SCSI Management Consult Pathway Guide...Option appraisal (T060) 20 Programming and planning (T063) 21 Project evaluation (T066) 22 Property finance and funding (T069) 23 Research methodologies

Your APC pathway guide to

Management Consultancy

SCSI Management Consult Pathway Guide 23/01/2012 09:22 Page 1

Your pathway guide to Management Consultancy

Contents

Introduction 4

Pathway requirements 7

Management consultancy APC 7

Competency guidance 8

Analysis of client requirements (T003) 9Business planning (M002) 10Consultancy services (T014) 11Corporate finance (T018) 12Corporate real estate management (T019) 13Corporate recovery and insolvency (T020) 15Development appraisals (T023) 16Development/project briefs (T024) 17Economic development (T026) 18Managing resources (SP003) 19Option appraisal (T060) 20Programming and planning (T063) 21Project evaluation (T066) 22Property finance and funding (T069) 23Research methodologies and techniques (T076) 24Strategic real estate consultancy (T079) 25

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Your pathway guide toManagement Consultancy

About the APC

The RICS/SCSI Assessment of Professional Competence (APC)ensure that those applying for RICS membership are competentto practise and meet the high standards of professionalismrequired by RICS/SCSI. There is a wide range of pathwaysavailable to qualify as an RICS member covering 19 differentareas of practice, at APC (Chartered).

The APC normally consists of:

• a period of structured training• a final assessment.

The structured training is based on candidates achieving aset of requirements or competencies. These are a mix oftechnical, professional, interpersonal, business andmanagement skills.

How to use this guide

This guide is designed to help you understand more aboutqualifying as an RICS/SCSI member in managementconsultancy. The guide is based on Irish market practice andmay be unsuitable for candidates based in other countries.The material is set out in three sections.

Section one- provides information on this area of practice witha general overview of the management consultancy pathway.

Section two- lists the competency requirements of themanagement consultancy pathway.

Section three- describes the main technical competenciesassociated with management consultancy, providingexpanded sector specific guidance on each of them. This forms the main part of the guide.

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Introduction



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About the competencies

The APC aims to assess that you are competent to carry outthe work of a qualified chartered/technical surveyor.

To be competent is to have the skill or ability to perform atask or function. The RICS/SCSI competencies are not just alist of tasks or functions, they are also based upon attitudesand behaviours. The competencies have been drawn up in ageneric way so that they can be applied to different areas ofpractice and geographical locations. This guide is designed tohelp you interpret these competencies within the context ofmanagement consultancy.

The competencies are defined at three levels of attainmentand each APC pathway has its own specific combination ofcompetencies that you must achieve at the appropriate level.You must reach the required level in a logical progression andin successive stages:

Level 1 – knowledge and understandingLevel 2 – application of knowledge and understandingLevel 3 – reasoned advice and depth of technical knowledge.

The competencies are in three distinct categories:

Mandatory competencies – the personal, interpersonal,professional practice and business competencies common toall pathways and compulsory for all candidates. These areexplained in more detail in the Requirements andcompetencies guide.

Core competencies – the primary competencies of yourchosen APC pathway.

Optional competencies – a set of competencies selectedby the candidate from a list defined for the particular pathway.In most cases there is an element of choice. These are mostlytechnical competencies, but certain mandatory competenciesalso appear on the optional competency list and candidatesare permitted to select one of these at a higher level.

This guide only deals with the principal core and optionalcompetencies associated with this area. It does not coverthe mandatory competencies.

Choosing your competencies

It is important that you give careful thought to your choiceand combination of competencies. Your choice will inevitablyreflect the work you do in your day-to-day environment(driven by the needs of your clients/employer). Your choiceand combination of competencies will be a reflection of yourjudgement. At the final assessment interview, the assessorswill take these choices into account. They will expect you topresent a sensible and realistic choice that reflects the skillsneeded to fulfil the role of a surveyor in your field of practice.This guide should help candidates and employers with adegree of assistance in choosing the competencies that aremost appropriate to their area of practice.

How to find help

SCSI Education and Membership will be able to help you with any general APC queries:T 01 6445500F 01 [email protected]


Management consultancy and real estate

Management Consultants provide independent, impartial advice in all areas of the business and real estate lifecycle.In the main they identify and implement business solutions to real estate problems. They are natural strategistswithin any organisation where real estate plays a significant part in the business. Management consultants provideadvice for strategy building and tactical planning as well as the consultancy skills to implement these for property orgeneral business. Management consultancy chartered surveyors are trained in economics, business andmanagement skills and to communicate their technical skills for the benefit of customers.

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Management consultancy and realestate APC

Management Consultants provide independent, impartialadvice in all areas of the business and real estate lifecycle. Inthe main they identify and implement business solutions toreal estate problems. They are natural strategists within anyorganisation where real estate plays a significant part in thebusiness. Management consultants provide advice forstrategy building and tactical planning as well as theconsultancy skills to implement these for property or generalbusiness. Management consultancy chartered surveyors aretrained in economics, business and management skills and tocommunicate their technical skills for the benefit of customers.

RICS/SCSI qualification pathways in this sector:

The Management Consultancy pathway is suitable forindividuals who are looking to practice in a predominantly nontransactional, non technical environment. This pathwayrequires candidates to demonstrate a significantunderstanding of the strategic importance of property within abusiness context and the way property can be used as aplatform to achieve corporate objectives. It may, therefore, beunsuitable for individuals who are at the beginning of theircareer. Candidates are urged to reflect carefully with theiremployers before choosing this pathway. Managementconsultancy chartered surveyors are skilled in economics andbusiness management. In the context of this APC pathwaymanagement consultants would primarily operate in severalkey areas, including:

• Developing real estate strategies to rectify problems with production oversupply, wrong location and incorrect facilities

• Separating funding and corporate finance issues from the functional needs of a client

• Developing acquisition strategies to meet business objectives and evolving such a real estate strategy in consultation with the business by using strategic tools, management consultancy processes and micro-economic modelling techniques

• Working in corporate recovery and insolvency• Working with lenders and accountants to devise exit

strategies relating to the restructuring or disposal of a business.

Management consultancy and real estate

Management Consultants provide independent, impartialadvice in all areas of the business and real estate lifecycle. In the main they identify and implement business solutions to real estate problems.

They are natural strategists within any organisation where realestate plays a significant part in the business.

Management consultants provide advice for strategy buildingand tactical planning as well as the consultancy skills toimplement these for property or general business.

Management consultancy chartered surveyors are trained ineconomics, business and management skills and tocommunicate their technical skills for the benefitof customers.


Chartered alternative designationsrelated to this pathway

The designation ‘Chartered Management ConsultancySurveyor’ is linked to academic and experiential criteria,completion of the Management Consultancy pathway isnot in itself sufficient to entitle an individual to use thedesignation. More information on this designation isavailable on request from the RICS/SCSI ManagementConsultancy Faculty.


Management Consultancy APC

Mandatory competenciesYou must achieve the minimum levels as set out in the mandatory competencies.

Core competenciesLevel 3

• Business planning (M002)• Consultancy services (T014)• Strategic real estate consultancy (T079)

Optional competenciesTwo competencies to Level 3 and one competency to Level 2 from the list below.

• Analysis of client requirements (T003)• Corporate finance (T018)• Corporate real estate management (T019)• Corporate recovery and insolvency (T020)• Development appraisals (T023)• Development/project briefs (T024)• Economic development (T026)• Option appraisal (T060)• Programming and planning (T063)• Project evaluation (T066)• Property finance and funding (T069)• Research methodologies and techniques (T076)• Managing resources (SP003)

Plus one competency to Level 2 from the full list of technical competencies, including any not already chosenfrom the list above.

Pathway Requirements

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Analysis of client requirements (T003) 9

Business planning (M002) 10

Consultancy services (T014) 11

Corporate finance (T018) 12

Corporate real estate management (T019) 13

Corporate recovery and insolvency (T020) 15

Development appraisals (T023) 16

Development/project briefs (T024) 17

Economic development (T026) 18

Managing resources (SP003) 19

Option appraisal (T060) 20

Programming and planning (T063) 21

Project evaluation (T066) 22

Property finance and funding (T069) 23

Research methodologies and techniques (T076) 24

Strategic real estate consultancy (T079) 25


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Competency guidance

The pages that follow are intended to provide guidance for users on the main competenciesassociated with management consultancy.

The guidance has been drawn up by experienced practitioners and aims to give you a clear and practicalunderstanding of how to apply the listed core and optional competencies in the context of managementconsultancy. The guidance does not cover the mandatory competency requirements. The officialcompetency definitions (at levels one, two and three) are provided, followed by a description of the keyknowledge and activities that are likely to fall within the scope of each competency.

The information provided is designed to be helpful but informal guidance. The knowledge and activities described under each competency are not exhaustive, and should not be relied upon as anyform of revision list. Candidates must satisfy themselves and their employers that they have reached therequired level of attainment before applying for final assessment. The competencies are arranged inalphabetical order.

The full list of RICS/SCSI competencies and pathway requirements can be found in the Requirements andcompetencies guide


Description of competency in context of this sector

This competency is about defining and understanding the requirements of clients in the context of management consultancywhere you are seeking to become engaged in providing change management solutions for a client. It explores howto identify and scope client needs.

Examples of likely knowledge, skills and experience at each level


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Analysis of client requirementsReference no. T003

Level 1Demonstrate knowledge andunderstanding of the need to collectdata, analyse and define the needsof clients.

Examples of knowledge comprisedwithin this level are:• The importance of understanding

client requirements• Types of information that should be

collected about the client and theirrequirements

• Terms of engagement• Negotiating and setting fees• How to scope a client’s

requirements• Developing strategies and feasibility

studies to meet client’srequirements

• Methods of engaging your client• What qualitative and quantitative

information is essential to your role• How to handle sensitive information• Legislation relevant to data

protection and data handling.

Examples of activities and knowledgecomprised within this level are:• Confirming instructions to clients• Developing a client/project brief• Undertake a feasibility study• Agreeing terms of engagement• Analysis of data/information• Preparing costings/fee proposals.

Examples of activities and knowledgecomprised within this level are:• Reporting to clients detailing

strategies to meet clientrequirements based on the analysed data

• Presenting to clients• Preparing scoping documentation

identifying clients requirements andproposals for consultancyinterventions.

Level 2Provide evidence of the practicalapplication of that knowledge andunderstanding. This should includethe development of strategies andmethodologies and, whereappropriate, undertaking feasibilitystudies, design proposals andcostings.

Level 3Provide evidence of developingappropriate strategies to meet theclient’s requirements underminimum supervision, based onanalysis and interpretation.Demonstrate the ability to report onand present tailored strategies tothe client.



This competency is about the principles and tools of business planning.


Business planningReference no. M002

Level 1Demonstrate knowledge andunderstanding of how businessplanning activities contribute to the achievement of corporateobjectives.

Examples of knowledge comprisedwithin this level are:• Types of business plan – strategic,

departmental, operational,corporate

• The essential elements of abusiness plan

• The essential elements of amarketing plan

• Organisational structures• Methods for financial benchmarking

(eg key financial ratios)• Meaning of working capital, stock,

debtors and creditors• Accounting techniques• Forecasting techniques• Planning to meet corporate

objectives.

Examples of activities and knowledgecomprised within this level are:• Setting objectives and targets• Undertaking risk analysis• Preparing a business plan• Preparing a marketing plan• Creating an organisational chart• Using financial ratios• Using company accounts.

Examples of activities and knowledgecomprised within this level are:• Undertaking presentations and

reports• Undertaking option appraisals• Setting performance indicators• Reviewing performance against

targets and indicators.

Level 2Provide evidence of application ofthe principles and demonstrate yourability to use the tools of businessplanning appropriate to your area of practice.

Level 3Provide evidence of reasonedadvice given to clients and others ofthe principles and tools of businessplanning and be able to evaluateyour performance and outcomes.


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This competency is about the provision of management consultancy services to a range of different clients from inception to completion.


Consultancy servicesReference no. T014

Level 1Demonstrate knowledge andunderstanding of the procurementand execution of advisory andstrategic consultancy services inthe context of the real estate andconstruction sectors.

Examples of knowledge comprisedwithin this level are:• Different forms of procurement for

consultancy services• The range of different consultancy

interventions and approaches• The consultancy cycle• The types of problems, risks and

issues that may arise during eachphase of the consultancy cycle

• The importance of agreeing a clearcontract with clients

• The need for the planning, timingand managing of consultancyinterventions

• Managing the use of resources• Managing client expectations• Forms of reporting• How to manage ethical dilemmas• The principal tools and techniques

relevant to consultancy services• Importance of confidentiality when

dealing with sensitive information.

Examples of activities and knowledgecomprised within this level are:• Preparing consultancy service plans• Preparing client briefs• Update reports to clients• Negotiating client contracts• Dealing with ethical dilemmas• Selecting appropriate tools and

techniques for a given consultancyservice

• Using selected tools and techniquesto achieve agreed outcomes

• Keeping appropriate records.

Examples of activities and knowledgecomprised within this level are:• Providing reports containing strategic

advice and recommendations to arange of clients

• Presenting to clients• Implementing consultancy

intervention.

Level 2Apply your knowledge of theprovision of consultancy servicesin the context of the real estate andconstruction sectors.

Level 3Give reasoned advice, prepare andpresent consultancy reports,together with relevant analysis toclients, in the context of the realestate and construction sectors.


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Corporate Finance is a specific area of finance dealing with the financial decisions corporations make and the tools as well asanalyses used to make these decisions within the context of the property world.


Corporate financeReference no. T018

Level 1Demonstrate knowledge andunderstanding of the principlesand practices underlying thestructuring and financing ofcorporate transactions, withparticular reference to the role ofreal estate within these transactions.

Examples of knowledge comprisedwithin this level are:• Understand the role and importance

of real estate for corporateorganisations

• Researching financial and corporateorganisational information

• Knowledge of the financial markets,in particular the equity and moneymarkets

• Knowledge of the structure ofcompany accounts and accuratelyconvey the significant points.

Examples of activities and knowledgecomprised within this level are:• Knowledge and experience of the

investment mathematics and cashflow techniques used in investmentand portfolio analysis

• Identifying key groups of lenders andequity providers and understand thetype of terms associated with theirlending requirements

• Understanding and calculating theeffect of capital structure decisions on the cost of capital

• Understanding drivers that affectloan transactions and investor returns,such as the term, LTV, amortizationand margin

• Practical knowledge of commercial,technical and regulatory issues.

Examples of activities and knowledgecomprised within this level are:• Understanding of the key issues and

be familiar with the basic outlineof how securitization works.

• Undertaking analysis to give anopinion on the impact of taxationon capital structures

• Performing analysis to form anopinion on the relative financialstrength of a company

• Assist in providing strategic adviceand recommendations to clientssupported by analysis

• Understand structuring issues ondifferent asset holding entitiesincluding tax efficient structures.

Level 2Apply your knowledge andunderstanding to assist in advisingcorporate organisations on thecapital structure options relating toboth occupational and surplus realestate. This should include thecalculation and modelling of the costof capital, plus a working knowledgeof the regulatory framework withinwhich the corporate financemarketplace operates.

Level 3Give reasoned advice on the effectsof different corporate financingtechniques and structures on realestate (or plant and machinery)holdings in a corporate context. This should include impacts onaccounts and contributions to bothmerger and acquisition activity,as well as general corporatefinancing/restructuring transactions.



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This competency covers the strategic management of occupational property – the space a business or public body needs in order to operate – taking an overall strategic view about its suitability for that business operation and the financialimplications of continued occupation whilst ensuring that the facility is managed on a day to day basis in a cost effective andhigh quality manner to maximise occupational productivity.


Corporate real estate managementReference no. T019

Level 1Demonstrate knowledge andunderstanding of the role of realestate in the context of thecorporate occupier.

Examples of knowledge comprisedwithin this level are:• Understand the role of property,

space use and the financialimplications of acquisition/leasingaccommodation as well as theongoing occupational costs ofrunning the facility in the context ofbusiness/public authority operations

• Understand the key interaction ofproperty (accommodation), people(staff/customers), place (location)and pounds (financial effects) in thecontext of business or public sectoroperations.

Examples of activities and knowledgecomprised within this level are:• Understanding of the criteria which

drive business/public authoritystrategy formulation and how alignedaccommodation and facility serviceprovision strategies are thendeveloped

• Demonstrating the importance ofaligning operational resource planningto meet strategic businessrequirements

• Awareness of the financialimplications of property and facilitymanagement to business operations –the effect on the balance sheet andon theP & L account

• Using analysis techniques associatedwith comparative returns oninvestment, for example in various fit-outs and the return to the business inthe short, medium and longer term.Familiarity with life cycle costing andwhole life returns on facilityinvestment should be demonstrated

• Communicating the strategicimportance of property and facilitymanagement within a boardroomcontext.

Examples of activities and knowledgecomprised within this level are:• Advising on property and facilities

management strategiesdemonstrating the following:• a full understanding of the

business, its strategies and financial constraints;

• corporate support at a senior and preferably, Boardroom level;

• a strategic, not a tactical day to day approach to delivery;

• an ability to procure and manage the effective and high quality provision of a wide range of facilities services;

• full knowledge and reliable data of the operational portfolio;

• IT availability and user skills.• Developing property and facilities

management plans which support therelevant business and include someor all of the following strategicrequirements:• occupation cost minimisation;• flexibility of occupation and use;

Continued over page>

Level 2Apply your knowledge to themanagement of corporate realestate under appropriatesupervision.

Level 3Provide evidence of reasonedadvice on corporate real estatestrategy to the corporate occupierin order to meet business needs.



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Corporate real estate

management Continued

Reference no. T019

Level 3 continuedProvide evidence of reasonedadvice on corporate real estatestrategy to the corporate occupierin order to meet business needs.

• promotion of corporate image;• promotion of a marketing, sales

and/or selling messages;• improving staff facilities,

workplace conditions and workstyle flexibility;

• improved operational efficiency and productivity;

• facilitating corporate culture changes;

• protection, realisation and/orenhancement of asset value.

• Using of performance measurementtechniques and benchmarking asvaluable indicators by which toformulate and ‘test’ property andfacilities management strategiesand evidence the added value ofstrategically focused propertyandfacilities management to thebusiness.

• Using and understanding the variousmethodologies and metrics used bybusinesses and public bodies tomeasure business performance anddevelop an understanding of howthese may be used to measure thecontribution of property and facilitiesmanagement to businessefficiency,effectiveness andproductivity.

Note: Candidates are advised againstchoosing Strategic real estateconsultancy and Corporate real estatemanagement together asoptional competencies.



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This competency covers our role when working with Chartered Surveyors acting as Fixed Charge Receivers ,advising InsolvencyPractitioners/turnaround specialist/lenders or providing advice to landlords or tenants when a business is struggling to meet itsrental/lease commitments.


Corporate recovery and insolvencyReference no. T020

Level 1Demonstrate knowledge andunderstanding of the role of theChartered Surveyor in corporaterecovery and insolvency situations.

Examples of knowledge comprisedwithin this level are:• Different types of insolvency routes

for both personal and corporate• Understanding of rights and

remedies available to creditors• Difference between floating charge/

debenture and fixed charge.

Examples of activities and knowledgecomprised within this level are:• Ability to understand clients/

receivers needs and timetables• Undertaking oral and written

communication with yourself andclient/mortgagor/mortgagee

• Implementing agreed strategy• Liaising with other professional

advisers as part of ‘team’.

Examples of activities and knowledgecomprised within this level are:• Being involved with instruction/

appointment from start to finish• Providing input into advice/strategy

having regard to needs and timetableof client/receiver

• Implementing advice/strategy andability to adapt this as events unfold.

Level 2Demonstrate an understanding ofthe various types of appointmentthat can be made to administer/manage the affairs of insolvent andpotentially insolvent companies andindividuals.

Level 3Provide evidence of reasonedadvice, prepare and present reportson the property assets of insolventcompanies and individuals and/or inthe administration of Fixed ChargeReceivership appointments.



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This competency is about the role of development appraisals in residential and commercial development. Developmentappraisals also have a role in residual valuations of development sites but it should be remembered that the two aredifferent activities.


Development appraisalsReference no. T023

Level 1Demonstrate knowledge andunderstanding of the principles and practices underlying a validdevelopment appraisal.

Examples of knowledge comprisedwithin this level are:• The role of development appraisals

in the marketplace and thesituations where their use isappropriate

• The content of appraisals and howdifferent issues such as planningrequirements can be reflected

• The sensitivities of appraisals, whatfactors affect the appraisal

• Awareness of external factors which have an influence upon theappraisal process.

Examples of activities and knowledgecomprised within this level are:• Analysing appropriate sources of

information and data• Preparing appraisals for possible

acquisition, disposal or valuation of development sites includingresidential, commercial and/or mixed use

• Using different techniques andsoftware available for appraisals(whilst having an understanding ofthe basic principles of developmentappraisal)

• Undertaking a sensitivity analysis• Assisting in the selection of

appropriate sources of developmentfinance.

Examples of activities and knowledgecomprised within this level are:• Using development appraisals to

advise on the acquisition, disposal orvaluation of development sites

• Producing reasoned analysis of riskusing appropriate sensitivity analysis

• Advising on the appropriate sourcesof development finance.

Level 2Identify, select, assemble andanalyse data relevant to carrying outdevelopment appraisals. Undertakeappraisals using relevant techniquesand methodology and identifypossible sources of developmentfunding.

Level 3Interpret and provide evidence ofreasoned advice on developmentappraisals and further opportunities.



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This competency is about understanding the preparation and development of a brief that reflects the client’s requirements. It includes how the information provided by the client is understood and used by the project team to manage theclient’s requirements for the development/project. It also covers the clarification and co-ordination of the roles of individual project stakeholders.


Development/project briefsReference no. T024

Level 1Demonstrate knowledge andunderstanding of the informationrequired to prepare a developmentbrief or project brief.

Examples of knowledge comprisedwithin this level are:• Information required to prepare

the brief• The need to understand the client’s

requirements, including the projectdefinition, and any key constraints

• The need to understand of the rolesof individual stakeholders

• The importance of understandingthe terms of reference between theclient and the project team.

Examples of activities and knowledgecomprised within this level are:• Preparing and understanding the

outline business case• Clarifying the client’s required cost,

time and performance/qualityexpectations

• Establishing success measurementcriteria and benefits of the project to the client

• Establishing any known project risks,constraints and interfaces

• Developing a Development/ProjectBrief or Outline Project Brief.

Examples of activities and knowledgecomprised within this level are:• Developing a Project Execution Plan

for managing the detailed designand specification of thedevelopment/project

• Clearly identifying whether theinformation prepared by the projectteam accurately reflects theDevelopment/Project brief

• Establishing clear procedures formanaging changes to theDevelopment/Project brief

• Presentation of a Development/project brief to a client.

Level 2Apply your knowledge to identify,select, assemble and analyseinformation relevant to thepreparation of development briefsor outline project briefs.

Level 3Apply information in the preparationand presentation of developmentbriefs or detailed design briefs, orparts thereof.



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This competency is about understanding international, national, regional and local economic development policies and theprovision of appropriate strategic property advice to clients that accord with or complement such policies.


Economic developmentReference no. T026

Level 1Demonstrate knowledge andunderstanding of the principles andpractices underlying soundeconomic development policies inthe context of international, national,regional and local economic issues.This should include inwardinvestment strategies and urbanregeneration strategies.

Examples of knowledge comprisedwithin this level are:• International, national, regional and

local economic developmentpolicies

• Macro economics (international and national)

• Micro economics• Development appraisal• Funding regimes e.g. PFI,

European funding, partnering• Inward investment strategies• Urban regeneration strategies.

Examples of activities and knowledgecomprised within this level are:• Making appropriate use of relevant

statistical sources• Selecting funding and grant sources,

qualifications and restrictions• Understanding organisational

responsibilities.• Explaining place marketing and

inward investment.

Examples of activities and knowledgecomprised within this level are:• Examining an employment analysis• Examining census data• Exploring a floorspace analysis• Analysing business surveys• Performing grant calculations.

Level 2Identify and fully understand theorganisational processes andmechanisms involved inimplementing economicdevelopment policies, andtheir impact on urban regeneration,property development andinfrastructure provision.

Level 3Undertake initial feasibility studiesand analysis as a preliminary toadvising clients on appropriateeconomic development strategies.



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This competency is about managing the effective use, allocation and costing of resources (not including human resources).


Managing resourcesReference no. SP003

Level 1Demonstrate knowledge andunderstanding of the resourcesrequired and their cost for theeffective operation of a business.

Examples of knowledge comprisedwithin this level are:• Types of resources required• How to manage financial resources• Accounting techniques• Budgeting techniques• Forecasting techniques• Methods for obtaining resources

and monitoring their use• Personal resource management• Costing of resources• Relationship between cost and

value of resources.

Examples of activities and knowledgecomprised within this level are:• Setting financial objectives• Constructing a budget• Monitoring and managing financial

resources• Setting personal objectives• Preparing reports and

recommendations for the use andallocation of resources.

Examples of activities and knowledgecomprised within this level are:• Undertaking cost benefit analysis• Monitoring performance against

budgets• Taking action to improve poor

performance against budgets/plans• Reviewing personal performance• Reviewing project performance.

Level 2Provide evidence of the applicationin your area of practice, givingreasoned advice on the mosteffective use, allocation and cost of resources.

Level 3Provide evidence of the evaluationof managing resources in specificbusiness cases.



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This competency is about the appraisal of strategic options on behalf of clients in respect of the provision of managementconsultancy and change management advice.


Option appraisalReference no. T060

Level 1Demonstrate knowledge andunderstanding of option appraisalmethods.

Examples of knowledge comprisedwithin this level are:• Different methods of option

appraisal and their appropriatenessto different situations and differentclients

• Analysis techniques for appraisingoptions

• Reporting methods.

Examples of activities and knowledgecomprised within this level are:• Undertaking option appraisals in

respect of management consultancyadvice

• Selecting, assembling and analyzingdata to support/reject optionsavailable

• Making decisions on the basis ofsuch data.

Examples of activities and knowledgecomprised within this level are:• Reports to clients• Presentations to clients• Meetings with clients• Presenting data to support

recommendations.

Level 2Apply relevant methods for carryingout option appraisal, includingthe selection, assembly andanalysis of data.

Level 3Provide evidence of reasoned oraland written advice on optionappraisal to support businessplanning and decision making.



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This competency covers a surveyor’s involvement with the programming and planning of construction projects. Candidatesshould have an awareness of the various principles, techniques and issues that relate to the programming andplanning of projects generally. They must have a thorough understanding of how these principles and techniques have beenused and how specific issues have been dealt with on their projects.


Programming and planningReference no. T063

Level 1Describe the principals of financialand programme monitoring ofprojects, including planningtechniques such as Gantt chartsetc. Demonstrate knowledge of thevarious types of programmes andschedules commonly used onprojects.

Examples of knowledge comprisedwithin this level are:• Understand the need for

pre-contract planning andprogramming techniques

• Different planning techniques egGant Charts, Network Analysis andCritical Path Analysis etc

• The principles of how a programmeis affected by change

• The need for good programmingwhen forecasting accuratelymaterials, man-power, machineryand money

• The use of planning andprogramming when forecastingexpenditure

• The importance of a project or acontract programme when usedtogether with different forms ofcontract

• Different procurement options.

Examples of activities and knowledgecomprised within this level are:• Formulating and reporting on a

project programme for differentconstruction projects using planningtechniques

• Reporting the client’s financialforecast expenditure of a projectusing planning techniques

• Calculating a critical path networkanalysis and/or PERT networkanalysis as appropriate to determinethe longest path

• Identifying the impact of contractualprovisions on the effective planningof projects.

Examples of activities and knowledgecomprised within this level are:• Interpreting the effectiveness of a

project programme• Providing reasoned advice on the

financial planning of constructionprojects (eg a client/developer mighthave a particular way of funding aproject, either fully financed orgenerating finance from sales in phaseone to finance later phases. Thiswould give rise to very differentstrategies affecting both the timingand the cost of a project)

• Analysing and advising on thepossible outcomes in the event of astrategy change eg financingprovisions, time of construction, scope changes

• Advising on a project programmewhen determining differentprocurement options.

Level 2Assess, interpret and report on theprogramme control of projects.

Level 3Provide evidence of reasonedadvice on, or implement theprincipals of, executive programmecontrol of projects. Your adviceshould demonstrate a goodunderstanding of planningtechniques (pert diagrams, networkanalysis/critical path methods).



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This competency concerns the evaluation process – assessing the technical and financial feasibility of a project including theresultant economic return. The assessment should consider both initial capital costs as well as whole life costs.


Project evaluationReference no. T066

Level 1Describe the feasibility studyprocess, including the financial andtown planning aspects associatedwith a development appraisal.

Examples of knowledge comprisedwithin this level are:• Awareness of the various techniques

of development appraisal• Understanding of the business case

drivers for the development• Awareness of the principles of town

planning legislation• Awareness of the principles of

building regulations• Awareness of other statutory and

non statutory regulations.

Examples of activities and knowledgecomprised within this level are:• Preparing a development appraisal

and feasibility study• Reviewing the business case drivers

for the development• Using value management/value

engineering techniques to advise on and improve the viability of thedevelopment

• Carrying out a life cycle/whole lifecosting exercise

• Preparing a risk register to advise onand improve the management of adevelopment.

Examples of activities and knowledgecomprised within this level are:• Providing reasoned and interpretive

advice on development appraisals,feasibility studies and business plans

• Interpreting value management/value engineering studies andapplying the results to improvedevelopment viability

• Interpreting the results of a lifecycle/whole life costing exercise and give advice on how these resultscan be used to improve adevelopment’s viability

• Assessing potential design changes,using the whole life costingtechniques, to improve thedevelopment viability

• Interpreting the results of and givereasoned advice on a risk register.

Level 2Apply the techniques used in valuemanagement/value engineering, lifecycle/whole life costing and riskassessment, together with abalance sheet analysis.

Level 3Initiate and monitor a feasibilitystudy. Advise on the economics ofdesign, on the use of valuemanagement and value engineeringtechniques, and on how toundertake a full risk and balancesheet analysis.



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This competency focuses on the candidates understanding of the range of finance available, their understanding of how this issourced and how this may used to assist with property investment and development scenarios. Candidates will be expected toapply this knowledge in order to provide advice to clients on their financing options and the impact of this on their returns.


Property finance and fundingReference no. T069

Level 1Demonstrate knowledge andunderstanding of the role andimportance of finance in property,including the principal forms ofinvestment finance and theirsources.

Examples of knowledge comprisedwithin this level are:• A broad knowledge of the various

senior debt providers, and theirexpectations in terms of pricing and security

• An understanding of the impact ofgearing on equity returns

• The ability to demonstrate thisgearing affect numerically

• A knowledge of how mezzanine andequity finance might be priced

• A broad understanding of thefinancing process

• Use of financial information such asaudited report and accounts.

Examples of activities and knowledgecomprised within this level are:• Analysing investment and

development projects to ascertainthe level of senior debt that could beraised within the mathematical limits

• Applying likely finance pricingrequired by senior debt providers

• Using market knowledge to assesswhether the level of senior debtmathematically capable of beingsustained is acceptable to the debt providers

• Sourcing and collating informationwhich is necessary to support apresentation to secure a financing

• Sourcing and understanding the roleof valuation advice

• Analysing and illustrating the impactof financial covenants.

Examples of activities and knowledgecomprised within this level are:• Analysing and understanding a stand

alone financing from the outset tocompletion and draw down of funds

• Reviewing and comprehendingfinancing documents and inparticular loan agreements andfacility letters

• Confirming that financing documentsreflect the commercial terms agreedand how the controls of the providermay impact on the borrower’smanagement flexibility

• Illustrating multi-tiered financingarrangements numerically and usingthis to assess the true cost of financeat each level

• Advising accordingly on the above.

Level 2Identify the factors that affect theability to obtain finance to fund anyinvestment project. Identifyappropriate sources of finance andunderstand the principles that applyto securing finance for differentpurposes.

Level 3Provide evidence of reasoned adviceon maximising the viability of anyfunding situation. Demonstrate yourappreciation of the impact of propertymatters on valuation and funding.Demonstrate your understanding ofthe impact of funding matters on theproperty market.



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This competency is about the ability to collect, collate and analyse appropriate data and other material to enable to provisionof strategic management consultancy advice.


Research methodologies

and techniquesReference no. T076

Level 1Demonstrate your ability to collectand collate appropriate data andother relevant material. Demonstratefamiliarity with data and othersources, and with data handling and manipulation techniques.

Examples of knowledge comprisedwithin this level are:• The different data handling and

manipulation techniques• How to select appropriate

methodologies and techniques fordifferent consultancy services

• The benefits and limitations of each technique

• Relevant IT support• How to deal with sensitive

information• Relevant legislation regarding

handling and using data.

Examples of activities and knowledgecomprised within this level are:• Preparing data/information• Analysing data using a range of

different methodologies andtechniques

• Using selected methodologies andtechniques to achieve agreedoutcomes

• Keeping appropriate records and files• Drawing conclusions on the basis of

analysed information bothquantitatively and qualitatively.

Examples of activities and knowledgecomprised within this level are:• Reporting to clients providing advice

based on detailed data analysis andinterpretation

• Evaluating the effectiveness ofmethodologies and techniques used.

Level 2Demonstrate the effective andappropriate analysis andinterpretation of data and othermaterial. Demonstrate your ability tomake effective use of appropriateresearch methodologies andtechniques, and to match yourchoice of methodologies to clientrequirements.

Level 3Demonstrate effective application of analysis and interpretation ofresearch. Demonstrate your abilityto apply the analysis to clientrequirements.



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This competency is about the provision of strategic consultancy advice to clients on real estate issues influencing the business.


Strategic real estate consultancyReference no. T079

Level 1Demonstrate knowledge andunderstanding of the businesscontext of real estate, and anappreciation of the role of the realestate professional as a strategicadviser.

Examples of knowledge comprisedwithin this level are:• Organisational structures, values

and objectives• Business performance• The role and importance of real

estate in organisational/businessperformance

• The role of real estate in businessstrategies

• Strategic uses of real estate• The role of the real estate

professional as a strategic businessadviser

• Styles of consultancy intervention.

Examples of activities and knowledgecomprised within this level are:• Researching organisational

background• Preparing relevant data• Analysing data• Using different styles of consultancy

intervention for different clientsneeds

• Using your knowledge of real estateto find strategic solutions to meetclients requirements.

Examples of activities and knowledgecomprised within this level are:• Strategic advice and

recommendations to clients• Presentations to clients• Meetings with clients• Presenting data to support

recommendations.

Note: Candidates are advised againstchoosing Strategic real estateconsultancy and Corporate real estate management together asoptional competencies.

Level 2Apply your knowledge andunderstanding of the businesscontext of real estate in a corporateor other context.

Level 3Provide evidence of reasoned oraland written advice on the principlesand application of real estateknowledge.



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Dating back to 1895, the Society of Chartered Surveyors www.scsi.ie

Ireland is the independent professional body for Chartered

Surveyors working and practicing in Ireland.

Working in partnership with RICS, the pre-eminent Chartered

professional body for the construction, land and property sectors

around the world, the Society and RICS act in the public interest:

setting and maintaining the highest standards of competence

and integrity among the profession; and providing impartial,

authoritative advice on key issues for business, society and

governments worldwide.

Advancing standards in construction, land and property, the

Chartered Surveyor professional qualification is the world’s leading

qualification when it comes to professional standards. In a world

where more and more people, governments, banks and commercial

organisations demand greater certainty of professional standards and

ethics, attaining the Chartered Surveyor qualification is the recognised

mark of property professionalism.

Members of the profession are typically employed in the construction,

land and property markets through private practice, in central and

local government, in state agencies, in academic institutions, in

business organisations and in non-governmental organisations.

Members’ services are diverse and can include offering strategic

advice on the economics, valuation, law, technology, finance and

management in all aspects of the construction, land and property

industry.

All aspects of the profession, from education through to

qualification and the continuing maintenance of the highest

professional standards are regulated and overseen through the

partnership of the Society of Chartered Surveyors Ireland and RICS, in

the public interest.

This valuable partnership with RICS enables access to a worldwide

network of research, experience and advice.

www.scsi.ie

Society ofChartered Surveyors Ireland38 Merrion SquareDublin [email protected] 01 6445500F 01 6611797


Documents

SCSI Management Consult Pathway Guide...Option appraisal (T060) 20 Programming and planning (T063) 21 Project evaluation (T066) 22 Property finance and funding (T069) 23 Research methodologies