FinalSubmission - Vedhakumar Ramadoss

RICS Assessment of Professional Competence (APC) Submission
Candidate details
Candidate name: Vedhakumar
Ramadoss
RICS membership number: 5600735
Date of birth: 26 February 1988
Pathway: Quantity Surveying & Construction - Pre July 2018
Employer / Organisation: Egis Rail
ASSESSOR USE ONLY –

RESULT PASS REFER
Counsellor details
Counsellor name: Sandeep Nimse
RICS membership number: 5026464

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

National Institute of Construction PgDip - Post Graduate Programme in Quantity 01 May 2011
Management and Research Surveying
Anna University Civil Engineering - Bachelor of Engineering 09 April 2009
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

Egis Rail Quantity Surveyor 27 July 2016
Dutco Balfour Beatty LLC Quantity Surveyor 29 March 2014 12 June 2016
AFCONS Infrastructure Limited Engineer - QS / Billing 21 November 2011 15 March 2014
Bharti Realty Limited Assistant Manager - Projects 18 May 2011 18 November 2011
North East Construction Site Junior Engineer 02 June 2009 10 June 2010
Quantity Surveying & Construction - Pre July 2018
Mandatory competencies
Total word count for mandatory competencies: 1,499 words
Competency Level Summary of Experience Achieved

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Accounting principles 1 12Saudi Arabia joined the Group of Twenty Finance Ministers and 13 March 2019
and procedures Central Bank Governors (G20) in 2009 and companies must
adopt IFRS since 1 st January 2018.
I know that the company’s accounts are made of balance sheet,

profit, and loss statement and cash-flow statement . The balance
12 12sheet lists the company’s assets and liabilities at a given point of
time. The profit and loss statement records the company’s
incomes, expenditures, and the resulting profit over the
accounting period.
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I am aware of the capital and revenue expenditure . I have
acquired knowledge on the various financial ratios.
Business planning 1 Business planning is a logical decision making process through 13 March 2019
which the company’s goals and objectives are set based on
12 12market analysis and forecasting. The plan is continuously
updated using a feedback system and by measuring
performance.
I am aware of the SWOT and PESTLE tools which are used to

analyze the market and the company’s strength and weaknesses.
12 The business plan will assist in deciding the appropriate
resources for teams like Human Resources, Information
Technology and Administration.
12 I have read my company’s business plan and I know how I can

contribute to its objectives at my level.
Client care 1 I understand that Client care is a continuous process involving 13 March 2019
identification of Clients, understanding their requirements and the
way in which they wish to have their project delivered. Once the
12 Client’s objectives are understood, specific milestones (or) Key
Performance Indicators should be set to achieve those objectives.
I have also learnt that Client care is being open to feedback and
12 rectifying the process . In addition, Client care is providing the
Client a clear scope of works that I (or) my firm is competent of
performing. I understand the importance of maintaining the
lessons learned / feedback register.
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Client care 2 While working on the Container Terminal project in Dubai, I had 13 March 2019
prepared the project management plans which made the Client
aware of the structure, process and functioning of each
department. I used to update my Client with quarterly cash flow
projections which facilitated them to have better financial
readiness.
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In my current metro rail project, I introduced a complaint handling

procedure compliant with the RICS guidance in order to better
manage our Client’s concerns if any. While working on a variation
12 scope involving the construction of an underpass, I established
the Client's objectives by having a brain storming session with
them.
Communication and 1 I am aware of the different types of communications like verbal, 13 March 2019
negotiation non-verbal, written and graphical and I know what method of
12 communication is appropriate for a particular situation. I have
used all these forms of communication as part of my professional
role.
12 Negotiation is a process of settling the differences between the

parties. I understand a successful negotiation requires a clear
objective, data to support assertions, having options to discuss,
suitable place and time, expressing clearly the ideas, agreeing on
a conclusion and the way to move forward.
Communication and 2 While working on the Container Terminal project in Dubai, I have 13 March 2019
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negotiation prepared and issued notice of delay letter to the utilities
subcontractor when he missed the milestone. Here, I preferred
using written communication as the issue was critical and the
letter shall be used as a substantiation document. In the same
project, I have made power point presentation of Cost Value
Reconciliation to my management.
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I have made negotiations as part of my procurement role with the

Subcontractors and made good buying gains. One such
negotiation was with the paving subcontractor. Prior to the
12 negotiation meeting, I worked out the cost and listed the things
which will help in my negotiation like the vast scope of around 1
million sq.m.; uninterrupted access etc; which aided the success
in my negotiation.
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Conflict avoidance, 1 I understand that the key reasons for conflicts in construction 13 March 2019
management and projects are incomplete information, uncertain risk allocation,
dispute resolution changes, poor contract administration, etc. Conflicts can be
procedures avoided by proper risk allocation, by preparing comprehensive
and unambiguous contract documents and by fair and consistent
contract administration.
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I am aware of the different types of dispute resolutions such as

negotiation, mediation, conciliation, adjudication, arbitration and
litigation . The FIDIC makes provision for Dispute Adjudication
12 Boards which will make decisions . If a party disagrees with the
decision, it can refer to arbitration or litigation.
Health and safety 1 Most of the GCC countries are members of the International 13 March 2019
Labour Organization and have ratified the Arab Agreement No.(7)
of 1977 in relation to health and safety. In Saudi Arabia, this led to
12 the Labour Law (Royal Decree No. M/51) in 2005.
I know that Employer’s must provide a clean and safe work place,
PPE, appropriate safety training, regular health checks and
compensation in case of injury to all its employees. I have read
the RICS ‘Surveying Safely’ guidance , which provides useful
12 guidance on best practice.
Health and safety 2 I wear all the essential PPE’s during site visits and ensure that I 13 March 2019
have received the required induction.
While working on the Container Terminal project, I include my

company's HSE policy documents in the tender documents so
12 that the bidders can make relevant financial provisions and have
no excuse for not following the safety policies on site.
In the current metro rail project, during site visit, I noticed that a
deep excavation done for cable laying was left unprotected in
middle of an active site. I immediately stopped the works,
12 reported it to my safety team, and made sure that the issue has
been rectified personally.
Data Management 1 I maintain a log of recent tender returns to build up our internal 13 March 2019
cost database and benchmark prices received. While using the
cost data from previous projects, I am aware that it needs to be
12 adjusted for fluctuations, time, quality, etc. I am aware of BCIS
operated by RICS, which provides the cost database.
In my previous company, I used Candy software in which the

costs are inbuilt and regularly updated. In my current project, I am
using Aconex software for managing the documentations .
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I am aware of the importance of data protection and always

safeguarded my data with a password.
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Sustainability 1 Sustainability is achieving development without depleting the 13 March 2019
limited natural resources available. I am aware of the three pillars
of sustainability - environmental, social and economic.
LEED and BREEAM are some of the internationally recognized

sustainability measuring standards. My current project aims to
12 obtain a LEED Silver certification by using more natural light,
ventilation and by reducing the water consumption by using grey
water system.
The current trends of harvesting solar energy and companies

developing a human resource friendly environment are a
12 welcoming move towards having a sustainable environment.
I am aware of the 17 sustainable development goals set by Saudi

Arabia as part of their Vision 2030.
Teamworking 1 Teamworking is a group of individuals working together effectively 13 March 2019
12 to reach a common goal .
I understand that for an effective teamwork the key elements

required are good Leadership, motivation, communication, co-
operation and accountability. The objectives should be
communicated clearly to all members and roles of the members
12 should be well defined.
Teamworking does not stop within the company but also includes
the suppliers / subcontractors who support our business and work
towards our objectives.
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I am aware of the Latham’s report on constructing the Team.
Conduct rules, ethics 1 Ethical and professional standards are an important part of my 13 March 2019
and professional professional and personal activities, which will uphold the name of
practice
12 the firm I work for in a positive way and will promote trust in the
profession.
I had learnt the five RICS Global Professional and Ethical

Standards and I am conversant with the RICS Rules of Conduct
for Members and Firms . I am aware of the importance of
12 enriching my knowledge by attending CPD’s.
I have studied the RICS’s guidance on complains handling. I

understand the importance of having adequate PI insurance for
Consultancy firms.
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Conduct rules, ethics 2 During the procurement of subcontractors for the Container 13 March 2019
and professional Terminal Project in Dubai, I found that my friend’s father was the
practice director of a company, which was bidding for one of our Project
work packages. I immediately identified this as a conflict of
interest and conveyed the same to my manager. I recommended
that this conflict could be resolved if I was to limit my involvement
12 and delegate the contract award decision to my line manager .
In the same project, I upheld my client's confidentiality by

obtaining signed Non-disclosure agreements from all the bidders.
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I am attending CPD’s regularly on topics related to my profession
through RICS’s webinars and seminars.
Conduct rules, ethics 3 While procuring the aggregate suppliers for the Container 13 March 2019
and professional Terminal project, I was approached by one of the quarry owners
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practice with gifts and illegitimate offerings in order to influence me. I
rejected those offerings and advised the supplier that this
approach is not appropriate since it is unethical. I informed my
manager of this and advised my management to restrain from
doing any sort of business with him in the future as that may give
him the chance to influence others.
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I have advised my subordinates to act with integrity and

transparent while performing their roles like procurement,
tendering and in post contract administration.
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Summary of Experience - Technical Competencies
Total word count for technical competencies: 3,998 words
Core competencies

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Procurement and 1 12
The main procurement routes are Traditional, Design and Build, 13 March 2019
tendering Partnering, Construction Management, Management Contracting,
Public Private Partnership.
The tender can be constructed as a lump sum, target cost,

guaranteed maximum price, re-measured or cost plus. The
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selection of the type of procurement depends on factors such as
type of project, design information available, market pressures,
finance, client’s experience, desired risk allocation, flexibility on
programme and need to harness contractor’s expertise or not. I
am aware of the UNCITRAL Model Law on Public Procurement.
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I am aware of the various types of tendering such as open
tendering, selective tendering, single and two stage tendering,
negotiated tendering and e-tendering. I am aware of the code of
practices which are to be followed during the tendering process,
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in particular the FIDIC Procurement Procedures Guide 2011 and
the FIDIC Tendering procedure 1994 which provide guidance on
selection of tender list, tender period and tender process
management.
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Procurement and 2 In Chennai Metro Rail project, while procuring subcontract for the 13 March 2019
tendering construction of a G+3 building which was a variation work, I opted
for the Traditional re-measurable route . The reason was that we
had a fully developed design and complete BoQ prior to
tendering. The selected route helped me in obtaining similar and
competitive price from all the bidders.
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While working on the Container Terminal project , I prepared the

tender documents under a competitive single-stage design and
build procurement route for the supply & installation of the crane
12 rails package. I compiled all the relevant information including
specifications, drawings, contractual conditions, pricing
document, Health and safety regulations and floated enquiries. I
managed the subsequent tendering process for this package. I
collated queries from the bidders and passed them on to my
Technical manager for clarifications. I issued tender addenda to
12 formalize the responses to tender queries. Upon receiving the
tender returns, I checked them for arithmetical errors and verified
with our Technical manager that the subcontractor’s proposals
were compliant. I prepared the bid-tab tabulating all the terms and
conditions like price, advance payment requirement, payment
terms, warranty, insurance etc. from the quotations received,
12 ranked the tenderers and submitted it for my management
approval.
Procurement and 3 During my work tenure with Bharti Realty who was a developer, I 13 March 2019
tendering advised my management on the procurement route for the
construction of their new mall. My employer wanted to keep tight
12 control over the design and quality. I recommended adopting a
traditional lump sum procurement to combine the design control
with some degree of cost certainty. I reminded my management
that we would need to ensure that the design was complete
before floating the tenders or this would severely affect the cost
and programme certainty.
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While working on the Container Terminal project, I prepared a

tender report for the utility works package, which was procured
under the Traditional route. Two of the bidders, including the
12 lowest, had qualified their tender with regards to the provision of
concrete and pipes. I recommended to use the average of the
other bidders rate to normalize the tender. As part of my tender
report, I advised my management to appoint the lowest bidder but
to issue concrete and pipes as free issue materials as the
average rates considered was higher than our in-house rates
12 including overhead and profit.
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Project financial control 1 Financial control is a key tool to ensure the project success for 13 March 2019
and reporting the client. The monthly financial report highlights to the client all
the provisional sums expended, instructed variations, anticipated
variations, contractor’s claims and re-measured quantities where
applicable. It is a tool to demonstrate to the client the position of
the project against the budget and how contingency is being
12 managed.
The QS must be pro-active to identify potential variations from the

issue of revised drawings, site visits, progress meetings, etc. but
must be careful to provide a conservative yet realistic estimate of
the anticipated final account. To this purpose, the contingency
12 must be based on a risk register and expended as a risk
materializes or released if it does not.
The QS must advise the client on the availability of funds for

additional works or design changes. The cash-flow forecast is
another useful tool to monitor the expenditure of the client’s funds
12 against expectations.
Project financial control 2 While working with Dutco Balfour Beatty, I have prepared the 13 March 2019
and reporting Contractor Cost Value Reconciliation [CCVR] on a monthly basis
which helped me in identifying the activities which had exceeded
the budget and taking corrective measures. This exercise helped
12 me in ascertaining the cost to completion of the project which
provided my management the prospect of the project.
In the Chennai metro rail project, I maintained a change log,

evaluated those changes on a regular basis, submit it for the
Client’s approval and negotiated to get an on-account payment
12 which eased the project cash flow.
In the Container terminal project, I maintained and updated the

contract risk register . One of the risks identified during the tender
was the concrete pumping charges when the ordered concrete
quantity per pour is less than 5 cu.m. I mitigated this risk by
12 negotiating with the subcontractor and agreed for free pumping
irrespective of the quantity. I have kept aside the mitigated risk
allowances for any new risks which may be identified in the due
course.
I am aware and have used accounting software’s like Candy and

12 SAP for producing cost reports.
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Project financial control 3 In my current metro rail project, working for a PMCM consultant, I 13 March 2019
and reporting noted that the number of claims related to unrecognized changes
has kept on increasing . In order to control it, I advised my
management and contractor to follow a “Technical Change
Request” form to initiate any change. In this request, all the
details of the change will be recorded including the originator,
12 cost impact & time impact and shall be approved by the Client.
This helped in regularizing the changes and reduced the number
of claims .
In the Container terminal project, I have updated the cash flow

projections along with the subcontractor liability schedules on a
12 monthly basis and this facilitated me in advising my management
on the subcontractor cost for the month and on the payment to be
received from the Client.
In the same project, I found the productivity of external hired

labours were less on the crane rail beam casting works. I
12 recommended my management to hire labours on a unit rate
basis rather than hour basis and this was agreed. This had led to
completing the works within the allowance and generated profit.
Quantification and 1 Bill of Quantities [BoQ] form the basis for quantification of 13 March 2019
costing of construction construction projects. BoQ are prepared from the drawings and
works specifications , detailing the list of all items along with their
12 quantities. The quantities in the BoQ can be expressed in various
units of measures like area, volume, length, etc.
It is always preferable to use the standard methods of

measurement like POMI, NRM2 and CESMM4. A BoQ in general
comprise of preambles, preliminaries, work packages, provisional
12 sum, prime cost items, day rates and provisional quantities . A
well-developed design and specifications are required in order to
build an accurate BoQ. The BoQ is the key element in pricing
post-contract variations in a remeasure contract, while a schedule
of works will be in a lump sum project.
12 I have learnt the RICS code of measuring practice such as GIA,
GEA and NIA which is progressively being replaced by IPMS. I
have attended one RICS CPD to gain knowledge on this
competency.
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Quantification and 2 In my current metro rail project working for a PMCM consultant, I 13 March 2019
costing of construction have prepared the bill of quantities for an exhibition center for
works tendering purpose . Before commencing my quantities take-off, I
collected all the relevant drawings and specifications and
calculated the quantities in accordance with POMI. I measured
and listed all the activities starting from site preparation,
12 excavation, concrete works, structural metalwork, finishes,
finishing and fittings. I then prepared the Bill of Quantities
including the preambles and preliminaries.
In the same project, while assessing the variation claims

submitted by the Contractor, I use the rates derived from the
12 schedule of lump sum price and if the relevant rates are not
available I used the lowest of three subcontractor rates. For the
variation works, I check the quantities from the approved
definitive design.
In the Dubai mall upgrading project, I have done valuations

12 starting from inception of the project to completion involving
payment of advances, valuation of interim payment applications
and variations and preparing final accounts.
Quantification and 3 While working for the contractor on the Chennai metro rail project 13 March 2019
costing of construction in India, I was involved in checking the correctness of the BoQ
works prepared by our appointed Consultant for a variation work
12 involving the construction of residential building. While verifying
the BoQ in comparison with the drawings and specifications, I
found that the BoQ has not followed any specific rules. I advised
the Consultant to prepare the BoQ based on the TNPWD or
CPWD [Indian Government standards providing rates for
construction activities] to obtain uniform rates from the
12 subcontractors and to facilitate the review and approval from the
Client. The consultant understood the benefits and revised the
BoQ in accordance with TNPWD standards. I have advised the
consultant to include provisional quantities in the BoQ for an
underground sump as the decision whether to have a sump or not
was taken at that point of time.
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While working on the Container terminal project managing the
subcontractors, I effectively negotiated the rates for the variation
works by analyzing the rate break-down submitted by the
subcontractor.
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Construction technology 1 I am aware of the different design stages, which are Preliminary 13 March 2019
and environmental design, Definitive design and Issued for construction .
services
In KSA, buildings must be constructed in accordance with the
Saudi Building Code which is based on the International Building
Code. The building owner must obtain a b uilding permit from the
12 municipality and approval from the Civil Defence with regards to
fire protection design .
The various elements of a building are substructure,

superstructure, finishes, fittings, services and external works.
Foundations may be constructed as pad foundations, strip
12 footing, raft foundation or pile foundation. I am aware that piles
may transfer loads in different manners depending on their design
- end bearing piles and friction piles. They may also be driven
pre-cast piles or bored piles.
A building’s structure is usually made of Reinforced Concrete or

12 Structural Steel. The choice of structure depends on various
factors like the time, cost, architectural design, sustainability,
buildability, etc. The choice of structure will also have an impact
on operation and maintenance.
Construction technology 2 I have worked on two metro rail projects and one container 13 March 2019
and environmental terminal project where different types of foundations were used -
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services pile foundations for the viaduct piers and crane rail beams, and
raft foundation for the station buildings.
The viaducts segments and tunnel rings in the metro projects are
precast whereas the crane rail beam in the container terminal
project was cast in-situ . The use of precast viaduct segments
12 with the post tensioning technique helped us in evading erection
of complex scaffolding in middle of the busy roads and complete
works at a faster pace.
I have experienced different types of tunnelling methods such as

New Austrian Tunneling Method, Bored tunnelling and cut-and-
12 cover. I understand when these types will be used, as my metro
projects included numerous tunnels in a variety of ground
conditions.
I was involved with the well point and deep well dewatering
system in the container terminal project and Chennai metro rail
12 project respectively.
In the container terminal project, the contract specified a concrete

slab over the whole terminal area irrespective of whether those
12 areas are subject to loads or not. As part of a value engineering
exercise, I advised my Client, upon consultation with the
engineers to use gravel for the non-loaded areas between the
container stacking beams. This gave my Client a 65% saving on
cost of the item.
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Construction technology 3 While pricing for the expansion of the container terminal project , 13 March 2019
and environmental the scope included building a 190m long quay wall. I have
services explored and estimated the cost of various construction methods
by using precast concrete blocks, diaphragm wall, contiguous pile
shoring wall and sheet piling. Based on my analysis, I
recommended the usage of sheet piles as it had the most
12 competitive cost, less time consuming and was also
advantageous from safety perspective.
In my current metro rail project in KSA, my client wanted to build

a welcoming arch over a main road. It was crucial to limit road
closure and complete the works in the shortest time to avoid
12 excessive disruption to road users. While it was not the cheapest
option and required the design to be frozen early, I recommended
using structural steel which would be fabricated off site and safely
assembled in a short time.
Commercial 1 I understand the components which make up the cost to the 13 March 2019
management of
12 contractor. They are materials, plant, labour, preliminaries,
construction subcontracts and overheads . In addition, a level of contingency
will be built up in the rates to protect the projected profit. If a risk
does not materialize, the associated risk allowance can either be
transferred to fund a new risk item or be released as profit.
12 In the post contract stage, the first step of commercial

management is understanding the tender allowances for all the
activities and producing a meaningful WBS (work breakdown
structure) as a baseline budget to report against. This will assist
in procuring subcontracts, materials and labour within the
allowances.
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Cost value reconciliation reports compare the actual cost and

value of the works done at a given point of time, from which we
can ascertain the projected profit / loss of the project. The cost to
12 complete is a frequent exercise to estimate the likely anticipated
outturn cost of the project to the contractor.
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Commercial 2 While working on the Container terminal project , I prepared the 13 March 2019
management of Contractor Cost Value Reconciliation reports on a monthly basis. I
construction prepared on the basis of the subcontractor / supplier liabilities,
payment schedule, material reconciliation and labour report.
When reporting value, I reported 100% on variation instructed and
agreed, 50% on variations instructed but not agreed in quantum
12 and nothing for additional work completed but not yet instructed.
This provided a safe approach in monitoring our profit.
In the same project, I have prepared the cash-flow forecast from

the approved programme of works and updated it monthly based
on the actual progress of works, Engineer’s instructions and
12 amended payment profiles. I presented it every month to my
management with detailed reasons for any lag.
I worked out the cost to completion for my project on a quarterly

basis by using Earned Value technique .
12 While working in Dutco Balfour Beatty, I was involved in the

procurement of labour, subcontractors like façade fixing,
structural steel, piling, substation building and suppliers like
paving block, gravel, pipe, tiles etc; which enabled me to feed my
estimation department with the most recent market prices.
Commercial 3 In the Container Terminal project, after preparing the cash-flow 13 March 2019
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management of projections, I identified that we had negative cash-flow for certain
construction months . To mitigate the negative cash-flow, I advised my
management to follow back to back payment for all the major
subcontractors like piling , crane rails, utility works and negotiated
with the manhole cover, utility pipe suppliers to accept deferred
payment instead of upfront payment.
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In the same project, I identified that we were losing money on the
substation construction activity and the reason was the poor
productivity of our internal labours, who were not experienced in
building works. Upon identifying this, I recommended my
management to sublet these works to a subcontractor
12 experienced in substation buildings as that will save time and
ensure achieving the targeted profit . I enquired & presented the
subcontractor's quotations to my management and my
management agreed for subletting these works.
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I prepared the productivity reports and material reconciliation
reports on activity basis and compared them with the allowances
to highlight my project manager the areas where the required
productivity is not achieved and advised them to take necessary
corrective measures to achieve the targets.
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Contract practice 1 I learnt through my degree studies that to be enforceable, a 13 March 2019
contract must have offer and acceptance, consideration, certainty
of terms and capacity.
I am familiar with the different types of FIDIC contract and when

they should be used. Possible alternative families of contract
12 include the NEC and the JCT. However, a lot of my experience
has been using bespoke client’s contracts.
I am aware of the third party rights . I understand the use of

collateral warranties by which the Client extends its contractual
relationship to a third party like a sub-contractor. The alternative
12 is to include the third party rights as stated in Articles 253 and 254
of UAE Civil Code as a client’s special condition.
I understand the insurances that are required under clause 18 of

12 the FIDIC contracts. The contractor is usually the insuring party
and must provide evidence of relevant cover in joint names.
Contract practice 2 While working on the Container Terminal project , once 13 March 2019
negotiations were concluded , I have prepared and issued Letter
of Intent to substation building, fencing and utilities
subcontractors. Following the LOI, I prepared the contract
12 document for these subcontractors which comprised of Contract
Agreement, Particular and General Conditions of Contract,
Instructions to Tenderers, LOI, Specifications, Drawings, Bill of
Quantities, Tender Clarifications, Subcontractor's proposal.
While preparing these subcontracts, I have used contract clauses

12 like Assignment, Variations and Adjustments, Claims, Disputes
and Arbitration, Contractor’s Equipment, Indemnities, Insurances,
Payment, Determination, Time for Completion, Delay Damages,
Taking Over of the Works, Defects Liability, Law and Language,
Safety & Quality, Anti-bribery & Corruption, Force Majeure, etc.
12 I have ensured that all these Subcontractors have submitted the
necessary Performance bonds, Advance payment bonds,
Retention bond [if required], Contractor all risk insurance, WC
Policy, TPL, P&M Policy as mentioned in the contract. I
understand the importance of Priority of documents in claims
12 settlement. In the same project, I prepared and issued payment
certificates to the fencing subcontractor in accordance with the
contract which mandated the issuance of payment certificate
within 15 days and payment within 60 days from the receipt of
invoice.
12 In my current metro rail project, which is a bespoke form of

contract, I have evaluated the contractor’s variation claim based
on the contract clause “Change Notice” in which the rates to be
considered are defined.
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Contract practice 3 While working on the Container Terminal project on bespoke form 13 March 2019
of contract, I recommended my management to procure major
subcontracts on a back-to-back basis . I explained that the impact
of any delay or cost escalation from these subcontracts would be
so great on our main contract that we needed to transfer our risks
to these subcontractors and maximize our cost certainty.
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In the same project, during the procurement of crane rail
subcontractor, I advised to incorporate the PI cover and
guarantee for design as the subcontractor had design liability.
While working on the Dubai Mall upgrading project, I

12 recommended incorporating a Decennial liability Insurance clause
in the façade works and glass doors subcontractor packages .
In my current metro rail project procured under a bespoke form of

12 contract, my contractor notified his protest against the Engineer’s
determinations issued for certain contractor’s claims. On receiving
this, I advised my Client on the further contractual obligations and
the timelines involved.
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Optional competencies

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Contract administration 1 12
I understand that the role of the Contract administrator begins 13 March 2019
well before the Contract is in place. I am aware and have
performed the various Contract administration functions including
inspection of the works, certifying payment applications, filing of
records, determination of the cost associated with extension of
time etc.
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I am aware of the various contractual provisions like payment,
variation, claim and disputes, insurances, commencement etc.,
which are required to administrate the Contract. I understand the
importance of performance bond and aware of the two types - on-
demand and default bond. I am aware of the various types of
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subcontractors like domestic, named and nominated
subcontractor. I understand the importance of priority of
documents and how it is can be interpreted in case of conflicts
and disputes.
I have enhanced my knowledge on this competency by attending

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a webinar conducted by RICS and have understood the
Contractual terms like Contra Proferentem, Quantum Meruit
principle, etc.
Contract administration 2 While administrating subcontracts in the Container terminal 13 March 2019
project in Dubai, I ensured that the subcontractor has submitted
12 all the required guarantees and insurances before issuing
advance payment. I also ensured the performance bank
guarantees are valid until the end of the Defects liability period. In
the same project, I have managed the subcontractor’s payment
certification process including certification of advance payment,
material on site, interim payment and final payment. I have paid
12 material off site for the Crane rail subcontractor after obtaining
third party test certificate and vesting certificate .
In my current metro rail project in Riyadh, I have successfully

managed to interpret the priority of documents and have used it to
reject the Contractor’s claim related to height of the depot
12 boundary wall. The claim arose, as there was a discrepancy
between the wall height mentioned in the specification and
drawings and the contractor was instructed to proceed with the
wall height mentioned in the specification, which was higher.
In the same project, when the contractor failed to accomplish the

12 milestones , on my client’s request, I calculated the delay fines
applicable for each day of delay to the contractor in accordance
with the contract clause “Delay Damages”.
12
12
12
Design economics and 1 I understand that Design economics is a process of 13 March 2019
cost planning understanding the economics associated with a building design
and using it appropriately to create an efficient and cost effective
option. The study on design economics needs to be initiated at
early stages so that any major changes can be incorporated with
ease. I am aware of the factors that affect the economy of the
12 design such as building shape, arrangement, storey height, room
size etc. I know the components which make up the whole life
cost of the buildings and its difference from the life cycle cost.
12 Cost planning is a technique in which the budget is split and

allocated to various cost elements of the project. With the help of
the established cost plan, the quantity surveyor can guide the
design team to develop each element within their allocated
budget limit. Cost planning is done at the key design stages of the
project – concept stage, design development stage and technical
12 design stage. For building these cost plans, the requisite cost
data can be obtained from BCIS, previous similar projects,
internet etc. When the data from the previous projects are used, it
should be adjusted for the time, quality, inflation and location.
Value engineering is used to optimize the cost and helps in
achieving budget targets.
12
Design economics and 2 While working for the contractor on the Container terminal design 13 March 2019
cost planning and build project , our designer provided two options for the storm
water drainage – larger diameter pipes and lesser number of
manholes (or) smaller diameter pipes and increased number of
manholes. I analysed both the options and recommended to use
12 the smaller diameter pipes and increased number of manholes
option as this was more economical, advantageous from
maintenance perspective and the handling and installation of
smaller pipes were easier and faster. I regularly updated my cost
data to our in-house database.
12 While working for the contractor on the Chennai metro rail project
, after understanding the requirements of my construction team
and in coordination with our design team, I have prepared the
cost plans for a casting and stacking yard at concept design,
schematic design and definite design stages. At the concept
design stage, I prepared the cost plan using benchmarking data
12 from similar projects based on the GIA of the building. At
schematic design stage, I prepared the cost plan using
approximate quantities and functional unit rates. I estimated the
contingencies based on a draft risk register. At definitive design
stage, I prepared a complete BoQ and firm up the key costs by
obtaining quotations from the market. Using the cost plan, I have
12 made sure that the project is not exceeding the budget allowance.
12
Continuing Professional Development (CPD) Record
Total number of CPD hours: 112.00 hours
Date CPD Hours

25 February 2019 Activity type: Online/Distance Learning 1.50 hours
Description: Health, Safety and Asbestos removal: Planning and management Formal
Learning I understood the relevant steps which are to be taken into

outcomes: consideration while planning and selecting the contractors for
asbestos removal. I also developed my knowledge on the
competencies the selected contractor should have.
Description: Contract Practice Competency Masterclass - WC-CPCM-1802 Formal

[RICS Webinar]
Learning I have enhanced my knowledge on the different standard forms of
outcomes: contract. I understood the importance of using a standard form of
contract and the basis on which a standard form is selected. I
developed my understanding on novation and third party rights.
Description: From Blueprint to Reality: Preparing and Responding to Extension Formal

of Time Claims [RICS Webinar]
Learning I learnt the importance of having a structured approach in preparing
outcomes: the delay claims. I developed my knowledge on the elements which
are to be reviewed prior preparing a claim. I understood the steps
involved in the delay analysis. I enhanced my knowledge on the
various ways used to effectively communicate the results of the
delay analysis.
Description: Contract Comparisons – Risk & Opportunities Formal
Learning I acquired knowledge on the latest revisions of the standard forms

outcomes: of contracts. I also learnt about the main risks and opportunities in
the latest revisions of standard construction contract.
Description: Procurement Routes in Construction Formal
Learning I developed my knowledge on the various procurement routes used

outcomes: in the construction industry along with their advantages and
disadvantages.
Date CPD Hours
28 December 2018 Activity type: Conference/Workshop/Seminar 4.00 hours
Description: Business Planning, Data Management, Sustainability by Fellow Informal

RICS - Mr. Ramesh Palikila, FRICS
Learning I understood the importance of business planning and learnt about
outcomes: the tools which are used to analyze the business plan. I learnt about
the process involved in data management. I realized the
importance of having a sustainable development and also learnt
about the three pillars of sustainability.
28 December 2018 Activity type: Conference/Workshop/Seminar 4.00 hours
Description: Client Care, Health and Safety and APC Interview skills by Mr. Informal
Ramesh Palikila, FRICS
Learning I developed my knowledge on the process of establishing the
outcomes: client's objectives / KPI's and handling their complaints. I learnt the
importance of following the health and safety principles on site. I
also developed my knowledge on the various personal protection
equipment’s available.
16 November 2018 Activity type: Conference/Workshop/Seminar 4.00 hours
Description: Construction Technology, Communication and Negotiation by Formal

Fellow RICS - Mr. Ramesh Palikila, FRICS
Learning I developed my knowledge on the basic building elements like
outcomes: substructure, superstructure etc. I enhanced my knowledge on the
different types of foundations, superstructures, finishes. I learnt
about the different modes of communication and the importance of
communication in negotiation.
16 November 2018 Activity type: Conference/Workshop/Seminar 4.00 hours
Description: Project Financial Control and reporting, Commercial Management Formal

by Mr. Ramesh Palikila, FRICS
Learning I have understood the importance of having an effective cost control
outcomes: during the project’s construction phase and the measures to be
taken. I developed my knowledge on the risk allowances, change
control, cost reports, cash flow statements etc.
19 October 2018 Activity type: Online/Distance Learning 1.00 hour
Description: Accounting Principles and Processes by Fellow RICS - Mr. Ramesh Informal
Palikila FRICS
Learning I developed my knowledge on the profit and loss account, balance
outcomes: sheet etc. I learnt about the different types of assets and liabilities
and about the revenue and capital expenditures.
19 October 2018 Activity type: Online/Distance Learning 4.00 hours
Description: Design Economics and Cost Planning, Quantification and Costing Informal
by Mr. Ramesh Palikila, FRICS
Learning I understood on how the design of a structure affects its economy. I
outcomes: learnt the importance of cost planning and understood how it is
prepared. I learnt about the different types of estimates. I enhanced
my understanding of Life cycle costing and whole life costing. I also
enhanced my knowledge on value engineering and management.
Date CPD Hours
28 September 2018 Activity type: Online/Distance Learning 4.00 hours
Description: Contract Practice, Contract Administration, Conflicts Avoidance by Informal

Mr. Ramesh Palikila FRICS
Learning I have enriched my knowledge on the standard forms of contract. I
outcomes: also learnt about the different contractual procedures at various
stages of a contract. I have developed my understanding of the
factors that causes conflict and also developed my knowledge on
the various dispute resolution procedures.
Description: Team Working, Presentation Skills, Procurement and Tendering by Informal

Mr. Ramesh Palikila FRICS
Learning I have learnt the importance of working as a team and the stages
outcomes: involved in the development of the team. I have developed my
knowledge on the various procurement routes and tendering
processes.
Description: Rules, Ethics and Code of Conduct by Fellow RICS - Mr. Ramesh Informal
Palikila FRICS
Learning I have enhanced my knowledge on the RICS five global
outcomes: professional and ethical standards. I understood the RICS CPD
requirements and developed my skills in handling situations
involving conflict of interest.
31 August 2018 Activity type: Online/Distance Learning 0.50 hours
Description: Waterproofing below-ground structures Formal
Learning Learnt on how the below ground structures can be efficiently

outcomes: protected from water ingress with the help of various waterproofing
systems.
17 August 2018 Activity type: Private Study 0.50 hours
Description: RICS Construction Journal - September - October 2018 Informal
Learning Developed my knowledge on how the Rules of measurement and

outcomes: BCIS Cost data can be used to build a robust preliminary cost
estimate. Learnt about the various existing challenges in data
sharing and solutions for them. Learnt about the role of quantity
surveyors in managing budget, payment, change and cash flow.
Description: Construction Technology & Environmental Services Competency Formal

Masterclass 16/08/2018 (WC-CTESCM-1608)
Learning I developed a better understanding of the requirements of this
outcomes: competency and what topics to cover in each levels. I understood
the importance of using RICS publications like the Black book.
15 August 2018 Activity type: Other 3.00 hours
Description: Review and Discussion with counsellor on Summary of Experience Informal
Learning Final review of my Summary of Experience related to the Technical

outcomes: competencies.
Date CPD Hours
Description: Unabsorbed Head overheads and Loss Profit Claims [RICS Formal
Webinar]
Learning I developed my knowledge on Overheads and its types. I learnt
outcomes: about the things which are included in the Head office overheads. I
developed my knowledge on how a loss of profit can be proved
while making a claim.
Description: Letters of Intent - whats the risk? Formal
Learning Improved my knowledge on how to use a Letter of Intent more

outcomes: efficiently.
02 August 2018 Activity type: On-the-job Training by Internal Expert 2.50 hours
Description: Changes in FIDIC 2017 Formal
Learning I learnt about the key changes made in the second edition of FIDIC
outcomes: Red, Yellow and Silver Books 2017 in comparison with the 1999
‘first editions’ of those contracts.
Description: The use of BIM in Dispute Resolution [RICS Webinar] Formal
Learning Acquired knowledge on BIM and its levels of application. Learnt on

outcomes: how BIM is used in the Construction industry, Forensic analaysis
and resolving disputes. Acquired basic information on current
legislations related to BIM implementation.
20 July 2018 Activity type: Other 3.00 hours
Description: Discussion with counsellor on Case Study Preparation Informal
Learning Review and discussion on the key issue of the Case study.
outcomes:
18 July 2018 Activity type: Online/Distance Learning 1.50 hours
Description: Risk Progression and Contingency Management [RICS Webinar] Formal
Learning Information on Risk Register, Risk Identification in various phases of

outcomes: construction and Risk management.
11 July 2018 Activity type: Other 3.00 hours
Description: Review and Discussion with counsellor on Summary of Experience Informal
Learning Final review of my Summary of Experience related to the Mandatory

outcomes: competencies.
11 July 2018 Activity type: Online/Distance Learning 1.50 hours
Description: Quantification and Costing of Construction Work Competency Formal

Masterclass: 18/07/2018 (WC-QCCWCM-1807)
Learning Gained information on the various Standard Methods of
outcomes: Measurements. Developed my knowledge on the documents
included in the pricing document. Learnt in detail on the Analysis of
prices and Valuation of works.
Date CPD Hours
05 July 2018 Activity type: Teaching/Training Delivered to Others 3.00 hours
Description: Mentoring to the Internship students on Contract Administration Informal
Learning Conducted a training session to the college students on Contract

outcomes: Administration including topics like Change Management procedure,
Invoicing and Payment procedure and Claims & Dispute procedure.
27 June 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Design economics and cost planning Informal
Learning Preliminary discussion on my draft Summary of Experience related

outcomes: to this competency including the cited project experiences.
13 June 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Contract administration Informal

06 June 2018 Activity type: Online/Distance Learning 1.50 hours
Description: FIDIC Red Book 1999 Clauses relating to Time, Cost and Quality Formal
[RICS Webinar]
Learning Detailed understanding of FIDIC Sub-Clauses related to Extension
outcomes: of Time for Completion, Contractor's Claim, Contract Price, Issue of
Interim Payment Certificates, Payment, Delayed Payment, Variation
Procedure, Employer's Taking Over, Statement at Completion,
Performance Certificate etc.
04 June 2018 Activity type: Online/Distance Learning 1.50 hours
Description: Mandatory Business Skills Competencies Masterclass: 04/06/2018 - Formal

WC-MBSCM-0406
Learning I developed my Knowledge on the Accounting Principle and
outcomes: Procedures, Business Planning, Data Management & Health &
Safety competencies. Learnt the key components involved in each
competency and the practical application of these competencies.
29 May 2018 Activity type: Online/Distance Learning 3.00 hours
Description: (MB) Professional Ethics for RICS Members Formal
Learning I learnt about the RICS’s five Professional & Ethical Standards and
outcomes: importance of these standards. I gained information on the helplines
available for the RICS members and gone through various
scenarios which enhanced my ideas about ethical behavior.
23 May 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Commercial management of Informal

construction
Date CPD Hours
23 May 2018 Activity type: Online/Distance Learning 1.50 hours
Description: Procurement and Tendering [RICS Webinar] Formal
Learning I enhanced my knowledge on the different types of procurement

outcomes: routes and the factors influencing their selection. I learnt the
different tender approaches and steps followed in a tendering
process. I developed my knowledge on the various documents
included in an Invitation to Tender document.
09 May 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Contract practice Informal

20 April 2018 Activity type: Other 3.00 hours
Description: Discussion with counsellor on Case Study Preparation Informal
Learning Preliminary discussion on the project and key issue selected for the
outcomes: case study.
20 April 2018 Activity type: Online/Distance Learning 1.50 hours
Description: Contract Administration Competency Masterclass - 20 Apr 18 (WC- Formal

CACM-2004)
Learning I learnt about the different forms of contract and their latest
outcomes: revisions, Roles and Responsibilities of a Contract Administrator. I
learnt about Collateral Warranty and Novation.
Description: Discussion with counsellor on Construction technology and Informal

environmental services
15 April 2018 Activity type: On-the-job Training by Internal Expert 2.50 hours
Description: Schedule Delay Analysis Informal
Learning Developed my knowledge on the various categories of construction

outcomes: delays and the documentations involved in the Schedule analysis.
Learnt the different Schedule Analysis methods and when they shall
be used.
11 April 2018 Activity type: Private Study 0.50 hours
Description: UNCITRAL Model Law 1985 and the 2010 UNCITRAL Arbitration Informal
Rules
Learning Learnt the reason for using the UNCITRAL Model Law. Enhanced
outcomes: my knowledge on the mandatory rules applicable while following the
model law and the main provisions of it.
Description: Discussion with counsellor on Procurement and tendering Informal

Date CPD Hours
04 April 2018 Activity type: Conference/Workshop/Seminar 1.50 hours
Description: Change Managerment and Claims Avoidance [RICS CPD] Formal
Learning I developed my knowledge on Forensic analysis and its

outcomes: applications. I enhanced my knowledge on the Systematic approach
workflow involved in Change Management and Claims
Management. Learnt the measures to be taken for Claims
avoidance in a contract and the steps to be followed while claiming.
21 March 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Project financial control and reporting Informal

07 March 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Quantification and costing of Informal

construction works
21 February 2018 Activity type: Other 0.50 hours
Description: Discussion with counsellor on Health and Safety Competency Informal
Learning Obtained guidance on how to enrich my knowledge related to this

outcomes: competency and how to write my Summary of Experience.
21 February 2018 Activity type: Other 1.50 hours
Description: Discussion with counsellor on Business planning, Accounting Informal

principles and procedures
Learning Obtained guidance on how to enrich my knowledge related to these
outcomes: competencies and how to write my Summary of Experience.
07 February 2018 Activity type: Other 1.00 hour
Description: Discussion with counsellor on Conflict avoidance, management and Informal

dispute resolution procedures
07 February 2018 Activity type: Other 1.00 hour
Description: Discussion with counsellor on Communication and negotiation Informal

Description: Essential Construction Management: Dispute Resolution and Formal

Avoidance
Learning Developed my knowledge on the Dispute Resolution and Avoidance
outcomes: processes. Understood the timelines involved and the necessary
prerequisites.
Date CPD Hours
Description: Essential Construction Management: Managing Commercial Risk Formal
Learning Enhanced my knowledge on the importance of managing

outcomes: commercial risks from the inception of the project and the ways to
mitigate them.
Description: Aircrete Blocks Formal
Learning Developed my knowledge on the production, uses and properties of

outcomes: the aircrete blocks used in the modern construction.
27 January 2018 Activity type: Private Study 3.50 hours
Description: Quantity Surveyor's Pocket Book by Duncan Cartlidge Informal
Learning Developed my knowledge on subjects like Procurement,

outcomes: Forecasting cost, Tendering, Contract administration.
24 January 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Client care, Team working, Data Informal
management and Sustainability
Learning Discussed with Counsellor on the things covered under these
outcomes: competencies and ways to enrich my knowledge related to these
competencies.
11 January 2018 Activity type: Conference/Workshop/Seminar 3.00 hours
Description: Workshop on "Claims and Disputes" by Member RICS Informal
Learning Learnt about the Contract procedures involved in dealing with the
outcomes: Contractor's claim. Learnt the stages and timelines involved in
dispute settlement process.
10 January 2018 Activity type: Other 2.00 hours
Description: Discussion with counsellor on Conduct rules, ethics and Informal

professional practice
Learning Obtained guidance on things to be covered under this competency
outcomes: and how to enrich my knowledge related to this competency.
20 December 2017 Activity type: Training Course 1.00 hour
Description: Business Ethics Formal
Learning Learnt and developed my knowledge on the ethics principles which

outcomes: are to be followed in day-to-day business activities like dealing with
the Clients and the Contractor.
07 October 2017 Activity type: Online/Distance Learning 1.00 hour
Description: RICS Ethics Walkthrough Formal
Learning Learnt about RICS Professional & Ethical Standards

outcomes:
Case study
Total word count for your case study 2,402 words

CASE STUDY
For
ASSESSMENT OF PROFESSIONAL COMPETENCE

PRELIMINARY ASSESSMENT ROUTE
DEALING WITH THE DELAY IN CONSTRUCTION OF AN UNDERPASS
PATHWAY: QUANTITY SURVEYING AND CONSTRUCTION
PREPARED BY:
VEDHAKUMAR RAMADOSS
Membership No: 5600735

Vedhakumar Ramadoss, RICS Membership No. 5600735
Case study
Name of case study: Dealing with the Delay in Construction of an Underpass
Date the project or piece(s) of work were carried out: March 2017 to June 2018
Confidentiality statement
The following case study contains confidential information included for the purpose of the
Assessment of Professional Competence. I could not obtain the consent of my Client to reveal their
name and the Project name. Hence, the name of my Client and the name of the Project are not
disclosed in my Case study. Therefore, the information is not to be used for any other purpose or by
any person other than those authorized by the Royal Institution of Chartered Surveyors (i.e. Limited
to my Counsellor, Staff, Assessors and Chairman).
1
Contents
1. Introduction............................................................................................................................... 3
1.1. Project Overview................................................................................................................... 3
1.2. My involvement and responsibilities ..................................................................................... 4
2. My Approach ............................................................................................................................ 4
2.1. Background of the Key Issue ................................................................................................ 4
2.2. Analysis of the possible options ............................................................................................ 6
2.2.1. Option 1............................................................................................................................. 6
2.2.2. Option 2............................................................................................................................. 7
2.2.3. Option 3............................................................................................................................. 7
2.3. Critical appraisal of the selected option ................................................................................ 8
3. My Achievements ..................................................................................................................... 9
4. Conclusion.............................................................................................................................. 10
5. Appendix A – Competencies Achieved .................................................................................. 11
6. Appendix B – Project Plans .................................................................................................... 12
Total word count: 2,987 words (Not including Cover page, Confidentiality statement, Contents and
Appendices)
2
1. Introduction
This primary objective of this case study is to demonstrate my understanding and experience on
various competencies set out by the Royal Institution of Chartered Surveyors (RICS) in the ‘Quantity
Surveying and Construction’ pathway.
I will present one of the key issues which I encountered in my current project along with the options I
have identified to overcome it. I will exhibit the reasoning behind the option selected and the
outcome of it.
1.1. Project Overview
The project is one of the world’s largest metro rail system executed in order to mitigate the urban
transit problems caused by the city’s rapid urban growth. The network once completed, will
interconnect airport, financial centres, universities and other modes of public transportation. The
project is divided into three design and build packages and contracted to three Consortium of
contractors.
I work for the PMCM Consultant who is managing Package No. 1, which includes the following
works:
Total Route Length : 63 km
16 km of bored tunnels
2 km of mined tunnels
1 km of cut and cover tunnels
25 km of viaducts
19 km of At-Grade
Total Number of Stations : 38 Stations [12 Elevated, 22 Underground & 4 At-grade]
Number of Depots : 3 Depots
Number of Park & Ride : 4 Numbers of multilevel car park structures
Form of Contract : Bespoke Contract
Package no. 1 is currently 70% complete. Majority of design works and the whole of bored, mined
and cut & cover tunnel works are completed. The viaduct works were completed in June 2018. The
works, which are under progress, are construction of stations, laying of tracks and associated
system works.
The value of Package no. 1 is US dollars 10.2 billion and the value of the whole project is US dollars
23 billion.
3
1.2. My involvement and responsibilities

I joined this project as a Quantity Surveyor in the Contracts department. I report to the Contracts
Manager.
Working as a Quantity Surveyor for a PMCM Consultant, my responsibilities are as follows:
 Advising the Employer on the cost impact of proposed changes

 Preparing preliminary estimate for the proposed design options
 Reviewing the merits of Contractor’s claims
 Maintaining and updating the claims log
 Subcontractor review and making recommendation for approval
 Assisting the Engineer in the preparation of the Engineer’s Determinations
2. My Approach
2.1. Background of the Key Issue
Per Contract, the metro alignment was planned such that it will run along the median of an arterial
road. On the median, metro structures like the base slab, track slab and barriers on either side shall
be constructed.
At a certain stretch, there was a junction where this arterial road was crossing another main road. In
order to have the metro line unobstructed, the junction has to be replaced by an underpass. The
road along which the metro shall run will cross the junction through the underpass.
In accordance with the Contract, it is the Employer’s responsibility to redevelop this junction by
constructing the underpass and realigning the roads. The Employer’s road division appointed a
“Road Works Contractor” [RWC] to carry out these underpass and road works. After various delays,
the contract was awarded to the RWC in March 2017 with an agreement to complete the works
within twelve months.
The road works includes the construction of -
 Underpass.
 Twelve Km of approach and re-routed roads along with all the street furniture’s and utilities.
These works are to be progressed ahead of the metro works so that once the “Metro Works
Contractor” [MWC] reaches this stretch, it will be ready for his possession.
The RWC’s programme of works was shared with the MWC. In accordance with the MWC’s
contract, it is their responsibility to coordinate with any third parties who may be related to their
works. In reference to this, after monitoring the performance of RWC, the MWC notified the
Engineer about RWC’s slow performance and their concern that the works would not be completed
on time. This issue was then escalated to the Employer who issued several delay notices to the
RWC and asked the RWC to accelerate his works.
4
Three months after start on site, the RWC had not shown any major progress and had not
responded to the Employer’s request for acceleration and mitigation plans.
Frustrated with the RWC and as the completion of these road works were of upmost importance, the
Employer’s metro division requested for our advice to identify the best-suited way forward.
As a Quantity Surveyor with experience in Subcontract procurement and management, I was
assigned with the responsibility to identify and analyse the options for this scenario and recommend
the best option to our management and thereby to the Employer.
Understanding the Employer’s Objectives
I held a brain-storming session with the Employer’s team to fully understand their requirements and
priorities. The following were the priorities set forth by the Employer:
a) Time: Any delay in the completion of the underpass and associated works would delay the
handover of this stretch to the MWC. This would have an impact on the MWC’s program and
subsequently delay the metro project’s completion and the operation. This would lead to:
 Delay Compensation to MWC
 Loss of Income to the Employer
 Prolonged disruption to the public
 Derogation of Employer’s public image
b) Cost: The Employer intended to complete the road works at a similar price to the agreed
RWC contract. This was to avoid the various internal approvals should the price exceeds the
budget which could delay the works further.
c) Quality: The Employer did not want to compromise on the quality of the works, as any
quality issues would subsequently affect the quality of the metro works.
Preliminary Review – Site, RWC’s Contract and Timelines involved
The contract between the RWC and the Employer was a bespoke contract based on FIDIC Red
Book – First Edition 1999. The procurement route was traditional. I analysed the scope of works
from the contract agreement, reviewed the RWC’s programme of works and the Bill of Quantities.
I then performed an overall site inspection in order to ascertain the volume of works completed.
Based on my site visit, I found out that the RWC had not executed any major works except for the
site establishment. After completing my site survey, using the RWC’s rates, I calculated the value of
works yet to be executed.
In coordination with my Project Controls team, I identified the following:
 From the MWC’s programme, identified that the site needs to be handed over to them by
May 2018, which was 2 months after the RWC’s planned date for completion.
5
 Reviewed the programme of works submitted by the RWC and calculated that the time
required to complete the works would be 11 months.
2.2. Analysis of the possible options
With the establishment of the Employer’s objectives – fixed budget and a very stringent timeline, I
identified the following 3 options:
1. Explore the reasons for the RWC’s non-performance and recommend to the Employer to
provide relevant assistance to complete the works.
2. Recommend the Employer to terminate the existing RWC and request the MWC to carry out
these works through a Change Notice.
3. Recommend the Employer to terminate the existing RWC, award the time critical works to
the MWC and appoint a new contractor to carry out the noncritical works.
2.2.1. Option 1 – Explore the reasons for the RWC’s non-performance and recommend to
the Employer to provide relevant assistance to complete the works
My reasoning in considering this option was that, if I was able to identify the reason for the RWC’s
non-performance, with the Employer’s assistance, I would be able to assist them to overcome the
issue and accelerate their performance.
In order to identify the reasons for the RWC’s non-performance, I reviewed the following documents
to ascertain the resources available and financial position of the RWC:
 Financial Statements
 List of Plant & Machineries the Contractor owns
 Manpower list
 Current projects being executed
On reviewing the above documents, by carrying out a thorough market investigation and by meeting
the Contractor’s top management, I identified that while the Contractor had a strong financial
capability with enough resources to complete the project, their organization was undergoing an
internal restructuring. This led to many conflicts within the organization which could be the reason
why the project was not managed properly.
Reason for not considering this option
Although by this option, the Employer’s objectives of cost and quality could have been achieved, I
decided that this would not be the best option to proceed with for the following reasons:
 Employer’s primary objective of completing the road works on time and handing over to the
MWC was at stake.
 There was little that the Employer could do to resolve the Contractor’s internal issues.
6
2.2.2. Option 2 – Recommend the Employer to terminate the existing RWC and request the
MWC to carry out these works through a Change Notice
As it was ascertained that the RWC shall not be able to perform and complete the works on time, I
proceeded to this second option which was straight forward and had a greater probability of
completing the works on time.
To execute this option, I requested the MWC to submit their price to carry out the RWC’s scope of
works. The contractor submitted his proposal by using the rates derived from the contract’s
“Schedule of Lump-sum Prices” [SLSP]. The price submitted by the Metro Works Contractor was
USD 25,161,720.
On reviewing the price submitted by the MWC, I found that their proposal was higher than the
budget price by 12.60%. The main reason for the higher price is that the MWC’s rates were based
on their SLSP prices and included a higher percentage for general services and risk.
Reason for not considering this option
Although the MWC was capable of completing the works on time and to the required quality, their
price in total was higher than the budget for which the Employer will not agree. Therefore, I decided
to explore a third option.
2.2.3. Option 3 – Recommend the Employer to terminate the existing RWC, award the time
critical works to the MWC and appoint a new contractor to carry out the noncritical
works
Upon tabulating and comparing the prices received from the MWC against the RWC, I identified the
following:
 For the underpass construction works – the MWC’s price was higher than the RWC’s price
by only 7% on an average.
 For the road construction works – the MWC’s price was higher than the RWC’s price by 19%
on an average.
Further, the construction of underpass was on the critical path and any delay in its completion will
have impact on the metro works construction.
Upon identifying this, in order to prioritize the time critical works, I coordinated with my Construction
Manager and Project controls team and demarcated the underpass scope of works and road works
scope with an idea to sublet the scopes to different parties.
I decided to approach the MWC for the underpass works as their price for the underpass works
were only slightly higher than the RWC. In order to bring the MWC’s price within the budget, I
prepared to negotiate with the MWC on behalf my Project Director. If I succeed in the negotiation, I
would be able to award the time critical underpass works to the existing MWC through a Change
7
Notice. By this, the underpass works could be started immediately, completed promptly and the
work fronts can be handed over to the MWC on time.
In order to negotiate, I analysed the prices submitted by the MWC. I concentrated on the concrete
rates as they formed the major part of the price. On analysis, I identified that the MWC has used the
SLSP rates for Concrete as per the metro works specification. The MWC has not taken into
consideration the change in technical specifications for the underpass structure like increased crack
width, concrete durability and performance requirements which were less stringent than in the metro
works. With the help of my design team, I calculated the reduced quantities of steel reinforcement
and cementitious materials per cubic meter of concrete and based my negotiations for the concrete
rates on this. Furthermore, I negotiated MWC’s preliminaries percentage as these works did not
encompass similar risks as in the metro works and were quite straightforward. Subsequently the
MWC revisited their rates and submitted a price for the underpass construction works which was
almost equal to my budget.
For the non-critical road works, I enquired with three [3] more specialised contractors and obtained a
price similar to the budget price through my effective negotiation and by providing an increased
advance payment after obtaining permission from the Employer.
Reason for preferring this option
By awarding the critical path underpass works to the MWC, the team could complete the works on
time and would avoid any delay allegations from the MWC. Also the quality of the construction
works would be in par with the metro works.
By awarding the non-critical works to a third party contractor, the works could be executed within the
budget.
2.3. Critical appraisal of the selected option
The selected option enabled us to achieve all the set Employer’s objectives and allowed us to
complete the works within the budget and time.
Time: In option 1, there was a greater uncertainty in regards to the completion time as the RWC’s
internal issue was not under the control of the Employer. Whereas in options 2 and 3, the critical
works were carried out by the experienced MWC who had the resources readily available, was able
to start these additional works immediately and can complete the works on time.
Cost: In regards to the cost, options 1 and 3 were the most suitable ones. In option 1 the cost has
been finalized and agreed between the Employer and RWC, whereas in option 3 for the critical
works, the MWC price was negotiated and brought down to the budget and for the noncritical works
a new contractor within the budget was identified.
Quality: All the 3 identified options were suitable to achieve the required quality.
8
As noted above, option 3 was the only option, which was satisfying the Employer’s objectives of
completing the road works within the time, budget and with proper quality.
Achieving the Employer’s Objectives

Employer’s
Objectives
Option 1 Option 2 Option 3
Time No Yes Yes
Cost Yes No Yes
Quality Yes Yes Yes
Option 1 / Budget Option 2 Option 3

Description of Works
(in USD) (in USD) (in USD)
Road & Utilities 11,369,669.00 13,475,672.00 11,321,994.00
Underpass 10,977,083.00 11,686,048.00 10,855,317.00
Total Amount 22,346,752.00 25,161,720.00 22,177,311.00
Percentage exceeding
12.60% -0.76%
the Budget
Time for Completion 12 Months 11 Months 11 Months
Underpass Works Aug-17 to Apr-18 Aug-17 to Apr-18
Mar-17 to Feb-18
Road Works Aug-17 to Jun-18 Sep-17 to Jun-18
3. My Achievements
I presented the selected option to my management and that was agreed by them. On behalf of my
management, I made a presentation to my Employer exhibiting the options identified, analysis made
and recommended my Employer to accept Option 3, explaining in detail how it would satisfy all the
Employer’s objectives and how it would mitigate the risk of cost and time overrun to the project. My
Employer decided to follow my advice and gave his consent to proceed with this option.
On obtaining the Employer’s approval, I prepared the draft Change Notice which was issued by the
Engineer. For the noncritical road works, my Employer entered into an agreement with the selected
third party contractor. For the RWC, I advised the Employer to issue the termination notice.
9
Result of the selected option
The underpass works were completed in April 2018 within the budget and the work fronts were
handed over to the MWC before their requested date (i.e) May 2018. The noncritical road works
were completed in June 2018 within the budget.
Lessons Learnt:
Through working on this key issue and finding an optimal solution, I have:
 Developed my analytical and technical skills and enhanced my knowledge on various

aspects of a construction project.
 Enhanced my ability to explore alternatives.
 Enhanced my knowledge in implementation of effective contractual procedures in a
professional manner.
 Developed my contract administration, communication and negotiation skills while resolving
this key issue.
 Learnt the importance of having a sound knowledge in Construction technology.
 Solved the critical issue by working as a team with various departments like project controls,
construction and design.
 Learnt that a planned approach will help in solving any issue in a more effective way.
4. Conclusion
In dealing with this key issue, I realised the importance of identifying and focusing on the Employer’s
objectives in order to select a solution that would satisfy all parties. In this instance, I was fortunate
that option 3 could fulfil all of my Employer’s objectives but I am mindful that in many instances, I
would need to focus on my Employer’s priorities and advise them how to achieve the best
compromise possible. Throughout this process, I had several opportunities to take a high degree of
responsibility and make significant recommendations.
This key issue helped me to realize the importance of having a sound knowledge in construction
technology. My understanding of the construction process involved in the underpass and road
structures helped me to initiate option 3 and allowed me to keep costs under control. My
understanding of the concrete specifications provided me with strong arguments to negotiate lower
rates with the contractor. I also learnt how basing negotiation on facts and substantiations were key
to achieve win-win situations. While the Contractor has initially applied advantageous rates, they
were satisfied that the final price was fair and reasonable which contributed to develop trust and
respect in our professional relationship.
10
I made a good effort to comply with professional ethics and protect my Employer’s interest by
advising on this issue. The level of confidence accomplished and the skills gained by dealing this
issue made me more efficient to handle critical issues in the future.
Total word count for your case study – 2,987 Words [Not including Cover page,
Confidentiality Statement, Contents and Appendices]
5. Appendix A – Competencies Achieved
Mandatory Core Optional
Client Care Contract Practice Contract Administration
Communication and Construction Technology and

Negotiation Environmental Services
Conduct rules, Ethics and Quantification and Costing of

Professional Practice construction works
Team Working Procurement and Tendering
11
6. Appendix B – Project Plans
12

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RICS Assessment of Professional Competence (APC) Submission

Candidate name: Vedhakumar

RICS membership number: 5600735

Date of birth: 26 February 1988

Pathway: Quantity Surveying & Construction - Pre July 2018

Employer / Organisation: Egis Rail

ASSESSOR USE ONLY –

Counsellor name: Sandeep Nimse

RICS membership number: 5026464

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

AFCONS Infrastructure Limited Engineer - QS / Billing 21 November 2011 15 March 2014

Total word count for mandatory competencies: 1,499 words

Competency Level Summary of Experience Achieved

I know that the company’s accounts are made of balance sheet,

I am aware of the SWOT and PESTLE tools which are used to

12 I have read my company’s business plan and I know how I can

In my current metro rail project, I introduced a complaint handling

12 Negotiation is a process of settling the differences between the

I have made negotiations as part of my procurement role with the

I am aware of the different types of dispute resolutions such as

While working on the Container Terminal project, I include my

In my previous company, I used Candy software in which the

I am aware of the importance of data protection and always

LEED and BREEAM are some of the internationally recognized

The current trends of harvesting solar energy and companies

I am aware of the 17 sustainable development goals set by Saudi

I understand that for an effective teamwork the key elements

I had learnt the five RICS Global Professional and Ethical

I have studied the RICS’s guidance on complains handling. I

In the same project, I upheld my client's confidentiality by

I have advised my subordinates to act with integrity and

Total word count for technical competencies: 3,998 words

Competency Level Summary of Experience Achieved

The tender can be constructed as a lump sum, target cost,

While working on the Container Terminal project , I prepared the

While working on the Container Terminal project, I prepared a

The QS must be pro-active to identify potential variations from the

The QS must advise the client on the availability of funds for

In the Chennai metro rail project, I maintained a change log,

In the Container terminal project, I maintained and updated the

I am aware and have used accounting software’s like Candy and

In the Container terminal project, I have updated the cash flow

In the same project, I found the productivity of external hired

It is always preferable to use the standard methods of

In the same project, while assessing the variation claims

In the Dubai mall upgrading project, I have done valuations

The various elements of a building are substructure,

A building’s structure is usually made of Reinforced Concrete or

I have experienced different types of tunnelling methods such as

In the container terminal project, the contract specified a concrete

In my current metro rail project in KSA, my client wanted to build

12 In the post contract stage, the first step of commercial

Cost value reconciliation reports compare the actual cost and

In the same project, I have prepared the cash-flow forecast from

I worked out the cost to completion for my project on a quarterly

12 While working in Dutco Balfour Beatty, I was involved in the

I am familiar with the different types of FIDIC contract and when

I am aware of the third party rights . I understand the use of

I understand the insurances that are required under clause 18 of

While preparing these subcontracts, I have used contract clauses