Document downloads - Planning and programming
Available downloads
-
Contract administration (ARCHIVED)
This document has been archived and is available on isurv for information purposes only.
The purpose of this guidance note is to provide practical guidance to RICS members in England and Wales who undertake the role of 'contract administrator' (CA).
The role of the CA covers a wide range of possible services and projects from the smallest residential scheme through to larger commercial projects. The responsibilities of the CA will be defined by the form of building contract and the professional appointment under which the CA is appointed. As the majority of surveyors only deal with small to medium sized contracts, this guidance note will concentrate on the role of CA at this level; and in particular within the provisions of contracts issued by the Joint Contracts Tribunal (JCT - minor works, intermediate and standard building contracts). In addition, many of the principles set out in this guidance note will also apply where no standard form of contract has been entered into, particularly for smaller works. While the guidance note does not deal with full 'design and build contracts, the issue of the employer's responsibility for design is considered.
On this basis it should be noted that this guidance note does not cover other forms of JCT contract, GC works, BPF/NEC or ICE forms, other than to distinguish the role of the CA. It also does not deal with the responsibilities of employers' representatives under design and build arrangements, where the responsibility is to act exclusively in the interests of the employer, albeit honestly and with integrity. -
Acceleration
Published February 2024
Effective from February 2024
This practice information summarises what is meant by ‘acceleration’ in the construction
industry, how acceleration can be achieved in practice, and how it can be valued.
When used in connection with construction contracts, ‘acceleration’ generally refers to increasing the originally planned or current rate of progress of the work so as to complete the project (or, where the contract allows for the project to be completed in sections, a section of the project) earlier than would otherwise be the case. -
Damages for delay to completion (ARCHIVED)
This document has been archived and is available on isurv for information purposes only.
This guidance note introduces the subject of damages for delay to completion by looking at the general principles including areas such as law; reasons for introduction within a contract; amounts of damages, and how sums are deducted, certified or released.
The guidance note then focuses on how the standard forms of contract deal with damages. A list of the contracts reviewed is included within the table of contents. For liquidated damages this includes how amounts are inserted in the contract and how this is to be deducted or certified.
This is part of the RICS QS and construction standards). -
Managing the design delivery
The guidance examines design delivery management (DDM) in the particular context of construction projects, situating it as a key process that connects the various aspects of the construction value chain. DDM is explained as an essential link between response to the client's needs and the construction process, which brings that response into reality as a building, structure or facility.
-
Appointing a project manager
The aim of this publication is to provide practical advice and guidance to individuals and organisations involved in the commissioning or procurement of project management services as well as RICS members in England and Wales undertaking the role of project manager in relation to building works contracts.
The role of the project manager covers a wide range of possible services and projects from the smallest residential scheme through to larger infrastructure projects. The responsibilities of the project manager will be defined initially by the professional appointment under which they are employed and then by the form of building contract used for the works.
Please note: while the content of this guidance note contains textual material which is still current and able to be used in practice, it is acknowledged that a number of references in the Appendices are now out of date and need to be changed to reflect the subsequent publication of other documents. -
Managing communications (ARCHIVED)
This document has been archived and is available on isurv for information purposes only.
This 1st edition information paper examines communications in an industry context, covering how clear, consistent communication via different media enables stakeholders to play their part in delivering a successful project. -
Value management and value engineering
Published January 2017
Effective from 1 May 2017
This 1st edition guidance note introduces the concepts of value management and value engineering as they relate to construction projects and to the role of chartered surveyors, who have a key role to play in helping manage value across the project.
Value management and value engineering are both concerned with increasing the ratio between benefit (outputs) and the cost or effort (inputs) required, but are often separated in terms of their timing and their scale. But value is also a relative concept, and one of the roles of project management, supply chain procurement and overall procurement is to manage these imbalances so that the project as a whole provides value to the client.
This guidance note is part of the RICS QS and construction standards (the ‘Black Book’). -
Change control and management
Published January 2021
Effective from 1 April 2021
Reissued March 2024
This practice information gives advice on how to handle changes proposed and made after a contract is agreed and covers the role of the person requiring the change, whether the employer’s agent, the project manager or the contract administrator. It also looks at the contrast between a change and a variation and the different circumstances that apply to each, with reference to relevant contract provisions. This practice information supports the RICS core competency of Contract practice.
This practice information does not detail issues such as organisational change that might be taking place at the same time as the project, which could affect change and its management. Neither does it address value management or value engineering – professionals are encouraged to refer to the relevant RICS document for such information.