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NCARB Project-Management Lead2pass & New Project-Management Test Sample

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NCARB Project-Management Exam Syllabus Topics:

Topic
Details

Topic 1

Contracts: This section of the exam measures the skills of project managers and covers the analysis of contracts that govern the relationships between architects, owners, contractors, and consultants. It highlights verifying adherence to agreements, interpreting key contractual elements, and ensuring consultant work is properly integrated into the project.

Topic 2

Project Execution: This section of the exam measures skills of architectural associates and covers the management of project execution through administrative procedures rather than design decisions. It addresses evaluating budgets, managing scope changes, preparing project documentation in line with delivery methods, and securing necessary approvals from relevant authorities.

Topic 3

Project Quality Control: This section of the exam measures skills of project managers and covers procedures for ensuring quality and maintaining the Standard of Care throughout the project. It focuses on applying regulatory requirements, reviewing documentation for quality, reducing risks and liabilities, and managing the design process to preserve its objectives

Topic 4

Project Work Planning: This section of the exam measures the skills of architectural associates and covers the development and communication of an effective project work plan. It emphasizes maintaining schedules, setting clear criteria for work planning, and ensuring consistent communication with stakeholders, including owners, contractors, consultants, and internal staff.

Topic 5

Resource Management: This section of the exam measures the skills of project managers and covers how to determine the right team composition and manage time allocation for successful project delivery. It focuses on evaluating criteria for assembling teams and ensuring resources are properly managed to execute the project within agreed terms.

NCARB ARE 5.0 Project Management (PjM) Exam Sample Questions (Q61-Q66):

NEW QUESTION # 61
During the predesign phase of a project, the architect discovers that the owner's budget is insufficient to meet the program requirements.
Which of the following should the architect do?

A. Scale down the program to meet the budget.
B. Advise the owner to increase the budget.
C. Recommend that the owner complete the project in two phases.
D. Inform the owner that the project as budgeted is not feasible.

Answer: D

Explanation:
Comprehensive Detailed Explanation:
During the predesign or programming phase, it is the architect's responsibility to advise the owner when the scope and budget are misaligned. The correct professional approach is to notify the owner that the program cannot be met within the current budget. Solutions (phasing or budget increase) may be discussed after this acknowledgment. The architect should not unilaterally scale down the program without owner input.
References:
NCARB ARE 5.0 Handbook - Budget evaluation in Programming/Predesign

NEW QUESTION # 62
Construction of a gymnasium is scheduled to be complete 365 days from the date of the notice to proceed. On Friday, day 355 of the schedule, the contractor submits a punch list to the architect for substantial completion.
The architect agrees to review the punch list on-site after the weekend.
On Monday, the architect discovers that a subcontractor left open a skylight over the weekend, allowing heavy rain to fall into the courtyard area and damage the gymnasium floor. It was determined the flooring must be replaced. The lead time for new flooring is 8-10 weeks, and installation will take 14 days. The architect's agreement with the owner is contracted to end 30 days after substantial completion.
Which of the following documents must the architect prepare immediately? Check the two that apply.

A. A request for liquidated damages for contractor review
B. An invoice for additional services for owner payment
C. A change order to purchase new flooring
D. A notice to the contractor for withholding final payment
E. A punch list for areas not damaged for contractor approval
F. A revised schedule for owner approval

Answer: C,E

Explanation:
The punch list is valid only for work deemed substantially complete. Since the floor is damaged, substantial completion cannot yet be certified, but the architect can and should prepare a punch list for other non-affected areas. Meanwhile, the replacement flooring constitutes a change in scope, requiring a change order. The contractor, being responsible for the damage, will need to correct the work per the General Conditions (A201).
Incorrect choices:
A). The contractor revises the schedule, not the architect.
B). The owner assesses liquidated damages, not the architect directly.
C). No additional services have been performed yet.
E). Final payment withholding applies after project closeout, not now.
References:
AIA A201-2017 §§ 9.8-9.10
AIA B101-2017 §§ 3.6.2 & 4.2.3
NCARB ARE 5.0 Handbook - Construction Phase Services

NEW QUESTION # 63
According to ATA Document C401, Architect-Consultant Agreement, clearances and tolerances required by the mechanical work relative to the structural system are coordinated through which one of the following parties?

A. Structural engineer
B. Contractor
C. Mechanical engineer
D. Architect

Answer: D

Explanation:
According to the ATA Document C401, Architect-Consultant Agreement, the architect is responsible for coordinating clearances and tolerances required by mechanical work relative to the structural system. This means that the architect acts as the central coordinator among consultants, ensuring that mechanical systems fit properly within the structural framework without conflicts.
The architect reviews mechanical engineer's drawings and requirements for clearances and tolerances and communicates these needs to the structural engineer or contractor as necessary. This coordination helps prevent conflicts during construction and ensures the project integrates all disciplines smoothly.
This responsibility falls on the architect because the architect oversees the entire project design and facilitates coordination among all consultants. Neither the structural engineer nor the mechanicalengineer alone manages this coordination, and the contractor typically implements the work rather than designs or coordinates these specific technical clearances.
References from ARE 5.0 Project Management (PjM) division:
* ATA Document C401 Architect-Consultant Agreement overview - roles and responsibilities section
* Coordination and communication tasks assigned to the architect in multi-disciplinary projects
* Project Management guidelines emphasizing the architect's role in consultant coordination

NEW QUESTION # 64
What is the best method for an architect to reduce liability related to unknown site conditions?

A. Assume full responsibility for site conditions
B. Use the same geotechnical report for multiple projects
C. Clearly define the scope of services and responsibilities in contracts
D. Ignore unforeseen conditions unless notified by the contractor

Answer: C

Explanation:
The architect reduces liability by clearly defining scope, responsibilities, and exclusions in contracts, particularly regarding site conditions. Site investigations and geotechnical reports are typically the owner's responsibility. The architect should not assume unknown conditions or ignore notifications. Using outdated or non-specific reports is risky. ARE 5.0 PjM addresses risk management, scope clarity, and contract administration to mitigate liability.

NEW QUESTION # 65
An architecture firm is negotiating a contract with an owner for a $2,000,000 project. The proposed architectural-only fee is 5% of the cost of construction through the end of the Construction Document Phase.
During the negotiations, the owner wants to apply for a building permit in 7 weeks without exceeding the original budget constraints. The project staff currently consists of 2 people who have an hourly rate of $100.
What is the minimum project staff required to meet the owner's new schedule?

A. 0
B. 1
C. 2
D. 3

Answer: A

Explanation:
Comprehensive Detailed Explanation:
Step 1: Fee available through CD phase:
$2,000,000 × 5% = $100,000
Step 2: Time constraint: 7 weeks
Hourly rate: $100/person
Max hours affordable: $100,000 ÷ $100 = 1,000 hours
Step 3: Hours per person over 7 weeks:
Assume 40 hours/week # 1 person = 280 hours
X = number of people
280 × X = 1,000 hours # X = ~3.57 # round up # 4 people
References:
NCARB ARE 5.0 Handbook - Fee calculation, budgeting, and scheduling
Ballast ARE 5 Review Manual - Staff planning exercises

NEW QUESTION # 66
......

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