1. What do mid-project changes cause?

Select one:

a. Efficiency increases, but costs remain the same.

b. Increased efficiency and decreased costs.

c. Efficiency remains the same, but costs increase.

d. Decreased efficiency and increased costs.

2. Once an owner takes custody of a building that was a deliverable in a facility management project, typically, the next step is that the owner _________.

Select one:

a. formally commissions the building

b. conducts the punch list/snagging list walkthrough

c. begins the process of formal deliverable acceptance

d. places the facility manager in charge of operating and maintaining the building

3. Formal acceptance of a deliverable triggers what process?

Select one:

a. As-built review

b. Final inspection and validation process

c. Warranty period

d. Commissioning process

4. If a project deliverable is rejected, what confirms the deliverable was repaired or corrected?

Select one:

a. Quality control

b. Change control

c. Quality assurance

d. Risk management

5. Who decides when a facility management equipment installation project is done and can be closed?

Select one:

a. Owner

b. Project manager

c. Facility manager

d. General contractor

6. In addition to scope verifications and financial audits, what else do contractor audits typically include?

Select one:

a. Technical audits

b. Root cause analysis

c. Initial plan of record/final plan of record audits

d. Pre- and post-occupancy surveys

7. What can be used to help update or improve policies, procedures, and practices?

Select one:

a. Balanced scorecard perspectives

b. Post-implementation audit

c. Post-occupancy survey

d. Lessons learned

8. A project is completed and all success criteria are met according to quality control. However, the project owners are dissatisfied with the deliverables. Which of the following could have occurred?

Select one:

a. The deliverables failed to meet acceptance criteria.

b. Analysis of business value did not measure up to what was promised.

c. Changes that were accepted should have been rejected or vice versa.

d. The project manager failed to communicate a change in priorities effectively.