Pass the IFMA Facility Manager CFM Questions and answers with CertsForce

Project management follows the iron triangle principle—balancing cost, time, and quality. A project cannot maximize all three simultaneously without trade-offs.

The best approach is to work with the sponsor to adjust expectations realistically within feasible constraints.

Implementing the project as instructed (Option B) could result in failure due to unrealistic goals.

Lowering quality (Option C) without stakeholder agreement is unprofessional and risks dissatisfaction.

Cancelling the project outright (Option D) should be a last resort. Instead, negotiation and adjustment are preferred​.

The IFMA Leadership and Strategy competency emphasizes the importance of continuous performance management and regular check-ins​.

Option D (Correct): Regular meetings ensure alignment on goals, progress tracking, and timely feedback.

Option A (Clarifying responsibility during hiring) is helpful but does not replace ongoing guidance.

Option B (Employee setting up their own reviews) lacks managerial oversight and structure.

Option C (Hiring a more experienced employee) does not guarantee success without proper direction.

Proactive management through regular communication improves accountability and performance​.

The Operations and Maintenance competency in IFMA highlights that an Uninterruptible Power Supply (UPS) is the best solution for maintaining power stability.

UPS (C) provides instant backup power to prevent system downtime.

Load shedding (A) reduces power demand but does not provide emergency power.

Redundant PoE switches (B) protect against switch failure but not power outages.

Capacity management (D) ensures proper distribution but does not prevent outages.

By installing a UPS, facility managers can protect critical IT infrastructure from power surges, spikes, and outages.

A punch-list (defects list) walk-through is conducted to identify construction issues that must be corrected before final payment (Option A).

Why Option A is Correct?

It ensures the contractor has completed all work per the contract specifications before the project is officially accepted.

It protects the facility owner from paying for incomplete or substandard work.

IFMA’s Project Management Core Competency states that final inspections and punch lists ensure compliance before closure.

Why Other Options Are Incorrect?

Option B (Ensuring site is free from debris): While cleanliness is important, a punch-list is for identifying construction defects, not cleanup.

Option C (Discovering what needs completion): A punch-list is not about discovering tasks but ensuring contractual obligations are met.

Negotiation (B) is the quickest and most cost-effective way to resolve disputes in a facility contract.

Negotiation fosters a direct dialogue to reach a mutual agreement before escalating to formal legal procedures.

Why not other options?

(A) Mediation involves a third party, which can prolong the process.

(C) Litigation is costly and time-consuming.

(D) Arbitration is binding and may remove flexibility in decision-making.

An access risk analysis (D) is used to evaluate facility security needs, determine authorization levels, and select appropriate security systems.

Why is this important?

Protects sensitive areas

Ensures compliance with safety protocols

Prevents unauthorized access

Why not other options?

(A) A lock hierarchy protocol is a subset of access control but not a comprehensive risk assessment.

(B) Cyber security focuses on digital threats, not physical access.

(C) A sustainability analysis relates to environmental impact, not security.

Risk management involves identifying, assessing, and mitigating risks that could result in liability. This process includes:

Implementing safety procedures and compliance measures.

Training employees on risk mitigation strategies.

Developing emergency response and contingency plans.

Why the other options are incorrect:

(B) Risk avoidance seeks to eliminate risk altogether but is not always feasible.

(C) Liability management is a subset of risk management but does not encompass the entire process.

(D) Limited liability analysis is a financial strategy, not a risk mitigation process​.

Involving facilities engineers early in planning ensures that the design optimizes operations and maintenance (C).

Early involvement allows engineers to recommend design choices that enhance energy efficiency, system reliability, and cost-effective maintenance.

As-built drawings (B) are important but do not influence initial design decisions.

Operational benchmarks (A) can be developed later once the building is in use.

Punch list items (D) are addressed during final construction stages, not in the initial planning.

The Plan-Do-Check-Act (PDCA) cycle is a well-established strategic life-cycle model used for continuous improvement and operational strategy development. IFMA’s Leadership and Strategy competency incorporates this methodology in facility planning​.

Option D (PDCA) is correct because it ensures iterative improvement in strategy execution.

Option A (Understand, analyze, plan, act) is a general problem-solving approach but not a standard strategy model.

Option B (Initiate, plan, execute, close) is the project management lifecycle, not a strategic model.

Option C (Introduction, growth, maturity, decline) describes the business product lifecycle, not a strategy lifecycle.

PDCA is widely used in facilities management, quality control, and performance improvement​.

A Building Automation System (BAS) is an intelligent network of controllers and sensors that:

Monitors and automates HVAC, lighting, security, and other systems.

Uses two-way communication for real-time adjustments and analysis.

Enhances energy efficiency and reduces operational costs.

Options B and D are incorrect as modern BAS systems use two-way communication. Option C includes some BAS functions but does not fully describe BAS as an automation system​.