1
Q
What is the difference between a CAT A & CAT B fitout?
A
- A Cat A fit out will provide a basic level of finish above what is provided in a Shell and Core
- For example suspended ceiling tiles, raised floors, and basic mechanical electrical services
- A CAT B fitout overlays the CAT A provision with bespoke elements that are specific to the needs of the tenant to enable them to occupy the space
- For example this would include interior partitions, data cabling, artwork and branding
2
Q
How did you calculate risk within your budget for this project?
A
- During the early design stages, risk was allowed for with a contingency allowance as a overall percentage of the cost estimate.
- Contingency is a sum included within the estimate to cover unknown expenses or unmitigated risks during a project.
- As the design develops a risk register can be compiled with probability and cost impact assigned to each item which can then form the total project contingency.
3
Q
What are the differences between traditional and Design & Build procurement routes?
A
- In traditional procurement The contractor takes responsibility and financial risk for the construction of the works.
- The client takes the responsibility and risk for the design and design team performance.
- In D&B the contractor can be responsible for the design, planning, organisation, control and construction of the works to the employer’s requirements.
4
Q
What are the advantages to Design & Build procurement?
A
- There is a single point of responsibility for the design and construction.
- There is earlier commencement on site.
- Contractor’s experience harnessed during the design phase.
5
Q
What are the disadvantages to Design & Build procurement?
A
- Clients may find it hard to prepare a sufficiently comprehensive brief.
- The Client has to commit to a concept design early.
- Variations from the original brief can often be expensive.
6
Q
Does the budget drive design or design drive cost?
A
- The relationship between budget and design is often complex and depends on the specifics of the project.
- In some cases, the budget drives the design as the design must be created within the constraints of the available budget.
- While in other cases, the design drives the cost if the focus is on creating a unique or innovative design.
- Ultimately, the best outcome is achieved by balancing the competing demands of budget and design.
7
Q
What was the anticipated final costs at the end of Stage 2?
A
On this project the anticipated final project costs for the stage 2 cost plan were £2,500,000 inclusive of a 10% contingency.
8
Q
What are the benefits of doing a cost plan?
A
- A cost plan is used by the cost consultant to control the development of design.
- It identifies the clients agreed cost limit and how the money is allocated between each element of the building.
9
Q
Was there not a change control process in place to anticipate this overspend?
A
- Yes, to manage the change control process during the design stage on this project, a change control tracker was implemented and updated during the weekly design meetings with the design team.
- All areas of design development were listed on the tracker and I was responsible for providing cost information for these changes.
- Unfortunately, the reason for the overspend did not arise from design development of the scope. During production of the stage 3 cost plan, the client’s technology department changed their stance on funding the AV requirements, requesting that it be paid for by the project budget.
- This decision was promptly documented in a change tracker and the client was informed of its significant cost impact.
10
Q
What is meant by the term value management?
A
- Value Management is the proactive process of defining what value means to a client
- And putting procedures in place to ensure that maximum value is delivered
- It considers the entire project lifecycle and aims to identify and prioritise project goals and objectives.
11
Q
What is value engineering?
A
- Value engineering is an organised approach to reduce cost on a project without detrimental affects to quality or performance.
12
Q
What’s the difference between value engineering and value management?
A
- Value Management is the proactive process of defining what value means to a client
- And putting procedures in place to ensure that maximum value is delivered
- It is used throughout the lifecycle of a project and focuses on the overall project goals and outcomes.
- VE is an organised approach to reduce cost on a project without detrimental affects to quality or performance.
- It is typically used in the later stages of a project and focuses on technical issues such as material selection, design optimisation, and construction methods.
13
Q
Did you have VE workshops only once the project went over budget?
A
- No, VE workshops should take place after the concept design has been completed and before the detailed design is finalised.
- This is because VE aims to optimise the project’s value by improving the design and construction. Any changes made during this stage will have a significant impact on the project’s overall cost and performance.
14
Q
How did you manage the value engineering workshop that occurred on this project?
A
- Firstly, the Value Engineering tracker was updated to assess all potential options on the project to reduce costs with detrimental impacts to quality or performance.
- I then ensured weekly VE workshops were held and included all relevant stakeholders including the client, design team, technology department and project team.
- During the calls, the VE tracker was discussed and I asked the client to assign a code to each of the potential options which included, easy wins, if we have to, only in an emergency.
- This enabled to understand the viable scope areas to target on this project.
15
Q
What was the tendering process selected for this project?
A
- For this project the chosen tendering method was a selective single stage tender.
16
Q
What is selective tendering?
A
- This restricts the number of tenderers by pre-selecting a limited number of contractors to tender for the work.
17
Q
What are the advantages & disadvantages of single stage tendering?
A
Advantages:
- It reduces the risk of receiving tenders from unsuitable contractors.
- Focus on price to encourage contractors to submit the lowest cost.
Disadvantages:
- Excludes potential capable contractors by not going to the open market.
- With limited design information, there is a higher risk of design changes or discrepancies
18
Q
How did you manage the design development on this project between each RIBA stage?
A
- To manage design development during this project, a change control tracker was implemented and updated during the weekly design meetings with the design team.
- All areas of design development were listed on the tracker and I was responsible for providing cost information for these changes.
19
Q
What were the VE options discussed during the workshops?
A
- There were several areas of VE targeted on the VE schedule. However, the key savings came from replacing the joinery work booths with loose furniture. This saved over £60,000
- Additionally, the joinery wall panelling behind the reception desk was replaced with paint finish and artwork that was suggested by the design team. This saved an additional £40,000
- Although some of these item did partially compromise quality of the space, it was clear from discussions with the client the overriding drivers for the project was cost and time over quality.
20
Q
What were the tender documents pulled together for this project?
A
In accordance with JCT practice note 2017 I would include:
ITT (Invitation to tender letter).
Form of tender.
Pricing documentation.
Drawings and specification.
Pre-construction H&S information.
Conditions of proposed contract.
21
Q
You mentioned a £200k contingency was included in the stage 2 and 3 cost plans, how did you come to this figure and what risk did it include for?
A
- The contingency was allowed for as a percentage of the project cost during stage 2.
- This was concluded after assessing the value of the project at £2.3M an allowance of just under 10% would be sufficient at this stage. Bringing the total cost to the agreed budget of £2.5M
- However, as the design developed further, I was able to build out a risk register when producing the stage 3 cost plan. The risk listed included for any legal, material price fluctuations, Time, and health and safety risks due to the COVID-19 pandemic.
- After assigning probability costs to items within this register the contingency remained at just £200k
22
Q
What was the cost per Sqft on this project?
A
- For this project the cost was £50/sqft at production of the stage 2 cost plan.
- This increased to £58/sqft at production of the stage 3 cost plan.
- Against benchmarks for a CAT-B fitout this cost is on the low side however the construction works on this project were minimal with no new partitions and basic level finishes to give each floor a refresh.
23
Q
What is the typical cost per sqft for a CAT-B fitout?
A
basic level finish - £50-£80/sqft
mid level finish - £80 -120/sqft
High level finish - £120/sqft+
24
Q
What was included in your cost plans? How did you structure them?
A
Within my cost plan stage 2 & 3 Cost Plans included:
- Construction costs breakdown as per NRM1 Cost breakdown structure.
- Allowance for professional fees with a cashflow forecast.
- Allowance for AV Requirements.
- Allowance for furniture
- Allowance for Contingency
- Assumptions & Exclusions
25
Why did your client chose to develop their design to RIBA stage 3 and procure D&B?
- Key driver when discussing with the client was time.
- Bringing the design to stage 3 allowed for an overlap of design and construction.
- Earlier completion date for the project of April 2022.
26
Were there other items on the VE schedule and what were they?
Smaller value items on the VE schedule included:
- Alternative supplier for the acoustic fabric panelling (20k)
- Alternative supplier for lockers (10k)
- Vinyl in kitchen area instead of timber floor (10k)
27
What reductions were made to the AV scope?
Reductions to the AV scope accepted by the clients technology team included:
- Reduction of new screens & monitors to meeting rooms and desks.
- Existing screens & monitors sourced from another office location. resulting in a £90k saving.
28
Traditional vs Design & Build?
Traditional Procurement
- Client retains control over the design and is responsible for the design teams performance.
- The design phase is completed before the construction phase starts and the project is tendered.
Design & Build Procurement
- Single point of responsibility on the contractor for design and construction, less risk to client.
- Overlap of the design and construction, earlier start on site and completion.
- Gain contractors input on buildability earlier in the design phase.
29
What are the stages in the RIBA Plan of Work?
Stage 0 - Strategic Definition
Stage 1 - Preparation and Brief
Stage 2 - Concept Design
Stage 3 - Developed Design
Stage 4 - Technical Design
Stage 5 - Construction
Stage 6 - Handover and Close Out
Stage 7 - In Use
30
What specific risks did you allow for within your risk register for this project?
- Landlord construction works occurring, time and cost risk to programme.
- Risk of MEP modifications not being covered by the landlord.
- Delays in obtaining the necessary permits and approvals from authorities and agreement with the landlord.
- COVID-19 Risks that could impact construction.
APC Technical Competencies
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