On a recent commercial office fit‑out project, the client required a detailed BOQ for tendering.

My task was to produce an accurate BOQ that reflected all measurable items and complied with the client’s specifications.

I reviewed the design drawings, broke the project down into work packages, measured quantities using CAD tools, applied appropriate measurement rules (e.g., RICS New Rules of Measurement), and cross‑checked with the contractor’s take‑off. I also consulted with the design team to resolve ambiguities.

The final BOQ was delivered two days ahead of schedule, achieved a variance of less than 2% between estimated and actual costs, and was praised by the client for its clarity.

During a tender review for a mixed‑use development, the client asked me to compare contract options.

I needed to explain the key distinctions and implications for cost control.

I outlined that a lump‑sum contract fixes the total price at the outset, placing risk on the contractor, while a measurement‑based contract (e.g., remeasurement) bases payment on actual quantities measured on site, sharing risk and allowing flexibility for design changes. I highlighted impacts on cash flow, risk allocation, and the need for accurate measurement in the latter.

The client chose a hybrid approach, using lump‑sum for well‑defined works and measurement‑based for variable scope, which improved cost predictability and reduced change‑order disputes.

In a residential development, several items such as specialist lighting and external works were not fully defined at the design stage.

I was asked to include provisional sums in the cost plan.

I estimated each provisional item based on historical data, market rates, and a contingency percentage, documented the assumptions, and added them as separate line items in the BOQ with clear descriptions.

The provisional sums provided a transparent budget buffer, allowing the project to proceed without delays while keeping the client informed of potential cost impacts.

Mid‑way through a hospital construction, the client requested cost reductions without compromising functionality.

Lead a value engineering (VE) workshop to identify savings.

I assembled a multidisciplinary team, defined the VE objectives, reviewed the functional requirements, and applied the FAST (Function Analysis System Technique) method to rank functions. We generated alternative solutions, performed cost‑benefit analysis, and assessed impacts on schedule and risk.

The VE process delivered a 7% reduction in the project budget, saved 3 weeks on the critical path, and maintained all critical clinical functions, earning client commendation.

During a high‑rise office build, the contractor submitted a variation claim for additional steelwork that the client considered out of scope.

My role was to mediate and reach a fair resolution.

I reviewed the original contract documents, compared the claim against the design intent, and organized a joint meeting with the contractor, design engineer, and client representative. I presented a detailed cost breakdown, highlighted contractual clauses, and proposed a compromise based on a revised scope.

We agreed on a reduced variation amount that saved the client £45,000 and maintained the project schedule, while preserving a positive working relationship with the contractor.

A client accelerated the handover date of a retail development by four weeks, putting pressure on the final cost reconciliation.

I needed to finalize the final account within the new deadline without compromising accuracy.

I re‑prioritized the reconciliation tasks, deployed a small team to work in parallel on different cost packages, used automated spreadsheet macros to speed up data validation, and held daily stand‑up meetings to track progress and resolve issues instantly.

The final account was submitted two days before the revised deadline, with a variance of only 0.8% from the provisional estimate, earning commendation from senior management.

During the early cost planning stage of a university campus project, the initial estimate for external works was high.

Identify potential savings without affecting design quality.

I benchmarked the external works against similar projects, discovered that the specified paving material was over‑specified, and proposed an alternative with equivalent performance at a lower cost. I also suggested consolidating some landscaping items to reduce mobilization expenses.

The alternative material saved £120,000 and the landscaping consolidation saved an additional £30,000, totaling a 5% reduction in the external works budget.

In my role as a senior quantity surveyor, regulatory updates can impact contract administration and cost estimation.

Maintain up‑to‑date knowledge and disseminate it to the project team.

I subscribe to RICS publications, attend quarterly CPD seminars, participate in industry webinars on new legislation, and maintain a shared knowledge base where I summarise key changes and their practical implications for ongoing projects.

This proactive approach has prevented compliance issues on three recent projects and improved the team's confidence in handling contractual variations.

On a mixed‑use development, accurate take‑off and rapid cost updates were critical.

Select and justify the software tools for the project.

I used Bluebeam Revu for PDF take‑off because of its measurement accuracy and markup capabilities, and integrated the data into CostX for automated cost estimating and 3D BIM‑linked quantity extraction. The combination allowed real‑time cost updates as the model evolved.

The workflow reduced the take‑off time by 35% and improved estimate accuracy, leading to a tighter cost control margin of 3%.

A client required tighter cost and schedule control on a large infrastructure project.

Integrate EVM metrics into the cost reporting process.

I collaborated with the project controls team to define the baseline budget (BAC) and schedule, then calculated PV (Planned Value), EV (Earned Value), and AC (Actual Cost) each month. I produced CPI and SPI reports, highlighted variances, and recommended corrective actions such as re‑forecasting and scope adjustments.

The EVM dashboard enabled early detection of a 5% cost overrun, allowing the team to implement value engineering measures that brought the project back within budget by the next reporting period.

The client commissioned a new office building with a target BREEAM Excellent rating, requiring early integration of sustainability costs.

Develop a cost plan that captures both conventional construction costs and additional sustainability measures.

I performed a life‑cycle cost analysis (LCCA) to compare upfront sustainable investments (e.g., high‑performance glazing, renewable energy systems) against long‑term operational savings. I allocated a dedicated sustainability budget, incorporated BREEAM credit cost estimates from the BREEAM Technical Manual, and applied risk contingencies for emerging technologies. I also coordinated with the sustainability consultant to validate assumptions.

The final cost plan showed a 7% increase in capital cost but projected a 15% reduction in operating expenses over 20 years, meeting the client’s sustainability objectives while keeping the overall budget within the approved limit.

During a multi‑phase commercial build, the contractor submitted monthly interim payment applications that needed verification.

Ensure each application reflected actual work completed and complied with the contract terms.

I performed a site measurement verification against the approved measurement schedule, cross‑checked quantities with the contractor’s take‑off, reviewed supporting documents (e.g., delivery dockets, labor records), and applied the contract’s measurement rules to calculate the payable amount. I also used a payment ledger to track cumulative payments against the total contract sum.

The validation process identified a 2% over‑claim in month three, which was corrected before payment, safeguarding the client’s cash flow and maintaining contractual compliance.