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Lydia's APC > Technical Competencies > Flashcards

Technical Competencies Flashcards

1
Q

What is NRM?

A
  • New Rules of Measurement
  • 2021 latest publications of all three suites
  • Set of standard measurement rules and essential guidance for cost management of construction projects and maintenance work
  • Superseded SMM7
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2
Q

What is NRM 1?

A

Order of cost estimating and cost planning for capital building works

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3
Q

What is NRM 2?

A

Detailed measurement for building works

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4
Q

What is NRM 3?

A
  • Order of cost estimating and cost planning for building maintenance works.
  • Provides tools to provide transfer of cost information from construction team to asset management team.
  • Links cost analysis of capital cost with consideration of whole life costing
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5
Q

What is ICMS?

A
  • International Cost Management Standard
  • Followed on from IPMS
  • Construction cost and carbon emissions
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6
Q

What is the hierarchy of cost management standards?

A
  • ICMS
  • Cost prediction professional statement
  • NRM
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7
Q

What is the RIBA Plan of Work?

A
  • Organises process of briefing, designing, delivering, maintaining, operating and using a building into 8 stages
  • Framework for all disciplines
  • Used solely as guidance
  • Procurement neutral
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8
Q

What stage should planning be submitted?

A

Usually at the end of Stage 3 and only earlier if threshold of info required is met

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9
Q

What is Stage 0?

A

Strategic definition

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10
Q

What is the outcome/ core tasks of Stage 0?

A

Outcome: Means of achieving Clients requirements confirmed
Tasks:
- Define Clients requirements
- Develop Business Case considering Risks and Budget
- Ratify option that best delivers Clients Requirements
- Review feedback from previous projects
- Undertake site appraisals

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11
Q

What is Stage 1?

A

Preparation and Briefing

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12
Q

What is the outcome/ core tasks of Stage 1?

A

Outcome - Project Brief approved by Client and confirmed it can be accommodated on the site
Tasks
- Prepare Project Brief
- Undertake feasibility studies
- Agree project budget
- Source site info including surveys
- Prepare project programme
- Prepare project execution plan
- Source pre-app planning advice
- Start to collate PCI

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13
Q

What is Stage 2 of the RIBA Plan of Work?

A

Concept design

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14
Q

What is the outcome/ core tasks of Stage 2?

A

Outcome: Approved Architectural Concept
Core Tasks
- Prepare concept design
- Undertake design reviews
- Prepare stage design programme
- Obtain pre-app planning advice
- Can submit outline Planning
- Agree route to Building Regs compliance

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15
Q

What is Stage 3 of RIBA Plan of Work?

A

Spatial coordination

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16
Q

What is the outcome/ core tasks at Stage 3?

A

Outcome - Architectural and engineering information spatially coordination
Core tasks
- Coordination between Architect and Engineer
- Cost exercises
- Test Architectural Concept
- Review design against Building Regs
- Submit Planning Application

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17
Q

What are the two types of planning application

A

Outline and reserved matters

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18
Q

What is Stage 4 of the RIBA Plan of Work?

A

Technical design

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19
Q

What are the outcomes/ core tasks involved at Stage 4?

A

Outcome - All design info required to manufacture and construct the building
Core Tasks
- Develop design
- Prepare and coordinate Building Systems information
- Prepare stage Design Programme
- Submit Building Regs application
- Discharge pre commencement planning conditions
- Prepare construction phase plan

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20
Q

What is Stage 5 of RIBA Plan of Work?

A

Manufacture and construction

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21
Q

What is the outcome/ tasks involved at Stage 5?

A

Outcome - Manufacturing, construction and commissioning completed
Tasks
- Finalise Site Logistics
- Manufacture Building Systems and construct building
- Monitor progress against Programme
- Inspect Quality
- Resolve Site Queries
- Commissioning
- Prepare Building Manual
- Comply with Planning Conditions

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22
Q

What is Stage 6 of RIBA Plan of Work?

A

Handover

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23
Q

What is the outcome/ core tasks of Stage 6?

A

Outcome - Building handed over, Building Contract concluded
Core tasks
- Hand over building
- Review of project performance
- Seasonal commissioning
- Rectify defects
- Complete initial aftercare tasks

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24
Q

What is Stage 7 of RIBA Plan of Work?

A

Use

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25
Q

What is the outcome/ core tasks at Stage 7?

A

Outcome - building used, operated and maintained efficiently
Tasks
- Implement facilities management and asset management
- Undertake post occupancy evaluation

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26
Q

What stage of the RIBA Plan of Work does NRM 1 apply to?

A

Stage 1-2

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27
Q

What stage of the RIBA Plan of Work does NRM 2 apply to?

A

Stage 2-4

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28
Q

What stage of the RIBA Plan of Work does NRM 3 apply to?

A

Stage 6&7

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29
Q

Why is cost planning important through design development?

A
  • Ensures design still aligns with Project Budget
  • Managing Clients expectations
  • Highlights any cost increases
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30
Q

What is cost checking?

A
  • Ensuring the actual design can be constructed for the various elements within the cost plan
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31
Q

What are the cost planning stages?

A
  • Feasibility estimate
  • Cost plan
  • Cost checking
  • Tender comparison
  • Post contract cost control
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32
Q

What is value engineering

A
  • Process designed to maximise value through improving design, enhanced function, reduced cost, reduced risk or reduced whole life cost of the asset being constructed
  • Term value means what would be the most economically advantageous price for the optimum product
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33
Q

What does BCIS stand for?

A

Building cost information service

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34
Q

What is the difference between building cost indices and tender price indices?

A
  • Building cost indices are the cost to the Contractor in construction the building
  • Tender price indices are the price the client pays to have a building constructed, they are used to calculate inflation from the base date to the proposed construction start date
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35
Q

What are BCIS average prices?

A

Split buildings into functions such as industrial, health and welfare, residential etc

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36
Q

What is Spons pricing book?

A
  • Updated every year to account for inflation etc
  • Split into 4 editions: Architects/ Builders Pricing Book, M&E, Landscaping and Civil Engineering
  • Split into labour, materials and plant
  • Split into approximate estimating and measured works sections which is more detailed
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37
Q

What did you include/ how do you produce a Reinstatement Valuation?

A
  • Work out Schedule of Accommodation
  • Calculate Demo and Site Clearance - Spons has rates for this
  • Use BCIS for building category to calculate building construction cost, incl. Prelims, OH&P and Contingency i.e., serviced offices
  • Identify any abnormals i.e., city centre locatio
  • Professional fees added
  • If adjusting from previous, adjust using BCIS rate or general TPI increase if no specific category
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38
Q

How do D&B and Traditional procurement effect cost

A
  • D&B - risk is priced within the Contractors price, usually higher but more cost certainty
  • Traditional - risk is owned by the Employer so they will usually include risk/ contingency below the line
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39
Q

What are the programme differences between D&B and Traditional?

A
  • D&B - quicker start on site as design and construction can overlap
  • Traditional - longer programme as design has to be developed prior to start on site
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40
Q

What are the different JCT suites of contract?

A
  • D&B
  • Standard Building Contract - with or without quants
  • Intermediate
  • Minor Works
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41
Q

What are the different types of contract?

A
  • JCT
  • NEC
  • FIDIC
  • Bespoke
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42
Q

Which is the most suitable contract for price certainty

A

D&B - lump sum contract, Contractor takes on the risk

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43
Q

Which is the most suitable contract for programme benefits

A

Management contracting or construction management

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44
Q

What is the most suitable contract for quality?

A

Traditional - Employer more in control of design

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45
Q

What is the most suitable contract for risk?

A

Design and build - Contractor owns the risk

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46
Q

What are the key payment mechanisms in the contract?

A
  • Contract Particulars defined the IVD date, due date, certificate date, Final Date for Payment, can have amendments which changes the payment timescales
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47
Q

What are Liquidated Damages?

A
  • Genuine pre-estimate of loss the Client would incur if the Contractor failed to complete by the Contract Completion Date
  • Rate is specified in the Contract
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48
Q

What needs to be in place to levy LADs?

A
  • Non-Completion Notice
  • Withholding notice
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49
Q

What are the change control categories?

A
  • Contractor changes (design changes)
  • Employer changes (variations)
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50
Q

What are changes called in NEC?

A

Compensation events

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51
Q

What is the process of change control for an Employer change?

A
  • Employer agrees scope of change
  • Writes and issues instruction in accordance with the contract
  • Contractor records change, instigates change and forwards cost/ programme
  • Employer accepts or rejects
  • Proceed or start again
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52
Q

What does PCR stand for?

A

Proposed change request

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53
Q

What is a CCR?

A

Contractor change request

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54
Q

What is a TVR?

A

Tenant variation request

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55
Q

Why was the construction act amended in 2011?

A
  • Clearer and fairer payment terms
  • Improve rights for Contractors to suspended works for non-payment
  • Make adjudication more accessible for resolution of disputes
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56
Q

Why are Letters of Intent used?

A
  • To allow Contractors to begin procuring materials, labour, setting up site etc before negotiations for the detailed construction contract have been completed
  • Often provide a cap on value or a drop dead date where it will no longer be valid
  • Can form a Contract if the terms are clear
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57
Q

What is retention?

A

Sum generally deducted at each monthly payment notice to provide the client with security that the contractor will return during the rectification period to rectify any defects, usually 3 or 5%.

58
Q

How do you calculate a feasibility estimate?

A
  • Depends on the level of information
  • Usually use cost per m2 or cost per functional cost from BCIS or Spons
59
Q

What is a pre-tender estimate?

A

Detailed Cost Plan based on tender drawings / information to give a likely estimate of tender returns

60
Q

When is a Pre-Tender Estimate undertaken?

A

When tender information is issued

61
Q

What items were selected for VE in Granary Building?

A
  • M&E
  • Crittal doors
  • Revolving door
  • Finishes
  • Balustrades
  • Feature walls
  • Sanitaryware
62
Q

What does a Cost Report include

A
  • Contract Sum
  • Provisional Sums
  • Forecast Final Account
  • EAI’s
  • Anticipated variations
  • Cashflow
  • Any claims
63
Q

What is the purpose of a Cost Report?

A
  • Informs the Client on current expenditure, forecast final account, any risks and opportunities
  • Acts as a working cost check on project budget
  • Reports contract progress against pre-contract predictions
64
Q

What sources of cost data did you use to inform the Granary cost plan?

A
  • Spons
  • BCIS
  • Market testing
  • Benchmarked data from previous projects
65
Q

What were the increases from the previous cost plan on Granary?

A
  • Crittal doors
  • Feature walls
  • M&E
  • Cladding
  • Expensive finishes and sanitaryware
66
Q

What was required before certifying PC on the Restaurant?

A
  • Building Control sign off
  • Planning condition sign off
  • As built drawings
  • O&M/ H&S file
  • Product Guarantees
  • Sub-Contractor Warranties
  • Cleaning and Maintenance Strategies
  • Test certs for M&E
67
Q

How did you agree the Final Account on LVP?

A
  • Contractor submitted their assessment
  • I reviewed and assessed the validity of variations, which include additional works to the PRoW, M&E additions etc
  • I then presented my assessment to the Client, who signed off the agreed figure
  • I then drafted a Final Account statement for signature from both parties and issued a Payment Notice
68
Q

Why was a Standard Building Contract not appropriate for Leeds United?

A
  • Client wanted to de-risk the project
  • Programme was key and the design was not sufficiently progressed
69
Q

What form of contract was selected on Leeds United

A

Standard Building Contract due to the Client having an existing Design Team they wanted to retain who had been used on other TV studio projects and knew the specific requirements

70
Q

How did you contribute liability on the Restaurant Final Account?

A
  • If it was a genuine change, I assessed the quant/ rate and advised the Client they would be liable to pay
  • If it was a Client change, I still assessed the quote and ensured the Client was happy
  • If it was not a genuine change, I knocked it out
  • Met with Client to agree their red lines
  • Met with Contractor to present figure and came to an agreement
  • Ratified with a Final Account Statement signed by both parties
71
Q

What did you advise the Client on the Restaurant in terms of LDs?

A
  • I advised them the Contractor was entitled to an EoT due to the Client instructed variations
  • Came to an agreement to give a 2 week EoT with £5k Loss and Expense
  • The Employer didn’t levy LDs
72
Q

Can you be awarded Loss and Expense without an EoT?

A

No

73
Q

Can you be awarded an EoT without Loss and Expense?

A

Yes

74
Q

How did you assess tenant variations on DPD?

A
  • Contractor provided quote for tenant request
  • I reviewed against the Contract, the tiling request was already included so I rejected this change
  • I included a separate section on the Cost Report for tenant variations
75
Q

How were Contract Amends incorporated in Herald?

A
  • Client’s lawyer drafted and I included within the Tender Docs
  • Contractor came back with comments, including wanting to amend payment terms to 7 days, which I advised the Employer not to accept as it would not give enough time for a thorough assessment and payment at their end
76
Q

How do you undertake valuation inspections on site?

A
  • Take photos to assess
  • Take drawings to compare
  • Photograph any materials on site
  • Ask site manager any queries
77
Q

What are the advantages of steel frames?

A
  • Quick to erect
  • Dimensionally stable
  • Do not expand/ contract due to temperature or moisture changes
  • Material quality high
  • Non-combustible
  • Lighter than concrete frames
78
Q

What are the disadvantages of steel frames?

A
  • Price fluctuation
  • Less sound protection
  • Require retrospective fire protection
  • Experienced builders required
79
Q

What are the advantages of concrete frames?

A
  • Fire protection inherent in the structure
  • Maintenance requirements generally low
  • Good sound and heat protection
80
Q

What are the disadvantages of concrete frames?

A
  • Slower construction
  • Subject to weather conditions
  • Price can fluctuate due to reinforcement requirement
  • Heavier and require larger foundations
81
Q

How do Building Regs impact on design of buildings?

A
  • Part L - conservation of fuel and power - requirements for electric chargers increasing - increased costs
  • Minimum door heights - 2000mm - became an issue on Leeds United when working within the existing constraints
  • Building Safety Act - introduction of BSR will add time/ up front cost to projects
82
Q

What is offsite construction?

A
  • Components of buildings are built off site in controlled environments such as factories i.e., bathroom pods
83
Q

What are the benefits of offsite construction?

A
  • Less need for skilled labourers
  • Higher quality
  • Reduced programme
  • Reduced waste
  • Better safety
84
Q

What is modular construction?

A
  • Type of offsite construction
  • Components manufactured in factories and assembled on site
  • Used in education/ healthcare
85
Q

What was the acoustic solution on the Restaurant and what other options were considered?

A
  • Acoustic baffles were the solution
  • We considered increased insulation which wasn’t viable as it was an exposed soffit and suspended panels but it was not a suspended ceiling
  • Other options mineral fibre ceiling tiles and cloud panels
86
Q

How do acoustic requirements differ?

A
  • Depends on use of the building
  • I.e., residential require greater acoustics than warehouses for example
87
Q

What are the different types of foundation

A

-Pile
-Pad
-Strip
-Raft

88
Q

What are pile foundations?

A

Used to transfer load to stable ground, where there is unstable strata or a heavy load

89
Q

What are the types of piling methods?

A

CFA, precast, sheet piles, end-bearing, friction, tension, secant, contiguous

90
Q

What is a raft foundation?

A

Spread the load over a greater surface area, on poor soils with light loads to prevent the raft cracking

91
Q

What are pad foundations?

A

Transfer load through columns to the base plate, to the pad then to the ground

92
Q

What are strip foundations?

A

Load from the external wall is transferred to the strip foundation, used in houses

93
Q

What scope changes did you suggest for Granary?

A
  • Reuse existing entrance rather than create new
  • Retain existing balustrade rather than new glass reeded balustrade system
94
Q

What is single stage tendering?

A

Structured competitive process in which a select number of Contractors price the work

95
Q

What are the benefits of competitive tendering?

A
  • Get the most competitive price
  • Shorter process
  • Only approved and capable Contractors submit tenders
96
Q

What is negotiated tendering?

A

Where the Client has a preference for appointing a firm to carry out the works, Contract Sum is agreed through negotiation

97
Q

What are the other types of tendering?

A
  • Two stage
  • Open tendering
  • Serial tendering
98
Q

What is usually included in Tender Documentation?

A
  • Depends on Contract
  • Prelims
  • Drawings and specs
  • PCI
  • Planning status
  • Draft Schedule of Amends
99
Q

How do you analyse tenders

A
  • Comply with procurement and tendering guidance note
  • Qualify any exclusions
  • Tender opening form
  • Assess programme and review proposed site logistics
  • Normalise any missing rates etc
  • Tender comparison
  • Tender report including recommendation to the Client
100
Q

What is included in a Tender Report?

A
  • Tender Opening Form/ Contract Sum comparison
  • Programme comparison
  • Key differences
  • Comparison to PTE
  • Review of site logistics/ finances etc
  • Recommendation/ next steps
101
Q

What is partnering?

A
  • Long term approach of structuring business relationships
  • Whole project team involved and ownership of risk is shared between all parties, creating more trust between the parties
102
Q

What are the benefits of partnering?

A
  • Increased cost certainty
  • Less adversarial
  • Risk shared equally
  • More trust
  • Design and construction shortened as there is greater understanding of Clients requirements from previous projects
  • Improved Client satisfaction
103
Q

What is an invitation to tender?

A

Letter included in the Tender Docs to invite the Contractor to submit a tender for the works

104
Q

Why did you go out to 5 Contractors on Granary?

A
  • Initially had a long list of around 10
  • Whole team involved in suggesting, reviewed Expressions of Interest and got it down to 5 Contractors
  • Thought it would be a good number incase any dropped out which they did
105
Q

Why did you choose a single stage competitive tender on Granary?

A
  • Size of the project
  • Design developed sufficiently
  • Only capable, selected Contractors chosen
106
Q

Which type of tendering would you advise for a Traditional project?

A
  • Single stage if design sufficiently developed
  • Two stage if not as Contractor can contribute to design and buildability discussions
107
Q

Which type of tendering would you advise for D&B?

A
  • Two stage - can benefit from Contractors expertise during second stage
  • Can shorten programme
108
Q

What is the most appropriate pricing document for Traditional?

A
  • Without quants - Schedule of Rates
  • With quants - Bill of Quants
109
Q

What is the most appropriate pricing document for D&B?

A

Contract Sum Analysis

110
Q

Why was negotiation used for LVP?

A
  • Group company and they had successfully completed a lot of projects together in the past
111
Q

What are the advantages of two stage tendering?

A
  • Contractors experience/ expertise on buildability
  • Shorter programme
  • Greater Client involvement selecting the supply chain
112
Q

Disadvantages of two stage tendering

A
  • Contractor could increase price once in second stage
  • May not reach an agreed Contract Sum
  • Additional pre construction fees incurred for the Main Contractor
113
Q

How are project costs controlled during construction?

A

Cost reporting and cashflow monitoring

114
Q

How do you monitor risk allowances

A
  • If it is traditional, Employer usually includes contingency below the line, this can be monitored in the cost report
  • Can calculate risk using NRM guidance split into 4 categories or using a risk register
115
Q

How do you monitor Provisional Sums?

A
  • There is a tab for them in the Cost Report in an add and omit format
116
Q

What is the difference between a Defined and Undefined Provisional Sum

A

Defined - works cannot be accurately measured but there is sufficient information about nature, location, programming and pricing of Prelims
Undefined - insufficient information, contractor entitled to EoT and additional Prelims

117
Q

How can updates to Building Regs effect project cost?

A
  • Part L - requirement for EV charger provision / implementing sustainable technologies
118
Q

What do you do if actual cashflow is less than predicted?

A
  • Flag with Client/ Contractor
  • Arrange meeting with Contractor to review programme
  • See if there is anything the Client can do to help i.e., any RFIs outstanding etc
119
Q

What did the feasibility estimate for Leeds United include?

A
  • There were some basic Architectural and Structural plans so I worked from these
  • I measured quantities where I could and then included items where I couldn’t
120
Q

What RIBA stage did you do the feasibility estimate for LUFC?

A

Stage 2 - concept design

121
Q

What stage did you produce the Granary Cost Plan?

A

Stage 2-4

122
Q

What is the difference between Employers Agent and Contract Administrator?

A

EA - identified in the contract and acts on behalf of the Employer in all matters except when acting as certifier/ decision making, can be appointed at any point prior to entering into contract.
CA - identified in the contract, specifically responsible for administering the contract, only exists at point the contract is entered into.

123
Q

When is a project notifiable under CDM

A
  • Longer than 30 working days
    AND
  • More than 20 workers working at the same
124
Q

How did you deal with the Contractor being in delay on the base build of the Restaurant?

A
  • Met with them to discuss timescales of outstanding works
  • Moved contract start date for fit out contractor as they had a valid reason for not being able to take possession of the site
125
Q

What is the definition of risk?

A

Uncertain event or circumstance that if it occurs will affect the project outcome

126
Q

What is risk management?

A

Process of identifying, managing, mitigating, allocating the likelihood of risks occurring

127
Q

What are the main types of risk?

A
  • Design development
  • Construction
  • Employer change
  • Employer other
128
Q

What are the main risk response strategies?

A
  • Risk reduction
  • Risk avoidance
  • Risk transfer
  • Risk sharing
  • Risk retention
129
Q

Which procurement route is least risk adverse?

A

D&B or partnering (risk shared)

130
Q

What strategies can be used to reduce risk?

A

Use of a risk register

131
Q

How do you calculate/ quantify risk?

A
  • Monte carlo - computer generated simulation used to model outcomes
  • Probability trees - technique used to determine the overall risk associated with a series of related risks
  • Estimated monetary value - multiplies the estimated monetary impact by the probability to get an overall risk score
132
Q

How did you decide on an appropriate contingency for the Restaurant?

A
  • Added in 10% contingency due to the shortened design period
  • This was to cover any design development changes, Employer changes and construction changes once on site
133
Q

How did you manage the Client’s expectations on programme of the Restaurant?

A
  • Kept them updated using the Cost Report/ cashflow
  • Ensure the Contractor gave a thorough progress update/ programme update at Progress Meetings
134
Q

How did you calculate the risk on Northern Street using NRM guidance?

A
  • Split into 4 categories
  • Percentage for each risk category x base cost
  • Add all the categories together = total risk
135
Q

What is a nominated Subcontractor?

A

Selected by the Employer

136
Q

What is a named Subcontractor?

A

Named by the Employer in the Contract and employed by the Main Contractor

137
Q

What is a domestic Subcontractor?

A

Selected and employed by the Main Contractor

138
Q

What are works Contractors?

A

Employed by Management Contractor

139
Q

What are trade Contractors?

A

Employed directly by the Employer under Construction Management

140
Q
A

Lydia's APC (7 decks)

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