Further to the recession at the time (1991) I was offered the opportunity to work with Kier Construction (from Kier Southern) in Scotland on a project called CS91 at Royal Naval Arms Depot at Coulport on the west coast of Scotland. The project was three large industrial units with associated offices and car parks and ancillary facilities such as guard houses etc.
The project had been progressing for some time when I arrived and I was the Assistant Project Surveyor the Project Surveyor. However, the project was not being administered too well and after 2 months we swapped roles and I became the Project Surveyor and I also had three assistants too. The previous Project Surveyor was transferred to a smaller project.
Many of the subcontracts required some renegotiation as they had been let without all of the attendances being attended to. I asked around the site (foreman, engineers, site managers etc) to ascertain what the issues were and then made a list for agreement with the subcontractors. These outstanding issues that were hindering progress on site were agreed as supplementary agreements with the subcontractors. Whilst some additional money was paid out in the short term, the Works began to get back on track.
Many of the subcontracts required some renegotiation as they had been let without all of the attendances being attended to. I asked around the site (foreman, engineers, site managers etc) to ascertain what the issues were and then made a list for agreement with the subcontractors. These outstanding issues that were hindering progress on site were agreed as supplementary agreements with the subcontractors. Whilst some additional money was paid out in the short term, the Works began to get back on track.
One of the major subcontracts, with the overhead crane company had been let on a mistake. The package ordered was the basic "Off the shelf" crane, however the Client the Ministry of Defence required specific features that were more expensive (very slow speed working). Unfortunately the saving on the off the shelf version had already been taken and it took some time for the reporting of this additional cost to be accepted internally.
With regards the other subcontracts, I was also responsible for obtaining quotations from subcontractors and suppliers. My assistants were responsible for much of the donkey work but I oversaw the process. With my assistants we divided up the administration of the subcontractors.
With regards the other subcontracts, I was also responsible for obtaining quotations from subcontractors and suppliers. My assistants were responsible for much of the donkey work but I oversaw the process. With my assistants we divided up the administration of the subcontractors.
I also realised that the main valuation and cost reporting was taking too long. The root cause of this it was considered was the use of a proprietary software system called Candy. We therefore abandoned its use and set up a much simpler valuation system based on Excel. This was much more easily used as well for the production of the internal cost value report. The valuation/reporting process was reduced from about 12 working days to approximately five. More time was therefore devoted to variation work where it was needed.
In addition to my own duties, I also had to supervise two junior QS's who were just out of university. This took some of my time too but I enjoyed the process of training them and showing them ways forward on the project. In turn they were also able to show me systems on computers that helped me and the project too. During this time I switched from Lotus 123 to Excel and from WordPerfect to Word. As the company would not sanction this officially I bought my own computer with the Microsoft package and was able to complete my work much more efficiently.
In addition to my own duties, I also had to supervise two junior QS's who were just out of university. This took some of my time too but I enjoyed the process of training them and showing them ways forward on the project. In turn they were also able to show me systems on computers that helped me and the project too. During this time I switched from Lotus 123 to Excel and from WordPerfect to Word. As the company would not sanction this officially I bought my own computer with the Microsoft package and was able to complete my work much more efficiently.
Once the project had been completed on site, I returned to England and prepared the final account in the Kier main offices in Tempsford Hall, Sandy in Bedfordshire. However, most of the final account had been prepared and agreed as the Works progressed and the focus at this later time was on subcontractor agreements.
