L6M5 Sample Questions Answers

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Project 1 - Full Turnkey & Top-down Pricing

The project is a full turnkey contract because XYZ is responsible for both design and construction, and ownership is transferred to the client upon completion.

The pricing mechanism is top-down, as it is determined based on past experience of similar projects.

Project 2 - Design and Operate & Rolling Pricing

This is a design and operate contract since XYZ is managing the facility for 6 years after construction.

The rolling pricing mechanism applies because the budget changes continuously over the years due to industry volatility.

Project 3 - Management Contracting & Zero Pricing

Management contracting applies because XYZ was involved early but does not carry design risk.

The pricing mechanism is zero, meaning the budget resets at the beginning of each new accounting period.

Project 4 - Partial Turnkey & Activity-Based Pricing

This is a partial turnkey contract because XYZ is responsible for only certain aspects of the design and build, while another contractor is also involved.

Activity-based pricing is used since XYZ is paid upon milestone completion.

Project 5 - Design Build Operate and Ownership & Bottom-up Pricing

This project follows a Design Build Operate and Ownership (DBOO) model because XYZ is responsible for construction and will operate the toll bridge for 6 years before transferring full control.

The pricing is bottom-up, as it includes raw materials, labor costs, and a profit margin.

A Variance Analysis (p.95) compares planned vs. actual budget and identifies inefficiencies to enhance financial performance. Option A focuses only on overspending, B on cost-cutting, and D on categorizing costs rather than improving efficiency. [P.95]

The correct answer is Activity Schedule (p.60). A Gantt chart is a time-based project planning tool, typically used in Activity Schedule contracts, where payments are tied to the completion of specific tasks. Other payment methods, such as Fixed Lump Sum and Bill of Quantity, do not rely on this approach. [P.60]

Failure to meet contractual obligations is classified as Default (p.123).

Consequential Loss (A) refers to indirect financial loss due to contract failure.

Damages (B) are legal remedies for breaches.

Direct Loss (D) relates to immediate financial impact, but default is the correct term for a failure to meet obligations. [P.123]

The Human-Relations Model (p.193) values flexibility and internal focus.

Organizations encourage open communication and participative decision-making.

Option 2 (low flexibility) is incorrect.

Option 4 (external focus) describes a market-driven structure. [P.193]

This describes a Role Culture (p.170-175):

Clear job roles, structured hierarchy, and predictable work patterns.

Task Culture (A) focuses on project-based teams.

Power Culture (C) is centralized authority.

Person Culture (D) emphasizes individual autonomy. [P.170-175]

A Payback Analysis (p.72) calculates how long it takes for a project to recover its initial investment. It accounts for project duration but does not provide a rate of return (Option C). Discount factors (Option D) are used in Net Present Value (NPV) analysis, not Payback Analysis. [P.72]

Value Engineering (p.100) is used to optimize costs and improve profitability in competitive industries. It leverages supplier relationships to cut costs and increase value. Variance Analysis (A) is for budgeting, and Consortium Procurement (C) relates to bulk purchasing, which is not the issue here. [P.100]

Consequential loss is considered the most unpredictable and significant, hence it is often the focus of liability limitations.

The main risks are ensuring that the specification is correct and that the requirements are accurately communicated to the contractor.

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Changes to building regulations are mandatory because they are legally binding and require compliance.

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In Management Contracting, the client retains responsibility for the design.

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Payback period = Investment Cost ÷ Annual Cash Flow = £10,000 ÷ £2,000 = 5 years.

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