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| Section | Weight | Objectives |
|---|---|---|
| Cost Management | 10% | - Cost control and forecasting - Estimation and budgeting - Financial reporting - Earned value management |
| Professional Practice | 10% | - Leadership and communication - Ethics and standards - Professional development - Legal and regulatory framework |
| Safety Management | 10% | - Regulatory compliance - Hazard identification and control - Safety planning and training - Incident investigation |
| Sustainability | 5% | - Lifecycle assessment - Environmental compliance - Resource efficiency - Green building principles |
| Program & Project Management | 20% | - Scope management - Stakeholder management - Lifecycle management - Project initiation and planning |
| Risk Management | 10% | - Mitigation and response planning - Monitoring and control - Identification and assessment - Insurance and liability |
| Time Management | 10% | - Resource allocation and leveling - Critical path method - Schedule control - Scheduling techniques |
| Contract Administration | 10% | - Change order management - Contract types and procurement - Negotiation and formation - Claims and dispute resolution |
| Technology | 5% | - BIM and digital tools - Project management software - Data management and analytics - Emerging technologies |
| Quality Management | 10% | - Quality assurance and control - Planning and standards - Continuous improvement - Compliance and audits |
1. As the owner's rep, a CM is providing on-site construction management services to a municipality for their new design-build city mall project.
The state requires a 40-hour value engineering workshop for all projects over $10 million. What are the key talking points about the VE process that the CM will highlight to the city's director of public works?
A) Life cycle and maintenance costs should not be considered.
B) A multi-discipline review on functions and alternate solutions.
C) Interface with the design-build team is not needed at this time.
D) Scope reduction will reduce overall project budget.
2. An agency CM is overseeing the construction of a large, complex multi-story, high security building in a remote area. The building had a specialized spire installed at the top, which serves as an encrypted signal transmitter. Construction is complete and the contractor has de-mobilized, but then it is discovered that the signal transmitter is not transmitting the signal. The owner's QC plan required testing for the functionality of the transmitter, but the contractor has not shown test results reflecting adequate performance. Who is responsible for the cost of remobilization?
A) Agency CM
B) Contractor
C) Owner
D) Designer of record
3. When applying Business Intelligence (also known as data mining) to manage large volumes of construction project data, the source data must
A) first exist in hard copy format.
B) first exist in digital format.
C) include advanced algorithms.
D) include outliers and missing data.
4. A program management function that promotes the efficient use of completed projects and/or parts of completed projects to maximize the owner's return on investment is called
A) contract packaging.
B) project financing.
C) project phasing.
D) resource-leveling.
5. Which of the following contract types limits the potential incentive to increase profit through increasing contract costs?
A) Cost plus a percentage of cost
B) Time and materials
C) Unit price
D) Cost plus fixed fee
Solutions:
| Question # 1 Answer: B | Question # 2 Answer: B | Question # 3 Answer: B | Question # 4 Answer: C | Question # 5 Answer: D |
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