The best time to make changes (Option B) is during the Schematic or Design Development phase, when the design is still flexible.

Why Option B is Correct?

Changes during this phase are less costly and disruptive.

It ensures that input is incorporated before detailed construction drawings are finalized.

IFMA’s Project Management Core Competency highlights that early-stage design input minimizes costly revisions during construction.

Why Other Options Are Incorrect?

Option A (Construction Documents phase): Changes at this stage require major redesign work and increase costs.

Option C (Early Construction phase): Changing the design after construction starts leads to significant delays and budget overruns.

Benchmarking (Option C) is the process of comparing performance metrics with industry standards or competitors.

Why Option C is Correct?

Benchmarking helps facility managers measure operational efficiency and identify areas for improvement.

This approach aligns with best practices and industry standards, ensuring FM operations remain competitive.

IFMA’s Finance & Business Core Competency highlights benchmarking as an essential tool for performance evaluation.

Why Other Options Are Incorrect?

Option A (GAP Analysis): GAP analysis compares current performance to a desired future state, but benchmarking compares against competitors.

Option B (SWOT Analysis): SWOT focuses on internal and external factors, not industry-wide performance comparisons.

A skills gap analysis (Option C) is essential for identifying training needs and developing future leadership within FM operations.

Why Option C is Correct?

It helps determine where employees need skill development for leadership roles.

Supports targeted training programs that prepare staff for future responsibilities.

IFMA’s Human Factors & Leadership Strategy Core Competency highlights succession planning as a key leadership responsibility.

Why Other Options Are Incorrect?

Option A (Staff interviews about promotions): Interest alone does not qualify an employee for leadership. Skills and readiness must be assessed.

Option B (Reviewing staff goals): Goals are useful, but they do not assess actual competency gaps.

The most appropriate response to a workplace accident is to retrain staff in existing risk assessments and safe work practices (Option B).

Why Option B is Correct?

Immediate retraining ensures employees understand and follow safety procedures to prevent future incidents.

It demonstrates proactive risk management and compliance with workplace safety standards.

IFMA’s Risk Management & Emergency Preparedness Core Competency emphasizes ongoing training and reinforcement of safety protocols.

Why Other Options Are Incorrect?

Option A (Review risk assessments in six months): Too slow—risk management should be immediate.

Option C (Disciplining those aware of the risk): Risk management focuses on prevention and correction, not blame.

The IFMA Sustainability and Environmental Stewardship competency highlights the importance of pilot testing sustainability initiatives to ensure operational effectiveness​.

Option B (Correct): Testing restrictors in select restrooms allows for user feedback and potential adjustments.

Option A (Implementing without review) may lead to negative customer experiences.

Option C (Installing and removing without informing the WPM) is unethical and violates internal governance.

Option D (Refusing installation outright) conflicts with sustainability initiatives.

Pilot programs balance sustainability goals with user experience​.

Outsourcing facility management services (C) is the best solution for a new operation that will expand over time.

Advantages of outsourcing:

Provides flexibility for future expansion

Reduces overhead costs

Ensures service continuity without permanent staffing commitments

Why not other options?

(A) Temporary agency staff may lack the expertise for long-term operations.

(B) Hiring permanent staff is premature for an evolving operation.

(D) Relocating existing staff could disrupt corporate operations.

The PMBOK Guide (Project Management Body of Knowledge) by the Project Management Institute (PMI) defines Scope Management as a core knowledge area for project planning and execution​.

Option B (Scope Management) is correct because it ensures project objectives, deliverables, and boundaries are clearly defined.

Option A (Design Management) is a subset of project planning but not a PMBOK knowledge area.

Option C (Construction Management) applies specifically to construction projects but is not a PMBOK knowledge area.

Option D (Vendor Management) is part of procurement management, not a standalone PMBOK category.

Scope Management is crucial for defining project requirements, managing changes, and ensuring successful project execution​.