily suitable for this project. The project itself was a standard developer spec standard industrial build with little complexity. These pricing setups tend to be used on more complex, long projects in order to limit the clients commercial risk. A D&B setup with a CSA does this more effectively on a simple build of this nature.

Question 29

Hortonwood - why were the VARIATIONS rates excessively high compared to the contracts rates?

Answer 29

The change itself was for additional parking spaces to be added. After further review of the contract, and the variation itself, it was agreed that the contractor had no right to increase the rates, as the nature and quantity of works undertaken were similar. The contractor had changed the description of the items, however after analysis it emerged that these were indeed the same types of works. As such the contract rates should have been used.

This led me to believe that perhaps the increases could have been due to inflation. However, as the rates were already considered ‘contract’ rates the GC agreed to reduce the proposal down in line with the original contract agreement rates.

Question 30

How did your advice on the data center re the landscaping change benefit the client from a project finance perspective?

Answer 30

I provided an early warning with an early estimate. This allowed the client to more accurately forecast for the future and allowed mitigatory measures to be taken to ensure that the best VFM option was chosen.

Question 31

Were you not appointed under your scope of services to carry out the collation of contract documents for the Metro Link works?

Answer 31

No, this was not included. Our initial scope was merely to attend DTM’s and produce cost plans. As the project came closer to tender we were then requested to produce a set of tender documents, as the architect did not have the resources to carry out their originally proposed role.

My superior produced this fee proposal in conjunction with myself detailing the level of resource it would require. In doing this we ensured I would not be over burdened and could give the project the required resource.

Question 32

On the Resurfacing Works in Edgbaston, why did you remove the CDP element?

Answer 32

The CDP was for some remaining drainage works, which were unable to be fully designed due to the fact that a CCTV survey was unable to be finished due to silt buildup. The engineer produced a proposed drainage network in lieu of knowing what already existed and I worked up a cost for this in the cost plan. We added a contingency to this package to account for any potential unknowns.

As the client was pushing a tight programme we proceeded with the tender without this work being completely designed. It emerged after we had selected the chosen contractor that they were looking to subcontract out the design works if we proceeded with the CDP element. I then decided we should reinstruct another drainage survey to resurvey the unknowns and proceed with a full design set in the contract documents.

Question 33

On the Industrial Unit in Cheshire you note that the contractor wouldn’t fix a schedule of rates in Stage 1 of the tender. What could you do to to remedy this?

Answer 33

We could offer fluctuation provisions, although advice from colleagues has been against this in the past so I would be cautious.

In order to report accurately to the client I maintained close relationships with subcontractors for advice on the key packages rates, such as concrete and steel.

We looked then to fix the rates in the second stage.

Question 34

In the Trident Business Park scheme you mention you created a pre-planning programme for the client. Was this in your standard scope of services?

Answer 34

Yes, with my old firm we did a lot of EA work for St Modwen and we would be expected to create development programmes for the client to use. The contractor would then take control of these upon contract execution.

Question 35

On your case study, you allowed the contractor to raise OH/P on the second variation in order to recover costs from the usage of the software. What is the risk of this?

Answer 35

The risk was setting precedent and the contractor claiming for this OHP in the following variation. However, the deal was clearly outlined in emails and left no room for interpretation. I was also sure to seek clear confirmation of the strategy with the client before proceeding.