Development / Project briefs - Level 2

Question 1

Why was an Outline Business Case required before procurement? (Birmingham office refurb)

Answer 1

To confirm strategic alignment, affordability, and deliverability before committing resources or entering procurement, reducing the risk of abortive cost.

Question 2

What are the key components of an Outline Business Case?

Answer 2

An executive summary, objectives, scope, options appraisal, cost and funding position, risk assessment, and delivery approach.

Question 2

How did your OBC support informed decision-making?

Answer 2

It provided a structured comparison of options and highlighted risks and constraints, allowing the client to approve a preferred approach with confidence.

Question 3

How did you ensure alignment between the business case and the project brief?

Answer 3

By testing objectives, scope, and assumptions in the business case directly against the agreed brief, and ensuring any deviations were explicitly highlighted and approved through governance.

Question 4

Why is governance approval important before committing to procurement?

Answer 4

It ensures decisions are authorised, risks are understood, and the project aligns with organisational priorities before contractual commitments are made.

Question 5

What risks arise if procurement starts before OBC approval?

Answer 5

The client risks committing to a solution that lacks strategic approval, leading to abortive cost, redesign, or procurement challenge. It also weakens governance and audit defensibility.

Question 6

How would you respond if programme pressure conflicted with governance requirements?

Answer 6

I would explain the risks clearly, advise against bypassing governance, and present options such as re-profiling the programme or seeking expedited approvals rather than informal decisions.

Question 7

What is the purpose of RIBA Stage 0? (Kingsmeadow site redevelopment)

Answer 7

To test feasibility, define objectives, identify constraints, and confirm whether a project should proceed before design development.

Question 8

How did you assess the feasibility options presented by the architects?

Answer 8

To test feasibility, define objectives, identify constraints, and confirm whether a project should proceed before design development.

Question 9

What site constraints did you consider?

Answer 9

Site access, decant logistics, operational continuity, client estate strategy, flood risks, land ownership issues, and legal constraints such as rights of way.

Question 10

Why was the private right-of-way easement significant?

Answer 10

It restricted construction access and phasing assumptions, which directly affected feasibility, cost, and programme.

Question 11

What risks would have arisen if this constraint had not been identified?

Answer 11

Design rework, delays, abortive cost, and potential legal disputes during construction.

Question 12

How did identifying this issue improve the quality of the brief?

Answer 12

It ensured feasibility assumptions were realistic, reduced design risk, and enabled informed option appraisal

Question 13

Who is responsible for identifying site constraints?

Answer 13

Ultimately the client, supported by the project team. As Project Manager, I have a responsibility to challenge assumptions and ensure constraints are surfaced early.

Question 14

How would you ensure constraints are captured earlier on future projects?

Answer 14

Through earlier site due diligence via local stakeholder input.