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Construction Professional
Services
Core & Mandatory Competencies
Quantity Surveying & Construction
Presented by:
Fred Cooksey & Gerry OLoughlin
Programme morning
Main text
09.00 Course Introduction
09.15 Core Competencies Commercial Management of Construction

Construction Technology & Environmental Services
Contract Practice
Design Economics & Cost Planning
10.15 Workshop Level 1 Questions

Level 2 Questions
Level 3 Questions
Main text
10.45 Feedback on Questions
11.15 Tea & Coffee
11.30 Competencies Procurement & Tendering

Project Financial Control & Reporting
Quantification & Costing of Construction Works
12.45 Lunch
Programme afternoon
Main text
13.45 Workshop Level 1 Questions

Level 2 Questions
Level 3 Questions
14.15 Feedback on Questions
14.45 Tea & Coffee
15.00 Mandatory Competencies

Main text
15.45 Ethics Workshop
16.00 The RICS
16.15 Questions
16.30 Close
Objectives
Main text
Highlight what is included within the core and

mandatory competencies
Review the likely questions that are associated with

these competencies Main text
Discuss the likely response you should make to these

questions at the interview
The Core Competencies
Main text
Level 3
Commercial management of construction (T010)
Construction technology & environmental services (T013)
Contract Practice (T017)
Design economics & cost planning (T022)

Main text
Procurement & tendering (T062)
Project financial control & reporting (T067)
Quantification & costing of construction works (T074)
5
Commercial management of construction
Main text
Overview
This covers the commercial management of construction

works.
You should have an awareness of how commercial

competitiveness balances against profitability.
Main text
You must have a thorough understanding of the financial

processes used to achieve profitability and how these
integrate with the overall delivery of the project.
6
Level 1 Main text
You need to have an understanding of the following.
Components that make up the cost of the project to the Contractor
Effect that the design and construction processes have on cost
Awareness of the techniques used to reconcile the cost against income

Main text
Awareness of the techniques to financially manage sub-contractors and

suppliers
The use of cash flows as part of the financial management of contracts
7
Level 1 Sample Question & AnswerMain text
What are the sources of cost data that are often used by
Quantity Surveyors when preparing estimates?
In house historical data from previous projects

BCIS Main text
Manufacturers and Suppliers literature

Published cost models and construction magazines
Priced books
Sub-contractors quotations
8
Level 2 Main text
The application of knowledge to the financial management of construction

projects, including regular monitoring and reporting on cashflow and
profitability.
Collecting of data for reports

Carrying out cost to completion exercises
Preparing cashflows Main text
Preparing reports such as liability statements, cost to complete and

cost value reconciliations
Applying value engineering processes
Preparing and submitting cost data for in-house and / or external use
in relation to areas such as cost of preliminaries, comparative cost of
different construction techniques and taxation allowances
9
Level 2 Sample Question & Answer Main text
What information would typically accompany a budget estimate

for a construction project?
A covering letter
Executive summary
Specification note Main text
Assumptions
Exclusions
Cashflow forecast
Drawings and other information on which the estimate is based
Risk register
Value engineering proposals etc.
10
Level 3 Main text
Monitor, report and advise on project cashflows and profitability. Evaluate

and advise on the financial implications of your decisions and appropriate
management actions.
Advise on the implications of programme and cashflow slippage
Through cost reconciliation advise management of the current financial

status of your project Main text
11
What cost reconciliation system do you use to keep

management informed of income and expenditure on
your project?
This is an opportunity to discuss yourMain

own text
internal cost
reconciliation system within your organisation and how it
functions.
12
Construction technology & environmental
services
Main text
Overview
This competency requires a clear understanding of the design

and construction processes commonly used.
You should use your projects to demonstrate your

understanding of this competency in terms of the solutions
offered to clients. Main text
13
services
Level 1 Main text
You need to have an understanding of the following.
The stages of design from inception to completion (RIBA Plan of

Work).
Impact of current legislation/regulations national/international
How elements of the building work can inter-relate.

Main text
The process of constructing the works.
The use of cashflows, as part of the financial management of contracts
14
services
Level 1 Sample Question Main text
Can you explain what a composite slab is and when would you
use it?
Composite slabs consist of a profiled steel deck acting as a permanent soffit

whilst at the same time providing the formwork for in-situ concrete in-fill.
Main text
The concrete usually includes steel reinforcement to increase strength

and reduce cracking. Used generally with steel frames but can also be
supported on brick or other concrete components.
15
services
Level 2 Main text
You will be expected to apply your knowledge of the design and

construction processes. This will include the following.
How design solutions vary for different types of buildings.
Alternative construction details in relation

Main text to functional
elements of the design.
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services
Can you identify some of the issues to consider in the design of

ventilation systems for buildings?
Client requirements The chosen system and design needs to align with
what the client wants to achieve from the project and the functional space
requirements of the building. Main text
Occupants requirements
Cost in terms of the budget available for the project
External conditions The location of the building
Control requirements for the system
Space The amount of space available for plant rooms
Award criteria e.g. BREEAM, LEED, Estidama
17
services
Level 3 Main text
Advise on the selection and application of particular systems

including liaison with consultants and specialists in order to
offer solutions towards cost and design.
Give advice on the choice of construction solutions
Report on the impact of particular design

Main text
solutions in terms
of cost and programme.
18
services
From your record of experience you recommended a steel

frame solution for your project. What approach did you
take in deciding on this solution?
Your decision will be based on a team selected decision. The clients
objectives or the type of building may have led to a clear choice of
frame solution but where options are available
Mainyou
text should consider the
following.
The clients brief and key objectives

What are the site constraints and what effect they will have on the
solution?
Are there any abnormals associated with the building?
Value engineer the options with the design team
What are the programme implications?
19
Contract practice
Main text
Overview
This covers a wide range of issues around contracts and how

they should be used within the construction industry.
You need to be familiar with the standard forms of contract

and the key implications that each contract type places on
the contracting parties. Main text
You will also need to be aware of the implications of

bespoke contracts particularly where they relate to your
project.
20
Contract practice
You should focus your attention on the following aspects of a
Main text
construction contract.
Insurances What insurances are specifically required by the contract
and who is responsible for providing them?
Payments What payment provisions are set out in the contract (e.g.
monthly valuation procedure, certification and payment periods, retention)?
Variations What are the provisions withinMain

thetextcontract for issuing
variations and how are variations to be valued?
Practical/Sectional Completion Does the contract allow for sectional

completion and what is required to achieve practical completion? You
should also be aware of the obligations that practical/sectional completion
places on both parties (N.B. pay particular attention to insurance
obligations post practical/sectional completion)
21
Contract practice
Extension of Time (EOT) What provisions are contained withinMainthe

text
contract for issuing an EOT and what are the consequence of an EOT
award? (pay particular attention to the different formulae used to calculate
head office overhead contribution during prolongation periods)
Liquidated Damages To what extent and in what situations will

liquidated damages be deducted?
Sub-Contracts How does the contract deal with the selection,

appointment and payment of sub-contractors ?
Main text
Reporting What are the reporting requirements set out in the contract
and what information is to be provided within these reports?
Notice Periods Are there any clauses within the contract that require
notice to be given by the contractor and what are the consequences of not
giving this notice within the period stated?
22
Contract practice
Level 1 Main text
This is about your basic awareness of contract types and will involve you
having a knowledge and understanding of the following.
Contract law and legislation.

Contract documentation.
Various standard forms of contract and sub-contract e.g. JCT,NEC,GC
Works, ICE, FIDIC
Contractual mechanisms and procedures Main text
Third party rights including relevant legislation/collateral warranties.
Roles and responsibilities of the various parties e.g. Contract administrator,
employers agent, Project Manager, Supervisor, Engineer, Contractor, Sub-
Contractor and QS
23
Contract practice
Explain the fundamentals of a contract agreement and outline

the main forms available for use within construction.
Fundamentals A contract is a legally enforceable agreement normally

between two parties. Contracts will normally form a commercial relationship
between the numerous entities that make upMainthetextconstruction industry so
that both parties can work together, construct buildings and make money.
There are many forms of contract involved in a construction project.

Agreements will be created for Consultancy services for construction works,
for subcontract works etc.
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Core Contract practice
Level 1 Sample Questions & Answers ( contd)

Main text
Types of contract Traditional Contract / Procurement where the project is

separated into design and construction stages with the consultant responsible
for design and the contractor responsible for the management and execution
of the works. A key consultant will act on behalf of the client as the contract
administrator.
This contract creates a rigid separation of the parties and their rights,
obligations and risks. Sometimes resulting in Main
a lack of co-operation thus
encouraging defensive and adversarial behaviour with time and cost
text
problems being left to the end of the project to be resolved. This presents a
risk of protracted final accounts and disputes.
Risks are normally passed down the supply chain to contractors and sub-
contractors and there is usually little opportunity for overlap of design and
construction.. Traditional forms of contract have a long history so are
therefore tried and tested and are focussed on the clients main requirements
of cost and time.
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Contract practice

Main text
Non traditional /collaborative contracts These attempt to overcome the

problems of the traditional contract by introducing some form of
collaborative working and trying to unite the various project parties. These
new contracts claim to increase cost and time certainty and remove
traditional construction inefficiencies.. Non traditional forms would include,
NEC, Design & Build
Main text
The NEC is probably the most popular non-traditional form at present
but requires a very proactive and programme oriented form of
contract administration.
Design and Build Form This is probably the most popular form of
procurement giving the client single point responsibility.
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Contract practice

Main text
Management forms of contact provide for the engagement of a party whose

sole objective is to manage the works with the vast majority of activities
procured through sub-contractors. These are more appropriate for large scale
fast track type projects.
Sub-contract forms - Many of the bodies whoMainproduce

text standard forms of
contracts also produce corresponding sub-contracts that are contractually
back to back with the main contract.
27
Contract practice

Main text
Framework and Term service arrangements where the client has an ongoing
or rolling construction programme which can provide continuity for
contractors on the framework thus avoiding repeated tendering. The
framework agreement consists of 2 contracts one of which will be for the
length of the framework and the second for a specific project.
Term service contracts are a single contract with the client and contractor
Main text
agreeing a plan or schedule of works to be performed over the period of the
contract and generally used for planned maintenance type projects.
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Contract practice
Level 2 Main text
You will be expected to demonstrate an application and

understanding of this knowledge at project level, including the
duties and responsibilities of both parties.
Main text
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Contract practice
Level 2 Sample Questions & Answers Main text
What advice did you give to the client on the level of Liquidated
Damages to be inserted into the contract?
Loss of rent or other income

Additional fees
Fines from statutory bodies Main text
Costs imposed by other parties on the client.
Possibility of additional storage costs where equipment is involved
30
Contract practice
Level 3 Main text
This is generally focused on the provision of reasoned advice

and depth of technical knowledge acquired by the candidate
based on practical experience.
Main text
31
Contract practice
What advice would you give to the client on whether or not he

can deduct Liquidated Damages where he has not incurred the
loss?
Yes - provided the calculation is not deemed a penalty and is a

genuine pre-estimate. Main text
32
Design economics & cost planning
Main text
Overview
This competency covers a wide range of issues that are dealt

with regularly throughout the pre contract stage of a project.
Main text
33
Level 1 Main text
Demonstrate knowledge and understanding of the main factors

that affect design economics over the whole life of a building
and how cost planning assists in the cost control of projects
during the design development stage.
Factors that affect design economics including capital and life cycle costs
How cost planning assists in the financial control

Mainof
textprojects .
The various stages of cost planning
Accuracy of cost plans how tested.
Sources of cost data BCIS, in-house database, other external.
Adjustments that may be required - location, specification, time and market forces.
34
What do you understand by the term Life Cycle Costing?
This will involve consideration of costs over the whole life of a building and
not just the capital costs. Main text
You will also need to consider capital costs against maintenance

costs/replacement costs. Through discussions with the client determine the
clients requirements in terms of capital and life time costs.
35
Level 2 Main text
Application of your knowledge and understanding of the cost

management of the design development of a project from
feasibility to design completion. The preparation of cost data
from in-house and external sources for use in the preparation of
cost plans.
Production of estimates and cost plans Main text
Carrying out of life cycle costing exercises

Applying value engineering techniques
Preparing cost reports
Preparing and submitting cost data to in-house and/or external data
sources
36
How do you develop your initial cost plan through the pre-
tender stage of the project ensuring all parties understand the
financial position of the project?
Depending on the amount of information available you will develop your cost
plan by preparing an initial approximate estimate and then dividing up your
estimate into the different building elements.Main
You need to review this cost
plan with the client identifying areas of uncertainty and risk along with the
text
contingency allowances.
As the design develops you must engage in constant cost checks on the
information as it develops so that any differences can be highlighted and any
risks can be eliminated.
Where a BOQ is involved price the document.
37
Level 3 Main text
Outline strategic and reasoned advice through the preparation

of reports with reference to cost, time and quality taking
account of various market factors and trends in construction
costs.
Evaluation of building design efficiency.
Assessing /evaluating market factors and trends
Main text in construction costs.
Analysing the accuracy of predicted cost.

Interrogating historical cost data.
Using value and risk management techniques.
Contingency Who controls? How it is assessed.
Exclusions normal exclusions from cost plans.
38
How would you identify risk within the cost plan?

Start by discussing the contingency sum which covers unforeseen events
within the contract. For specialist works you need to explain PC Sums to the
Client and the importance of going to tender as soon as possible to
eliminate the risk of any cost plan increases.
Stress the importance of continuous cost checks to identify Design Team

Main text
changes not included in the cost plan.
Mention the risk register and the importance of completing the register and
mitigating the risk as much as possible.
39
Main text
In your groups
Prepare answers to questions 20 minutes

Main text
Give feedback to everyone 10 minutes
40
Main text
1. What is the main difference between a cash flow prepared by

the contractor for the client and a cash flow prepared by the
PQS for a client?
2. What is your approach to risk on a project you are currently

undertaking?
Main text
3. Advise your client on how you intend to manage identified

risk on a project.
41
1. What is the main difference between a cash flow prepared

Main text
by
the contractor for the client and a cash flow prepared by the
PQS for a client?
The contractor will not be interested in design team fees

whereas they will be an automatic inclusion in the PQS cash
flow forecast. Main text
You could expand your answer in terms of how a cash flow is

put together and the significance of the S curve
42
2. What is your approach to risk on a project you are currently undertaking?

Main text
Risk identification
Structured interviews with key parties
Risk workshop with design team, client
Prepare risk checklist from previous schemes
Use lessons learned from previous similar projects
Risk response
Take action first to reduce uncertainty
Eliminate features in the design causing the risk
Main text
Transfer the risk to another party
Tolerate risk of low impact
Allow a contingency to deal with risk
Risk quantification
Use a Monte Carlo risk analysis to determine the financial impact of the identified
risk and also the likely contingency to be set.
43
Main text
3. Advise your client on how you intend to manage identified

risk on a project.
Produce a risk management plan

Prepare an excel risk register
Identify risk ownership and assign the riskMain
accordingly
text
Identify on-going action delivery
Engage in periodic reviews in a workshop forum
44
services
1. Can you outline the most common ventilation systems
Main text
used in a building?
2. What factors should be considered when choosing

between a concrete or steel framing solution for a
commercial office building?
Main text
3. What ventilation system was used on your project and

how did you work with the team to ensure the most cost
effective design solution was achieved ?
45
services
1. Can you outline the most common ventilation systems
Main text
used in a building?
Natural ventilation which describes the process of air entering and circulating
in a building and will be provided using windows which are manually
controlled or programmed to open in different conditions.
Stack ventilation which allows air to rise through high level openings.
Main text
Mechanical ventilation using an air handling unit which can produce cool and
warm air depending on the temperature required within the room.
46
services
2. What factors should be considered when choosing between
Main text
a
concrete or steel framing solution for a commercial office
building?
Programme requirements as steel is quicker to erect than concrete.

However bear in mind a longer lead in time for steel
Complexity of design with steel providing greater flexibility
Aesthetics and client aspirations Main text
Repetitiveness of design i.e. formwork
Market conditions and supply costs
Height of building
M & E strategy
Technical requirements of the building i.e. floor loads, fire protection
47
services
3. What ventilation system was used on your project and how did you work
Main text
with the team to ensure the most cost effective design solution was
achieved?
Distribution of the system throughout the building

Builders work involved
Fire strategy
Exposed ductwork
Alternative types of insulation Main text
Open plan areas
Avoiding over-design
Location of plant
Avoiding unnecessary controls
What are the programme implications
48
Contract practice
1. The key client requirement for your project was the Main
contract
text
completion date. What mechanisms exist under the form

of contract to protect the clients position with regard to the
completion date?
2. You have been requested to make amendments to a standard

form of contract/sub-contract. Explain how you undertook
this. Main text
3. Can a Quantity Surveyor deduct Liquidated Damages from the

valuation due to the contractor? Elaborate.
49
Contract practice
1. The key client requirement for your project was the Main
contract
text
completion date. What mechanisms exist under the form

of contract to protect the clients position with regard to the
completion date?
The inclusion of a Liquidated Damages Clause within the

contract.
Main text
Liquidated Damages are a genuine pre-estimate of the loss a

client is likely to incur should the project be delayed and where
no extension of time has been allowed.
They are normally included as a cost per day or week depending

on the contract.
50
Contract practice
2. You have been requested to make amendments to a Main

standard
text
form of contract/sub-contract. Explain how you undertook this.
You can either do a Schedule of Amendments attached to the

contract OR alternatively the relevant contract clauses can be
amended by inserting the revised wording as appropriate.
Main text
Each alteration should be signed and counter-signed by the

contractor and client
51
Contract practice
3. Can a Quantity Surveyor deduct Liquidated DamagesMain

fromtext
the
valuation due to the contractor? Elaborate.
No the QS, along with the other design team members, can
advise the client of the situation and the onus is on the client to
deduct them provided a certificate of non-completion has
Main text
been prepared.
52
Main text
1. What is Value Management?
2. Is Value management simply cost cutting? Elaborate.
Main text
3. How would you deal with a cost plan that is over the clients
budget?
53
1. What is Value Management? Main text
Value Management involves an overall structured team based

approach to a construction project.
It involves clearly defining the clients strategic objectives

considering optimum design solutions within the context of the
clients business objectives and deciding which of these provides
Main text
the optimum lifetime value to the client as well as a review of

the whole process after occupancy.
Value Engineering is a tool in the overall value management

process.
54
2. Is Value management simply cost cutting? Elaborate.Main text
Value management ultimately achieves value for money for the

client through reviewing the functionality of the building and
challenging the design and the design team to achieve this goal.
Main text
55
Main text
3. How would you deal with a cost plan that is over the clients
budget?
Before approaching the Client identify areas where possible

savings could be made. This would be carried out by first
meeting with your Design Team and through value engineering
identify a list of potential savings thatMaincan
text
be made.
Use a project you have been involved in where you dealt with
such a situation drawing on all your experience.
56
Procurement & tendering
Main text
Overview
This covers a wide range of issues in relation to both

procurement and tendering methods within the construction
industry.
It will focus specifically on the various procurement options

available, their differences and reasons
Main textfor use.
57
Level 1 Main text
Demonstrate knowledge and understanding of the main types

of procurement. Demonstrate knowledge and understanding of
the tendering and negotiation process involved in procurement.
The pre-selection process
The principles of procurement. Main text
Tendering and negotiation processes involved
Ancillary processes e.g. partnering and framework agreements.
Codes of practice and procedures used.
58
Level 1 (contd) Main text
Types of procurement.
Design and build
Traditional
Management contracting
Construction management
Measured term
Serial contracting Main text
Lump sum
Re-measured
Reimbursable
Target costs
Guaranteed maximum price
59
What experience have you had of Partnering?

You would be expected to have an understanding of what partnering is and
how it differs as a form of Procurement to other more traditional methods.
If you have worked on a Partnering scheme then outline the scheme and how
it worked from a Partnering perspective. Main text
From a general perspective you should comment on the history of

partnering, namely that for too long the construction industry has been
divided by factionalism and conflict, which often lead to poor performance,
low profit margins, poor morale and dissatisfied clients.
60
Level 1 Sample Question & Answer ( contd)Main text
The industry had a problem with unpredictability and under-performance

alongside poor quality and late and overpriced projects.
In 1998 the Construction Task Force set up by the Government to deal with
these issues published its report Rethinking Construction. This gave birth to
the Movement for Innovation (M4I) and a pool of demonstration projects,
which in the new spirit of openness, provide Main
a text bank of knowledge on
good practice and innovation. The Government has followed this up with its
own guidance documents produced by the Treasury.
One of the initiatives recommended was a more open and less adversarial
approach to construction projects partnering.
61
Level 2 Main text
Apply your knowledge to the implementation of the

procurement routes selected for your projects and to carrying
out tendering and negotiation processes relevant to them.
Implement procurement routes e.g. traditional, design and build,
management forms, term and serial contracting and other types.
Produce/compile tender documentation e.g. letter of invitation, form of
tender, health and safety documentation, design documentation and
Main text
contractual details.
Carry out tendering and negotiation processes e.g. single and two stage
tendering
Use of codes of practice and electronic tendering.
Identifying the advantages and disadvantages associated with each
procurement route
62
What are some of the benefits and pitfalls of using the different
procurement routes?
Main text
63

Main text
Route Advantages Disadvantages
Traditional Control over design process No one person is responsible for the
design and construction
Quality control through the direct Design will be developed as fully as
reporting of the design team to the client possible
No risk premium built in by the Main text Time and cost are likely to escalate
contractor
Design & Build Single point responsibility Lack of control over quality
Buildability through the early Contractor will include a

involvement of the contractor risk premium
Cost certainty Where novation exists this could
cause legal difficulties
64

Main text

Management
Contracting Buildability achieved through the No single point responsibility
contractors early involvement for design and construction
Early appointment can be achieved Management contractor is
only responsible for workmanship
Construction Main text
Management Construction Manager is a Construction manager has
qualified advisor to the employer no direct control with the trade
contractors
Construction Manager can It is difficult to control cost increases
exercise cost and quality control
65

Main text
Framework
Agreements The contractor only needs to May not always be the best value
negotiate once for a series of contracts for money
Prospect of repeat business for all Public procurement

concerned Main text regulations may impact
Two Stage Tender Buildability achieved through the Once contractor is selected
contractors early involvement competition is lost and may impact
on the pricing
Can start on site earlier Difficult to walk away once
second stage has taken place
66

Main text
PFI/PPP Risks borne by the private sector Loss of control by the public sector
Specialist private sector manages Can be hard to show value for

construction and the operation of the money
asset Main text
Partnering Less adversarial approach to the project Difficult once the partnership breaks
down
Buildability achieved through the Can be non competitive
contractors early involvement
and all parties in partnership
67
Level 3 Main text
Give reasoned advice on the appropriateness of various

procurement routes. Managing the tendering and negotiation
process and presenting reports on the outcome.
Here you should be able to apply your knowledge to practical

situations that you have encountered in your working life.
Main text
Evaluation of various procurement routes.
Management of the tendering and negotiation process
Preparing procurement and tendering reports.
68
You have identified project X in your critical analysis. Outline the

procurement strategy you adopted and your reasons for the
particular procurement route chosen.
Link your answer back to the key client requirements

Main text
and the advantages and
disadvantages previously outlined.
Outline some other options considered and why rejected.
69
Project financial control & reporting
Main text
Overview
The Project financial control and reporting competence tests

whether you can control costs once a project is on site.
This competency covers the effective cost control of

construction projects during the construction
Main text phase.
Candidates should be aware of the principles of controlling and
reporting costs on any construction project. They should have
a detailed understanding of the control and reporting
processes used on their projects.
70
Level 1 Main text
Demonstrate knowledge and understanding of the effective

control of costs during a project. Demonstrate an understanding
of the legal and contractual constraints and the effect of time
and quality on the cost of a project.
The need for effective programme planning, monitoring and control of
costs including the impact of advice at the inception and design stage of a
project. Main text
The cost planning process and alternative methods of producing cost

advice/estimates.
The use of the brief to describe both the scope of the design work and
construction works.
71
Level 1 (contd) Main text
Legal and contractual constraints on the cost of a project such as

changes in building legislation and design risk allocation.
Reporting/forecasting of costs during the construction phase
The principles of contingencies/risk allowances
Value management techniques Main text
72
What measures can be taken to effectively control costs during

the construction phase of a project?
Proactive risk and contingency management
Implementing a robust change control process

Main text
Management of provisional sums within budget
Regular cost reporting which is also forward looking
Rolling final account with closure process for financial impact

of change
73
Level 2 Main text
Apply your knowledge to the management of project costs. This

should include the preparation and presentation of financial
reports on the performance of a project at
appropriate intervals, to provide effective forecasting of costs,
risks and their financial implications.
Main text
Reporting/forecasting costs - different procurement

routes/client types.
Use of cashflows in financial management
Manage provisional sums/contingencies/risk allowances.
74
Where you have initiated a change yourself, can you tell me the
information that you included on the change control proposal
form prior to presenting it to the client?
Full description of the proposed change and Mainthe

text reason for the proposal
Cost implications including a breakdown and a basis for the cost
Any risks attached to the proposal
Implications of functionality and quality in conjunction with the design
team
Programme implications outlining the rationale behind your decision
75

Main text
Buildability or CDM issues

Description of the documentation, drawings etc used and attached to the
CPF
Implications of project team fees and resource levels
Confirmation of design co-ordination by design team
Confirmation of funding of change control i.e. whether funded from the
contingency, provisional sums or some otherMainsource
text of funding and through
the change control report its effect on the forecast out-turn cost
Date required for approval
Implications of late approval and /or rejection of the proposed change
Approvals folder
76
Level 3 Main text
Advise on strategies and procedures to control predicted

expenditure in line with a budget.
Implement change control procedures within the contract
Establish reporting regimes/protocols

Main text
Use risk management and analysis techniques
77
Your final assessment record states that you established the cost
reporting protocol on project X. What approach did you take to
this?
While you may have standard cost report formats within your organisation,
you would be expected to agree the cost reporting protocol with the client
and/or project manager at the start of the commission,
Main text including the
following.
Content and format of report

Timing and frequency of issue
Interfaces with other parties, such as the contractor and clients finance
team
Any additional requirements of stakeholders, such as funders
Distribution list and means of issue
Method of presentation of report
78
Quantification & costing of construction
works
Main text
Overview
This competency covers the measurement and definition of

construction works in order to value and control costs.
Candidates should have an awareness of the

various methods of quantifying and pricing construction
works used throughout a project. They
Main text must have a
thorough understanding of the specific methods used on

their projects.
79
works
Level 1 Main text
You must demonstrate knowledge and understanding of the

principles of quantification and costing of construction works as
a basis for the financial management of contracts.
The quantification of construction works (including both measurement and

definition)
Main text
The various standard methods of measurement
The costing of construction works
The measurement of buildings and structures to agreed standards
80
works
What is the purpose of a standard method of measurement ?
It gives guidelines as to what should be measured for various

parts of the construction process.
It allows for estimators to measure works

Main text
in a standard format
for easy preparation of a Bill of Quantities and easy comparison
of tenders.
81
works
Level 2 Main text
You will be expected to be able to apply their knowledge to the

quantification and costing of construction works, including the
use of appropriate standard methods of measurement and
forms of cost analysis. Carrying out measurement and costing of
works at all stages of the construction process.
Main text
Quantifying construction works at the various stages of a project

Producing pricing documents such as bills of quantities, schedules of
activities/works, schedules of rates or contract sum analyses
Carrying out the costing of construction works by methods such as
tendered rates, quotations or dayworks
82
works
What are the different types of provisional sums?
Defined and un-defined.
A defined provisional sum is a sum included to cover the cost of a defined

piece of work for which you still have no details. Once details are available
then this provisional amount can be quantified. The contractor must include a
defined provisional sum allowance within his programme for the works. The
Main text
contractor will not be entitled to an extension of time for a defined

provisional sum as it will be deemed to have been part of his original
programme.
An undefined provisional sum is included for additional works that may or

may not be included in the contract. There is no provision made for this
within the contractors programme and the contractor may be entitled to an
extension of time once this work has been decided upon.
83
works
Level 3 Main text
Advise on appropriate methods of quantification and costing for

specific projects. Take responsibility for the preparing and
issuing of pricing documents. Price or analyse such documents.
Give advice on and/or supervise the valuation of construction
works throughout a project.
This will include: Main text
Advising on appropriate methods of measurement and costing

Selecting of appropriate pricing documents
Negotiating and agreeing the valuation of construction works at
various stages of the project such as the contract sum, construction
and final account.
84
works
How would you go about measuring a basement?
You need to identify where the basement is. Is it in a city centre site or
is it on a brownfield site. You should develop a take-off list and identify
each of the measureable items stating its unit of measurement as
appropriate. Main text
85
Main text
In your groups
Prepare answers to questions 20 minutes

Main text
Give feedback to everyone 10 minutes
86
1. What procurement routes are you familiar with? Main text
2. What do you say to a potential client who says Partnering is

just about having a cup of tea around a table there are no
real benefits ?
Main text
3. How do you make partnering happen and how do you
facilitate this?
87
Main text
Q. What procurement routes are you familiar with?
A. Identify the procurement routes you are familiar with giving

a brief understanding of your knowledge of each:
Traditional Procurement (Client engages the design team and

the
contractor directly) Main text
Design and Build (Client engages the contractor who then

employs
designers. Potential for novation of the clients design team
as an
alternative)
Management Contracting (Contractor performs the role of
managing
the works contractors who carry out the works)
88
Construction Management (Construction manager is employed
Main text to
arrange trade contracts and monitor them)
Framework Agreements (A template contract is agreed for a series

of projects)
Two Stage Tender (The Contractor is selected for the first stage on
the basis of limited scope i.e. preliminaries, overheads and profit.
The second stage will involve negotiation on an open book
tendering basis) Main text
PFI/PPP (Private sector designs, builds, operates and finances the

asset for the public sector who pays an annual charge)
Partnering (Open and less adversarial approach to construction

projects)
89
Main text
Q. What do you say to a potential client who says Partnering

is just about having a cup of tea around a table there are
no real benefits
A. The candidate would be expected to provide an opinion here. Issues
that may be considered could be to ensure the client understood the
whole concept of partnering and its many benefits.
Explain that partnering is not about having

Main text a cup of tea around a
table. Partnering is too often confused with longstanding
relationships, negotiated contracts, serial working and other pseudo-
partnering arrangements, all of which lack structure and the objective
of true partnering. The essential characteristic of partnering is the
commitment of all parties at all levels to make the project a success.
There are three fundamental characteristics to partnering:
90
Main text
Formalised mutual objectives: improved performance and reduced

cost
The active search for continuous measurable improvement
An agreed common approach to problem solving
Partnering arrangements which include all members of the

team (including client, contractor and consultants) provide
the necessary solution, but to be successful, it is essential
that the partnering process is both properly
Main text and thoroughly
planned, and more importantly that all partners within any

project team are fully committed and trained in this
respect.
91
Main text
Q. How do you make partnering happen and how do you

facilitate this
A. To instigate a full blown partnering contract the procedures and objectives

are often worked out in a one/two day workshop, where all parties come
together at the earliest possible stage, to plan the project.
This is the start of the team building exercise Main

andtextinvolves the actual
personnel to be involved as well as the senior staff. The workshops are often
run by professional facilitators and terminate with the drawing up of a project
charter.
You may want to try and relate this to a specific project you worked on. Once
instigated a properly set up and effective partnering contract has many
benefits in the terms of time, cost and quality.
92
Main text
There is a reduced learning curve as optimum performance and

productivity can be achieved much earlier in the process, through a
combination of familiarity with working practices and participants
expertise.
A continuity of personnel and familiar systems of management
diminishes the problems of mistakes.
There is improved identification of risk, and as a result risk
allocation and management is enhanced.
Long-term relationships can be built,Mainand
text as a result there is greater
confidence and reliability.
There is improved quality and programming. This is due to the fact
that an overall strategy is developed giving balance to the clients
priorities. Consequently, there is a balance between the clients
requirements with regard to time, cost and quality.
93
Main text
The contractual relationship is one of harmony, rather than the

adversarial relationship, which is sometimes associated with some
of the traditional procurement arrangements.
Advantage can be taken of continuity and preferred supplier
arrangements, so, partnering potentially exists throughout the
supply chain.
Through common mutual objectives, improved performance and
reduced cost can be achieved.
There is continuous measurable improvement
Main text
94
Main text
1. What is the purpose of change control on a construction
project?
2. What information would you include within the cost report for
a project procured under a single stage traditional
procurement route?
Main text
3. I see from your summary of experience that you advised the

client of the change control procedure implemented on your
project. Can you tell me the key issues you considered in
advising the client on the procedure you adopted?
95
Main text
Q. What is the purpose of change control on a construction
project
A. This provides a method of assessing and managing change giving
details of consequent cost, programme and scope effect.
Effective change control procedures enables the monitoring and

reporting of cost changes where they affect the out-turn cost and
enables the project team to monitor and appraise programme
Main text
implications and impact.
The client is made aware of the consequences of a potential change

and the effect this will have on the overall project thus allowing an
informed decision to be made with a full understanding of the impact of
its implementation
96
Main text
Q. What information would you include within the cost report

for a project procured under a single stage traditional
procurement route
A. This will be based upon the candidates experience, the type of

project and the requirements of the client, but typically the cost report
will include the following information:
Main text
Executive summary, which may include the following:
Current budget and forecast

Contingency position
Level of cost certainty, i.e. agreement of provisional sums
Total commitment and expenditure to date
97
Final account progress Main text
Contract position
Cash flow position
Progress in the period and current financial position
Outstanding information
Major risks or causes for concern
Next steps and recommendations

Main text
Analysis of contingency and risk status
Register of approved changes/ instructions and pending changes
Summary of provisional sums and progress against these
Value engineering or opportunities register
Risk register & cash flow forecast
98
Main text
Q. I see from your submission that you advised the client of
the change control procedure implemented on your project. Can
you tell me the key issues you considered in advising the client
on the procedure you adopted?
A. Your answer will needless to say be based on your experience and

should cover the following:
What are the clients objectives in terms
Main text
of monitoring change
Who are the key decision makers in the design and approval of the
change
What are the implications in terms of the key client requirements of
time, cost and quality
99
Main text
What was the procurement process on your project and will this
have any effect on your change control process
At what point in the design process of your project was it
appropriate to start measuring change and why?
Confirm with the client and/or the project manager what costs need
to be included within the change e.g. professional fees, v.a.t. etc
Who takes responsibility for raising the change proposal
How will the change control procedure
Main text
link with contract
instructions and contractors procedures(RFIs) during the
construction period
100
works
1. What are the standard methods of measurements that you are
Main text
aware of?
2. What are Nominated Sub-contractors?
3. The client is thinking of using a design & build procurement

Main text
strategy but is concerned as to what form of pricing
documentation he will receive from the contractor
101
works
Main text
1. What are the standard methods of measurements that you

are aware of
SMM7, CESSM, POMI, NRA and the New Rules of Measurement.
The RICS New Rules of Measurement Order of cost estimating and

elemental cost planning provide a structured basis for measuring
building work and present a consistent approach
Main text for dealing with other
key cost components associated with a building project when
preparing order of cost estimates and elemental cost plans. The rules
represent the essentials of good practice and have the same status as
RICS guidance notes.
It is divided into 4 parts with supporting appendices as follows
102
works
Main text
Part 1 places cost estimating and elemental cost planning in

context with the RIBA plan of work and the OGC Gateway process
and explains the symbols, abbreviations and definitions used in the
rules.
Part 2 describes the purpose and content of an order of cost
estimate, defines its key constituents, explains how to prepare an
order of cost estimate, and sets out the rules of measurement for
the preparation of an order of cost estimate using the floor area
method, functional unit method andMain text
elemental method
Part 3 describes the purpose of elemental cost plans, explains
their key constituents and explains how to prepare an elemental
cost plan
Part 4 comprises the tabulated rules of measurement for the
preparation of formal elemental cost plans
103
works
2. What are Nominated Sub-contractors Main text
Nominated Sub-contractors are nominated by the client to carry out

specialist work on behalf of the client.
The main contractor is entitled to object to the appointment of a
nominated sub-contractor provided he has a legitimate reason for
doing so.
The main contractor will be entitled to claim profit and attendance on
the nominated sub-contractor. The profit element will be adjusted on a
pro-rata basis whereas the attendanceMainis text
only adjusted depending on
the scope of works once quotations have been received from
nominated sub-contractors. The main contractor will have to include
for the nominated sub-contractors programme within his own
programme
104
works
3. The client is thinking of using a design & build Main text
procurement strategy but is concerned as to what form of
pricing documentation he will receive from the contractor
Under a design & build procurement route the contractor will normally
supply a schedule of rates so that in the event of variations occurring
the clients representative will have rates available to determine
whether or not he is getting value for money.
Main text
105

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Construction Professional

09.00 Course Introduction

09.15 Core Competencies Commercial Management of Construction

10.15 Workshop Level 1 Questions

10.45 Feedback on Questions

11.15 Tea & Coffee

11.30 Competencies Procurement & Tendering

13.45 Workshop Level 1 Questions

14.45 Tea & Coffee

15.00 Mandatory Competencies

16.00 The RICS

Highlight what is included within the core and

Review the likely questions that are associated with

Discuss the likely response you should make to these

Construction technology & environmental services (T013)

Contract Practice (T017)

Design economics & cost planning (T022)

Procurement & tendering (T062)

Project financial control & reporting (T067)

Quantification & costing of construction works (T074)

This covers the commercial management of construction

You should have an awareness of how commercial

You must have a thorough understanding of the financial

Level 1 Main text

You need to have an understanding of the following.

Components that make up the cost of the project to the Contractor

Effect that the design and construction processes have on cost

Awareness of the techniques used to reconcile the cost against income

Awareness of the techniques to financially manage sub-contractors and

The use of cash flows as part of the financial management of contracts

Level 1 Sample Question & AnswerMain text

In house historical data from previous projects

Manufacturers and Suppliers literature

Level 2 Main text

The application of knowledge to the financial management of construction

Collecting of data for reports

Preparing reports such as liability statements, cost to complete and

Level 2 Sample Question & Answer Main text

What information would typically accompany a budget estimate

Level 3 Main text

Monitor, report and advise on project cashflows and profitability. Evaluate

Advise on the implications of programme and cashflow slippage

Through cost reconciliation advise management of the current financial

Level 3 Sample Question & Answer Main text

What cost reconciliation system do you use to keep

This is an opportunity to discuss yourMain

This competency requires a clear understanding of the design

You should use your projects to demonstrate your

You need to have an understanding of the following.

The stages of design from inception to completion (RIBA Plan of

Impact of current legislation/regulations national/international

How elements of the building work can inter-relate.

The process of constructing the works.

The use of cashflows, as part of the financial management of contracts

Composite slabs consist of a profiled steel deck acting as a permanent soffit

The concrete usually includes steel reinforcement to increase strength

You will be expected to apply your knowledge of the design and

How design solutions vary for different types of buildings.

Alternative construction details in relation

Can you identify some of the issues to consider in the design of

Advise on the selection and application of particular systems

Report on the impact of particular design

From your record of experience you recommended a steel