1
Q
PCSA for 2 years, what were they doing?
A
Within the PCSa scope was
Develop Design from Stage 3-4
Prepare and intergrated Programme
Appraise design information and highlight issues
notify of ambiguity or inconsistency and aceept responsibilty following initial validation
Take all necessary steps to provide information in
2
Q
How was the PCSA contract agreed that was in place. States a NTE but did the NTE cover a period of 2 years?
A
3
Q
Clients key driver was programme. Did you speak with them and gauge that quality/costs would have to be none optimised then if this was the case?
A
4
Q
Would other GCs not be put off by the fact a GC been working on a PCSA for such a long period of time.
A
State you did expressions of interests/PQQs to ascertain GCs would be willing to spend costs and resources on a tender.
5
Q
How many GCs did you go out to and was single stage offer - did you do BAFOs etc
A
6
Q
Could you not of negotiated with the PCSA GC or allowed them to be part of a retender and see if they changed their position in a competitive environment?
A
The trust between the client and the GC had deteriorated
7
Q
Was the plan to award the GC a D&B contract?
A
The original plan was a two stage design and build tender
8
Q
Would a design company take the risk of taking on a GCs design?
A
9
Q
Was a designer not novated to the GC or working on the client’s behalf?
A
10
Q
Why did you consider Design and Build to a GC when you already had a stage 4 design done?
A
Stage 4 design was not complete
11
Q
Why did you rule out other procurement strategies if time was the client’s key driver over cost/quality?
A
Although MC and CM may offer program benefits, this procurement strategy gave the client a single point of responsibility and provided the client with cost certainty 90 days post stage 4 issue. MC or CM wouldnt provide cost certainty until the last package is instructed.
Management Contracting/ Construction Management the client carries the main apportionment of risk.
12
Q
Would a single stage lump sum fixed price not be better for time certainty and cost risk?
A
It would be but the programme didnt allow it nor did the market.
Following the initial market conversations there was no appetite to provide a single stage fixed price.
Due to the incomplete design and the short tender period.
13
Q
How did you demonstrate a higher cost with the stage 3/4 design?
A
say you took the design, did a cost plan and then levelled bids against it and the preferred GC was in line with it
14
Q
You have an achievement is the client not taking your advice on the PCSA and terminating it? It sounds like this caused added issues and the achievement should have been they followed your advice
A
My achievement refers to the ability to effectively manage the termination after it occurred. I had not dealt with a termination before, but I felt I handled my duties professionally and capably.
15
Q
Was the project delivered on the rebase line budget you estimated?
A
The contractor was appointed with a practical completion date that met the clients requirements
16
Q
What level of OC was held from your involvement onwards and was any returned to the client?
A
17
Q
Cost Plan was done by Linesight at Stage 3?
A
No Stage 3 cost plan was completed by the previous Cost Consultant
18
Q
How did you work on a bespoke contract approach which you are not familiar with – did you have any contractual issues and how did you deal with this?
A
Was no major issues and worked collaboratively with the GC and agreed all items in timely fashion
19
Q
You state the GC went into administration – did you do financial checks on them and the new proposed tenderers. How did you do this?
A
This was after the contract had been terminated.
Also the contractor was appointed prior to Linesight
20
Q
During the termination process, did you follow the contractual mechanisms and what where they.
A
21
Q
Didn’t the GC dispute the termination for convenience and claim outstanding funds in arbitration process (how did you get them to walk away from £5mil claims?)
A
22
Q
What are the 3 pillars of dispute resolution techniques:
A
negotiation, mediation, adjudication process.
23
Q
What are the standard timeframes for a decision to be made from service of notice in Adjudication in line with the construction Act?
A
28 days from service of the referral notice for adjudicators decision to be made
24
Q
Can you explain what you understand by arbitration as opposed to litigation?
A
Arbitration are private scenarios and named in the contract; litigation is public and via courts.
25
What is GDPR
General Data Protection Act; personal data rules. into practice in 2018
26
2 examples of data held by surveying practices which would be liable under GDPR?
Clients details, Project information on emails etc.
27
What is a RICS product that collects and publishes project data?
BCIS
28
What are CDM Regulations
Manages HSE of all construction projects
29
What is a principal designer under CDM?
Appointed by client to manage involved have appropriate level of skill and expertise
30
What health and safety legislation is enacted for construction work?
H&s at work act 1974
31
Any RICS guidelines that you follow when visiting construction sites?
RICS Surveying Safely
RICS Guidance Note: ‘Surveying Safely’
RICS Rules of Conduct (2022)
32
Name 2 examples you follow when you visit site of the H&SWA?
PPE
Site induction
Taking reasonable care for my own health and safety
Wearing appropriate PPE
Following site rules and the site induction
Not entering restricted or unsafe areas
Reporting hazards or unsafe practices
Cooperating with the Principal Contractor and workers
33
What are ways to ensure an inclusive environment.
Treat everyone with respect.
Encourage all voices in meetings.
Use clear, non-biased language.
Challenge inappropriate behaviour.
Be aware of cultural and personal differences.
Provide equal access to opportunities and information.
34
How does an inclusive environment benefit a surveying practice
Improves team creativity and problem-solving.
Attracts and retains diverse talent.
Enhances client relationships and reputation.
Reduces bias and improves decision-making.
Supports better collaboration and morale.
35
What is BREEAM? What are some rankings of it.
BREEAM: A sustainability assessment method for buildings measuring environmental performance.
Rankings:
Pass
Good
Very Good
Excellent
Outstanding
36
How do you price in items such as Green Walls
Use benchmark rates from similar projects, specialist supplier budgets, or cost/m² allowances.
Include risk/contingency due to unknowns and note as a provisional item in early cost plans.
37
What is an example of good team working?
Clear and timely communication
open and fair,
respectful of others
Supporting colleagues to achieve a shared goal
Taking ownership and being reliable
Actively listening and respecting others’ viewpoints
Being flexible and adaptable
Providing constructive feedback and sharing knowledge
38
What is the RIBA Plan of Work.
The RIBA Plan of Work is a structured framework that sets out the stages of a building project from briefing to handover.
Key Stages:
0 – Strategic Definition
1 – Preparation & Briefing
2 – Concept Design
3 – Spatial Coordination
4 – Technical Design
5 – Manufacturing & Construction
6 – Handover
7 – Use
39
What is RIBA Stage 3
3 – Spatial Coordination
40
If one of your projects wanted to add a level onto the building, how would it impact the building.
It would have a wide affect on all aspects;
Foundations
Frame/ Structure
Envelope
MEP
Health and Safety
Occupation
Design
Fire Safety
Planning
41
What internal data did you use to compile cost options for the office extension project?
I used benchmark data from similar projects to build my rates, i also used data from BCIS to assist with benchmarking
42
What level of data did you request from the client to do this?
43
On your project with the foundations, how did you work with the project team to ensure the most cost-effective design solution was achieved?
Held early cost/design workshops with structural engineer.
Reviewed ground investigation data to avoid over-specifying foundations.
Compared options (e.g., pads vs. piles) using benchmark costs.
Flagged abnormal ground risks early to avoid redesign later.
Ensured design aligned with load requirements only — no unnecessary depth or reinforcement.
Updated cost plans to guide the team toward the most economical option.
44
What depth was the new design too?
15m
45
What are the differences between JCT and NEC forms of contract?
No prov sums in NEC
Target audience (NEC used for big civil engineering)
46
What form of contract would be more applicable for a large civil engineering project?
NEC
47
What is a PCG? What are the risks of using one.
PCG (Parent Company Guarantee): A guarantee where the contractor’s parent company promises to fulfil the contractor’s obligations if they fail.
Risks:
Parent company may be no stronger financially.
Harder to enforce than a bond.
No automatic money payout (unlike performance bonds).
Limited protection if parent company becomes insolvent.
48
On your Switzerland project, what would consist of contractual documents you prepared for change orders?
Who would sign them off, you or the named person in the contract?
May be a little misleading in my submission but a better term for me to clarify would be preparation on documents in line with the contract, such as change orders or payment recommendations.
49
On the Swiss project, how did you ensure requiring 3 SC quotes and issuing of client instruction did not cause any delays in result in client being liable for any EOTs?
How did you know was fair in a market you don’t know?
Planned early: requested 3 SC quotes as soon as change was identified.
Set clear deadlines for subcontractors.
Issued draft CO to keep contractor progressing at risk (with client approval).
Maintained close communication with contractor to avoid work stopping.
Provided rapid cost review so client instruction could be issued quickly.
Logged dates to demonstrate no critical-path impact.
50
Can the client still deduct Liquidated and Ascertained Damages even if he does not actually incur the loss identified in the initial calculation agreed to in the contract?
Yes
51
Why did you state to keep the performance bond and not the PCG. How did you do this and why when performance bonds cost more money and are essentially paid for by the client?
Why keep the performance bond instead of the PCG?
Performance bond gives stronger financial protection (pays out on default).
PCG relies only on parent company strength, which may be weak.
Bond is easier to enforce and gives quicker recovery for the client.
Reduces client risk on a high-value / critical project.
How I did this:
Advised the client of the risk difference (bond = financial security; PCG = promise only).
Highlighted the contractor’s parent company financials were not robust enough.
Presented the impact of a contractor default (programme, re-procurement costs).
Recommended keeping the bond during contract negotiations.
Why accept higher cost:
The small increased tender cost is a risk-mitigation premium.
If contractor fails, the bond payout far outweighs the cost of the premium.
Ensures continuity and protects the client’s programme and budget.
52
Did you not do due diligence on the contractor’s financial health before recommending them during the tender?
Checks were made before the tender but the construction market is a volatile market and things can change quickly
53
What is the difference between NIA and GIA? How do you measure both?
GIA is the Gross Internal Area measured to the internal face of the external walls and includes all internal space, such as circulation, plant, and lobbies. NIA is the Net Internal Area, which represents usable space for occupation and excludes plant rooms, stairwells, toilets, lobbies, and areas with limited headroom.
To measure GIA, I take the internal perimeter wall line and include all internal areas. To measure NIA, I take the same internal perimeter but deduct all unusable or non-occupational spaces.”
54
What’s a good wall to floor ratio in an office building
0.4
55
What is the difference between an elemental cost plan and a trade cost plan
Elemental Cost Plan:
Breaks the project down into functional elements (e.g., substructure, frame, roof) to assess cost against design performance.
Trade Cost Plan:
Breaks costs down by construction trades (e.g., brickwork, carpentry, M&E) aligned with work packages for tendering.
Key Difference:
Elemental = what the building does;
Trade = who builds it / work packages.
56
For your multinational client in 2023, how did you make provisions for scope gaps in the baseline cost plan.
Added design development allowance.
Included risk allowance for unknowns.
Used provisional sums for unclear work packages.
Highlighted assumptions & exclusions clearly to the client.
57
How would you deal with a cost plan that is over the client’s budget
Identify key cost drivers.
Review scope and specifications with design team.
Propose value engineering options.
Prioritise “must-haves” vs “nice-to-haves.”
Reallocate contingencies if appropriate.
Update cost plan iterations and advise client on impact.
58
Are there any industry guidelines about final accounts?
RICS - Black Book Practice Information
Final account procedures, 1st edition
59
What is Practical Completion? What is required to issue a certificate
Practical Completion (PC):
The stage when the works are complete enough for the client to use/occupy, with no major defects remaining.
Requirements to issue PC certificate:
All works substantially complete.
No material or health & safety defects.
Building safe, secure, and insurable.
Statutory approvals in place (e.g., Building Control sign-off).
O&M manuals / key handover documents available as required by contract.
60
What timeframes & industry standards do you follow when carrying out a payment valuation?
Follow contract dates (e.g., JCT: contractor submits by due date; QS assesses; Payment Notice within 5 days).
Issue Pay Less Notice within required period (usually 5 days before final date for payment).
Ensure payment made by the Final Date for Payment (often 14–21 days after due date).
61
Can a contractor stop working if not paid?
Contractor can suspend works if not paid and has given written notice of the fact they have yet to be paid 7 days after notice.
62
When you was the contractor administrator, was you named in the contract signed by both parties? How did you deal with any verbal instructions?
63
How did you compile cash flows and make sure they are accurate?
64
Why would a contractor ask for a retention bond?
A contractor may request a retention bond so they can receive full payment instead of having retention withheld, improving cashflow, while giving the client security that defects will still be rectified.
65
Would you advise a client to allow a contractor to be paid for off site materials? How would you protect the client if this was done.
Yes, but only with protections.
Advise: Allow payment for off-site materials only if essential (long-lead items, factory-built elements).
Protections:
Vesting certificate (title passes to client).
Evidence of insurance at storage location.
Inspection of materials off-site.
Marking/segregation of client-owned items.
Robust contract clauses confirming ownership.
66
On the Swiss project, how did you ensure requiring 3 SC quotes
How did you know was fair in a market you don’t know?
Used benchmarking from Linesight EU database.
Compared against previous Swiss packages where available.
Cross-checked with local QS on the client’s side.
Reviewed contractor breakdowns for quantities, labour, and rates.
Ensured competitive tension by obtaining 3 quotes.
Checked alignment with market indices and supplier intel.
67
A Firm is required to register for regulation by RICS if it:
a) provides surveying services to the public
b) >50% of the Firm’s Principals are RICS Members.
c) is operating in Regulated Area A (UK)
68
How would you know specific legislations in various countries?
Used the client’s local compliance teams.
Consulted local QS / PM partners.
Reviewed country-specific building codes and statutory requirements.
Cross-checked with Linesight regional SMEs to ensure accuracy.
69
A Firm is eligible to register for regulation by RICS if it:
a) provides surveying services to the public
b) at least 25% of the Firm’s Principals are RICS Members.
OR, it meets a) and Head of Regulation is satisfied that the Firm is implementing an appropriate plan to secure compliance with b) within a reasonable period of time
OR that the Firm is appropriately supervised by another RICS-registered Firm or Firms that fulfil the requirements in a) and b).
70
Rules of Conduct Appendix A: As a member what must i do
1. I’ll need to hit my CPD requirements: 20hrs total, 10hrs formal
- Apply formal-informal CPD decision tree.
2. Cooperate with RICS.
3. I’ll need to provide all information requested by the Standards & Regs board.
71
As a firm only:
The following obligations are mandatory for RICS-regulated firms.
1. Firms must publish a complaints-handling procedure, which includes an alternative dispute
resolution provider approved by RICS, and maintain a complaints log.
2. Firms must ensure that all previous and current professional work is covered by adequate and
appropriate professional indemnity cover that meets the standards approved by RICS.
3. Firms with a sole principal must make appropriate arrangements for their professional work to
continue in the event of their incapacity, death, absence from or inability to work.
4. Firms must cooperate with RICS.
5. Firms must promptly provide all information reasonably requested by the Standards and
Regulation Board, or those exercising delegated authority on its behalf.
6. Firms must display on their business literature, in accordance with RICS’ published policy on
designations, a designation to denote that they are regulated by RICS.
7. Firms must report to RICS any matter that they are required to report under the Rules for the
Registration of Firms.
72
Client Money Handling professional standard: Firms
- Must join Client Money Handling Scheme Rules if handling client money, for where RICS firm is not able to repay Client Money. These take precedent.
- Third Party Transaction Service Providers guidance
- publish written procedures for handling client money on the firm’s website
- Bank must be authorised by FCA/Bank of England
- Set up CLIENT account, named as such.
- 3 year period before unidentified funds must be donated to a registered charity
73
Client Money Handling professional standard:
- Comply with regulations and Countering Financial Crime professional standard
Nnot override any controls in place to protect client money
- Escalate misappropriation of client money (risk or actual)
74
Money Laundering + Terrorist Finance
The Money Laundering, Terrorist Financing and Transfer of Funds (Information on the Payer) Regulations 2017
What are some red flags?
Red flags:
1. the client i.e. is evasive/uses intermediary, is subject to sanctions
2. the parties i.e. representatives reside in high risk areas
3. the source of funds i.e. large cash payments
4. the transaction i.e. is potentially loss making, frequency of execution
5. the instructions i.e. outside of expertise/area, willingness to pay high fees
- Need to have a system in place to help identify red flags.
- Need to inform staff what this system is & how it operates and how they should partake in it.
- As ever, this needs to be proportionate to the scale and nature of the business and the type of clients being dealt with.
- Keep confidential records of potentially suspicious activities; the event, the parties, their structures and the involved personnel.
75
5 key principles of inclusive design
Intuitive design
Respect for All
Consider Neurodiversity
Employers Duty of Care
Thinking beyond design
76
RICS Business Plan
Sustainable
Resilient
Inclusive for All
77
GDPR, How long to keep data
No longer than necessary
must be relevant and necessary for purpose
78
What is a final account statement? What would you expect to see in a final account statement?
Final account is the conclusion of the contract sum including all necessary adjustments
Contract Sum
Agreed Variations
Date
Signed by all parties
statement of agreement
Contract reference
79
Three Pillars of Sustainability
Environmental
Economical
Social
80
What is considered a low Credit Rating.
Anything below 40%
81
Can you name some Construction Ratios
Wall to Floor
GIA:NIA
Total Cost: MEP
Site:Building
82
How would you improve NIA:GIA
You can move staircases from internal to external
Move plant to the roof
Open Plan Offices
83
Describe your role and responsibilities on your primary case study project.
Roles and Responsiblities included:
Cost Planning/ Cost EStimating
Monthly Cost Reports
Procurement and Tendering Strategy
Tender and Tender Anlysis
Interim Payments
Project Meeting/ Design Meetings
Change Management
Value Engineering
84
How did you add value as a Quantity Surveyor on that project?
I added value by providing live cost information and anlysis to the client whilst working closely with the project team and contractor to ensure correct steps were being taken whilst reporting the financial implications
85
What was the largest commercial risk you managed?
Probably the largest commercial risk i managed was the remeasure process
Firstly: It was essential that the original pricing schedule included/ covered the scope of works. weather this by measured works or provisional sums.
Secondly, making sure the remeasure procedures were being followed correctly and changes were being dealt with separatly from this exercise.
86
Can you explain the procurement route and why it was appropriate?
The Procurement Route was Single Stage procurement utilising a JCT Standard Building contract without quantities that implemented a 90 remeasure period
This procurement route allowed the appointment of a contractor for the scope and spec of the design information at the time of tender using a pricing document that was tendered to receive a schedule of rates from contractors.
The market at the time would not provide a fixed price on the design information available and this approach allowed appointment by sharing the risk between the client and contractor.
87
How did you prepare the cost plan, and what methodology did you follow?
Initial engagement and whilst reviewing the budget and contractors pricing. I provided a benchmarked cost plan using in house data against the scope and the campus area schedule.
88
What were the key cost drivers?
One of the key cost drivers was the clients wish to reuse the existing Mechanical and Electrical Plant.
Equipment that had been in place in some case up to 20 years had been offline since the campus was sold nearly 3 years previous and was coming to end of life. Surveying and testing the vast amount of Mechanical and Electrical equipment was a costly exercise and timely process. The a decision needed to be made weather to keep the equipment and make improves as and when via opex
completely replace like for like equipment
or
strip out old works and provide new ASHP systems and provide a sustainable building in line with the clients goals to net zero
89
Explain how you managed change and controlled variations.
I had a series of meetings to handle change.
Including, Bi-Weekly commercial meetings with the contractor, Bi-weekly change control meetings with contractor and project managers,
Weekly Linesight meetings
Bi weekly contract change sign-off with PM and Client
90
What is the difference between a provisional sum and a contingency?
Provisional sum is an allowance included within the contract price where:
Design is not sufficiently developed to allow accurate pricing or it is scope that the client may or may not wish to complete
91
Please explain the deferral between defined and undefined provisional sums?
A defined provisional sum is an allowance where program and preliminaries have been allowed for within the contractor's price
An undefined provisional is where the program and preliminaries have not been allowed, which means they may be allowed additional time or additional preliminaries to include the works.
92
What is a Prime Cost Sum?
A sum for the supply-only rate of materials
exclude all costs associated with fixing, installation fees, OH&P, etc
93
Describe a time you had to challenge a contractor’s application for payment.
A time where i have had to challenge a contractors application for payment.
I have challenge an application for payment when materials of site have been claimed for and included in the application.
I said that for any had to be followed and complete.
Signed vesting certificates with label product and insurances provided.
These were then completed in the next month fully and included in the valuation.
94
What is loss and expense?
Loss and expense in terms of a construction contract refers to the direct loss and expense
that would not be reimbursed by a payment under other contract provisions.
95
How do you calculate loss and expense?
96
Global claims
Global claims are those where a composite sum or global sum, comprising many differing
quantum elements, is asserted by the contractor.
97
Apart from drawings issued by the employer, written instructions and correspondence, What other
records that can be used to substantiate loss and expense claims include?
contractor’s programme and amendments
* relevant invoices and proofs of payment
* site diaries
* site reports
* site measures
* clerk of works reports
* day work records
* photographs (to include location, time and date)
* minutes of meetings and
* labour allocation sheets.
Robert Willden APC Study
flashcards
Decks in class (22)
# Cards
-
Sustainability79
-
Procurement and Tendering158
-
Design Economics and Cost Planning189
-
Construction Technology81
-
Project Financial Control and Reporting153
-
Business Planning14
-
Contract Practice151
-
Client Care27
-
Communication & Negotiation22
-
Health and Safety97
-
Conflict Avoidance, Management and Dispute Resolution20
-
Data Management17
-
Teamworking7
-
Accounting Principles and Procedures58
-
Conduct rules, ethics and professional practice134
-
Risk Management60
-
JCT DB 1669
-
Banana Skins40
-
Quantification and Costing81
-
Case Study - Questions97
-
Combination0
-
Concise Answers - Final Submission144
