Managing Projects - Level 3

Question 1

At what point did you determine the project was no longer viable?

Answer 1

• following the intrusive surveys and discussions with the contractor and m&E consultant to review potential options available to keep this is a light-touch, short term refurbishment.
• when the expert reccomendation translated to a significant change to programme and cost, i proposed it was no longer viable as originally intended.

Question 2

What criteria did you use to assess project viability?

Answer 2

I assessed information i had been given against
- alignment with objective of short term/light touch refurbishsment
- the potential change in cost against the approved budget
- the impact and delivereability within the current programme
- any wider risks, operational but also legal and reputational.

Question 3

How do you define “proportionate investment” in this context?

Answer 3

• a proportionate investment means that the project resources match the intended life span and strategic objectives for final product or asset.
• In this case the cost and disruption of replacing the HVAC system was disproportionate the the original goal of doing a light touch, short term refurbishment.

Question 4

Why was continuing with refurbishment not appropriate?

Answer 4

• Continuing with a light refurbishment wihout addressing issues with a critical system could have lead to greater operational and safety risks later on.

Question 5

How did you structure your options appraisal?

Answer 5

• I worked with the constractor and consultant to investigate the option and get estimated costs.
• I put together a brief report with information for the senior project manager. Worked alongside him to create a presentation.
• laid out the partial replacement and partial closure options with notes from the m&E consultant and contractor alongside my own assessment against budget, programme and operational risk.

Question 6

Why did you reject partial replacement?

Answer 6

• Partial replacement introduced compatibility risks between new and existing systems and did not address underlying issues with ageing components.
• Any future failure would undermine the light refurbishment.

Question 7

What risks did compatibility issues introduce?

Answer 7

• Risks included system inefficiency and potential failure at interfaces between systems.
• some parts no longer held suitable warranty

Question 8

Why was partial building closure not a suitable solution?

Answer 8

• It reduced operational capacity of the office and did not resolve the underlying defect.
• It was effectively a short-term mitigation rather than a solution, and therefore did not represent good value and still left the client at risk.

Question 9

How did you compare short-term vs long-term value?

Answer 9

• I asked the project team to support with the estimated figures.
• The immediate capital cost of doing a short term refubishment was less than a full replacement. However, it would require a full replacement if it failed, which was likely, and extra cost would be needed to address this.
• While full replacement had a higher upfront cost, it was the most robust long-term solution. However, given the uncertainty around the building’s future, that investment was not justified at that stage - which was the basis for reviewing the PEP and project objectives.

Question 10

How did the HVAC findings affect cost and programme?

Answer 10

• They significantly increased both.
• Full replacement required additional design, roof works, and craning operations, which extended the programme and introduced substantial unplanned cost.

Question 11

How did you balance capital cost against lifecycle value?

Answer 11

• By assessing whether the long-term benefits of replacement justified the upfront cost within the context of the asset’s strategic future. In this case, they did not.

Question 12

How did you justify not proceeding despite sunk costs?

Answer 12

• I focused on future value rather than past expenditure.
• I advised that continuing would likely result in inefficient use of further capital unless the strategic objectove for the asset was to keep it long-term.

Question 13

What would have happened if the client proceeded anyway?

Answer 13

They would risk ongoing operational issues, potential safety concerns, and further unplanned expenditure.

Question 14

What were the key risks identified following the survey?

Answer 14

• HVAC System failure and inability to ensure safe environmental conditions over the 5 year period.

Question 15

How did health and safety influence your advice?

Answer 15

• The building relied on mechanical ventilation as it had no opening windows, so failure to address the HVAC system could compromise safe occupancy.
• This was a key factor in my recommendation.

Question 16

What legal obligations did the client have?

Answer 16

• Under the Health and Safety at Work Act, the client has a duty to ensure a safe and compliant environment for occupants.

Question 17

What risks arise from knowingly operating defective systems?

Answer 17

• Potential harm to occupants
• legal liability
• reputational damage.

Question 18

How did you present your advice to the client?

Answer 18

• myself and the senior project manager further developed the information i gathered initially into a presentation for the senior client representatives.
• it was shaped into a structured briefing that clearly outlined options, risks, and implications, supported by evidence from consultants.

Question 19

How did you ensure the client understood the implications?

Answer 19

• By presenting options comparatively and clearly as a table as well as invidual slides, explaining the consequences of each in terms of potential cost, programme, and risk.

Question 20

How did you manage differing stakeholder views?

Answer 20

• I directed comments or options back to the factual survey findings and expert reccomendations.

Question 21

Did you encounter any resistance to your recommendation?

Answer 21

• Somewhat, there was still an initial desire to partially replace the HVAC and do a light touch refurbishment for 5 years, indeed it was even considered that the HVAC might be left as is.
• At this point i highlighted their duty to ensure a functioning system under the HSWA.

Question 22

What was your role in leading this review?

Question 23

How did you ensure the right information was available?

Question 24

How did you maintain control during uncertainty?

Question 25

How did you ensure decisions were evidence-based?

Question 26

How did this impact the overall project programme?

Question 27

When should a project be paused or reset?

Question 28

How do you manage projects where key assumptions prove incorrect?

Question 29

How do you balance delivery momentum with assurance?

Question 30

How did you ensure your advice was objective?

Question 31

How do you advise a client when the preferred option is not viable?

Question 32

How do you protect the client from making a poor decision?

Question 33

How do you document advice in high-risk situations?

Question 34

What would you do differently next time?

Question 35

Why should intrusive surveys be undertaken earlier?

Question 36

How can BMS monitoring support future decision-making?

Question 37

How would you improve project assurance processes?

Question 38

What would you have done if the client insisted on proceeding?

Question 39

How do you decide between refurbish vs replace vs dispose?

Question 40

How do you align project decisions with wider estate strategy?

Question 41

How do you manage uncertainty in asset condition?

Question 42

What is your role in influencing strategic estate decisions?

Question 43

What decision did the client ultimately take?

Question 44

How did your advice influence that decision?

Question 45

What were the immediate next steps after the decision?

Question 46

Why was leasing a nearby office a better solution?

Question 47

How did this decision align with the client’s wider estate strategy?

Question 48

How did the decision improve value for money?

Question 49

What risks were avoided by stopping the refurbishment?

Question 50

What happens when a project is stopped part-way through?

Answer 50

- The project moves into a controlled closure phase, where delivery activities cease and focus shifts to governance, financial control, and risk management to ensure an orderly and compliant close

Question 51

What are the key project management actions required following a decision to stop?

Answer 51

- Key actions include formally instructing cessation of works, securing the site, reconciling costs, updating the programme, closing out contracts, and documenting the decision and lessons learned.

Question 52

How do you formally close or pause a project?

Answer 52

- Through governance processes such as issuing formal instructions, updating the Project Execution Plan if required, and recording the decision through project boards or approval routes.

Question 53

What contractual actions are required when stopping a project?

Answer 53

- Formal instructions must be issued in line with the contract, such as stopping or terminating works, and managing any resulting compensation or cost implications.

Question 54

How would you manage contractor demobilisation?

Answer 54

- By agreeing a structured demobilisation plan to safely remove labour, equipment, and temporary works.

Question 55

What happens to committed costs and purchase orders?

Answer 55

- They must be reviewed, reconciled, and either closed out or managed depending on contractual commitments.

Question 56

How do you manage termination or suspension under contract?

Answer 56

- In accordance with contract provisions, ensuring proper notice, clear scope of cessation, and agreement of final accounts where possible.

Question 57

How do you manage the project budget when a project is stopped?

Answer 57

- By reconciling actual spend, forecasting final costs, and reporting variance against the approved budget.

Question 58

What happens to unspent budget?

Answer 58

- It is typically returned or reallocated in line with organisational governance.

Question 59

How do you report financial position at closure?

Answer 59

- Through a final cost report, including committed and incurred costs.

Question 60

How do you update the programme following a stop decision?

Answer 60

- By reflecting cessation of activities and documenting the status at the point of closure.

Question 61

What documentation needs to be completed at project closure?

Answer 61

- Closure reports, updated risk registers, final cost reports, and lessons learned.

Question 62

What records should be retained?

Answer 62

- Contracts, instructions, cost records, risk logs, and key correspondence for audit purposes.

Question 63

What risks arise when stopping a project mid-way?

Answer 63

- Unsecured sites, incomplete works, contractual disputes, and reputational risk.

Question 64

How do you ensure the site is left safe and compliant?

Answer 64

- By confirming all works are made safe, temporary works are secured, and responsibilities are clearly assigned.

Question 65

What happens to partially completed works?

Answer 65

- They are assessed, made safe, and either retained, removed, or handed over appropriately.

Question 66

How do you communicate a decision to stop a project?

Answer 66

- Through clear, structured communication explaining the rationale, implications, and next steps.

Question 67

How do you manage stakeholder expectations following cancellation?

Answer 67

- By being transparent about impacts and aligning stakeholders with the revised strategy.

Question 68

How do you handle reputational risk?

Answer 68

- By demonstrating that the decision was evidence-based and in the client’s best interest.

Question 69

How do you capture lessons learned from a stopped project? Why is this important? How would you apply those lessons?

Answer 69

- Through formal reviews and documentation shared with the project team. - To improve future project planning and avoid repeating issues. - By strengthening early-stage due diligence and governance processes.

Question 70

How do you ensure stopping a project is seen as a positive outcome?

Answer 70

- By demonstrating that it avoided greater risk or cost and enabled better strategic decision-making.

Question 71

How do you align project closure with wider organisational strategy?

Answer 71

- By linking the decision to long-term asset planning and organisational objectives.

Question 72

What does good governance look like in this situation?

Answer 72

- Clear decision-making, proper documentation, financial control, and effective communication.