Free IFMA CFM Practice Exam with Questions & Answers | Set: 4

Life-cycle costing (LCC) accounts for all costs associated with a building throughout its lifespan, including:

Initial costs (planning, design, construction).

Operational costs (utilities, maintenance, repairs).

End-of-life costs (renovation, decommissioning, disposal).

LCC enables informed decision-making by comparing long-term cost implications of different design and material choices, supporting sustainable and cost-effective facility management​.

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​.

The IFMA Project Management competency highlights that ensuring project requirements are met involves testing, analysis, inspection, and verification methods.

Testing: Conducting controlled experiments or trials to validate performance.

Analysis: Evaluating results to ensure compliance with design and functional specifications.

Inspection: Physically examining equipment or processes for adherence to standards.

Interpolation: Utilizing data from tests to predict performance in similar conditions.

This method ensures that all aspects of project requirements are validated before project completion. Other options, such as negotiation (A) or interviewing (C), are more related to stakeholder communication rather than verification.

The Strategic Plan aligns real estate decisions with long-term business objectives, ensuring that space planning, lease agreements, and facility investments support organizational goals. It considers:

Growth projections and space needs.

Cost-benefit analysis of owning vs. leasing.

Sustainability and energy efficiency.

While budget (A), leasing analysis (C), and capital investment strategy (D) provide valuable insights, they do not encompass the broader strategic alignment required for master planning​.

When a Building Automation System (BAS) comes back online after a power loss, physical verification of HVAC equipment operation is essential to:

Confirm system restart success – Some components may not fully reboot.

Check for mechanical failures – Power loss could trigger equipment malfunctions.

Avoid incorrect system readings – Remote monitoring may not reflect actual conditions.

Lowering temperature settings (Option A) is ineffective because it will not speed up cooling. Calling an onsite occupant (Option B) provides limited insight into the system’s condition. While installing a generator (Option D) is a long-term solution, it does not address the immediate issue​.

The first step in developing a strategic facility technology plan is to conduct an assessment of existing technology to establish a baseline. This includes:

Evaluating current systems and infrastructure to identify strengths and weaknesses.

Determining gaps between current and desired capabilities.

Understanding integration challenges with future technologies.

Why the other options are incorrect:

(A) Determining employee skills comes after identifying technological needs.

(B) Reviewing corporate plans for renovations is important but does not directly address technology planning.

(C) Researching new technologies is valuable but should be done after assessing what is currently in place​.

A lease with a purchase option is commonly chosen when an organization lacks the initial capital for an outright property purchase. This arrangement allows the organization to secure the use of a facility while deferring the financial burden of full ownership until later. Such an approach provides flexibility, preserves cash flow, and allows time to assess whether the location meets long-term strategic needs. Facility managers must consider factors like lease terms, maintenance obligations, and future financial impact before opting for this strategy​.

The best practice is to use data that is valid and relevant (D) to ensure meaningful analysis and decision-making.

Effective performance management depends on accurate, comprehensive data covering both successes and failures.

Why not other options?

(A) Hiring an independent consultant may be unnecessary and costly if internal resources can conduct the analysis.

(B) Focusing only on subpar performance ignores opportunities for overall improvement.

(C) Restricting analysis to 12 months may exclude valuable long-term trends.

Project evaluation assesses whether the project's objectives are being met (A) by reviewing performance, deliverables, and alignment with organizational goals.

Key aspects of project evaluation include:

Measuring efficiency and effectiveness

Identifying areas for improvement

Ensuring alignment with strategic objectives

Why not other options?

(B) Resolving disputes is a legal or contractual matter, not the main purpose of evaluation.

(C) Providing project control relates to project management but does not define evaluation.

(D) Tracking progress is part of monitoring, which is separate from evaluation.

A Building Automation System (BAS) is designed to control HVAC, lighting, and other facility systems. The IFMA Technology competency emphasizes the role of automated building controls in energy efficiency and maintenance​.

Option A (BAS) is correct because it monitors and adjusts building systems for efficiency and performance.

Option B (GIS) is used for geographical mapping, not system control.

Option C (CMMS) is for maintenance tracking, not direct system control.

Option D (BIM) is for building design and lifecycle management, not real-time system operations.

BAS systems optimize energy use, reduce operational costs, and improve occupant comfort​.