What is the primary role of a project manager in the delivery of a construction project?
- A project manager oversees the planning, execution and completion of a project, ensuring it is delivered on time, within budget and to the required quality.
- They also coordinate the project team, manage risks, communicate with stakeholders and act as the client’s representative to ensure the project objectives are achieved.
- Day to day deliverables may include the issuance of contract instructions, update and re-issue of programme information, reports, meeting minutes, attendance at project meetings, appointment and co-ordination of key design team members, tendering and procurement of the Main Contract package of works.
How do you communicate with stakeholders?
- It depends on the stake holder so i would first analyse the stakeholder against two key criteria:
- How much influence does the stakeholder have and
- How much interest does the stakeholder have in the project
- Each stakeholder is then placed in an influence/ interest matrix that reflects their relationship with the project
- High influence and interest means you need to manage closely
- Some exampels are
-client: through dashboards and reports,
-COntractors: through emails and site meetings,
-Local authority: through formal letters,
-Residents: through newsletters and notices.
What are some way you make sure the project is delivered on time and within budget?
- Planning well
- Making sure there is a PEP is in place which lays out objectives deliverables and timescales are set out from the outset
- Programme monitoring
- Taking advantage of tools such as droplines and critical path analysis to ensure any delays/potential delays are picked up quickly
- Proactive cost management
- Regular cost reporting by the QS on the project
- Good change management process
- Effective risk identification and mitigation
- Clear communication
Please explain why it is important to follow the defined project stages?
Adhering to the defined project stages ensures the project is carried out in a structured, organised and logical sequence. Typical defined project stages would include:-
What is ISO9001?
- ISO 9001 is the international standard that specifies requirements for a quality management system.
- Organisations that use the standard can demonstrate the ability to consistently provide products and services that meet customer and regulatory requirements.
How would you implement a document control Process?
- In order to address the document control issues I would firstly conduct a thorough review of the existing document control processes to identify any gaps and inefficiencies. In my experience this could be due to accessibility issues, difficulty in retrieving documentation, lack of standardised file naming, technological limitations or lack of file organisation.
- When the existing issues have identified, I would look to implement an appropriate electronic document management system (EDMS) that is suitable for the projects needs such as Aconex or Viewpoint. This would offer a secure and centralised platform for the storage, sharing and collaborative working on documentation.
- When the new EDMS is in place I would ensure standarised processes are implemented for:-
- Standard Naming Conventions.
- File Hierarchies
- User Based Access & Permissions.
- Version Controls.
- When the EDMS and its processes are in place, comprehensive training would need to be provided so each team member is proficient in using the EDMS.
- Regular audits would also be carried out to safeguard and improve the effectiveness of the new EDMS.
Why is document control important? What happens if not?
Improves efficiency through standardization
Important for security
Ensures the team Is all working from the same information
Important for dispute resolution
What techniques do you adopt to control the time and cost implications of the project?
- A CPA or Critical Path Analysis would be undertaken in order to establish the most effective sequencing of the activities of the project. By reviewing the sequence of the critical path activities, they can be prioritised in order to undertake the project in the most time effective manner. Any efficiencies realised will result in programme and subsequent cost savings.
- Value Engineering workshops can also be held to generate design alternatives that can deliver costs savings without reducing the overall usefulness of the project to the end users. For example adoption of more cost effective wall finishes within back of house, low footfall areas may still deliver on the clients objectives without impacting on the usefulness of the project to its ender users.
- Regular cost reporting can ensure the project team and client are kept informed of any forecast increases in expenditure. If a budgeting overspend is identified on a particular element of the project, intervention measures can be put in place with a view to generating design alternatives to address the area of overspend.
- Change management
What do you understand by the term VE?
Value Engineering is an organised approach aimed at providing the necessary functions at the lowest cost, without detrimental effects to Quality, reliability, performance or delivery.
What do you understand by the term VM?
- Value Management defines the criteria of what value means to a client.
- By proactively setting out the clients objectives around value at the early stages of design, Value
- Management aims to ensure that the right decisions are taken in the first instance.
- This differs from Value Engineering which is used reactively to adjust the design when budgetary overspends are identified.
How did you assess whether the client’s intended “light touch” refurbishment would meet market standards?
- This was assessed based on the findings of both the Technical Due Diligence (TDD) report as well as the Sustainability Report recommendations to meet a minimum of EPC B rating to avoid the building becoming a stranded asset from 2030.
- This showed that Further it is noted that significant renovations would be necessary to bring the building up to modern standards and meet the likely operational needs of a typical future tenant
- Improved energy performance such as improving insulation and replacing the heating system would be required.
How did you manage the client’s expectations when your team’s findings contradicted their initial intentions (Jewsons)?
I made sure the reasons that the light touch would not work along side the solutions were presented to the client.
What is the Building Safety Act?
- The Building Safety Act 2022 (BSA) is a recent change to building regulations that aims to put occupant and resident safety at the forefront of all new building developments and at all points of the design, construction and maintenance processes.
- Following the Grenfell Tower fire in London in June 2017, it became clear that there was a need for government to step in and change legislation for high rise buildings (HRBs) so that a tragedy like this never occurs again. It builds on the recommendations within Dame Judith Hackitts review.
Why did you recommend the architect take the BRPD initially, with responsibility later passing to the contractor?
- The Principal Designer role cannot be novated, due to the legislative requirements for their appointment to be made by the client.
- The building regulations PD should be:
- A designer (individual or organisation) with control over the design work.
- Competent in terms of skills, knowledge, experience, and behaviours (SKEB).
- Able to plan, manage, monitor, and coordinate the design work to ensure compliance with Building Regulations.
Why did you advise the client not to progress until the BRPD was appointed?
Because it is a legal requirement under the Building Safety act.
Why did you recommend to switch from single stage to two stage? / Why wasn’t the initial recommendation 2 stage?
- The market had changed making it harder to attract a good contractor
- The scope expanded since the previous tender making the team more complex and involving a larger part of the building. Having the PCSA period where a contractor could come on board at the end of the first stage to work through some of these complexity and do investigations was seen as a benefit.
How did you manage the performance of the team?
- Performance appraisals against key performance indicators.
- Monthly reviews / Project Reviews.
- Reviewing the team’s scope of services and delivery against these.
- Weekly progress meetings requesting updates from each discipline who are to report on their
deliverables.
How do you monitor risk?
-Risk register.
How is risk calculated in the risk register?
-likelihood x impact.
What document could help establish roles and communication during a project?
RACI Matrix
What is within a construction contract to deal with regulatory changes and when they occur?
Base date.
- If it become apparent that the ER’s/CP’s don’t comply with legislation the parties shall immediately give
the other notice specifying the divergence; and the Contractor shall notify the Employer of his proposed
amendment for removing it. With the Employer’s consent, the Contractor shall entirely at his own cost,
complete the design and construction of the Works in accordance with the amendment and the
Employer shall note the amendment on the Contract Documents.
-if it is new legislation comes into effect after the base date then this is treated as a change.
How do you communicate risks to the project team
-maintaining a live risk register shared regularly with the team.
-could have a risk communication plan setting out the process for dealing with risk and how this should
be reported by team members. May include meetings, workshops.
What risks did you highlight with the client when switching from single stage to two stage?
-There would be a delay in cost certainty as the final contract sum would not be agreed until the second stage
-Once a contractor is engaged in Stage 1, the client may have reduced leverage in negotiating the final contract terms, especially if market options are limited.
-Scope Creep: Without tight control, the design may evolve significantly during Stage 1, potentially increasing costs and complexity.
What is a deemed change?
Deemed changes or variations are also known as necessary changes. In the JCT Standard
Form of Building Contract, for example, if there are changes to the statutory requirements
after the base date, the contractor is obliged to alter its work to comply with the change.
