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NCARB Project-Management Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	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 4	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 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.

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NCARB ARE 5.0 Project Management (PjM) Exam Sample Questions (Q64-Q69):

NEW QUESTION # 64

Prior to the project kick-off, the architect requests to add an additional week of review time to the schedule for each design submission for coordination with their consultants. Based on the schedule provided, what is the earliest start date for construction with the additional review periods?

A. November 1
B. October 4
C. October 11
D. October 25

Answer: D

Explanation:
There are three phases with design submissions:
SD 30%
DD 60%
CD 90%
Adding 1 extra week for review to each of those phases results in 3 additional weeks total.
Original end of Bidding/Negotiation = October 4 # Add 3 weeks = October 25 Coordinating review time with consultants is a best practice and should be reflected in planning deliverables.
Reference: NCARB ARE 5.0 Handbook - PjM Content Area 3: Project Work Planning AIA Best Practices on project scheduling

NEW QUESTION # 65
A construction project is one week away from the date of substantial completion as defined by an AIA A201 agreement. The owner comes forward with a major change to the work. The contractor and owner disagree on how much to extend the contract time. The project needs to proceed without delay while the contractor and owner work out the difference.
Which one of the following steps should the architect take?

A. Issue a construction change directive.
B. Issue a minor change in the work.
C. Issue a waiver of subrogation.

Answer: A

Explanation:
When there is a disagreement over cost or time but the work must proceed, the architect can issue a Construction Change Directive (CCD). This allows the work to move forward while the owner and contractor negotiate terms. A Minor Change (B) is only for non-cost/time changes. Waiver of Subrogation (C) pertains to insurance.
CCDs are used under AIA A201 §7.3 when immediate work is needed but consensus hasn't been reached.
This is the formal process to avoid delay in project delivery.
Reference: AIA A201 §7.3 - Construction Change Directives
NCARB ARE 5.0 Handbook - PjM Content Area 5

NEW QUESTION # 66
Which of the following best describes "value engineering"?

A. Eliminating structural components to reduce cost
B. Increasing the project scope to add value
C. Reviewing project design and construction for cost-saving alternatives without compromising function
D. Reducing the project schedule by adding labor

Answer: C

Explanation:
Value engineering is a systematic method to improve the value of a project by analyzing functions and identifying cost-saving alternatives without sacrificing performance or quality. It encourages collaboration between design and construction teams and is often conducted during design development or early construction documents phase. ARE 5.0 PjM highlights value engineering as a risk and cost management tool.

NEW QUESTION # 67
An architect is evaluating a change order.
Where should the costs for the project superintendent or general foreman be included?

A. Field overheads
B. General and administrative overheads
C. Direct field labor hours
D. Direct field labor costs

Answer: A

Explanation:
The costs associated with a project superintendent or general foreman are classified under field overheads.
These are not directly tied to a specific construction activity (like labor laying concrete) but are necessary for managing and supervising the site work.
Field overheads include site-specific expenses such as temporary facilities, safety equipment, and supervisory personnel costs.
General and administrative overheads, by contrast, are associated with the contractor's home office and not directly attributable to a specific project site.
Reference: NCARB ARE 5.0 Handbook - PjM Content Area 2: Project Costs & Budgeting Reference: AIA Document G701 Commentary, AIA Best Practices

NEW QUESTION # 68
Which of the following best describes a construction manager (CM) at risk?

A. The CM is responsible for meeting a fixed or maximum cost of construction.
B. The CM provides early consultation during the design phase and assembles trade contractors.
C. The CM is paid a fixed fee and acts as the owner's agent during construction.
D. The CM advises the owner on constructability and cost management issues.

Answer: A

Explanation:
A CM at risk (CMc) is both an advisor during design and the constructor during the construction phase. A defining characteristic is the Guaranteed Maximum Price (GMP), placing financial risk on the CM for cost overruns beyond the GMP.
Incorrect options:
B and D describe CM as Advisor (CMa), not CMc.
C is too vague and lacks the critical GMP element.
References:
AIA CMc Contracts: A133 and A134
AHPP, 15th ed., Chapter 10: Project Delivery Methods
NCARB ARE 5.0 Handbook - Delivery Methods Overview

NEW QUESTION # 69
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Project-Management Intereactive Testing Engine | Latest Project-Management Braindumps Questions

NCARB Project-Management Exam Syllabus Topics:

Latest Project-Management Braindumps Questions, Exam Project-Management Registration

NCARB ARE 5.0 Project Management (PjM) Exam Sample Questions (Q64-Q69):

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