RICS APC Project Management Questions You Must Know

During this post we’ll review some practice questions and answers focussed on the Project Management Pathway. This mock interview will cover the core competencies for the PM pathway including Leading Projects People & Teams, Programming & Planning, Managing Projects, Development Appraisal, Construction Technology, Contract Practice and Commercial Management. From my experience of helping colleagues pass their APC over the last 9 years, I compiled the following questions & answers based on past interviews and really hope this helps candidates feel better prepared for their final assessment interview.

The following Questions & Answers are focussed on the Project Management pathway

Leading Projects, People & Teams

Question) What are the key differences between hard and soft skills?

Answer) Soft skills are often referred to as interpersonal skills as they relate to how individuals interact with others in the workplace. These skills emphasise attributes such as verbal communication, the ability to offer motivational support, empathy and understanding of different personalities within a team. Additionally soft skills include negotiation skills which are essential for resolving conflicts and securing agreements as well as leadership qualities that enable individuals to inspire and guide others effectively. On the other hand, hard skills are more technical in nature and are often measurable and tangible. These skills are typically acquired through education, training, or hands-on experience. Examples of hard skills include advanced programming knowledge, fluency in foreign languages, recognised professional qualifications, strong analytical abilities and proficiency in mental arithmetic. Unlike soft skills, which are more subjective, hard skills can be tested and quantified through exams or practical assessments.

Question) What is the difference between coordination and management?

Answer) Coordination involves organising and sequencing the deliverables of a project in a logical and efficient manner. It ensures that different tasks, teams and resources are aligned to meet project goals within the given timeframe. The primary focus of coordination is to facilitate smooth workflows, avoid bottlenecks and ensure that various components of a project are fully integrated. Management however is a broader concept that involves exerting control over the project, its team members and its deliverables. A manager is responsible for overseeing the execution of the project, making key decisions, delegating tasks and ensuring that objectives are met according to the established plan. While coordination is about structuring activities effectively, management encompasses leadership, decision-making, problem-solving and maintaining accountability within a team.

Question) What is the difference between leadership and management?

Answer) Management is primarily concerned with controlling personnel and resources within an organisation according to its established structure and chain of command. Managers operate within a predefined system of rules, principles and values that dictate how tasks should be executed. Their role is to ensure efficiency, maintain order and oversee performance in alignment with organisational objectives. Leadership, in contrast, is not necessarily tied to a formal hierarchy or predefined values. Leaders are individuals who set a new direction or vision for a group and inspire others to follow them voluntarily. Leadership is more about influencing and motivating people rather than enforcing rules or managing resources. A leader is often seen as a figurehead who drives change, fosters innovation and encourages growth by setting an example and guiding others toward a shared goal.

Question) What are the different management styles you are aware of?

Answer) The different management styles I am aware of include:-

Autocratic Management – In this style, the manager retains full control and does not take input from subordinate team members. Employees are expected to follow strict guidelines and complete tasks as instructed. This approach often involves micromanagement, with performance being measured against predefined deliverables.
Democratic Management – This style encourages team participation in the decision making process. Managers actively seek feedback and ideas from their team members before making important choices. Communication and collaboration are key aspects of this style, and employees have a say in determining the best methods for achieving their objectives.
Laissez-Faire Management – This approach is based on trust and autonomy. Managers take a hands-off approach and allow their team members to manage their own workloads. Employees are given the freedom to use their creativity, skills and experience to complete tasks without constant supervision. This style works well in highly skilled and self-motivated teams.

Question) Can you outline the main benefits and drawbacks of different leadership styles?

Answer) Each leadership style has its own advantages and disadvantages:-

Autocratic Leadership – This style is highly effective in situations where quick decision making is required such as during crises. It provides clear direction, minimises uncertainty and ensures strict adherence to established procedures. However it can lead to low employee morale as team members may feel their input is undervalued. Additionally it stifles creativity and innovation due to its rigid, top-down approach.
Democratic Leadership – This management style encourages employee engagement and fosters a sense of ownership over decisions. This approach enhances creativity and trust within the team leading to higher morale and job satisfaction. Decision making can be slow, especially when reaching a consensus is difficult. It may also result in conflicts if team members have opposing viewpoints.
Laissez-Faire Leadership – This approach works well with highly experienced and self-motivated teams, allowing for creativity and independent problem solving. Employees often feel empowered and valued under this leadership style. Lack of direct supervision can lead to inefficiencies, particularly if team members lack self discipline. Without clear direction, some employees may struggle with prioritising tasks effectively.

Question) Which attributes would you associate with a successful leader?

Answer) A successful leader possesses a combination of qualities that enable them to inspire and guide their team effectively. These attributes include:-

The ability to foster teamwork and create a collaborative work environment.
Strong decision making skills to ensure choices are made confidently and strategically.
Organisational skills and forward-thinking capabilities help to plan for future challenges.
The ability to negotiate effectively and resolve conflicts in a fair manner.
Excellent communication skills can help convey ideas clearly and engage with team members.
Creativity and innovation to introduce new ideas and solutions.
Problem solving skills that allow for efficient handling of challenges and obstacles.

Question) Can you explain the steps you would take to solve a key problem on a project?

Answer) To solve a significant problem within a project, I would take the following approach:-

Identify and define the problem – Clearly outline the issue by gathering relevant details and understanding its impact on the project.
Generate possible solutions – Review various potential solutions, considering input from team members and stakeholders.
Evaluate alternatives – Assess the pros and cons of each proposed solution based on feasibility, cost and effectiveness.
Decide on the best solution – Select the most viable option that aligns with project objectives.
Implement the chosen solution – Execute the solution while closely monitoring its implementation.
Evaluate the outcome – Assess whether the solution successfully resolved the problem and identify any areas for improvement.

Question) How would you deal with an underperforming team member?

Answer) If a team member was underperforming, I would take the following steps to address the issue:-

Arrange a private meeting with the individual to discuss their performance in a calm and professional manner.
Explore any underlying issues they may be facing and provide support or resources to help them improve.
Clarify their role and responsibilities, setting clear expectations for their performance.
Monitor their progress over time and provide constructive feedback.
If there is no improvement, escalate the matter to higher management and consider reassigning their tasks or, if necessary, replacing the individual.

Question) What is a RACI matrix?

Answer) A RACI matrix is a simple but effective tool used to define roles and responsibilities within a project. The acronym “RACI” stands for:-

Responsible – The individual or team responsible for completing the task.
Accountable – The person who oversees the task and has the final decision making authority.
Consulted – Stakeholders who provide input and expertise on the task.
Informed – Individuals who need to be kept updated on the progress of the task.

Each task should have only one responsible and one accountable person, while multiple individuals can be consulted or informed.

Programming & Planning

Question) What is concurrent delay?

Answer) Concurrent delay occurs when two or more delay events take place at the same time, each caused by different parties involved in a construction project. These delays typically occur independently of each other, yet both have an impact on the overall completion date of the project. A notable legal case that addressed concurrent delay is City Inn vs. Shepherd Construction. In this case, the Scottish Appeal Court ruled that when no dominant cause of delay can be identified, it is appropriate to apportion the delay in a fair and reasonable manner. The court concluded that if a single dominant cause of delay can be established, it should be considered the relevant event that determines the project’s impact on the completion date. However, if no dominant cause is identifiable, the delay should be apportioned equitably between the parties involved.

Question) What is the critical path on a construction programme?

Answer) The critical path in a construction programme refers to the longest sequence of dependent activities that must be completed in order to finish the project within the scheduled timeframe. It represents the most time sensitive route through the project, meaning any delay to an activity on the critical path will directly delay the overall project completion date. Since the critical path dictates the project’s duration, efforts to reduce the project’s total length must focus on shortening activities along this path. Activities within this sequence are known as critical activities because any delay in their execution will result in a corresponding delay to the entire project.

Question) What are the benefits of the critical path method?

Answer) The critical path method offers several advantages in project management. One of its key benefits is the reduction of delays by identifying critical activities that must be completed on time. It also allows project managers to visualize dependencies between different tasks, improving overall planning and coordination. Additionally, the method enhances project organisation by providing a structured approach to sequencing activities efficiently. It optimises resource allocation and productivity by ensuring that critical activities are prioritised. Another benefit is the ability to calculate float, which helps in managing non-critical activities without affecting the overall project timeline.

Question) How would you compile a programme for a new project?

Answer) To compile a programme for a new project, I would firstly seek to fully understand its purpose and determine the level of detail required for the schedule. This would involve identifying all key activities, including project deliverables, significant milestones and any contractual obligations that must be met. Next, I would assign appropriate durations to each activity, ensuring that they accurately reflect the work required. If necessary, these activities would be allocated into the relevant RIBA work stages to align with industry standards. Additionally, I would establish relationships between activities, ensuring logical sequencing, and paying particular attention to those on the critical path. I would then assess any programme float or contingency that may be available and clearly distinguish between critical path items and non critical tasks. Once the initial draft of the programme is complete, I would issue it to the project team for review and incorporate any necessary updates or refinements based on their feedback.

Question) What are the different stages of the RIBA Plan of Work?

Answer) The RIBA Plan of Work consists of several structured stages that guide the design and construction process of a project. These stages include:-

Strategic Definition (Stage 0) – Establishing the need for the project and defining its objectives.
Preparation and Briefing (Stage 1) – Developing the initial project brief, feasibility studies and outlining requirements.
Concept Design (Stage 2) – Creating preliminary design ideas and exploring different solutions.
Spatial Coordination (Stage 3) – Refining the design and ensuring that all elements are coordinated.
Technical Design (Stage 4) – Producing detailed technical drawings and specifications.
Manufacturing and Construction (Stage 5) – Executing construction work based on the agreed design.
Handover (Stage 6) – Completing the project and handing it over to the client.
Use (Stage 7) – Ongoing maintenance, evaluation, and optimisation of the completed project.

Each stage is essential in ensuring the successful planning, design, and execution of a construction project.

Question) What are project milestones?

Answer) Project milestones are key points within a project timeline that indicate significant achievements or progress markers. Unlike regular tasks, milestones do not have a duration but serve as checkpoints to assess progress. Examples of project milestones in construction may include the successful completion of the substructure, achieving a watertight building envelope, or reaching the “topping out” stage. These milestones help track progress, manage deadlines and ensure that critical phases of the project are completed on schedule.

Question) What information does a programme typically show?

Answer) A construction programme provides a detailed visual representation of the project’s timeline and key activities. It typically includes a sequence of construction activities, showing how different tasks are interrelated and dependent on one another. The programme also indicates the duration of each activity, ensuring that all stakeholders are aware of time allocations. Key project milestones are highlighted, providing clear progress indicators. The critical path is clearly defined to show the most time sensitive tasks and any available programme float is identified to allow flexibility in scheduling. Additionally the overall start and end date of the project are specified, offering a complete overview of the project’s timeline.

Question) What is meant by the term programme float?

Answer) Programme float refers to the amount of time an activity can be delayed without affecting the overall project completion date. It is often referred to as programme contingency, as it provides a buffer that allows for flexibility in scheduling. By understanding and managing float, project managers can optimise resources and adjust schedules to accommodate minor delays without impacting the critical path. Proper use of programme float ensures that the project remains on track while allowing room for adjustments when necessary.

Question) Explain your understanding of the time chainage technique.

Answer) The time chainage technique is a planning method used primarily for linear construction projects such as roads, tunnels, and railways. This technique provides a visual representation of construction progress by mapping time on one axis (typically the Y-axis) and distance along the project route on the other axis (typically the X-axis). By incorporating location-based data, the time chainage technique offers a more comprehensive schedule than a traditional bar chart. It allows project managers to see how different construction activities progress along a specific route. For example, in motorway construction, activities such as cable pulling, fencing and road surfacing can be represented as individual lines on the time chainage chart. If an activity takes a significant amount of time, it is displayed as a rectangular block, with its width representing the work area along the distance axis and its height representing the time required for completion. This method helps in efficient resource allocation and ensures that activities progress in a coordinated manner.

Question) What is meant by the term line of balance?

Answer) The line of balance is a project scheduling technique used for managing repetitive tasks in construction projects that involve multiple similar units, such as hotel rooms, student accommodations, or hospital wards. This method focuses on optimising resource allocation to ensure that work progresses at a steady rate without delays or inefficiencies. The principle behind the line of balance is to maintain a continuous flow of work so that follow-on trades, such as drywall installation and electrical work, can proceed without interruption. For example, in the construction of a student accommodation block, sequential activities such as stud partitioning, first-fix services, and plaster boarding are plotted on a time graph. This helps project managers identify any potential conflicts between trades and adjust the schedule accordingly. Compared to a traditional Gantt chart, the line of balance technique provides a clearer overview of workflow efficiency, allowing better coordination between different activities.

Managing Projects

Question) What is a project execution plan?

Answer) The PEP describes who does what and how, defining the policies, procedures and priorities that will be adopted. It could be described as the methodology to deliver the project.

Question) What is the primary role of a project manager in the delivery of a construction project?

Answer) A project manager oversees the planning, execution and completion of a project, ensuring it is delivered on time, within budget and to the required quality. They also coordinate the project team, manage risks, communicate with stakeholders and act as the client’s representative to ensure the project objectives are achieved. Day to day deliverables may include the issuance of contract instructions, update and re-issue of programme information, reports, meeting minutes, attendance at project meetings, appointment and co-ordination of key design team members, tendering and procurement of the Main Contract package of works.

Question) Can you please explain the purpose of a Project Initiation Document?

Answer) A Project Initiation Document formally defines the project scope, objectives and key stakeholders. It serves as the foundation for project planning and provides a reference point for decision-making throughout the project lifecycle. The PID contains information that was acquired during the start up of the project and typically comprises:-

Project goals.
Scope of the project.
Business case.
Stakeholders.
Project Controls.
Reporting Frameworks.
Project Summary.

Question) Can you explain the difference between a Project Execution Plan and a Project Management Plan?

Answer) A Project Execution Plan (PEP) outlines how the strategies being implemented during the project will help deliver its goals. It is very specific in format with precise schedules, resources and procedures for carrying out the actions required. In simple terms it explains the different procedures for carrying out the actions required during the work phase. A Project Management Plan (PMP) covers the whole project journey and outlines the management methods, key rules and principles of the project. It is in a higher level of detail than the PEP and sets the rules and structures for handling the work tasks. In simple terms it explains the commencement, planning, execution, observation and closing phases of the project rather than just the work phase.

Question) Can you explain why procedures such as the Project Management Plan are so important?

Answer) They provide a structured approach by confirming the management methods, key rules and principles of the project. This ensures the project can be carried out consistently by adopting the same rules and improves accountability and ensures alignment with the projects objectives. In the event of a change in Project Management personnel, it would allow new team members to adopt the rules and principles that are required in order to remain aligned with the projects objectives. The PMP also mitigates risks by defining processes for change management, reporting and communication.

Question) Please explain why it is important to follow the defined project stages?

Answer) Adhering to the defined project stages ensures the project is carried out in a structured, organised and logical sequence. Typical defined project stages would include:-

Initiation – This stage is critical for setting out the purpose, objectives and scope of the project. It also defines the business case to make sure the project is financially viable. These are critical items to have in place prior to progressing the project any further.
Planning – During the planning stage, clear objectives, deliverables and timescales are established early and allow the project team to define the scope in more detail and to ensure resources are allocated efficiently.
Execution – During the project execution phase, the work required to complete the project is carried out. Precise schedules, resources and procedures for carrying out the actions are set out and followed here to ensure the project stays on track and remains aligned with the objectives defined in the initiation and planning stages.
Monitoring – Regular reviews during each stage enable the team to track progress, manage quality and ensure the project stays within budget and on schedule.

Question) Can you please explain a scenario where it may be appropriate to deviate away from the defined project stages?

Answer) A deviation away from standard procedures is occasionally necessary when unforeseen circumstances arise that require adjustments to ensure the success of the project. Economic events or a shift in market conditions may necessitate a significant design change mid way through the project to ensure it remains suitable for its end users. For example the impact of a pandemic and resulting shift to hybrid working may result in significant design changes to a commercial office development. In this scenario it would be key for the project team to evaluate how this deviation will affect the timeline, budget and resources allocated to complete the project. Stakeholder consensus and approval is critical in this scenario to maintain trust and ensure alignment on the revised objectives of the project. Key stakeholders must buy-in to any proposed design changes and these must be communicated to all relevant parties in order for them to understand the rationale behind key decision making in addition to any time, cost and quality implications. When the new objectives of the project are approved the team must update plans, workflows and documentation to reflect these changes. Documentation of these processes must be put in place to ensure traceability and allow quality checks to ensure the revised designs and outputs remain complaint with the new objectives of the project.

Question) Please explain what methods you would adopt in order to establish a client’s requirements?

Answer) In order to establish a clients requirements I would adopt the following:-

Workshops and meetings would be arranged with the client’s input alongside any key stakeholders. This would provide an opportunity to discuss the client’s objectives, priorities and constraints. These workshops encourage open communication to gain an understanding of the projects purpose and key drivers.
Interviews and surveys could also be carried out again with the client and key stakeholders in order to gather specific input and ensure a diverse range of perspectives is considered particularly for complex projects. By gathering data in this manner it may provide an additional level of information which is not always possible to collate in a public workshop setting.
Undertaking reviews of existing documentation can also help gain a better understanding of the clients requirements. This could involve reviewing of existing business plans, operational strategies, lessons learned and previous client feedback to reveal critical insights into the client’s expectations, constraints and desired outcomes.
The above procedures would ultimately feed into a well defined project brief with a clear definition of the project scope of works, budget, time and quality objectives and any other key priorities of the client.

Question) What techniques do you adopt to control the time and cost implications of the project?

Answer) A CPA or Critical Path Analysis would be undertaken in order to establish the most effective sequencing of the activities of the project. By reviewing the sequence of the critical path activities, they can be prioritised in order to undertake the project in the most time effective manner. Any efficiencies realised will result in programme and subsequent cost savings. Value Engineering workshops can also be held to generate design alternatives that can deliver costs savings without reducing the overall usefulness of the project to the end users. For example adoption of more cost effective wall finishes within back of house, low footfall areas may still deliver on the clients objectives without impacting on the usefulness of the project to its ender users. Regular cost reporting can ensure the project team and client are kept informed of any forecast increases in expenditure. If a budgeting overspend is identified on a particular element of the project, intervention measures can be put in place with a view to generating design alternatives to address the area of overspend.

Question) How do you manage variations to the design, cost and programme?

Answer) The projects I have been involved in to date have all adopted a robust change management process to ensure variations are handled through a structured and controlled process which typically includes the following steps:-

Identification – The potential variation is first identified and documented by the parties involved. This may be during a team workshop or via an early warning procedure as defined in the contract or change management process.
Evaluation – When identified, the project team assesses the effect of the variation on time, cost, quality and scope for example a design modification might require additional materials or an extension of time due to the required manufacturing or procurement period. This impact should be scheduled out within the change control register.
Stakeholder Communication – All proposed changes should be communicated to the relevant stakeholders involved to build trust and ensure transparency. They need to be kept informed to make informed decisions on how best to manage the change.
Client Approval – Variations must be formally approved by the client and subsequently instructed by the project manager to the Main Contractor and Design team where applicable. This ensures alignment with the project goals and allows budget provisions to be put in place in the event the change has a cost implication.
Implementation – When the change is implemented, relevant project documents, specifications and plans can be updated to reflect the change and ensure all parties are made aware of the variation requirements.

Commercial Management

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. I would also ensure that all works in progress is accounted for and the reported values are inline with subcontractor’s measures and liabilities. Risk and contingency items would be 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) How would you ensure that your Cost Value Reconciliation is accurate and up to date?

Answer) I ensure that any forecast revenue on variation items only forms part of my calculations providing that the variation item in question is agreed, this is done to ensure the current profit margin in accurate and not over stated. A reduced profit margin is assumed if variations are paid on account or only partly agreed with the client. Contingency items are retained within the Cost Value Reconciliation for any outstanding risks to the project or pending cost items. I also arrange regular meetings to conclude the agreement of variation items for each of the sub-contract packages so a backlog of pending items does not form.

Question) What is a Cash Flow Analysis?

Answer) A cash flow analysis highlights the movement of income and expenditure into and out of a business over time. If the level of expenditure going out of the company is higher than the income, the cash flow is classed as cash negative and may highlight the need to make additional funding arrangements. The cash flow analysis will typically be based on a number of factors such as under or over valuation of works complete and the impact this may have on cash flow. The contractual payment process is also considered so that the incoming payments can be accurately profiled. Credit arrangements with subcontractors and suppliers are also factored in to the calculations. It is important for contracting organisations to maintain positive cashflow where possible in order to avoid the need for expensive borrowing arrangements.

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

Answer) Accruals are made within the financial accounting systems that are operated to take into account anticipated invoices that are not yet paid. The accrual can be calculated as the difference in the total liability that is due to a sub-contractor or supplier against the amount already paid to date. The accruals are retained as anticipated cash outflows not yet incurred and in theory the older the accruals are, the less likely they are to paid and may be released at a given point in time.

Question) What processes would you put in place when making a contra charge to a subcontractor?

Answer) I would attach supporting photographs, invoices and site records to the contra charge. Any replacement materials or attendances put in place to assist the subcontractor would also be recorded. I would issue an early warning to the subcontractor’s commercial representative to make them aware of the incoming contra charges and provide then with an opportunity to rectify the damages if possible. I would try to ensure the contra charge is agreed with the sub-contractor prior to making adjustments to any payment certificates or running final accounts. When issuing subsequent payment certificates, pay less notices or final account adjustments, I would clearly set out the contra charges as an individual line item for transparency with supporting substantiation attached.

Question) What does a Risk and Opportunity Register look like?

Answer) The register will typically be compiled in a tabulated form with columns provided for the name and description of the risk item, an explanation of how the risk will impact the project, the likelihood of the risk occurring, a risk grade based on the probability multiplied by the impact, a risk classification of either high, medium or low, a summary of mitigation actions to be taken, the risk owner, the potential cost of the risk and a deadline date of when the risk is to be closed.

Development Appraisals

Question) What is a development appraisal?

Answer) An objective financial viability test of the ability of a development project to meet its costs including the cost of its planning obligations, whilst ensuring an appropriate site value for the landowner and a market risk adjusted return to the developer in delivering the project.

Question) When is a development appraisal useful?

Answer) Development appraisals can be used in order to:-

Establish the level of affordable housing.
Assess the level and nature of planning obligation contributions.
Review land uses.
Inform a potential purchaser prior to acquisition of the site.

Question) What is a sensitivity analysis?

Answer) A sensitivity analysis is where you re-calculate the appraisal with different assumptions on inputs, for example an increase in build costs or a decrease in gross development value can identify what effect this has on the potential profit and the residual land value.

Question) How would you calculate the sum of money available to purchase the land?

Answer) The sum of money available for the purchase of land can be calculated from the value of the completed development (GDV) minus the costs of the development process (including profit).

Question) What are some of the disadvantages of the Residual Valuation Method?

Answer) Disadvantages of the Residual Valuation Method include:-

Inflexibility in dealing with the precise timings of costs and revenues resulting in inaccuracies.
Single best estimates hide uncertainty and the main variables cannot always be estimated with accuracy.
Small changes in some of the variables can have a significant impact on the final residual value.

Question) What key market conditions would you highlight when providing Development Appraisal advice to a client?

Answer) I would highlight the importance of considering current rising interest rates and high levels of inflation that result in the following:-

Rising borrowing costs depending on the financing model being adopted for the development could mean a lower level of return.
Falling demand for commercial office space following the impact of Covid-19 and a shift towards home working could result in lower levels of rental income, longer void periods and a reduction in the Gross Development Value.
There has been recent pull back of borrowing products from specialist lenders who are withdrawing competitive borrowing rates and being much more selective.
High levels of inflation and a strong demand for specialist labour and building products has resulted in building costs remaining high resulting in increased build costs and lower levels of return for developers.

Legal & Regulatory Compliance

Question) What are the Building Regulations?

Answer) The Building Regulations are made under powers provided in the Building Act 1984 and apply in England and Wales. They exist to ensure the health and safety of people in and around all types of buildings (domestic, commercial and industrial). They also contain provisions for energy conservation, access to and the use of buildings.

Question) What is deemed to constitute Building work under the Act?

Answer) Building Work is defined in Regulation 3 of the Building Regulations. The definition means that the following types of project amount to ‘Building Work’:-

The erection or extension of a building.
The installation or extension of a service or fitting which is controlled under the regulations.
An alteration project involving work which will temporarily or permanently affect the ongoing compliance of the building, service or fitting with the requirements relating to structure, fire, or access to and use of buildings.
The insertion of insulation into a cavity wall and the underpinning of the foundations of a building.

Question) What are the approved documents?

Answer) The approved documents provide guidance on how the Building Regulations can be satisfied. They have legal status under the Building Act 1984 and there are 14 Approved Documents in total.

Question) Can you please name some of the approved documents?

Answer)

A — Structural.
B — Fire Safety.
C — Site preparation and resistance of moisture.
D — Toxic Substances.
E — The resistance to the passage of sound.
F — Ventilation.
G — Hygiene.
H — Drainage and waste disposal.
J — Combustion appliances and fuel storage systems.
K — Protection from falling, collision and impact.
L — Conservation of fuel and power.
M — Access to and use of buildings.
P — Electrical safety.
Q – Security.

Question) Who is responsible for ensuring compliance with the Building Regulations?

Answer) The primary responsibility for achieving compliance with the regulations rests with the person carrying out the building work. If a client is carrying out the work in their name, the responsibility will be theirs. If the client employs a builder, the responsibility will usually fall to the builder they are appointing however they should confirm this position at the very beginning. Client’s should also bear in mind that if they are the owner of the building, it is ultimately the Client who may be served with an enforcement notice if the work does not comply with the regulations.

Question) What are the 2 types of Building Regulations Application?

Answer) The two types of Building Regulations Application include:-

Building Notices – which are more suitable for minor residential alterations or extensions. No formal plans need to be issued for approval as the work is reviewed via site inspection. Work can commence 48 hours after issuing the building notice however the Building Control Officer must be notified when the works are being carried out so they can undertake an inspection.
Full Plans application – where detailed plans, specifications and structural calculations are submitted to the council. These are checked by the local authority to ensure they meet the necessary regulations. Generally approval is given within 8 weeks although this can vary between local authorities. When the plans are satisfactory a formal approval is provided. In some cases a notice of rejection may be issued if they are not satisfactory.

Question) What enforcement options are available under the building regulations?

Answer) If a person carrying out building work contravenes the Building Regulations, the local authority or another person may decide to take them to the magistrates’ court where they could be fined for the contravention. This action will usually be taken against the builder or main contractor, although proceedings must be taken within 6 months of the offence (section 127 of the Magistrates Courts Act 1980). Alternatively, or in addition, the local authority may serve an enforcement notice on the owner requiring them to alter or remove work which contravenes the regulations (section 36 of the 1984 Act). If the owner does not comply with the notice the local authority has the power to undertake the work itself and recover the costs of doing so from the owner.

Question) Please provide four examples of work where planning permission is required?

Answer) Planning permission is required in the following examples:-

A new build construction situated on a vacant site.
A new build extension that is not a permitted development.
A change of use that is not a permitted change of use.
The increase in the height of a fence adjacent to a highway above 1m in height.

Question) What information is contained within a planning application?

Answer) A planning application typically contains the following:-

Name of the client.
Name of the agent.
Site address.
Details of the works.
Details of proposed materials.
Plans and elevation drawings.
Access statements.

Question) What are the policies behind the NPPF?

Answer) The NPPF policies include:-

Sustainable development – At the heart of the NPPF is a presumption in favour of sustainable development.
Community decision making – To give decision making power back to the local communities with neighbourhood plans and therefore changing to a decentralised decision making process with a view to creating greater variation.
Town Centre renewal — Aims to encourage town centre vitality suggesting that edge of town sites should only be used if connected to town centres or if no viable town centre sites are available.
Housing — Identify and update annually a supply of deliverable sites sufficient for a 5 year supply of housing.

Construction Technology & Environmental Services

Question) What are the technical advantages of steel frames?

Answer) Steel frames are often quicker to assemble in comparison to alternative methods. They are 100% recyclable and inorganic meaning they will not warp, split, crack or creep. Steel frames also offer the highest strength to weight ratio of any building material availble and are not vulnerable to termites or any type of fungi or organism. They are dimensionally stable and do not expand or contract with moisture or temperature changes. Due to strict manufacturing controls, consistent material quality can be obtained due to production taking place in line with strict standards. Steel is non-combustible so it will not contribute to the spread of a fire and is also lighter in comparison to concrete frames and will often benefit from a cheaper foundation solution.

Question) What are the disadvantages of steel frames?

Answer) Steel frames require fire protection to be retrospectively installed in the form of boarding or protective coatings such as intumescent paint. Fixing components may require replacement over time and the price of steel often fluctuates which can result in a lack of cost certainty. Installation of steel frames requires experienced and skilled builders which carries a cost premium in comparison to other building methods. Skilled labour resources can also be difficult to acquire depending on market conditions. Due to the speed of installation, steel frames can carry a high cashflow burden on the employer or developer early on in the construction cycle in comparison to other forms of construction.

Question) What are the technical advantages of concrete frames?

Answer) Fire protection is often provided inherently as part of the structure. Due to offering a slower form of construction in comparison to alternative methods, this will likely result in reduced cash flow expenditure early on in the development. Maintenance requirements associated with concrete frames are relatively low in comparison to alternative methods. Concrete frames often provide good sound and heat insulation properties in comparison to steel frame construction.

Question) What are the technical disadvantages of concrete frames?

Answer) In comparison to steel frames, concrete is often more time consuming to install. There may also be complications during the install resulting from cold or inclement weather conditions. The need for steel reinforcement can lead to issues around price fluctuations and cost uncertainty associated with steel frames. Concrete frames are often heavier and require larger foundation solutions which are usually more expensive.

Question) What are the different types of piled foundations?

Answer) Sheet piles take the form of a deep trench which is excavated and concrete then poured in situ, the piles can be used to form basement walls or act as retaining walls. Secant piles have interlocking male and female piles with different diameters and hardness. These are bored to provide a combination of foundations and basement walls. They support in providing a waterproof structure and are often seen when a top down construction method is used. Bored Piles are formed with an auger to excavate the soil and concrete is then poured in when the excavation is complete. Pre-cast piles are hammered into the ground however this is not often favoured due to the high noise levels associated with installation and the lack of flexibility in terms of the foundation depth required.

Question) What are the different ways that piled foundations transfer their load to the surrounding ground?

Answer) End bearing piles transfer the building load through low bearing capacity soil to a strong stratum such as rock or very dense sand. Friction piles bear on frictional resistance between their outer surface and the soil they are in contact with. Settlement reducing piles are usually incorporated beneath the central part of a raft foundation in order to reduce differential settlement to an acceptable level. Tension piles resist uplifting forces that might otherwise cause the structure to be extracted from the ground due to uplifting forces such as hydrostatic pressure, seismic activity or overturning movement.

Question) What is the difference between bored vs. pre-cast piles?

Answer) Bored piles are formed with an auger that uses a boring technique to remove the spoil to form the hole that concrete and reinforcement is then placed into. They are used primarily in cohesive subsoils for the formation of friction piles and when forming pile foundations close to existing buildings where the allowable amount of noise and vibration is limited. Pre-cast piles are generally used where soft soil deposits overlie firmer strata. These piles are usually driven using a drop or single action hammer. Issues can arise due to the noise levels associated with the installation method of pre-cast piles.

Question) What are the 3 main methods of waterproofing a basement?

Answer) Dense monolithic basements are designed and built to form a watertight space using high quality reinforced concrete. This requires good workmanship and strict quality control with their success depending on the water to cement ratio and the degree of compaction. Joints also need to be carefully designed and sealed. Tanking basements use materials such as asphalt, polythene sheeting, bitumen and epoxy resins. These can be applied internally or externally to provide a continuous membrane to the base slabs and walls. External application is better as it protects the structure in addition to the waterproofing. Drained Cavity solutions can be used for new or refurbishment work. This allows a small amount of water infiltration to occur. The water is collected and then drains away to a sump or is directly discharged using a pump.

Contract Practice

Question) What is nomination?

Answer) Nomination is the selection of a particular subcontractor to carry out the construction works, manufacture or supply of materials. The nomination will usually be made by the architect or client as this provides them with a greater degree of control for material choices, suppliers and quality. It is often used when there are long lead-in times with the employer placing orders prior to the Main Contract award which can reduce potential delays to the construction phase. The Main Contractor is relieved of liability of design and compliance with the performance specification in addition to subcontractor delays in respect of the works that have been nominated.

Question) Can the contractor object to a nominated subcontractor?

Answer) Any objections must be made during the tender period. There are specific exclusions and grounds for an objection for example if the Main Contractor has identified that the Subcontractor is experiencing financial difficulties or has become financially insolvent.

Question) If there are issues with the design following novation of the architect, who would be responsible?

Answer) At the point of novation, the client would typically agree that the level of design being provided was satisfactory and this would be signed off by all parties. The contractor would then become responsible for the Architect and their design should any problems arise during the construction phase.

Question) Can you explain the difference between statutory provisions and contract provisions?

Answer) Statutory provisions are set out by law and must be complied with for example the Housing Grants, Construction and Regeneration Act sets out the statutory payment provisions that apply to construction operations. Contract provisions relate to the contract in question and therefore only apply to a specific project.

Question) What are named subcontractors?

Answer) For Named Subcontractors, the Client would provide the Main Contractor with a choice of Sub Contractors they must select to carry out a portion of the works. Once appointed they would become a domestic subcontractor in terms of the conditions of contract. Additional names may be added if approved by all parties which allows the client a level of control over the quality of the works packages.

Question) What would you do in a scenario where following issue of a payment certificate, the client advised that they do not have sufficient funding in place to make the payment?

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 as soon as possible to facilitate transfer of the 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 this payment by one or two days. Failing this or if the contractor is unwilling to delay the payment, the client would need to make financial arrangements in order to honour the payment required under the payment notice.

Question) What is the defects liability period?

Answer) The defects liability period is the duration at the end of the contract, usually 52 weeks after the Substantial Completion Certificate has been issued whereby the contractor undertakes to rectify any defects that arise within the structure at the contractors expense. This is carried out providing that the defects resulted from the materials or workmanship not being in accordance with the contract conditions. In the event that the contractor failed to rectify any defects, the employer may employ another contractor to carry out the works and recover the cost of doing so from the Main Contractor. The retention money retained may be used to cover the costs of making good the defects.

Question) What is your understanding of latent defects and what contractual issues are associated with them?

Answer) Latent defects are defects which are not readily identifiable upon inspection and only come to fruition some time after completion of the building and may take many years to become fully identifiable. A claim under the contract can only be brought about within the limitation period of the contract which is 6 or 12 years depending on whether the contract was executed as a deed or underhand.

Question) If the works or materials are not in accordance with the contract, what options does the architect have available to them?

Answer) The architect may instruct the contractor to remove all defective work, materials and goods at their own expense and time. They can also notify in writing that the works can remain however an appropriate deduction is made from the contract sum. Another option is to issue an instruction for variations that are necessary as a result of the work. If they are necessary there should be no additional costs or extension of time given. An instruction can also be issued to the contractor to open up and test further work in order to determine the extent of any non-compliance.

Question) When issuing instructions for further opening up and testing of the works to determine the extent of non-compliance, what factors should the architect consider?

Answer) They should consider the significance of the non-compliance and the consequences for the building owners, end users, adjoining properties and members of the public. The reasons for the non-compliance should also be considered in addition to the level of supervision and control employed by the contractor, recognised testing methods, time and consequential costs of further opening up of the works.

Procurement & Tendering

Question) Can you please explain your understanding of traditional procurement?

Answer) Under a traditional procurement route, the design is completed by the client’s design team before a main contractor is employed to build what the designers have specified. The contractor takes responsibility and financial risk for the construction of the works to the design produced by the client’s design team. The client maintains responsibility and risk for the design and design team performance.

Question) What are the advantages of traditional procurement?

Answer) The client and their design team retains control over the design which can lead to higher quality over the materials and products that are specified. With a design largely complete at the time of tender and agreement of the contract sum, traditional procurement can also offer increased levels of cost certainty in comparison to other procurement methods. Design changes are also reasonably easy to arrange and value as there are typically rates listed within the contract sum that will form the method of valuation.

Question) What are the disadvantages of traditional procurement?

Answer) The overall project duration may be longer than other methods of procurement due to there being no overlap between design and construction phases. There is no input into the design and planning stages by the contractor and therefore no opportunity to utilise the contractors buildability expertise. There is a dual point of responsibility with the design team controlling the design and the main contractor retaining responsibility for the construction meaning there are two separate relationships for the client to manage.

Question) What is design and build procurement?

Answer) Design and build procurement is where the contractor holds responsibility for the design, planning, organisation, control and construction of the works to the employer’s requirements listed within the contract documentation. The employer provides the tenderers with the ‘Employer’s Requirements’ and the contractors responds with the ‘Contractor’s Proposals’, which include their price for carrying out the works.

Question) What are the advantages of design and build procurement?

Answer) There is a single point of responsibility for the design and construction of the project meaning it may be easier for the client to manage one relationship. An earlier commencement of the construction works may be possible as there can be overlap between the design and construction phases. Transferring risk of the design to the contractor can work in the client’s favour as any design issues incurred are the liability of the main contractor. By agreement of a fixed priced lump sum, design and build procurement can offer high levels of cost certainty. The client can also benefit from the contractor’s buildability expertise during the planning and design stages.

Question) What are the disadvantages of design and build procurement?

Answer) The client has to commit to a concept design early on in the project and any errors or omissions from the employers requirements may prove costly. There is also less control over the design and type of building materials to be used as design responsibility is transferred across to the main contractor. Variations from the employer’s requirements are usually more difficult to arrange and value than other methods of procurement as there is no bill of quantities with rates that can be used to value variations. It can be more difficult to compare tender submissions and determine whether value for money is being achieved as there is no singular bill of quantities that can be used during a tender analysis, instead the tenderers will submit their contractor’s proposals against the employers requirements.

Question) Please explain the management contracting method of procurement?

Answer) A management contractor is employed to contribute their expertise to the design and to manage construction with a management fee being paid to them for doing so. The management contractor has direct contractual links with all of the works package contractors. They have the responsibility for the construction works without actually carrying them out. Not all of the design needs to be completed prior to the first works package contractors commencement on site meaning there can be some overlap between the design and construction phases. The client reimburses the cost of the works packages to the management contractor plus their management fee.

Question) What are the advantages of management contracting procurement?

Answer) The overall project duration can be reduced due to the overlapping design and construction stages as the design does not need to be fully complete prior to commencement of the early works contract packages. The client can benefit from early contractor expertise during the design and planning stages. Changes to the design can be accommodated within the works packages that have not yet been appointed providing they do not carry a significant impact on the works packages that have already commenced. The works packages can be tendered competitively at current market prices on a firm price basis offering good levels of pricing competition.

Question) What are the disadvantages of management contracting procurement?

Answer) The price for the works is not finalised until the last works package contractor has been appointed resulting in reduced cost certainty for the client. Changes to the design later on in the construction phase may affect the works packages that have already been let making it more difficult to accommodate changes. There is little incentive for the management contractor to reduce costs as they usually receive a flat management fee plus the cost of the works. In practice the management contractor has little legal responsibility for the defaults of the work package contractors.

Question) What is construction management procurement?

Answer) The employer places a direct contract with each of the trade contractors and utilises the expertise of a construction manager who acts as a consultant to coordinate the contract. The trade contactors carry out the work and the construction managers supervises the construction process and coordinates the design team. The construction manager has no contractual links with the trade contractors or members of the design team. Their role includes preparation of the programme, determining requirements for site facilities, breaking down the project into suitable works packages, obtaining and evaluating tenders, co-ordinating and supervising the works.

Question) What are the advantages of construction management procurement?

Answer) The overall project duration is reduced by overlapping design and construction phases. The construction manager can contribute to the design and project planning processes. Roles, risks and relationships for all parties are clearly defined. Changes in the design can be more easily accommodated without paying a premium as is the case under alternative forms of procurement. Prices may be lower due to direct contracts with trade contractors. The Client also has a means of redress for any defaults as they have direct contractual links to each of the trade contractors.

Question) What are the disadvantages of construction management procurement?

Answer) Cost certainty is reduced as the final price of the works is unknown until the last trade package is appointed. Changes to ongoing works packages may adversely affect works packages that are already appointed. The client must be proactive and hands on as they have multiple contractual relationships with each of the individual works package contractors in addition to the construction manager that is managing the works on their behalf.

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