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IFMA CFM Exam Questions
- Topic 1: Occupancy and Human Factors: This section measures the skills of Facility Managers and covers the workplace environment, occupant services, and occupant health, safety, and security. Understanding these factors is essential for creating a conducive and safe work environment for all occupants. Operations and Maintenance: This domain assesses the capabilities of Operations Managers in managing buildings, systems, infrastructure, and grounds. It includes overseeing furniture, fixtures, and equipment, ensuring physical safety and security, and implementing effective operations and maintenance processes. Knowledge of work management support systems and handling renewals and renovations is also critical.
- Topic 2: Sustainability: This section evaluates the skills of the target audience in managing sustainability initiatives. It covers energy management, water management, materials and consumables management, waste management, and workplace site management to promote environmentally responsible practices within facilities.
- Topic 3: Facility Information Management and Technology Management: This domain focuses on the skills of Information Technology Managers in data collection and information management. It includes information protection and cybersecurity, technology needs assessment and implementation, and maintenance and upgrades of technology systems to ensure efficient operations.
- Topic 4: Risk Management: This section measures the skills of Risk Managers in planning for risk management. It includes emergency preparedness, response, recovery strategies, facility resilience, and business continuity planning to mitigate potential risks associated with facility operations.
- Topic 5: Communication: This domain assesses the abilities of Risk Managers in planning, delivering, and evaluating communication strategies within facility management. Effective communication is vital for ensuring that all stakeholders are informed and engaged.
- Topic 6: Performance and Quality: This section evaluates the skills of the target audience in quality management and performance management. It emphasizes the importance of maintaining high standards in facility operations to ensure efficiency and effectiveness.
- Topic 7: Leadership and Strategy: This domain focuses on the competencies of Facility Managers in strategic planning and alignment with organizational demands. It covers policies, procedures, compliance issues, individual and team management, leadership qualities, relationship management, change management, corporate social responsibility, and understanding external factors affecting facility management.
- Topic 8: Finance and Business: This section measures the skills of Financial Managers in operational and capital budgeting processes. It includes evidence-based decision-making processes, procurement strategies, contracting practices, financial analysis, and reporting to ensure sound financial management within facilities.
- Topic 9: Real Estate: This domain assesses the skills of the target audience in developing real estate strategies. It covers real estate assessment, acquisition, disposal processes, asset management, space management, major projects, and new construction to optimize facility use.
- Topic 10: Project Management: This section focuses on the planning and design phases of projects. It includes execution and delivery processes along with evaluation techniques to ensure successful project outcomes within facility management contexts.
Free IFMA CFM Exam Actual Questions
Note: Premium Questions for CFM were last updated On Feb. 17, 2025 (see below)
When a facility manager initiates an office relocation project, which item is completed first?
The project charter is the first step in initiating any office relocation project. It serves as the formal authorization that outlines:
Project scope -- Defines what is included/excluded.
Objectives -- Establishes the purpose and expected outcomes.
Key stakeholders -- Identifies project sponsors, decision-makers, and involved teams.
Preliminary timeline and budget -- Provides a high-level cost estimate and schedule.
Without a project charter, there is no official approval or framework for developing the program, securing budgets, or signing new leases.
The building automation systems (BAS) experienced a power loss. The systems are now back online and are accessible by remote monitoring controls. From a remote login, you observe that the indoor air temperatures are warmer than the settings. What should you do?
When a Building Automation System (BAS) comes back online after a power loss, physical verification of HVAC equipment operation is essential to:
Confirm system restart success -- Some components may not fully reboot.
Check for mechanical failures -- Power loss could trigger equipment malfunctions.
Avoid incorrect system readings -- Remote monitoring may not reflect actual conditions.
Lowering temperature settings (Option A) is ineffective because it will not speed up cooling. Calling an onsite occupant (Option B) provides limited insight into the system's condition. While installing a generator (Option D) is a long-term solution, it does not address the immediate issue.
You are looking for ways to bring a project plan in on budget and on time. The project is still in the planning phase. At this time, the project's staffing is set up to be contracted for everything except project management. You think that human resources might be a constraint that you could change to re-balance the project's budget. Where would you look for human resources that would help bring down the project budget?
Using in-house staff with relevant skills or development interests is the most practical and cost-effective way to manage the project budget. This approach:
Reduces external labor costs by leveraging existing workforce.
Enhances staff skill development, improving organizational competency.
Balances workload across departments, ensuring optimal resource use.
While students and volunteers (A) lack reliability and expertise, 24x7 shifts (B) may lead to burnout and inefficiency. Asking contractors to cut staff (C) can compromise quality and lead to project delays.
An organization has accumulated a wealth of service delivery data from its monitoring and measurement processes. How can the organization BEST use the data to ensure continuous improvement?
Service delivery data should be used to enhance Service Level Agreements (SLAs) by:
Benchmarking performance to set realistic, data-driven goals.
Identifying inefficiencies and implementing targeted improvements.
Providing accountability in vendor and in-house service expectations.
Using the data for marketing (A), salary increases (C), or bonus payments (D) does not directly enhance operational performance.
During a large real estate project, what are the expenses of planning, design, construction, operation, maintenance, and disposition of a structure over time known as?
Life-cycle costing (LCC) accounts for all costs associated with a building throughout its lifespan, including:
Initial costs (planning, design, construction).
Operational costs (utilities, maintenance, repairs).
End-of-life costs (renovation, decommissioning, disposal).
LCC enables informed decision-making by comparing long-term cost implications of different design and material choices, supporting sustainable and cost-effective facility management.
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Naomi
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