Question 1

A construction professional is leading the construction of a new hospital. The project is halfway through its scheduled time frame. The construction professional monitors the scope along with other project constraints, and thinks that, overall, the project seems to be on track. However, some key stakeholders are concerned about potential cost overruns.What can the construction professional do to address the stakeholders' concerns?

Options :

A : Apply Target Value Delivery (TVD) to identify potential cost variances

B : Apply Earned Value Management (EVM) to analyze project performance

C : Apply Value Engineering (VE) to reduce cost

D : Apply the Project Definition Rating Index (PDRI) tool to assess the completed scope and its related cost

Answer: B

Question 2

During the risk identification phase, the construction professional and their team identified more than 100 risks. The construction professional believes that developing a mitigation plan for each of these risks will take a lot of time, whereas not all of the identified risks are important enough to justify such a measure.What should the construction professional do next?

Options :

A : Identify risk triggers, then develop a mitigation plan for risks that have no triggers.

B : Insert all risks in the risk register, monitor them, and develop a mitigation plan only for risks that are about to occur.

C : Use Monte Carlo analysis to evaluate the overall impact of the identified risks on the project completion date.

D : Conduct a risk assessment to prioritize risks by probability and impact, then develop a mitigation plan for high-priority risks.

Answer: D

Question 3

While controlling the project execution, the construction professional uncovers scope creep caused by a key stakeholder. When checking the Stakeholder Engagement Assessment Matrix, the construction professional finds out that the stakeholder is classified as “committed”.What should the construction professional do?

Options :

A : Nothing, since the scope creep was caused by a key stakeholder.

B : Reverse the scope change since the Change Control Board (CCB) didn’t approve it.

C : Take the scope creep to the CCB or relevant delegated authorities.

D : Nothing, since changes made by committed stakeholders could only have a positive impact on the project.

Answer: C

Question 4

A construction professional is asked to execute a power plant project using the Last Planner System® approach. What are the five connected conversations of LPS

Options :

A : Milestone, release, monthly work, weekly work, and learning

B : Milestone, phase pull, lookahead, weekly work, and learning

C : Roadmap, phase pull, monthly work, weekly work, and learning

D : Roadmap, release, lookahead, weekly work, and learning

Answer: A

Question 5

A construction professional decides to use the PDRI tool throughout the Front End Planning (FEP) process. The construction professional defined four assessment points: after the feasibility study, after the concept phase, during the detailed scope phase, and at the end of the FEP phase.How will the PDRI score typically evolve through these assessment points?

Options :

A : PDRI score should increase

B : PDRI score should decrease

C : PDRI score should be consistent

D : PDRI score should not be consistent

Answer: B

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