COMMUNICATION AND NEGOTIATION

This competency covers the way in which a surveyor communicates, in writing, graphically
and orally. It also looks at the process and strategy of a negotiation. Effective
communication is a fundamental aspect of professionalism and candidates must be able to
communicate complex technical matters to both technical and non-technical people in a
clear fashion.

Negotiation is a regular part of a surveyor’s work and this competency deals with taking a
systematic approach to achieving a satisfactory conclusion.

LEVEL 1 – KNOWLEDGE AND UNDERSTANDING

Demonstrate knowledge and understanding of effective oral, written, graphic and presentation
skills including the methods and techniques that are appropriate to specific situations.

The etiquette of written communication in emails, letters and reports

Communicating clearly with clients is key to building trust. Many disputes that arise
between firms and clients result from miscommunication rather than misconduct or
negligence.

Different clients have different needs. Some may require additional time set aside so that you
can thoroughly explain how you will proceed. It is a good idea to have an initial conversation
with your client to help you establish whether they may require additional support. Taking the
time to build trust with your client and clarify their understanding reduces the risk of disputes
and ensures a better standard of service.

Always take care to communicate clearly and in plain language that is free from jargon. Tailor
the message according to your audience. For instance, you may need to explain things more
simply to a consumer client than you would to a commercial client. RICS produces consumer
guides for some common areas of residential work and residential legal issues that might help
to explain processes and procedures to your clients.

Your clients may have a preferred method of communication. It may be beneficial for you to
adapt your approach to meet this preference; for instance, some clients may prefer a phone call
to an email.

As regulated firms move towards digital forms of communication and away from paper-based
letters, they may wish to explore alternative ways of communicating with clients. Remember to
consider the legal terms of business of any social media or messaging apps: they may not allow
business use. Also consider the security of any information you send and compliance with data-
protection legislation.
Regardless of how you communicate, make sure to:

maintain a record of all communications and confirm any key points in writing, ensuring these
are recorded on the file.With new forms of communication, working hours can become blurred.
To manage their expectations, it is a good idea to indicate to clients when they can expect you
to pick up and respond to communications.

Translation
When the language you and your firm operate in is not the native language of the client,
consider whether you need to translate materials and communications. You should consider the
benefits of translation and balance these against the associated risks. Translation can be costly,
and there is a risk that you cannot verify the accuracy and quality of the translated materials.
For this reason, you may opt to keep communication in one language, but ensure that it is
written simply and clearly so that it can be translated by your client if necessary.

Culture difference in Communication

Think about cultural differences in communication; for example, some cultures are more direct
in communication than others. Different communication styles can be read as rudeness or a
lack of clarity.

Neurodiversity can also affect how people communicate. Try to understand and adapt to clients
whose communication style is different from yours, both in how you communicate and respond.

Communicating changes and delivering work

It is always good practice to communicate changes and manage your clients’ expectations.

Clearly outline how long something is likely to take.

Let your client know if you are unlikely to meet any deadlines.
Respond to communication in a timely manner and make sure to clearly explain the outcome,
especially if your client is unlikely to agree with your opinion or findings.
Consider phoning if you are delivering unwelcome news – this can help to maintain your
relationship with the client more effectively than an email or letter and allows you to respond
quickly to concerns or distress.

Written Work
The nature of written work delivered to the client will be dictated by the nature of the
assignment. The size and scale of what you deliver should not exceed the needs of the client
and the purpose of the work. Being clear with the client from the beginning about what you will
deliver helps to avoid misunderstandings later. The written work should demonstrate fulfillment
of the client’s requirements as agreed in the terms of engagement.
Written work should be in simple language and in terms that the client can understand.
Unavoidable jargon should be explained.

Excellent customer service through report writing

Kate Charrington MRICS is a director of Projekt 3, an RICS-regulated firm that supports

surveyors to deliver high standards in their working practices. She gave three examples of how
a survey she reviewed provided great service to the client.

1. Clarity
a. ‘A survey should achieve real clarity. All pictures should clearly convey aspects
written within the text. They were annotated clearly, and the captions further
illustrated what the image was there to show. In other words, the pictures
supplemented the survey, rather than acted as an “add-on” or replacement to the
text.
b. Surveys and/or valuations can sometimes be difficult to decipher. For example,
sometimes you can be left with questions such as “which wall do you mean?”,
“which damp section are you referring to?” and “which window is broken?”.
c. This survey managed to clearly articulate the location of elements and their
related defects. The surveyor was specific and logical in what they wrote: it was
clear to the reader where they would find the problem, and the reader didn’t have
to make guesses based on inadequate identification.
d. The survey used accessible language; where needed, they explained terms
plainly and, if appropriate, used images to convey information.
e. Ultimately, you didn't have to be a surveyor, engineer or a member of another
profession within the built environment to understand the product and service you
had paid for.’

2. Parameters

a. ‘This surveyor clearly understood the level of survey they were providing
and what that meant in terms of the service they needed to deliver.
b. Re-reading terms and conditions is a really good way to remind yourself
of the expectations a client purchasing a survey has. A number of the
surveys I read either go beyond the level of service required or, on
occasion, fall short.
c. This surveyor used formatting clearly to align themselves to the
parameters of the survey and it made for a great reading experience – it
provided the client with everything they needed to know (and had paid
for).’

1. Context
a. ‘Surveys are not just assessments of buildings: they are a way of painting a
picture of a property in the mind of a client – they provide context. That's why
 “pre-flight checks” are so important. While a survey identifies defects, it also
considers a property in the context of its surroundings. This is where local
knowledge, expertise and understanding of the “big picture” really play their part.
Whether you are talking about mundic, bungaroosh, landfill sites, flood zones or
radon etc., you have to effectively convey information that is useful to the reader
and support them to make the right decision for their needs.
b. The survey was a joy to read, not just because it did “what it said it would” or
because it provided clarity on the property: the survey took account of the
environment in which the property was located and conveyed to the reader what
this might mean for them. It didn't make judgements on perception of an issue
but, rather gave factual insights.
c. Additionally, context throughout a survey doesn't just mean being clear on a
location of a defect – as stated, it is about the bigger picture. Therefore, where
cross-referencing would benefit, do it. It doesn't take much but can make all the
difference to a reader who wants to refer back to issues that are connected
(which they so often are). This survey did just that and it worked wonders.’

Surveyors advising in respect of the Electronic Communications

Code (1st edition)1

Please note, this document was reissued in August 2024 as a professional standard. It was
previously published in November 2019 as a guidance note. The regulatory requirements
remain the same.

The electronic communications sector has evolved significantly, driven by new technologies and
increasing demand for services. In response, the UK government enacted the Electronic
Communications Code in late 2017, as part of the Digital Economy Act 2017, to enhance digital
infrastructure and support future technological advancements.

The Code governs relationships between electronic communications operators, infrastructure

providers, and site providers, establishing a framework for agreements to install and maintain
communications equipment on land. The government's goal is to balance the interests of site
providers and communications providers while ensuring public access to quality services and a
competitive digital infrastructure.

This professional standard aims to highlight key factors influencing the roles of surveyors in this
dynamic environment. It is not intended to be exhaustive but serves as a guide for surveyors
advising clients on electronic communications networks and installations under the Electronic
Communications Code.

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Is an emoji legally binding?2

The legality of emojis in contracts or agreements can be complex and varies by jurisdiction.
Generally, a contract needs to demonstrate mutual intent, offer, acceptance, and consideration.
If both parties understand and agree to the terms represented by an emoji, it could potentially
be seen as binding, but it might lead to ambiguity.

Courts typically look at the context and intent behind the use of an emoji. In some cases, emojis
have been interpreted in legal disputes, but their effectiveness as a form of communication can
be tricky. It’s always best to use clear and unambiguous language in legal documents.

Law case on the use of emoji as a form of communication

There have been a few cases where emojis were discussed as part of legal arguments,
illustrating their impact on communication. One notable example is O'Connor v. Oakhurst
Dairy (2017), where a court examined the use of emojis in the context of determining intent.
The case involved an employee's text messages containing emojis, which were debated in
terms of their meaning and intent.

Another example is Klar v. Leicht (2021), where a court looked at text messages with emojis to
understand the parties' agreement and intentions. In this case, the judge acknowledged that
emojis could be interpreted differently and might not clearly convey the intended message.

These cases highlight that while emojis can be used as a form of communication, their
ambiguity can lead to misunderstandings in legal contexts. Courts tend to focus on the broader
context of communication and the intent of the parties involved.

Writing business emails3

Introduction

Email has changed the way we work – allowing us to communicate cheaply and quickly with
colleagues, suppliers and other contacts around the world. Many of us now use it as our main
means of communication during the working day. But what are the best techniques to use when
writing emails?

Are the rules for writing emails different to those we have already learned?

Emails are written communications, and their purpose, generally, is to send information. If we
relax the rules of grammar and clear communication, we will fail to get our message across. So
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it is important to stick to the usual guidelines. However, emails are normally less formal than a
printed business letter.

Etiquette

There is still some confusion about the correct way to write emails, which 'tone' is appropriate,
and whether to use slang or abbreviations. It is best to open and close an email using 'Dear' at
the beginning and 'Best wishes' or 'Regards' at the end.

'Hi' is not really appropriate for business emails unless you are familiar with the person you are
writing to. If you do not know the person's full name, use the person's title (for example 'Dear
Director of Customer Services').

Always think about the reader. Remember that people are unlikely to be offended if you are too
formal, but some may think you are being rude if you are too informal.

Spelling and grammar

You should always write emails with the same care you would use to write a formal letter.

Always check your spelling and grammar – most email applications have a tool which you can
use to do this automatically. Remember that sloppy communication gives a bad impression of
both you and your organization.

Resist the temptation to use the shortcuts of 'text messaging'. While some people may
understand what 'cant w8 2 cu' means, a lot of people do not.

Addressing an email

To – this is where you type the email address of the person you are writing to.
CC (courtesy copy) – this is for the email addresses of other people who need to see the
information in your email.
BCC (blind courtesy copy) – addresses that you put in this field are 'hidden' from the other
people who receive the message. For example, if you wrote an email to your insurance
company but wanted a solicitor to read it for reference without the insurers knowing, you would
use this field for the solicitor's address.
Always use the correct field so people know who you expect to act first on the information.

Writing Letters
Setting out your letter
As everyone always says, a letter needs a beginning, middle and end. Much of the time, your
letter should start with 'Thank you for your letter of 15 April' and certainly not 'I acknowledge
receipt of...', 'I am in receipt of...' or 'Further to your recent....'.

The middle will be your points, answers and questions in a logical order. If it is a long letter, you
may be able to break it up using subheadings. Use paragraphing throughout, generally
averaging about three or four sentences to each paragraph.

The end does not normally need to be a summary. A suitable final sentence might be 'I hope
this has answered your questions', 'Thank you for your help' or 'If you have any questions,
please ring me.'

Some of the suggestions in this guide may be very obvious to you while others may go against
your own style. They are only suggestions.

The date
It is now common practice to write the date as 7 July 2002 instead of 7th July 2002.

The greeting
If you are on first-name terms with the reader, use 'Dear Jane'. Otherwise use 'Dear Mr Smith',
'Dear Miss Smith' or, if you are writing to a woman and don't know which title she prefers, use
'Dear Ms Smith'. If you don't know the person's name, use 'Dear Sir', 'Dear Madam' or
occasionally 'Dear Sir or Madam'.

Headings
These are not usually necessary. However, if you are going to use one, don't use all capitals:
just put the heading in bold. And don't use 're'.

Punctuation
Don't put commas after:

each line of the address;

the greeting (Dear Jane); or
the ending line (Yours sincerely).
Also, you don't need full stops in initials - Mr P D Smith, the DSS and so on.

Endings
If you used the name of the person at the start of the letter then end with 'Yours sincerely'.

Otherwise end with 'Yours faithfully'.

If you have a more familiar relationship with the reader then choose whatever ending would be
more appropriate ('Kind regards', 'Best wishes', 'Yours truly' and so on).
Contact point
Make sure that your letter clearly says which person the reader should contact and how, with
any extension number if necessary.

Emphasizing words
If you want to emphasize something, use bold. Don't use long strings of capital letters as they
are unfriendly and many people find them much harder to read.

Checking your letter

Always read your letter when you have finished.

Check that:
● you have said everything you wanted to;
● you have answered any questions you had to;
● you have been helpful and polite; and
● The letter is clear and concise.

Report 4

A report is a written document that provides information. In the construction industry, reports are
typically formal documents that provide information about key events, project stages or
processes to a client, local authority, purchaser and so on. They can also provide more general
information about the state of something, ranging from individual components to the entire
construction industry or the wider economy.

Ideally, reports should be concise, written in easy-to-understand language, should be easy to

navigate, should contain only information that is necessary, and should not duplicate information
that can be found elsewhere.
Examples of report in the construction industry :
1. Construction progress report.
2. Construction stage report.
3. Cost report.
4. Tender appraisal report.
5. Tender report for construction contracts.

How to write reports in plain English5

Reports typically consist of several key elements, including:

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 1. Detailed summaries of events or activities
2. Analysis of the impact of the event
3. Evaluations of the facts and data
4. Predictions for what may happen as a result of an event
5. Recommendation for next course of action
6. Conclusion

Decide on terms of reference

Many formal reports include a section that details the document's "terms of reference" (or ToR).
These terms include:
● What the report is about
● Why it's necessary
● When it was written
● What its purpose is

Setting these terms helps both the writer and their readers to understand why the report is
important and what it hopes to accomplish. The terms of reference are usually explained in the
first paragraph so that the reader can determine their relevance without having to read the entire
document.

Conduct your research

Most reports will require you to collect a store of data that directly relates to your topic. You may
already have access to this information if, e.g., a doctor who has copies of a patient's medical
charts. However, if you're tasked with analyzing an issue and/or investigating an event, you'll
likely need to spend some time requesting, finding and organizing data.
Interpreting data and formatting it in a way your readers will understand and follow is an
important part of writing a report. For your report, you may need to create charts, graphs or
timelines that make your raw information easier to comprehend. You'll also need to carefully cite
your sources and keep track of where and how you found your report's data to present it
professionally.

Create a report outline

The next step in writing a report is to construct your report's outline. This typically looks like a
bulleted or numbered list of all the different sections in the document. Your report's outline might
look similar to this:
● Title page
● Table of contents
● Introduction
● Terms of reference
● Summary of procedure
● Findings
● Analysis
● Conclusion
● References or bibliography
The order of these sections—and whether you decide to include them all—depends on the
specific type of report, how long it is and how formal it needs to be. The most important thing to
do when writing your outline is to include all the necessary sections and eliminate anything that
does not directly contribute to the report's purpose.

Write the first draft

Writing the first draft of your report is one of the most important stages of constructing a
successful one. The purpose of the first draft is not to write a perfect document, but rather to get
all the main points of your information out of your head and onto the page. You'll have time to
add to and edit this first attempt, so your primary goal is just to organize your data and analysis
into a rough draft that will eventually become a final product.
While writing your report's first draft, you'll likely find gaps in your data or holes in your analysis.
Make note of these issues, but don't try addressing them as you write. Instead, finish the draft
and save problem-solving for when you begin the editing process.

Analyze data and record findings

The focus of every report is the "findings" section, i.e., the part where you present your
interpretation of the data. For an accountant, for example, the findings could involve an
explanation as to why a company's stock dropped the previous quarter. For an environmental
scientist, the report's findings could include a summary of an experiment on biodegradable
plastics and how the results could affect waste management methods.
The findings section should always provide valuable information related to the topic or issue
you're addressing, even if the results are less than ideal. If you conclude that the data was
insufficient or the research method was flawed, you'll need to explain this professionally and
accurately.

Recommend a course of action

The final section of your report's body is your recommendation(s). After examining the data and
analyzing any outcomes, you're qualified to present an idea as to what actions should be taken
in response to your findings. For example, after reviewing the number of overtime hours their
team's been working, a project manager may recommend adding another member.

Edit and distribute the report

The final stage of writing a report is editing it thoroughly and distributing it to your audience.
You'll need to edit for grammar mistakes, spelling errors and typing mistakes.
You'll also need to double-check your data, make sure your citations are correct and read over
the entire document to ensure it presents a cohesive narrative. If the report is going to be read
by a wide(r) audience, you might decide to ask someone else to proofread it or give you their
opinion on the readability of the content.
Distributing the report can take different forms depending on your particular occupation. You
might email it to your supervisor, present it verbally during a staff meeting or publish it in a
journal. Regardless of how or where it's read, your goal is always to create a concise,
informative and effective document that will contribute to increased productivity in your
workplace.

Tips for writing successful reports

Here are some final suggestions to guide you on how to write a report:
● Know your audience. Understand who the report is for, why they need the information
and what you want them to do after reading it. Knowing your audience will help you
guide the style of your report and ensure you communicate your information efficiently.
● Proofread carefully. Nothing ruins a quality report quite like a missed typo. Before you
submit or present your report, be sure to proofread it carefully for any errors.
● Be open to feedback. Depending on your job title, you may receive criticism or feedback
on your report(s). Try to remain receptive and open to critique. If you're willing to take
feedback and implement your superiors' suggestions, your writing will likely improve as a
result.
● Use your time wisely. Writing a quality report can take anywhere from a couple of hours
to several weeks. Before you begin, be sure to budget your time and set a regular writing
schedule and/or daily tasks to keep your progress on track.

Presentation of figures and data using spreadsheets,graphs and charts 6

Presentation78

Presentations can have a variety of purposes, with the most common being to share
information, persuade an audience or encourage a course of action. Some presentations have
more than one purpose. Keeping the audience engaged is vital regardless. Before you begin
structuring a presentation, it's important to understand what your purpose is. You might have a
brief that defines your purpose or you might have an open brief and want to think about the
purpose yourself. If you identify the impact that you want to have on your audience you can
structure the whole presentation to work towards this goal.

Another significant part of planning and structuring any presentation is to understand who the
audience is. Make sure you know your audience so you can communicate with them effectively.
Think about what you know about your audience and what they want to achieve. When you
know your audience's motivations, ambitions and the challenges they face, you can adapt your
presentation to show you understand them and can offer valuable solutions.

1. Greet the audience

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Before moving into the details of your presentation it's effective to greet the audience and
introduce yourself. You can explain who you are and what relevant experience you have. It's
advisable to keep this part of the presentation quite brief so you can quickly move on to the key
points. Doing this establishes your credibility with the audience and can help to build a rapport.
Knowing your credentials means the audience is more likely to listen to your views.

2. Give an introduction
Your introduction is the beginning segment of your presentation. At this stage, introduce the
subject matter and the purpose of the presentation. This is an opportunity to gain the audience's
interest. The introduction can include practical points like how long the presentation is going to
last and your preferences for the audience asking questions. Depending on the nature of the
presentation, the introduction might be quite brief or might include more detail. The main points
to add to your introduction include:
● an explanation and overview of the topic
● challenges or issues in the area you're discussing
● the purpose of the presentation
● the desired outcome of the presentation

3. Present the body of the presentation

The body of the presentation is the middle section. This is where you address the points you
outlined in your introduction. It's likely to be the longest and most detailed element of the
presentation. For many subjects it's helpful to approach each topic you're discussing individually
so that your message is clear for the audience. You can organize the main points of your
presentation in a wide variety of ways. Some helpful tips for presenting your main ideas include:
● address each point individually
● give a summary before progressing to the next point
● indicate the links between different ideas
● clarify when you're moving on to another idea
● remain on-topic
● give the audience time to take notes

4. Give a conclusion
The conclusion is the end part of the presentation and it gives you a chance to reinforce your
message. Regardless of the purpose of the presentation, during the conclusion, you can
summarise the main point of the talk to clarify its overall purpose and make sure that the
message stays in the minds of your audience. Some points to add to your conclusion include:
● acknowledgement that the presentation is concluding
● another statement about the presentation's purpose
● a summary of your key ideas
● a call to action or takeaway for the audience

5. Take questions
After your conclusion, it's polite and professional to thank the audience for listening and allow
them some time to ask questions. Doing this is useful even if you've allowed questions
throughout the presentation. Taking questions at the end of the presentation has an advantage
because you can set the tone beforehand. It also reduces the chance of the audience asking
questions that you answer in the presentation. This means that questions from the audience are
more likely to be relevant. Try to anticipate the sort of questions you may have based on your
presentation's content.

Other presentation structures

There are also other approaches you can use to structure presentations. You might find that
different structures are well-suited to different subjects and purposes. Before planning a
presentation it's worth deciding which structure is more effective. If you're looking for an
alternative way to structure your presentation one of these options might be appropriate:

Demonstrations
Structuring the presentation as a demonstration is useful when you have a product you want to
show. You can use this approach to demonstrate how a product works and why it's useful.
When you use this type of presentation structure there are some key points to include:
● explain why the product is valuable and necessary
● explain what problems the product solves for the audience
● demonstrate how the product works
● suggest other uses for the product

Problem-solution
The problem-solution structure is usually helpful if you're trying to persuade the audience of
something. You can present them with a problem or challenge and then explain what you
believe the solution is. Some elements you usually add to this type of presentation structure
include:
 ● a brief context for the issue
● a detailed explanation of why it's a problem
● a solution and an explanation of why it's helpful
● a call to action to motivate the audience

Storytelling
A good presentation might incorporate elements of storytelling but you can also structure the
whole presentation as a story. A popular option is to describe the story's hero experiencing
challenges or the unknown and explain how they change the outcome. Another common
approach is to launch straight into the action part of the story and then expand on the issues to
give context. This type of presentation can engage audiences well and allows you to be
creative.
Remaining method
The remaining method structure usually works when you're discussing a controversial or
sensitive subject that divides opinions. It can be a good way to present your arguments whilst
still appealing to audience members who hold a different viewpoint. If you're using this structure
for your presentation, some of the important points to add include:
● an overview of the issue
● details about why the issue is a problem
● acknowledge other solutions and why they might be beneficial
● explain why other solutions are inappropriate
● present your solution at the end

Establishing your objectives and strategy for a negotiation9

Negotiation is a communicative process necessary in situations where two or more parties have
to reach a common, agreed position. In the construction industry, negotiation is required at
almost every stage of a project, from acquiring land and obtaining planning permission, to
making appointments, awarding contracts, negotiating change orders and extensions of time,
resolving disputes, and so on.

Skillful negotiators typically have a number of key attributes:

● A good memory.

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 ● They are persuasive and quick-minded.
● They are able to gain the trust of the other party.
● They are good at handling stress.
● They are efficient at preparing information.
● They have the ability to listen effectively.
● They have good intuition and are able to gauge the other party’s approach and opinion.
● They are able to concede or to be flexible if necessary.

Key Components of Effective Negotiation

Perception
● Understanding the other party's perspective is crucial. This involves:
● Empathy: Viewing issues from their standpoint.
● Separation of People and Problems: Avoid blaming the other side; focus on the issue at hand.
● Open Discussion: Encourage an open dialogue about each side's perceptions.
● Underlying Concerns: Focus on the real concerns rather than just stated positions.
● Flexibility: Demonstrate openness and adaptability.
● Inclusivity: Ensure all parties can participate, fostering shared ownership of outcomes.
● Aligned Proposals: Make proposals that resonate with the other party’s values.
● Avoid Assumptions: Don’t jump to conclusions about the other party's motivations or needs.
Emotions
Managing emotions effectively is vital:
● Awareness: Recognize and understand the emotions at play for all parties.
● Acknowledgment: If emotions arise, acknowledge them calmly.
● Space for Expression: Allow the other side to vent if needed, but maintain composure.
● Conciliatory Attitude: Approach discussions with a mindset aimed at resolution, not resentment.
● Personal Detachment: Don’t take attacks on your position personally.
Communication
Clear and honest communication fosters better negotiations:
● Clarity: Speak to be understood; avoid ambiguity.
● Personal Positioning: Discuss your own stance rather than attributing positions to the other party.
● Active Listening: Truly listen and acknowledge what the other party expresses.
● Thoughtful Responses: Consider your replies carefully; avoid impulsive reactions.
● Encouragement of Feedback: Invite critiques and suggestions rather than defending your own
position.
● Clarification: If uncertain, ask questions until you fully understand the matter.
Preparation
Preparation is critical to successful negotiations:
● Comprehensive Planning: Anticipate potential issues to avoid being caught off guard.
● Checklist: Create checklists to ensure all aspects are addressed.
● Record Keeping: Maintain clear notes of agreements reached.
● Right Participants: Ensure that all necessary decision-makers are present.
● Clarity of Objectives: Ensure everyone understands the goals and timeframe for the negotiation.
● Understanding Boundaries: Know what can and cannot be agreed upon, including legal
requirements.
Strategic Positioning
Establish your negotiating parameters:
● Define Positions: Know your starting point, ideal outcome, and non-negotiable terms (red lines).
● Holistic Approach: Keep all aspects of the negotiation open, not just price.
● Alternatives and Limits: Be aware of your ‘best alternative to a negotiated agreement’ (BATNA) in
case talks falter.
Knowing When to Walk Away
Recognize when to end negotiations:
● Assess Willingness to Compromise: If the other party is inflexible, sometimes it’s best to walk
away.
● Avoiding Unwise Agreements: Don’t force an agreement just because of the time invested; be
willing to move on for better opportunities.

Bargaining chips10
Chris Green emphasizes the importance of negotiation in construction, particularly regarding the
valuation of variations, extensions of time, and final accounts. While these should ideally be
determined through clear contractual mechanisms, the reality often involves negotiation,
especially when contracts require fair assessments of entitlement.

To navigate these complexities effectively, developing a clear negotiating strategy is crucial.

This approach can help parties reach amicable and equitable agreements, ensuring that all
parties' interests are considered and upheld within ethical and professional standards.
Improving negotiation skills in this context not only facilitates smoother project management but
also fosters stronger professional relationships.
ROC Case Study - Negotiation

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These case studies are examples to help you to apply the Rules of Conduct in situations that
may arise in your professional practice.

When making ethical professional decisions, you need to:

consider the facts

identify the relevant RICS standards in the Rules of Conduct and other guidance
use your professional judgement, which may require you to balance different interests and
principles.
What matters is that you can show that you have done your best to follow the professional
standards set by RICS.

Read the case studies below

Scenario 1
I’ve advised my client on the market rent for their property, but they want me to make an
opening offer in negotiations with the other party that is higher, even though the tenant is a
charity. Can I do this under the Rules?

Summary

● RICS members can negotiate on behalf of clients.

● Be clear about when you are giving professional opinion and when you are acting as an
advocate.
● Don’t bully the other side or take unfair advantage of vulnerability.
● In the absence of any provision in legislation in a specific circumstance, clients who own
property in a market economy are entitled to ask any rent they consider appropriate from
a tenant.
● There is a public interest in those clients being advised by an appropriately qualified
professional as this protects the client and other stakeholders.
● Professional work should be done diligently in accordance with a client’s instructions.

Rules and behaviours

Rules 1,3, 4 and 5 and behaviours 1.1, 1.5, 1.8, 3.5, 3.10 and 4.3 could all be relevant in this
scenario.

In practice most of these will apply depending on the circumstances and all need to be
considered.

You might want to advise the client about the sustainability of charging a rent far over the
market value from the point of view of retaining tenants, but behaviour 3.10 does not mean you
have to advise a landlord not to profit from their assets.
Commentary

The fact that the tenant has a purpose that provides some social good does not mean that the
client cannot seek to charge them the rent they want for the use of their property.
Ultimately, you can negotiate on behalf of your client but you must not bully or mislead the
tenant. Behaviour 1.8 is more nuanced and most likely to apply where the tenant is not
represented by another professional. It is proper to use your professional skills and knowledge
to provide an advantage to your client, which might to some extent disadvantage the other
party.
However, if you provide an advantage improperly (for example, by allowing the negotiation to
proceed without correcting an obvious misunderstanding about the property or the terms; or
failing to take particular care where you knew you were dealing with a vulnerable client) you
might be asked whether you had acted with integrity.

Common mistakes with negotiations

Inexperienced negotiators often make key mistakes that can undermine their effectiveness.
Here are some critical areas to focus on:

● Preparation: Failing to prepare weakens your position. Gather relevant facts and
consider any constraints or weaknesses in your arguments.
● People: Invite the right individuals to foster a constructive environment. Avoid bringing in
those whose role is solely to contradict the other side, and ensure someone with
authority can make decisions.
● Tactical Mistakes: Maintain an overview of the negotiation process rather than fixating
on specific issues. Celebrate agreements reached and keep track of progress.
● Conduct: Be mindful of your team's behavior. Listen actively, avoid assumptions, and
steer clear of discussions around fairness. Focus on market solutions rather than
personal attacks.

This guidance, shared by Chris Green, emphasizes the importance of negotiation skills in
construction while maintaining ethical standards.

The 6 Stages of the Process of Negotiation (With Tips)11

Minutes of meeting

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How to Write Meeting Minutes

Meeting minutes are essential documents that summarize what happened during a meeting,
helping participants remember discussions and track next steps. Here’s a guide on how to
effectively write meeting minutes, along with templates and examples.

Meeting minutes are written records that outline key discussions, decisions made, and action
items. They serve as a reference for attendees and stakeholders who were not present.

Steps to Write Meeting Minutes

● Create an Outline: Design a template before the meeting to organize notes by agenda
items.
● Include Factual Information: Record the meeting’s location, date, time, and participant
attendance.
● State the Purpose: Clearly define the meeting’s purpose to help structure the content.
● Record Decisions Made: Document any decisions, including vote tallies if applicable.
● Compose Action Items: List actionable tasks assigned to individuals or teams, including
deadlines.
● Detail the Next Meeting: Note topics for future discussion and logistics for the next
meeting.
● Be Concise: Focus on main ideas, summarizing discussions without capturing every
detail.
● Consider Recording: With permission, record meetings to help ensure accuracy in your
notes.
● Edit and Proofread: Standardize formatting and correct any errors before distribution.
● Attach Supplementary Documents: Include relevant materials that support the meeting’s
content

Site Meetings in Construction Management

Site meetings are crucial for effective management in construction projects. They enhance
communication among stakeholders, fostering a shared sense of purpose that increases the
likelihood of project success. Poor communication is a common factor in project failures, making
regular meetings essential.

Importance of Site Meetings

● Facilitating Communication: Regular meetings help keep all parties informed and
engaged.
● Reporting Progress: Meetings serve as a platform to report on project advancements,
discuss issues, and propose solutions.
● Two-Way Discussions: Stakeholders can address current problems and anticipate
future challenges.

Scheduling and Structure

 ● Frequency: Meetings should be scheduled regularly, such as weekly or monthly,
depending on project complexity and stakeholder needs.
● On-Site Benefits: Holding meetings on-site allows stakeholders to assess progress
firsthand, discuss quality issues, and review problem areas.

Types of Site Meetings

1. Construction Progress Meetings: These focus on receiving updates from contractors

and consultants, discussing cost reports, subcontractor updates, and reviewing progress
photos.
○ Pre-Meeting with Subcontractors: Contractors may hold preliminary meetings
to gather information before reporting to the broader team.
2. Construction Manager Meetings: In construction management projects, regular
meetings with trade contractors ensure coordination of on-site activities and information
sharing.
○ Daily Logistics Meetings: For larger projects, construction managers might hold
daily meetings with foremen to organize logistics, deliveries, and safety
measures.
3. Safety Briefings and Toolbox Talks: These sessions emphasize health and safety
considerations for all workers on-site.

Documentation

● Meeting Minutes: It’s essential to prepare minutes for each meeting. Any
disagreements with recorded items should be addressed within a set timeframe, typically
one week. Progress meetings may also generate construction progress reports for
clients.

Overall, site meetings play a vital role in ensuring that construction projects run smoothly by
promoting clear communication, efficient problem-solving, and proactive management.

How to Prepare Tender Documents

Tender documents are essential for inviting suppliers to submit their offers for the provision of
goods or services in response to an invitation to tender. Properly prepared tender documents
help ensure that realistic prices are obtained, minimizing misunderstandings and potential
claims during the project. Here’s how to prepare effective tender documents.

Components of Tender Documents

1. Letter of Invitation to Tender: An introductory letter inviting suppliers to submit their

tenders.
2. Form of Tender: A formal acknowledgment by the supplier confirming understanding
and acceptance of the tender terms.
3. Preliminaries: A description of the project to help suppliers assess their costs, including
necessary site provisions like plant, staff, and welfare facilities.
4. Contract Information: Details about the form of contract, conditions, and any necessary
amendments, especially if using Building Information Modeling (BIM).
5. Employer's Information Requirements: Specifies the information needed for project
development and asset operation if BIM is used.
 6. Tender Pricing Document: Guidelines for suppliers to break down their overall tender
price, functioning as an unpriced bill of quantities.
7. Drawing Schedule: A list of drawings provided for the tender.
8. Design Drawings: Visual representations of the project, including any existing models.
9. Specifications: Detailed descriptions of the project requirements.
10. Construction Manager's Master Programme: For construction management contracts,
detailing timelines and tasks.

Ensuring Clarity and Consistency

● Consistency: Ensure all documents are consistent to prevent misinterpretation or

ambiguity.
● Record Keeping: Maintain copies of all tender documents for reference.
● Direct Distribution: Send relevant documents directly to identified subcontractors to
streamline the process.

Managing Complexity

● Package Breakdown: For larger projects, divide the tender documents into packages,
each with its own specifications and drawings. This simplifies pricing and comparison
between suppliers.
● Interface Management: Clearly identify and allocate interfaces between different
packages to avoid confusion and potential issues.

Tender Timeline

● Appraisal Period: Allow sufficient time for suppliers to review the tender documents
before passing them to subcontractors. Consider the complexity of the supply chain.
● Mid-Tender Interviews: Organize interviews to clarify any issues, which can improve
the accuracy of submitted tenders and reveal potential project insights.
● Adjustments and Extensions: Be open to clarifying or amending the tender
documentation as queries arise, which may necessitate an extension of the tender
period.

Final Steps

● Post-Tender Interviews: Conduct interviews after receiving tenders to assess

submissions further.
● Tender Settlement Meeting: Once a preferred supplier is identified, hold a meeting to
negotiate and potentially revise the tender documents, leading to a final tender
submission.

By following these guidelines, you can prepare comprehensive and effective tender documents
that enhance the likelihood of successful project outcomes.

GUIDANCE NOTE 1.5.3 -The Pricing Document12 published by the Office of Government
Procurement, Republic of Ireland

How to Select a Contractor

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Selecting the right contractor is crucial for the success of a construction project. This process,
commonly known as "tendering," involves several key steps to ensure that the chosen
contractor meets the project’s requirements effectively. Here's an overview of the selection
process.

1. Pre-qualification

Before inviting tenders, a pre-qualification process may be conducted to narrow down a long list
of interested contractors to a manageable number, typically three to four. This step ensures
that:

● Experience and Capacity: Contractors have the necessary experience and resources.
● Financial Standing: Financial checks confirm that the contract value does not exceed
20% of the contractor’s annual turnover.

The goal is to create a shortlist of suitable contractors who can be invited to tender.

2. Pre-tender Interview

Conducting pre-tender interviews with shortlisted contractors allows the client to:

● Assess understanding of the project.

● Evaluate the contractor's approach and current workload.
● Clarify any ambiguities.
● Confirm the achievability of the proposed timeline.

These interviews can help refine the shortlist further, ensuring that only the most suitable
candidates are invited to tender.

3. Tender Process

Once the shortlist is established, tender documents outlining the project requirements are
issued to the selected contractors. Important aspects include:

● Queries and Responses: Contractors may have questions, and the client should
provide responses to all contractors to ensure fairness.
● Mid-tender Interviews and Site Visits: These can help clarify details and provide
insights into potential challenges.

Evaluation Criteria
When evaluating received tenders, the selection should not focus solely on the lowest price.
Instead, a best-value approach should be taken, considering:

● Past performance and relevant experience.

● Technical ability and innovation.
● Health and safety records.
● Resource availability and management skills.
4. Tender Negotiation

After selecting a preferred contractor, negotiations can begin to finalize the contract terms,
which may include:

● Contract sum and payment timelines.

● Project start and finish dates.
● Scope of work and responsibilities.
● Insurance and warranty requirements.
● Conditions for extensions of time or damages.

It’s wise to have a reserve tenderer in case negotiations with the preferred contractor do not
succeed.

Conclusion

The contractor selection process is critical for ensuring project success. By following these
structured steps—pre-qualification, pre-tender interviews, the tender process, and negotiation—
clients can make informed decisions that align with their project goals. For further guidance,
consult articles on how to appoint a contractor or related topics.

Negotiating a contract sum or final account13

The final account is the conclusion of the contract sum (including all necessary adjustments)
and signifies the agreed amount that the employer will pay the contractor.

It includes any works that are paid to the contractor through the main contract.Typically, the final
account includes :

1. any loss and expense associated with any extensions of time

2. and any other claims the contractor feels they are due under the contract.

It also indicates the finalisation of any disputes that may have arisen and in that sense draws a
line under the financial obligations of both parties, save in respect of defects. The final account
will not typically include items such as liquidated damages, VAT or interest on overdue
payments.

Contractual definitions of final account

The procedures, as set out in the various forms of contract, contain slight differences in
terminology and procedure (i.e. between the JCT and the NEC contracts), but essentially they
produce the same result. Most contracts require the contractor to substantiate their accounts to
the employer so it can be properly assessed.

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The NEC forms of contract do not refer to final accounts as it is assumed that the final account
is adjusted as the project proceeds on the basis that the compensation event procedure is
followed.

The JCT defines the process for final accounts and final payments under clause 4.12 of
theDesign and Build Contract or Clause 4.5 of the JCT Standard Form. Note that the timelines
are different between the Standard Building Contract and the Design and Build Contract.

The FIDIC suite of contracts, which are mainly used for the international market all have their
own timescales. Clause 14 refers to payment and subclause 14.11 spells out the final account
process and timescales.

Rolling final accounts

The term ‘rolling final accounts’ is often used, but it is not always properly adhered to. Rolling
final accounts will ensure that all instructions and cost effects to a project are agreed and up-to-
date at the point of the latest financial report. This relies on an organized quantity surveyor and
contractor and willingness of the parties to make agreements on a regular ongoing basis.

The NEC contracts put more emphasis on the timescales related to agreeing individual
variations (known as compensation events). Time bar penalties are also included for not
agreeing compensation events within the contractual timescales. In theory this forces a rolling
final account to be maintained but unfortunately, this does not necessarily mean that all NEC
contracts are used as they should be. The NEC is designed to agree cost and time
simultaneously.

Conversely it doesn’t necessarily mean that other contracts don’t have a long final account
process. The reality is that the contract can only provide the framework for final accounts to be
agreed throughout the contract period. It still relies on the hard work, organization and
willingness by both parties to make agreements as they go along.Remember that it is not the
role of the QS to agree variations or final accounts. The QS role is to value variations in
accordance with the contract and adjust the final account as necessary.

Oral communication, also known as verbal communication, refers to the exchange of

information using spoken language. Despite advancements in technology that facilitate written
communication, verbal communication remains a vital mode of interaction in various settings,
particularly in business.

Oral Communication

Oral communication encompasses a range of spoken interactions, including conversations,

presentations, interviews, and meetings. It allows individuals to convey complex ideas and
share essential information in real-time.

Components of Verbal Communication

1. Verbal Communication: The choice of words plays a crucial role in how messages are
perceived. For instance, using specific language can convey expertise and confidence.
 2. Nonverbal Communication: This includes facial expressions, gestures, body language,
and eye contact, all of which enhance the message and build trust.
3. Paraverbal Communication: This refers to the vocal elements such as tone, pitch, and
pace, which can significantly influence the interpretation of the message.

Formal vs. Informal Communication

● Formal Communication: Occurs in structured settings like presentations and meetings,

utilizing more formal language and planned content.
● Informal Communication: Takes place in casual environments and is characterized by
a relaxed tone and spontaneity, such as conversations among colleagues.

Importance of Oral Communication

Advantages

1. Speed: Oral communication is often faster than written communication, allowing for
quick exchanges of information.
2. Immediate Feedback: It enables real-time clarification and response, reducing
misunderstandings.
3. Personal Connection: The use of tone and body language adds a personal touch,
fostering relationships and trust.
4. Impact: The combination of verbal, nonverbal, and paraverbal elements makes oral
communication more compelling, particularly in motivational or persuasive contexts.
5. Flexibility: Speakers can adapt their message based on audience reactions, enhancing
engagement.
6. Confidentiality: Private conversations can occur without the risk of leaving a written
record.

Challenges

1. Poor Retention: Listeners may forget details unless they take notes.
2. Difficult to Document: Unlike written communication, it's harder to keep a record of
what was said.
3. Active Listening Required: Effective verbal communication relies on attentive listening,
which can be challenging in noisy or distracting environments.
4. Imprecision: Misunderstandings can arise due to differences in language or cultural
contexts.

Elements of Effective Verbal Communication

To communicate effectively, consider the following:

● Know Your Audience: Tailor your language and tone to suit the listeners.
● Clear Purpose: Be aware of your communication intent.
● Logical Sequence: Present information in an organized manner.
● Clarity: Speak clearly and at an appropriate pace.
● Conciseness: Be succinct to maintain interest.
● Word Choice: Select words that convey your message accurately.
● Avoid Clichés: Use original language to maintain engagement.
 ● Speak with Conviction: Your confidence can influence how your message is received.
● Summarize Key Points: Recap important information to aid retention.
● Rehearse: Practice beforehand to reduce anxiety and improve delivery.

Verbal Communication in Business

Effective oral communication is essential in the workplace. It serves as a powerful tool for:

● Motivation and Persuasion: Spoken language can inspire and convince audiences.
● Enhancing Visual Aids: Oral presentations combined with visual elements increase
comprehension.
● Efficiency: It reduces the time and resources spent on lengthy written exchanges.

In conclusion, oral communication is a fundamental aspect of human interaction, particularly in

business settings. Its ability to convey information swiftly, create personal connections, and
adapt to audience needs makes it an indispensable skill in today’s professional landscape.

Role of a Meeting Chair

A Meeting Chair, or chairperson, is essential for guiding meetings toward effectiveness and
productivity. Their primary responsibilities include:

1. Preparing the Agenda: The chairperson creates a structured agenda in advance,

outlining the topics for discussion and setting clear goals for the meeting.
2. Calling the Meeting to Order: They initiate the meeting, ensuring that all participants
are present and ready to engage.
3. Directing the Discussion: The chairperson manages the flow of conversation, keeping
discussions on topic and encouraging participation from all members.
4. Mediating Conflicts: When disagreements arise, the chairperson acts as a neutral
mediator, helping to resolve issues and maintain a collaborative atmosphere.
5. Ensuring Equal Participation: They ensure that all participants have the opportunity to
share their thoughts, fostering an inclusive environment.
6. Summarizing Decisions: At the conclusion of the meeting, the chairperson recaps the
key decisions made and outlines the tasks assigned, ensuring clarity on the next steps
for everyone involved.

By fulfilling these roles, the Meeting Chair helps create an efficient and productive meeting
environment, leading to effective decision-making and collaboration.

The Role of a Facilitator

A facilitator plays a crucial role in guiding a group toward achieving shared objectives, creating
an environment where collaboration thrives. Here’s a closer look at their responsibilities and
skills:

1. Creating a Supportive Environment: Facilitators aim to cultivate a space where every

participant feels heard and valued. They set the tone for open dialogue, fostering trust
among group members.
2. Organizing the Flow: Beyond managing logistics, facilitators ensure discussions remain
focused and productive. They steer the agenda while allowing for flexibility as needed.
 3. Encouraging Participation: By skillfully asking questions and prompting discussion,
facilitators ensure that all voices are included. They help quieter members contribute and
manage dominant voices to maintain balance.
4. Conflict Resolution: When disagreements arise, facilitators act as neutral mediators,
helping to resolve conflicts constructively and keeping the group focused on common
goals.
5. Utilizing Techniques and Tools: Facilitators employ various methods, such as mind
mapping, dot voting, and brainstorming, to enhance understanding and decision-making.
These tools help clarify ideas and reach consensus effectively.
6. Driving Collaborative Problem-Solving: Through active listening and strategic
questioning, facilitators guide groups in exploring solutions collectively, enabling them to
navigate complexities together.
7. Summarizing Outcomes: At the end of a session, facilitators recap decisions made and
outline next steps, ensuring clarity and accountability for future actions.

In essence, facilitators are like conductors of an orchestra, harmonizing diverse perspectives

and skills to create a cohesive and productive outcome. Their expertise is essential for groups
to work effectively, turning potential chaos into structured collaboration.

Difference between chairing and facilitating a meeting

Listening Skills: An Overview
Listening skills are vital for effective communication, enabling you to accurately receive,
interpret, and respond to information from others. Developing these skills enhances workplace
interactions and fosters positive relationships.

Why Are Listening Skills Important?

1. Building Relationships: Good listening fosters trust and understanding, helping to

maintain positive professional relationships and reducing misunderstandings.
2. Learning New Skills: Effective listening aids in learning by allowing you to accurately
follow directions and absorb information from mentors or colleagues.
3. Performing Effectively: By listening closely, you can follow instructions accurately,
minimizing errors and enhancing your overall performance.

Types of Listening Skills

1. Deep Listening: Committed to understanding the speaker's perspective, focusing on

both verbal and nonverbal cues.
 2. Full Listening: Aiming to comprehend the practical content of a message through active
listening techniques, such as paraphrasing and asking clarifying questions.
3. Critical Listening: Using logic to differentiate between opinion and fact, essential in
persuasive or investigative contexts.
4. Therapeutic Listening: Involves receiving sensitive information, crucial in roles dealing
with emotional discussions, such as counseling or healthcare.

Practicing Active Listening Skills

Here are ten techniques to improve your active listening abilities:

1. Limit Distractions: Create a focused environment by minimizing interruptions, such as

silencing your phone or finding a quiet space.
2. Practice Objectivity: Stay open to the speaker’s message without bias, even if you
have strong opinions on the topic.
3. Reflect: Mirror the speaker’s message to show understanding and engagement. For
instance, paraphrase their concerns to confirm comprehension.
4. Clarify: Ask questions to clear up any confusion, indicating your commitment to
understanding the conversation fully.
5. Summarize: Restate key points at the end of the discussion to ensure both parties
understand the main themes and next steps.
6. Use Body Language: Demonstrate engagement through eye contact, nodding, and
appropriate facial expressions.
7. Share: Relate your own experiences when relevant, helping to build rapport and aligning
expectations for future actions.
8. Give Your Full Attention: Focus completely on the speaker, avoiding multitasking or
distractions to fully absorb their message.
9. Pace the Conversation: Allow the speaker to finish their thoughts before responding,
ensuring you fully understand their message.
10. Ask Meaningful Questions: Pose thoughtful questions that encourage deeper
reflection and elaboration on the topic discussed.

By honing your listening skills, you can enhance your communication effectiveness, build
stronger relationships, and improve your overall workplace performance.

Written Communication: Overview and Importance

Definition:
Written communication refers to any message exchanged in written form between two or more
people. It encompasses a variety of formats, from emails and reports to business letters and
social media posts. While typically more formal, written communication is essential for effective
information sharing in the workplace.

Examples of Written Communication

● Emails
● Text messages
● Business letters
● Reports
● Proposals
● Contracts
 ● Job descriptions
● Employee manuals
● Memos
● Bulletins
● Instant messages
● Postcards
● Faxes
● Advertisements
● Brochures
● News releases

Qualities of Effective Written Communication

Effective written communication should possess the following qualities:

1. Comprehensive: Includes all relevant details.

2. Accurate: Contains correct information.
3. Appropriate: Maintains the right tone and level of formality.
4. Composition: Adheres to correct spelling and grammar.
5. Clear: Is easily understandable.

Strategies for Clear Written Communication

1. Identify Your Goal: Clearly state the purpose of your message to guide the reader on
what you want them to do or know.
2. Use the Right Tone: Adapt your tone based on the audience and context. Formal for
business communications, informal for casual interactions.
3. Keep It Simple: Avoid jargon and complex language. Aim for clarity and ease of
understanding.
4. Stay on Topic: Focus on relevant information and keep your writing concise. Lengthy or
off-topic content can confuse the reader.
5. Use Active Voice: Active voice enhances clarity and engagement. For instance, instead
of saying "The report was completed," say "I completed the report."
6. Proofread: Ensure accuracy by checking for punctuation, spelling, and grammar errors
before sharing your writing.
7. Make It Readable: Use white space, bullet points, and headings to break up text,
making it easier for the reader to scan and understand.
8. Be Professional: Maintain a professional tone in all workplace communications to foster
respect and credibility.
9. Practice Regularly: Consistent writing practice improves your skills. Experiment with
various formats and seek feedback from peers.

Importance of Written Communication in Business

1. Economical and Efficient: Written communication is cost-effective and allows for

asynchronous communication, enabling both parties to engage at their convenience.
2. Accuracy: Written messages help ensure clarity and reduce the likelihood of
misunderstandings, especially in complex situations.
3. Record-Keeping: Written communication serves as a permanent record of agreements
and interactions, useful for future reference.
 4. Goodwill and Branding: Personalized written messages, such as thank-you notes or
greetings, foster positive relationships and enhance a company’s brand image.
5. Promoting Relationships: Written communication helps maintain professionalism while
also allowing for personal touches that can strengthen business connections.

In summary, written communication is a critical component of effective business operations,

enabling clear, accurate, and professional exchanges of information. By mastering the qualities
and strategies of effective written communication, you can enhance your interactions and
contribute positively to your organization’s success.

Programme for Building Design and Construction

A well-structured programme is essential in the design and construction of buildings, as it
outlines the sequence and timing of tasks necessary for timely project completion. Here’s an
overview of the key components, purposes, and considerations involved in developing an
effective programme.

Key Components of a Programme

1. Task Sequencing:
○ Dates and Durations: Clearly indicate when tasks will start and how long they
will take.
○ Critical Path: Identify the sequence of essential tasks that determine the
project's overall duration.
○ Dependencies: Note tasks that cannot commence until others are completed
and those that can run simultaneously.
○ Float: Highlight areas where delays can occur without impacting the critical path,
allowing for resource reallocation.
2. Resource Allocation:
○ Specify required resources (plant, services, materials) and their lead times to
ensure availability when needed.
3. Monitoring and Adjustment:
○ The programme should be an active management tool, helping to plan, track
progress, and identify when additional resources are necessary.

Purposes of Different Programmes

● Client's Overall Programme: Encompasses multiple projects and activities leading to

various milestones.
● Project Programme: Covers all phases from briefing to post-completion, aligning with
the RIBA Plan of Work 2013.
● Design Programme: Outlines tasks from consultant appointment to contractor
engagement, often visualized in a Gantt chart.
● Information Release Schedules: Set timelines for the issuance of production
information to facilitate construction.
● Contractor's Master Programme: A detailed plan scheduling construction activities.
● Specialised Programmes: Include approvals, tendering, manufacturing, delivery,
installation, testing, and commissioning.

Considerations When Preparing a Programme

 1. Long-Lead Items: Identify components that require significant lead times to prevent
delays.
2. Pre-Contract Works: Account for activities like demolition and site clearance that
precede main construction.
3. Phasing and Sectional Completion: Plan for parts of the project that can be completed
and occupied while others are still in progress.
4. CDM Planning Period: Ensure adequate time for health and safety planning as
mandated by CDM regulations.
5. Decision Points: Integrate key client decisions into existing meetings, ensuring that
materials are prepared in advance.

Responsibilities and Enforceability

● The contractor is typically responsible for developing and managing the master
programme, although it may not always be enforceable under contract.
● Clients can impose liquidated damages for delays in completion, but it’s essential to note
that the contractor's master programme completion date may be earlier than the
contractual completion date.

Conclusion

Creating an effective programme for building design and construction requires careful planning,
attention to detail, and ongoing management. By addressing critical tasks, resource needs, and
timelines, stakeholders can ensure that the project progresses smoothly and meets established
deadlines, ultimately leading to successful project delivery

Types of Drawings for Building Design

Drawings are essential in the building design process, serving as a graphical representation of
concepts, plans, and construction details. Here's an overview of the various types of drawings
used throughout the design and construction phases.

1. Why are Drawings Used for Building Design?

Drawings facilitate the development and communication of building designs, providing visual
guidance from initial concepts to final construction. They help in zoning, spatial planning, and
conveying specific details needed for construction and compliance.

2. How are Drawings Prepared?

Traditionally, drawings were created on paper, but most are now produced digitally using tools
like Computer-Aided Design (CAD) and Building Information Modelling (BIM) software.

3. Who Prepares Design Drawings?

Design drawings can be created by architects, engineers, contractors, subcontractors, and

specialized third-party firms.

4. Types of Drawings
 1. As-Built Drawings and Record Drawings: Reflect the final constructed state of a
project, capturing any changes made during construction.
2. Assembly Drawings: Show how multiple components fit together, often including 2D
and 3D views.
3. Block Plan: Illustrates the siting of a project relative to its surroundings, often using
specified scales like 1:2500 or 1:500.
4. Component Drawings: Detail individual components sourced from specific suppliers,
often at large scales to provide dimensions and tolerances.
5. Concept Drawings and Sketches: Initial freehand drawings that explore design ideas
and principles without being definitive.
6. Construction Drawings and Working Drawings: Provide detailed information needed
for construction, including dimensions and specifications.
7. Design Drawings: Used in the early stages to develop ideas and communicate designs,
often evolving through the design process.
8. Detail Drawings: Offer a close-up view of specific parts of a structure, showing intricate
details not covered in general drawings.
9. Electrical Drawings: Visual representations of electrical systems and circuits, essential
for installation.
10. Elevations: 2D drawings of building façades, showing height and appearance from
various angles.
11. Floor Plans: Top-down views of a building layout, illustrating room arrangements and
dimensions.
12. Engineering Drawings: Define geometric features of components, ensuring clarity for
manufacturers.
13. Location Drawings/General Arrangement Drawings: Show the overall layout and
composition of a project, often requiring multiple projections.
14. Installation Drawings: Provide details necessary for the installation of complex systems
like HVAC or electrical setups.
15. Location Plan: Required for planning applications, illustrating the proposed
development in its broader context.
16. Perspective Drawings: 3D renderings that depict how a space will appear from a
specific viewpoint, enhancing spatial understanding.
17. Production Drawings: Instructions for manufacturing products, detailing dimensions
and assembly methods.
18. Scale Drawings: Illustrate objects at a proportionate size, useful for managing large or
small items.
19. Section Drawings: Cross-sectional views of a structure, revealing internal relationships
and dimensions.
20. Shop Drawings: Detailed drawings created by manufacturers or contractors, showing
how components will be fabricated and installed.
21. Site Plans: Large-scale representations of the entire site for a development, essential
for planning applications.
22. Technical Drawings: Broadly refer to any drawing conveying functional or construction
details.
23. Other Types of Drawings: Include title plans, builders' work details, and manufacturers'
drawings.

5. Other Meanings of the Word 'Drawing'

In a different context, "drawing" can refer to mechanized methods of producing glass sheets
from molten glass.
Conclusion
Understanding the various types of drawings in building design is crucial for effective
communication and execution in construction projects. Each drawing type serves a unique
purpose, facilitating the transition from concept to completion while ensuring clarity and
precision throughout the process

Incorporating Revision Drawings into Project Schedule and Budget

Effective management of revision drawings is crucial for maintaining project timelines and
budgets. Here’s a structured approach to integrate these revisions seamlessly into your project
management processes.

1. Know the Types of Revision Drawings

Understanding the different types of revision drawings is essential:

● Addenda: Changes issued by the design team before contract award to clarify bidding
documents.
● Change Orders: Authorized by the owner or contractor after the contract is awarded,
typically due to unforeseen conditions or design errors.
● As-Built Drawings: Prepared at project completion, reflecting actual dimensions and
configurations of the completed work.

Different types may have varying impacts on timelines and budgets, so categorize them as
minor, moderate, or major revisions. This classification helps in resource allocation and
communication among stakeholders.

2. Establish a Revision Drawing Protocol

Create a clear protocol to handle revision drawings effectively:

● Numbering System: Differentiate revision drawings from original ones to avoid

confusion.
● Distribution List: Ensure all relevant parties receive the updated drawings promptly.
● Review and Approval Process: Verify accuracy and compliance of revisions with
contracts and codes.
● Filing and Storage System: Keep revisions organized for easy reference and
inspection.

A formalized protocol enhances communication and minimizes errors, ensuring that everyone is
on the same page regarding updates.

3. Update the Project Schedule and Budget

After reviewing revision drawings, update the project schedule and budget:

● Impact Assessment: Evaluate how revisions affect project scope, duration, and costs.
● Stakeholder Communication: Inform the owner, design team, and contractors about
any changes and negotiate necessary adjustments.
 ● Baseline Adjustments: Depending on the project's management tools, either
incorporate revisions into the existing schedule and budget or create a separate one.

Conduct a cost and time impact analysis, adjust resource allocations, and include contingency
plans to address unexpected revisions. Regular updates are key to keeping the project on track.

4. Here’s What Else to Consider

● Documentation: Maintain a detailed log of all revisions and approvals to ensure

transparency.
● Training: Ensure all team members are familiar with the revision protocol and the
importance of accurate documentation.
● Stakeholder Engagement: Foster open lines of communication with all project
stakeholders to address concerns promptly and collaboratively.
● Version Control: Utilize software tools for version control to keep track of changes and
avoid confusion over outdated documents.

By implementing these strategies, you can effectively manage revision drawings, minimizing
their impact on project timelines and budgets while enhancing overall project success.

As-Built Drawings and Record Drawings

As-built drawings and record drawings play a crucial role in documenting the actual construction
of a building, capturing any changes made during the construction process.

Purpose and Importance

● Documentation of Changes: During construction, modifications often occur due to site

conditions or client requests. As-built drawings reflect these changes, ensuring an
accurate representation of what has been built.
● Future Reference: These drawings serve as vital references for facilities management,
maintenance, and future renovations. They help avoid confusion about existing
installations, especially in complex systems like under-floor cabling.

Process of Creation

1. Marking Up Changes: Contractors typically mark changes on the final construction

issue drawings using red ink. This process involves documenting deviations from the
original plans.
2. Record Drawings: The marked-up drawings are then used by the consultant team to
create record drawings, often referred to as 'as constructed' drawings. This process may
also involve as-built surveys to enhance accuracy.
3. Specialist Contributions: It's crucial for specialist trade contractors to document what
they install. For instance, in commercial spaces, multiple tenants may add and remove
cabling systems, making it essential to have a clear record of existing installations.

Requirements and Standards

● Tender Documentation: The necessity for as-built and record drawings should be
explicitly stated in the tender documents, as this is not always considered a standard
service.
 ● Facility Management: The client’s facilities management team should keep these
records updated with any future modifications. Failure to do so may require costly and
time-consuming surveys to recreate accurate drawings later.

RIBA Plan of Work 2013

The RIBA Plan of Work 2013 defines 'as constructed' information as the comprehensive
documentation provided at the end of a project, combining inputs from both specialist
subcontractors and design team members. It may also include advanced surveying
technologies to ensure precision.

Key Features of Record Drawings

According to the Design Framework for Building Services:

● Scale: Record drawings should be to a scale no less than that of the installation
drawings.
● Detailing: They must include the locations of all mechanical, electrical, and public health
systems and components, labeled appropriately.
● Accessibility: Drawings should indicate access points for maintenance and operation,
ensuring ease of future work.
● Dimensioning: Dimensions should only be included if necessary for clarity in location.

Conclusion
As-built and record drawings are indispensable for successful building projects, providing a
clear, accurate, and detailed account of the final constructed state. Proper documentation not
only aids in immediate project completion but also enhances long-term operational efficiency
and adaptability. Ensuring that these processes are well-defined and included in project
planning is essential for any successful construction endeavor

Computer-Aided Design (CAD)14

Introduction

Computer-Aided Design (CAD) refers to the use of computers to create graphical

representations of physical objects, enhancing the design process. It can also encompass the
preparation of production information, often termed Computer-Aided Drafting (CADD). CAD is
instrumental in generating both 2D and 3D models, as well as animations and other visual
materials, and allows for the inclusion of dimensions and specifications.

Benefits of CAD

CAD offers numerous advantages that streamline the design and construction processes,
including:

14 https://www.estates.manchester.ac.uk/media/services/estatesandfacilities/policiesandprocedures/EPM
%20GM5%20CAD%20&%20Modelling%20Standards_v3.pdf
 ● Increased Speed of Production: CAD speeds up the creation and modification of
designs.
● Improved Quality of Drawings: Enhanced accuracy and consistency in outputs.
● Cost Reduction: Lower development costs due to improved efficiency.
● Enhanced Decision Making: Visualizations help in assessing design options.
● Greater Accuracy: Minimizes human errors in measurements and design.
● Ease of Modifications: Facilitates quick changes and evaluations of various design
scenarios.
● Reusable Information: Allows for the easy reuse of existing designs and components.

Computer-Aided Manufacturing (CAM)

CAD's integration with Computer-Aided Manufacturing (CAM) has revolutionized the production
of building components. CAD files can be translated into commands for machines, enabling
automated production through Computer Numerical Control (CNC). This relationship has further
expanded with the advent of economically viable 3D printing technologies.

Building Information Modeling (BIM)

BIM complements CAD by improving information quality and reducing errors. It involves creating
a digital model of a facility that includes extensive data, leading to better project management.
BIM progresses through various levels:

● Level 0: Unmanaged CAD.

● Level 1: Managed CAD in 2D or 3D.
● Level 2: Managed 3D environment with separate discipline models.
● Level 3: A unified, online project model encompassing construction sequencing and
lifecycle management.

Common Standards and Collaborative Practices

Effective use of CAD relies on sharing and reusing information, necessitating adherence to
agreed standards across project teams. Project standards should be established early and
include:

● Software: Preferred tools for design.

● Layering and Zoning: Techniques for organizing design elements.
● Coordination: Methods for integrating various design disciplines.
● File Structure: Naming conventions and organization.
● Templates: Standardized drawing titles and page layouts.

These practices help to ensure consistency and efficiency across projects.

Software

According to the NBS National BIM Report 2015, the leading CAD software tools are:

● Nemetschek Vectorworks: 29%

● Autodesk Revit (Architecture/Structures/MEP): 25%
● Autodesk AutoCAD: 15%
● Autodesk AutoCAD LT: 13%
 ● Graphisoft ArchiCAD: 8%
● Others: 7%
● Bentley Microstation: 3%
● Bentley Building Suite: 1%
● Trimble SketchUp: 1%
● Nemetschek Allplan: 0%

Conclusion
CAD is a pivotal tool in modern design and construction, enhancing accuracy, efficiency, and
collaboration. Its integration with CAM and BIM further streamlines the processes, while
adherence to standards and effective software use ensures successful project outcomes. By
leveraging CAD, design teams can significantly improve their workflows and product quality.

Working in a BIM environment15

BIM is essentially value-creating collaboration through the entire life-cycle of an
asset,underpinned by the creation, collation and exchange of shared three dimensional
(3D)models and intelligent, structured data attached to them.’16

When packaged and deployed successfully, BIM embedded links key asset data with a 3D
building model. BIMpromotes sharing of data and key building information in a structured
manner for continual use and re-use.

The key element to BIM is the process. If all participants are set up correctly for the alignment of
BIMimplementation plans, protocols and processes, the project will be set for success.

2.1 Understanding the Production and Delivery of Information

A Quantity Surveyor (QS)/cost manager must comprehend how models and their data are
created and shared throughout a project's lifecycle. This understanding allows for adjustments
in quantities, rates, and other costs as needed. Future advancements are expected to link
models with cost databases for an integrated Building Information Modeling (BIM) environment.

2.2 Team/Data Exchange Formats

Design team members may use various BIM authoring tools, necessitating clear definitions in
the BIM Execution Plan (BEP) for data exchange formats (e.g., IFC, DWG). The QS/cost
manager should specify required formats and assess which BIM measurement software aligns
with their needs. Early coordination with the design team is crucial for effective data exchange,
and potential compatibility issues with measurement software should be addressed.

2.3 Information Provided to the QS/Cost Manager

15 https://www.rics.org/profession-standards/rics-standards-and-guidance/sector-standards/construction-
standards/bim-for-cost-managers-requirements-from-the-bim-model
16 (What is BIM? UK Building Information Modelling TaskGroup, 2013)
During early project stages, design information may vary, ranging from 2D sketches to 3D
models. Non-graphical data like specifications must be linked to their models. The level of detail
(LOD) and level of information (LOI) will evolve with the design. The QS/cost manager should
recognize that not all project elements will progress uniformly in detail and plan accordingly.
Communication about BIM deliverables and alignment with project milestones is essential for
efficient information transfer to the QS/cost manager. Additionally, understanding the
distinctions between LOD and the level of development is important for reliable project data.

Background Information on Naming Structures, Conventions, and Data

Drops
To ensure interoperability in the BIM process, various conventions and systems are essential,
and Quantity Surveyors (QS)/cost managers must be familiar with them. The RICS collaborates
with international bodies to develop measurement standards.

3.1 Structured Coding Systems

BIM data, including models and documents, must be organized for effective cost planning.
Classification systems like Uniclass, NRM, and others facilitate this organization. QS/cost
managers should understand the data organization to use it effectively, ensuring alignment with
their outputs.

3.2 Naming Conventions

Naming conventions for files and layers will be specified in the BIM Execution Plan (BEP).
These conventions evolve with project stages, improving accuracy. Projects may also be
subdivided into volumes to enhance collaboration.

3.3 BIM Object Libraries

BIM objects combine product information and geometry, enabling their import into models.
Standardized naming conventions allow for scheduling and comparison. The NBS provides
guidelines for creating these objects, which are assessed before inclusion in the National BIM
library.

3.4 Data (Information) Drops

Level 2 BIM mandates information exchange at key milestones, defined in the Exchange
Information Requirements (EIRs). Data drops align with project timelines and include models,
schedules (e.g., COBie files), and reports. In UK government projects, COBie is the main format
for collating asset data.

Internal Practice Procedures in a BIM Environment

4.1 Planning the Measurement Process

QS/cost managers must plan how to measure elements from the BIM model, ensuring manual
measurements do not alter the model. They should anticipate which quantities are needed,
particularly for elements not represented in the model. Requests for specific data from the
design team may yield useful quantities, though some metrics will require manual assessment.
4.2 Checks and Balances

In a BIM context, increased scrutiny is essential. Measurements may be categorized as:

1. Automated take-off: Quantities directly from the model.

2. Derived take-off: Model quantities adjusted manually.
3. Manual take-off: Quantities not present in the model.

QS/cost managers must understand the model's data integrity, as software-generated

dimensions may not align with recognized measurement standards. They are responsible for
validating the quantities extracted from the model, even with proper modeling practices in place.

The project BIM coordinator conducts clash detection and provides reports, which are vital for
identifying measurement discrepancies and potential design issues. QS/cost managers should
implement their own checks to verify model outputs, such as:

● Quantity checks: Compare model data with manual measurements.

● Scope checks: Identify missing or duplicated items.
● Description verification: Ensure elements are correctly named and quantified.
● Detail alignment: Confirm that quantities match the required work scope.
● Data integrity: Assess file formats for potential loss of information.
● Visual checks: Maintain traditional verification practices alongside BIM processes.

These procedures help ensure accurate and reliable project deliverables in a BIM environment.