Pass the IFMA Facility Manager CFM Questions and answers with CertsForce

To maintain LEED certification and meet compliance requirements, the best approach is to review the applicable LEED standards and align the cleaning policy with them. The correct process includes:

Identifying LEED-compliant equipment and supplies for janitorial services.

Ensuring cleaning chemicals, tools, and processes adhere to LEED sustainability guidelines.

Developing a policy and procedure document based on these standards.

Why the other options are incorrect:

(A) Consulting other professionals is useful but does not ensure compliance.

(B) Professional journals provide insights but may not specifically align with LEED certification.

(D) Vendors can provide input, but they may have biased recommendations based on their product offerings​.

Key Performance Indicators (KPIs) are critical for evaluating service quality and contract compliance in outsourced property management. The IFMA Finance and Business competency highlights that KPIs should be pre-defined and monitored to ensure alignment with service agreements​.

Option A (KPIs) is correct because it ensures measurable service performance and accountability.

Option B (Non-compliance response) is important but secondary to setting clear KPIs.

Option C (Regulatory compliance) is a legal necessity, but not the primary focus of contract monitoring.

Option D (Incentives for innovation) is optional and not part of standard contract evaluation.

KPIs drive service efficiency, quality assurance, and contract compliance​.

Facility management communication strategies, such as newsletters, play a key role in keeping occupants informed about operations, upcoming changes, and ongoing projects. The correct answer is:

Providing updates on facilities services ensures transparency and helps users understand how their needs are being met.

Why the other options are incorrect:

(A) Tracking complaints is useful, but the primary goal of communication is not just reducing call center complaints.

(B) Team building is a side effect, not the main objective.

(C) Demonstrating work to senior management is important, but newsletters serve a broader audience​.

Market and available workforce (B) are critical for location decisions as they impact operational efficiency, hiring potential, and overall business success.

Key considerations for facility location:

Proximity to labor force

Market accessibility

Infrastructure and operational costs

Why not other options?

(A) Executive preferences may matter but should not override operational needs.

(C) Construction activity is a minor factor.

(D) Retail/competitor locations are more relevant to commercial businesses than facility management.

The project charter is the first step in initiating any office relocation project. It serves as the formal authorization that outlines:

Project scope – Defines what is included/excluded.

Objectives – Establishes the purpose and expected outcomes.

Key stakeholders – Identifies project sponsors, decision-makers, and involved teams.

Preliminary timeline and budget – Provides a high-level cost estimate and schedule.

Without a project charter, there is no official approval or framework for developing the program, securing budgets, or signing new leases​.

Performance metrics (Option A) are used to measure the success of business continuity plans (BCPs) by comparing actual performance against acceptable operational levels.

Why Option A is Correct?

Performance metrics provide quantifiable data on recovery speed, downtime, and operational effectiveness.

These metrics ensure the continuity plan is aligned with business goals and meets required operational standards.

IFMA’s Emergency Preparedness & Business Continuity competency emphasizes developing measurable performance indicators to assess and improve response strategies.

Why Other Options Are Incorrect?

Option B (Lessons learned): Lessons learned help improve future plans, but they do not measure success in real-time.

Option C (Business case analysis): A business case analysis evaluates the feasibility of a plan, but does not measure performance outcomes.

Effective communication (Option C) ensures that messages are understood, acted upon, and lead to the intended outcome.

A punch-list walk-through (Option A) is conducted to identify deficiencies that the contractor must correct before the final payment is released.

Why Option A is Correct?

The punch list documents defects, unfinished work, and any items that do not meet contract specifications.

Contractors must address these issues before the facility manager or owner approves the project for final acceptance.

IFMA’s Project Management Core Competency emphasizes quality control during construction closeout to ensure compliance with project requirements.

Why Other Options Are Incorrect?

Option B (Ensure the construction site is free from debris): Site cleanliness is important but is not the primary purpose of a punch-list walk-through.

Option C (Walk through the project to discover what needs to be completed): This is part of general project inspections, but a punch-list walk-through is a formal process focused on contract compliance.

For a technology-focused office retrofit, the design must enhance collaboration, connectivity, and security. The correct answer includes:

Open, colorful meeting spaces to foster creativity and teamwork.

Redundant internet connectivity to ensure reliability for high-performance computing.

Increased security measures to protect intellectual property.

Why the other options are incorrect:

(A) Minimal traffic flow and density considerations do not prioritize tech work needs.

(B) Private offices with minimal windows restrict collaboration and natural lighting.

(D) Public transportation is valuable, but minimal decor and high density are not key priorities for a software workspace​.

Incremental budgeting (Option B) relies on historical budget data and makes adjustments based on prior financial performance.

Why Option B is Correct?

Incremental budgeting takes previous years’ budgets and applies incremental increases or decreases based on inflation, cost changes, and expected needs.

It is one of the most commonly used methods in facility management, as FM professionals often base budgets on past expenditures and adjust for expected operational costs.

IFMA’s Finance & Business Core Competency highlights historical budget analysis as a key practice in incremental budgeting.

Why Other Options Are Incorrect?

Option A (Activity-based budgeting): This method allocates budget based on specific activities and cost drivers, rather than historical data.

Option C (Revenue-based budgeting): Revenue-based budgeting ties expenses to projected revenue rather than historical spending trends.