Managing Projects (L3)

Question 1

What is the role of a Project Manager?

Answer 1

A project manager is the person / organisation who has the overall responsibility for the successful completion of a project throughout the RIBA stages they have been appointed on.

It is their job to lead, coordinate and control a project to ensure it meets the client’s objectives.

Question 2

What examples do you have of team structures and management procedures?

Answer 2

• RACI (Responsible, Accountable, Consult, Inform)
• Organogram – lists out roles and responsibilities.
• Reporting – progress reports with KPIs to measure progress
• Programme

Question 3

What are the mechanisms used to control time, cost and quality?

Answer 3

There are a number of tooles:

1) Time - Creation of a detailed programme, which is regularly interrogated. Undertake the CPA (Critical Path Analysis) to highlight route to completion.

2) Cost Control - Establish a budget. Produce cost reports and cost plans to assess performance against the budget

3) Quality - Site inspections, employ a CMT, agree a list of suppliers.

Question 4

What is a risk?

Answer 4

An uncertain event that if it were to occur will impact on the development.

Question 5

How do you identify risks?

Answer 5

1) Consider the common risks associated with similar development and assess them in the context of the project that is being worked on.

2) Identify if there are any specific client requirements, which could then highlight intrinsic risks

3) Consultant workshop to draw on expertise.

4) Formalise in a risk register.

Question 6

Why is risk management important?

Answer 6

1) Being aware of risks, means they can be better managed, with the negative implications mitigated.

2) They can be prepared for, and allowances can be prepared for in terms of both potential cost and time impacts

3) Can also be used to determine the risk owner of each risk – specialisation of the specific risk.

Question 7

How do you report risk to the client?

Answer 7

1) Create a risk register – a table detailing all known risks on a project, and quantify the likely severity if these were to be realised – cost, time, quality

2) Fortnightly meeting – key risks highlighted

3) Newsflashes – key risks highlighted

4) Monthly Reporting – key risks highlighted

Question 8

What is a PEP?

Answer 8

The governing document that establishes the means to execute, monitor and control projects.

The main communication vehicle to ensure that everyone is aware of project objectives and how they will be accomplished.

Question 9

What is included in a PEP?

Answer 9

o Overview
o Organigram of key personnel
o Design Management – process / approvals
o Town Planning – Strategy, submission, reporting and programme
o Health and Safety
o Meeting Strategy
o Environmental Management Considerations
o Construction
o Comms Strategy

Question 10

What is value engineering?

Answer 10

The systematic process used to improve the value of a project by optimising its function, performance and cost without compromising quality or the client’s requirements.

Question 11

What is value management?

Answer 11

A structured, collaborative process used to ensure that the project delivers the maximum value to the client.

In essence, it is a process by which value to the client is defined. Undertaken at the earliest stages of a project.

Question 12

When is it appropriate to deviate from the standard RIBA plan?

Answer 12

There are a number of situations where it may be recommended to deviate away, to respond to practical, financial or strategic constraints.

For example:

1) Early contractor involvement to understand buildability issues
2) Procurement of long-lead in items to mitigate delay - e.g. procurement of ASHPs

Question 13

What is the PM’s role at each stage?

Answer 13

o Early Stages (0-1) – Encourage innovation, creativity and set the vision. Identifies risks, budget and programme constratints

o Stages 2-3 – Implementing and managing the design, to a programme, process and procedure – reporting to the client, maintaining a programme

o Stages 4-5 – Monitoring construction progress, managing and directing the team to achieve compliance, structure, discipline, programme and budget. Reporting to the client

Question 14

What are the Town Planning regulations in the UK?

Answer 14

Planning in the UK is regulated by the Town and Country Planning Act 1990, which regulates the development of land in England and Wales.
* The Section 106 of the Act allows for local planning authorities and persons interested in land to agree contributions, arrangements and restrictions as Planning Agreements or Planning Obligations

Question 15

How do you manage change on a project?

Answer 15

Change is managed on a project via an established change control process captured within a change tracker
* Terms depend on the project, however changes can be raised either by the contractor (a Contractor Proposed Change CPC) or an ECR (Employers Change Request).
* The change is then considered by the design team, EA, client, QS and PM
* Formalised with an Employers Agent Instruction

Question 16

What is life cycle costing?

Answer 16

Life cycle costing is a tool used to assess the cost performance of construction works throughout its life cycle. Understanding the clients fundamental objectives, it can essentially be deemed as an appraisal for a product, weighing up the upfront costs against the total operating costs throughout the hold period.
* E.g. a choice between spending a higher upfront cost on a building fabric with a lower u value
* Whilst a higher up front cost, this could lead to reduced heating bills and operation costs

Question 17

What is a project brief?

Answer 17

• A formal document that outlines the clients objectives and how it will be achieved.

Question 18

What are the key components of a project brief?

Answer 18

• Client objectives
• Asset Class
• Programme Requirements
• Budget Requirements
• Procurement Strategy

Question 19

Whats the difference between a project brief and a strategic brief?

Answer 19

• Strategic brief addresses the why and what – outlining the strategic objectives associated with a project. This is usually developed during RIBA Stage 0.
• Project brief addresses the how – how will the strategic brief be achieved, defining exactly what should be built, and how it will be delivered. Developed during RIBA Stage 1 and formalised during Stage 2.

Question 20

When is your brief frozen?

Answer 20

• End of stage 2

Question 21

What are the different stages in a project?

Answer 21

Projects are split into various stages, across the briefing, designing, procuring and constructing phases. These are traditionally captured under the RIBA Stages of work.

Question 22

What is the RIBA Stages of Works?

Answer 22

Stage 0 - Strategic Definition
Stage 1- Preparation and Brief
Stage 2 - Concept Design
Stage 3 - Spatial Coordination
Stage 4 - Technical Design
Stage 5 - Construction and Manufacturing
Stage 6 - Handover
Stage 7 - In Use

Question 23

Why is it important for tasks to happen in the correct sequence?

Answer 23

The RIBA stages ensures a logical progression of design, with each action building on the outputs of the previous one.

It also:

1) Helps to manage resources efficiently - ensuring specialists are engaged at the right time

2) Reduces risk - ensuring compliance with statutory approvals, planning permissions etc.

Question 24

What processes can be used to ensure tasks happen in the correct sequence?

Answer 24

1) Develop a comprehensive strategic programme, showing all tasks and dependencies
2) Gateway / Milestone Approval Process - formal sign offs at the end of each RIBA stage before progressing to the next stage.
3) Regular communication and coordination with the project team.

Question 25

What is a risk register?

Answer 25

A centralised document used to identify, assess, and manage risks throughout a project. Key features include: 1) Description of the risks 2) Assessment of the risk 3) Owner of the risk 4) Mitigation Measures

Question 26

How can you determine the severity of a risk?

Answer 26

To determine the severity of a risk, I would analyse the both the risks likelihood and its potential impact. For example: 1) Estimate the probability that the risk will occur (Low / Medium / High) 2) Assess the Impact on (1) Time (2) Cost (3) Quality 3) Combine the two with a risk matrix to categorise the severity

Question 27

What guidance does the RICS have on risk management?

Answer 27

The RICS Management of RIsk Guidance Note 2015 (Updated to a practice information) in March 2025. It defines what a risk is, systems to identify and assess risks, and how you can respond to them.

Question 28

How can you control costs on a project?

Answer 28

1) Establish a cost plan - establish a cost estimate in line with the project requirements 2) Monitor costs regularly with monthly / staged cost reports 3) Establish contingencies for unforseen risks 4) Value Engineering

Question 29

What is a Project Initiation Document?

Answer 29

A formal document that defines the project scope, objectives and key stakeholders. It ensures that project has a rational basis before the client commits.

Question 30

What is the difference between a PID and a PEP?

Answer 30

PID defines why and what the project is, and formally authroises the project to start. PEP details how the project will be delivered.

Question 31

What is the difference between VE and VM?

Answer 31

VM = Strategic, early stage process to define and prioritise what value is. VE = Later stage process to optimise specific elements or efficiency.

Question 32

What legislation impacts how projects are managed?

Answer 32

1) Health & Safety Legislation: - H&S at Work Act 1974 - CDM 2015 2) Planning & Building Legislation: - Town and Country Planning Act 1990 - Building Regulations 2010 3) Contract and Procurement: - HGCR 1996 - governs payment and adjudication

Question 33

What is Earned Value Management

Answer 33

A method used to track project progress by comparing planned work, actual work done and actual cost. Process: 1) Planned Value (PV) - The budgeted cost of work schedule to be completed at a given point in time 2) Earned Value (EV) - The budgeted cost of the work actually completed 3) Actual Cost (AC) - The real cost incurred for the work performed.

Question 34

What is a DRM?

Answer 34

A document that defines who is responsible for each part of the design in a project. It ensures that there is clear accountability, and gaps are avoided.

Question 35

Talk me through the process of establishing a DRM on 1 Triton Square?

Answer 35

- Established with the design team all of the design disciplines and elements - Established who was responsibile for the various aspects of the design, who was coordinating, and who was approving. For example: 1) Architect - responible for desining the spatial layout and partitioning, as well as the finishes 2) Structural Engineer - Designing load bearing walls 3) Lighting, Power, Data, HVAC - MEP `

Question 36

Talk me through managing the project risk register on 1ES?

Answer 36

* I held regular risk workshops during Stage 4 and kept the risk register up to date * The risk register listed out the key risks, rated the severity of each risk, by assessing each risk on a scale of 1-3 by assessing its (1) Likelihood (2) Cost Impact (3) Programme (4) Value Impact. Maximum risk score was 12. * Highlighted the specific risk owner, as well as the mitigation measures to reduce the risk Examples of risks that were captured include: * Commercial Risks - Provisional Sum expenditure * Construction Risks - As-built structure not matching with archive information * Third Party Risks - PW awards. NWR Approval etc. * Programme Risks - Procurement risks

Question 37

MANAGING PROJECTS - Talk me through how you manage the project CapEx budget?

Answer 37

CONTEXT: * I managed the Development CapEx which had been established with the Client @ the outset of the project ACTION: * On a monthly basis I would approve consultant invoices against their reported cashflow, highlighting spend to date, against approved budget and forecast spend. * I would also track project contingency, and highlight any early warnings to the Client

Question 38

MANAGING PROJECTS - How do you monior cashflows on One Exchange Square?

Answer 38

1) Ensure that consultant invoices are in line with their agreed drawdown, or work undertaken to date. if any invoices were not in line with their drawdown I woudld formally raise these with the Consultant. 2) I would provide quarterly updates to the client comparing the cashflow at the end of the three month period, to highlight whether was any underspend, overspend and reason behind. 3) I also reviewed, with the Cost Consultant, the Main Contractors valuations against the agreed cashflow, to flag any early warnings from a programme perspective.

Question 39

MANAGING PROJECTS - Talk me through recommending surveys on 1ES?

Answer 39

CONTEXT: * One Exchange Square is a cut and carve, with significant portions being retained, inc. 90% of structure and 50% of the facade/ * The design team had based their design on the available archive information, however this was from the 80's so there was a risk that this information would contain errors or changes, which would require design changes. ACTION: * I discussed this with the Design Team at regular DTMs, and established a full surveys scope and tracker. * I presented the list to the Client, and recommended that a suite of surveys be undertaken immediately following vacant possession (specifically, surveys to the retained stick facade system, and structural layout) * The client approved the recommendation, and I appointed a variety of surveyors to undertake surveys following the strip-out. * A point-cloud survey was undertaken on a level by level basis. Once received, I shared the output with the design team, which highlighted that several elements in the as-built drawings were not correct (for example several instances where beams were installed were there should have been trusses). * This enabled the design team enough time during the Stage 4 to update their drawings (particularly servicing layouts), which resulted in cost and programme saving.

Question 40

MANAGING PROJECTS - What is a DRM?

Answer 40

A project management tool used to define and allocate design responsibilites across all parties involved in a project.

Question 41

MANAGING PROJECTS - Talk me through producing the structure of the DRM?

Answer 41

* On 1 Triton Square, at the commencement of Stage 2, I produced a DRM which outlined who was responsible, accountable, consulted and informed of all design elements. * This was across the architect, MEP engineer, structural engineer and acoustic consultant * I produced the draft, ensured it was consistent with each consultants appointment, and shared with the design team for comment, review and agreement. * Once agreed, I issued to the Client for review, and inputted into the PEP.

Question 42

MANAGING PROJECTS - Were there any issues with the design team on the DRM? How did you overcome these?

Answer 42

There was some disagreement between the acoustic consultant and architect when it came to overall responsibility on acoustic performance. The acoustic consultant were not a designer, and therefore did not want to hold responsibility for the designed product complying with the design criteria. I held a workshop with both consultants, and came to an agreement that the responsibility for specifying the acoustic criteria sat with the acoustic consultant, however the overall responsibility for ensuring the system complied with said criteria sat with the architect.

Question 43

MANAGING PROJECTS - Talk me through the procurement process on 1 Triton Square?

Answer 43

* The procurement strategy was defined at the end of Stage 2, which was a single-stage D&B, with the Contractor being procured off Stage 3 information. * Once the strategy was established and the Stage 3 design concluded, I: (1) Oversaw the production of the Tender pack with the Cost Consultant. This included (A) Tender Instructions (B) Form of Tender (C) Certificate of Bona Fide Tender (Certificate confirming that their bid had been prepared genuinely and honestly, without an intention to mislead) (D) Indicative Programme (E) Contract (F) Pricing Document (2) Established a long-list of contractors (3) Issued a PQQ (4) Recommended a shortlist of contractors (5) Undertook mid-tender interviews (6) Responded to tender queries (7) Produced a recommendation report to the Client

Question 44

MANAGING PROJECTS - What did you include on your monthly report on 1ES?

Answer 44

* Executive Summary * Construction Update * Programme Update * Commercial Update (Contingency, Provisional Sum, Cashflow Variance) * Risk Register * Decisions Required