Question 1

A construction professional is assigned to oversee the development of a multi-use sports complex. The project involves multiple stakeholders, including architects, civil engineers, mechanical contractors, and an interior design team. To determine the appropriate level of Interface Management (IM) required, the team uses the Interface Complexity Assessment Tool (ICAT). After completing the assessment, the project receives an Interface Complexity Factor (ICF) of 1.78.

What should the construction professional do based on the ICAT findings?

Options :

A : Implement a basic level of Interface Management (IM), focusing on informal communication and minimal documentation to manage interfaces effectively.

B : Skip formal Interface Management processes, as the ICF suggests that interface complexity is negligible.

C : Adopt an advanced Interface Management framework, including a detailed Interface Data Register (IDR) and frequent cross-disciplinary coordination meetings.

D : Implement a moderate level of Interface Management (IM), balancing formal processes with flexible coordination to address the interface complexity effectively.

Answer: C

Question 2

A construction professional is tasked with leading a meeting to address significant delays impacting the project timeline. With stakeholders, team leads, and key contributors expected to attend, the meeting must tackle several complex issues requiring focused discussion and clear decision-making. The construction professional aims to keep the meeting productive, ensuring each topic is addressed thoroughly while maintaining participant engagement and focus.

What should the construction professional prioritize to lead the meeting effectively?

Options :

A : Choose a meeting location where attendees will feel at ease and able to share openly, prioritizing comfort to encourage open discussion.

B : Develop a detailed agenda with allocated time slots for each discussion point to manage the flow of the meeting efficiently

C : Allow the conversation to proceed naturally without much moderation, giving participants the freedom to voice their thoughts without restrictions.

D : Include all project team members in the meeting invitation, even if their roles may not be directly impacted by the topics to be discussed.

Answer: B

Question 3

A construction professional is preparing for a high-profile waterfront development project that requires a specialized subcontractor to handle complex marine engineering tasks. While the subcontractor has unique expertise critical to the project's success, they have a track record of delivering late and struggling with resource management.

What should the construction professional do? (select two)

Options :

A : Provide additional resources to support the subcontractor in managing their work more efficiently.

B : Include penalty clauses in the contract for delays.

C : Document this risk in the risk register.

D : Seek another subcontractor to minimize the risk of delays.

Answer: B,C

Question 4

A construction professional decides to use the PDRI tool throughout the Front End Planning (FEP) process. The construction professional defined four assessment points: after the feasibility study, after the concept phase, during the detailed scope phase, and at the end of the FEP phase.

How will the PDRI score typically evolve through these assessment points?

Options :

A : PDRI score should increase

B : PDRI score should decrease

C : PDRI score should be consistent

D : PDRI score should not be consistent

Answer: B

Question 5

A construction professional is leading a major road construction project to ease traffic congestion in a metropolitan area. During project execution, the contractor, bound by contract to provide regular status reports and participate in progress evaluation meetings, abruptly ceased these obligations, claiming that these activities are excessively time-consuming. The project is at a critical phase with tight deadlines and high stakeholder expectations.

What should the construction professional do first?

Options :

A : Conduct a thorough assessment of the potential risks associated with the contractor's non-compliance and involve the owner for urgent issue resolution.

B : Reach out to the contractor, reminding them of their contractual commitments to attend meetings and submit reports as agreed upon.

C : Document the contractor's failure to fulfill contractual terms and check the formal claims process outlined in the contract.

D : Seek guidance from the organization's legal counsel to explore options for enforcing compliance such as issuing a formal demand letter urging the contractor to fulfill their obligations

Answer: B

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