What makes a good QS... (Quantity Surveyor)
Lots of Qualifications? – Not really.
Being Chartered? – Nice to have, but it doesn’t define you as a good QS.
Worked with many companies? – Not important.
Used the latest software? – Nope.
Handled large projects? – Doesn't automatically make you great.
Carrying around a fancy briefcase? – Please no!
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In my opinion, good judgment is what makes a great QS. The ability to assess situations from multiple perspectives, foresee potential problems, and make well-informed decisions under pressure.
As a QS, you're the financial anchor of the project. If the money flow stops, so does the project. You aren't just a number cruncher. You manage contracts, oversee the supply chain, ensure suppliers get paid, and handle financial reporting down to the last penny. Every financial decision you make influences the project’s success.
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Key factors that define your success as a QS:
1. Payment and Cost Control
Suppliers and subcontractors must be paid on time. No one likes delays or excuses. If there are payment issues, you need to provide a clear, substantiated reason. Late payments can damage trust and project morale.
2. Effective Communication
Emails, meetings, and reports matter. Always be polite but firm. Maintain a professional tone even when others are hostile. Building strong relationships with suppliers and stakeholders is key since you might be working on long-term projects together.
3. Contract Management
Follow the contract terms. You’ll hear people say, "You're being too contractual!" Don't let that sway you. Contracts are your safety net. However, be smart—if you know a clause will cause conflict, communicate beforehand to manage expectations.
Example:
“Hi Jeff, just a quick heads-up—we'll be issuing a notification due to XYZ terms of the contract. Let’s discuss how we can minimize impact.”
4. Scope Management
Scope creep can ruin budgets and timelines. Stay ahead by monitoring changes and variations closely. Ensure engineers and site managers understand the contract and communicate changes early. The sooner you know about variations, the better you can control costs.
5. Collaboration
You depend on internal and external teams for updates. Engineers, site managers, and other stakeholders need to feed you data on progress, variations, and risks. You must encourage them to be proactive with communication.
---
Your role as a QS involves being:
An Accountant – Tracking project costs and ensuring accurate financial reporting.
A Contract Specialist – Managing contracts, variations, and claims.
A Negotiator – Balancing client and supplier interests.
A Problem-Solver – Handling disputes and unexpected issues with sound judgment.
A Communicator – Writing clear, professional emails and reports.
A Team Player – Collaborating across departments and ensuring alignment on project goals.
A Time Manager – Ensuring payments and reports are delivered on schedule.
A Leader and Mediator – Guiding discussions to resolve financial and contractual matters.
A Stress-Handler – Dealing with pressure without losing composure.
A Business Strategist – Ensuring the project remains profitable.
In the end, it's all about balance. If you can juggle contracts, costs, communication, and relationships effectively, you'll thrive as a QS.
Credit: Sean Hoban
Lots of Qualifications? – Not really.
Being Chartered? – Nice to have, but it doesn’t define you as a good QS.
Worked with many companies? – Not important.
Used the latest software? – Nope.
Handled large projects? – Doesn't automatically make you great.
Carrying around a fancy briefcase? – Please no!
---
In my opinion, good judgment is what makes a great QS. The ability to assess situations from multiple perspectives, foresee potential problems, and make well-informed decisions under pressure.
As a QS, you're the financial anchor of the project. If the money flow stops, so does the project. You aren't just a number cruncher. You manage contracts, oversee the supply chain, ensure suppliers get paid, and handle financial reporting down to the last penny. Every financial decision you make influences the project’s success.
---
Key factors that define your success as a QS:
1. Payment and Cost Control
Suppliers and subcontractors must be paid on time. No one likes delays or excuses. If there are payment issues, you need to provide a clear, substantiated reason. Late payments can damage trust and project morale.
2. Effective Communication
Emails, meetings, and reports matter. Always be polite but firm. Maintain a professional tone even when others are hostile. Building strong relationships with suppliers and stakeholders is key since you might be working on long-term projects together.
3. Contract Management
Follow the contract terms. You’ll hear people say, "You're being too contractual!" Don't let that sway you. Contracts are your safety net. However, be smart—if you know a clause will cause conflict, communicate beforehand to manage expectations.
Example:
“Hi Jeff, just a quick heads-up—we'll be issuing a notification due to XYZ terms of the contract. Let’s discuss how we can minimize impact.”
4. Scope Management
Scope creep can ruin budgets and timelines. Stay ahead by monitoring changes and variations closely. Ensure engineers and site managers understand the contract and communicate changes early. The sooner you know about variations, the better you can control costs.
5. Collaboration
You depend on internal and external teams for updates. Engineers, site managers, and other stakeholders need to feed you data on progress, variations, and risks. You must encourage them to be proactive with communication.
---
Your role as a QS involves being:
An Accountant – Tracking project costs and ensuring accurate financial reporting.
A Contract Specialist – Managing contracts, variations, and claims.
A Negotiator – Balancing client and supplier interests.
A Problem-Solver – Handling disputes and unexpected issues with sound judgment.
A Communicator – Writing clear, professional emails and reports.
A Team Player – Collaborating across departments and ensuring alignment on project goals.
A Time Manager – Ensuring payments and reports are delivered on schedule.
A Leader and Mediator – Guiding discussions to resolve financial and contractual matters.
A Stress-Handler – Dealing with pressure without losing composure.
A Business Strategist – Ensuring the project remains profitable.
In the end, it's all about balance. If you can juggle contracts, costs, communication, and relationships effectively, you'll thrive as a QS.
Credit: Sean Hoban
