INSTITUTION OF SURVEYORS OF UGANDA

ASSESSMENT OF PROFESSIONAL COMPETENCE

CASE STUDY REPORT

March 2018

Submitted By

AINOBUSHOBOROZI ANTONY (Graduate member No.637)

Counsellor/Supervisor

HENRY MWANGI KIBUNJA

PROPOSED RESIDENTIAL DEVELOPMENT ON PLOT 614, BLOCK 215 KULAMBIRO RING ROAD
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CONTENTS

CONFIDENTIALITY STATEMENT................................................................................................................ ii
DECLARATION ........................................................................................................................................... iii
GLOSSARY OF ABBREVIATIONS ............................................................................................................. iv
1.0 INTRODUCTION ............................................................................................................................... 1
1.1. Project overview ............................................................................................................................ 1
1.2. My involvement and responsibilities .............................................................................................. 2
2.0 MY APPROACH ................................................................................................................................ 4
2.1. KEY ISSUE ONE: DELAYED PROJECT DELIVERY .................................................................... 4
2.2. OPTIONS ...................................................................................................................................... 5
2.1.1. Option 1: Client to directly pay all workers’ outstanding arrears ............................................ 5
2.1.2. Option 2: Direct material purchase by the client. ................................................................... 5
2.1.3. Option 3: Terminating the contract- Selected option .............................................................. 6
2.3. KEY ISSUE TWO: COST OVERRUN ............................................................................................ 6
2.4. OPTIONS ...................................................................................................................................... 7
2.4.1. Option 1: Follow the Contract BOQ ....................................................................................... 7
2.4.2. Option 2: Consider it as a variation ........................................................................................ 7
2.4.3. Option 3: Value Engineering .................................................................................................. 7
3.0 MY ACHIEVEMENTS ........................................................................................................................ 8
3.1. KEY ISSUE ONE ........................................................................................................................... 8
3.2. KEY ISSUE TWO .......................................................................................................................... 9
4.0 CONCLUSION................................................................................................................................. 10
4.1. KEY ISSUE ONE ......................................................................................................................... 10
4.2. KEY ISSUE TWO ........................................................................................................................ 10
4.3. CONCLUSION ............................................................................................................................. 11

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CONFIDENTIALITY STATEMENT

The following report contains confidential information for the purpose of the assessment of professional
competence.

Dr. James Magara, herein after termed, “The client” and Infrastructure Cost & Management Consultants
Limited (my employers) 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 other person other than those authorized by
the Institution of Surveyors of Uganda

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DECLARATION

This case study report is a presentation of my original work. Wherever contributions of others are involved,
every effort has been made to indicate this clearly, with due reference to the literature and
acknowledgement of collaborative research and discussions.

The work was done under the guidance of QS. Henry Mwangi Kibunja (FISU) as my supervisor at
Infrastructure Cost & Management Consultants Limited.

…………………………………….

AINOBUSHOBOROZI ANTONY

Date………………………..

In my capacity as the supervisor of the QS candidate’s report, I confirm that this case study report is a true
representation of the candidate’s own work and involvement in the project detailed here in.

………………………………………

HENRY MWANGI KIBUNJA (Reg. No.149)

Date…………………………

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GLOSSARY OF ABBREVIATIONS

ICM………………………………………………...Infrastructure Cost & Management Consultants Limited

QS……………………………………………………Quantity Surveyor

KCCA…………………………………………….…..Kampala Capital City Authority

BOQ…………………………………………...……..Bills Of Quantities

FISU………………………………………………….Fellow- Institution of Surveyors of Uganda

M&E…………………………………………...……..Mechanical and Electrical

RC……………………………………………………Reinforced Concrete

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1.0 INTRODUCTION

The aim of this report is to demonstrate my approach and understanding of the work of a Quantity
Surveyor.

This report critically analyzes my involvement as the assistant Quantity Surveyor on the construction of a
single story residential house, boys’ quarters, garage, swimming pool, gazebo, pump house and associated
external works on Plot 614, Block 215, Kulambiro Ring Road.

I have presented two key issues which I encountered on this project and reviewed the option I considered
to overcome them. This report goes on to evaluate the outcome of my approach, recommended solution
and conclude by the analysis of the lesson I have learnt through this experience.

1.1. Project overview

Description of the project

The project entailed construction of a single storey residential house, boy’s quarters, garage, swimming
pool, gazebo, pump house and associated external works located on Plot 614, Block 215, Kulambiro Ring
Road.

The client hired a team of consultants to help him execute the project and the same team was tasked to
select a suitable contractor to execute the actual construction work.

The consultants’ team include;

 Dream Architects as the Architects & Project Managers

 ICM Consultants limited as the Quantity Surveyors
 Macro Technics Limited as the Structural Engineers
 IMK Engineering Company Limited as the Mechanical & Electrical Engineers

The selected contractor to execute the project was Kraft Construction Company Limited

The project was phased into two;

 Phase 1 involved constructing the main house structure (substructure, RC Frame, walling, roofing,
M & E first fix), boundary wall and gates, site clearance and levelling and all these are 100%
complete.

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 Phase 2 involved finishes to the Main House comprising of floor, wall and ceiling finishes, sky light,
windows and door fitting, all M&E fittings, testing and commissioning. Phase two works are at 80%
progress.

This particular project has been faced with key challenges and constraints during its execution mainly;
delayed completion and cost overruns which have all had an effect on the project budget and completion
time.

This project was handed over to the contractor on 31st August 2016 and Phase 1 works were supposed to
be completed and handed over to the client on 16th January 2017.

However, due to the constraints stated above, the contractor couldn’t achieve this target and time
extensions were granted to him as listed below;

1st Extension: 16th January 2017- 1st April 2017

2nd Extension: 1st April 2017- 14th June 2017

3rd Extension: 14th June 2017- 15th July 2017

The project was procured through selective tendering and the contractor was selected after thorough
evaluation and negotiations to come to a contract sum of Ushs. 2,045,809,082 for the overall project.

However, due to project phasing, Phase 1 contract sum was Ushs. 787,046,064(VAT Inclusive).

The East African schedule of conditions of building contract (with quantities) was the form of contract
signed by both parties and agreed to be an Admeasurement contract.

1.2. My involvement and responsibilities

I was assigned to the project as the Quantity surveyor from inception of the project to the construction
phase working closely under my supervisor.

I handled Key responsibilities including;

 Preparing of pre-tender estimates,

 Preparing Tender documents,
 Tender evaluation and negotiation reports,

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 Preparing contract documents and guiding the client and the project manager on the form of
contract to use,
 Preparing cash flow projections,
 Preparing monthly Interim valuations,
 Valuation of variances,
 Cost comparison and design options,
 Preparing financial appraisals and cost reports,
 Review of request for extensions by the contractor,
 Preparing materials and labor schedules,
 Dispute and resolutions and
 Contract management/ Administration.

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2.0 MY APPROACH

2.1. KEY ISSUE ONE: DELAYED PROJECT DELIVERY

BACKGROUND:

The contract was signed on 31st August 2016 and the site was handed over to the contactor on 5th
September 2016 with and tasked to complete phase 1 works by 16th January 2017 as per the construction
work programme.

However the contractor was unable to execute the works within this time frame and later requested for an
extension of time because of the following constraints;

 Inclement weather
 KCCA road works
 Variation orders,

After accessing all these constraints, an extension of time was granted to the contractor up to 1st April
2017. The same occurred and the date was further revised to 14th June 2017. The consultant's team
became more involved in the contractor's activities this time round and realized that the contractor was
poorly managing the funds being paid to him. On further investigation, the following challenges were
discovered;

 Failure to provide enough labour force

 Failure to pay workers on time
 He could no longer afford to procure all materials for the work

The consultants also witnessed industry action by the contractor's workers due to delayed payment. The
situation was getting out of hand and becoming dangerous for anyone involved in the project. This crisis
had to be resolved as soon as possible

CLIENT’S STANCE

The client was running out of patience because his project was taking too long to get completed yet he
needed it for an urgent private arrangement.

As the Quantity Surveyor on the project, I advised the project manager to call for a management meeting
and I provided the team with a number of options as explained below;

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2.2. OPTIONS
My advice to the Client and the consultants’ team was to expedite works and complete it within the new set
milestone dates to the satisfaction of our client.

I therefore considered three possible courses of action to resolve this issue;

2.1.1. Option 1: Client to directly pay all workers’ outstanding arrears

This was a considered option after the civil commotion and local combination of workmen leading to a strike
and demonstration on site. I advised the project team and we called the foremen for the different work
sections to the project manager’s office (away from site) and listened to their complaints. After thorough
analysis of the situation, I requested the site engineer to prepare a list of the workmen and all their
outstanding arrears. We made a small interim budget and requested the client to intervene and pay the
labor arrears directly. Such monies were later deducted from the contractor’s final certificate.

Whereas this helped calm the situation and work was resumed, it was a short term fix, and it couldn’t last
long. We realized later on that it was just part of the big problem.

2.1.2. Option 2: Direct material purchase by the client.

During the execution of the project, an interim payment was made to the contractor and it happened that
within a week’s time, they were complaining of not having enough materials to execute the work. A written
warning was issued by the Project Manager to the contractor highlighting the following key issues;

 No security on the site thus putting the site at risk

 Non-response to instructions
 Inadequate workers on site
 Failure to pay workers
 Inadequate materials on site

To help solve this, I advised the project manager and client that the contractor could make material
purchase orders from known suppliers. The orders would be verified and accessed by the QS in relation to
work items. Later, the client would make direct payment to the suppliers on behalf of the contractor and the
same monies would later be deducted from their certificates. This only helped in the short term, but the
contractor continued to show symptoms of non-performance already highlighted above.

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2.1.3. Option 3: Terminating the contract- Selected option

After numerous warning letters, consultations and meetings with the contractor, still there were no signs of
improvement on their performance and therefore it was deemed viable to terminate the service of the
contractor.

As the custodian of the contract, I made the reference to the form of contract and sought guidance on
relevant clauses in the contract giving powers to the employer to terminate the contract. We relied on the
provision of Clause 25 - Determination by Employer that provides:

25 (1) If the contractor shall make default in any one or more of these aspects:
(b) Failure to proceed regularly and diligently with the work

It was on this basis that the contract was terminated.

2.3. KEY ISSUE TWO: COST OVERRUN

BACKGROUND:

During the construction of the main house, the contractor discovered a discrepancy between the contract
drawings and the contract BOQs. There was a discrepancy in the class of concrete from Grade 25 to 30 for
the first- floor beams and slab and this became a variation which would lead to a big cost overrun.

And as Clause 24(c) states in the form of contract, the contractor was entitled to go ahead and execute the
works as a variation and the same would be valued/ ascertained and added to the contract sum. So when
consulted, the Structural Engineer confirmed that Grade 30 had to be used for this section of work.

CLIENTS STANCE

The client inquired into the cause of the discrepancy and the party to bear the cost overrun.

The structural engineer also emphasized that his design couldn’t be altered regardless of the description in
the Contract BOQs.

I found out that during the design stage, the structural engineer issued drawings (for purposes of preparing
the tender BOQ) with specification for the concrete in the beams and slab as Class 25.

However, to get approval from KCCA, he later on revised the specifications and issued final contract
drawings with Class 30 concrete. However the discrepancy was not brought to the attention of the Quantity
Surveyor before signing the contract.

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2.4. OPTIONS
As the project cost manager, I advised the project team and the client that we would look into options to
ensure value for Money and ways of mitigating the cost overrun. I therefore considered these three options
as courses of action to resolve the issues;

2.4.1. Option 1: Follow the Contract BOQ

The fact that the structural engineer had issued drawings with class 25 for the slab and beam; it implied
that the works would be executed within the BOQ provisions when the design was flawed. The Structural
Engineer was tasked to review the design and clearly explain what led to the change of grade of concrete
considering this is a single storey residential house. However, the structural engineer reasoned this option
out on the basis that the revisions were made and approved contract drawings and had concrete class 30
and the works would not get an occupation permits lest the concrete tests matched the design specification
on the approved drawings.

2.4.2. Option 2: Consider it as a variation

Capture the variation as per Clause 24(c) and ascertain the amount of variation and add it to the contract
sum. However, this option was refuted by the client since it was posing a big cost overrun and he wasn’t
party to its clause. He felt the consultancy team wasn’t giving him the best value for money.

2.4.3. Option 3: Value Engineering

Knowing the client’s best interests and to get real value for money, I proposed this option basing on my
construction technology and experience; made cost comparisons of the two design options and challenged
the structural engineer to do value engineering. I proposed having some sections of the slab and beams
with class 25 and the others class 30 concrete.

When the structural engineer did a review, he approved my suggestions and therefore through my advice,
we managed to solve this key issue. In as much as we had an overrun, we managed to mitigate its
magnitude as detailed in the appendices.

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3.0 MY ACHIEVEMENTS

3.1. KEY ISSUE ONE

The contract was terminated and the contractor had to vacate the site and give room for a better strategy
on how to complete the project.

From the contract; Clause25 (3) (a) - the Employer through the consultants’ team was able to engage other
persons to carry out and complete the works; these were engaged on a labour contract with the client
procuring the materials himself

JUSTIFICATION OF THE CHOICE OF ACTION

Terminating the contract- selected option

This option was selected due to the following reasons;

 It was the best option considering the contractual aspect backed with a series contemporary
records of extension of time letters, warnings and instructions issued to the contractor and still they
failed to meet their obligations of delivering the complete project.
 Secondly, I felt all options had been exhausted and yet no solution was coming our way and
therefore to help the Employer achieve his goal, terminating the contract was the ultimate option to
consider.

In taking this option I faced the following challenges

 Collection, retrieval and analysis of project data to guide me in making this decision.
 Opinions regarding activating the liquidated damages clause; the consultant considered and
advised the employer that the contractor was liable for liquidated damages. However, due to the
financial challenges the contractor was facing, the employer waived the damages and preferred a
good humanly relation with the contractor that goes beyond commercial interests.

To implement this option; I referred to the conditions of the contract and correspondences between the
consultants’ team and the contractor; it was established that the cause of the delay was inexcusable;

The contractor was not in position to ask for any further time extensions since they had already exhausted
the patience extended to them.

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As per Clause 25 of the conditions of contract on determination; the contractor was asked to remove their
property including plants, tools, equipment and goods belonging to or being hired by them.

3.2. KEY ISSUE TWO

JUSTIFICATION OF THE CHOICE OF ACTION

Value engineering – selected option

This option was selected due to the following reasons;

 As the Project cost manager, my objective was to mitigate the cost overrun in as much as the
variation order had been issued by the structural engineer.
 Whereas the other consultants were looking at the design variation from one perspective of
structural strength of the facility, as a cost controller on the project, I had to approach the variation
from two dimensions; the structural soundness and the cost effectiveness of the variation.

I made cost comparisons of the available options and shared them with the client and the project team. The
financial implication of the variation was very high and having good knowledge of construction technology, I
challenged the structural engineer to consider doing value engineering in the design.

I actually suggested to him to accommodate class 25 in some sections and class 30 in the critical areas; as
I considered this a feasible way to mitigate the financial implication of the variation.

Further to this, the structural engineer gave an instruction that concrete should be supplied ready-mixed on
site. The contractor was thus tasked to get quotations from suppliers and after review of these quotations
and comparing them with the contractors’ quotation for class 30 concrete, all quotations were very high.

I advised the team to let the contractor prepare or mix the concrete on site but under strict supervision to
achieve the desired quality. This was a success because we achieved the quality desired at a lesser cost
compared to the use of ready mixed concrete.

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4.0 CONCLUSION
CRITICAL APPRAISAL & REFLECTIVE ANALYSIS

4.1. KEY ISSUE ONE

In resolving the issue, I have attained extra experience and improved my competence in the following
areas;

 Conflict avoidance and how to manage and resolve disputes

 I have learnt that as a quantity surveyor, I must be conversant with all the forms of contract and
how to apply them to solve any arising issues on a project
 I have learnt that it’s key to have knowledge and understanding of programming and planning.
Factors leading to the contractors’ failure to execute the project in time gave me a good learning
experience. I have also learnt the importance of keeping project data and site records especially
where issues of extension of time might arise.
 I have come to appreciate the industry practices such as work programme, cash flow projections,
daily weather reports, site instruction books, contracts and putting them into practice during the
execution of a construction projection.
 Improved my tenacity of contract terms and important aspects which drive projects during contract
administration

4.2. KEY ISSUE TWO

My involvement in this project helped me gain relevant knowledge and experience as well as improving my
competency in the following areas;

 Quantification and costing of construction works, this was mainly in value engineering with a sole
purpose of controlling costs of the design variations
 I have come to appreciate the need to do financial appraisals, cost reports and comparisons to give
guidance to the client and project team of the financial status of the project.
 I have learnt that it is essential for a quantity surveyor to have enough knowledge on construction
technology and environmental services.
 Improved negotiation skills
 I have improved my client – employer relationship (customer service)
 Improved my problem solving skills

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4.3. CONCLUSION
I believe that the lessons learnt during my involvement in this project have contributed to my understanding
of the role of a quantity surveyor and I will ensure I take all these forward on to future projects.

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