PMI-CPPreview

While reviewing tender documents to determine their bid for a large construction project, the contractor's team submits some questions to gain a better understanding from the project owner regarding some missing items and a contradiction between the design drawing and the bill of quantities. Which document should the construction professional ensure their team submits?

A construction company is addressing the risk management for a new project. Senior leadership is requesting contingency estimates from the construction professional for this project. At this stage, the project team has held a brainstorming session and identified several risks.
What should the construction professional do next?

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?

An oil and gas company was awarded a new project to build a liquefied natural gas (LNG) plant in a high-risk industrial area. Due to the nature and location of the project, the company tries to leverage a technology that will help with scoping the project, on-site progress monitoring, and data collection.
Which technology should the construction professional suggest the company use to achieve its goals?

A property developer is looking to develop a shopping mall. They have issued a short-term contract to an engineering firm to perform project validation and create an interim design to determine risks, constructability, optimum delivery method, and contract structure prior to committing substantial capital and resources.
If the property developer is approved to proceed from the current contract life cycle stage, what should the next stage be?

A construction professional manages a construction project for their company. The project sponsor has a great deal of authority over project decisions. However, the construction professional discovers that the project sponsor is not interested in the project due to being insufficiently informed about the project status.
What strategy should the construction professional utilize to ensure the project sponsor's continuous support?

To deliver a very complex mega build project, the organization decided to leverage a new technology and adopt a hybrid delivery approach throughout the project. During planning, the construction professional advised the project team to use an approach to predict the probability of different project outcomes related to cost and schedule.
To which approach is the construction professional referring?

A construction professional is leading a project to build a new corporate campus and is working with an excavation subcontractor in preparation for construction. The construction professional is finalizing the details for the overall footprint, but it is possible the area for excavation may change. Which contract type should the construction professional select for this work?

A construction professional is having a dispute with one of the subcontractor project managers regarding the scope of work. The construction professional believes removal of an existing plant should be a part of the subcontractor's scope of work, but the subcontractor project manager disagrees, citing the signed contract. After reviewing the contract, the construction professional has a different interpretation of the written clause.
What should the construction professional do next to rectify the situation?

A delay in the handover date of a retail unit occurred due to the late delivery of a long-lead item. The commercial department complains to the construction professional that they cannot understand the real impact of the delay from the weekly technical report the construction professional sent to all stakeholders.
What should the construction professional nave done differently to manage the communication with the commercial department?

A large, international construction company wants to set up an effective scope governance structure for their project. What should the construction professional recommend the company implement?

A construction professional is assigned to a critical building project for a high-profile client with many stakeholders and communications channels. The client requests that the construction management firm start construction as soon as possible. During the planning phase, the project team is about to start using the Compass tool when the project sponsor suggests doing this later to expedite planning and commence with the construction as soon as possible.
What should the construction professional do?

The physical work is complete on an airport terminal expansion project and testing and commissioning have started. The contractor submits the completion certificate request.
What should the construction professional do?

A construction professional is assigned to a large, complex, and high-profile construction project with many stakeholders and numerous interface points. The client would like the construction phase to begin as soon as possible. In an attempt to expedite planning, the construction professional decides to complete the communications management plan immediately after identifying stakeholders and utilizes communications management plans from past, similar projects for communications requirements. Three months into construction, many stakeholders are frustrated with the large number of communications they receive, whereas other stakeholders complain that they do not receive the communications they need. The project is being negatively impacted by this situation.
What should the construction professional have done to avoid this situation?

A construction company is executing a complex project with high impact. The team performed a thorough risk identification exercise and captured the risks in the risk register.
What should the construction professional do next?

A construction professional and the project team are creating lists of project risks from various sources and is cataloging the risks in the risk register. The organization hopes that by working collaboratively with all stakeholders they can understand risks by adding specific context, evidence, and insights based on their experiences.
What stage of risk management is the organization in right now?

A construction professional's deadline to complete a construction project is fast approaching and they realize the project is currently far behind schedule. What should the construction professional do?

A construction professional is assigned to a new build project and is currently preparing with the team to commence with the risk management activities. The team conducted interviews, reviewed project documents and lessons learned, and identified as many risks as possible. The team added the risks to the project's risk register.
What should the construction professional do once the risks have been identified?

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 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 construction professional discusses implementation of the interface management system (IMS) throughout the project life cycle of a very complex and high-profile project with their interface manager. The project has several interface points with four other external contractors, so the team decided that interface management (IM) should be integrated with the project's schedule, change management, and risk management. It is also highly recommended that IM commercial software be used to easily track and monitor the interfaces.
Which project interface risk impact (PIRI) matrix describes this situation?

A construction professional is managing a mall refurbishment project. At the weekly progress meeting with the main contractor, the construction professional asks when the long-lead items' delivery plan will be finalized. The construction professional has been receiving vague updates and time is running out.
What should the construction professional do to address the communication gap and avoid impacts to project delivery?

A construction management firm is starting a new contract for a large project. The owner of the project is a long-term client and they have completed similar projects in the past with the construction management firm. The owner is risk averse but has a high level of confidence in the organization to design and construct this project successfully with minimum input from the owner.
Which delivery method should the construction professional propose?

A multinational corporation is undertaking a project in country A. The design company, located in country B, is furnishing the upgrade design drawings as per the requirements and applicable industry standards. The construction professional has furnished the project management plan and associated documents and wants approval to begin the project. After submitting the drawings to the end user, the end user complains that the drawings are illegible.
What should the construction professional have done to prevent this from happening?