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CM Term 3 > Planning for Quality & Risk Management > Flashcards

Planning for Quality & Risk Management Flashcards

Meredith's class

1
Q

What are the triple constraints (the “Iron Triangle” or the “PM Triangle”)?

A

Scope
Time
Cost

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2
Q

What is a temporary endeavor with a centered goal, objectives, and constraints to satisfy a business need with a definite beginning and ending?

A

Project

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3
Q

Who plans, organizes, directs, controls, and evaluates the activities in a construction company or a construction department within a company?

A

Construction Managers

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4
Q

Who directs PMs or CMs?

A

General managers or other senior managers direct PMs or CMs.

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5
Q

Name construction company types that employ PMs or CMs.

A
  • Residential
  • Commercial
  • Industrial
  • Construction Departments of companies outside the construction industry
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6
Q

Who is an individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project?

A

Stakeholder

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7
Q

What provides a framework for a project and identifies the stages that correlate to unique work groups?

A

Project Lifecycle

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8
Q

What are the stages of the project lifecycle and what are their terms?

A

Initiation:
Requirements/Feasibility
Planning:
Design/Preconstruction
(Launch)
Work Progress and
Monitoring & Control:
Construction Phase
Close-out: The stage
between completion of
project scope and
turning over to the client

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9
Q

What are the unique work groups?

A

Initiation group
Planning group
Work group
Check group
Close-out group

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10
Q

What milestone is 95% project completion?

A

Scope complete (SC) or Substantial Completion (CCDC 2 2008)

Ready-For-Takeover (CCDC 2 2020)

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11
Q

What are the three foundations of management?

A

Ethics
Safety
Risks

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12
Q

What milestone is achieved at the end of the Initiation stage?

A

Project Charter of
Agreement

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13
Q

What milestones are achieved at the end of the Planning stage?

A

Project Management Plan (PMP)

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14
Q

What milestones are achieved at the end of the Work Progress + Monitoring & Control stage?

A

Scope Complete (SC) or Substantial Completion

Ready-For-Takeover

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15
Q

What milestones are achieved at the end of the Close-out stage?

A

Deliverables Complete (TC)

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16
Q

What is a continuous improvement process that must be applied in these four stages performed cyclically to make processes better and faster?

A

Plan-Do-Check-Adjust process

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17
Q

As the project lifecycle goes through the initiation to close-out stages, the risk and uncertainty become ____?

A

Lesser or Lower

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18
Q

As the project lifecycle goes through the initiation to close-out stages, the cost to change become ____ ?

A

More or Higher

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19
Q

What is the Project Feasibility Process in the initiation phase?

A
  1. Initiation/Business Case Review
  2. Project Identification
  3. Project Definition
  4. Project Agreement
  5. Implementation
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20
Q

What is the Capital Asset Reference Guide (CARG) process in the initiation phase?

A

The CARG process in the initiation phase consists of:
1. Opportunity Assessment
2. Concept Plan Report
3. Business Case
4. Treasury Board Approval
5. Design & Construction

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21
Q

Who developed the CARG process?

A

The Capital Asset Reference Guide is developed by the Ministry of Advanced Education, Innovation, and Technology

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22
Q

What documents are contained in the project initiation?

A

Project Charter
Project Identification &
Project Definition
Project Agreement &
Authorization to Proceed

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23
Q

What is a formal, short document which contains a detailed description of goals, objectives, deliverables and timelines, rationale, impact and benefit statement, strategic partnerships, risk assessment, and funding sources.

A

Project Charter

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24
Q

As a Plan group, are the Construction Management involved in :
1. Fixed Price?
2. Construction Management?
3. Cost Plus?
4. Design Build?
5. IPD?

A
  1. No
  2. Yes
  3. Sometimes
  4. Yes
  5. Yes
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25
Q

As an Initiate Group, is the Construction Management involved in any Contract type?

A

No

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26
Q

As a Work and Close-out group, is the Construction Management involved in any Contract type?

A

Yes

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27
Q

Which iron triangle category do sustainability, aspirational objectives, emotional objectives, and procurement fit into?

A

Scope

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28
Q

Which iron triangle category do resources fit in?

A

Cost
Time

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29
Q

Which iron triangle category do procurement fit into?

A

scope and time

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30
Q

Where do quality, sales, opportunities, and customer satisfaction fit in the iron triangle?

A

Scope
Time
Cost

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31
Q

What are the foundations of the project management triangle that should be managed?

A

Ethics
Safety
Risks

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32
Q

In the Project Cost & Staffing vs. time, as the project progresses, the project cost and staffing ____ until it is nearing the Scope Complete or Ready-For-Takeover where it goes down.

A

Increases

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33
Q

What should be done after Close-out?

A

Lessons learned to bring and apply to the initiation of the next project.

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34
Q

The functional group doesn’t necessarily start and stop within a single phase but may extend across the duration of the project with varying levels of participation. True or False?

A

True

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35
Q

Each project lifecycle phase has a corresponding functional group. True or False?

A

True

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36
Q

On construction projects, the levels of participation does not vary based on contract type. True or False.

A

False

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37
Q

Which group(s) are involved in work progress + monitoring & control stage?

A

Work group
Check group

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38
Q

Where are these items included?
- Facility needs and space use
- Building condition & infrastructure audits
- Hazardous materials and geotechnical assessments
- Land-use and siting analysis
- Traffic and parking impacts
- Phasing and facility continuity
- Conceptual and Schematic Design
- Financing strategies
- Budget risk analysis and schedule implementation

A

Project identification & project definitions

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39
Q

During project identification & project definition, conceptual and schematic design, design only to test options, and detailed design doesn’t start until project agreement are met. True or False?

A

True

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40
Q

What is a formal signed agreement that includes a statement of scope, objectives, deliverables, funding sources, space allocation, schedule, governance, and a communication model?

A

Project agreement

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41
Q

Which type of project lifecycle stage requires a group to redefine objectives, develop project documents and design, further establish schedule, further detail budget, further develop organizational chart, and develop Project Management Plan (PMP)?

A

Planning

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42
Q

What type of project lifecycle stage concerns the completion of work defined in the PMP, satisfying project requirements, coordination of people and resources, management of stakeholder expectations, and substantial completion achievement?

A

Work Progress

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43
Q

Which type of project lifecycle stage requires a group to measure project performance at regular intervals, manage changes, track progress against baseline and continuous tracking?

A

Monitor & Control

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44
Q

Which type of project lifecycle stage requires a group to complete processes and contractual obligations, verify requirements are met, and formally establish the completion of the project (“Total Completion”)?

A

Close-out

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45
Q

What is within a fixed-price contract type?

A

Stipulated Price
Lump Sum
CCDC2

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46
Q

What is within a construction management contract type?

A

CCDC 5A & CCDC 5B

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47
Q

What is within the cost plus contract type?

A

Time and Materials
CCDC 3

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48
Q

What is a design build contract?

A

CCDC 14

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49
Q

What is an IPD contract type?

A

Integrated Project Delivery

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50
Q

Quality throughout the project is not dependent on clearly defined project scope. True or False

A

False

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51
Q

Based on the “Iron Triangle”, if the scope isn’t properly defined, the schedule isn’t adequate or the budget isn’t sufficient the project will struggle to meet the project quality requirements. True or False?

A

True

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52
Q

A risk review is completed during project initiation. True or False

A

True

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53
Q

If key risks aren’t planned for early, they do not impact project success. True or False?

A

False

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54
Q

Project documents and design development is a scope and project requirements which is the basis of quality. True or False?

A

True

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55
Q

What are the design stages?

A
  • Concept Design
    (Initiation -> Planning)
  • Schematic Design - 33% DD
    (Planning)
  • Design Development - 50%, 66%,
    95% DD
    (Planning -> CM onboarded)
  • Construction Documents - 100% DD
    (Planning -> CM onboarded ->
    Tender)
  • Construction Administration
    (CM onboarded -> Tender -> Work
    progress)
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56
Q

Which pre-construction process generates better quality?

A

Real Bid

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57
Q

For these activities: Drawing submittals, Site surveying, Permits, Design Development, Cost/Budget, Schedule, and Tender activities, which project phase does this activities belong to?

A

Preconstruction

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58
Q

The preconstruction activities tie into project quality and risk due to?

A

Underestimation of costs
and schedules,
Incomplete drawings,
Missing scope,
No clear understanding of
cost, schedule, and scope

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59
Q

What are some risks in preconstruction?

A

Market/material shortage, Recession,
Interest rate hike

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60
Q

These are the ____ in Real Preconstruction for ____ perspective:
- Lower base fees
- Often preconstruction is not reimbursed or minimally reimbursed
- Trade relationships since they don’t get compensated (usually)
- Delivering a budget that is too low
- Harder to “blame” others (transfer risk) for errors
- Submit a high budget and get blamed for it or removed from job
- Tie up valuable human resources

A

Risks
CM

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61
Q

These are the ____ in Real Preconstruction for ____ perspective:
- Build relationship
- Build early project pipeline
- Gain knowledge, experience, resume
- Potential fees due to minimized (or no) competition
- Can “date” a project and team before “marrying” it
- Hit the ground running upon award
- Agency over the design provides a stronger attachment and improved document quality (potential for success)
- Cover staff in between projects *

A

Reward
CM

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62
Q

These are the ____ in Real Preconstruction for ____ perspective:
- Locked into contractor and may be at the mercy of their pricing strategy as the project is usually not competitively bid once design is complete
- If project is over budget, may be tricky to switch course.*
- Contractor may be operating in their best interest over the owner’s
- Design may be compromised for cost
- Trust and assumptions about trade pricing and benchmark data

A

Risk
Owner

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63
Q

These are the ____ in Real Preconstruction for ____ perspective:
- Lower base fee*
- Can “date” a CM before “marrying” it
- Hit the ground running upon award
- Contractor has more investment in project and accountability for decisions
- Minimal price for valuable expertise that other team members don’t have
- Budget and schedule certainty to tendered budget (cost predictability)
- Get a professional understanding of risk
- Higher quality construction documents

A

Reward
Owner

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64
Q

Who are these:
General Manager
Operations Manager
Business Development
Procurement
Owner
Designer
Project Executive?

A

Preconstruction Key Players

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65
Q

Who is involved in preconstruction?

A

Architects
Engineers
Client
QS/Cost Consultant

Estimator(s)
Procurement Manager
Project Manager
Superintendent

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66
Q

In phased procurement, what important thing does the PM should do?

A

Look for scope gaps

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67
Q

Where do we see additional geotechnical studies to supplement reports and site surveys?

A

Early Works Package

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68
Q

Who does the prep laydown areas and temporary facilities?

A

Demolition and Civil Contractors

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69
Q

Who disconnects and early procure generators?

A

Mechanical and Electrical Contractors

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70
Q

Who does the job of concrete supply + labour, formwork carpenters and rebar especially in foundation?

A

Structural

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71
Q

What is used for laser scanning,
clash detection, logistics planning,
phasing planning, and virtual reality?

A

Building Information Modelling (BIM)

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72
Q

Why does Project Close-out begin in ____?

A

Day 1, because it needs to be in subtrade scope and it takes time

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73
Q

Scope, stakeholder requirements, quality, contract, schedule, finances, team, etc. are included in ____?

A

Closing out a whole project

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74
Q

What avoids discrepancy at project completion?

A

Early and clear definition of scope and project requirements

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75
Q

What are these items:
Certificate of Completion
Waiver of Lien
General Release of Holdback
Bonding
Final Consent of Surety
Contractor-controlled insurance.
program finalization

A

Contracts and Insurance with Owner and Subtrades

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76
Q

Should you pay the trades out too early? Why?

A

No, leave enough $ for close-out

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77
Q

What are the items below?
Certificate of Completion
Waiver of Lien
General Release of Holdback
Bonding
Final Consent of Surety
Contractor-controlled insurance
program finalization

A

Contracts and Insurance with Owner and Subtrades

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78
Q

What is included in the complete schedule items?

A

Final Inspections
Commissioning
Deficiencies

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79
Q

What is one of the challenges in scheduling items?

A

Not allowing enough time for close-out activities.

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80
Q

We should complete all schedule items before any damages. True or False?

A

True

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81
Q

What happens if we rush to end close-out activities?

A

We create extra quality issues.

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82
Q

Damage clauses can tie to items like as-builts. True or False?

A

True

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83
Q

Historical information (used for sales and marketing and estimating) and customer summation is an example of?

A

Lessons Learned & Final Report

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84
Q

How do we forget to think of the client and the next project?

A

We get so busy finishing the project.

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85
Q

According to Herzberg’s Theory of Motivation, we need to reward our team throughout but especially important at the end of a project. True or False?

A

True

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86
Q

Rewarding the team, performing team member assessments, creating closure events with the larger project team, and celebrating successful completion before moving to the next project are examples of?

A

What needs to be done after close-out.

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87
Q

Absence demotivates. True or False

A

True

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88
Q

Paychecks, benefits, safety, vacation time, sick leave, and work relationships are examples of?

A

Employee expectations / Hygiene agents

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89
Q

Financial bonuses, paid time off work, promotions, educational opportunities, and responsibilities are examples of?

A

Motivating agents / Employee goals / Rewards for performance

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90
Q

What are the flow to close-out activities?

A

Pre-construction
0% - Site preparation/Foundations
25% - Frame/Structure
50% - Closed-in/Enclosures
75% - Largely complete
95% Complete
98% - Substantial Completion
(Ready-For-Takeover)
100% Complete
Post-construction

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91
Q

In ____ we:
Establish a close-out strategy in the
contract assumptions and
clarifications
Understand your documents
Define project close-out
requirements and goals (internal
and external)
Establish a punch list procedure
Write close-out requirements into
subcontracts
Understand your contract
Consider the owner’s special
considerations.

A

Pre-construction

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92
Q

In ___ we:
List all contract deliverables
Create a detailed submittal schedule
Include close-out items in the
subcontractor billing schedule of
values
Hold Subcontractor kick-off meetings
Create a COR for every allowance
Setup the budget

A

Site preparation/Foundations

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93
Q

In ___ we:
Conduct Insurance Check-in
Setup close-out matrix document
Put close-out activities in the master
schedule
Set-up close-out files
Identify 10 subcontractors for early
close-out
Settles issues quickly and frequently
Stay current with the subcontractor’s
change orders
Establish expectations with the client
for format, review, and approvals
for O&M Manuals

A

25% Complete - Frame & Structure

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94
Q

In ___ we:
Conduct Insurance Check-in
Check-in on the status of all
subcontractors
Submit close-out letter to subcontractors
Track project cost and close-out status
Hold internal close-out meeting
Dry-run example of O&M manual for
review and acceptance.

A

50% Complete - Enclosures

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95
Q

In ___ we:
Conduct Insurance Check-in
Start work-to-complete list
Establish a punch list process
Establish a certificate of occupancy
process with authorities
Make systems start-up checklist
Coordinate with the commissioning
agent
Begin training, testing and
certifications
Submit attic stock
Discuss “day 2 work” with owner
Determine milestones for start-up

A

75% Complete - Finishes

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96
Q

In ___ we:
Punch list items all identified
Obtain a certificate of occupancy
Operations personnel trained
Deliver O&M materials
Transfer utilities and insurance to the
owner
Owner controls access
Subcontractor close-out meetings
ongoing

A

95% Complete

97
Q

In ___ we:
Financially close-out at least half of
contracts
Submit final updated O&Ms and as-builts
Insurance close-out procedures
Establish warranty management
process
Receive Certificate of Completion
Final subcontractor close-out meeting
Close all outstanding items
Subcontractor close-out letter
Final payment approval letter to
subcontractors
Subcontractor Final Application for
Payment
Final release of lien/general release

A

98% Complete - Substantial Completion

98
Q

In ___ we:
Completed punch list
Deliver all contract items
Negotiate final contract value
Issue final change order
Get the last 1% done

A

100% Complete (Final Completion)

99
Q

In ___ we:
Perform 10-month walk-through
Manage warranty calls
Retain/store project records
Document lessons learned and best
practices

A

Post Construction

100
Q

In close-out, 99% complete can be counted as 100% complete. True or False

A

False

101
Q

What is one of the biggest problems with close-out?

A

Getting everything 100% complete

102
Q

Why is it hard to get to 100% completion?

A

Teams get tired (especially on long
projects)
Late changes by owners
Staff gets pulled from the project
near the end of the project

103
Q

Why is it important to reach 100% completion (close-out)?

A

Burns staff out (as they have to keep
running the project process for an
open project)
Creates risk with insurance
Frustrates the clients & harms the
relationship, your brand, and future
job prospect
Expensive as resources have to keep
running budgets and other project
management processes
Contractors take time to get back and
complete close-out as they have
other projects

104
Q

Quality needs to be implemented throughout the project but not the close-out. True or False.

A

False,
Quality needs to be implemented throughout the project and the close-out.

105
Q

The punch list is the final check and quality in itself. True or False.

A

False
(Punch list is the final check, not quality in
itself)

106
Q

What risks do project incurs the longer close-out is delayed?

A

Schedule risk
Financial risk
Insurance risk
Contract risk
Trade relationship risk
Reputation risk

107
Q

Unresolved claims may be subject to ___.

A

Litigation upon close-out

108
Q

A person engaged by (under a contract with) an owner regarding an improvement to perform or provide work can ____ .

A

File a Builder’s lien

109
Q

In the CM contract (CCDC 5A), CMs can hire or pay subcontractors and pass funds through trade contracts between the owner and trades. True or False?

A

False, (CM can only administer trades in CCDC 5A)

110
Q

When a CM enters contracts with trades, the contract does not indicate the GC as the agent for the owner. True or False?

A

False
(It does indicate the GC as the owner’s agent)

111
Q

If the CM contract allows own-forces work the CM has the right to lien. True or False?

A

True

112
Q

Builders liens are municipal. True or False?

A

False
(Builders liens are provincial)

113
Q

Holdback of 10% of the general contract price is mandatory unless it is under $100,000 or the provincial government indicates otherwise. True or False?

A

True

114
Q

What are the triggering events of Builders Lien?

A

Issuance of Certificate of Completion
of a contract or subcontract
Completion, termination, or
abandonment of the project

115
Q

How many days for lien filing?

A

45 days after the project is substantially completed (98% complete), abandoned or ended.

116
Q

When is the latest day to release holdback?

A

55 days after the Certificate of Completion is issued.

117
Q

3-2-1 Percentage of cost to complete formula OR Ready for Use “Suitable for purposes intended, kicks off warranty, insurance close, and contract close are examples of ___ ?

A

Substantial Completion Requirements

118
Q

The contractor or subcontractor has to request a ___ which the payment certifier has to agree or refuse “it” within ___ days.

A

Certificate of Completion Issuance
10

119
Q

What happens after 7 days of issuance of a certificate of completion?

A

The payment certifier delivers a copy of the Certificate and post a Notice of Certificate of Completion

120
Q

What are the CM and Payment Certifier tasks after the Issuance of the Certificate of Completion?

A

CM - File lien within 45 days
Payment Certifier - Release Holdback
within 55 days

121
Q

What are the steps/timelines within the Builder Lien Act from the Payment Certifier’s perspective?

A

Receive a request for the Certificate
of Completion (by the Head
Contractor or Subs)
Respond to certificate of completion
issuance request within 10 days
On Day 1 of the Certificate of
Completion Issuance, 45-day lien
period begins
Provide a copy of the certificate of
completion and post a Notice of
Certificate of Completion within 7
days of the issuance
Release Holdback within 55 days
which starts on Day 1 of the
issuance

122
Q

What are the steps/timelines within the Builder Lien Act from the Contractor’s or Subs’ perspective?

A

Request for Issuance of Certificate of
Completion
On Day 1 of the Certificate of
Completion Issuance (start of
45-day lien period), issue a
preliminary Holdback release
invoice.
Receive the 10% holdback within 55
days

123
Q

Rank the Substantial Performance of the Work Timeline from start (top) to finish (bottom):
a.) Contractor submits application for SPOTW to the Consultant
b.) Certificate issued for Substantial Performance of Work
c.) Contractor Inspection (best practice)
d.) 20 calendar days for Consultant to respond to the Application (CCDC 2)

A

c, a, d, b

124
Q

Rank Ready for Takeover Timeline from start (top) to finish (bottom):
a.) Set a date for finishing the Work
b.) Contractor submits an application
list of items to be completed or
corrected for Ready-For-Takeover
to the Consultant.
c.) Consultant gives reasons why the
Work is not Ready-For-Takeover,
OR Consultant confirms Ready-For
Takeover.
d.) Contractor Inspection (best
practice)
e.) 10 calendar days for the
Consultant to respond to the
application

A

d, b, e, c, a

125
Q

What is “the systematic process for achieving, verifying and documenting that the facility and its systems, subsystems, and equipment are planned, designed, installed and tested and are capable of being operated and maintained according to an Owner’s Project Requirements (OPR) document?

A

Commissioning

126
Q

We need commissioning because the project delivery system typically does not provide a responsible party for verifying systems operate per design intent. True or False?

A

True

127
Q

Mechanical systems can operate per design intent without commissioning. True or False?

A

False

128
Q

When does commissioning happen?

A

From Planning stage to Close-out stage

129
Q

What is BOD in Construction?

A

Basis of Design

130
Q

GC, Designers, CA (owner/3rd party), and owner facilities represents:

A

The Cx Team

131
Q

Responsibilities, Scope of Work, Testing Protocols, Preliminary Schedule, and
Deliverables represent?

A

The Cx Plan

132
Q

Installation Verification, Operational Performance Testing, Integrated System Testing, and Training represent?

A

The Cx Specifications

133
Q

Verify equipment and system installation meetings design intent and technical requirements (ie. HVAC as per drawings/specs) represent?

A

Installation Verification

134
Q

We need to verify integrated systems operate properly per design intent under all modes of operation represent for Functional Performance Testing but not the Operational Performance Testing. True or False?

A

False

135
Q

Chilled water/chillers, cooling/tower water, boilers/plant steam, condensate return system, compressed/instrument air; AHU’s, FCU’s, VAV’s, Domestic Hot Delivery, Stairwell Pressurization, Sanitary pump systems, Clean Steam, Paralleling Switchgear, Generators, ATU’s, Power Distribution Units (PDU’s), Security Systems, Emergency Load Shedding, Domestic Water Booster, Smoke Evacuation and Control are examples of?

A

A systems

136
Q

Fire Alarm Testing (AHJ), Fire Pumps and Sprinkler (AHJ), Elevators (AHJ), Food Service (Vendor), Plumbing Fixtures (QC), Lightning Protection (Vendor), Cable Insulation (Sub), Grounding (Sub), Generators/ATU’s, Medical Systems (vendor), Lighting Control (Vendor) are examples of?

A

B systems

137
Q

What needs to be commissioned?

A

A system
B system

138
Q

Establish Cx Team, Review Owner Requirements, Cx Scope and Budget, Develop Cx Plan Draft, Review BOD, DD, CD Design Reviews to meet BOD, Cx Specifications noting responsibilities are examples of?

A

Commissioning in Planning stage

139
Q

Submittal Reviews
Cx Coordination Kick off Mtg
Regular Construction Mtgs
Pre-functional & Functional Observations and Testing
Cx Issue Log
Training Schedule
Commissioning Report

are example of?

A

Commissioning at Work Progress + Monitoring & Control stage

140
Q

What is a gate between planning and work progress (a.k.a. the Project Execution Plan) that is developed before work progress?

A

Project Management Plan

141
Q

11 month warranty review and interviews
Alternate season testing
Warrantee period Cx Report
Recommissioning Plan

are examples of?

A

Commissioning at Close-out stage

142
Q

Why does PMP matter?

A

Project Management Plan acts as a project bible which guides you throughout the project.

143
Q

A lot of projects fail because they don’t have PMP. True or False?

A

True

144
Q

Scope of Work Statement
Schedule, Logistics & Safety
Budget & Cost
Staffing
Procurement Management Plan
Quality Management Plan
Risk Management Plan
Stakeholder Management Plan
Communication Plan

are included in the?

A

PMP

145
Q

Which section is possibly the most important part of the PMP that:
- Clearly defines project scope in terms of goals, objectives and constraints
- is based on SMART goal setting (Specific, Measurable, Actionable, Realistic, Time-bound)
- Defines intangible items (ie. The
aspirational and emotional objectives)
- Creates the foundation for the
contractual agreement
- Creates the foundation for the
the remainder of the plans

A

Scope of Work Statement

146
Q

What is the schedule that the proposal or estimate was based of?

A

Baseline Schedule

147
Q

What is a breakdown of deliverables into work packages (decomposition)?

A

Work Breakdown Structure (WBS)

148
Q

What contains the:
Work Breakdown Structure (WBS)
Critical project milestones & key
contract dates, quality deliverables
etc.
Main activities with durations
including preconstruction and
procurement activities
The flow of activities from start to
finish showing the relationship
(link) between activities
The critical path

A

Schedule & Logistics

149
Q

What is a visual representation of the project showing the site layout, material flow, manpower flow, delivery locations, waste locations, site office, temporary facilities, public interfaces, and any restrictions which may be a 2-D plan or a 3-D plan and connects to the GR/GC study?

A

Logistics Plan

150
Q

Training, team changes, reveals complexities, may reveal knowledge gaps or staffing gaps, and ensures the team is aware of notice requirements for delays are the reasons why what kind of process matter?

A

Schedule Management Process

151
Q

What is the budget that was accepted by the owner at the end of the planning phase including any accepted value engineering items?

A

Baseline Budget

152
Q

___ may include items such as fees, mark-ups, reimbursement on staff rates, tool rentals, or projected savings and is largely dependent on the contract signed.

A

Profit Plan

153
Q

What is GMP?

A

Guaranteed Maximum Price which means that a $2 million project cost $2 million.

154
Q

What is often a separate meeting with a different group of people but sometimes lumped into the Cost Management Plan process?

A

Billings and Accounting

155
Q

This your company will care about as they are trying to forecast their profits – they can only claim profit once the work is in place (meaning it has been completed and billed for). Having a reasonable start point in the PMP allows for simple tweaks over the course of the project. What is this?

A

WIP forecast

156
Q

What plan discusses why wages are often hidden and:
Include all people from the
organizational chart
Indicate the timeframe each person is
allocated to the project and location
of allocation*
Indicate % of a person’s time
allocated to the project
Indicate if staff are reimbursable or
not + rates if applicable*

A

Staff Plan

157
Q

Often this section isn’t needed as it
is clear from corporate policies what
the roles and responsibilities are.
If not defined in the corporate policy
they should be indicated in the PMP
If there are any different expectations
in roles and responsibilities for this
particular project & contract they
should be indicated here

A

Staffing Roles and Responsibilities

158
Q

Indicate all members of the team in a
hierarchy and indicate position. You
will likely have the actual name of
the individual at this stage.
Indicate relationships including
reporting, indirectly reporting and
communication
If someone has multiple roles, this
should be indicated
These are the tasks in ___ ?

A

Staffing Organizational Chart

159
Q

In a staff plan, make sure to include the core team without the staff. True or False?

A

False, include the staff not just the core team

160
Q

What needs to looked at before the drawings in submittal schedule?

A

Specifications

161
Q

In procurement, it is important to ____the project as close to securing the project from the client to avoid any ____.

A

Buy out
Cost increases

162
Q

What happens if you wait too long to buy out?

A

Prices will expire.

163
Q

The contract execution can take some time as there are often a number of clarifications required or additional documentation required. True or False?

A

True

164
Q

What is PMBOK?

A

Project Management Body of Knowledge

165
Q

What is the formal or informal process of defining what the quality requirements or standards are that must be met and how to achieve them?

A

Project Specific Quality Management Plan (QMP)

166
Q

Project quality management is the same as organizational quality management. True or False?

A

False

167
Q

What contains:
Risk Identification: Introduction to
risk and risk categories
Risk Analysis: probability and impact
of risk and risk exposure
Risk Response Strategy: Approaches
to managing risk
Risk Monitoring and Control: Risk
Registers, Planning, and the
lifecycles?

A

Project Specific Risk Management Plan

168
Q

Teams, Procore, email, phonecall, OneNote and Slack are examples of ____ ?

A

Communication (work-together-as-a-team) applications

169
Q

What do we schedule for regular communications?

A

Weekly Meetings with Owner, Architect,
and Consultants
Trade Meetings
Monthly Internal review meetings

170
Q

Contact Information isn’t always needed in PMP but is useful to include for new members if used as a project manual without the information located elsewhere. True or False?

A

True

171
Q

What is a useful tool to define a scope of work statement?

A

Goals, Objectives, and Constraints method

172
Q

A scope of work often includes project purpose (goal and objectives), constraints, scope included and not included, deliverables and metrics. True or False?

A

True

173
Q

What is the acronym of SMART goals?

A

Specific
Measurable
Achievable
Relevant
Time-bound

174
Q

What should you consider when asking, “What must it do”?

A

Goal

175
Q

What should you consider when asking, “What should it do”?

A

Objective

176
Q

What should you consider when asking, “What parameters limit/restrict it”?

A

Constraints

177
Q

What is the degree to which a set of inherent characteristics fulfills requirements and is connected to internal value (cost, and schedule), and customer satisfaction where plan-do-check-adjust is critical?

A

Quality

178
Q

Trust, reputation, repeat work, referrals, relationships, etc. are acquired through ___ regarding quality of work.

A

Customer satisfaction (external value)

179
Q

Plans and specs are clear-cut which is black and white in theory. True or False?

A

False, plans and specs still have ambiguity and the GC is often encumbered contractually by them.

180
Q

Meeting plans and specs means that customer needs are met. True or False?

A

False, these may still not meet the customer’s needs.

181
Q

People’s judgement and their memory of quality get distorted by time. True or False?

A

True

182
Q

What incorporates a stronger focus on stakeholders and the wider context of organizations which builds on 7 quality management principles?

A

ISO 9001:2015

183
Q

What are the 7 quality management principles?

A

Customer Focus
Leadership
Engagement of People
Process Approach
Improvement
Evidence-based decision making
Relationship Management

184
Q

ISO 9001:2015 is used to produce ___?

A

Quality plans
Procedures
Work methods

185
Q

What quality management principle retains the confidence of customers?

A

Customer Focus

186
Q

What quality management principle unifies direction so everyone knows what you are trying to achieve?

A

Leadership

187
Q

What quality management principle is easier to achieve if people are involved?

A

Engagement of People

188
Q

What quality management principle is about understanding activities as processes that link together and function as a system which is predictable with consistent results and improved efficiency?

A

Process Approach

189
Q

What quality management principle is about adapting to evolving conditions?

A

Improvement

190
Q

What quality management principle is about making decisions based on analysis and evaluation of data?

A

Evidence-based decision Making

191
Q

What quality management principle plans to manage relationships as we don’t function in a vacuum?

A

Relationship Management

192
Q

What does poor quality mean?

A

Poor planning

193
Q

Quality should not be a competing project requirement, an after-thought or just added paperwork. True or False?

A

True

194
Q

Direct material costs of rework
Direct labour costs of rework
Direct cost of rework
Direct cost of schedule delay
Indirect costs of productivity, flow disruption, team morale, sickness, reputation

are examples of?

A

Cost of Quality (COQ)

195
Q

Why is quality planned at the project start?

A

Supports cost predictability
Provides internal value (cost savings and
schedule)
Expensive to rectify poor quality

196
Q

Morale has no impact on project success and elimination of rework (all efforts directed towards progress). True or False?

A

False, morale is a key element regarding quality.

197
Q

What does the Quality Management Process include?

A

Quality Management
Quality Assurance
Quality Control

198
Q

What is the formal or informal process of defining what the quality requirements or standards are that must be met and how to achieve them?

A

Quality management

199
Q

Project quality management is the same as organizational quality management. True or False?

A

False, they are not the same.

200
Q

What is the process of ensuring that the project requirements are met and documenting conformance through a quality assessment?

A

Quality Assurance

201
Q

What is the process of monitoring (checking) and recording the results of executing the quality activities to assess performance and recommend changes?

A

Quality Control

202
Q

In the event of a P3, the Owner is Project Co. but Quality Management Plan is not developed by the Project Co.?

A

False, Quality Management Plan is developed by the owner.

203
Q

Who is responsible for quality?

A

All the groups:
Initiation group
Planning group
Work group
Check group
Close-out group

204
Q

When do the Quality Management Processes happen:
1.) Quality Management?
2.) Quality Assurance?
3.) Quality Control

A

1.) QM (Initiation to Close-out)
2.) QA (Planning to Close-out)
3.) QC (Middle of Planning to Close-out)

205
Q

A Project Quality Manager should have a direct line to the Project Director. True or False?

A

True

206
Q

Clear accountability and the ability to stop work are required regarding quality management. True or False?

A

True

207
Q

Rank the “Quality Management Expectations by Industry” from the increased quality requirements to decreased quality requirements.
a.) Manufacturing
b.) Government
c.) Pharmaceuticals
d.) Residential
e.) Commercial

A

d, e, a, c, b

208
Q
  1. Client’s Quality Expectations
    & Requirements
  2. Quality Management Personnel
  3. Quality Communications Plan
  4. Prequalification Process for Bidders
  5. Plan for QA Monitoring
  6. Quality Control Procedures
  7. Identify Nonconformance Procedures

are examples of?

A

Project Quality Management Plan

209
Q

Contract Documents, Regulations, Standards, and Guidelines, Benchmarks, and Testing Requirements are examples of ___ which defines expectations and quality metrics.

A

Client’s Quality Management Requirements

210
Q

___ describes who is involved in the Organizational Chart.

A

Quality Management Personnel

211
Q

Describes how the quality issues will be communicated (Escalation pathways, information pathways, reports, meetings).

A

Quality Communication Plan

212
Q

Includes health and safety, financial stability, history of claims, familiarity and experience with projects of this scope and size.

A

Prequalification Process for Bidders

213
Q

What plan includes both owner Quality Assurance and contractor Quality Assurance and criteria?

A

Plan for Quality Assurance Monitoring

214
Q

____ describes what is required for testing, when, and by whom, how this is communicated and reviewed, what happens with deviations, and how to manage subjective quality standards.

A

Quality Control Procedures

215
Q

____ describes what corrective action to take when defects arise, how these are reported, and how the records are kept.

A

Identify Nonconformance Procedures

216
Q

What contain Contract, Plans, Specifications or Statement of Requirements.

A

Contract Documents

217
Q

What contain Building Code, ASHRAE, ISO Standards, AWMAC etc.

A

Regulations, Standards and Guidelines

218
Q

What is the quality control measurement process and tolerance requirements (often defined in specifications) ie. Concrete strength requirements.

A

Testing Requirements

219
Q

___ - is when work in place complies with defined project requirements.

A

Conformance

220
Q

___ - is work that is not yet completed at the time of inspection but that is neither a material deviation from the plans and specifications.

A

Incomplete Work

221
Q

___ - is when there is a material deviation from the plans or specifications that can not be brought into accordance with currently established procedures.

A

Non-conformance

222
Q

What is the documentation outlining the non-conformance and the plan for managing it?

A

Non-conformance Report (NCR)

223
Q

What is any material deviation from the plans or specifications will constitute a defect, no matter how well the work was performed, even if it works properly?

A

Deficiency or Defect

224
Q

Peer review, BIM Model/Clash, Process Analysis, Meetings, Quality Audits, Shop Drawing Review, Mock-up Reviews, Samples, and Inspections are examples of?

A

Quality Assurance Tools

225
Q

What allows us to understand why the problem happened (the bottom of the iceberg) to avoid repeating the problem (defect) in future projects, future phases and future work?

A

Root Cause Analysis

226
Q

What is a technique from the Lean methods of construction to solve for the root cause of a problem?

A

The 5 Whys

227
Q

What is a cause and effect diagram to understand the root cause by understanding contributing factors to failure you can develop actions to sustain correction?

A

Fish Bone Diagram

228
Q

What is more structured than the “5 whys” but often used together with it?

A

Visual brainstorming tool

229
Q

What are the steps of the fish bone diagram?

A

Agree on problem statement (clear and
specific, not defined in terms of a
solution)
Major categories (i.e., equipment or supply,
environmental factors,
rules/policy/people)
Brainstorm all possible causes (why does
this happen) can be in several categories
Sub-cause can branch off cause
Voting technique to identify top 3 root
causes that could potentially be
addressed

230
Q

Quality Control is used during executing and close-out phases to demonstrate acceptance criteria have been met. True or False?

A

True

231
Q

Statistical Sampling, Testing, Inspections, and Close-out Punchlist are examples of?

A

Quality Control Tools & Techniques

232
Q

What is the Deficiency Procedure

A

Deficiency Identified
Logged (description, location)
Sent to responsible party for correction
Responsible party corrects deficiency
Notify of correction to party who identified
deficiency
Review and/or reinspection
Close deficiency

233
Q

What are the steps of Plan-do-check-adjust method?

A

Plan the system
Plan the procurement
Plan the Work
Clarify the standard
Check the Process
Check the Work
Correct and Adjust

234
Q

Document Control Flowchart is under which PDCA method?

A

Plan the system

235
Q

Submittal and shop drawing reviews are under which PDCA method?

A

Plan the Work

236
Q

Inspection Checklist Forms are under which PDCA method?

A

Check the Work

237
Q

Deficiency, NCR, and PIP Procedures are under which PDCA method?

A

Correct and Adjust

238
Q

Installation Verification and Operational Performance Testing are under?

A

Pre-functional

239
Q

Operational Performance Testing and Functional Performance Testing are under?

A

Functional

CM Term 3 (6 decks)

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