1
Q
What are the key differences between JCT & NEC contracts?
A
- Contract Philosophy
o JCT: Traditional, focuses on clearly defined roles.
o NEC: Collaborative and proactive, promotes early warnings and risk management.
- Language
o JCT: More legalistic and formal.
o NEC: Plain English, clear and simple.
- Risk Management
o JCT: Fixed risk allocation, managed through clauses.
o NEC: Early warning system, proactive risk management.
- Roles & Administration
o JCT: Administered by a Contract Administrator.
o NEC: Administered by a Project Manager with broader powers.
2
Q
What are the different types of JCT Contract?
A
- JCT Standard Building Contract (SBC)
- For large, complex projects with detailed design provided by the client.
- Variants: With Quantities (bill of Quantities prepared by the client’s quantity surveyor. This is used for pricing and valuation of variations), Without Quantities (No Bill of Quantities is provided. The contractor prices the work based on drawings and specifications only) , With Approximate Quantities (A Bill of Quantities is provided, but the quantities are approximate (not final). Adjustments are made later when actual quantities are measured)
- JCT Design and Build Contract (DB)
- Contractor is responsible for both design and construction.
- Common for projects where the employer wants a single point of responsibility.
- JCT Intermediate Building Contract (IC)
For medium-sized projects with some contractor design input.
Variants: With Contractor’s Design.
- JCT Minor Works Building Contract (MW)
- For small, simple projects.
- Variant: With Contractor’s Design.
3
Q
What are the different types of NEC Contract?
A
- NEC4 Engineering and Construction Contract (ECC)
- The main contract for construction works.
- Comes with six pricing options:
Option A: Priced contract with activity schedule (lump sum) - Contractor is paid a fixed price and holds the cost risk
Option B: Priced contract with bill of quantities - lumps sum. Contractor bears risk of rates; client bears risk of quantity changes
Option C: Target contract with activity schedule - Contractor and client agree on a target cost; savings or overruns are shared. Risk shared
Option D: Target contract with bill of quantities. Similar to Option C but uses bill of quantities instead of activity schedule.
Option E: Cost reimbursable contract. Client pays actual costs plus a fee for overhead/profit. Client holds cost risk
Option F: Management contract.Client pays actual costs plus management fee. Client holds risk
- NEC4 Engineering and Construction Short Contract (ECSC)
- For simpler, lower-risk projects where ECC would be too detailed.
4
Q
How does contract selection impact risk allocation?
A
- D&B: Contractor holds design and delivery risk.
- Traditional: Client retains design risk.
- Management Contracting: Risk spread across trade contractors.
5
Q
How did you compare JCT Intermediate Building Contract (IBC) with Contractor’s Design to SBC? (Exeter C&C)
A
- IBC: Contractor holds more responsibility than SBC but less than D&B.
- IBC was chosen because the scope was straightforward with limited complexity.
- IBC allowed my client to retain design control and didn’t transfer all design risk to the contractor like a full D&B would.
6
Q
What steps have you taken to ensure compliance with contract? (Walthamstow)
A
- Requested monthly drop-ins (duty of contractor under contract).
7
Q
What advice did you give your client regarding risk allocation in C&C facility?
A
- Explained D&B would come at a premium due to higher contractor design risk.
- Recommended IBC for a balanced contract and reduced delivery risk.
- Under the IBC, certain packages were allocated to the contractor to take design responsibility (M&E services, structural elements)
8
Q
How did you justify IBC over D&B?
A
- Simple project scope (less design risk).
- Client wanted design input.
- IBC offered cost certainty and flexibility.
9
Q
Can you explain how you advised on dispute resolution procedures? (Walthamstow)
A
- Referred to the mediation clause in the contract.
- Recommended an independent assessor with a 10-day window to make a decision.
- Helped avoid escalation and preserved relationships.
10
Q
What are the key components of a project brief?
A
- Client objectives (cost, time, quality)
- Scope of works
- Design and performance requirements
- Budget constraints
- Programme
- Stakeholder requirements
11
Q
How do you ensure a brief captures cost, time and performance expectations?
A
- Conduct detailed client interviews
- Review strategic documents and business case
- Collaborate with cost consultant
- Develop high-level programme with float
- Include measurable KPIs and quality benchmarks
12
Q
How did you put a project brief together for a client? (Regent St. Lighting)
A
- Developed scope following client input
- Assigned roles to consultants
- Completed high-level programme
- Worked with cost consultant for budget development
13
Q
How did you ensure budget accuracy when consulting suppliers?
A
- Early engagement with suppliers for cost estimates
- Cross-checked with cost consultant
- Benchmarked against similar projects
14
Q
How did you incorporate Building Safety Act 2022 requirements into the brief? (Regent St. Lighting)
A
- Reached out to suitable building regulations advisor
- Identified need for BRP & BRC roles due to scope & HRB classification
- Amended PEP to include new roles and compliance measures
15
Q
What was your approach to developing the PEP for the decarbonisation programme? (Decarb Programme)
A
- Reviewed strategic brief & business case
- Translated net-zero requirements into specific goals
- Advised client to set KPIs as a result
16
Q
What leadership styles are you aware of?
A
- Democratic: Encouraging team input and shared decision-making
- Laissez-Faire: Trust team to self-manage tasks
- Directive: Providing clear instructions during critical phases
17
Q
What are different motivational theories and how do they influence management approach?
A
Maslow’s Hierarchy of Needs:
o Recognised team members need psychological safety and recognition to perform well
McGregor’s Theory X & Y:
o Theory X: Some individuals need close supervision
o Theory Y: Others thrive with autonomy and trust
18
Q
How have you demonstrated leadership on a project? (External Lighting)
A
- Adopted a democratic style to empower team members
- Delegated responsibilities & encouraged ownership
- Allowed team members to lead meetings
19
Q
How did you show management skills in the contract selection example? (External Lighting)
A
- Introduced nominated electrical subcontractor to main contractor
- Communicated KPIs & timelines
- Ensured both parties understood roles and responsibilities
20
Q
How did you manage the process of selecting a contractor on a project? (Exeter C&C)
A
- Developed scoring matrix based on KPIs & client objectives
- Scored contractors independently
- Reviewed results before issuing final recommendation
21
Q
How have you managed workload by requesting additional resources? (External Lighting)
A
- Identified additional need due to increase in scope
- Recommended increasing PM resource to maintain quality & programme
- Justified recommendation based on client standards & delivery expectations
22
Q
What is the role of the PM in ensuring project success?
A
- Lead planning, execution, delivery
- Align outcomes with objectives (Time, cost, quality)
- Manage risk, budgets & stakeholders
- Co-ordinate consultant/contractors
23
Q
What is the ISO 9001 in relation to quality management on projects?
A
- ISO 9001 is an international document which aims to ensure quality assurance based on: Customer focus, process approach, leadership
- Requires firms to:
- Document processes
- Monitor performance
- Continually Improve
24
Q
How do PIDs, PEPs & PMPs differ in their application?
A
PID (Project Initiation Document)
- Sets initial scope, objectives & governance.
PEP (Project Execution Plan)
- Defines how the project is to be delivered
(roles, programme, risk).
PMP (Project Management Plan)
- Focuses on day-to-day management and control procedures.
25
How have you implemented a feasibility study for a project?
(Workplace Transformation Study – Nationwide)
* Assessed office usage post-pandemic.
* Estimated cost for transformation.
* Explored alternative locations.
* Provided client with pros/cons and strategic recommendations.
26
How did you structure & deliver weekly progress reports?
External lighting project
* Created structured report including:
o Commercial updates
o Key milestones
o Risks & issues
o Look-ahead
* Reviewed weekly with my client to update on changes.
27
How did you implement early contractor involvement & value engineering?
(Exeter C&C)
* Engaged contractors during tender for VE feedback.
* Assessed suggestions (e.g., contractor suggested different materials or alternative programme to save time & money).
* Presented to client, advising which feedback to implement.
28
What sustainable innovations did you recommend and how were they received?
(Exeter C&C)
* Incorporated sustainable solutions after consulting design team
(e.g., water-saving features in toilets).
* Sourced materials locally to reduce carbon footprint.
29
How did you manage change control procedures on the retail store project?
* Established weekly change control meetings with contractors, consultants & cost managers.
* Reviewed changes collaboratively.
* Informed and advised client on nature & necessity of change requests.
* Tracked financial impact.
* Ensured clear communication & documentation of changes.
30
What are the key elements of a construction programme?
* Breakdown of work phases and activities
* Start and finish dates for each task
* Task dependencies and sequencing
* Milestones and critical path
* Resource allocation
* Float and contingency
31
What different formats/programmes can be used to make a programme?
* Formats: Gantt Chart, bar chart (Excel)
* Software: MS Project, Primavera
32
How do you use Gantt charts, critical path analysis and drop-line analysis in your role?
* Gantt Chart: Visualise timelines and tasks
* Critical Path Analysis: Identify tasks that directly impact project completion
* Drop Line Analysis: Track progress against the planned timeline
33
What are the benefits of using float in a programme?
* Allows for flexibility in delays without impacting the programme
* Helps manage risk and uncertainty
* Provides planning and stakeholder confidence
34
How did you factor planning consent into the programme for the external lighting project?
* Identified buildings with heritage approval needed
* Consulted planners for timelines on planning applications
* Built into programme with float for delays and issued to client
35
What risks did you identify during the Walthamstow Shopping Centre programme review?
* Bottlenecked activities on the critical path near project end
* Risk of delay due to sequencing
* Notified contractor early to review
36
How did you use drop-line analysis to monitor progress and report to the client? (Walthamstow)
* Conducted drop-line analysis during site visits
* Identified delay and reviewed recovery plan with contractor
* Recommendations were fed back to the client to escalate with contractors’ bosses
37
How did you manage critical path changes? (In the Workplace Transformation Plan)
* Updated my client on programme changes
* Coordinated with internal PMs and advised my client on activity changes which impacted the critical path
* Recommended implementing a formal change process when PMs changed key milestones that needed client sign-off
38
What are the differences between sheet piles, pad, raft & strip foundations?
* Sheet piles: Used for retaining walls or deep excavations; driven into ground to support lateral loads
* Pad foundations: Support individual columns; suitable for low-load structures on firm ground
* Raft foundations: Large concrete slab supporting entire structure; used on weak ground
* Strip foundations: Continuous strip under load-bearing walls; common in residential builds
39
What are the RIBA Stages?
* Stage 0 – Strategic Definition (objectives, establish business case)
* Stage 1 – Preparation & Brief
* Stage 2 – Concept Design
* Stage 3 – Spatial Coordination
* Stage 4 – Technical Design
* Stage 5 – Manufacturing & Construction
* Stage 6 – Handover
* Stage 7 – Use
40
How did site constraints affect methodology at Hammersmith vs Walthamstow?
* Hammersmith: Busy road, no space for tower crane → mobile crane with road closure
* Walthamstow: Secured site with space
* Site logistics impact construction approach
41
What considerations were needed for working in the public environment (Hammersmith & Walthamstow)?
* Risk assessments & method statements
* Stakeholder / neighbour engagement
* Safety barriers / signage
* Noisy/disruptive works during certain hours
42
How did you manage safety and logistics when using cranes?
* Applied for special dispensation to close road
* Coordinated delivery schedules to minimise disruption
* Safety measures/protocols
* Monitored public interface
43
What are the main private sector procurement types?
* Traditional: Design → bid → build
* Design & Build: Contractor responsible for design
* Management Contracting: MC oversees contractor
* Construction Management: Client appoints trade contractors directly
44
What are the RICS professional guidance on tendering strategies & the Code of Practice on Procurement of Suppliers (goods & services)?
* Part of RICS Black Book
o Explains what tendering is / different methods
o Transparency, fairness, VFM
* Provides guidance for ethical / transparent procurement
* Promotes fairness, anti-bribery, COI
45
How did you apply public procurement guidelines? (Decarb Project)
* Crown Commercial Services Framework
* Ensured compliance with public framework rules (VFM, transparency, fair competition)
* Pre-approved frameworks streamline procurement to reduce complexity
46
What is a cost reconciliation and how is it used?
* Monthly financial review comparing:
→ Actual costs vs budgeted costs
→ Progress on site vs financial drawdown
* Ensures client is getting value for work completed
47
Why are contingency budgets important?
* Allow for unforeseen risks or scope changes
* Help maintain control and avoid overspend
48
How has the Building Safety Act (2022) impacted budget planning?
* Increased need for specialist appointments
* Higher design and risk management costs
49
How did you compare costs between two procurement options? (External Lighting Project)
* Option 1: Single-source procurement
→ Lower cost but more risk
* Option 2: Open selective tender
→ Higher cost, less risk
50
What financial reporting have you provided for your client? (Walthamstow)
* Monthly drawdown with cumulative spend
* Forecast to completion
* Checked invoices against fee schedules
* Submitted for client approval
51
What risks can arise during the consultancy cycle?
* Scope creep / unclear deliverables
* Budget overruns – poor forecasting
* Programme delays
* Contractual disputes or responsibilities
52
How did you standardise reporting for one client? (IKEA)
* Tailored reports to client KPIs & preferences
* Consistent templates for reports (progress & risk)
* Implemented standardised folder structure
53
How did you ensure your client had access to up-to-date project information?
* Shared folder structure via SharePoint
* Updated on a daily basis
* Promoted transparency
* Audit trail
54
What are the challenges in stakeholder management?
* Conflicting interests
* Communication breakdowns
* Keeping all groups happy
55
What is the Iceberg Model as a tool for stakeholder management?
* Used to uncover concerns beneath surface-level feedback
* Identify drivers and motivations
* Enables deeper engagement & tailored communication strategy
56
What was the purpose of the RACI table and how did it help?
* RACI = Responsible, Accountable, Consulted, Informed
* Prevented role confusion & double effort
* Improved accountability & communications
57
How did you ensure stakeholder feedback was incorporated? (Nationwide – Workplace Transformation Plan)
* Conducted interviews
* Mapped feedback into proposals
* Maintained open dialogue
* Encouraged alignment & buy-in
58
What are the essential elements of a business plan?
A business plan sets out strategy for a business:
1. Executive Summary (objectives, overview)
2. Business Description (purpose, structure, services)
3. Market Analysis
4. Operational Plan
5. Financial Plan
6. Risk Analysis
59
What would you include in a PEP?
1. Project objectives & scope
2. Governance & roles
3. Programme & key milestones
4. Cost management / budget
5. Risk management
6. H&S plan
7. Change control
8. Communication procedures
60
When do you update a PEP & who would you circulate it to?
* When there is a key change to scope, programme, budget, risk or governance
* Issue change in PEP to all key stakeholders
61
What processes & procedures would you put in place to manage change to a client’s brief?
* Formal change control procedure
* Change request form
* Assess impact on programme, cost & quality
* Approval process
* Update project documents
62
What informal dispute resolution methods are you aware of?
* Negotiation – Direct discussion between parties to reach an agreement
* Mediation – Independent 3rd party facilitates a mutually acceptable solution
* Conciliation – Similar to mediation but conciliator may propose solutions
63
What is the difference between adjudication & arbitration?
* Arbitration: A formal process where an arbitrator makes a binding decision after hearing evidence; typically used in complex disputes
* Adjudication: A quicker statutory process; decision is binding unless overturned by arbitration
64
What is the RICS Whole Life Carbon Assessment?
* A framework for measuring carbon emissions across the entire life cycle of a built asset
o Product stage (materials & construction)
o Use stage
o End-of-life stage
65
What is embodied carbon?
* Total greenhouse gas emissions associated with materials and construction processes
→ Extraction, manufacturing, transport, install
66
Who are the duty holders under CDM (Construction Design & Management Regulations 2015)?
* Client – Makes arrangements for health & safety, appoints competent duty holders, provides info.
* Principal Designer – Manages health & safety in design/pre-construction phase, coordinates designers.
* Principal Contractor – Manages health & safety in construction phase, prepares Construction Phase Plan.
*Designers Eliminate/ reduce risks in design, share risk info.
* Contractors – Plan and manage work safely, follow site rules, cooperate with others.
67
Which Approved Document relates to sustainability?
* Part L – Conservation of Fuel & Power
o Sets out requirements for energy efficiency, thermal performance & measures to reduce carbon emissions
68
Which Approved Document relates to inclusive environments?
* Part M / Part T
69
What are the key principles of CDM?
1. Planning and management
2. Risk elimination & reduction
3. Cooperation & coordination
4. Competence
5. Communication
6. Proportionality
RICS 2025
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