RICS Project Monitoring

RICS GUIDANCE NOTE
Project Monitoring
Project monitoring
RICS guidance note

Published by the Royal Institution of Chartered Surveyors (RICS)
under the RICS Books imprint
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Contents
Acknowledgements v
RICS guidance notes vi
1 Introduction 1
1.1 Background and objectives 1
1.2 An overview of the process 2
2 Client analysis 4
2.1 Funding institution/institutional investor 4
2.2 Tenant or purchaser 5
2.3 Bank or other development finance company 6
2.4 Grant funders 7
3 Types of project monitoring 9

3.1 Land and property acquisition matters 8
3.2 Statutory compliance 8
3.3 Competency of the Developer, its team and any proposed project 11
management systems
3.4 Financial appraisals 12
3.5 Development, finance, consultancy and construction agreements 13
3.6 Construction costs and programmes 14
3.7 Design and construction quality 16
4 Instructing a Project Monitor 18
5 Key stages in a project monitoring commission 21

5.1 Stages 1 – Initial Audit Report 21
5.2 Stage 2 – Progress reporting 23
5.3 Stage 3 – Practical completion 26
6 The role of the Project Monitor in the Private Finance Initiative 28

6.1 Stage 1 – Initial Audit Report 28
6.2 Stage 2 – Progress reporting 29
6.3 Stage 3 – Operational monitoring 29
7 Professional practice 30
8 Summary and conclusions 32
Appendices 33
A Appointment checklist 34
B Sample appointment letter 39
C Initial audit report 41
D Drawdown checklist 46
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E Progress report checklist 48
F Practical completion checklist 51
G End of defects checklist 52
iv | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

Acknowledgements
Drafting Committee
Dr Joe Giordano BSc (Hons) MRICS, is a Director of Devsol Consulting a
construction and property consultancy which provides Development and
Funding Solutions to the Property, Construction and Finance Sector, which
includes Project Monitoring services to a number of banks and funds. He is
also the joint owner of Equityinterchange.com, a specialist equity fund
provider and has a Doctorate in Project Finance.
Michael Griffiths BSc (Hons) MRICS is a Chartered Building Surveyor with
over twenty years of experience in the field of property and construction. He is
an Associate of Edward Symmons, a national firm of surveyors which amongst
other services, provides valuation and Project Monitoring advice to over 100
banks and other funders in the UK and overseas. Michael is presently the head
of the Building Consultancy team in their Liverpool office.
Ed Badke MBA MRICS is the RICS Director for Construction and the Built
Environment. He has over twenty five years experience of UK construction and
property development.
Working Group
Richard Aitchison, Tuffin Ferraby Taylor
Sharon Castellette, Barclays Capital
Chris Cooke, Legal and General Property Limited
Kieran Fitzpatrik, Investec
Marc Haslam
Richard Hyde Westpac Banking Corporation
Stephen Malley, Reynolds Porter Chamberlain LLP
Bruce Matthews, Deutsche Postbank
Peter Miller, William Martin & Partners LLP
John Reyers, Sanderson Weatherall
Richard FD Schofield, Rider Hunt Management Services Limited
Neil Stansbury, Transparency International (UK)
Jon Symons, ROK Development Limited
Michael Tiplady, Jones, Lang, Wootton
Chris Tucker, Atisreal Limited
Roger Watts, Trident Building Consultancy Limited
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RICS guidance notes
This is a Guidance Note. It provides advice to Members of the RICS on aspects

of the profession. Where procedures are recommended for specific professional
tasks, these are intended to embody ‘best practice’, i.e. procedures which in the
opinion of the RICS meet a high standard of professional competence.
Members are not required to follow the advice and recommendations
contained in the Note.
They should however note the following points. When an allegation of
professional negligence is made against a surveyor, the Court is likely to take
account of the contents of any relevant Guidance Notes published by the RICS
in deciding whether or not the surveyor had acted with reasonable
competence.
In the opinion of the RICS, a Member conforming to the practices
recommended in this Note should have at least a partial defence to an
allegation of negligence by virtue of having followed these practices.
However, Members have the responsibility of deciding when it is appropriate
to follow the guidance. If it is followed in an appropriate case, the Member will
not be exonerated merely because the recommendations were found in an
RICS Guidance Note.
On the other hand, it does not follow that a Member will be adjudged negligent
if he has not followed the practices recommended in this Note.
It is for each individual surveyor to decide on the appropriate procedure to
follow in any professional task. However, where Members depart from the
practice recommended in this Note, they should do so only for good reason. In
the event of litigation, the Court may require them to explain why they decided
not to adopt the recommended practice.
In addition, Guidance Notes are relevant to professional competence in that
each surveyor should be up to date and should have informed himself of
Guidance Notes within a reasonable time of their promulgation.
vi | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

1. Introduction
1.1 Background and objectives

Project Monitoring is distinct from both project management and
construction monitoring, and can be defined as:
Protecting the Client’s interests by identifying and advising on the risks
associated with acquiring an interest in a development that is not under
the Client’s direct control.
Throughout this guidance note the term Project Monitoring has been used to
describe this service. In the marketplace this service is also referred to as
development monitoring or acting as the bank’s/funder’s/tenant’s surveyor as
well as a number of other industry terms.
Project Monitoring is carried out on behalf of a range of alternative Client
types including, for example:
+ a funding institution, which will acquire the scheme as an investment upon
completion;
+ a tenant or purchaser which enters into a commitment to lease or purchase
a property upon completion;
+ a Bank or other development finance company where a loan matures at the
end of the development period;
+ grant funders; or
+ private finance initiative funders and end users.
Although the risk profile of each of these Client groups differ, in each case the
development will be designed, constructed and supervised by a Developer who
will employ a design and construction team. The appointment of a Project
Monitor does not replace any of these primary functions, but protects the
Client’s interests by monitoring the performance of the Developer and its
team.
The Project Monitor’s role is one of investigator and advisor to the Client. The
Project Monitor is not there as a project manager or director and does not take
away any of the responsibilities the Developer, and/or its design and
construction team, has under funding or other development agreements. The
Project Monitor is there to advise the Client on the risks associated with a
development and protect the Client’s interests in the development as it
proceeds.
If the Client chooses to act on this advice then he or she will endeavour to
reach agreement with the Developer separately. Essentially, it is for the Client to
decide upon the level of acceptable risk and if appropriate, take executive
action. By being proactive and providing accurate and timely advice the Project
Monitor is able to improve the Client’s decision making competency
The Project Monitor provides an independent and impartial assessment of the
project as it progresses and in so doing gives the Client a managing tool for risk
and for protecting his or her interests objectively.
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It is recommended that Project Monitor is proactive rather than reactive, and
act as an early warning system for the Client by anticipating potential issues
which may affect the delivery of the project. In so doing the Project Monitor
can also add value to the Developer’s team – for example, being proactive will
keep the Client abreast of material changes to the development or emerging
risks and facilitate informed and improved decision making.
Typically a Project Monitor will advise upon:
+ land and property acquisition matters;
+ statutory consents;
+ competency of the Developer, its team and any proposed project
management systems;
+ financial appraisals;
+ development, finance, consultancy and construction agreements;
+ construction costs and programmes; and
+ design and construction quality.
Historically the Project Monitor has come from a number of professional
backgrounds, such as building surveying, quantity surveying and project
management. It is important, therefore, that Clients map the scope of service
they require with the competencies available from different Project Monitors
and thus choose the most appropriate Project Monitor.
As well as an assessment of the Project Monitor’s technical competencies
Clients should also consider the Project Monitor’s performance record and
sector knowledge.
Sector knowledge is particularly important as an understanding of the key risks
and value drivers within, for example, the residential, commercial, retail, public
and PFI sectors will help the Project Monitor to deliver added value to the
Client and the wider development team.
In summary the Project Monitor is a key individual, who can provide impartial
and concise support to Clients who have an interest in a development project.
The objective of this guidance note is to provide practitioners and their Clients
with advice on current best practice in the field of Project Monitoring. It has
been written in the knowledge that there is no ‘one size fits all’ solution and
that Project Monitors and their Clients will often choose to tailor the service to
suit the circumstances of individual projects.
This guidance note has been written with the UK Market in mind. However the
practice of Project Monitoring is in increasing demand internationally and
therefore, when operating internationally, practitioners will need to tailor the
principles set out in this guidance note to suit local custom, practice and legal
and regulatory systems.
1.2 An overview of the process

Generally, whether the Client is a fund, bank, prospective tenant or
government department, all funding or pre-tenancy agreements start with a
valuation of one kind or another. This may be an open market valuation of the
land prior to development followed by a valuation once complete; an
accountant’s view of the likely additional revenue on opening a new store or
distribution centre in a particular location; or ‘betterment’ appraisal for a
2 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

community if improvements are made to a park, community centre or public
building. Value is attached to everything.
It is a good practice for the Project Monitor to review the valuation and
understand the financial and non-financial drivers that underpin the
valuation. When an appropriate level of information is available the Project
Monitor should also correlate that which has been valued with what is being
built and report any discrepancies to the Client.
Once the valuations are complete, if the answer derived is positive, then the
Client will typically enter into an agreement ‘in principle’. That the agreement
is ‘in principle’ is important as the Client agrees to fund or occupy a
development subject to it being designed, developed and constructed properly.
That is that the development is built:
+ in accordance with the agreed drawings and specifications, planning laws,
building regulations and other statutory legislation;
+ to budget and programme (where the costs and programme are important
to the Client); and
+ is designed and constructed by competent and skilled designers and
Contractors.
If any the above is found lacking the Client may have redress against the
defaulting party.
The Project Monitor’s role is to undertake a review or appraisal to ascertain the
nature of the proposed development and outline the risks associated with it to
the Client. This will be completed in two parts. Firstly, the Project Monitor will
undertake an appraisal/audit to establish an understanding of the project and
identify those risks that are of relevance to the Client and report on these in an
Initial Audit Report. Secondly, during the development process, the Project
Monitor will monitor progress and discharge of the Developer’s duties under
the terms of the agreement and typically issue monthly monitoring reports
and, where appropriate, certificates for funding drawdown.

2. Client analysis
The different types of Client who require Project Monitors have been analysed
below both by Client type and risk profile. In practice, however, it is not
uncommon for Clients to cross over these boundaries. In such case both
Clients and their Project Monitors need to give careful consideration to the
risks that they carry and how best to manage these risks.
In many instances it is important that the Project Monitor understands the
project finance strategy and in particular the split between equity, debt and
mezzanine finance.
The risk headings given below can be used to develop a specific Client project
risk profile.
The role of a Project Monitor in the private finance initiative is covered later in
this guidance note.
2.1 Funding institution/institutional investor

Description
In this case the Client – the funding institution – enters a commitment to
purchase a development when it is complete through a sale and
purchase/development agreement. The Client will normally provide some
form of development finance to fund the construction costs. Typically this
could be drawn down through interim payments during the development
process, or an initial payment and a balancing payment upon practical
completion, or some other form of stage payment. Alternatively the land on
which the development is to take place may be purchased outright by the
Client with subsequent payments made to the Developer to settle design and
construction costs. In some instances the Developer is responsible for
marketing and letting the development and if this applies marketing costs will
also form part of the approved development finance expenditure.
The purchase by the Client will be completed when the development is
‘practically complete’ and/or when it is substantially let. At this stage a
‘balancing payment’ less retention will be made to cover the difference between
the capital value and the interim payments already advanced. It is important to
appreciate that the purchase price is the agreed capital value, which bears no
direct relationship to the expenditure upon which interim finance is advanced.
On some developments a mortgagee lends money secured against a
development. Its interests are almost identical to those of a funding institution.
It is important to understand that the Client’s role will vary from project to
project and therefore there is a need to fully comprehend the specific
responsibilities and liabilities of the Client at the outset.
Risk headings
In these circumstances the Client retains a combination of short-term
development risks and longer-term property risks. Each of these is explored
more fully below.

During the development period the Client’s key area of risk is default on the
part of the Developer. If this were to happen the Client needs an effective
contingency plan in place.
On completion of the development the Client’s risk becomes longer term. The
Client will require a development that is of an appropriate level of quality and
thus maintains its value, that lets at an acceptable yield, and that will re-let after
the initial lease expires. Alternatively the Client may wish to sell the building as
part of its portfolio management. In both cases the Client will require a
flexible, forward looking development with competitive lifecycle costs.
The Client will need to select from the full range of Project Monitoring services
to ensure that the Project Monitor’s appointment accurately reflects the
Client’s particular requirements. Typically these will include:
management systems;
2.2 Tenant or purchaser

Description
In this case, the Client, as the intended end-user, enters into a commitment to
take a lease or purchase a development when the development is complete. In
both instances, either directly by way of a repairing covenant or indirectly by
way of a service charge agreement, responsibility for post-completion repairs
remains with the Client.
The Client’s risk is managed through the agreement for a sale and purchase,
development agreement, or lease. It is essential that these agreements clearly
define the roles, responsibilities and risks that have been agreed between the
Developer and the Client. The Project Monitor has a crucial role to play in this
area.
Tenants/purchasers and their legal advisors are becoming more cautious when
entering into pre-letting agreements prior to completion of the development.
Whilst the scheme drawings may appear to demonstrate that the development
will meet the Client’s needs in terms of space and layout, in practice the
information available at this stage of a development is frequently sketchy and
incomplete. As a result, often following legal advice, Clients will appoint a
Project Monitor to advise upon their interests in the completed development.
Under an agreement for lease the tenant rarely provides finance to the
Developer. A purchaser is in a slightly different position as payment is normally
made upon completion of the development.
Risk headings
In these circumstances, the Developer retains the short-term risks associated
with construction costs and programmes. If the Developer defaults in any

material way the Client may have the option not to complete the transaction or
to seek damages or rectification. Thus the Client’s main area of risk is
associated with long-term interest in the property arising from purchase/lease
terms and in particular any repairing covenants.
Consequently the Project Monitor will typically concentrate on:
+ land and property acquisition;
management; systems
+ construction costs and programmes (for management of any variations);
and
Whilst the risk of cost overruns and programme delays remains with the
Developer it is good practice for the Project Monitor to report on any
significant construction cost overruns or delays. Delays, in particular, may
affect the Client’s existing leases and relocation plans
The Client also has a potential risk if a perception gap exists between the
Developer and the Client. This could include the quality of the finished
product or the specification of what is included in the finished product – for
example what is the extent of the Developer’s fit out and what materials are the
Client’s responsibility to provide.
2.3 Bank or other development finance company

Description
In this case, the Client enters a commitment to provide short-term finance for
a development project. Typically the loan matures at practical completion or
shortly thereafter.
In these circumstances the Client agrees to provide drawdowns or tranches of
approved expenditure during the development process. Typically there is an
initial drawdown when all conditions precedent have been met and regular
monthly drawdowns thereafter up to practical completion all of which are
approved by the Project Monitor. In some instances sales, marketing and
letting costs also form part of the approved expenditure under the loan
agreement.
Risk headings
This Client’s risk profile is heavily weighted towards the development period.
The Client’s risk normally ceases upon practical completion, or shortly
thereafter, when the loan is repaid.
Consequently the Client should focus on the following services:
management systems;
+ development, finance, consultancy and construction agreements; and

+ construction costs and programmes.
If the Developer were to default the Client will typically have reserved ‘step-in
rights’ to take over and complete the development. In this scenario and the
‘sale’ risk passes to the Client, therefore it is good practice for the Project
Monitor to report on any material changes to the specification or plans, which
may have a detrimental impact on the value or marketability of the
development.
It should always be remembered that in the event of the Developer defaulting,
by virtue of the step-in rights, the Client would be in contract with the
consultants and contractors chosen by the Developer at the cost/price agreed
by the Developer. The Project Monitor is therefore advised to give due weight
to the nature of the design and construction team as a whole when advising the
Client on their suitability.
Similarly when monitoring and reporting, whilst the choice of quality of the
design and materials rests with the Developer (who will sell on once complete
for a certain gross development value), if the Client has to step in then the issue
of quality (and eventually gross development value) will rest with the Client.
2.4 Grant Funders

Description
With one key exception this Client is similar to a bank or development finance
company. The Client invariably operates in the public sector or not-for-profit
sector, therefore, although it is the responsibility of the Client (and thus the
Project Monitor), to ensure that the funds are spent wisely, the value that is
derived from the use of these funds is often not measured in purely financial
terms.
A grant funder typically provides part of the funding required for the
development within a range of 50-90 per cent of the development costs.
This type of Client will require a drawdown process for approved expenditure
during the development process. Typically there are regular monthly or
quarterly drawdowns up to practical completion.
Within the public sector, the distributors of grants will need assurance that
their funding represents good value, that the funds are used for the purpose
they have been approved for and that a robust project management process is
in place to deliver the project.
Risk headings
This Client’s financial risk profile is heavily weighted towards the development
period. The Client also has a high degree of public accountability as in most
cases the funds come from the public purse. Whilst the Client’s financial risk
may cease upon practical completion, its political risk can, and often does,
continue thereafter.
Consequently the Client will need to select from the range of Project
Monitoring services including:
management systems;

The Project Monitor will be required to review the status of the Developer’s
‘partnership’ funding – i.e. the additional funding needed to complete the
development. During the delivery stage the Project Monitor will inspect the
development to ensure that it meets the purposes for which the funding was
approved, review proposed changes to the development, and monitor the
expenditure of contingency allowances.
Grant funders expect the Project Monitor to act as their ‘eyes and ears’ during
the pre-award and delivery stages of the development. The Project Monitor will
receive and comment on progress reports and meeting notes, identifying issues
and potential problems which may exist ‘under the surface’ and recommending
appropriate action.
In some cases, where the Developer has limited experience the grant funder
may require the Project Monitor to provide a ‘mentoring’ approach, providing
guidance and assistance, but not providing professional services to the
Developer. This situation requires a complete understanding between all
parties at the start of the monitoring commission.
The recent growth in public private partnerships is starting to demonstrate a
need for Project Monitors to assist the public sector in managing their risks
and protecting their interests in complex development projects. At the time of
writing, this market is in its infancy although it is expected to grow.

3. Types of project monitoring
In this section of the guidance note the various services available from Project
Monitors have been spilt into a series of separate headings. In practice we
would expect a Client to select a range of services underneath each of these
headings.
The level of service and the degree of monitoring required will also vary in
proportion to the size and complexity of the development. These points are
explored more fully in chapter 4 – Instructing a Project Monitor.
It is important that the Client, the Developer and the design and construction
team understand the role of the Project Monitor. It is not the role of the Project
Monitor to shadow other members of the development team. Indeed to do so
is likely to create confusion and tension within the team. Nor is it the role of
the Project Monitor to check the legal agreements in detail or to assume any
liability for their accuracy. Instead the Project Monitor is there to advise the
Client on its interest in, and risks associated with, the development typically by
observing and commenting on the project planning and delivery processes.
It is also important that the Client and development team understand that the
Project Monitor is dependant on others to provide the information needed to
carry out his or her appointment. When reporting to the Client the Project
Monitor should state what information he has relied upon and what
information is missing or that he would like to have had the opportunity to
review. Measures need to be put in place in the agreements between the Client
and the Developer to require the Developer’s teams to cooperate with the
Project Monitor in this regard.
3.1 Land and property acquisition matters

Description
In this case the Project Monitor is appointed to advise on the Client’s
long-term interests in the property. Typically, when assisting the Client’s
solicitor, the Project Monitor is appointed to advise on the technical aspects of
the Client’s report on title. Such advice may include a review of matters that
affect the land title (boundaries, easements, covenants, etc.) as well as other
neighbourly matters (party walls, rights to light, etc.).
In the case of existing buildings the Project Monitor may need to advise on the
need for surveys and specialist inspections.
Environmental factors are also becoming increasingly important for Clients.
For example the redevelopment of brownfield sites and existing buildings often
require extensive remedial works to treat, contain or remove pollutants and,
effectively, create a clean site. Alternatively the Developer may be required to
take a proactive position on enhancing the environmental impact that the
proposed development will have on the local flora and fauna.
The Project Monitor will also need to review the Developer’s sustainability
plan to consider if it is compatible with the Client’s brief.

Guidance
When instructed to advise on the report on title it is the Project Monitor’s
responsibility to review the adequacy of the documentation supplied and to
identify any areas of concern.
Similarly in the case of brownfield sites and existing buildings the Project
Monitor should comment on the adequacy of the inspections/investigations
carried out and on any areas that give rise for concern. In particular the Project
Monitor should advise on the need for further actions or, potentially, the need
for the Client to limit exposure to risk through the development
agreement/agreement for lease, etc.
Agreements made with neighbours over boundaries, party walls, and the like
may also need to be considered. Such matters, whilst apparently marginal, have
the potential to delay commencement and affect good title to the property, so
the risks associated with such matters should be made known to the Client.
If the Client requires a service that is outside the Project Monitor’s competency
or professional indemnity insurance the Project Monitor should advise the
Client accordingly and suggest the most appropriate action. This is particularly
important for asbestos and other environmental pollutants as most Project
Monitors are unlikely to be able to give advice on such specialist areas.
However they may be able to advise Clients on an appropriate strategy for
managing these risks.
3.2 Statutory compliance

Description
A building developed without planning permission or compliance with
building regulations or other statutory controls will be worthless, require
expensive remedial alterations or at best retrospective consent. Similarly,
having consent but not complying with any related conditions may render the
consent invalid and prohibit beneficial occupation. In either scenario, the
detrimental impact on the value of the development would be significant.
In many cases full and final consents will not be available at the time of the
Project Monitor’s appointment. For example, planning conditions may still
need to be discharged or building regulation approvals may still be required.
Whilst this is not unusual, it is important that the Project Monitor advises the
Client appropriately, regarding the Client’s exposure to risk, and ensures that
these consents are achieved in a timely manner during the development
process.
Guidance
It is fundamental to any scheme that the Project Monitor establishes the
statutory and other consents required and, insofar as is possible, ensures these
have been obtained or are likely to be obtained prior to the Client entering into
contract with a Developer.
If this is not possible the Project Monitor may need to develop a strategy and
programme for ensuring the Developer obtains any outstanding consents at
the appropriate time. It is recommended that this strategy be agreed with both
the Client and the Developer and appropriate protocols be included in any
development agreements. In order to establish a realistic programme the

Project Monitor is advised to ascertain what steps have been taken to achieve
statutory compliance, which consents are outstanding and how the Developer
proposes to obtain any outstanding consent. In some circumstances the Project
Monitor may also need to undertake third-party enquiries to supplement the
information available from the Developer.
With the benefit of this information the Project Monitor should be able to
explain to the Client the risks associated with non-compliance and the most
appropriate course of action for managing this risk.
Planning consent is often a particular challenge and the individual roles and
responsibilities of the Developer and Client may need to be clarified from the
outset.
During the development period the Project Monitor is recommended to advise
on the progress achieved in gaining statutory compliance and other consents
and advise the Client if the Developer is in default. Any such advice should
specifically address the Client’s exposure to risk.
3.3 Competency of the Developer, its team and any

proposed project management systems
Description
In this case the service required from the Project Monitor will vary in inverse
proportion to the Client’s sector knowledge. Professional funders and
financiers, for example, will have a good understanding how the industry
operates and tend to need less advice from the Project Monitor. However many
purchasers, tenants and public sector Clients have little sector knowledge and
will rely on the Project Monitor to advise on the competency of the
development team and the Developer’s project management systems.
The Project Monitor may be asked to advise on the whole development team
including the Developer, the design team, the Contractor and any major
subcontractors. The precise level of advice will, of course, depend upon
individual Client requirements.
Guidance
If instructed to advise on the development team the Project Monitor has four
roles to play:
+ firstly to advise on the skills and experience of individual team members
for discharging their appointments;
+ secondly to advise on the financial ability of the development team to
execute the project;
+ thirdly to comment on whether the fees, scopes of services and resources
individual team members propose to deploy in respect of the development
are adequate; and
+ finally the Project Monitor may also be required to review the procurement
of the development team and in the public sector ensure that the
appropriate EU procurement requirements have been followed.
It is not the responsibility of the Project Monitor to warrant that the
development team has the competencies and resources required to carry out
their appointments. Rather the Project Monitor should advise the Client on
EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 11

any particular areas of concern. For example abnormally low fee levels might
not be the direct contractual responsibility of the Client but may affect a team
member’s ability to complete its services in a professional and timely manner.
Alternatively by considering solvency, liquidity and net worth ratios the Project
Monitor is likely to be able to advise on the financial resources a Developer has
available to execute the project.
The Project Monitor is likely to encounter a range of alternative scenarios. For

example, on some developments, the Developer may have completed many
similar schemes in the past or, alternatively, may be new to development but
experienced in construction. At the other end of the spectrum the Developer
may have access to finance but very little knowledge of development. Similarly,
the design and construction team may vary from large multinationals to sole
practitioners.
Prior to reporting to the Client the Project Monitor is recommended to assess

the development team to establish their experience and ability to complete the
project successfully. References from previous schemes, and details of past
projects should be obtained by the Project Monitor.
The Project Monitor is advised to consider how the Developer’s project

management systems and processes will meet the Client’s requirements.
Misunderstandings and unfulfilled expectations can usually be avoided if a
development has clear lines of communication, responsibilities and
transparent reporting systems.
Finally the Project Monitor may wish to review the professional indemnity
insurance cover available from the development team. This review should
include both the financial level of cover as well as any abnormal policy
restrictions. In some instances (including for example environmental pollution
or asbestos) additional project specific cover may be required.
This service may also require that the Project Monitor advises the Client on the
need for additional or complimentary project or latent defect insurance.
3.4 Financial appraisals

Description
Where appropriate the Project Monitor is advised to ask to review the

Developer’s appraisal. This is often a sensitive area where the Developer may
feel that it is being asked to divulge commercially sensitive information. It is
important that the Client is made aware of this sensitivity by the Project
Monitor.
However as the appraisal is one of the principal control documents on any

development it is essential that the Project Monitor is allowed the opportunity
to review and comment on it. An appraisal that is professionally assembled and
contains reasonable assumptions is usually (but not always) an indication of a
well run project.
The appraisal should contain details of purchase and sale/rent values as well as
assumptions made to justify those values and yields. Assessing those values is a
matter for the client and its valuers and not for the Project Monitor.

Guidance
In some cases, particularly if a development is being purchased by a Client, the
Developer may be concerned that giving this level of information may
undermine its negotiating position. In this case relevant extracts from the
appraisal should be provided.
We advise the Project Monitor to comment on the methodology, assumptions
and base information used to carry out the appraisal but this should not be
interpreted by the Client as underwriting the valuation/financial appraisal.
When reviewing the Developer’s appraisal it is recommended that the Project
Monitor uses his or her sector knowledge to focus on cost and programme
benchmarks and projected cost and revenue cash flows.
If not provided by the Developer the Project Monitor may need to comment
on the need for sensitivity analysis.
The Project Monitor may also consider what level of financial analysis is
reasonable given the size of the development. On smaller projects, for example,
running a full financial analysis may be unnecessary given the level of risk
involved. However it is advised that the Project Monitor still carries out
sufficient forensic analysis to satisfy him- or herself and the Client that the
financial appraisal is robust and any assumptions made are reasonable.
3.5 Development, finance, consultancy and construction

agreements
Description
The Project Monitor may be instructed to advise on technical aspects of
development, sale or lease as well as consultancy and construction agreements.
This will include commenting on how these agreements protect the Client’s
interests.
On large schemes, the Client will probably have instructed lawyers to draw up
bespoke forms of contract or extensively amend standard forms. The Project
Monitor will often assist the lawyers in this process by providing technical
advice particularly on the scheme at hand. Where development, sale or lease
agreements are required, the Project Monitor should assist the legal team in
identifying technical issues that need to be addressed to protect the Client’s
interest and/or reduse the risk profile.
The Project Monitor is often required to provide similar service on the
appointment terms of the design team, Contractor and subcontractors and to
comment specifically upon their insurances and step-in rights.
In practice the Project Monitor may work closely with the Client’s legal team to
ensure that a coordinated set of documentsis correctly prepared.
Guidance
When instructed to review sale, purchase, tenancy, funding and finance
agreements the Project Monitor’s responsibility will include reviewing the
adequacy of the technical documentation supplied and identifying any areas of
concern. This will also extend to cover advice on terms that may be included in
these agreements to allow the Project Monitor to discharge his or her duties
and, in effect, to manage the Client’s risk effectively. By way of example it is

good practice to agree a schedule of conditions precedent before drawdowns
are permitted against a funding facility.
It is recommended that the Project Monitor emphasise the need for clarity in
these documents. Alternatively if this is not practical, or possible, the Project
Monitor could advise on the need for clear procedures for managing any
uncertainty. For example, the agreement between the Client and the Developer
may state the rights, roles and responsibilities of the parties in design
development. The Client’s right to veto or comment on the Developer’s
proposals ought to be clear and unambiguous.
It is particularly important that the Project Monitor ensures that the various
contractual agreements with the design and construction team also protect the
Client’s interests and that these are put in place promptly throughout the
development period. Any delays should be brought to the Client’s attention
immediately. It is particularly important that the Project Monitor ensures that
the Client’s risks are mitigated through the provision of collateral warranties
and, in consultation with the Client’s lawyers, oversees the completion of these
documents through the development process.
It should be noted that on smaller scemes where lawyers have not been
appointed, the Project Monitor may be required to review all construction
contracts, consultant appointments and collateral warranties, and advise the
client of the apportionment of risk and whether the terms are reasonable. In
this aspect of any commission the Project Monitor is advised to exercise care
not to extend beyond his or her area of professional competence.
It is up to the Project Monitor to review the fee levels proposed for the design
and construction teams. The fees should reflect the type of project and the
resultant services required from the design and construction teams. It is
particularly important to identify any fee levels that are abnormally low when
compared to industry benchmarks, as low fees will often result in a dilution in
service which may not be in the Client’s long-term interests.
3.6 Construction costs and programmes

Description
In all appointments the Project Monitor may ask to review the Developer’s cost
plan and development programme. Once again this is often a sensitive area
where the Developer may feel that it is being asked to divulge commercially
sensitive information. It is important that the Client is made aware of this
sensitivity by the Project Monitor.
The Developer’s cost plan and programme are two of the key documents that
are used to control any development project. Invariably the Project Monitor
may be required to review the contents of the documents in order to carry out
his or her duties. For example, if instructed by a Client, the Project Monitor
may be asked to advise on the adequacy of the cost allowances to deliver the
project to the agreed specification.
For some Clients it may be critical that the scheme meets the agreed
programme. For example a delay may have an adverse impact on rent
commencements, tenant fit-out contracts and/or delay the Client’s occupation
date and publicity for an opening launch. It is particularly important that any

long-stop dates that may affect the Client are communicated to the Developer
and an appropriate early warning system put in place to highlight if any of
these dates are in jeopardy.
A coordinated set of documents supported by reasonable assumptions is
usually, but not always, an indication of a well run project.
Where a Client has a long-term interest in a development the Project Monitor
may also comment on sustainability and lifecycle costs. The Project Monitor
needs to be aware that many Clients now have well developed corporate and
social responsibility agenda that favour certain types of development.
Guidance
It is not the role of the Project Monitor to warrant the accuracy of the
Developer’s forecasts for construction costs and programmes. Rather the
Project Monitor may use professional expertise and sector knowledge to
provide the Client with an informed overview of these documents and
highlight any areas of concern and significant omissions that may present a
risk.
Where a funding or debt finance agreements are used the Developer’s forecasts
should also be used to calculate cash flow and drawdowns.
In addition where a Project Monitor is appointed to look at quality aspects of
the completed development these documents can be used to monitor
variations to the agreed plans and specifications and report on actual progress
against planned progress.
In each of the instances above it is important that the Project Monitor advises
the Clients on any areas of concern at regular intervals (normally monthly)
during the development process. It is best that cost and time overruns do not
come as an unwelcome surprise upon practical completion. Although the
Project Monitor has to rely on the information provided by the development
team, the Client may be advised if the cost management and reporting
processes are inadequate.
If asked to comment on sustainability the Project Monitor is advised try to
benchmark the project against the industry standard rating systems (currently
BREEAM and ECOHOMES developed by the BRE).
The data streams and methodologies used to calculate lifecycle costs are not as
mature and a dominant standard has still to emerge. Therefore the Project
Monitor might wish to view any lifecycle cost calculations with caution and
advise the Client accordingly.
When involved with smaller developments and inexperienced Clients and
Contractors, the Project Monitor, whilst strictly responsible to the Client, may
also be asked to perform a hand-holding exercise with the Client and may have
to develop his or her own elemental breakdown of construction costs to prove
or disprove the Developer’s figures. Contact with the building control and
planning authorities may be needed.
Agreements made with neighbours over boundaries, party walls and the like
may also need to be considered.
Such situations though not to be welcomed are frequently encountered and
any agreements are clearly recorded in the Project Monitor’s appointment.

3.7 Design and construction quality
Description
Clients will often instruct the Project Monitor to review the design,
specification and plans and monitor the works as they proceed. This is
particularly common where a Client enters into an agreement to fund,
purchase or lease a development that has yet to be built.
In this case the Project Monitor will rely to a large extent on information
provided by the Developer’s design team. The Project Monitor’s advice will be
based not only on opinion as to the robustness of that information but also its
experience of similar projects.
When dealing with smaller projects, or when the development is still in its
infancy, it is often the case that written information is scant. A copy of the
planning permission and planning drawings may or may not be available. In
practice, however, these documents alone are unlikely to provide the level of
detail required to monitor quality effectively.
By contrast on large schemes the Developer is likely to have appointed a full
design team. In these circumstances the challenge may be too much rather than
too little information. In this case the Project Monitor will use professional
skill to focus on the information that represents the areas of greatest potential
risk for the Client.
Guidance
It is not the role of the Project Monitor to warrant the accuracy of the design
team’s drawings, plans or specifications. It is important that Clients understand
that when acting in this role the Project Monitor is not a designer.
However it is the Project Monitor’s responsibility to advise on the robustness
and appropriateness of the specification agreed between the Developer and the
Client. In particular the Project Monitor will ensure that a clear quality
benchmark is agreed between the Client and the Developer. For example, if
information is scant the Project Monitor will need to advise the Client
accordingly and propose a robust process for monitoring compliance with the
agreed specification as the development progresses.
Alternatively if a full set of coordinated design information is available the
Project Monitor will have to advise upon the most appropriate way to use these
documents to review the design and monitor the quality of the completed
development.
Wherever possible the Project Monitor is advised to ensure that a written
specification and set of plans are agreed between the Client and the Developer
and that a process is put in place for agreeing variations to the brief before any
instructions are given to the design team. In this context it is important to
anticipate that variations may be requested by both the Client and the
Developer. All parties, therefore, need to understand the limits of their
authority and the procedures to be followed for managing variations under any
development agreement/agreement for lease, etc.
When carrying out these services the Project Monitor may also need to make
contact with third parties who may have an interest in the project. For example
the planning and building control authorities and adjoining owners may need

to confirm agreements that have been put in place. In order to avoid
misunderstandings it is important that the Project Monitor coordinates any
contact through the Developer or the Developer’s design team.
Finally the Project Monitor is recommended to ensure that the agreed quality
benchmark is delivered through the design and construction process.

4. Instructing a Project Monitor
This guidance note provides a summary of the points that the Client and the
Project Monitor should consider when discussing an appointment. It is not
intended for use as a detailed guide for the appointment of a Project Monitor.
In practice many Clients have standard terms and conditions for the
appointment of Project Monitors. For ease of reference a sample appointment
letter and scope of services checklist have been included in the appendices of
this guidance note.
An initial review of the scheme drawings, outline and/or detailed
specifications, cost, programme and the consultants involved will allow the
Project Monitor to gauge the degree of risks and therefore the level of service
he or she is likely to require to fulfil the brief. It is important at this stage that
the Project Monitor clarifies with the Client the agreement he or she has
reached, or intends to reach, with the Developer, in order to ascertain the scope
of services required from the Project Monitor.
In some cases it may be uneconomic for the Client to appoint the Project
Monitor to perform a full service. On smaller schemes, for example, the time
expended by the Project Monitor, and consequently the fees charged, may
out-weigh their perceived benefit. This may have the unintended consequence
of making a bank’s funding proposal less attractive. In these circumstances it is
important to point out to the Client that the reduced level of service may affect
the Project Monitor’s ability to manage the Client’s risk.
On all developments the Client and the Project Monitor are advised to review
the range of services that are available and agree upon a definitive scope of
services. This is equally important where Clients have ‘standard’ scopes of
services as, sometimes, these can benefit from greater clarity and project
specific services. Full scopes of services will be published as part of the work of
the RICS Appointments Working Group and will broadly follow the headings
used in this guidance note:
+ statutory compliance;
+ competency of the Developer, it’s team and any proposed project
management systems;
In practice the Project Monitor will agree with the Client a detailed scope of
services under each of the headings that applies to the project.
In some instances the Project Monitor may perceive a gap between the Client’s
standard form of appointment and the risk profile of a particular project. In
this case the Project Monitor is recommended to advise the Client on the
nature of the risk and its potential impact on the scheme. As such, the Project

Monitor, whilst having instructions to report on specific matters, will use a
holistic approach for every appointment.
When the initial inquiry is received, the Project Monitor is advised to ensure
that he or she has the capability to deliver the service prior to the written
execution of any formal appointment. If the Project Monitor is not competent
to provide the full range of services required he or she should advise the Client.
In these circumstances the Project Monitor may appoint a specialist
sub-consultant or the Client may appoint this specialist direct. If the Project
Monitor makes the appointment he or she will need to ensure that the
appropriate professional indemnity insurance is in place.
All appointments must be confirmed in writing within seven days of an
agreement being reached.
Ideally, prior to reaching a formal agreement on its appointment the Project
Monitor will have:
+ agreed the Client’s brief for the commission;
+ understood the brief for the project;
+ received and reviewed a copy of the terms and conditions of any funding,
purchase, tenancy, loan or other third party agreements; as well as having
confirmed:
– he or she has suitable resources to undertake the commission;
– he or she has the correct level of professional indemnity insurance in
place (this is often the subject of negotiation between the Project
Monitor and the Client); and
– the following in writing with the Client and, if appropriate, with the
Developer or other interested third parties:
(a) the scope of service required of the Project Monitor;
(b) the fees and payment schedule cross related to the key stages of the
commission;
(c) the contractual terms of the appointment; and
(d) the level of professional indemnity insurance required.
At this stage it is particularly important that the role of the Project Monitor is
clearly understood by both the Client and the Developer. This will allow the
Project Monitor to carry out the role in an effective manner and make a
positive contribution to the development team as a whole.
In some cases it may not be possible to resolve all of these factors at the time of
the initial appointment. In these circumstances the Project Monitor is advised
to seek to clarify any potential ambiguities as part of the initial audit report.
Acquiring an interest in a development at any time before completion, whether
at schematic design stage or once construction has commenced, entails risk.
The agreement between the Client and the Developer will seek to apportion
this. When appointed at an early stage in the development the Project Monitor
may be able to contribute to the smooth running of a development and
promote a close working relationship between the Client and the Developer. By
contrast, when appointed later in the development, the Project Monitor may
have a more limited impact and may be less well received by the Developer and
its team.

When a Client appoints a Project Monitor, RICS recommends that the
potential added value that individuals can bring to the development is the key
driver behind the appointment decision. An appointment based solely on the
lowest fee level may not provide the optimum cost value solution. In practice
an experienced Project Monitor, appointed in the right way, has the potential
to add value to the development that will exceed any fees to be paid.

5. Key stages in a project monitoring
commission
Chapter three of this guidance note, Types of project monitoring, outlines the
typical schedule of duties required to be undertaken by the Project Monitor. In
practice the Client will often want to select a range of services from several
different sections, however most instructions fall into three key stages. These
have been set out below.
5.1 Stage 1 – Initial audit report

The initial audit report provides the opportunity for the Project Monitor to
fully acquaint his- or herself with a proposed development. Once complete, the
report will be expected to provide a complete picture of the development
including: the desired specification, design brief and constraints; the
development appraisal and associated cost build ups; the design and
construction programmes; and the design and construction team. Using his or
her experience, the Project Monitor will then be able to advise the Client on the
risks associated with the development and fully appreciate the consequences of
variations or changes, as they arise.
It is essential that the Project Monitor understands the Client’s interest in the
development and the risk profile that results from this. It is equally important
that the Client understands the scope of the Project Monitor’s role and
particularly any limitations on the Project Monitor’s executive function. At the
end of any discussions the Project Monitor should expect to be in a position to
agree an appropriate scope of service, fee structure and form of appointment.
In some instances the Client may wish to maintain a degree of flexibility over
its involvement in the project – if this applies the form of appointment may
need to contain options and break clauses.
The first task that the Project Monitor will complete is an initial overview of
the documentation that currently exists. In chapter three, Types of Project
Monitoring, reference has also been made to the quality of the information
that is available at the early stages of a development. Project Monitoring is an
information gathering procedure, which involves the identification of the
documentation to enable the preparation of the initial audit report. The
Project Monitor will use professional skill and knowledge to ascertain if the
information available is insufficient or unclear. This is particularly important if
the lack of information prohibits the Project Monitor from completing his or
her role. The Project Monitor should also advise the Client if the lack of
information unnecessarily increases the Client’s risk profile.
In practice one of the ways that a Project Monitor can add most value to the
development team is through identifying these information gaps and clarifying
the position between the Client and the Developer.
The initial audit report, therefore, is intended to identify any gaps or
inconsistencies between the Client’s brief and risk profile and the development
documentation. The Project Monitor is advised to pay particular attention to

the agreement between the Client and the Developer and ensure that the Client
can use, or negotiate amendments to, the documentation to manage its risk
effectively.
This stage involves a high level of professional analytical skill in order to extract
key information from a complex range of different types of documentation
including, for example, funding/development/loan/purchase/tenancy
agreements and design specifications, drawings, and cost plans. Much of this
information will have a commercial value and it is recommended that the
Project Monitor clarify any confidentiality requirements with the Client. In
particular care must be taken when disseminating information to third parties.
The quality and level of documentation available on smaller projects may be
less than that available on larger schemes – detailed development appraisals,
cost plans, programmes or specifications may not be available. Insisting that
the information is provided is often simply not practical and in these
circumstances the Project Monitor is advised to be pragmatic and use his or
her experience and knowledge of best practice, as well as any project specific
knowledge of the Client and Developer, to assess the overall risk and report
accordingly.
The Project Monitor is advised to pay particular attention to the agreement
that exists, or is proposed, for managing the contractual relationship between
the Client and the Developer. This document will determine the Client’s risk
profile and the extent to which the Project Monitor can monitor the
development on behalf of the Client. It is essential that the agreement
incorporates adequate provisions to allow the Project Monitor to operate
effectively and to protect the Client’s interests. The Project Monitor has a
responsibility to advise the Client’s solicitors of the practical requirements of
any such agreements.
As a general rule it is recommended that the Project Monitor ensures that the
agreement between the Client and the Developer is as specific as possible. The
agreement will be expected to incorporate the plans and specifications that
reflect the understanding between the Client and the Developer and, where
appropriate, procedures/programmes for payment and completion. The
Project Monitor will use skill and expertise to ensure that these documents
provide adequate benchmarks to measure the development against. If this
information is not available in sufficient detail the Project Monitor may advise
the Client and recommend a practical solution.
The structure of the initial audit report will often follow the Client’s templates
and management procedures. The Project Monitor will cross reference these
standard documents to the scope of service agreed with the Client and thus
ensure that the templates allow the Project Monitor to discharge his or her
duties. Similarly, if standard documents do not exist the Project Monitor is
advised to ensure that the initial audit report adequately covers the services he
or she has contracted to provide to the Client.
At the end of this stage, it is advised that the Project Monitor provides a clear
and concise report that identifies:
+ the risk profile that results from the Client’s interest in the project;
+ how the documents available reflect the Client’s interest in the project;
+ recommendations that the Client take into account in respect of any
current or future contractual relationships with the Developer, the design
team and any other interested third parties; and

+ the documents against which the progress of the development will be
monitored.
If the Project Monitor is allowed to report in good time, the Client has the
opportunity to bring any shortcomings to the attention of the Developer prior
to entering into contract or, if the contract so permits, can have the terms
amended to rectify those shortcomings.
5.2 Stage 2 – Progress reporting

Stage 2 generally commences upon completion of the development agreement
between the Client and the Developer. In practice this often coincides with the
start of construction on site or the procurement of a construction contract.
This is the biggest quantum of work for the Project Monitor and normally
continues up to final completion of the development or the Client’s interest in
the development.
During this stage the Project Monitor’s role is two-fold:
+ to discharge any contractual administration or financial duties that fall to
the Project Monitor under the agreement between the Client and the
Developer; and
+ to monitor the project by use of the information contained in the initial
audit report, together with any other pertinent information, design or
otherwise, that is subsequently issued in connection with the development
and advise that the areas of risk highlighted in that the initial audit report
(or those that become apparent during the development) are being
properly discharged.
The Project Monitor would normally have the right to attend site and project
meetings under the terms of the agreement between the Client and the
Developer. Copies of minutes of key meetings should also be circulated to the
Project Monitor. In most cases, a monthly meeting is adequate. Usually, the
Project Monitor will attend the monthly project meetings or a special meeting
arranged with the Developer and its principal design consultants and
Contractor. Depending on the Project Monitor’s scope of service a monthly site
inspection should be completed at the same time as attendance at the project
meeting. Alternatively if the Client requires the Project Monitor to inspect at
more regular intervals or at particular stages during the construction process,
this should be agreed at the time of the appointment and an appropriate
allowance made within the fee agreement.
The Project Monitor may also be required to ensure that any changes to the
agreement between the Client and Developer are administered professionally.
Variations requested by the Client or the Developer will need to be
administered in accordance with the terms of the agreement between the
Client and the Developer. This will normally require them to be recorded in
writing. There will often be time limits for the approval or rejection of
variations, and it may be incumbent on the Project Monitor, depending upon
the scope of his or her services, to review the proposed variations and advise
the Client on any risks within an approval period. Similarly, agreements often
have provision for variations that are not deemed to be ‘material changes’ to be
made without the Client’s authorisation. In this instance, it is recommended
that the Project Monitor advises the Client whether such a change is considered
material or not. The cost and programme implications of any variations should

be agreed at the time and not left to the end of the development. Alternatively
an indication of the likely cost and programme should be agreed between the
Client and the Developer with a firm agreement being agreed shortly
thereafter. The Developer may not always realise that a variation constitutes a
change to the agreement so architect’s instructions and associated drawings
must be checked as the development proceeds.
The Project Monitor’s role will be defined by the specific scope of services
agreed with the Client. However, in practice most appointments cover the
following areas:
+ Land and Property
At this stage of the development the majority of land and property issues
are expected to have been resolved, However it is advised that any residual
issues be highlighted and progress towards their successful resolution be
regularly reported to the client.
+ Statutory Compliance
At the time of compiling the initial audit report, it is often the case that all
statutory and other consents have not been obtained. Compliance with
planning conditions and section 106 agreements attached to the
permission, building regulation plan approval, highways requirements,
national rivers authority permissions and other consents may all be several
weeks or months away.
Regardless of cost, contracts or programme, without the necessary
permissions, the value of a completed building will be reduced if not
eliminated altogether. Such omissions can impact upon the programme
(e.g. if oversailing rights or party wall agreements are not obtained in good
time) or can prevent the sale or transfer of the completed units as there will
not be sound legal title. Alternatively if certain consents are not in place the
Client may be prohibited from taking up beneficial occupation.
It is therefore essential that the Project Monitor establishes at the initial
audit report stage the permissions that will be required prior to Practical
Completion.
During construction, the Project Monitor is recommended to pursue these
matters and report on a regular basis until certification of full compliance
in all respects has been achieved.
+ Construction costs and programmes
The Project Monitor may be required to provide a recommendation to the
Client on the drawdown of development expenditure. Typically the
Developer will submit a drawdown request including a cumulative
summary of costs incurred to date together with supporting
documentation (i.e. architect’s certificates, fee invoices, etc.).
The Project Monitor is advised to review and check the drawdown request,
and compare the drawdown request with the cashflow forecast and any
budgets or cost plans provided in the development agreement or in the
initial audit report. It is important that the Project Monitor advises the
Client if any budgets or cost plans have been, or are likely to be, exceeded
and advises on the costs and programme forecasts to complete the project.
At the end of this exercise the Project Monitor may make a payment
recommendation to the Client based on the information received. When
making any payment recommendations the Project Monitor may also

consider if the balance of the loan facility is sufficient to meet the full
remaining costs to allow the completion of the project.
In order to complete this task the Project Monitor should also consider
actual progress measured against progress planned at the time of entering
into the development agreement. In practice it is often helpful to have a
series of stage payments identified in the development agreement.
+ Design and construction quality
The Developer’s pursuit of construction quality and standards will often be
influenced by cost and time constraints. The Project Monitor, however,
may need to be alert to, and advise the Client on, any variations that may
lower the quality threshold agreed between the Client and the Developer.
Similarly the Project Monitor may need to advise the Client if any of its
instructions are likely to raise the agreed quality threshold. Thus, in
summary, the Project Monitor may need to provide a service advising if
any variations to the scheme are likely to have an effect on the plans and
specifications included in the agreement between the Client and the
Developer or on the Client’s risk profile.
Even on a relatively small project the Project Monitor may receive large
quantities of correspondence, drawings and specifications. Within the fee
allowable the Project Monitor cannot ‘check’ all of this information.
Furthermore to do so would only serve to delay the project and potentially
confuse the Client, the Developer and the design team. Therefore the
Project Monitor is advised to clarify with the Client and the Developer that
any variations which may affect the quality thresholds set within the
development agreement are clearly identified before any instructions to
proceed are given to the design team and Contractor.
In most instances the Project Monitor is advised to prepare a monthly
report for the Client. The preparation by the Project Monitor of the
progress report is key to the overall reporting process to the Client.
Typically the monthly report will follow approximately seven days after the
drawdown request by the Developer. Alternatively the Project Monitor and
Client may agree upon a different level of frequency for reporting based
upon key stages in construction or development agreements.
Even if the Client has not agreed a monthly drawdown with the Developer
it is good practice to provide a monthly report. This will provide the Client
with a regular update on the project and provide an early warning of any
potential problems.
When preparing the progress report the Project Monitor is advised to
consider:
– the progress of the project and any variations to the agreements made
between the Client and the Developer;
– the discharge of any outstanding statutory or other consent;
– forecast v actual expenditure (This should include a forecast of the
Final Account taking into account the financial impact of any proposed
changes, variations and claims. The Project Monitor may need to advise
the Client of any emerging trends which may adversely affect
contingency levels.);
– forecast v actual progress;

– the quality of work executed (The level of review will depend upon the
Project Monitor’s appointment, professional qualifications and
professional indemnity insurance);
– the taking of site progress photos;
– the discharge of conditions contained within the agreement between
the Client and the Developer (Any conditions which haven’t been
cleared at the appropriate time should be bought to the Client’s
attention with a recommended course of action. These conditions may
also refer to third-party agreements such as warranties, consultancy
and Contractor appointments, statutory and other consents,
insurances, etc.); and
– the Clients risk profile highlighting any areas of concern;
+ Finally when instructed to carry out progress inspections it is
recommended that the Project Monitor clarifies the role that he or she is
being asked to fulfil (see also chapter 4, Instructing a Project Monitor). Site
inspections should be made sufficiently frequently to maintain a good
grasp of progress and the quality of materials and workmanship. On most
developments, one inspection each month is adequate. During inspections
the Project Monitor is advised to assess the general quality of site
management, supervision and workmanship.
The Project Monitor is not normally appointed to inspect or approve the
quality of the design or construction. Consequently the Project Monitor
does not have any liability for design or construction defects. However,
where the Project Monitor’s scope of service requires, it is recommended
that the Project Monitor advises the Client where design or construction
falls short of the agreed specification or of normal standards appropriate to
the nature and quality of the development. In these circumstances the
Project Monitor will often need to recommend a more detailed inspection
is undertaken by a specialist.
5.3 Stage 3 – Practical completion

Stage three commences at or around the time of practical completion under
the terms of the development agreement. Prior to practical completion the
Project Monitor should prepare a checklist which clarifies the roles and
responsibilities of the Project Monitor, the Client, the Developer and the
Developers’ design and construction team – it is good practice to ensure that
this information is clearly set out in any development agreements. Any
conditions precedent to practical completion should also be highlighted.
It is important to note that, whilst the Project Monitor may be instructed to
certify practical completion under the agreement between the Client and the
Developer, this is not necessarily the same as practical completion under the
building contract. However, it is recommended that the Project Monitor take
an active role in the inspections prior to practical completion under the
building contract as the two events are often closely linked.
It is advisable not to agree practical completion unless the development is

capable of beneficial occupation and all conditions or precedents have been
satisfied. However there are occasions when the Client and Developer may
choose to relax this requirement. In these circumstances the Project Monitor is

recommended to advise the Client of the potential implications of this course
of action and make an appropriate statement on the Practical Completion
Certificate.
In any event the Project Monitor is advised not to agree to practical completion
until he or she has all the necessary supporting documentation required from
the Developer and its design and construction teams.
Finally as a matter of good practice the Project Monitor may also review the
service it has delivered on the development as part of an overall process of
continuous improvement. In this case the Project Monitor is advised to include
a section within the final report that covers lessons learnt and
recommendations for future commissions. In particular this should address
the manner in which the Client’s risk profile was identified and managed.
The Project Monitor is advised to prepare a completion report at practical
completion. This should typically include copies of the following:
+ all relevant certificates;
+ relevant statutory and non statutory consents;
+ any defects schedules or lists of outstanding works. In some cases the
Project Monitor will be instructed to prepare a list of defects on behalf of
the Client which will supplement the contract administrator’s list under
the building contract;
+ a financial report including an assessment of any balancing sums due from
or to the Developer;
+ a statement on the discharge on all conditions associated with the
development agreement;
+ a ‘lessons learnt’ statement and recommendation; and
+ the Health and Safety File and any other operating and maintenance
manuals.
If any of the documents required are unavailable at the time of writing this
report the Project Monitor shall advise the Client and agree a programme for
completion of the information with the Developer. A commentary on the
quality of the information supplied, and on any omissions, should be provided.
Any risks arising from any incomplete contractual documentation,
certification or obligations should also be identified.
In some appointments the Project Monitor retains a role up to the end the
defects liability period. For example, the Project Monitor may be instructed to
oversee the rectification of defects, carry out any necessary inspections and
approve the release of any retention held against the Developer as well as check
that any information required from the Developer is supplied in a timely
manner. When acting for a fund the Project Monitor may be asked to review
the tenant’s fit out specification. In these circumstances the Project Monitor is
advised to complete an addendum report when the duties have been
completed.

6. The role of the Project Monitor in
the Private Finance Initiative
The role of the Project Monitor when instructed by a Client engaged in the
provision of finance for a Private Finance Initiative and or Public Private
Partnership project is often referred to as the bank or fund’s technical adviser
In principle the role is similar to that provided for the Client providing
development financing, however the fundamental difference is that advice
given does not stop at the end of the construction phase, but includes a
commentary on the lifecycle cost forecast for the period of the concession
agreement.
6.1 Stage 1 – Initial Audit Report

Additional commentary is made on the following items during the initial
report/due diligence phase over and above that described in the previous
chapter of this guidance note:
+ Land and property acquisition matters
– Review any TUPE or other employment related issues.
+ Competency of the Developer, its team and any proposed project
management systems
– Review the collective competency of the bidding consortia.
+ Financial appraisals
– Review financial models.
– Review sinking fund provisions.
+ SPV, project and service agreements
– Comment on the proposed contractual agreement between the Client
and the contracting consortia.
– Advise on the allocation of risks associated with the building lifecycle.
– Review dispute resolution and performance criteria.
– Review milestone and payment definitions.
– Review change control procedures.
– Review default procedures.
– Review project insurance procedures.
– Review risk mitigation strategy across SPV, project and service
agreements.
– Review Project Monitoring management protocols.
+ Construction costs and programmes
– Review service contracts and asset management performance criteria.
– Review default procedures.

+ Design and construction quality
– Review the design solution for the project, including projected lifecycle
costs for compliance with the output specification and service delivery
required by the Client.
– Review asset management performance criteria.
6.2 Stage 2 – Progress reporting

The stage 2 service, progress reporting, should follow a similar pattern to that
referred to in the previous section of this guidance note. However once again
the Project Monitor is advised to pay particular attention to lifecycle cost
forecasts as well as capital cost forecasts.
6.3 Stage 3 – Operational monitoring

Once the construction phase is completed the Project Monitor’s role may
continue throughout the duration of the lifecycle/concession of the project.
Reports are prepared on a pre-agreed basis, which could be annually or at
milestones within the concession period.
This ongoing monitoring role should typically address the following key issues:
+ the compliance of the concession contractor with its service provision
obligations during the lifecycle of the project;
+ the identification and evaluation of any variations to the services/
concession contract; and
+ the review of payments due under the service contract including any
penalties due to non-performance of the concession contract and any steps
which may mitigate such non-performance in the future.
The role of the Project Monitor for the end-user?

During the concession period, the Project Monitor is advised to periodically
review the obligations of the concession contractor as stated within the
concession contract as well as the lifecycle cost forecast.
Increasingly the Project Monitor, when acting for an end-user, may be asked to
monitor performance of the concession contractor to check that the services
are being delivered in accordance with the concession contract.
This could involve a technical review (is periodic maintenance being
undertaken in accordance with the agreement?) as well as a commercial review
(are variations being discharged professionally and in accordance with the
concession contract?).
The Project Monitor could also provide a dispute resolution service should
differences arise between the end-user and the service provider.
This is an emerging area of practice that will need to be addressed in future
updates of this guidance note.

7. Professional practice
This section of the guidance note should be read in conjunction with the RICS
Rules of Conduct. Prior to undertaking a commission for the Client the Project
Monitor must ask him or herself whether he or she can deliver the service. If
the Project Monitor is unable to offer the full range of services they should
advise the Client accordingly.
For example the Client may require specialist advice on the building structure
and/or its services. This may require the Client to employ specialists and the
most appropriate way to appoint these specialists would be discussed and
agreed between the Client and the Project Monitor.
In particular situations, it is possible the Client may appoint the Developer’s
own architect or surveyor to provide a Project Monitoring service. In doing so,
there is potential for a conflict of interest to arise. For example the architect or
surveyor being asked to undertake the Project Monitor’s role may have a
long-term relationship with a Developer, often receiving repeat business. The
Client, in asking them to provide a Project Monitoring service, must be made
fully aware of any relationship with the Developer. If the Project Monitor is a
chartered surveyor, then in all instances that surveyor’s primary duty is to the
Client and he or she must report to the Client independently with regards all
risks on a particular development.
It is suggested that such dual appointments be restricted to smaller
developments. However, as a general rule, the RICS recommends that an
independent Project Monitor be appointed.
A Chartered Surveyor must advise the Client of any potential conflict of
interest before accepting any joint instruction. If still instructed, the Project
Monitor and the Client should agree appropriate working practices (e.g.
Chinese Walls) to address any difficulties arising out of potential conflicts of
interest
With an appointment in place the Project Monitor should always observe the
highest professional standards including:
+ respect the confidentiality of information received – the Project Monitor
should at all times exercise tact, diplomacy and good judgement;
+ comment on the performance of other organisations objectively –
comments need to be factual with examples stated where applicable,
opinion and facts should be separated;
+ comment on the accuracy of the development/construction documents
with caution – unless a detailed audit and analysis as been undertaken by
the Project Monitor;
+ advise on the basis of auditing and opinion – if the level and/or quality of
information is not available it is suggested that the Project Monitor state
the basis of the advice given. If the Project Monitor is in any doubt, he or
she can ask for clarification or additional information. Similarly any advice
given must consider current legislation and industry best practice;

+ undertake the commission in accordance with the terms of the
appointment – The Project Monitor is advised not to assume additional
powers or responsibilities over and above that stated within his or her
appointment;
+ allocate adequate time and skilled resources to perform the project
monitoring service required by the Client;
+ avoid speculation and relying on the opinion of others when reporting to
the Client; and
+ avoid statements that may imply acceptance where the Project Monitor is
not required to comment – When instructed to comment on the quality of
construction, the Project Monitor is advised to exercise caution and not
comment on issues beyond professional training and competence.
A successful appointment will flow from a professional relationship with the
Client, the Developer and the Developer’s design and construction team. The
Project Monitor should complement and not compete with the other
consultants appointed on the development and provide impartial and concise
advice that will enable the Client to manage its interest in the development in
the most effective manner.
It is recommended that when acting as a Project Monitor a chartered surveyor
will advise the Client:
+ if the appointment is likely to require the Project Monitor to provide
services that are outside its technical competencies;
+ if the fee allowance is inadequate to cover the time required to undertake
the commission;
+ of any variations to the appointment or scope of service that may affect the
fee agreement; and
+ immediately if any inappropriate approaches are made which may
compromise the impartiality and/or independence of the Project Monitor.

8. Summary and conclusions
To summarise we recommend that the Project Monitor possesses a

fundamental knowledge of the intricacies of the development, design and
construction process, should be a tactician and a diplomat but above all needs
to provide accurate, impartial and concise advice to the Client. The Project
Monitor will act as the eyes and ears of the Client during the development
process.
The benefits to the Client are:
+ enhanced risk management;
+ enhanced financial management;
+ enhanced programme management; and
+ enhanced quality management.
This all adds up to giving greater protection to the Client’s interests and thus
improving the probability of delivery of the right product, at the right price, on
time.
When appointed in the right way and at the right time the Project Monitor is
likely to make a valuable contribution to the successful completion of the
development.

Appendices
A Appointment checklist 34
B Sample appointment letter 39
C Initial audit report 41
D Drawdown checklist 46
E Progress report checklist 48
F Practical completion checklist 51
G End of defects checklist 52

Appendix A: Appointment checklist
Typically a Project Monitor may provide all or some of the following services.
For ease of reference this Scope of Service follows the same structure as
sections three and five of this guidance note. In practice many of the services
will cross over these boundaries.
A Project Monitor is advised to agree a clear brief with the Client to ensure
that the Client’s interests are adequately protected and that the appropriate
services are selected from this list.
PROJECT MONITOR SERVICES
1. BASIC SERVICES
1.1 Generally
1.1.1 Provide (insert number) copies of the Documents as provided for under this agreement.
1.1.2 Attend Client, Project, Design and other meetings as provided for under this Agreement.
1.2 Initial Audit Report – Preparation, design and pre-construction (RIBA Outline Plan of Work
2007)
1.2.1 Advise on land and property acquisition matters
1.2.1.1 Review the Client’s interest in the Project. Advise on the technical adequacy of the
Report on Title and any other documentation supplied and on any areas of concern.
1.2.1.2 Identify and advise on restrictions that may affect the Client’s interest in the property
including, for example, boundaries, easement and covenants. Identify and advise upon
any non-statutory consents arising.
1.2.1.3 Identify and advise on any liabilities that may arise from the Client’s interest in the
Project. Advise on any areas of concern.
1.2.1.4 Review any technical reports prepared for, or on behalf of, the Client in connection
with the acquisition of an interest in the Project. Advise on any areas of concern.
1.2.1.5 Advise on the need for further specialist surveys, reports and advice including, for
example, environmental reports, party wall awards, rights to light surveys, building
surveys and measured surveys.
1.2.1.6 Advise on the risks arising out of the information supplied or out of the lack of
information available. Recommend a strategy and programme for managing these
risks.
1.2.2 Advise on statutory compliance
1.2.2.1 Review the statutory consents in place. Advise on the adequacy of the documentation
supplied and on any areas of concern.
1.2.2.2 Identify any further statutory consents required, including the discharge of any
conditions associated with any statutory consents in place. Recommend a strategy and
programme for obtaining any outstanding consents.
risks.
1.2.3 Advise on the competency of the developer, Professional Team, the Contractor and any proposed
project management systems
1.2.3.1 Confirm the details of the developer, the Professional Team and the Contractor. Advise
upon their skills, experience and financial stability in respect of the Project.
1.2.3.2 Review any consultancy agreements and the Building Contract. Advise on the
adequacy of the documentation supplied and on any areas of concern.
1.2.3.3 Review the fees, scopes of services, insurances and resources of the Professional Team
and the Contractor. Advise on the adequacy of the documentation supplied and on
any areas of concern.

1.2.3.4 Review the project management systems proposed by the developer, the Professional
Team and the Contractor. Advise on the adequacy of the proposals and on any areas of
concern.
1.2.3.5 Review the proposed procurement strategy. Advise on any EU implications. Advise on
the adequacy of the proposals and on any areas of concern.
risks.
1.2.4 Advise on financial appraisals
1.2.4.1 Review the Client’s and/or the developer’s financial appraisal. Advise on the
methodology, assumptions and cost and programme benchmarks used in the
appraisal. Advise on the adequacy of the appraisal and on any areas of concern.
1.2.4.2 Advise on the need for sensitivity analysis to support the Client’s and/or the
developer’s appraisal.
risks.
1.2.5 Advise on development, finance, consultancy and construction agreements
1.2.5.1 Develop the Client’s Brief which summarises the Client’s interest in the Project and its
risk profile. Prepare, and agree with the Client, a technical/performance/output
specification. This specification should cover the Client’s sustainability requirements.
1.2.5.2 Agree Appointment Terms, Scope of Service and fees for acting as Project Monitor on
behalf of the Client.
1.2.5.3 Review the Agreement for Sale and Purchase/ the Development Agreement/the Finance
Agreement/the Agreement to Lease. Advise upon any conditions that are at variance
with the Client’s brief and risk profile. Recommend a strategy and programme for
resolving any variances with the Client’s Brief and risk profile. Advise on the adequacy
of the documentation supplied and on any areas of concern.
1.2.5.4 Recommend technical and commercial conditions precedent to Funding
Drawdowns/Practical Completion/etc.
1.2.5.5 Review any consultancy agreements including any associated warranties or third party
rights schedules. Advise on any conditions that are at variance with the Client’s Brief
and risk profile. Recommend a strategy and programme for resolving any variances
with the Client’s Brief and risk profile. Advise on the adequacy of the documentation
supplied and on any areas of concern.
1.2.5.6 Review the Building Contract and/or subcontractor/supplier contracts including any
associated warranties and bonds. Advise on any conditions that are at variance with
the Client’s Brief and risk profile. Recommend a strategy and programme for resolving
any variances with the Client’s Brief and risk profile. Advise on the adequacy of the
documentation supplied and on any areas of concern.
1.2.5.7 Advise on any technical and commercial requirements and conditions that need to be
included in any of the above agreements in order to meet the Client’s Brief and its risk
profile and/or to enable the Project Monitor to fulfil its scope of service.
1.2.5.8 Recommend processes and protocols for the administration of the above agreements
including, for example, change management, payment and quality management.
Advise on appropriate clauses to be included in the above agreements.
information available. Recommend a strategy and programme for managing these.
1.2.6 Advise on development costs and programmes
1.2.6.1 Review the Client’s capital budget/cost plan. Identify any shortfalls and review them
with the Client. Note: the Client’s budget is likely to include expenditure that is
additional to the developer’s budget.
1.2.6.2 Review the developer’s capital budget/cost plan. Benchmark costs and programmes
against similar projects. Advise on any benchmarks that are at variance with the
Client’s Brief, risk profile and specification. Advise on the adequacy of the
documentation supplied and on any areas of concern.
1.2.6.3 Review the client’s lifecycle budget/cost plan. Identify any shortfalls and review them
with the Client. Note: the Client’s budget is likely to include expenditure that is
additional to the developer’s budget.
1.2.6.4 Review the developer’s lifecycle budget/cost plan. Benchmark costs and programmes
against similar projects. Advise on any benchmarks that are at variance with the
Client’s Brief and risk profile. Advise on the adequacy of the documentation supplied
and on any areas of concern.

1.2.6.5 Identify any additional capital and/or lifecycle contingency requirements likely to be
required by the Client. Agree an appropriate allowance and authorisation procedure
with the Client.
1.2.5.6 Prepare capital and/or lifecycle cash flow forecasts. Consider, and review alternative
cash flow profiles arising from alternative programmes and procurement routes with
the Client.
1.2.6.7 Review the development programme and identify key milestone dates. Advise on the
adequacy of the documentation supplied and on any areas of concern.
risks.
1.2.7 Advise on design and construction quality
1.2.7.1 Develop the Client’s Brief which summarises the Client’s interest in the Project and its
risk profile. Prepare, and agree with the Client, a technical/performance/output
specification. This specification should cover the Client’s sustainability requirements.
1.2.7.2 Review the Professional Team’s drawings and specifications. Advise on their
compliance with the Client’s Brief, risk profile and specification.
1.2.7.3 Identify, and confirm to the Client, any works required by the Client that fall outside
the Building Contract. Recommend a strategy and programme for managing the
implementation of these works through the development process.
1.2.7.4 Clarify the Client’s and developer’s requirements in an agreed set of drawings and
specifications
1.2.7.5 Recommend a process for managing design development, including, for example,
change management, payment and quality management, to ensure compliance with
the Client’s Brief, risk profile and specification.
1.2.7.6 Recommend a process for managing site quality and progress inspections to ensure
compliance with the Client’s Brief, risk profile and specification. Note: inspections will
normally be carried out by the Project Monitor at monthly intervals unless stated
otherwise.
risks.
1.3 Progress Reports – Pre-construction and Construction (RIBA Outline Plan of Work 2007)
Note: Progress reports will normally be carried out at monthly intervals unless stated
otherwise.
1.3.1 Advise on land and property acquisition matters
1.3.1.1 Advise on matters outstanding following completion of the Initial Audit Report.
Recommend a strategy and programme for managing these risks..
1.3.1.2 Monitor and report on progress measured against the strategy and programme. Advise
on any areas of concern.
1.3.2 Advise on statutory compliance
Recommend a strategy and programme for managing these risks.
1.3.2.3 Obtain a report from the developer, the Professional Team and the Contractor on
statutory compliance. Advise on any areas of concern.
1.3.3 Advise on the competency of the Developer, Professional Team, the Contractor and any proposed
1.3.3.3 Obtain a report from the developer, the Professional Team and the Contractor on
completion of consultancy agreements, the Building Contract and associated
warranties/third party rights schedules (i.e. to cover all third-party issues). Advise on
1.3.3.4 Advise on insurance cover taken out by the developer, the Professional Team and the
Contractor. Advise on any unusual exclusions and/or excessive excess levels. Advise on
1.3.3.5 Advise on the resources supplied by the developer, the Professional Team and the
Contractor Advise on any areas of concern.

1.3.3.6 Review the project management systems proposed by the developer, the Professional
Team and the Contractor. Advise on the adequacy of the proposals and on any areas of
concern.
1.3.4 Advise on financial appraisals
1.3.5 Advise on development, finance, consultancy and construction agreements
1.3.5.3 Administer, and or comply with, the terms of the development/finance agreement.
Recommend and implement processes and protocols for the administration of the
development/finance agreements including, for example, change management,
payment and quality management.
1.3.5.4 Report on the discharge of any conditions precedent associated with the
development/finance agreement.
1.3.5.5 Monitor the administration of consultancy and construction agreements insofar as
they may affect the Client’s Brief and risk profile.
1.3.6 Advise on development costs and programmes
1.3.6.3 Prepare a monthly cost and progress report. Where appropriate the report should
include copies of progress photographs, certificates and other documentary evidence.
The report should summarise expenditure and progress to date and confirm an
anticipated final cost and completion date.
1.3.6.4 Provide a monthly cash flow forecast showing the actual expenditure to date and
forecast expenditure to completion. Review the current forecast against the original
forecast and advise on any areas of concern.
1.3.6.5 Advise on the adequacy of remaining contingency allowances.
1.3.6.6 Prepare a Client variation account itemising all Client variations instructed to date
together with their actual, or forecast, cost and programme effects.
1.3.6.7 Prepare an analysis of the developer’s monthly financial report. Ascertain reasons for
variances and advise on any areas of concern.
1.3.6.8 Prepare an analysis of the developer’s monthly progress report. Ascertain reasons for
variances and their implications on any Client key milestone dates and advise on any
areas of concern.
1.4 Completion Report – Use (RIBA Outline Plan of Work 2007)

1.4.1 Prior to Practical Completion, Partial Possession, Sectional Completion, or other similar
handover arrangements the Project Monitor shall prepare a status report on the development
that covers the following:
– land and property acquisition matters;
– statutory compliance;
– competency of the developer, the Professional Team and the Contractor and any proposed
project management systems;
– financial appraisals;
– development, finance, consultancy and construction agreements;
–development costs and programmes; and
– design and construction quality.
1.4.2 This report shall advise on any areas of concern that may affect the Client’s ability to enjoy
‘beneficial occupation’ and/or any matters outstanding from the Agreement for Sale and
Purchase/the Development Agreement/the Finance Agreement/the Agreement to Lease. The
Project Monitor shall recommend a strategy for their resolution prior to Practical Completion.
1.4.3 Obtain from the Professional Team and the Contractor all test certificates and statutory and
non-statutory approvals.
1.4.4 Prepare and maintain a defects administration plan, or similar management tool, to identify
the roles and responsibilities of the Client, the Professional Team and the Contractor. Establish
review, approval, variation and reporting procedures. Prepare recommendations for the Client’s
approval.

1.5 Post Completion Services
1.5.1 Obtain agreement to the final account from the parties to the Agreement for Sale and
Purchase/the Development Agreement/the Finance Agreement/the Agreement to Lease. For the
purposes of this clause the Final Account excludes the assessment of Loss and Expense claims.
1.5.2 The Project Monitor and the Client are to complete any post-completion services below. It
would be typical for the Project Monitor to be instructed to monitor all outstanding matters
eg. discharge of remaining planning conditions or other statutory issues, defects remediation,
remaining payments, incomplete documents and attend the End of Defects inspection, etc.
2. ADDITIONAL SERVICES
2.1 General
2.1.1 Provide employer’s agent services. (Append RICS Employer’s Agent Schedule of Services)
2.1.2 Provide planning supervisor services (Append RICS Planning Supervisor Schedule of Services)
2.1.3 Provide quantity surveyor services (Append RICS Quantity Surveyor Schedule of Services)
2.1.4 Provide project manager services (Append RICS Project Manager Schedule of Services)
2.1.5 Provide services in respect of the Client’s/Third Party’s organisational move to new premises.
2.1.6 Provide services in respect of the Client’s/Third Party’s fitting out or direct works contracts.
2.1.7 Facilitate, set up and manage value engineering exercises.
2.1.8 Facilitate, set-up and manage Target Cost and/or Guaranteed Maximum Price contracts.
2.1.9 Facilitate, set up and manage Partnering and/or Collaborative Working contracts
2.1.10 Facilitate, set up and manage ’Lessons Learnt’ or other workshops.
2.1.11 Act as the Client’s partnering advisor
2.2 Financial
2.2.1 Advise on the implications of developing different sites.
2.2.2 Advise on the preparation of development appraisals.
2.2.3 Advise on the implications of alternative development programmes.
2.2.4 Advise on Project sustainability.
2.2.5 Obtain life cycle cost studies and estimates of annual running costs.
2.2.6 Carry out off-site inspections of sub-contractors’ and suppliers premises.
2.3 Contractual
2.3.1 Advise on specialist contractual matters.
2.3.2 Advise on the Contractor’s entitlement to extensions of time. Analyse and report on the
Contractor’s application(s) for extensions of time. Prepare recommendations for the Client’s
approval. Negotiate a settlement with the Contractor.
2.3.3 Advise on the cost and contractual consequences arising from an acceleration instruction.
2.3.4 Advise on the Contractor’s entitlement to direct Loss and Expense. Analyse and report on the
Contractor’s loss and expense claim(s). Prepare recommendations for the Client’s approval.
Negotiate a settlement with the Contractor.
2.3.5 Prepare documentation and or provide advice to support adjudication proceedings. Attend
adjudication proceedings.
2.3.6 Prepare documentation and or provide advice to support mediation proceedings. Attend
mediation proceedings.
2.3.7 Prepare documentation and or provide advice to support arbitration proceedings and/or
litigation. Attend arbitration and/or litigation proceedings.
2.3.8 Act as Expert Witness.
2.4 Project Specific Services

2.4.1 Enter here Project specific services agreed with the Client

Appendix B: Sample appointment letter
A sample appointment letter is given below:

Strictly Private and Confidential
[Insert Name and address of Client]
[Insert Name and address of Project Monitor]
[Insert Date]
For the attention of:
Dear Sirs,
RE: Insert Development Name (‘the Project’)
This letter and its attached schedules (‘the Appointment’) shall constitute your
formal appointment with [Insert Name] (‘the Client’) to act as the Client’s
independent Monitoring Surveyor in respect of the Project to provide Project
Monitoring services as set out in Schedule 1 attached hereto (‘the
Services’)and in accordance with the conditions set out herein. By signing and
returning one copy of this letter you signify your acceptance of this
Appointment.
The basis of this appointment is as set out below:
+ The Services to be provided are as stated in Schedule 1 attached.
+ The fee and stage payment are as stated in Schedule 2 attached.
+ The terms of the appointment are as stated in Schedule 3 attached.
It is a condition of this appointment that you shall take out and maintain
professional indemnity insurance for a sum of not less than £[insert sum] for
each and every claim arising under this appointment for a period of [insert
number of years] years from the date of issue of the certificate of practical
completion of the Project (as defined in the building contract entered into or
to be entered into to procure the Project) provided that such insurance
remains available on the market at reasonable commercial terms and in the
event that such insurance ceases to be so available you shall take out and
maintain such lesser insurance as is available. You shall upon request, but not
more frequently than once per year, provide documentary evidence to the
Client that such insurance is being maintained.
Please forward details of your current insurance policy confirming the extent
of cover and any policy excesses.
If it is reasonably foreseeable that a conflict of interest might arise in the
course of your appointment, or if for any reason you are unable to accept this
Appointment please advise the Client immediately.
You must not accept any instructions from any other third party concerning
the Project.
If you have currently have any instructions, or subsequently become aware of
any instructions, from any third party associated with the Project you shall
advise the Client prior to agreeing to act.

This Appointment and all information contained herein are confidential and
must not be disclosed in whole or in part to any other party without the
Client’s prior written consent.
Signature
Enclosures
Schedule 1 – Scope of Services
Schedule 2 – Fee and Payment Schedule
Schedule 3 – Appointment Terms

Appendix C: Initial Audit Report
The Initial Audit Report should focus on identifying and clarifying the
client’s risk profile.
Status Report
Status
DEVELOPMENT /CONSTRUCTION BUDGET
Development Appraisal
Development/Construction Cash Flow
Construction Cost Plan
Tender report
Schedule of costs incurred to date / back up information
Contract sum analysis
PROGRAMME
Design Programme
Procurement programme
Construction programme
Handover programme
DRAWINGS AND SPECIFICATIONS
Contract drawings
Contract Specifications
Area schedule
STATUTORY AND OTHER CONSENTS
Planning consent
Listed Building and Conservation Consents
Tree Preservation Orders
Section 106/278 or other similar agreements
Building Regulation/ Control application
Party Wall Awards
Oversailing rights
Rights to lights agreements
Archaeological Investigations
Statutory undertaker agreements
Health & safety notices
Other third party agreements – easements, covenants and rights of way, etc.
SURVEYS AND SITE INVESTIGATIONS
Asbestos Survey
Access Statements
Geotechnical site investigation
Structural / condition survey
M&E survey
Environmental survey / Nature survey
Acoustic survey
Environmental Impact Analysis and Sustainability Assessment
Traffic Impact Study
Acoustic survey
PROCUREMENT
Outline description of procurement strategy

Building contract
Contract amendments
Collateral warranties and third-party rights
Performance bonds / Parent Company guarantees
Employer’s requirement / Contractor’s proposals
Letter of Intent
Experience and competency of the Contractor
CONSULTANTS APPOINTMENTS
Proposed team
Appointments/Scope of Service
Collateral Warranties
Fee Proposals
Professional indemnity insurance
PROJECT INSURANCES
Compliance with contract insurance requirements
Confirmation of Employer’s insurance cover in compliance with Construction contract
AGREEMENT FOR SALE AND PURCHASE, DEVELOPMENT AGREEMENT, FINANCE
AGREEMENT AND/OR AGREEMENT FOR LEASE
Key considerations
Client risk profile and risk register
Payment
Contract administration
Key milestones
Conditions precedent
Report Checklist
It is recommended that the Initial Audit Report include the following:
1.0 INTRODUCTION
+ name of the Client any other project stakeholders;
+ schedule of duties;
+ brief project description;
+ summary of the client’s interest in the development and resulting risk
profile;
+ construction/development costs summary;
+ schedule of areas;
+ key programme dates;
+ list of parties involved.
2.0 EXECUTIVE SUMMARY
+ loan facility;
+ procurement route;
+ planning consent status;
+ experience of the Developer;
+ experience of Contractor;
+ construction cost and benchmark statement;
+ development budget, adequacy of budget, interest, professional fees, etc.;
+ statement on cash flow;

+ adequacy of programme;
+ client risk profile;
+ recommendations for managing client risk profile;
+ information outstanding.
3.0 PROJECT DESCRIPTION
+ brief description of the project;
+ general description on the proposed quality of the design and construction.
4.0 DEVELOPMENT COST
+ breakdown of the development costs;
+ benchmark of the construction costs;
+ commentary on adequacy of the professional fees, other fees, etc.;
+ commentary on adequacy of contingency levels;
+ commentary on any risks identified and any budgets allocated to the risks;
+ schedule list of professional fees, consultants and discipline;
+ benchmark adequacy of the preliminaries;
+ recommendations for managing Client risk profile.
5.0 PROGRAMME
+ start and completion date;
+ schedule of key dates;
+ commentary/benchmark;
+ construction programme, identify any issues;
+ commentary/benchmark the design/planning programme;
+ commentary on the critical path analysis;
6.0 DRAWINGS AND SPECIFICATIONS
+ confirmation of receipt of drawings – including a list;
+ list consultants who have provided drawings;
+ confirmation of receipt of specifications – including a list;
+ list of consultants who have provided specifications;
+ statement on the standard/adequacy of the drawings and there status, i.e.
planning, tendering, construction;
7.0 STATUTORY CONSENTS

+ commentary on planning permission, when granted, reference,
outstanding conditions-their status, ease of discharge, section 106s, etc.;
+ statement on building regulations/control approval, date issued;
+ statement on rights of light/oversailing licences/party wall awards;

+ statement on listed building consent, conservation area, historic
monuments, etc.;
+ statement on notifying the health and safety executive, issue of the F10;
+ statement on archaeological investigations;
+ statement on any environmental issues;
8.0 SITE INVESTIGATIONS AND SURVEYS

+ list and dates of site investigations and surveys received, geo-technical,
asbestos, date of report, etc.;
+ confirmation that all site investigations and surveys have been included for
and incorporated within the design and specifications;
9.0 PROCUREMENT AND BUILDING CONTRACT

+ statement on the procurement route, its adequacy for delivering the
project;
+ description of the contractual arrangement, form of building contract,
design obligations and any risks associated with them;
+ any requirements for the provision of performance bonds/parent company
guarantee;
+ statement on any letters of intent, associated risks, levels, etc.;
+ statement on the adequacy of novation agreements;
+ statement of the experience of the Contractor;
+ statement on the experience of the design team;
+ collateral warranties and third-party issues, conformance to the conditions
of the loan agreement and any first charges to the Client;
10.0 CONSULTANT APPOINTMENTS

+ list consultants and their discipline;
+ statement on the adequacy of the scope of service and level of fees;
+ schedule out consultants and there respective professional indemnity
insurance levels and its conformity to the loan agreement;
+ adequacy of the team;
+ experience of the team;
+ collateral warranties, conformance to the conditions of the loan agreement
and any first charges to the Client;
+ statement on the execution of collateral warranties;
11.0 INSURANCES
+ statement on Contractors insurance levels;

+ statement on the adequacy and compliance and conformance to the loan
agreement;
+ review all other project related insurances;
APPENDICES
A Enclose copy of planning drawings
B Enclose copy of planning permission
C Enclose copy of appointment letter

Appendix D: Drawdown checklist
1 January 2006
Mr S Smith
Bank
15 Tigger Street
London
EC1M 3BB
Dear Stan
John Ltd – (Swindon)
Drawdown No. 3
We are in receipt of John Ltd’s request for Drawdown No.3 dated 29th
December 2005, together with supporting invoices and information. A
summary of the request is provided below:
£(Net) £(Gross)
Total Expenditure £ 1,000,000.00 £ 1,175,000.00
Tenant Contribution - £ 250,000.00 - £ 293,750.00
VAT Receipts - -
Drawdown Request No.3 £ 750,000.00 £ 881,250.00
*(We have reviewed the information supporting the request and are both
satisfied with its content and accuracy. Accordingly, we confirm that in our
view and based on the information provided [list if appropriate] drawdown
No. 3 in the sum of £881,250.00 is appropriate.)
*(We have reviewed the information supporting the request and are not
satisfied with its content and accuracy. A schedule of our areas of concern is
attached. Accordingly, we are happy to recommend the sum of £[insert lesser
sum] (including VAT) be drawn down against the Loan Agreement).
*delete as appropriate
A schedule of expenditure to 29th December 2005 is attached detailing all
recorded costs to date on the project.
A full report detailing the progress of the works will follow in due course.
However, if you require any further information in the meantime, please do
not hesitate to contact A. Monitor.
Yours sincerely
A MONITOR
Director
Monitors
Enc: Schedule of Expenditure to Date-29th December 2005

Item Budget Expenditure to Date Balance Remaining
£ £ £
Preliminaries/Overheads 950,000.00 100,000.00 850,000.00

Construction Cost 7,500,000.00 900,000.00 6,600,000.00
Construction Contingency 750,000.00 750,000.00
Design Fees
Architect 150,000.00 150,000.00
Drainage Engineer 25,000.00 25,000.00
Structural/Services
Engineer 100,000.00 100,000.00
Planning Supervisor 25,000.00 25,000.00
Development Costs 9,500,000.00 1,000,000.00 8,475,000.00
Note: Monitor LLP have inputted into the table above the information
provided by John Ltd for the development drawdown No. 3. The table
illustrates the schedule of expenditure required to complete the project.

Appendix E: Progress report checklist
Reports are prepared on a periodic or pre-agreed basis with the Client.

The report should identify, evaluate and monitor key issues on:
+ Time;
+ Cost;
+ Quality; and
+ Risk.
The report format:
1.0 INTRODUCTION
+ name of the Client;
+ project name;
+ brief description of the project;
+ statement on Project Monitors appointment;
+ date of site visit.
2.0 EXECUTIVE SUMMARY
+ overview, general paragraph on the status of the project;
+ development budget, amount expended to date, amount remaining,
adequacy to complete the works within the facility;
+ programme and progress, general statement on the progress of the project;
+ quality, statement on the site quality and workmanship;
+ contract, execution of building contract, outstanding warranties;
+ statutory compliance, commentary on outstanding issues, discharge of
planning conditions, status, building regulations/control, rights of light,
party wall awards, oversailing licences, etc.;
+ insurances, outstanding insurances;
+ drawdowns to date, summary of total of all drawings, balance to complete;
+ funds to complete, statement confirming that there are sufficient funds to
complete the project;
+ identify key risks and make recommendations on how to mitigate them.
3.0 RISK MANAGEMENT
+ risk register update;
+ risk management plan;
+ progress report on clearance of conditions precedent;
+ report on any areas of concern arising out of the development agreement.
4.0 PERFORMANCE MANAGEMENT

+ current status;
+ special conditions;
+ variances/change requests;
+ conditions arising from any lease, purchase, funding or other development
agreements.
5.0 DEVELOPMENT BUDGET
+ summary of expenditure to date;
+ drawdown summary to date;
+ list/value of variations to date;
+ statement on extension of times/claims/disputes, status and agreement;
+ summary of provisional sums expended to date/to complete;
+ status of contingency sum;
+ status of final account(s) and adequacy of funds to complete;
+ statement on cash flow expenditure, i.e. behind or ahead advised.
6.0 PROGRAMME AND PROGRESS
+ summary of progress to date, key item, critical path;
+ compare against programme contained within the initial audit report;
+ statement on any delays and their causes, their impact on the critical path,
and the probability of success of any mitigating procedures to recoup the
delay;
+ any acceleratory measures required to mitigate the delay.
7.0 DESIGN AND QUALITY
+ statement on site investigations undertaken or required to be undertaken;
+ statement on any design changes which may impact on the progress;
+ quality statement from the design team that the project is being
constructed in accordance with current legislation and contract
documentation;
+ construction, statement on any construction issues to date, which may
affect workmanship;
+ requirements for post occupancy review and Client feedback.
8.0 CONTRACTUAL
+ building contracts, statement on status of execution, status of
Contractor/subcontractor warranties
+ consultants, schedule of team, status of execution of appointments, status
of warranties
+ procurement
+ statement on implementation of insurance strategy
9.0 STATUTORY COMPLIANCE
+ planning consent/statutory compliance, commentary on status on the
conditions contained/discharge status and stakeholder consultation;

+ building regulations/control, statement on progress and any issues there of;
+ party wall/rights of light/licences, statement/schedule of awards and status;
+ health and safety, statement on accidents on site.
APPENDICES
A progress photos with description
B key data sheet,state- project name, project description, development loan,
construction programme, schedule of areas, professional team

Appendix F: Practical completion checklist
Works Status
Building works
Handover and commissioning
Schedule of works/defects to complete
Documents
Equipment test certificate
O&M Manuals – Hard and Electronic Copies (numbers required by Agreement)
Health & Safety File
Statutory
Planning conditions and Planning Gain Agreements
Building regulations/control
Fire officer
Adoption of highways
Licences
Section 104, 106 and 278 agreements
Third party
Tenant acceptance
Insurances in place/Zurich/NHBC/Premier
Oversailing licences
Party wall awards
Rights of light agreements
Contract
PC Certificate issued with any attached schedule of outstanding works/defects including
rectification programme
Loan/Grant condition warranties completed/status
Contractors final account statement/extension of time/claims/LAD’s status

Appendix G: End of defects checklist
Works Status
Schedule of Works outstanding from practical completion
Schedule of Defects outstanding from practical completion
Schedule of defects arising in defects period
Documents
O&M Manuals (to include schedule of defects)
Health & Safety File (to include schedule of defects
Copies of any outstanding statutory and non-statutory consents
Third party
Lease Agreement/Agreement to lease to include any fit out works/tenant works
Insurance (occupier)
Contract
Outstanding warranties/insurances
Contractors final account status (include claims/extension of times/LAD’s

Project Monitoring
RICS Guidance Note

Project Monitoring is distinct from both project management and
construction monitoring, and can be defined as: ‘protecting the
Client’s interests by identifying and advising on the risks
associated with acquiring an interest in a development that is not
under the Client’s direct control.’
The Project Monitor’s role is one of investigator and advisor to

the Client. The Project Monitor is not there as a project manager
or director and does not take away any of the responsibilities the
Developer, and/or its design and construction team, has under
funding or other development agreements. The Project Monitor is
there to advise the Client on the risks associated with a
development and protect the Client’s interests in the
development as it proceeds.
This guidance note considers the typical things that a Project

Monitor will advise upon, including:
• land and property acquisition matters

• statutory consents
• competency of the Developer, its team and any proposed
• financial appraisals
• development, finance, consultancy and construction
agreements
• construction costs and programmes and
• design and construction quality
I S B N 978-1-84219-320-4
9 781842 193204
www.ricsbooks.com

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RICS GUIDANCE NOTE

RICS guidance note

Typeset in Great Britain by Columns Design Ltd, Reading, Berks

RICS guidance notes vi

3 Types of project monitoring 9

4 Instructing a Project Monitor 18

5 Key stages in a project monitoring commission 21

6 The role of the Project Monitor in the Private Finance Initiative 28

8 Summary and conclusions 32

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | iii

iv | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |v

This is a Guidance Note. It provides advice to Members of the RICS on aspects

vi | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

1.1 Background and objectives

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |1

1.2 An overview of the process

2 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |3

2.1 Funding institution/institutional investor

4 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

2.2 Tenant or purchaser

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |5

2.3 Bank or other development finance company

6 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

2.4 Grant Funders

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |7

8 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

3.1 Land and property acquisition matters

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING |9

3.2 Statutory compliance

10 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

3.3 Competency of the Developer, its team and any

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 11

The Project Monitor is likely to encounter a range of alternative scenarios. For

Prior to reporting to the Client the Project Monitor is recommended to assess

The Project Monitor is advised to consider how the Developer’s project

3.4 Financial appraisals

Where appropriate the Project Monitor is advised to ask to review the

However as the appraisal is one of the principal control documents on any

12 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

3.5 Development, finance, consultancy and construction

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 13

3.6 Construction costs and programmes

14 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 15

16 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 17

18 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 19

20 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

5.1 Stage 1 – Initial audit report

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 21

22 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

5.2 Stage 2 – Progress reporting

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 23

24 | PROJECT MONITORING EFFECTIVE FROM MARCH 2007

EFFECTIVE FROM MARCH 2007 PROJECT MONITORING | 25

5.3 Stage 3 – Practical completion