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Testing, testing

technical & practice

Past papers provide an opportunity for students and experienced architects to see how good they really are

While teachers vote to reduce classroom sizes by banishing pupils from their lessons, and a maths teacher suggests that maths should not be compulsory, provided that students are 'numerate', AJ is continuing its series of (hopefully) non-dumbed-down articles from past papers.

These aim to provide readers with a suitable number of hours' continuing professional development (CPD) reading research. To this end, we have included a range of questions from recent Part 3 examinations to test your actual knowledge.

This section represents a more dynamic style of revision paper. It is intended to encourage as many people as possible in your office to have a go at answering the questions. Tackling the questions in a group should not only help members of staff who are revising for their Part 3, but also generate a genuine interest and understanding in changing case law and good practice.

Contracts referred to in the questions and other source materials can be kept on hand for reference and general assistance.

While we do not insist on examination conditions, we do recommend that all questions are attempted, and that no longer than one hour's CPD credit be written into your personal development plan.

QUESTION ONE Explain the following terms (with reference to a particular contract):

lpractical completion;

lfinal certification;

lpartial possession;

lsectional completion;


ldefects liability period;

lhealth and safety plan; and lhealth and safety file.

QUESTION TWO Under the terms of CDM Regulations, explain four key duties of the following personnel:


lplanning supervisor;

lprincipal contractor;

lmain contractor (if not the principal contractor); and lclient.

THE SCENARIO This is the style for a caption which can run underneath or by the side of a pic You are the sole practitioner in an architectural practice in Newcastle upon Tyne, mainly involved in residential developments - new-build housing and refurbishments. Your clients tend to be small businesses and developers, and you are not involved in speculative development or financial arrangements to fund projects, preferring the relative simplicity of maintaining your 'traditional role'as architect.

However, you have been given the opportunity, through a contact at the golf course, to design a new extension to the existing clubhouse; to include a bar, restaurant, changing facilities, WCs, reception, meeting rooms, plant, stores and shop. The works will involve reorganising the majority of the existing functions within the original clubhouse, extending it from 425m 2to 1,150m 2, and modifying services accordingly. The client's committee assumes the works will cost £3 million, although there are cash reserves to cover an additional £100,000 for what it calls 'all eventualities'.

On your first meeting with the client - a committee made up of five appointed individuals delegated from the club management committee - you are informed that the golf course and facilities will have to remain in operation throughout the works. The committee members describe the general extent of the works as they see it.

They also insist that you tell them there and then your level of fees so that they can budget for the works and get things moving quickly.

What are your concerns?

What immediate issues should you raise at this meeting?

What should be your course of action?

On returning to your office, you receive a phone call from one of the main committee members, not delegated to the project meeting, saying that he has heard of the discussions earlier that day and disagrees with his colleagues'assessment of the amount of work needed to be done. The WCs are 'more than adequate'and, he says, the shop owner is a separate franchise, so any works to be done on this part of the building will not be funded by the golf club. He also tells you, in passing, that the windows were installed 'only 10 years ago'and should not be a problem. Similarly, if the carpet needs to be replaced, his cousin is a supplier and can get any length of 'reasonably hard-wearing' carpet for 20 per cent less than the normal retail price.

What are your concerns?

What should be your course of action?

Two days later, the project committee rings to ask for some general inception sketches to be done and brought down to present to the full clubhouse in two days' time. This open meeting will comprise about 75 people and will take place at the start of normal businesses at 7pm. You are asked to bring along the design team, to present a vision of how the new building will look, to confirm the work involved and the contract period, and to state the cost of the works. A client representative verbally agrees on the phone that they will accept an estimate at this stage and will not hold you to it.

What are you concerns?

What should be your course of action?

If you accept the job, who should comprise your project team?

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