Quantity Surveying Job Interview Questions & Answers You Must Know

It can be a nerve wrecking experience when preparing for a Quantity Surveying Job interview. This is something I have had to prepare for many times over the last 15 years as both a candidate and also as a hiring Managing Surveyor. So during this post we’ll run through some real life questions and answers aimed to help candidates looking to start their career at a graduate entry level in addition to Quantity Surveyors who are looking to advance their career up to an intermediate and senior level.

The following Questions & Answers are based on real life Quantity Surveying Interviews 

Question) Can you explain your understanding of the key roles and responsibilities of Quantity Surveyors within the Construction Industry?

Answer) Quantity Surveyors (QS) are responsible for managing all aspects of the financial and contractual sides of construction projects. Their roles and responsibilities can be broadly divided into Pre-contract and Post-contract duties:-

Pre-Contract Stages

• Quantity Surveyors undertake a variety of essential tasks to ensure the financial viability and control of a project. One of their key responsibilities is producing cost estimates and cost planning documents, which help clients understand the potential financial requirements of a project and ensure that it aligns with available budgets. They also play an important role in compiling and issuing tender documents, which are sent to contractors to invite competitive bids for the work. Once a contractor is selected, the Quantity Surveyor is also responsible for compiling and issuing contract documentation, ensuring that all contractual terms and conditions are clearly outlined and agreed upon.
• Quantity Surveyors regularly attend design team meetings during the planning phase. Their input is crucial to align design intentions with budgetary constraints. They provide value engineering advice, helping the team identify opportunities to reduce costs without compromising on functionality or quality, ensuring the client receives the best possible value.

Post Contract Stages

• Once the project moves into the post-contract stage, Quantity Surveyors continue to monitor and control costs. A Professional Quantity Surveyor (PQS) is typically responsible for issuing monthly cost reports to track the financial progress of the project, while a Contractor’s Quantity Surveyor (CQS) may produce Cost Value Reconciliation (CVR) reports to monitor profitability. Another significant responsibility during this phase is the pricing and monitoring of post-contract variations, which are changes to the project scope that can impact costs and timelines. Quantity Surveyors assess these changes and ensure they are properly accounted for in the budget.
• They are also involved in the submission and review of interim valuations, which are regular applications for payment made by the contractor. The Quantity Surveyor reviews and certifies these to ensure payments reflect the work completed to date. Finally, at the conclusion of the project, they lead the negotiation and agreement of the final account, which is the last stage of financial settlement between the client and the contractor, covering all completed works, variations, and outstanding payments.

Question) Can you please explain how the role of the Quantity Surveyor differs between a PQS and a CQS?

Answer)

Professional Quantity Surveyors (PQS) typically work for a consultancy or directly for the client. The PQS’s main responsibility is to represent the client’s interests and ensure that the project delivers value for money throughout its duration. This begins in the pre-contract phase, where the PQS is involved in initial cost estimating, budget setting, feasibility studies, and cost planning. They help the client understand the likely costs of a project before any design or construction work begins. The PQS is also responsible for preparing tender documents, issuing them to prospective contractors, and analysing returned tenders to assist the client in selecting the most appropriate contractor. Once the contract is awarded, the PQS compiles and issues contract documentation and continues to monitor costs throughout the construction phase. They regularly prepare cost reports, manage variation claims, review interim valuations, and are involved in the negotiation of the final account to ensure the client is only paying for work that is completed and agreed upon. The PQS must act with fairness and impartiality while protecting the client’s financial interests.

Contractor’s Quantity Surveyors (CQS) work for the main contractor and are focused on managing the contractor’s commercial interests. Their role begins once the contractor has secured the project. The CQS is responsible for measuring and valuing the work, preparing and submitting interim payment applications to the PQS or client, and ensuring that the contractor is paid correctly and on time. They produce Cost Value Reconciliation (CVR) reports, which track the financial health of the project from the contractor’s perspective, comparing the value of work completed against actual costs. The CQS also manages subcontractor procurement, negotiates subcontract agreements, and assesses subcontractor payment applications. They are heavily involved in the valuation of variations, claims for loss and expense, and any changes in the scope of work that could affect the contractor’s profitability. At the end of the project, the CQS assists in the preparation of the final account from the contractor’s side, aiming to maximise revenue and ensure that all works carried out are compensated fairly.

Question) How do you measure brickwork walls under the New Rules of Measurement and what other items would you measure in association with these?

Answer) The measurement rules for Masonry are contained within section 14 of the New Rules of Measurement. Masonry walls are to be measured in m2 with them being itemised according to wall thickness, type of construction and method of formation. Other items to measure in association with masonry include chimney stacks, arches, brick reinforcement, forming cavities and closing cavities.

Question) What would you do as a Quantity Surveyor if you did not receive an application for payment from the Main Contractor, would you still need to raise a payment notice?

Most standard construction contracts (such as JCT or NEC) set out specific provisions and

Answer) If I were acting as a PQS and did not receive an application for payment from the Main Contractor by the agreed due date, I would firstly:-

• Review the terms of the contract to confirm what it states regarding interim payments, the procedure for submitting applications, and the payment notice deadlines.
• Most standard construction contracts (such as JCT or NEC) set out specific provisions and timelines aligned with the Housing Grants, Construction and Regeneration Act (HGCRA) also known as the Construction Act.
• Under the HGCRA, the payer (typically the client or employer, or their representative such as the PQS) is legally required to issue a payment notice within a specified period after the due date for payment. This requirement remains even if the contractor fails to submit an application for payment.
• If no payment application is received by the contractor, the party responsible for making payment (or their agent, such as the PQS) must still issue a payment notice specifying the sum that is considered due and the basis on which that sum is calculated. This notice must be served within the time period stated in the contract which is usually 5 days after the due date.

In practical terms, I would ensure to:-

1. Check the Contract: Confirm the required dates for payment applications, payment notices, and payless notices (if applicable).
2. Contact the Contractor: As a courtesy and in the interest of good communication, I would inform the contractor that no application has been received and ask if one is forthcoming.
3. Assess the Works: In the absence of an application, I would carry out my own valuation of the works completed up to the payment due date, based on site progress and contract terms.
4. Issue a Payment Notice: I would then issue a compliant payment notice within the specified timeframe, stating the amount I assess as due and how that figure was calculated.

Question) What do you see as the key challenges faced by Quantity Surveyors on a day-to-day basis?

Answer) A key challenge for Quantity Surveyors is the need to remain well-organised and efficient when working to strict deadlines, particularly in relation to payment procedures. For example, under the Housing Grants, Construction and Regeneration Act (HGCRA), there is a legal obligation to issue a payment certificates within five days of the valuation date. This means that interim valuations must be carefully prepared and processed without delay, often under pressure and with a high level of accuracy. Missing these deadlines could result in legal consequences or disputes between the contracting parties.

Additionally, attention to detail is critically important when it comes to measuring quantities and interpreting the scope of works from project drawings. This task requires a precise and thorough approach, as even minor errors such as missing a particular element of the work or undermeasuring an item can have serious financial implications. For example, if an item is not included in the original measurements, it could later be claimed as a variation by the contractor, resulting in unexpected costs for the client. Alternatively, from a contractor’s perspective, undermeasuring a scope item might lead to a reduction in expected profit or result in the contractor absorbing costs that should have been recoverable.

Question) What is an S-Curve?

Answer) S-Curve meaning ‘standard’ refers to the shape of the expenditure profile when shown in graphical form. During the start of a project, the rate of expenditure is typically lower due to site setup and lower value enabling works. As the scheme progresses to the middle of the programme, the rate of expenditure will typically increase as more expensive building components such as M&E and Structural Steel works are installed. Towards the back end of the programme, the rate of expenditure will slow down which is shown by the flattening of the S-Curve.

Question) What are your short and longer-term career goals within Quantity Surveying?

Answer) This question will largely depend on your own personal ambitions but as a guide you could advise that:-

• In the short term, over the next two to three years, my primary goal is to make a strong first impression within the company and to build positive, productive relationships with both internal colleagues and external stakeholders such as clients, contractors, and consultants. I believe that developing a reputation for being approachable, reliable, and professional is essential to laying a strong foundation for a successful career.
• During this period, I also aim to gain a thorough understanding of the company’s systems, procedures, and project delivery standards. I want to learn quickly, adapt to the workflow, and demonstrate that I am capable of contributing effectively to the success of the business. Ideally, within this time, I would like to progress to a level where I am entrusted to manage my own projects and take on greater responsibility, working toward the position of an intermediate Quantity Surveyor or Project QS.
• Looking at my medium to longer-term goals, over the next three to five years, a key objective is to achieve MRICS status through the RICS Assessment of Professional Competence (APC). This professional accreditation is not only a major milestone in any Quantity Surveyor’s career but also a demonstration of high standards, competence, and commitment to the profession.
• Alongside this, I aspire to grow into the role of a highly regarded Project Quantity Surveyor or Senior Quantity Surveyor, taking on more complex and higher-value projects, and providing leadership within the commercial team. I also hope to contribute to the development of junior staff, by helping to mentor and upskill newer team members, ensuring they quickly become familiar with company processes and best practices.
• Finally, a key longer-term ambition is to build strong, long-standing relationships with clients, based on trust, performance, and clear communication. By delivering value and demonstrating commercial expertise, I would also like to play a role in winning repeat business and helping to secure new work for the company, contributing to its continued growth and success.

Question) Can you describe what you see as a typical site-based day for a Quantity Surveyor?

Answer) Having shadowed some Quantity Surveyors previously a typical site based day may involve:-

• Inspection and valuation of contract works on site. This involves assessing the progress of the works, measuring completed items, and verifying that the quality and scope align with the contract documents. These site inspections form the basis for payment recommendations and valuations.
• In addition to this, a Quantity Surveyor is responsible for monitoring and assessing variation claims. As construction projects frequently evolve, it is essential to evaluate any changes to the scope of works, whether initiated by the client or due to unforeseen site conditions, and determine their cost implications.
• The role also involves attending design team and procurement meetings, which are essential for maintaining clear communication among all stakeholders and ensuring the financial and contractual aspects are aligned with the project’s development. These meetings provide opportunities to raise commercial risks, discuss potential value engineering proposals, and ensure procurement timelines are being met.
• Another key responsibility is the preparation and issuance of project cost reports, such as Cost Value Reconciliation (CVR) reports or monthly cost reports, depending on whether the Quantity Surveyor is working on behalf of the contractor or the client. These reports provide ongoing visibility of the project’s financial performance and help in forecasting final outcomes.
• The Quantity Surveyor will also review and process interim valuations, ensuring that payment applications reflect the true value of work completed and that payment notices or certificates are issued in compliance with the contract and relevant legislation, such as the Housing Grants, Construction and Regeneration Act.
• On the administrative side, a Quantity Surveyor may be responsible for the compilation and issuance of contract and subcontract documentation, ensuring that terms are clearly defined and risks are allocated appropriately. Toward the latter stages of a project, the QS would also become involved in the negotiation and agreement of final accounts, aiming to resolve all outstanding commercial matters and agree on the final payment amount due.

Question) Why do you want to be a Quantity Surveyor and what parts of the role do you think you would enjoy?

Answer) I want to be a Quantity Surveyor because I am genuinely interested in how construction projects are delivered from a commercial and contractual perspective, and I enjoy being involved in work that requires both analytical thinking and interpersonal communication.

The role of a Quantity Surveyor is central to ensuring that a project is delivered on time, within budget, and to the required standard, which I find both challenging and rewarding.

One part of the role I think I would particularly enjoy is being responsible for the financial performance of the projects I am involved with. There is a real sense of ownership and accountability in managing budgets, tracking costs, and advising clients or contractors on how best to optimise value without compromising quality.

I also enjoy building longstanding client relationships and take pride in providing a high standard of service. My aim would be to become the go-to contact for clients on all cost-related matters and to be seen as a trusted and reliable professional. I believe this is key to building repeat business and long-term partnerships, which are essential to a successful consultancy or contracting practice.

In addition, I have strong interpersonal skills and enjoy working collaboratively. I think I would really thrive as part of a multidisciplinary team, contributing to shared project goals while continuing to learn from more experienced colleagues. The opportunity to learn from others and grow professionally within a team environment is something I find particularly motivating.

Question) Tell us about your attributes and skills that would make you suitable for a Quantity Surveyor role.

Answer)

• I have a high level of attention to detail, which is essential when preparing cost estimates, reviewing drawings, or assessing variations. Accuracy is critical in this role, and I take pride in being meticulous in my work.
• I am a quick learner and able to adapt to new systems, processes, and environments efficiently. This is especially important in the early stages of my career, as I look to absorb as much knowledge as possible from colleagues and real-world experience.
• My strong numerical skills also form a solid foundation for success in cost planning, valuations, and financial analysis. I enjoy working with numbers and have the ability to interpret data and present it clearly and logically.
• I consider myself a calm and determined negotiator. I believe that successful negotiations come from good preparation, clear communication, and an ability to understand the perspectives of all parties. I aim to be fair yet assertive, ensuring that contractual entitlements are protected without damaging relationships.
• Working as part of a team is something I genuinely enjoy. I perform well in team environments and contribute positively to group dynamics. I also have excellent client care skills and understand the importance of building trust and maintaining professional relationships through clear, respectful, and responsive communication.
• In addition, I possess sound commercial and contractual awareness, which I continue to develop through practical experience and study. I am also a resourceful and solution-focused individual, able to think critically when facing challenges on a project.

Question) Can you explain some of the different procurement routes you are aware of?

Answer)

• Traditional procurement is where the design is fully developed by the client’s design team before a contractor is appointed. In this model, the contractor is responsible only for construction, and the client retains control over design. This route offers a high level of cost certainty but can be slower in terms of project delivery.
• Design and Build (D&B) procurement results in the contractor being responsible for both the design and the construction of the project. This approach allows for a more integrated process and can lead to time and cost savings through overlapping design and construction phases. However, it also means that the client has less direct control over the design once the contract is awarded.
• Management Contracting is a route where a management contractor is appointed early in the process to manage the works, which are delivered through a series of trade packages. The management contractor is not responsible for the physical construction but instead oversees the procurement and coordination of subcontractors. This method allows for early start on site and flexibility in design development, but it can expose the client to more risk.
• Construction Management is similar to management contracting however the client appoints individual trade contractors directly instead of via a management contractor. The construction manager acts as an agent rather than taking on any contractual risk. This procurement route gives the client full control and flexibility but requires a high level of expertise and involvement from the client as they may need to deal with each trade contractor directly.

Question) Are you aware of any industry legislation that affects the construction industry and Quantity Surveyors in particular?

Answer)

• There are several key pieces of legislation that affect the construction industry and are particularly relevant to the role of a Quantity Surveyor. One of the most important is the Housing Grants, Construction and Regeneration Act (HGCRA). This legislation governs payment procedures in construction contracts and aims to reduce disputes by ensuring fair and prompt payment through mechanisms such as the issue of payment notices and the right to adjudication.
• Another significant regulation is CDM 2015 (Construction Design and Management Regulations). These regulations place legal duties on those involved in construction projects, including Quantity Surveyors, especially when they are considered “designers.” Under CDM, a QS must ensure that health and safety considerations are embedded into the design and planning stages of the project.
• The Building Regulations also play a critical role, as they set the standards for design and construction to ensure the safety and efficiency of buildings. While not typically enforced by QSs directly, understanding these regulations is important when cost planning or assessing compliance-related variations.
• In terms of workplace safety, the Health and Safety at Work Act 1974 imposes general duties on employers and employees to maintain a safe working environment. QSs may be involved in supporting compliance by assessing risks associated with site works and procurement.
• The General Data Protection Regulation (GDPR) also affects QSs, especially when handling personal data, such as when issuing contract correspondence or compiling project documentation. It’s important that personal data is processed in a secure and compliant manner.
• The Climate Change Act 2008 has increasing relevance in the industry. It influences how sustainability targets are integrated into construction projects, and Quantity Surveyors may be expected to advise on cost-effective ways to achieve environmental compliance and reduce carbon impacts through materials or energy-efficient systems.

Question) What approach would you have if you were asked to resolve a problematic final account?

Answer)

• I would take a methodical, collaborative, and evidence-based approach to ensure a fair and timely resolution.
• The first step would be to gather and review all relevant supporting documentation, including contract terms, variations, site instructions, correspondence, and progress records.
• I would also assess whether any of the contractor’s claims have legal or contractual merit and prepare a position internally with the client and project team.
• I would work with the client to agree on which items we are prepared to concede on and where we must maintain our contractual position. Having a clear understanding of our priorities and areas of flexibility helps to guide productive discussions.
• I would then look to organise a meeting involving the key stakeholders, typically the contractor or their Quantity Surveyor, the client, and possibly the contract administrator or project manager. The aim would be to create a calm and constructive environment where all parties feel able to voice their perspectives and concerns.
• During the meeting, I would present our position clearly, using substantiated evidence such as site records, instructions, and valuation logs to support our case. I would encourage open discussion on disputed items and seek agreement through reasoned negotiation, always keeping in mind the commercial and relationship implications of the outcome.
• Where verbal agreements are reached, I would ensure that these are formally recorded in writing, either in the meeting minutes or through a follow-up communication, to avoid any ambiguity later. This ensures that everyone is clear on what was discussed and agreed, helping to close the account on a clear and professional basis.
• Ultimately, my goal would be to reach a fair settlement that reflects the true value of the works carried out, while maintaining good working relationships and upholding contractual integrity.

Question) Can you please explain your understanding of the term Provisional Sum?

Answer)

• A provisional sum is a specific amount of money included within a construction contract to cover the cost of a particular item of work where the full design details or scope are not yet known or finalised at the time the contract sum is agreed.
• The inclusion of a provisional sum allows the project to proceed without having complete information about every element, providing flexibility for items that require further development or investigation. Provisional sums can be categorised as either defined or undefined, depending on how much information is available about the work at the time of contract signing.

Question) Can you please explain the difference between a defined and a non-defined provisional sum?

Answer)

• A defined provisional sum means that the scope of work is clearly described and understood. There is enough information available, such as drawings, specifications, or schedules, to enable the contractor to reasonably estimate the cost of the work. In this case, the contractor is assumed to have included all associated preliminary costs for carrying out the work within the provisional sum, and the amount can be fairly considered a realistic budget for the item.
• In contrast, a non-defined provisional sum applies when the scope of work is unclear, incomplete, or not sufficiently described at the time the contract is entered into. Because the contractor cannot accurately estimate the work required, preliminary costs such as setup, mobilisation, or design development are not considered included in the provisional sum. Therefore, the contractor may seek additional costs beyond the provisional sum to cover these preliminary or unforeseen expenses once the work becomes clearer.

Question) Please explain your understanding of the term retention.

Answer)

• Retention is a financial mechanism used in construction contracts whereby a portion of the payment due to the contractor is withheld at the time of making interim payments. This sum is typically held back as security to ensure that the contractor completes the work satisfactorily and addresses any defects or outstanding issues.
• Retention amounts commonly range from around 3% to 5% of the contract value, depending on the specific terms agreed in the contract.
• The retention serves as an incentive for the contractor to return to the site and rectify any defects identified during or after completion. Typically, half of the retention amount is released upon practical completion, which is when the works are substantially complete and fit for use.
• The remaining half is usually withheld until the end of the defects liability period, once all defects have been corrected and the works fully meet the contract requirements. This staged release of retention helps protect the client or main contractor from financial risk related to incomplete or faulty work.

Question) What is the significance of Practical Completion being granted?

Answer)

• The granting of Practical Completion is a significant milestone in a construction project as it marks the formal point at which the works are considered to be substantially complete and fit for their intended use, even if minor defects or outstanding items remain to be addressed. It carries a number of important contractual and commercial implications for both the client and the contractor.
• Firstly, upon achieving Practical Completion, 50% of the retention sum that has been withheld throughout the duration of the project is typically released to the contractor, in accordance with the contract terms. This reflects the fact that the majority of the work has been completed and the client is now taking possession of the building.
• Secondly, ownership and responsibility for the building are handed over from the main contractor to the client. This handover means that the client can begin occupying or using the building, and the contractor no longer bears the primary responsibility for the site.
• At the same time, the defects liability period begins. This is a defined period—usually 6 to 12 months—during which the contractor is obliged to return and rectify any defects or incomplete work that becomes apparent. This provides a level of protection to the client in case issues arise after Practical Completion.
• Another important consequence is that the insurance responsibility for the building typically transfers from the contractor to the client. The client must now ensure that appropriate insurance is in place to protect the building, its contents, and any ongoing activities within it.
• Lastly, the liability for Liquidated and Ascertained Damages (LADs)—which are pre-agreed sums payable by the contractor for failing to complete the works on time—ceases to apply from the date of Practical Completion. If the project experienced delay prior to Practical Completion, LADs may still be applied for that period, but no further damages can be levied beyond this date.

Question) What would happen if practical completion was not achieved on time?

Answer)

• If Practical Completion is not achieved by the agreed completion date, this is considered a delay under the terms of the construction contract. In such circumstances, it is important that the contract administrator or employer’s representative issues a Non-Completion Certificate to formally record the fact that the contractor has failed to complete the works on time. This certificate is essential for preserving the employer’s right to claim Liquidated and Ascertained Damages (LADs) for the period of delay.
• Failure to issue a Non-Completion Certificate can have serious contractual implications. Specifically, if the employer does not issue this certificate and no formal extension of time has been granted, then “time may become at large.” This legal principle means that the original completion date is no longer enforceable, and instead, the contractor is only required to complete the works within a reasonable time. As a result, the employer loses the right to impose LADs, since there is no longer a fixed, contractually binding completion date against which the delay can be measured.
• To prevent this situation and to retain contractual control over the project timeline, it is advisable to issue the Non-Completion Certificate as soon as it becomes evident that the contractor will not complete the works on time. This ensures that the employer can continue to apply LADs in accordance with the contract, and it maintains a clear and enforceable position regarding the contractor’s obligations.

Question) What are Liquidated Damages?

Answer)

• Liquidated Damages (LDs) also commonly referred to as Liquidated and Ascertained Damages (LADs) are a pre-agreed sum of money stipulated in a construction contract that the contractor must pay to the employer if the project is not completed by the contractual completion date and no extension of time has been granted.
• The purpose of liquidated damages is to serve as a genuine pre-estimate of the financial loss that the employer is likely to suffer as a result of the delay. This might include losses such as delayed rental income, additional finance charges, or loss of business opportunities due to the late delivery of the project.
• By agreeing this amount in advance, both parties have certainty and clarity on the consequences of delay. It also avoids the need for the employer to prove actual losses through lengthy legal processes. The agreed sum must, however, be reasonable and proportionate to the likely losses at the time the contract is entered into. If it is deemed excessive or punitive, a court may rule the clause unenforceable, in which case the employer would have to pursue actual damages instead.
• In summary, liquidated damages are a contractual mechanism to fairly compensate the employer for delay, while also incentivising the contractor to complete the works on time. They must be carefully calculated to ensure enforceability and fairness to both parties.

Question) What if the client tells you the LADs are to be £100,000 per week?

Answer)

• If a client informs me that they intend to include Liquidated and Ascertained Damages (LADs) at a rate of £100,000 per week, my first step would be to review the basis of this figure and ensure that it reflects a genuine pre-estimate of financial loss the client would likely incur in the event of a delay to project completion.
• LADs are intended to be a fair and reasonable forecast of the losses the employer would suffer due to late delivery, such as loss of revenue, additional rental costs, or reputational damage. They are not meant to act as a penalty.
• I would explain to the client that if the figure appears to be excessive, arbitrary, or punitive and cannot be justified with evidence of actual or anticipated loss it may not be enforceable in court.
• Under English contract law, courts are unlikely to uphold LADs that are disproportionate and intended to punish the contractor rather than compensate the employer for real losses.
• If the figure of £100,000 per week is challenged by the contractor and is found not to reflect a genuine pre-estimate of loss, then the LAD clause may be deemed invalid, meaning the client would be unable to rely on it to recover damages.
• Instead, the client would have to pursue the contractor for general damages, which would require the employer to substantiate actual losses suffered due to the delay. This process would likely involve formal dispute resolution mechanisms, such as adjudication, arbitration, or litigation, and would place a higher burden of proof on the employer.
• Therefore, I would advise the client to review the LAD figure carefully and ensure it is justifiable and properly documented, ideally through a delay and cost impact analysis. This would strengthen the enforceability of the LAD provision and reduce the risk of it being struck out as a penalty.

Question) What is the difference between a cost estimate and a cost plan?

Answer)

• A cost estimate is typically produced during the early stages of a project when limited design information is available. It provides an initial indication of the likely cost of the works and is often based on historical cost data, industry benchmarks, and standard cost per square metre rates. For example, an early cost estimate might involve taking the gross internal floor area of a proposed building and applying a suitable cost per m² rate derived from similar completed projects. Because it is based on preliminary or conceptual information, the level of accuracy of a cost estimate is relatively low, and it is primarily used to determine overall project feasibility or to inform early budget decisions.
• A cost plan is a more detailed and structured document that is developed and refined as more design information becomes available. A cost plan breaks the overall cost of the project down into individual building elements or components, such as substructure, superstructure, finishes, services, external works, preliminaries, and professional fees. This elemental breakdown allows for a more precise allocation of costs and helps identify areas where value engineering may be required to keep the project within budget.
• As the project progresses and the design becomes more detailed, the cost plan is updated and refined to reflect design developments and market conditions. It becomes a key cost control tool, helping to track the impact of design changes on the overall budget and ensuring that the client’s financial objectives are met.

Question) Which forms of contract are you aware of?

Answer)

• I am aware of a range of standard forms of construction contracts that are commonly used across the UK and internationally. These contracts vary in terms of complexity, risk allocation, and the type of procurement route they support. Below are the main forms I am familiar with:-
  • JCT Minor Works Contract – This form is typically used for small-scale construction projects with straightforward design and construction requirements. It is suitable where the client provides the design and where minimal contractor design input is required.
  • JCT Intermediate Building Contract – This contract is appropriate for projects of medium complexity. It provides more detail than the Minor Works form but is not as comprehensive as the Standard Building Contract. It supports traditional procurement where the design is mostly complete prior to tender.
  • JCT Design & Build Contract – This form is used where the contractor takes on responsibility for both the design and construction of the works. It is commonly used in single-point responsibility procurement routes and allows for a more streamlined approach, especially when the client wants to pass on design risk.
  • NEC Option A – Priced Contract with Activity Schedule – This is a lump sum contract where payment is made against an agreed activity schedule. It offers a clear pricing structure and is suitable where the scope of work is well defined.
  • NEC Target Cost Contract – Under this form, the contractor and employer agree on a target cost, and any savings or overruns are shared according to pre-agreed pain/gain share mechanisms. It promotes collaboration and incentivises cost efficiency while sharing risk between the parties.

Question) How do you keep up to date with current affairs and matters that affect the Quantity Surveying profession?

Answer)

• To ensure I remain up to date, I regularly read a variety of trusted sources including:-
  • Building Magazine – which provides valuable insights into the latest trends, challenges, and developments across the construction industry. It covers key topics such as market forecasts, legislation changes, sustainability, and the impact of economic fluctuations on construction activity.
  • Estates Gazette – which is a leading source of news and analysis in the property and real estate sector. It offers useful context on how changes in the commercial property market might affect construction demand, tender opportunities, and investment trends.
  • BCIS (Building Cost Information Service) Tender Price Indices and related updates – this helps me understand inflationary pressures, regional variations in tender prices, and market sentiment, all of which influence how we forecast and manage project costs.
  • RICS Guidance Notes and Practice Statements – which are essential for ensuring I remain compliant with professional standards and best practices in cost management, procurement, and contract administration.

Question) Please explain your approach if you realised you had overvalued the works.

Answer)

• The first step would be to recheck the valuation in detail, reviewing the measurements, agreed rates, and any variations or changes that may have contributed to the overstatement. It is important to understand the cause of the error whether it was a simple miscalculation, a misunderstanding of the scope, or an over-certification of work that has not yet been completed.
• Once I have identified and confirmed the overvaluation, I would then inform the relevant parties whether that be the contractor (if acting for the client), or the client (if acting for the contractor) and work collaboratively to agree a sensible and fair adjustment. It is important to be honest and professional when errors are identified, as maintaining trust and integrity is vital in any commercial relationship.
• If the issue is discovered within the timeframe permitted by the contract, I would explore whether it is possible to issue a revised valuation or a Pay Less Notice (if applicable under the Housing Grants, Construction and Regeneration Act 1996 or the specific contract terms). This would allow for the correction to be formally recognised and actioned within the current payment cycle.
• If a formal adjustment within the current cycle is not contractually possible for example, if the payment notice deadline has passed I would record the overvaluation clearly and ensure that the correction is applied in the next interim valuation. This ensures that the payment profile realigns with the actual progress of works and that the project remains financially accurate going forward.
• Throughout the process, I would keep clear written records of all communications and decisions, and ensure that any amendments are mutually agreed and substantiated by supporting documentation such as site progress records, photographs, or updated drawings.

Question) What are the main methods of choosing a contractor?

Answer)

• There are several recognised methods of selecting a contractor for a construction project, each with its own advantages and suitable applications depending on the nature, complexity, and time constraints of the works. The main methods include open tendering, selective tendering, negotiated tendering, and serial tendering.
• Open tendering is a method where the invitation to tender is publicly advertised, allowing any interested contractor to submit a bid. This approach promotes transparency and open competition, which can help achieve the best market price. However, it may attract bids from contractors who are not necessarily suitable or experienced in the type of project, and the tender evaluation process can be time-consuming due to the high number of submissions.
• Selective tendering involves inviting a limited number of pre-qualified or shortlisted contractors to submit tenders. This method is often preferred where quality, reliability, and specific experience are important considerations. Selective tendering can be carried out as either a single-stage or two-stage process. In single-stage selective tendering, contractors submit full tenders based on a complete set of design information. In a two-stage tender, a contractor is appointed early on a preliminary basis (typically based on preliminaries and profit), and then collaborates with the client and design team to finalise costs in the second stage once more information becomes available.
• Negotiated tendering is where the client negotiates the contract directly with a preferred contractor, often one with whom they have previously worked or who has specific expertise in a project type. This method is commonly used for specialist or fast-track projects where time is limited or continuity of service is important. It allows for close collaboration from an early stage and can lead to better risk allocation and more accurate pricing. However, it lacks competitive tension and may not always result in the most cost-effective outcome.
• Serial tendering is used where similar works are planned over a series of projects or over a set period. In this case, contractors tender using a fixed schedule of rates or prices which are then applied to multiple projects. This approach is particularly efficient where standardisation, repeatability, and speed of procurement are important, as it avoids the need to re-tender each individual project.

Question) How do you conduct yourself with a new client?

Answer)

• When meeting a new client, I believe it is essential to create a positive and professional first impression. I always ensure that I conduct myself in a manner that is friendly, engaging, and enthusiastic, as this helps build rapport and demonstrates my genuine interest in their project and needs.
• I make it a point to be inquisitive and attentive, asking questions to better understand the key challenges and objectives the client is facing. This allows me to tailor my advice and support effectively, showing that I am focused on delivering solutions that meet their specific requirements.
• Throughout all interactions, I maintain a high standard of professionalism. This includes being well presented which reflects respect for the client and the business environment. I am always polite, conscientious, and respectful in my communication and behaviour, ensuring that the client feels valued and confident in my ability to manage their project competently.
• In addition, I strive to be reliable and responsive, demonstrating that I am committed to meeting deadlines and maintaining clear and open lines of communication. Ultimately, my approach is to establish a foundation of trust and mutual respect, which is critical for fostering long-term positive working relationships.

Quantity Surveying Job Interview Questions & Answers Video Practice

Question) Why is client care so important?

Answer)

• Client care is a critical aspect of any Quantity Surveying practice because it directly influences the reputation, success, and sustainability of the business. Practices that consistently provide excellent client care are much more likely to retain their existing clients and generate new business opportunities through positive recommendations and testimonials. Satisfied clients often become repeat customers and can act as valuable advocates, helping to expand the firm’s network and project portfolio.
• Conversely, a failure to deliver good client care can lead to dissatisfaction, formal complaints, and in the worst cases, claims of professional negligence against the practice. These complaints and insurance claims are not only costly but can also create a stressful working environment that negatively impacts staff morale and performance. The time and resources required to resolve such issues can divert attention from core business activities, causing further inefficiencies.
• To prevent these negative outcomes, it is essential to approach client care with diligence and proactive management. This includes maintaining manageable workloads, effective resource planning, and having well-established procedures for obtaining and responding to customer feedback. By actively listening to clients and addressing their concerns promptly, Quantity Surveyors can build stronger relationships and avoid costly disputes, ensuring long-term business success.

Question) How do you establish trust with a new client?

Answer)

• Establishing trust with a new client begins with being transparent and honest in all interactions. I ensure that I communicate openly about my actions, decisions, and any challenges that arise, so the client feels informed and confident in my handling of their project.
• I take the time to learn about the client’s business, their long-term objectives, and the key challenges they are facing. Understanding their goals allows me to align my services with their expectations and demonstrate that I am invested in their success.
• I always operate within the limits of my expertise and competence, ensuring that I provide advice and services only where I am qualified. If necessary, I am open about seeking additional support or escalating matters to more experienced colleagues, which reinforces my commitment to delivering accurate and reliable guidance.
• Maintaining a professional demeanour at all times is crucial, including being punctual, courteous, and respectful. I also consistently strive to provide a high level of service, responding promptly to inquiries, meeting deadlines, and keeping the client updated on progress.
• Through these actions, I build a foundation of reliability and respect, which are key to establishing and maintaining trust with new clients over the course of the project and beyond.

Question) How would you advise a client who wanted to know what sources of cost information are available to compile a feasibility estimate?

Answer)

• When advising a client on compiling a feasibility estimate, I would explain that there are several key sources of cost information that can be used to develop a reliable preliminary budget for their project.
• Firstly, I would highlight the importance of internal benchmarking data. This includes cost information from previous projects undertaken by the client or the contractor, which can provide valuable insight into costs that are specific to the client’s typical project types, location, and quality standards.
• Additionally, previous tender submissions from similar projects can serve as a useful reference. Reviewing past bids allows us to understand recent market rates and contractor pricing strategies, which can help inform a realistic estimate.
• There are also several well-established industry sources of cost information that are widely used within the construction profession. For example, the Building Cost Information Service (BCIS) provides detailed and up-to-date cost indices and elemental cost data across a variety of building types and regions. BCIS is a trusted and comprehensive source that helps benchmark costs against national averages.
• Other useful published references include SPONS, a standard reference book offering detailed construction prices and rates for different elements of work, and Laxtons, which provides commercial and residential construction cost data. These publications are regularly updated to reflect current market conditions and offer breakdowns of rates by work categories, materials, and labour.

Question) What kind of cost advice did you provide to your client as the design progressed from RIBA Work Stage 1 to Stage 4?

Answer)

• At RIBA Work Stage 1 – Preparation & Brief, the level of design detail available was quite limited, typically confined to a schedule of accommodation and the client’s high-level design aspirations. At this early stage, I was able to prepare a cost per square metre estimate by using internal benchmarking data alongside reliable industry sources of cost information. By applying appropriate cost rates to the Gross Internal Floor Area (GIFA), I was able to provide the client with a high-level feasibility estimate. This estimate gave the client an initial understanding of the potential financial scope of the project and helped inform early decisions about project viability and budget setting.
• As the design advanced through RIBA Work Stages 2 to 4 – Concept Design through to Technical Design, more detailed project drawings and specifications became available. With this increased level of information, I was able to move beyond high-level estimates and prepare a more detailed elemental cost plan. This involved carrying out a detailed quantity take-off from the project drawings, allowing me to break down the building’s cost into specific elements such as substructure, superstructure, building services, finishes, and professional fees.
• Providing the client with this elemental breakdown allowed for much greater accuracy and transparency in the cost advice. It also enabled the client to understand where major costs were being allocated and to make informed decisions about design adjustments or value engineering opportunities to keep the project within budget. This ongoing cost advice ensured that the client remained fully informed as the design developed, helping to manage financial risks and align the design with the client’s budgetary constraints.

Question) What level of contingency did you recommend to the Client?

Answer)

• To recommend an appropriate level of contingency for the project, I worked closely with the Project Design Team to jointly develop a comprehensive risk register. This register identified all potential risks that could impact the cost or delivery of the project, ranging from design uncertainties to site conditions and market fluctuations.
• For each identified risk, we assessed both the probability of the risk occurring and the impact it would have on the project’s cost if it were realized. My role was to advise the team on how to appropriately allocate a cost allowance for each risk based on this assessment. This involved estimating the financial implication of each risk and considering how likely it was to happen.
• By pricing the risk register in this way and applying probability and impact weightings, we were able to calculate a contingency allowance that reflected the realistic level of uncertainty associated with the project at that particular stage of design. This contingency was not a fixed figure; it was regularly reviewed and updated as the scheme progressed and uncertainties were either resolved or new risks identified. This dynamic approach ensured that the contingency remained accurate and appropriate, helping the client manage financial risk without unnecessarily inflating the project budget.

Question) How would you advise the client to proceed if the cost plan exceeds the budget?

Answer)

• If the cost plan exceeds the client’s budget, my first step would be to thoroughly analyse the cost breakdown to identify the specific elements or areas where costs have increased beyond the original expectations. This involves assessing whether any particular components of the work are abnormally high compared to earlier cost estimates or industry benchmarks.
• Once the source of the cost increase is clearly understood, I would work closely with the client and the design team to propose value engineering options. Value engineering involves reviewing the design and specifications to find alternative materials, methods, or solutions that can reduce costs without compromising the overall quality or functionality of the project. This collaborative approach allows the project to be adjusted in a way that brings costs back in line with the client’s budget while still meeting their key objectives.

Question) What items have you typically excluded when producing feasibility cost estimates?

Answer)

• Professional fees.
• VAT.
• Client decant costs.
• Loose fixtures and fittings.
• Inflation.
• Site acquisition costs.
• Section 106s.
• Removal of asbestos.

Question) Why is VAT typically excluded from a cost estimate?

Answer)

• Because different clients will incur different levels of VAT.
• I would not typically be in a position to know the correct rate unless informed of it.

Question) Can you tell me what elements you would include within an interim Valuation?

Answer)

• Firstly, I would include an assessment of Preliminaries, which refers to the costs associated with the general running of the site and project—such as site accommodation, health and safety provisions, and management costs. These are usually valued on a time-related basis or as a percentage of completion.
• Next, I would assess the Measured Works, which are the actual permanent works carried out on site in accordance with the contract drawings and specifications. This involves measuring and valuing the quantities of work completed to date against the contract bill of quantities or schedule of rates.
• Another important component is the inclusion of Variation Items. These are works that fall outside the original contract scope but have been instructed by the client through a variation order. It is important to assess the value of any variations that have been carried out since the last valuation, whether on a measured basis or through agreed lump sums.
• I would also include the value of Materials on Site, which refers to materials and products that have been delivered to site and are properly stored for future incorporation into the works. These materials must be inspected and confirmed as compliant before being included.
• In certain circumstances, it may be appropriate to include Materials Off Site. This is only done where the contract allows for it, and strict conditions are met—such as proof of ownership, insurance, and an agreement that the materials are earmarked for the project. These might include long lead items or prefabricated elements stored in a third-party facility.
• If applicable, I would also assess any Loss and Expense Claims submitted by the contractor due to disruption, delays, or other legitimate reasons. These would need to be substantiated with appropriate supporting documentation and assessed in line with the contract provisions.
• Finally, the valuation would account for Retention, which is a percentage of the value of the works held back as security to ensure the contractor completes the works properly and returns to fix any defects. This would usually be deducted at the appropriate rate (e.g., 3% or 5%) unless practical completion has been achieved, in which case a portion of the retention may be released.

Question) How would you advise your clients on using standard vs. bespoke forms of contract?

Answer)

• My advice to clients would depend on their project objectives, level of risk tolerance, and the complexity of the project. I would firstly seek to understand their needs and then clearly explain the advantages and implications of using a standard form versus a bespoke contract.
• For standard forms of contract, such as those published by JCT, NEC, or FIDIC, I would highlight the following key benefits:-
  • Prepared by legal and industry experts: Standard forms are developed by bodies with deep legal and construction industry knowledge, ensuring they are balanced and comprehensive.
  • Clearly defined roles and responsibilities: These contracts outline the rights, obligations, and procedures for each party, reducing ambiguity and potential for dispute.
  • Established risk allocation: Risks are generally allocated in a way that reflects industry norms and are more likely to be accepted by all parties.
  • Widespread familiarity: Clients, consultants, and contractors are often already familiar with these forms, leading to smoother administration and fewer misunderstandings.
  • Cost and time efficiency: Using a standard form avoids the need to draft a new contract from scratch for each project, reducing legal fees and administrative effort.
  • Established case law: These forms have been tested in court over time, providing helpful legal precedent and clarity on how clauses are likely to be interpreted.
• However, I would also advise that bespoke amendments or even fully bespoke contracts might be suitable in certain situations, particularly where:-
  • The project is highly complex or unusual and falls outside the scope of standard provisions.
  • The client has very specific commercial objectives or unique operational requirements.
  • Greater flexibility is needed that standard forms cannot easily accommodate.
• In those cases, I would advise that bespoke forms or heavy amendments come with increased risk, including potential ambiguity if the clauses are not clearly drafted and higher legal costs to prepare and review. There is also less predictability in how clauses might be interpreted due to lack of legal precedent.

Question) How would you value materials off-site?

Answer)

• When valuing materials off-site, I would ensure the following items are obtained where applicable in order to protect the client’s interests:-
  • Vesting Certificate: Proof that ownership of the materials will transfer to the employer upon payment.
  • Insurance: Evidence that the materials are insured while off-site, until delivery and incorporation into the works.
  • Identification and Separation: Materials must be clearly marked for the specific project and stored separately to avoid any confusion or misuse.
  • Off-Site Materials Bond: If required by the contract, a bond should be in place to guarantee the value of the materials in the event of loss or contractor insolvency.
• These steps safeguard the employer’s investment and ensure that off-site valuation is compliant and auditable.

Question) What items would you normally include within a cost report or financial statement?

Answer)

• A typical cost report or financial statement would include the following elements:-
  • Contract Sum: The original agreed sum under the building contract.
  • Instructed Variations: Variations formally instructed and priced.
  • Forecast Variations: Potential or anticipated variations (e.g. Early Warnings or pending instructions).
  • Claims: Including loss and expense claims, assessed and under review.
  • Anticipated Final Account: A forecast of the total out-turn cost, including all known risks and opportunities.
  • Certified Payments to Date: Total of interim certificates issued.
  • Provisional Sum Adjustments: Any changes to provisional sums based on defined scope or post-tender design development.
• This structure provides the client with a clear and up-to-date financial position of the project, helping with cash flow forecasting and budget management.

Question) What is the purpose of a financial report?

Answer)

• The purpose of a financial report is to:-
  • Track project expenditure against budgeted values, acting as a cost control tool to ensure financial discipline.
  • Provide the client with real-time insight into current costs, projected final account value, and any anticipated savings or overruns.
  • Highlight variances between the original budget and actual or forecast costs, allowing for timely decision-making and potential corrective actions.
  • Report on commercial progress, including variations, claims, and adjustments to provisional sums, compared to pre-contract expectations.

Question) How would you advise the client on reviewing an adverse weather claim?

Answer)

• Upon receipt of an adverse weather claim, I would advise the client as follows:-
  • Request supporting data from a reliable and independent source, such as the Met Office, covering the specific location and timeframe of the works.
  • Review historical weather records to assess whether the claimed weather conditions were indeed abnormal for the time of year and region.
  • Ensure the claim includes specific reference to how progress on critical path activities was affected, as only weather impacting these works would warrant entitlement to an extension of time.
  • Scrutinise the duration of the prolongation to ensure it is proportionate to the actual delay caused, and that no betterment or concurrent delays are embedded in the claim.
  • This structured approach ensures the employer’s position is protected while also acknowledging genuine entitlements.

Question) What is a Prime Cost Sum (PC Sum)?

Answer)

• A Prime Cost Sum is:-
  • A sum included in the contract for materials or goods where the exact item has not yet been selected or priced at the time of entering into the contract.
  • It excludes profit, overheads, and installation, which the contractor is usually paid in addition based on percentages stated in the contract.
  • Common examples include kitchen fittings, sanitaryware, roof tiles, or bricks (e.g., cost per 1,000 units).
  • Once the actual item is selected, the difference between the PC sum and the actual cost is adjusted, along with any agreed profit and attendance allowances.

Question) How would you advise your client on dealing with an error found in the Bill of Quantities (BoQ)?

Answer)

• Upon identifying an error in the BoQ, I would advise as follows:-
  • If discovered pre-contract: The error should be raised immediately with the contractor, and action taken in line with the tender rules or Instructions to Tenderers usually involving correction of the BoQ and re-submission or clarification.
  • If discovered post-contract: The signed contract terms take precedence. Generally, the rate stated in the contract must stand, even if incorrect, unless both parties mutually agree to amend it.
  • Some standard forms (e.g., JCT, NEC) allow for correction of errors if discovered early, but this depends on the specific conditions of contract.

Question) How do you advise your clients when selecting a procurement route?

Answer)

• When advising clients on procurement strategy, I ensure the client’s key project drivers are fully understood and considered. This typically involves assessing priorities across:
  • Cost certainty (fixed price vs. flexible pricing)
  • Programme/time (speed of delivery, early start on site)
  • Design control (client-led design vs. contractor design input)
  • Quality assurance (monitoring and standards compliance)
  • Risk allocation (design risk, price risk, and programme risk)
• I would provide an objective comparison of procurement routes such as Traditional, Design & Build, Construction Management, or Management Contracting, including hybrid options.
• For example:-
  • If risk transfer is a priority, Design & Build may be appropriate, where the contractor assumes greater responsibility but this comes with trade-offs in design control and may lead to risk premiums. In contrast, Traditional procurement gives the client greater control over design and quality but retains more risk.

Question) After valuation and certificate are issued, the client advised that they don’t have sufficient funding to make the payment. What would you do in this scenario?

Answer)

• Once the certificate has been issued to the contractor, the client is contractually obliged to honour payment of the certificate and cannot withhold money without a valid reason.
• If this were the case, I would contact the client and contractor ASAP to arrange some form of payment. It may be the case that the client has insufficient funds available in time for the final date for payment and it may be possible to defer payment by 1-2 days.
• Failing this or if the contractor is unwilling to delay the payment, the client would need to finance the payment through other funds to honour the certificate.

Question) What is the defects liability period?

Answer)

• The defects liability period is typically a 52-week period following the issuance of the Substantial Completion Certificate, during which the contractor is responsible for rectifying any defects that arise within the structure, provided these defects are due to materials or workmanship not meeting the contractual standards, at the contractor’s expense.
• If the contractor fails to address the defects, the employer has the right to engage another contractor to carry out the repairs and recover the costs from the main contractor.
• Additionally, the retention money held can be used to cover the costs of making good any defects identified during this period.

Question) What is a Cost Value Reconciliation?

Answer)

• A Cost value reconciliation is used to measure the projects ongoing costs and income against budgeted values at the start of the project. 
• This allows the profitability of the project to be determined at a given point in time throughout the project lifecycle.

Question) How would you prepare a Cost Value Reconciliation?

Answer)

• I would determine the cumulative costs and value of the project to a set given point in time.
• The cut-off date may coincide with an agreed accounting period or month end period which I would establish with the project management team.
• I would carry out cost checks to ensure that:-
  • No high value fluctuations in costs or value are expected during the reporting period.
  • That all work in progress is accounted for and the reported values are inline with subcontractor’s measures and liabilities.
  • Risk and contingency items have been included for items not yet agreed.
• When all costs and value items are finalised I would then determine the current profitability of the project and compare this against the original budgeted values.

Question) Please explain your understanding of the term ‘Accruals’?

Answer)

• Accruals are accounting entries made within financial systems to recognise expenses or liabilities that have been incurred but not yet paid, such as anticipated invoices from subcontractors or suppliers.
• They are calculated as the difference between the total amount owed and the payments already made, effectively estimating future cash outflows.
• Accruals are retained to reflect these expected payments, and over time, as the liabilities are settled, older accruals may be reduced or released if the payments are no longer expected, ensuring the financial statements accurately represent the company’s financial position.

Question) Please explain your understanding of the term ‘Contra Charge’?

Answer)

• A contra charge is a deduction made from a subcontractor’s payment to recover costs incurred by the main contractor or client due to the subcontractor’s activity on site.
• For example, if a subcontractor damages property or equipment because they did not adequately protect their work area, a contra charge would be issued to offset the costs associated with repairing or replacing the damaged items.
• Essentially, it acts as a financial adjustment to ensure the subcontractor bears responsibility for any additional expenses caused by their actions or negligence during the project.

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