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NCARB Project-Management Exam Syllabus Topics:| Topic | Details | | Topic 1 | - 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.
| | 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 | - 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 5 | - 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.
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NCARB ARE 5.0 Project Management (PjM) Exam Sample Questions (Q48-Q53):NEW QUESTION # 48
Near the end of a routine job site visit, the architect begins to assemble notes. The owner's representative then arrives on site unexpectedly. The architect, owner's representative, and contractor discuss and resolve several outstanding project issues. The architect begins writing correspondence to distribute to the project team when the architect returns to the office.
In addition to a Meeting Record, which of the following documents should the architect create?
- A. Field Observation Report
- B. Email Message
- C. Action Item List
Answer: C
Explanation:
In this scenario, after a job site visit and an impromptu discussion among the architect, owner's representative, and contractor resolving outstanding issues, the architect prepares to document these outcomes.
* Meeting Record:This is the formal documentation of what was discussed during the meeting or site visit, capturing key points, decisions, and general observations.
* Action Item List:This is a crucial document following such meetings, especially when specific tasks, responsibilities, or follow-up actions are assigned to project team members. It lists these action items clearly with responsible parties and deadlines, helping track progress and ensuring accountability.
* Field Observation Report:This report is primarily used to document the architect's observations related to construction quality, progress, and conformance with contract documents during site visits. It focuses on conditions observed, deficiencies, or clarifications needed, not on meeting discussions or issue resolutions.
* Email Message:While emails are often used for communication, they are less formal and do not replace structured project documentation like meeting records or action item lists.
Hence, alongside the Meeting Record, the architect should produce anAction Item Listto clearly define and communicate the next steps agreed upon during the discussion.
References from ARE 5.0 Project Management (PjM) division:
* Project communication protocols and documentation practices
* Documentation of site visits and meeting outcomes (field reports vs. meeting records vs. action items)
* Contract administration and project management guidelines emphasizing clarity in task delegation
* NCARB ARE 5.0 exam prep materials covering communication and documentation during construction administration
NEW QUESTION # 49
An architect is working on a design-build project for a large skyscraper. The architect has completed a conceptual design, finalized the contracts, and hired consultants. The schematic design phase is set to begin in one week.
Which items or tasks are important for the architect to complete during this time? Check the three that apply.
- A. Create a project schedule
- B. Send consultants project constraints
- C. Prepare building permit application
- D. Coordinate the curtain wall detailing with the envelope
- E. Ask consultants to review information and provide input
- F. Identify FF&E vendors
Answer: A,B,E
Explanation:
Verified Answer
At the outset of schematic design, the architect must coordinate with consultants and communicate constraints and expectations to keep the project aligned with goals. Building permits are typically addressed in the construction documents phase. FF&E coordination and curtain wall detailing occur later in design development and construction documents.
Coordination and planning at schematic design are crucial to project integration.
Reference: AIA B101 §3.2 - Schematic Design Phase
NCARB ARE 5.0 Handbook - PjM Content Area 1 and 4
NEW QUESTION # 50
When is a change order required?
- A. To clarify ambiguous contract documents without affecting cost or schedule
- B. To document changes in the scope of work that affect contract sum or time
- C. To reject a contractor's submittal
- D. To approve contractor's payment request
Answer: B
Explanation:
A change order is a formal document modifying the contract scope, cost, or time. It is required when the owner requests changes or unforeseen conditions affect the work. Clarifications without impact do not require change orders but may be handled through interpretations or bulletins. Change orders must be documented and agreed upon by all parties to avoid disputes. This procedure is fundamental in ARE 5.0 PjM contract administration.
NEW QUESTION # 51
During which project phase is the architect primarily responsible for preparing detailed construction drawings and specifications?
- A. Design Development
- B. Bidding and Negotiation
- C. Schematic Design
- D. Construction Documents
Answer: D
Explanation:
The Construction Documents phase is when the architect develops comprehensive and detailed drawings and specifications that define the final design for bidding, permitting, and construction. This phase translates the design intent from schematic and design development drawings into precise documents that guide the contractor's work. Construction documents include plans, elevations, sections, details, schedules, and written specifications. These documents must be coordinated and thoroughly checked to reduce errors and omissions.
This phase also sets the basis for cost estimating and bidding. The architect's role is critical in ensuring these documents conform to all applicable codes, standards, and client requirements. This content aligns with the ARE 5.0 PjM division focus on project phases and deliverables, as outlined in NCARB's ARE 5.0 Handbook and Project Delivery guidelines.
NEW QUESTION # 52
Design Firm ABC is awarded two projects, but they do not have enough staff to support the execution of both projects due to unexpected staffing issues. ABC is deciding if they need to hire staff from an outside firm to execute the projects.
Which one of the following sets of staff members would adequately support ABC's staffing needs?
- A. 1 Designer, 1 Drafter
- B. 2 Drafters
- C. 2 Designers
- D. 1 Lead Architect, 1 Drafter
Answer: D
Explanation:
Comprehensive Detailed Explanation:
From the schedule:
Total lead architect hours needed = 16 + 24 = 40 hrs/week
Firm ABC only has 50% of 1 Lead Architect = 20 hrs/week # Needs 20 hrs more Total drafter hours needed = 80 + 80 = 160 hrs/week Firm ABC has 3 Drafters at 100% = 3 × 40 = 120 hrs/week # Needs 40 hrs more Thus, the firm needs 1 Lead Architect (for 20 hrs) and 1 Drafter (for 40 hrs) from the augmenting firm to meet the requirement.
References:
NCARB ARE 5.0 PjM Handbook - Staffing plans and workload balancing
NEW QUESTION # 53
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