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CM 1011 > CM 1011 Final > Flashcards

CM 1011 Final Flashcards

1
Q

It is the will to prepare to win that separates success from failure

A

True

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2
Q

Drafting the contract documents is one of the pre-construction tasks.

A

False

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3
Q

It is a good idea to have diversity in abilities on a construction team

A

True

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4
Q

Goals for the construction team should be set by the superintendent alone.

A

False

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5
Q

Key performance indicators measure performance against the goals

A

True

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6
Q

Team activities include identifying who has what responsibilities.

A

True

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7
Q

Inspection is not needed when determining quality.

A

False

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8
Q

Quality is meeting the acceptance criteria 100% of the time.

A

True

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9
Q

Permits are not part of the execution plan.

A

False

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10
Q

When the plan doesn’t work, stop and re-plan.

A

True

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11
Q

The benefits of safety are one of the learning objectives of this presentation

A

True

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12
Q

Fiscal considerations should not enter into the reason for a safety program

A

False

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13
Q

Legal obligations are one reason for a robust safety program

A

True

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14
Q

There are indirect costs that may be saved by having a safety program

A

True

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15
Q

Behaviors of an employee are one of the things that may be changed in a robust safety program

A

True

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16
Q

Safety culture should be a part of the organizational value system of a company

A

True

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17
Q

One of the results of a robust safety program is that workers believe they have a right to a safe workplace

A

True

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18
Q

The first video shown was entitled “You Can’t Do That.”

A

False

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19
Q

The gas that was absent in the Mississippi oilfield explosion was nitrogen

A

False

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20
Q

Four workers died in the Mississippi oilfield explosion

A

False

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21
Q

Engineering controls are at the top of hierarchy of hazard control

A

True

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22
Q

Elimination is not an example of engineering controls

A

False

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23
Q

A stop sign is an example of an administrative control

A

True

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24
Q

PPE stands for personal protection engineering

A

False

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25
Q

Exposure is what makes a hazard a risk

A

True

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26
Q

A system evaluation does not include employee interviews

A

False

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27
Q

Safety training addresses the issue of why the need for robust safety plans

A

True

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28
Q

A safety officer at a company must have authority to take corrective actions if a hazard is identified

A

True

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29
Q

Falls are the number one cause of accidents on a construction site.

A

True

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30
Q

Elimination of a risk may cause disengagement

A

True

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31
Q

The primary tool for planning is the schedule

A

True

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32
Q

Scheduling addresses “how much” and “what.”

A

False

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33
Q

The network CPM is ideal for showing the owner the status of the project.

A

False

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34
Q

The primary problem with a bar chart is the lack of inter connectivity of the work items

A

True

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35
Q

Activity on Node (AON) is the most common network diagram used in construction

A

True

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36
Q

Mini-schedules are used for more detail on an item of work.

A

True

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37
Q

The network logic stage comes before the sequence stage when producing a schedule.

A

False

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38
Q

Durations have to do with how long an activity will take.

A

True

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39
Q

The critical path is the network path with the most floats

A

False

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40
Q

Procurement activities are associated with obtaining materials and equipment.

A

True

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41
Q

A company’s managerial commitment should include safety

A

True

42
Q

Proper tools and equipment is not a safety consideration

A

False

43
Q

Safety should not be a part of a company’s mission statement

A

False

44
Q

A clear expression of employee concern should be a policy component of a safety manual

A

True

45
Q

Employees should be involved in the development of a company safety manual

A

True

46
Q

Unsafe behaviors cause more safety problems than unsafe conditions

A

True

47
Q

Hazard identification cannot be classified by a change of materials or equipment

A

False

48
Q

Hazards may be created by a change of materials or equipment

A

True

49
Q

A job hazard analysis focuses on jobs and tasks

A

True

50
Q

Hazard mitigation is a primary component of a job hazard analysis

A

True

51
Q

The presentation prepared by Dr. Chris Harper was an industrial construction job

A

False

52
Q

Dr. Harper worked as a plumber for five years after high school

A

True

53
Q

Dr. Harper worked on Hilton hotel project in Hawaii

A

False

54
Q

Primevera P6 is a scheduling program

A

True

55
Q

The management program used on the Hawaii project was Pro Log

A

True

56
Q

The bathroom counters used material from Spain

A

False

57
Q

The hotel project in Hawaii took more than 2 years to complete

A

False

58
Q

The hotel project conducted no work on “Aloha Friday.”

A

False

59
Q

Dr. Harper was the project manager on the Hawaii project.

A

False

60
Q

Rain caused a “small river” to flow through part of the Hawaii project

A

True

61
Q

The guest lecturer, John Manion, works for Boh Brothers

A

False

62
Q

A presenter’s first rule regarding changes to the work is “first, do no harm.”

A

True

63
Q

A change order means accepting no more risk

A

True

64
Q

Change orders should be seen as an opportunity to make a large profit

A

False

65
Q

Unforseen conditions do not justify a change order

A

False

66
Q

Change orders may arise from regulatory compliance.

A

True

67
Q

Knowing the contract will not help you when it comes to a change order.

A

False

68
Q

Time is one of the scopes to consider when pricing a change order.

A

True

69
Q

Equipment is one of the scopes to consider when pricing a change order.

A

True

70
Q

There are legal implications to consider when doing a change order.

A

True

71
Q

A construction project should be monitored to assure contract compliance

A

True

72
Q

Documentation includes material delivery tickets

A

True

73
Q

The quality of the work force does not impact performance.

A

False

74
Q

Field observations are useless for tracking quality

A

False

75
Q

Cost control requires documentation

A

True

76
Q

Corrective action has to wait until the project is completed

A

False

77
Q

Delays in construction are expected and cannot be measured

A

False

78
Q

Completion date forecasts are part of management reports

A

True

79
Q

The status of productivity is unimportant in management of a project.

A

False

80
Q

Subcontractor performance is important in evaluating project performance

A

True

81
Q

Quality is “meeting or exceeding the requirements established in the design documents.”

A

True

82
Q

Quality is determined by the owner’s expectations.

A

True

83
Q

One of the objectives of QA/QC is doing the job correctly the first time

A

True

84
Q

Removing and reworking incorrect work costs approximately twice that of doing it right the first time.

A

False

85
Q

“TQM” stands for Terminal Quality Management.

A

False

86
Q

Selection of subcontractors is part of Quality Assurance, not Quality Control.

A

True

87
Q

Training is part of Quality Assurance, not Quality Control.

A

True

88
Q

Testing of materials is part of Quality Assurance, not Quality Control.

A

False

89
Q

Building code inspections are part of Quality Control.

A

True

90
Q

Quality is the most important thing for a contractor on a project.

A

False

91
Q

There are three project closeout reports

A

True

92
Q

Substantial completion is when the project is completely paid

A

False

93
Q

Commissioning is part of construction close-out.

A

True

94
Q

Punch list is part of construction close-out.

A

True

95
Q

ProCore is a construction management program.

A

True

96
Q

A certificate of substantial completion should not be recorded at the courthouse

A

False

97
Q

Final payment is part of contract close-out.

A

True

98
Q

Retainage is a penalty amount kept by the owner.

A

False

99
Q

Operation and maintenance manuals are part of contract closeout

A

True

100
Q

Our guest lecturer, Rudy Comeaux, works for Turner Industries.

A

False

CM 1011 (2 decks)

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