Snapshot
Governance, requirements, cost, schedule, risk, procurement, contracts, quality, handover and portfolio operations.
Module status
- •Track: Shared building knowledge
- •Last verified: 2026-07-31
- •Scope: Independent training. Notice, amendments and candidate messages prevail.
Governance and requirements
Start a building project with a controlled brief. Identify owner, users, operator, decision rights, objectives, constraints and acceptance criteria. A requirements register must connect each need to design evidence, verification and final acceptance. Scope changes require impact analysis and approval before they enter the baseline.
Cost, schedule and risk
Build estimates from defined scope, quantities, rates, assumptions, exclusions, risk allowances and price basis. Separate contingency for identified uncertainty from management reserve controlled above the project baseline. Link schedule activities through dependencies, identify the critical path and update forecasts from actual progress.
Risks need owner, cause, event, effect, probability, impact, response and review date. An issue is an event that has already happened. A risk register is not useful when it merely lists topics without triggers and responses.
Procurement and contracts
Procurement begins with a clear need, suitable procedure, proportionate selection criteria, award criteria tied to the subject matter and a documented evaluation trail. Technical specifications should describe performance and necessary constraints without unjustified brand bias.
Contract management protects scope, quality, time and cost after award. Changes need authority, evidence, valuation and an audit trail. Payment certification must rely on accepted work and contractual conditions. Claims require timely records and analysis of cause, entitlement and effect.
Quality, handover and operations
Quality assurance designs the process that prevents defects. Quality control inspects or tests outputs. Non-conformities need containment, root cause, corrective action and verified closure.
Handover is a managed phase. It includes commissioning records, as-built information, operating manuals, asset data, training, statutory certificates, defects status and acceptance. A building is not operationally ready merely because physical construction is substantially complete.
Portfolio and facilities management
Portfolio decisions compare condition, utilisation, risk, compliance, energy, lifecycle cost and strategic need. Preventive and condition-based maintenance reduce avoidable failures. Work orders should record asset, priority, intervention, parts, labour, cause and closure evidence. Performance data should drive renewal plans.
Sources: Notice Annex II; Directive 2014/24/EU principles; European Commission public-procurement guidance; ISO 21502 project-management concepts; ISO 19650 information-management concepts.