QUESTION 41
A new construction firm hired a team that included senior project managers and subject matter experts (SMEs) to assist in building standard approaches and tools for a strong risk management structure. The company’s construction professionals will need to follow this structure to ensure consistency and good risk management procedures on their projects.
Which tool should the construction professional use to help identify and gauge the level of risk on projects prior to and throughout the project life cycle?

A. Expert judgment
B. Integrated project risk assessment (IPRA)
C. Risk breakdown structure (RBS)
D. Probability and impact matrix

Correct Answer: C

QUESTION 42
One month into a power plant refurbishing project, a construction professional realizes there are a number of unresolved communication issues. After reviewing the data and the trend analysis, the communication gaps among the team members show in accuracy, timeliness, and barrier categories. What should the construction professional do to close the communication gaps?

A. Execute commitment-based management (CbM).
B. Enable feedback loops, Obeya, and a project management information system (PMIS).
C. Implement an appropriate governance structure.
D. Use active listening and a stakeholder engagement assessment matrix.

Correct Answer: B

QUESTION 43
A construction professional works on a publicly funded infrastructure project that requires building rail transportation over land owned by a community. The construction professional identified the stakeholders and listed the community as having high power and high interest because they could negatively impact the project. What approach should the construction professional take to manage these stakeholders?

A. Focus all efforts on further strengthening the stakeholders who are already advocates for the project so there is support regardless of the community’s opinion.
B. Share the communications that explain the benefits of the project, which have been cascaded internally throughout the organization, to obtain community support.
C. Keep the external community stakeholders informed as per the communications management plan but spend more time focusing on the internal stakeholders.
D. Find out what is important to the community, discover how to minimize the negative impact on them, and align the projects key messages to their perspective.

Correct Answer: D

QUESTION 44
A large construction project to build an assisted-living community is in the planning phase. Because of the many stakeholders involved and the numerous interface points, the construction professional decided to leverage technology and purchase an interface management software system. However, this decision faces much resistance from key stakeholders who claim that managing interfaces is best accomplished in person, using human to human interaction. rather than technology.
How should the construction professional respond to the key stakeholders?

A. Escalate the issue to executive management and request a meeting with all parties present to resolve the conflict.
B. Highlight to the key stakeholders the benefits of the software system and the fact that they facilitate formal collaboration.
C. Advise the key stakeholders that their opinion is valued but go ahead with the decision to purchase the software system as planned.
D. Agree with the key stakeholders and assign an experienced interface manager to closely manage all interfaces on the project.

Correct Answer: B

QUESTION 45
A contractor is in the execution phase of a design-build (DB) contract to build a housing complex. The contractor raises a claim with the construction professional asking for extra budget and time because some unknown existing utilities must be relocated. What should the construction professional do first while assessing the claim?

A. Schedule a meeting with the contractor to discuss designing a solution with minimum cost and time impacts.
B. Reject the claim to prevent any changes to the project budget and delays to the schedule.
C. Schedule a time to meet with the landowner to discuss the existing utilities and impact of this situation.
D. Ensure the final assessment of the area is included in the contract terms.

Correct Answer: D

QUESTION 46
A construction professional is executing the construction of a commercial building and is utilizing skilled laborers who are unionized. The local shop steward is not part of this project but has asked the construction professional to keep them informed of all project communications. What should the construction professional do next?

A. Ensure that the shop steward receives all nonconfidential project communications.
B. Meet with the shop steward and obtain agreement on the frequency and format of the communications.
C. Include the shop steward in all communications and set up an additional customized summary for them.
D. Include the shop steward in the external project stakeholder’s group on the communications management plan.

Correct Answer: B

QUESTION 47
A mega mall project is in the construction execution phase. The main utility lines in the food hall are not matching the appliance requirements. The lead contractor is raising a claim for the modifications needed due to this mismatch. What is the root cause of this claim?

A. There are a lack of interface agreements and coordination among the different contractors.
B. The design team did not provide the correct details corresponding to the specified appliances.
C. The appliance requirements have been inaccurately specified in the detailed design.
D. The access points were not constructed as per the detailed design specifications.

Correct Answer: B

QUESTION 48
A construction project in an area where a high ground water table might be prevalent is in the planning stage. Soil investigation reports do not exhibit much data showing the exact areas where the water table might incur issues during construction. Which two actions should the construction professional take to manage the risk of a high ground water table? (Choose 2)

A. Issue a request for information (RFI) to elicit further information on the high ground water table and how it will potentially affect construction.
B. Start the work as soon as possible to not lose time and handle any additional effort needed through a contract amendment.
C. Create an entry in the risk register showing the potential risks (time and cost) based on the currently available information.
D. Establish a subproject for water table management and finalize it before the remainder of the construction starts.
E. Prepare a change order based on the available information and a quick cost estimate to add at least some more budget to the project.

Correct Answer: AC

QUESTION 49
During the final stage of the validate scope process of a construction project, a key stakeholder notices a defect in one of the HVAC systems that has been installed in one of the offices. The HVAC system was installed as designed. This was noted in a project completion report and sent to the construction professional. What should the construction professional do to resolve this issue?

A. Initiate the change request process based on the key stakeholder’s discovery.
B. Perform a root cause analysis and present findings to the key stakeholder.
C. Correct the defects noted by the key stakeholder without delay.
D. Call for an emergency meeting with all key stakeholders.

Correct Answer: A

QUESTION 50
An organization is starting a new project. The project is complex, and the client is using an architecture company for the initial phase. A construction professional has been selected as a general contractor for the execution phase and will need to engage subcontractors to deliver the project. What contract delivery method should the construction professional use to minimize the risk of claims?

A. Integrated Project Delivery (IPD)
B. Construction Management at Risk (CMAR)
C. Design-Build (DB)
D. Design-Bid-Build (DBB)

Correct Answer: B

QUESTION 51
A construction professional is working on a new public transit rail system in a fast-growing city. The construction professional’s organization is fairly new to tis work and does not have any processes set up for managing all the interfaces. The organization reaches out to the construction professional for assistance. What should the construction professional do?

A. Implement a fully automated system that shares key common data with project schedule, change management, and risk management systems.
B. Integrate interface management processes with other dependent project processes such as project schedule and cost, change management risk management and document review.
C. Establish an interface management career pat with defined requisite skills and experience, then drive a development program for future interface managers in the organization.
D. Use a project interface risk impact matrix in addition to the impact capacity assessment tool to align maturity to interface complexity and risk.

Correct Answer: B

QUESTION 52
A construction professional discovers that the design drawings show the entry doors opening in the wrong direction, affecting the position of electrical switches. The construction professional can rectify this issue immediately on-site but decides to consult the client for a final decision. The client not only agrees to the proposed change, but also adds an additional electrical switch because the design department discovered that this can increase usability.
This is an example of what?

A. Change orders generated in a short time
B. Change that will result in a claim
C. Change that is driven by a feedback loop
D. Change interference from the client

Correct Answer: C

QUESTION 53
A construction professional was assigned to a large, 13-year megaproject to refurbish a nuclear power plant The construction professional is tasked with developing a communications strategy. What principle should the construction professional consider as they craft their communications strategy?

A. Develop a mechanism to deal with the issuance of change orders that arise over the project’s life cycle.
B. Apply rigor and rigidity into the strategy to avoid any misinterpretations that can lead to eventual delays to the project.
C. Build flexibility int the strategy that is agile enough to respond to a changing project environment.

D. Ensure robustness of the communications strategy to avoid changes to communications downstream.

Correct Answer: C

QUESTION 54
A general contractor uses prefab technology on their high-rise building project. During the design phase, the project team and the prefab specialist met on a weekly basis to resolve any technical issues, coordinate the design, and improve constructability. The project is currently in the construction stage, and the prefab components are being delivered to the site using the just-in-time (JIT) approach due to the on-site space constraints. The prefab coordinator alerts the construction professional that one of the installed components has a deficiency and needs to be replaced, which will cause delays in installation of the subsequent panels.
What should the construction professional do next based on the impact resulting from this error?

A. Take steps to prepare for additional rework and redesign.
B. Calculate the possible cost overrun.
C. Determine the possible schedule overrun.
D. Prepare for a contractual dispute between the parties.

Correct Answer: C

QUESTION 55
A contractual dispute occurs between a member of the constructional professional’s team and one of the project’s subcontractors. The subcontractor claims that the construction professional’s company should provide some site mobilization items such as temporary lighting for safety and water supply for the construction activities. In previous projects, all of these were supplied by subcontractors. The construction professional assumed this project would be the same but, upon checking the subcontract documents signed by both companies, they discovered the subcontractor was right.
What should the construction professional have done to prevent this communication gap?

A. Consulted with legal representation from both companies to ensure full understanding of What is being agreed to
B. Arranged a handoff meeting between the contract team and implementation team to ensure the later are fully aware of the agreed-upon terms
C. Met with the project owner to ensure that all contract clauses were clearly defined and agreed to before the project began
D. Ensured clear project objectives, goals, and scope were defined by both parties to prevent ambiguities before signing the contract

Correct Answer: B

QUESTION 56
A construction management firm was awarded a small project to build three townhouses. The construction professional, in collaboration with the project team, decided to use a new engineering contract (NEC) for this project. However, the project sponsor requested that one of the clauses in the standard form of contract (SFoC) be amended to increase the liability insurance.
What should the construction professional do?

A. Propose sending the request via email instead of making contract amendments.
B. Agree with the project sponsor but use caution when amending the clause as there might be a conflict with other terms in the contract.
C. Disregard the project sponsor’s request and leave the contract as is without amendment.
D. Explain to the project sponsor that standard form of contract (SFoC) clauses are predetermined and standardized so they cannot be amended.

Correct Answer: B

QUESTION 57
An international construction firm with a matrix organizational structure just completed a challenging build project. During the project closeout meeting, lessons learned were discussed and documented. Many of the challenges in the project were caused by functional managers making localized decisions and providing conflicting requirements to their subordinates, resulting in a significant amount of rework and cost to the organization.
What should the construction professional advise the firm to do to avoid this situation in future projects?

A. Establish a commitment-based management (CbM) framework.
B. Create a project management information system (PMIS).
C. Set up a supporting project management office (PMO).
D. Change the organizational structure from matrix to functional.

Correct Answer: A

QUESTION 58
As a result of a deep analysis of past projects’ performance for a large construction firm, the construction management team found that the root cause of issues and struggles was poor communications management and stakeholder engagement Therefore, a construction manager decides to impose a set of new approaches, methodologies, tools, and techniques to improve communication and stakeholder engagement within all current and future projects. One such consideration includes the “big room”(Obeya) approach. Application of the “big room” approach requires understanding and incorporating a set of principles, rules. and conditions of success.
Which of the following is considered one of the “big room”(Obeya) rules?

A. Learning, coaching, and mentoring should be the focus of the approach.
B. The project team and stakeholders should be committed to resolving issues as they become known.
C. The team should use visuals, such as charts, graphs, and drawings, to deliver logical information.
D. Alignment on the purpose of the approach by the project team and stakeholders is key.

Correct Answer: A

QUESTION 59
A construction professional was just hired on a large natural gas plant project. The project is at the midway point and current metrics indicate that the estimate at completion (EAC) will be nearly 65% more than the project’s original budget and almost 5 months late. The construction professional discovers that there were a large amount of change orders and a backlog of more changes is still waiting to be reviewed by the change control board (CCB). putting the project in jeopardy of being canceled.
What should the previous construction professional have done differently to prevent the project from reaching this point?

A. Established a scope governance structure to ensure alignment with roles and responsibilities, effective decision-making, and authority levels
B. Reviewed the change management process and applied additional rigor to the change process to incentivize vendors to remain within the agreed-upon scope
C. Consulted with subject matter experts (SMEs) familiar with this type of project, prior to forming the CCB
D. Included points into the schedule milestones where the construction professional has the authority to release underperforming vendors

Correct Answer: A

QUESTION 60
A construction professional is part of a large project where contractors complete different project packages in the same development project. The construction professional’s project, package A, has several interfacing points with another contractor’s project, package B, but no direct contractual relationship exists between them. During an interface meeting, the construction professional learns that package A will need to be completed within an 8-week window to allow package B’s work to continue and meet the milestone date. The construction professional holds an internal team meeting and concludes that the work can realistically be completed within 10 weeks. The construction professional presents this counteroffer in the next interface meeting with the package B team and the project developer.
Which specific commitment-based management (CbM) framework did the construction professional employ in this negotiation?

A. Public
B. Explicit
C. Voluntary
D. Mission-based

Correct Answer: C