FinalSubmission - Arianne Laus

RICS Assessment of Professional Competence (APC) Submission
Candidate details
Candidate name: Arianne
Laus
RICS membership number: 6768294
Date of birth: 14 August 1982
Pathway: Quantity Surveying & Construction - Pre July 2018
Employer / Organisation: Turner &Townsend International Ltd
ASSESSOR USE ONLY –

RESULT PASS REFER
Counsellor details
Counsellor name: Steven Russell
RICS membership number: 5041115

Qualification and Employment Information
Academic qualification(s) (higher education)
Name of Academic Institution Qualification and Subject Date achieved

Mapua Institute of Technology Bachelor of Science in Civil Engineering - Civil 26 May 2004
Engineering
Professional body membership(s)
Professional body Grade Date achieved

Employment history
Start with the most recent. Include all relevant roles.
Employer Position/job title Date from Date to

Turner &Townsend International Cost Manager 03 May 2015
Ltd
TAV Tepe Akfen Investment Quantity Surveyor 01 January 2015 31 March 2015
Construction & Operations
Al Shafar General Contracting Quantity Surveyor 31 August 2010 01 December 2014

LLC
BCT Contracting LLC Quantity Surveyor 30 April 2009 31 July 2010
CSHK (Dubai) Contracting Assistant Engineer 30 June 2008 31 March 2009

Company LLC
DMC Urban Property Developer Procurement Assistant 01 March 2006 31 May 2008
Inc.
High Quality Firepro Estimator 01 March 2005 01 March 2006

Incorporated
Quantity Surveying & Construction - Pre July 2018
Mandatory competencies
Total word count for mandatory competencies: 1,500 words
Competency Level Summary of Experience Achieved

12
Accounting principles 1 12I understand the general principles of profit and loss, balance 07 March 2019
and procedures sheets and cash flow statements, their differences and
importance in relation to business operation.
I also understand that management accounting produces

information used within an organisation while financial accounting
12 12covers the entire organisation’s financial status used by the
external parties such as banks and shareholders.
I have attended periodical team meetings which provide the staff

with an overview of business targets and performance and
company’s financial position.
12
Business planning 1
12I understand business planning is essential for a company to 07 March 2019
monitor and achieve its objectives over a set period of time.
I am aware of the SWOT and PEST analysis tools which are

commonly used in identifying internal and external factors that
12 12could affect the business’ objectives.
I am aware that my company’s business plan sets strategic
targets to achieve the company’s vision to be the leading service
provider in the market by 2020.
12 Communication with employees is implemented to ensure that

individual goals align with the company’s objectives and to
discuss how to reach the targets on global and regional levels.
Client care 1 I understand that correctly identifying the Client’s objectives and 07 March 2019
requirements is essential to satisfy accordingly. I am also aware
12 that providing a high standard of service to the Client and
stakeholders ensures a good Client relationship and project
success.
I am aware of my company’s procedure on Client Care reviews,

this is to ensure Client’s satisfaction and determines where the
12 company is required to focus and improve low scoring areas.
I am aware of my company’s Complaints Handling Procedure,

this is carried out formally and managed by the Commission
Director to discuss and review corrective courses of action in
accordance with RICS requirements; maintaining a complaints log
12 and to include Alternative Dispute Resolution mechanism among
others.
12
Client care 2 I provided secondment services to Meraas Development. Prior to 07 March 2019
my first reporting day, I arranged a meeting with my Line Manager
to discuss my role and responsibilities within the Meraas team.
I carried out variation assessments and payment certificates. To

ensure I met Client satisfaction, I arranged regular internal
12 meetings to discuss the status of work I was completing on behalf
of the Client.
I identified areas which we could add value and support the Client
further by creating a variation tracker to discuss with the Client
and team on a regular basis, also aiding me in tracking the status
12 of all variations.
Communication and 1 I am aware of the different types of communication including 07 March 2019
negotiation verbal, written and graphic. I ensure my communications are
complete, correct and concise. I continue to improve my
communication skills and implement when preparing emails,
reports, attending meetings and telephone calls on a daily basis.
12
I am aware of the stages such as understanding the issue that is
being negotiated, researching and preparing evidences, preparing
a plan of approach, negotiating fairly and compromising to an
agreement that will be beneficial to parties involved and aim for
the best interest of the Client.
12
Communication and 2 At Creekside 18 and Meraas Development, I regularly 07 March 2019
negotiation communicate with multiple stakeholders. My communication
varies from informal meetings to discuss on-site matters, team
wide emails to formally capture issues, and letters and reports
written to the Client.
12 I am involved in negotiations when reviewing and agreeing
claims. Upon completing my initial review, I arrange meetings with
the Contractor to review their claim in detail, discuss items not
agreed and aim to reach to an agreement. I prepare myself by
collating evidences that will support my assessment such as
12 measurement sheets, marked drawings, backup rates and
quotations.
Conflict avoidance, 1 I am aware having a proactive approach, keeping clear records, 07 March 2019
management and good management of documentation and being clear and concise
dispute resolution in the contract can assist to avoid conflict and disputes before
procedures they arise.
12
Many conflicts arise during the construction stage and dispute
resolution procedures are specified within the Contract. I
understand the processes involved and that early warnings and
timely notifications can both provide intention to resolve before a
dispute arising and enables contractual supporting documentation
12 for use in such disputes.
I am aware of the dispute resolution procedures such as

negotiation, mediation, adjudication and arbitration and
understand these aim to resolve a difference of opinion.
12
12
Data Management 1 I understand the importance of data management and its usage 07 March 2019
including collection, organising and storage.
My company use standardised project file folder setup for all

projects for employees to implement consistent data organisation.
12 I use cost data management systems such as CostX for carrying

out measurements, quantities calculations and preparing BOQ’s. I
have experience in using online portals such as Unifier.
I am aware of different sources of cost data including utilising

existing projects, price books, in-house benchmarking, and tender
12 returns.
My company implement guidelines regarding data confidentiality,

usage and sharing which I act upon. Currently, UAE regulates
Cybercrime Law and Dubai Data Dissemination Law for federal
government entities.
12
Health and safety 1 In UAE, Federal Law No. 8 of 1980, Article (91) states that every 10 March 2019
employer has the duty to ensure health and safety at work for all
employed persons. Employers must provide necessary protection
for employees from hazards that may occur during work.
12 I have completed internal company e-course on construction

safety to continue and develop my understanding of my
responsibilities, procedures and safe working practices.
I understand it is important to have awareness on how to identify

hazards and risks in my daily workplace, this may be in a normal
12 office or on a construction site.
Health and safety 2 Prior to entering project sites, I notify the Contractor’s H&S team, 07 March 2019
ensuring to request a site induction and to understand and be
aware of the site hazards, welfare facilities and safe access
routes.
12 I ensure to always wear the necessary and required personal

protective equipment at all times while I am in the construction
site premises.
When visiting my company’s office, I ensure that I sign in and out

in the event of emergency situations and I ensure my colleagues
12 know my whereabouts when away from the office premises.
Sustainability 1 In UAE, Estidama and LEED are implemented, which provides 07 March 2019
standard guidelines and classifies building sustainability
qualification. Factors which are assessed on the sustainability
credentials include: material selection that minimises energy
usage such as wall insulation and utilising recyclable materials to
12 reduce waste consumption such as reclaimed bricks.
On a wider construction scale, I understand the key principles of

sustainability and how it is measured on economic, environmental
and social factors and how these in turn can affect the
construction industry on a local, national and global levels.
12
12
Teamworking 1 I have been involved in many teams and I understand my role 07 March 2019
both internally within my company and externally with the project
site team.
I understand that establishing and maintaining good working

relationships, open line communication and understanding other
12 members’ roles can result in better problem solving, better quality
services and higher quality decisions.
I am aware that a team could be composed of members with

different skills, opinions, behaviors and backgrounds. With such
diversity, appreciating and considering these dynamics is
12 important for a team to perform and achieve a common goal.
Conduct rules, ethics 1 I have knowledge of the RICS role and function by reading Rules 07 March 2019
and professional of Conduct for Members and Firms and Ethical Standards through
practice the RICS website and guidance notes.
I understand the need for professional indemnity insurance, client

12 care and managing client money, among other requirements to
operate as a professional practitioner.
I am aware of the five professional and ethical standards and

ensure to practice them by acting with integrity, providing a high
standard of service, promoting trust in profession, treating others
12 with respect and taking responsibility.
Conduct rules, ethics 2 I undertake my duties and act in a manner that reflects the 07 March 2019
and professional conduct that is expected of the RICS.
practice
I am accountable for my work and practice a high level of service
at all times by ensuring that deliverables such as cost reports and
12 payment recommendations are provided in a timely manner and
are reviewed in accordance with my company’s internal quality
assurance procedures.
I understand my abilities and limitations which could have an

effect on the company’s liabilities such as PII, therefore I seek
12 guidance from senior management when necessary.
I understand my company’s Anti-Bribery and Corruption policies

and comply with the guidelines, knowing to report any suspicion
of bribery or corruption activities I am aware of.
12
12
12
12
Conduct rules, ethics 3 At Creekside 18, the Contractor stated that my payment 07 March 2019
and professional recommendation was under certified. I ensure my assessments
practice are transparent and demonstrated being fair and reasonable by
advising to the Client that non-certification was due to
unsubstantiated claims and which my assessment was in
accordance with the contract.
12
I advised the Client on potential conflict of interest when changing
companies however into the same project (Contractor to
Consultant). There was a possibility that by previously working for
the Contractor, my assessment of works or claims could be
construed as influencing my judgement and decision making.
12
When asked by the Client to advice on the matter of a VAT
Payment Application, being aware of my limitations and
company’s PI, I informed the Client that such advice should be
provided by specialist Tax consultants.
12
12
12
12
12
12
12
Summary of Experience - Technical Competencies
Total word count for technical competencies: 3,962 words
Core competencies

12
Contract practice 1 12
Attending various seminars and CPD events has provided me 07 March 2019
with knowledge on contract law and standard forms of contract. I
understand standard forms of contract including FIDIC
Conditions of Contract for Works of Civil Engineering
Construction – 4 th Edition 1987 and FIDIC Conditions of
Contract – 1 st Edition 1999.
12 12
I appreciate the importance of appropriate contract selection for
the Client and how such contract should reflect the procurement
route and view of risk exposure.
I understand the documentation that forms part of the contract

12 12
and I have knowledge of the various contractual provisions
related to advance payment, performance and tender bonds,
insurances, warranties and payment terms.
I am aware of the roles and responsibilities of the parties included

in the contract documents and make myself aware of the
12 12
contractual provisions included for the requirements of such
parties such as interim payments, variations, claims.
Contract practice 2 I have experience in producing, collating and reviewing contract 07 March 2019
documents on multiple projects including Conditions of Contract,
Bill of Quantities, Schedule of Project Requirements, Drawings
12 and Specifications. I obtain relevant information from the Client
team and update contract documents as necessary following
reviews by each party. Changes can include updating of contract
clauses, insertion of additional clauses, agreement of priority of
documents, advising the designer corrections for drawing titles
and references.
12
I have worked on lump sum contracts with provisional sums at
Creekside 18 and received the necessary provisions required
including Nominated Subcontractors, insurances, bonds,
retention, damages and other mechanisms to ensure they align
with the Subcontract and back to back as per the Client
12 requirements.
I prepared and distributed a payment schedule as per the

Contract payment timescales to ensure each respective party
completed their responsibility within the given dates.
12 I have worked on FIDIC Red Book 1987 for traditional lump sum
contracts and also when used as a basis for the Client to amend
for bespoke contracts at Oceanscape Abu Dhabi.
12
Contract practice 3 I have implemented the different provisions of contract for a re- 07 March 2019
measurable contract (Enabling Works) and lump sum contract
(Main Works) at Creekside 18. Primary differences of these
contracts were the payment and variation provisions.
I assessed and advised the Client on the contractual procedure

12 for implementing the adjustment of the Advance Payment Bond,
where the Contractor required a No Objection Certificate (NOC)
from the Client to reduce the value of the bond. I advised the
Client of the commercial risks involved if they were to agree to
pay prior to the bond being in place.
12 I am involved in Subcontract awards and have advised on the

commercial implication for amending the Subcontract to allow for
100% Materials on Site payment. This posed a significant risk to
the Client, to which the original Contract percentage was retained
as 70%.
12 I reviewed Subcontract Agreements at Creekside 18 and advised

the Client that the Main Contractor’s payment terms were not
back to back with the Client template issued for use, which could
cause potential payment timescale and cash flow issues between
the Contractor and Nominated Subcontractors.
12 As the Contract at Creekside 18 was between the Client and the

Main Contractor, who had a performance bond of 10% of the
Contract Sum including provisional sums, I advised the Client that
there was a low risk to pay for the lift installation works without
deductions while there was no performance bond in place by the
Nominated Subcontractor for Lift Package.
12
Procurement and 1 I understand that there are many factors that could affect the 07 March 2019
tendering selection process when deciding the procurement route for a
project, such as risk, time, cost and quality and it is necessary to
identify what is the highest priority for the Client.
I am aware of the different procurement routes such as traditional,

12 design and build, construction management, and management
contracting.
I am aware of the different types of tendering procedures such as

single-stage tendering, two-stage tendering and negotiated tender
12 and understand its application and risk associated to each. I also
understand the financial implications and risks associated to lump
sum and re-measurable contracts.
I am aware of the standard procedures regarding tendering

process through RICS guidance notes such as Tendering
12 Strategies. These guidelines include the methods of issuing
tender documents, responding to tender queries, opening of
tenders, and reviewing tender returns.
I recognise there are factors that should be considered during the

tendering process such as to provide clear and transparent
12 information to all bidders, confidentiality of information such as
each tenderer’s offer and sufficient time for evaluation.
12
Procurement and 2 My projects have predominantly used a traditional procurement 07 March 2019
tendering route however utilizing varying contracts such as lump sum
(Creekside 18 Main Works and Marina Bloom Development) and
re-measurable (Creekside 18 Enabling Works). At Creekside 18,
the Client implemented the use of post tension in lieu of
conventional reinforced concrete slab. With that, a design portion
12 was introduced into the project which I was aware of the design
responsibilities, liabilities and insurances required from the Client
and Contractor.
I have produced full sets of tender documents, including the

Instruction to Tenderers, pricing document, contract conditions,
12 templates of bonds, drawing and specification design information
plus other relevant project information.
I have fully managed the tender process at Creekside 18

including tender opening, analysis of returns including alignment
of tenders and arithmetical checking, verifying additional priced
12 items and anomalies. I further managed the post tender
clarifications and organised meetings to resolve such issues until
like for like tenders were submitted by all bidders to ensure
compliant, accurate and aligned assessments for
recommendation.
12 During the tender period for tender queries raised, I ensured that
all tenderers were notified and were given the same information /
clarification to abide by a fair tender selection process.
Procurement and 3 I commercially evaluated the tender bids related to the Provisional 07 March 2019
tendering Sum works for Creekside 18. I prepared and issued tender
12 reports including review of tender submissions, post tender
clarifications, tender analysis, conclusions and a final
recommendation to the Client.
My tender analysis identified various ambiguities in the

Tenderer’s offers such as terms and conditions, pricing, quantities
12 and arithmetical errors. I issued a post tender clarification (PTC)
to the Tenderers, ensuring concise queries for a clear bidder
response.
I advised the Client on the recommendation of final tenders

including highlighting commercial risks and mitigating
12 qualifications to obtain compliant bids.
For the Façade Works, a Tenderer provided his own terms for the
advance payment with a percentage which was not in accordance
with the terms stipulated in the Tender Documents wherein stated
as 10%. I notified the Tenderer that payment terms should be as
12 per the provisions stated in Conditions of the Sub-contract and
advised to confirm his acceptance and to remove this qualification
to his offer. I advised the Client that the proposed 20% advance
payment could be accepted provided and suggested that a further
saving could be requested to the Tenderer against the increase in
advance payment percentage. The Client agreed and I requested
12 the Tenderer to provide their cost saving proposal.
12
Project financial control 1 I am aware of the importance of cost control throughout a project 07 March 2019
and reporting wherein the Client should be made aware of all changes, known
and anticipated, and their financial effects on the project.
During the construction stage, the financial status of a project can

be monitored through cost reporting. Regular updates, usually on
12 a monthly basis provides the Client of the project expenditures. I
am aware of the different aspects to be considered in a cost
report such as the forecasted final account, value of completed
works, progress and cash flow updates, instructed and
anticipated variations, provisional sums and risks.
12 At Creekside 18, at the point that the Contractor enters into a

Contract with the Client, the Contractor is required to submit his
cash flow forecast based on the agreed programme. Cash flow
forecasts can be used to monitor progress on site and in
assessing if the Contractor is ahead or delayed against the
programme.
12
Project financial control 2 At Creekside 18, I produce and manage the monthly cost report. 07 March 2019
and reporting In addition, I have produced a separate change control tracker
which can be updated on a daily basis and is essential to monitor
the cost movement in the reporting period. This aids me to
transfer to the report new instructions and variations, updated
12 cost assessments and adjustments of provisional sums. Regular
meetings with project stakeholders are also necessary in order for
me to acquire updates on the project such as potential changes
on design or early warnings. Cash flow, risk allowances and
opportunities are also captured in my cost report to the Client.
12 I have recently updated the monthly cost report to include a

commercial dashboard, which assists the Client to review and
understand the project’s financial status in a summarised manner,
supporting any time constraints when reviewing the report in
depth.
12 I update the cash flow forecast with the actual payments against
projected. This allows me to monitor if the Contractor is ahead or
delayed against the programme.
12
12
12
12
Project financial control 3 I manage and advise the Client regularly on the change control at 07 March 2019
and reporting Creekside 18 including Client changes such as landscape works
to swimming pool areas. I provided estimated costs for each
option prior to the Contractor submitting a claim. The Client have
clear process to follow to which I advise various stakeholders the
status of each change at each stage, including requesting for
12 price adjustments, variation order and recommendation and
determination of price adjustments.
The Contractor submitted many claims for additional works, I

advised the Client that budget estimates and allowances were
applied to a number of claims in the report until such time there
12 was significant design information available, informing that costs
were subject to change accordingly. Key items included the
tender to Issue for Construction (IFC) changes as the IFC
drawings did not capture contract value engineering items.
I regularly review the preliminaries / general requirements against

12 the progress of the Main Contractor and Sub-contractors. I advise
the Client of reduced progress of works against the time related
items in the Preliminaries and apply necessary adjustments in the
payment recommendation to align with actual progress, thus
mitigating Client risk of over payment.
12 The Client requires multiple cash flow and projected reports, to

which I advise the Client on monthly financial position, accruals
forecasting for the yearly spend and quarterly targets and
achievements to determine progress against construction
completion targets for customers.
Quantification and
12 1 I understand the importance of quantification and costing of 07 March 2019
costing of construction construction works as this can be the basis for benchmark,
works analysis and decision making.
I develop my quantification skills using various methods of

measurement such as Principles of Measurement (International)
12 (POMI) and New Rules of Measurement (NRM) – NRM 1 for cost
estimating and cost planning for capital building works, NRM 2 for
detailed measurement for building works, and NRM 3 for cost
estimating and cost planning for building maintenance works.
I understand that by applying such rules of measurement clearly

12 defines how all works are to be quantified and which provides
consistency for any changes to works which follow, i.e. for post
contract variations. The methods also assist to price construction
works efficiently for cost planning and variation assessments as
the item works breakdown should be determined.
12 I am experienced in carrying out measurements and quantities

calculations using CadMeasure and CostX software.
12
12
Quantification and 2 I have undertaken and issued various measurement at different 07 March 2019
costing of construction stages of a project, including post contract variations and pre-
works contract cost planning and estimating at various design stages.
I have produced cost plans for Dubai Water Canal SB04 & SB05.
At concept design stage as there was limited information, I
12 calculated the GFA and used m2 benchmarked rates for specific
elements of the works including internal finishes.
I have produced pricing document such as bill of quantities using

POMI for domestic subcontractors (Oceanscape Abu Dhabi) and
nominated subcontractors (Creekside 18).
12
I have assessed and agreed variations at Creekside 18 including
re-measuring IFC structural changes. I make myself aware of the
method of measurement when quantifying and refer to preambles
/ principle defined. I utilise Contract BOQ rates when possible and
use alternative methods to calculate new/star rate including
12 quotations, labour output, plant and equipment as day works if
necessary.
I evaluate interim payment applications at Creekside 18. I

undertake site walks to establish actual completed works and
apply a fair and reasonable assessment for accuracy of my
12 payment recommendation accordingly and refer to the pricing
document when necessary.
Quantification and 3 At Creekside 18, I advise the Client on the quantification and 07 March 2019
costing of construction costing of Contractor’s variation claims and to avoid
works inconsistencies which may cause delay in finalisation of the
12 variations, I advised the Contractor to follow the method of
measurement stipulated in Contract (i.e. POMI) and relevant
preambles for costing purposes.
Value engineering items were part of the MEP Provisional Sum

package award. Upon the contract award, I advised the Client to
12 re-issue the Bill of Quantities to the Contractor and to re-price by
incorporating the Value Engineering costs allocated to the relative
items within the Bill of Quantities. By doing so, the accurate
Provisional Sum package amount for MEP works was identified.
I have advised the Engineer and Client of the value of works

12 completed through payment recommendations at Creekside 18
for the Contractor’s monthly valuation. I quantified materials on
site by visiting the store area and verifying approved Materials
Inspection Request and invoices.
I have advised the Client on ad hoc tasks including costing

12 residential units by accurately re-measuring unit type areas and
adopting contract rates to determine overall unit costs.
I also carry out and complete variation assessments to advise the

Client on potential cost impact to the construction budget.
12
12
Design economics and 1 I have produced various cost plans and estimates across different 07 March 2019
cost planning design stages including concept and detailed design. I
understand the requirement for benchmarking feasibility
estimates using cost per m2 or functional unit rates, which can
then be utilised to produce further cost plans to reflect design
development of each stage, resulting in an improved level of
12 detail and accuracy of the cost plan.
I understand elements included in cost plans and how to report

these to the Client, including elemental cost breakdowns, risks,
12 assumptions, exclusions etc. I am aware of life cycle costing and
how this can affect the Client’s budget if this is to include
construction and operational costs.
12 I utilise our in-house cost database and current market rates from
suppliers for cost information. I am aware of the limitations of
such data and that the rates may be adjusted due to project
specification, location and inflation.
12
I attend training sessions in the work place in order to continue
my estimating and measurement skills. I commonly use CostX for
cost planning and production of Bills of Quantities.
Design economics and 2 At Turner & Townsend I have undertaken various cost plans and 07 March 2019
cost planning
12 cost estimates including measuring against concept, schematic
and detailed design stages for the production of cost plans and
bills of quantities.
At the New Operations Centre project, the cost plan was based
on a preliminary design. I undertook checking of drawings,
12 specifications and reports to know the relevant design factors to
be considered in the cost plan and included necessary
assumptions for items unknown including the concrete grade and
reinforcement ratio (kg/m3).
I have been involved in multiple value engineering workshops,

12 discussing and estimating options to provide the Client with cost
savings to the budget such as rationalization of internal finishes
and reduction of specifications subject to design intent, aesthetics
and function.
I have contributed to Turner & Townsend’s in-house cost data

12 system by submitting cost information upon receipt of tender and
contract award. I was involved in producing a benchmark analysis
for various projects including the calculation of cost per m2/sqft
for the gross floor area (GFA) and built up area (BUA), wall to
floor ratio, common rates, etc. I input the acquired cost data into
our system which can be utilised as a reference for pricing future
12 projects of similar nature
12
Design economics and 3 I presented the New Operations Centre’s concept cost estimate to 07 March 2019
cost planning the Client, clearly informing of the assumptions, exclusions and
allowances considered for the concrete works, finishes, fixed
furniture and road works due to limited design information.
Exclusions were also identified for the loose furniture as this was
deemed to be expended from a separate budget.
12
I prepared and presented a benchmarking study to evaluate the
project budget position within the current market. As a result, I
advised the Client that the cost per m2 rate was high in
comparison due to factors such as assumed specifications,
additional external works, and the unknown structural works.
12
In later detailed design stages, I recommended the Client to
undertake value engineering workshops in order to explore
alternative design options which could generate cost savings as
the design develops such as structural engineer review of the
reinforcement to the foundations, as this appeared high when
12 compared to similar sized projects.
At Creekside 18, I was able to advise the Client when calculating

the Provisional Sum for the Joinery and Doors package. My
interrogation of in-house cost data enabled me to accurately
report that the Client expectation was undervalued in respect to
12 the desired specification.
Construction technology 1 Most of the projects that I have been involved in are primarily 07 March 2019
and environmental residential / commercial type of buildings. Working on
services construction sites and completing regular site visits has
developed my knowledge and understanding of construction and
12 engineering activities which aided me in quantifying and costing a
design, and assessment of valuations and variations.
The application of the different types of solutions and construction

methods may vary depending on Client / project requirements
and design or functional intent. For example in external walls,
12 factors such as building type, aesthetic requirement, speed of
construction, quality of finish and budget are to be considered
when opting to use either masonry or cladding system.
I am aware and have learned alternative construction methods,

their advantages and disadvantages and how changing methods
12 could impact the design, functionality and constructability of a
building. For example, selecting the appropriate frame for a
building either using concrete or steel could be subject to time vs
cost vs quality.
I have knowledge of RIBA plan of works from stages (0 to 7) from

12 inception to completion, this covers from Strategic Definition
through to when the building is In Use.
I am aware of the operational and maintenance processes at

completion stage of the project, the Contractor is required to
submit the O&M manuals.
12
12
Construction technology 2 Working on multiple project sites has exposed me to multiple 07 March 2019
and environmental construction methods and techniques of various building
services elements including foundations, frames, finishes, etc.
In Oceanscape Abu Dhabi, I was involved in producing a cost

analysis of the proposed alternative for ceiling finishes. The
12 advantages were fast application through the use of spray plaster
machine and quick drying time. Cost savings were considered as
a disadvantage to the Contractor, however the faster installation
also benefited the construction programme.
At Creekside 18, I have also undertaken a cost analysis for the

12 proposed change of internal walls from block wall to drywall
partition, understanding drywall partition benefits including quicker
installation, weight reduction and benefits for services installation.
My current project at Creekside 18 based on site involves me in

differing construction techniques, properties, sequencing and
12 installation for building elements including the varied façade
envelope system of GRC, glazing and aluminum curtain walls.
Construction technology 3 I have advised the Client on suitable alternatives by providing 07 March 2019
and environmental cost advice including the advantages and disadvantages of the
services available solutions.
12 In Oceanscape Abu Dhabi, the Contractor proposed to use hollow
core precast slab in lieu of the specified conventional cast in-situ
slab to podium levels. I advised the Client of the cost benefit
factors to consider associated to using hollow core slab with
further advice on reduction of site time due to speed of erection,
reduced amount of formwork, however identifying potential
12 increased costs for transportation and additional equipment for
lifting and moving the pre-cast units.
At Creekside 18, I advised the Client of the associated cost

benefits implementing post tension slabs as an alternative to
traditional reinforced concrete for the towers. I informed that this
12 alternative solution which included tendons, could result in a
reduction of slab thickness, top mesh reinforcement and reduced
labour output, subsequently achieving substantial cost savings to
the budget.
12 I am currently involved in commercial and design review of an

alternative crown frame solution and advising the Client of the
cost saving factors for using concrete in lieu of steel frame,
however have highlighted the potential disadvantages including
re-design, delay on programme as slower speed in construction,
and potential structural load issues to be reviewed by the
12 Engineer.
12
Optional competencies

12
Contract administration 1 12
I am aware of the various forms of contract and my experience in 07 March 2019
the UAE has exposed me to the FIDIC form of contract, I have
been involved with 1987 4th Edition and 1999 Red Book. I have
however, worked predominantly on projects with amended forms
of contract rather than the standard forms. This is commonly a
preferred Client method to re-apportion risk in their favour.
12 12
I am aware and have experience in the Contract Administrator’s
roles and responsibilities such as dealing with payments,
managing change and variation claim assessment. I am aware of
the contractual mechanisms, processes and timescales
applicable to these administrative duties.
12 12
I make myself aware of my responsibility as a Cost Manager to
support the Contract Administrator’s role and when my
commercial advice is necessary.
I improve my knowledge of Contract Administration through my

12 12
projects, attending CPD events and I refer back to the RICS
guidance note on Contract Administration should I require further
information regarding carrying out the duties of the Contract
Administrator.
Contract administration 2 In Oceanscape Abu Dhabi (working as Contractor QS), I prepared 07 March 2019
12 and issued payment certificates to Subcontractors based on the
payment terms agreed in the Subcontract.
At Creekside 18 (working as Consultant QS), I manage the

interim payments from the receipt to issuance of recommendation
to the Engineer / Client ensuring all documentation is provided
12 and implementing the standard deductions stipulated in the
Conditions of Contract. I maintain a payments log to monitor and
ensure that the certificates are issued within the prescribed
contractual timescales.
At times that the Contractor does not agree with my assessment,

12 I invite the Contractor, Engineer and Client to a valuation meeting
to close out payment related disputes.
I am involved in change management at Creekside 18. I ensure

that the correct change control process is adhered to, discuss the
technical aspect of the change with the Engineer, value the
12 change for Client approval prior to issuance of variation orders
and subsequently advise the Client of the final agreed costs.
At Creekside 18 and Dubai Water Canal Project, I assist the

Client and Engineer in providing necessary details for issuing site
work instructions for issue to the Contractor. I collate information
12 required by preparing cost study proposals to identify the change
as either a cost saving or additional cost and I discuss the cost
impact to the Client.
At Dubai Water Canal Project, I arranged regular weekly

commercial meeting with the project stakeholders to discuss
12 commercial issues.
12
Conflict avoidance, 2 I have participated in negotiations to settle disputes in agreeing 07 March 2019
management and valuations, variation orders and final accounts.
dispute resolution
procedures For the final account at Oceanscape Abu Dhabi, as a Contractor
QS, I compiled evidence used for dispute resolution and to
support my assessments. There were no issued variation orders
12 upon final account. I collated measurements, invoicing, payment
statements etc. to support my position for negotiating each
variation with the Client’s QS, issuing a detailed tracker of key
correspondence dates, demonstrating evidence of notifications
within the contract timescale.
12 For Provisional Sum packages at Creekside 18, I reviewed

Contract Documents between the Main Contractor and
Nominated Subcontractors to avoid discrepancies and mitigate
potential disputes. I have carried out the review and validated the
payment terms, ensuring that the terms stipulated within the
Subcontract Agreement are back to back with the Conditions of
12 Contract between the Client and Main Contractor.
12
12
12
12
12
12
Continuing Professional Development (CPD) Record
Total number of CPD hours: 101.00 hours
Date CPD Hours

28 February 2019 Activity type: Work-based Activity 1.00 hour
Description: T&T APC Competency Session Informal
Learning The discussion includes question and answer session with other
outcomes: APC candidates and senior management which enhanced my
awareness of the APC competencies and its requirements.
Competencies covered in this session was Conduct Rules, Ethics
and Professional Practise.
28 February 2019 Activity type: Work-based Activity 1.00 hour
Description: Dubai Cost Management Quarterly Meetings - February 2019 Informal
Learning Understanding our team’s position within the business, progress on

outcomes: current projects and update on bids and new wins.
27 February 2019 Activity type: Conference/Workshop/Seminar 2.00 hours
Description: Design Cost Advice, Cost Planning & Cost Engineering Formal
Learning I learned that cost plan is produced in different design stages such
outcomes: as concept and detailed design. As the design develops the level of
detail and accuracy of cost plan improves. Factors to be considered
in preparing a cost plan includes knowing the Client requirements
that needs to be included (e.g. Fees), site visit, assumptions,
exclusions, etc.
25 February 2019 Activity type: Private Study 12.00 hours
Description: Private study – general reading of books, journals, online Informal

publications, etc. (Various)
Learning I continuously carrying out private reading of construction related
outcomes: topics and current affairs within the construction industry to which
enhances my knowledge which aided me in the developments of my
skills as Cost Manager.
20 February 2019 Activity type: Conference/Workshop/Seminar 1.00 hour
Description: Contract Administration for Claims Formal
Learning I learned that programme (revised and updated) and good record
outcomes: keeping are important in preparing a claim.
Date CPD Hours
Description: Tendering and E-Procurement Formal
Learning I learned about the different types of tendering and understood the
outcomes: tendering procedures. This CPD also introduced e-procurement
which is the efficient reform that has now been implemented in
UAE.
15 February 2019 Activity type: Online/Distance Learning 3.00 hours
Description: (MB) Professional Ethics for RICS Members (PERM-MB) Formal
Learning I learned about the RICS ethical standards and how to apply and
outcomes: ensure to practise them at all times
Description: Risk Management for Construction Industry Professionals Formal
Learning I learned that risk can be a positive opportunity or a negative threat

outcomes: to a project. Conducting weekly or bi-weekly risk workshop,
brainstorming with the project team and maintaining risk register will
are useful to assess and evaluate potential uncertainties that could
affect the project.
30 January 2019 Activity type: Work-based Activity 1.00 hour
Description: T&T APC Discussion and Updates Informal
12 December 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: Strategic Procurement Management as a Source of Formal

Competitiveness
Learning I learned that to ensure that the Client/project’s goal in terms of
outcomes: value and quality is achieved, a procurement management must be
in place to avoid project delays, cost overruns and poor
workmanship.
Description: How to Arbitrate Construction Disputes Formal
Learning I learned that it is important to understand the strengths and

outcomes: weaknesses of the claim. Knowing the arbitration clauses stipulated
within the contract, document management, document preservation
and witness evidence can lead to a successful arbitration case.
23 October 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: FIDIC Claims & Contract Administration Formal
Learning I learned that understanding the contract and provisions provided to

outcomes: claim are important. For example, knowing the time frame for the
notice, and the determination procedure. Also, it is highlighted that
in every claim, keeping contemporary records and a fully detailed
claim with supporting particulars can assist to resolve disputes.
Date CPD Hours
Description: Quantification and Costing of Construction Works Formal
Learning I learned that estimating methods can be single rate (e.g. functional
outcomes: unit rate, GFA rate) or multiple rate with accurate quantities (e.g.
BOQs). Also, I understand that cost estimate is a prediction of the
costs of construction and cost plan is used to control estimated
costs and must be managed throughout the project cycle.
04 September 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: Detail of Disruption Formal
Learning I learned that disruption is about loss of efficiency to build – a

outcomes: compensation for inefficient working of plant and labour. Maintaining
a good record of units of work done and resource consumed within
a particular timeframe could be utilised to support disruption claims.
28 August 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: EPC Turnkey Formal
Learning I learned that generally EPC contracts are used in infrastructure

outcomes: projects wherein the main concern is its performance. Also, in EPC
projects the contractor takes more risk on design than the client.
Description: Productivity Monitoring Formal
Learning I learned that productivity monitoring could be used to support the

outcomes: Contractor as this could to identify its men/labour performance and
improve production if needed, detect low performing factors in the
performance, identifies and records downtime for back charging to
the supplier, subcontractor or client as a variation or claim.
24 July 2018 Activity type: Work-based Activity 2.00 hours
Description: Turner & Townsend APC Session Informal
Competencies covered in this session were Conflict Avoidance and
Dispute Resolution Procedures and Contract Administration.
18 July 2018 Activity type: Conference/Workshop/Seminar 2.00 hours
Description: Delay Analysis and Its Relevance in Construction Disputes Formal
Learning I learned in a delay analysis, all relevant facts must be considered

outcomes: regardless of its positive and negative impact, as long as these
information are based on facts. Choosing the appropriate method
depends on factors such as contract requirement/specified,
available information, etc.
30 June 2018 Activity type: Work-based Activity 3.00 hours
Description: Dubai Cost Management Quarterly Meetings - June 2018, Informal

September 2018 and November 2018
Date CPD Hours
Competencies covered in this session was Project Financial Control
and Reporting.
28 May 2018 Activity type: Conference/Workshop/Seminar 1.00 hour
Description: The Role of Contract Administration on a Project: Practical Formal

Application
Learning The discussion focused on the role and responsibilities of a contract
outcomes: administration in post contract including but not limited to cost
management, negotiation of claims and dispute resolution and
reporting to the Client.
04 April 2018 Activity type: Work-based Activity 3.00 hours
Competencies covered in this session was Procurement and
Tendering.
20 March 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: Construction Insurance Formal
Learning I learned and understood the importance of insurances to a

outcomes: construction project and the coverage of each type.
11 March 2018 Activity type: Online/Distance Learning 1.00 hour
Description: Ethical Standards Walkthrough (ETHICSWT) Formal
outcomes: ensure to practise them at all times.
02 March 2018 Activity type: Online/Distance Learning 3.00 hours
Description: (MB) Professional Ethics for RICS Members (PERM-MB) Formal
outcomes: ensure to practise them at all times.
28 February 2018 Activity type: Work-based Activity 2.00 hours
Description: Turner & Townsend Cost Management Quarterly Meetings (Dubai) - Informal
November 2017 and February 2018
Date CPD Hours
28 February 2018 Activity type: Work-based Activity 3.50 hours
Competencies covered in this session were Contract Practice,
Business Planning and Health and Safety.
Description: Payment Following a Termination Formal
Learning This structured seminar aided me to understand the correct

outcomes: application of the payment provisions following the different
termination addressed in FIDIC 1987 4th Edition form of contract.
Description: Effective Contract Administration in Construction Formal
Learning I learned and understood the Contract Administrator duties in both

outcomes: pre-contract and post-contract such as involvement in establishing
contract, contract management, payment valuations, change
management, dispute resolution and contract close-out.
31 January 2018 Activity type: Work-based Activity 3.50 hours
Learning The discussion with question and answer session with other APC
outcomes: candidates and senior management enhanced my awareness of the
APC competencies and its requirements. Competencies covered in
this session were Conduct rules, Ethics and Professional Practise,
Client Care and Communication and Negotiation.
26 January 2018 Activity type: Conference/Workshop/Seminar 4.00 hours
Description: Application of VAT in UAE Construction Industries Formal
Learning VAT in UAE was recently been implemented (January 2018) and
outcomes: this training provided an overview of the importance of VAT and its
implications to commercial activities including construction industry.
Description: Allowable Claim Notices under FIDIC 1999 Formal
Learning I learned and understood various possible event that may give rise
outcomes: to a claim within FIDIC 1999 for both the Contractor and the
Employer and the importance of keeping contemporary record as
part of supporting documentation for any claim.
14 October 2017 Activity type: Training Course 3.00 hours
Description: Structured e-learning courses Formal
Learning I became aware of the health & safety procedures in workplace, on

outcomes: site and at home. I gained sufficient knowledge to recognise
hazards on construction sites and how to act accordingly. Traning
course regarding Asbestos Awareness, Health and Safety and
Slips, Trips and Falls.
Date CPD Hours
Description: Effective Negotiations Formal
Learning I learned about different types of approach on how parties will reach
outcomes: an agreement which may also be influenced by the behavioural
aspects of the parties involved.
Description: Guidelines on Case Study Submission and Report Writing Skills Formal
Learning This seminar provided guidelines on how to complete the templates,

outcomes: each section requirements and submission timescales. I also
learned the various writing styles and understood how to use them
appropriately which aided me to improve my written communication
skills.
11 September 2017 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: Drafting the Contract Agreement Formal
Learning I learned about the different sections of a contract such as title,

outcomes: date, parties involved and terms, and understood its significance
when drafting a contract agreement.
31 August 2017 Activity type: Private Study 5.00 hours
Description: Private study – general reading of books, journals, online Informal

publications, etc. (Various)
Learning I continuously carrying out private reading of construction related
outcomes: topics and current affairs within the construction industry to which
enhances my knowledge which aided me in the developments of my
skills as Cost Manager.
Description: Contract Documentation and Procurement Formal
Learning I learned about the various procurement routes, different types of

outcomes: tendering and understood the tendering procedures.
Description: Contract Administration Formal
Learning I learned and understood the wide range of scope of contract

outcomes: administration including account management, change
management and claims and dispute resolution.
12 July 2017 Activity type: Work-based Activity 2.00 hours
Description: Unifier Software Training Informal
Learning Unifier is a data management system implemented by the Emaar

outcomes: and being used in all the projects within Dubai Creek Harbour
Development. I learned from this the training various procedures of
uploading correspondences, variation orders and payment
recommendation though Unifier.
Date CPD Hours
Description: Turner & Townsend Basic CostX Training Informal
Learning This training session provided all users the information regarding
outcomes: the recent software updates and changes from the earlier version of
CostX being used.
28 April 2017 Activity type: Training Course 3.00 hours
Description: Structured E-learning Courses and Tests Formal
Learning I became aware of the health & safety procedures in workplace, on

outcomes: site and at home. I gained sufficient knowledge to recognize
hazards on construction sites and how to act accordingly.
27 April 2017 Activity type: Work-based Activity 2.00 hours
Description: Turner & Townsend Cost Management Quarterly Meetings (Dubai) - Informal
Quarterly
Case study
Total word count for your case study ARC was unable to count the words in your case study.
Arianne Laus Candidate No. 6768294
Case study
Submit one case study with a maximum of 3000 words. The focus of the case study must be
on a single project or piece(s) of work undertaken in the last 24 months. The project you
choose MUST allow you to demonstrate technical competencies from your chosen pathway,
and how you used the competency skills. It must be written as a professional report
including all the components below. The confidentiality statement must be completed
to confirm consent has been approved. If you cannot get consent you should
disguise all facts that might otherwise make the project identifiable.
Name of case study:

Dubai Creek Harbour Development – Creekside 18, Plot 18A
Managing the Alignment of Doors Package Tender Documents
Date the project or piece(s) of work were carried out:

January 2017 – Present
Confidentiality statement
The following case study contains confidential information included for the purpose of the
Assessment of Professional Competence. Emaar Development PJSC, hereinafter termed
“the Client” and Turner & Townsend International Ltd, hereinafter termed “the Cost
Consultant” have given their consent to disclose details for the case study on the basis that
the information is not to be used for any other purpose or by any person other than those
authorised by the Royal Institution of Chartered Surveyors (e.g. staff and assessors).
1
Contents Page
1. Introduction 3
2. My Approach 7
3. My Achievements 12
4. Conclusion 14
5. Appendix A – Competencies Achieved 16
6. Appendix B – Tender Schedule 17
Total word count: 2,967 words (Excluding contents, sub-headings and appendices)
2
1. Introduction
1.1 Project Description & Brief
Creekside 18 is part of Dubai Creek Harbour Development and is comprised of two basement
levels, ground floor level and three podium levels below two 37 storey residential towers.
There are 500 total residential units comprised of multiple layouts including townhouses,
apartments and penthouses.
Provisional Sum packages includes MEP works, Façade works, vertical transportation, timber
and metals doors, joinery, light fixtures and sanitary ware items. The extent of the packages
were defined by the Client.
 Contract Value Confidential
 Provisional Sum Packages Confidential
 Procurement Method Traditional with competitive tender
 Form of Contract Fixed Price Lump Sum (Client Bespoke)
The Client’s concern of affordability was raised from the outset of the project, which the
Provisional Sum packages were closely interrogated internally from the Client’s commercial
team. Meeting the Provisional Sum budgets and having cost certainty were key aspects of the
Client’s appetite to risk.
3
1.2 Roles and Responsibilities
My involvement in Creekside 18 commenced during the post contract phase. As a Cost

Manager, I am responsible for the day-to-day delivery within a small team, advising the Client
and providing cost management services on the project regarding construction commercial
matters.
My key responsibilities are as follows:
 Monthly payment evaluation;
 Management of post-contract cost variations;
 Preparation and issuance of Provisional Sum tender documents;
 Review, analysis and recommendation of Provisional Sum tender returns;
 Review and advising of Value Engineering options;
 Processing, evaluation, monitoring and advising of Variations;
 Cost reporting for monthly period review, accruals forecast and quarterly targets;
 Cash flow forecasting, monitoring and advising.
4
1.3 Project Stakeholders
The main stakeholders are as follows:
 Client & Project Manager Emaar Development PJSC
 Architect WS Atkins & Partners
 Engineer ATK Engineering Consultants
 Cost Consultant Turner & Townsend International
5
1.4 Project Timeline
The project timeline is as follows:
 Commencement Date 9th January 2017
 Contract Period 29 months from the Commencement Date
 Contract Completion Date 9th June 2019
6
2. My Approach
2.1 Background
A tender schedule for the Provisional Sum packages was produced by the Client and was
introduced to all parties during the kick-off meeting which was held in January 2017. This
schedule identified the key dates of activities for the tender process of each package.
The early phase of the tendering process for the timber and metal doors Provisional Sum
package (Doors Package) were:
 First week of April 2017 – Package scope, bid list and Client specific requirements is
to be issued by the Client to the Contractor;
 Fourth week of April 2017 – Contractor to compile Scope of Works and extracted Bill
of Quantities from the Main Contract. The Engineer to provide design information and
Cost Consultant to collate the Tender package for Client review;
 Third week of May 2017 – The Client, through the Cost Consultant, to issue Instruction
to Tenderers (ITT) to the approved tender list;
The Tender period would commence and the tender returns were expected in the second
week of July 2017.
Phase 1 2 3 4
Submit SOW, Tender
Issue Draft
ITT Package Preparation Issue
SI Package Update Scope and
and Approval Stage ITT
Bid List
of Bid List (Weeks)
Timber &
Metal
1 Planned 09-Apr-17 23-Apr-17 4.0 21-May-17
Doors
Package
Table 1 - Early phase of tender process (extracted from Tender Schedule)
Refer to Appendix B – Timber and Metal Doors Tender Schedule for details
2.1 Key Issue – Completion and Alignment of Doors Package Tender Documents
The key issue was that the design discrepancies found between the Tender and Issued for
Construction (IFC) documents prevented the Client from issuing aligned and accurate
information whilst already in delay against the planned dates identified in the tender schedule.
7
The Architect issued the IFC drawings at the same time when the issuance of ITT was
scheduled. I reviewed and prepared a comparison between the Tender Design and IFC design
information and identified a number of design changes and discrepancies that required
feedback from the Architect and Engineer. These clarifications were required for me to update
the Bill of Quantities and align it to the updated IFC design.
The Engineer was assigned to manage the process of resolving queries raised. However, as
they were the ‘middle party’ by forwarding my queries to the Architect for clarification of design
discrepancies, the process of acquiring information and responses took longer than expected
to complete. This contributed to early delays against the tender schedule.
The Bill of Quantities did not match the updated IFC design as this was prepared based on
the Tender Design information. The Bill of Quantities was previously prepared due to the
Client’s earlier intention to include the Doors Package within the Main Contractor’s scope.
However, this resulted in tender returns with higher costs than anticipated, therefore the Client
decided to extract the Doors Package from the Main Works and include the same under a
Provisional Sum package.
I addressed this issue to the Client and established a number of options to explore
opportunities that could mitigate the current delay whilst at the same time providing the
Tenderers with clear and accurate tender information.
2.3 Options Considered
Having identified the key issue, I considered the following options to determine the most
appropriate option to advise the Client:
 Option 1 - Issue the Doors Tender Package based on the current Tender Design
documents and issue the IFC information as a Tender Addendum or post award
variation;
 Option 2 - Issue a Schedule of Rates based on the IFC updated Door Schedule in lieu
of Bill of Quantities;
 Option 3 - To align the Bill of Quantities with the IFC design prior to the issuance of
the Doors Tender Package
My review and selection of options is detailed below:
2.3.1 Option 1 - Issue Doors Tender Package based on Tender Design and issue IFC
information as Tender Addendum or post award variation
8
The intention of this option was for the Client to issue the tender documents based on the
current Tender Design information, allowing firstly the Architect and Engineer to finalise the
IFC information including the Door Schedule and subsequently enabling me to accurately
review and update the Bill of Quantities against the IFC design changes. Once all documents
were confirmed, aligned and cleared of discrepancies, the updated IFC information would then
be issued to the Tenderers as a Tender Addendum or as a post tender award variation,
whichever will be applicable at the time of completion.
The advantage of implementing this option was that it would mitigate the delays already
incurred against the tender schedule and tender award since the Tender Documents would
be issued as per the planned date based on the tender schedule.
However, there was an immediate disadvantage that the issuance of non-aligned tender
information would create confusion to the Tenderers and would likely take a longer period of
time in closing out during the Post Tender Clarification stages and ensuring tender returns
were on a like for like basis for the purpose of evaluation.
A further disadvantage was that once the IFC-based Bill of Quantities and design including
the door schedule was issued as a Tender Addendum, the Tenderers would be required to
undertake re-checking, re-quantifying, re-pricing and re-submission of their offers which would
require additional time for the Tenderers to complete. If the Client opted for the IFC information
to be issued as post contract award variation, there would be no cost certainty until IFC
changes have been implemented.
Although the issuance of the tender would be in line with the tender schedule, there was a
clear risk for the Post Tender Clarification stage to continue for a longer period of time due to
the inconsistencies in the design information received by the Tenderers which could have
resulted in potential delay in nomination. Furthermore, I was aware of the Client’s brief that
cost certainty was a key concern, which selecting this option would not meet the Client’s
objectives and known costs would not be known until a later stage if issued as a variation. On
this basis, this option was rejected.
2.3.2 Option 2 - Issue a Schedule of Rates based on the IFC Door Schedule in lieu of
Bill of Quantities for pricing
This option was for the Client to issue a Schedule of Rates in lieu of the Bill of Quantities and
for the Tenderers to provide prices for each door identified in the Door Schedule only.
The benefits of using a Schedule of Rates include a potential reduction in tender period due
to quicker pricing method and that all doors in the Door Schedule are guaranteed to be priced.
9
One of the disadvantages in utilising this option would be the difficulty to align the items during
payment valuations during the post contract stage as the priced Schedule of Rates based on
the door schedule would not match the Contract BOQ. There would likely be possibilities to
resolve this problem however, efficiency in the assessment of interim valuations was important
for timely payment to the Contractor.
During my review of the tender documents, it was found that there were discrepancies
between the Tender Design Door Schedule and drawings plus additional disparities were
found when the IFC design was issued. Since this was a design related issue, co-ordination
and involvement of the Architect and Engineer were required to close out all discrepancies.
This was considered as another disadvantage of utilising this option, as the multiple
discrepancies across both Tender and IFC design would need to be fully resolved for the
Tenderers to submit the Schedule of Rates against a final door schedule. This review could
have resulted into multiple Door Schedule revisions and further delays in the tender pricing
period.
This option was discounted to continue due to combined risk of delay, unaligned pricing
documents for later stage in the project and the many design discrepancies required to finalise
in the door schedule for accurate pricing.
2.3.3 Option 3 - Align BOQ with the corrected IFC design prior to the issuance of the
Doors Tender Package
This option was to propose to the Client a clear and concise strategy, to firstly close out all
outstanding design discrepancies (between Tender Design and IFC information) and capture
all the design corrections in a revised Bill of Quantities prior to issuing the Doors Tender
Package.
The advantage for this option was primarily that all design documents including the Door
Schedule would be corrected and aligned, with all gaps in the tender documents rectified,
likely resulting in fewer ambiguities, fewer tender queries and aligned pricing for analysis,
which in turn would save significant time during the Post Tender Clarification and tender
review stages.
Considering cost certainty for the Client, understanding this was an important factor when
reviewing the Client’s objectives and a high priority, this approach allowed for better cost
certainty at the tender award stage with lower likelihood for post contract variations as all
design discrepancies would be removed.
A disadvantage was that the Client would be required to accept the highly likely delay in
issuance of the Tender Documents. Reviewing, re-measuring and aligning the Bill of
10
Quantities against the updated IFC documents would require more time during this tender
preparation stage. In addition, this could be compounded by further potential delays of not
achieving the other key dates identified in the tender schedule, likely resulting in a late tender
award.
I clearly identified to the Client the risk of delay in nomination of the Doors Provisional Sum
package as a result of this option, however advised that this was the most commercially
beneficial option and which would likely reduce variations at later stages.
Based on the acknowledgement of better cost certainty at tender award and having correct
and aligned documents for pricing, the Client agreed to implement this option.
11
3. My Achievements
After undertaking a comprehensive review of the revised documents, I was able to provide the
Client with aligned Tender Documents which increased the possibility of the Doors Package
to be more efficient during the tender stages and more accurate for pricing.
My first action was to gather the available information and start identifying design gaps. I
collated and consolidated the design information including the Door Schedule, IFC
Architectural Drawings, IFC Interior Design drawings and Bill of Quantities. I thoroughly
checked and compared each document to ensure that all doors were covered under my re-
quantification and alignment exercise. After a careful review, I prepared a list of all design
discrepancies found and identified all missing information required from the Architect and
Engineer to complete my comparison exercise. Being aware of the delays incurred for
receiving responses to earlier discrepancy queries, I provided deadlines of dates for each
action to be closed. I communicated regularly with the Architect and Engineer to ensure that
the team was progressing as planned. I arranged workshops with the Architect and Engineer
to collectively review and closely monitor updates on design clarifications and status of actions
such as re-submission of final IFC drawings. I also provided the Client with the status update
on a regular basis of the project team’s progress and target dates for the tender package to
be ready for issue.
After every workshop, the design gaps were continuously resolved with confirmed and
updated design information.
As soon as I received the confirmed information from the Architect and Engineer, I
commenced with updating the Bill of Quantities and commenced aligning it to the updated
design. The effect of the resolved design discrepancies resulted to a major adjustment of the
items in the Bill of Quantities, reflecting corrected door types, dimensions, specifications and
associated quantities. I also ensured that both the Bill of Quantities and Door Schedule
contained the exact same information, which would assist the Tenderer with the identification
of doors and with the intent to reduce ambiguity.
Following completion of the alignment exercise, I informed the Client of these changes and
advised that the Doors Package was ready for issue to Tenderers. The completed exercises
guaranteed that all tender documents were corrected and aligned prior to issue for pricing,
however as indicated, this affected the programme as the ITT was issued on a later date
compared to the planned date in the tender schedule.
Upon reviewing the revised ITT date, I advised the Client that with the design discrepancies
and pricing documents aligned, there was a lower risk of a large number of tender queries,
12
thus enabling a potential reduction in the tender period. I advised that the original provision for
Tenderers pricing period of eight weeks could be reduced to six weeks accordingly.
Further assessment of the tender schedule enabled a reduction of two weeks for the Post
Tender Clarification and negotiation period (Refer to Appendix B for details of planned vs
actual dates).
The tender returns were received and Post Tender Clarification stage commenced. Post
tender queries were mostly on the commercial terms, conditions and qualifications. There
were no further clarifications within the tender documents regarding the door quantities and
the Tenderers did not consider any additional items. With that, Post Tender Clarification stage
was completed as planned and proceeded with the negotiation and tender award stage.
Based on the above, it was concluded that the correction and alignment exercise was
successful and it provided the Tenderers with accurate information for pricing the Doors
Package which met the Client’s objective in terms of cost certainty and quality of complete
information.
13
4. Conclusion
This issue highlighted to me the importance of the information required for the tendering phase
as at this stage the Client’s decision to obtain the price and programme of the project and the
selection of the Contractor is achieved. It is essential that the quality and accuracy of the
tender documentation is complete, clear and consistent as the Tenderers rely upon these
factors when reviewing and preparing their offer. Inconsistency and discrepancies in Tender
Documents may lead ambiguity in understanding the design, inaccurate estimates, high risk
allowances in pricing, delay in the tendering process and potential cost implications in the
form of variations during the construction phase.
I have learned that in decision making, it is important not only to consider the immediate effect
of my choices but I have to be mindful of the effect on the whole of the process. If I had chosen
to utilise Options 1 and 2, the tender package would have been issued to the Tenderers as
per the dates identified in the tender schedule, however this action could have resulted in
further delays in the later stages and tendering and a higher likelihood of uncertainty of cost
impact to the Provisional Sum until a later date on post award.
By considering the whole tendering process, evidently I advised the Client that Option 3 should
be implemented as the result of the comprehensive review at the tender preparation stage
was the most commercially beneficial option for the Client.
This comprehensive review and alignment exercise could have not been completed without
the involvement of other parties including the Architect and Engineer. I believe that the project
team worked well together in performing this task and having taken the responsibility of
completing this exercise, I learned how to manage a team and acknowledged the importance
of communication and constant co-ordination between the parties involved. Regular meetings
are essential to ensure that all relevant parties are updated and aware of the current
information and the importance of the timescales and actions required.
Throughout this whole process, I developed my skills in problem solving, identifying risks, and
managing the work with multiple stakeholders effectively to overcome the challenges which
led to a successful outcome and met the Client satisfaction.
If I were to advise again on this issue or when faced with similar tendering issues at early
stages, I would recommend the designer to ensure design discrepancies are reviewed and
removed as early as possible and when identified. There was a possibility of lack of quality
assurance and quality control when the design information was issued as these discrepancies
in design should have been identified prior to issuance. I understand that co-ordination
between designers (architectural, structural, MEP, Interior etc.) are critical to achieve minimal
design errors.
14
This issue was different with regards to the timing of the IFC design issue and that this was
for a Provisional Sum package. If the IFC design was provided at an earlier stage then I would
have been able to commence with updating the tender documents immediately subject to the
date for ITT. Prior to this, I would also ensure the Client is clear of their requirement to either
go out to tender based on Tender Design or IFC design information. Early knowledge of this
would allow me to advise on the potential time implications to review and update the Bill of
Quantities accordingly.
Total word count for your case study – 2,967 words (Excluding contents, sub-
headings and appendices)
Referred candidates only – is this a new case study? No
15
Appendix A - Competencies demonstrated in this case study
Please insert the mandatory, core technical and optional technical competencies
demonstrated in your case study. Please follow the format below and add more rows if
required, simply use copy and paste.
Mandatory Core Optional
Conduct rules, ethics and Conflict avoidance,

Quantification and costing
management and dispute
professional practice of construction works
resolution procedures
Data management Procurement and tendering
Client care Contract practice
Team working
16
Appendix B – Tender Schedule
17

FinalSubmission - Arianne Laus

Uploaded by

Copyright:

Available Formats

You might also like

FinalSubmission - Arianne Laus

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

FinalSubmission - Arianne Laus

Uploaded by

Copyright:

Available Formats

RICS Assessment of Professional Competence (APC) Submission

Candidate name: Arianne

RICS membership number: 6768294

Date of birth: 14 August 1982

Pathway: Quantity Surveying & Construction - Pre July 2018

Employer / Organisation: Turner &Townsend International Ltd

ASSESSOR USE ONLY –

Counsellor name: Steven Russell

RICS membership number: 5041115

Academic qualification(s) (higher education)

Name of Academic Institution Qualification and Subject Date achieved

Professional body membership(s)

Professional body Grade Date achieved

Employer Position/job title Date from Date to

Al Shafar General Contracting Quantity Surveyor 31 August 2010 01 December 2014

BCT Contracting LLC Quantity Surveyor 30 April 2009 31 July 2010

CSHK (Dubai) Contracting Assistant Engineer 30 June 2008 31 March 2009

High Quality Firepro Estimator 01 March 2005 01 March 2006

Total word count for mandatory competencies: 1,500 words

Competency Level Summary of Experience Achieved

I also understand that management accounting produces

I have attended periodical team meetings which provide the staff

I am aware of the SWOT and PEST analysis tools which are

12 Communication with employees is implemented to ensure that

I am aware of my company’s procedure on Client Care reviews,

I am aware of my company’s Complaints Handling Procedure,

I carried out variation assessments and payment certificates. To

I am aware of the dispute resolution procedures such as

My company use standardised project file folder setup for all

12 I use cost data management systems such as CostX for carrying

I am aware of different sources of cost data including utilising

My company implement guidelines regarding data confidentiality,

12 I have completed internal company e-course on construction

I understand it is important to have awareness on how to identify

12 I ensure to always wear the necessary and required personal

When visiting my company’s office, I ensure that I sign in and out

On a wider construction scale, I understand the key principles of

I understand that establishing and maintaining good working

I am aware that a team could be composed of members with

I understand the need for professional indemnity insurance, client

I am aware of the five professional and ethical standards and

I understand my abilities and limitations which could have an

I understand my company’s Anti-Bribery and Corruption policies

Total word count for technical competencies: 3,962 words

Competency Level Summary of Experience Achieved

I understand the documentation that forms part of the contract

I am aware of the roles and responsibilities of the parties included

I prepared and distributed a payment schedule as per the

I assessed and advised the Client on the contractual procedure

12 I am involved in Subcontract awards and have advised on the

12 I reviewed Subcontract Agreements at Creekside 18 and advised

12 As the Contract at Creekside 18 was between the Client and the

I am aware of the different procurement routes such as traditional,

I am aware of the different types of tendering procedures such as

I am aware of the standard procedures regarding tendering

I recognise there are factors that should be considered during the

I have produced full sets of tender documents, including the

I have fully managed the tender process at Creekside 18