CFM Certified Facility Manager Questions and Answers

A properrisk assessment and plan (A)requires:

Identifying risks– Recognizing potential threats.

Assessing probability and severity– Evaluating impact likelihood.

Developing contingency plans– Creating strategies to mitigate identified risks.

Stakeholder communication (B)is important but does not constitute a complete risk plan.

Adding extra time (C)does not directly address risk sources.

Project tools (D)help manage risk but do not replace systematic risk analysis.

TheIFMA Operations and Maintenancecompetency highlightsprocess optimizationas a key element of efficient facility management​.

Option B (Implementing a mail code system)streamlines delivery, reducing misdirected mail and improving efficiency.

Option A (Reducing staff and frequency)would worsen the issue.

Option C (Increasing staff)increases costs without addressing theroot cause of delays.

Option D (Using overtime)is ashort-term fixbut is not a sustainable solution.

Using a mail coding system aligns with best practices for operational efficiency, reducing sorting time and delivery errors​.

ISO 14001is the internationally recognized standard forenvironmental management systems (EMS)​.

ISO 14001 (A)provides a framework for organizations to monitor, measure, and improve theirenvironmental impact.

ISO 14021 (B) deals with self-declared environmental claims, not full EMS.

ISO 14025 (C) pertains to environmental labeling and declarations.

ISO 14024 (D) addresses environmental labeling programs.

ISO 14001helps organizations establish a structured approach to sustainabilityand regulatory compliance​.

When aBuilding Automation System (BAS)comes back online after a power loss,physical verification of HVAC equipment operation is essentialto:

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) isineffectivebecause it will not speed up cooling. Calling an onsite occupant (Option B) provideslimited insightinto the system’s condition. While installing agenerator (Option D)is along-term solution, it does notaddress the immediate issue​.

Afacilities registeris acomprehensive inventory of facility assetssuch asbuildings, infrastructure, and grounds​.

Option B is correctbecause ittracks and maintains records of physical facility assets.

Option A relates to financial records, not facility inventory.

Option C describes a CMMS or IWMS, not a register.

Option D pertains to emergency response lists, not asset management.

Afacilities register supports maintenance planning, asset tracking, and financial forecasting​.

Knowing company benchmarks provides a quantitative measure (C)that supports informed decision-making in real estate and facility planning.

Benchmarking allows for comparisons of space efficiency and cost-effectiveness.

Why not other options?

(A) External comparisonsare secondary to internal decision-making.

(B) Structuring recommendationsis beneficial but not the primary reason.

(D) While benchmarks aid budgeting, they primarily validate decisions.

VOC stands forVolatile Organic Compounds, which are chemicals emitted as gases from certain solids or liquids, including paints, cleaning supplies, and building materials. VOCs can contribute to indoor air pollution and pose health risks such as respiratory issues and headaches. Managing VOC levels is crucial in facility management to ensure indoor air quality and occupant health. The IFMA emphasizes the importance of monitoring VOCs as part of sustainable facility management practices​.

TheBalanced Scorecard (BSC)is a strategic management tool that measures organizational performance from multiple perspectives.One of its core perspectives is "Financial"because:

Financial performancemetrics evaluate cost efficiency, profitability, and value for money.

Thefour standard perspectivesof the Balanced Scorecard include:

Financial– Measures cost control, revenue, and return on investment.

Customer & Stakeholder– Assesses customer satisfaction and stakeholder engagement.

Operational Excellence– Evaluates efficiency, productivity, and service quality.

Innovation & Learning– Focuses on continuous improvement and staff development.

Why the other options are incorrect:

(B) Management styleis not a formal BSC perspective.

(C) Market trendsmay influence strategic decisions but are not a standalone BSC category.

(D) Real Estate strategic planis an operational consideration but does not replace financial performance as a key BSC metric​.

Afully implemented Geographic Information System (GIS)supports sustainability through:

Greenhouse gas reductionby optimizing transportation and resource allocation.

Energy conservationby monitoring energy consumption patterns and optimizing facility layouts.

Why the other options are incorrect:

(A) Water runoff is managed through stormwater planning, but GIS primarily focuses on emissions and energy.

(C) Composting is a waste management process, not directly related to GIS.

(D) While GIS can help manage water runoff, its major contribution is energy conservation​.

AFixed-Price Contractis the best option for a project witha well-defined scope and schedulebecause:

Itminimizes financial riskby setting a predetermined cost.

The contractorbears the risk of cost overruns, ensuring budget predictability.

Why the other options are incorrect:

(A) Cost-Plus-Fee contractsallow for cost adjustments,increasing financial risk.

(B) Cost-Reimbursable contractscan lead tohigher costs with no guarantee of a fixed budget.

(D) Time and Material contractsare used foruncertain scopesand do not provide cost stability​.

TheIFMA Leadership and Strategy competencyemphasizes the importance ofcontinuous performance management and regular check-ins​.

Option D (Correct):Regular meetings ensure alignment on goals, progress tracking, and timely feedback.

Option A (Clarifying responsibility during hiring)is helpful but does notreplace ongoing guidance.

Option B (Employee setting up their own reviews)lacks managerial oversight and structure.

Option C (Hiring a more experienced employee)does notguarantee success without proper direction.

Proactive management through regular communication improves accountability and performance​.

Hazardous materials such as asbestos, lead paint, and airborne contaminants must be addressed before renovation.TheIFMA Environmental Stewardship and Sustainabilitycompetency highlights the importance ofhazardous materials management and regulatory compliance​.

Option C is correctbecause older buildings often containasbestos, lead-based paint, or other hazardous substancesthat requirespecial handling and removal procedures.

Option A (Licensed Architect Review)is essential but does not addressenvironmental hazards.

Option B (Salvage Company)is not required unless hazardous materials must besafely removed.

Option D (Water and Sewer Compliance)is relevant butnot the primary concern in facility renovation.

Properhazardous materials assessment ensures regulatory compliance, worker safety, and environmental protection​.

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 staffmay lack the expertise for long-term operations.

(B) Hiring permanent staffis premature for an evolving operation.

(D) Relocating existing staffcould disrupt corporate operations.

Criticality is the first priority when allocating facility management resourcesto ensurebusiness continuity and operational stability. TheIFMA Operations and Maintenance competencystates thatresource allocation should be based on system criticality and impact on core functions​.

Option D (Criticality) is correctbecauseresources must first be allocated to the most essential systems (e.g., life safety, security, HVAC).

Option A (Urgency)is important butshould be considered within the context of criticality.

Option B (Dollar Value)is a financial consideration butshould not dictate priority over critical systems.

Option C (Customer Satisfaction)isimportant but secondaryto operational and safety priorities.

Prioritizingcritical systems reduces downtime, maintains compliance, and ensures safety​.

KPIs should bealigned with stakeholder expectationsas outlined inISO 41001and IFMA’sPerformance and Quality Managementcompetency​.

Stakeholders (A) dictate KPIsas they define service expectations, including tenants, employees, and executives.

Facility managers (B) and teams (C)may influence KPIs, but they must align with business needs.

CEO input (D)is valuable but is not the sole basis for KPI selection.

EffectiveKPIs should be measurable, relevant, and directly linked to service quality goals​.

Duringpartial building renovations while operations continue, theprimary safety priorityis establishingclear barriers and restricted zonesto separate construction activities from business functions. The correct choice is:

Setting up barriers to create a safe perimeter, restricting staff access, and enforcing PPE requirements in work zones.

This approach preventsexposure to hazards such as dust, noise, falling objects, and construction-related accidents.

Why the other options are incorrect:

(A) Monthly air quality testingis beneficial but does not address immediate physical safety risks.

(B) Hearing protection and eye wash stationshelp in construction areas but do not sufficiently protect the larger workforce from hazards.

(D) Requiring all staff to wear PPEis excessive unless they are directly involved in construction-related tasks. A security checkpoint may be useful but is not the most critical precaution​.

TheIFMA Occupancy and Human Factorscompetency highlights the importance of understanding occupant needs and expectations​.

Soliciting staff feedback (A)ensures the gym aligns withactual user needsrather than assumptions.

Polling the industry (B)may provide general trends but lacks site-specific relevance.

Facility manager inspections (C)focus on maintenance rather than user experience.

Hiring a consultant (D)can be useful but iscostly and unnecessary if internal feedback is gathered effectively.

Regularstaff surveys, feedback mechanisms, and engagementare critical for maintaining high user satisfaction​.

BIM creates a virtual environment (C)that can be used by emergency personnel toanalyze escape routes, fire hazards, and security vulnerabilities.

BIM aids in emergency planning by offering real-time access to building layouts, exits, fire suppression systems, and structural integrity.

Why not other options?

(A) BIM does not track individual occupants in real-time.

(B) BIM is highly relevant for emergency preparedness, especially in risk analysis and planning.

(D) While BIM provides data for emergency planning, it does not predict the exact course of an emergency.

To minimize VOC emissions from new carpets,facility managers should research emissions data from carpet manufacturersbefore purchasing. Many manufacturers providelow-VOC or Green Label Plus-certified carpets, which meet indoor air quality standards.

Increasing airflow (B)helps reduce VOC concentration but does notprevent emissions.

Allowing a month for off-gassing (C)can be impractical in time-sensitive projects.

Treating carpets during installation (D)does not eliminate VOCs at the source.

Selectinglow-emission materialsaligns with best practices insustainable facility management​.

Life-cycle costing (LCC)accounts for allcosts associated with a buildingthroughout its lifespan, including:

Initial costs(planning, design, construction).

Operational costs(utilities, maintenance, repairs).

End-of-life costs(renovation, decommissioning, disposal).

LCC enablesinformed decision-makingby comparing long-term cost implications of different design and material choices, supportingsustainable and cost-effective facility management​.

As-built drawingsare final drawings that capture theactual field conditions after constructionand reflect any changes made during the construction process. They differ from the original construction documents as they:

Includemodificationsthat occurred during construction.

Document theexact locations of utilities, walls, mechanical systems, and other elements.

Serve as areference for future maintenance, renovations, and facility management.

Why the other options are incorrect:

(A) Construction drawing bid setrefers to pre-construction documents used for contractor bidding, not post-construction conditions.

(B) Architectural drawings after design developmentrepresent the design intent, not the final built conditions.

(D) Space program prior to design developmentis part of initial planning, unrelated to as-built documentation​.

Performance metricsin a Business Continuity Plan (BCP) helpquantify success and assess risk management effectiveness. The correct answer is:

Performance metrics ensure that response strategies align with risk tolerance levelsand provide measurable indicators of recovery speed, downtime, and business impact.

Why the other options are incorrect:

(A) Contracted supportensures resources but does not measure success.

(B) Lessons learnedcontribute to future improvements but do not track current success.

(C) Business analysishelps identify risks but does not measure performance against risk levels​.

Thefirst step in renovation planningis toperform a gap analysis, which identifies:

Current conditions vs. required functional space needs.

Deficiencies in space utilization, design, or infrastructure.

Necessary upgrades to align with business objectives.

Why the other options are incorrect:

(A) Space programming analysisis important but follows the gap analysis.

(C) Engaging an architectcomes after identifying space needs and functional gaps.

(D) Feasibility studiesassess project viability but are conducted after defining requirements​.

The IFMARisk Managementcompetency emphasizes thatresiliencerefers to an asset's ability to endure failure and still function.

Resilience:The ability of a system to withstand faults and continue operations with minimal disruption.

Recoverable (A):Implies that failure leads to downtime but recovery is possible.

Continuity (B):Focuses more on business continuity planning rather than asset durability.

Dependable (C):Suggests reliability but does not imply post-failure functionality.

Resilient systems includeredundant power sources, disaster recovery plans, and backup infrastructure.

AFacility Condition Assessment (FCA)is a systematic evaluation of the physical state of a facility's infrastructure and major systems. The goal is todocument the current condition of a buildingand its key components, including HVAC, electrical, plumbing, roofing, and structural elements.

The primary objective of an FCAis to provide facility managers withaccurate datato plan maintenance, repairs, and capital improvements.

It typically includes an assessment of:

Theremaining useful lifeof building components

Deferred maintenance needs

Cost estimates for repairs and replacements

Recommendations for future facility investments

Why the other options are incorrect:

(A)Sustainability reports focus on environmental impact, not infrastructure condition.

(B)A long-term facility plan (strategic facility planning) is broader and includes leasing strategies.

(C)Energy audits specifically focus on energy flow and efficiency rather than overall condition assessment.

Facility condition assessments help ensureproactive maintenance planningand prevent unexpected failures​.

The SMART framework is awidely accepted methodfor developingKey Performance Indicators (KPIs)to ensure that goals are well-defined and achievable. Thecorrect componentsof SMART are:

Specific– Clearly define what needs to be accomplished.

Measurable– Ensure that the progress can be tracked with quantifiable metrics.

Achievable– Set realistic targets within resource constraints.

Relevant– Align with broader organizational objectives.

Time-bound– Establish deadlines for goal completion.

This approachenhances strategic facilities managementby ensuring performance metrics arestructured, actionable, and aligned with business goals​.

The first step in developing astrategic facility technology planis toconduct an assessment of existing technologyto establish a baseline. This includes:

Evaluating current systems and infrastructureto identify strengths and weaknesses.

Determining gaps between current and desired capabilities.

Understanding integration challenges with future technologies.

Why the other options are incorrect:

(A) Determining employee skillscomes after identifying technological needs.

(B) Reviewing corporate plans for renovationsis important but does not directly address technology planning.

(C) Researching new technologiesis valuable but should be done after assessing what is currently in place​.

Stakeholders infacility management services for a multi-location clientinclude all parties affected by the contractual agreement and service delivery. The correct choice encompassesinternal, indirect, and external stakeholderswho have a vested interest in the outcomes.

Key stakeholders in this scenario include:

Client’s customers– Their experience is directly impacted by facility conditions.

Internal stakeholders– Client’s corporate team responsible for overseeing retail operations.

Indirect stakeholders– Mall landlords and other entities affected by shared infrastructure.

Service providers and partners– Contractors and staff providing maintenance, security, and cleaning services.

Why the other options are incorrect:

(A)Other companies in the mall are indirectly related but not primary stakeholders.

(C)Staff and visitors at each store are important but do not represent all key stakeholders.

(D)Internal managers overseeing similar contracts are relevant, but they do not encompass the full scope of stakeholders.

Effective stakeholder engagementis critical for ensuring service continuity and optimizing costs while maintaining quality​.

Infrastructure resilience is the ability of a facility toanticipate, absorb, adapt to, and recover from disruptive events. The four key components of resilience arerobustness(ability to withstand disruptions),resourcefulness(ability to identify and manage disruptions),rapid recovery(ability to restore functionality quickly), andredundancy(backup systems to prevent total failure). These factors ensure a facility can continue operations despite disasters or disruptions​.

Solar energy generation (B) does NOT contribute to a company's carbon footprintbecause it is arenewable energy source that reduces greenhouse gas emissions.

Why not other options?

(A) kWh consumptiondirectly impacts carbon emissions.

(C) Fossil fuel useis a primary contributor to carbon footprints.

(D) Stormwater runoffaffects water pollution but is not a direct carbon emission factor.

TheIncident Command System (ICS) is designed to manage any type of incident effectively, regardless of size.IFMA’s Risk Management competencyincludesemergency preparedness and response coordination​.

Option C is correctbecause ICSprovides a standardized response structure adaptable to any situation.

Option A (Large Incidents Only)is incorrect because ICS applies toboth small and large incidents.

Option B (Avoid Duplication)is a benefit butnot the primary purpose.

Option D (Operational Staff Management)is a function butnot the central goal.

ICS is widely used indisaster management, security incidents, and emergency response​.

Real propertyrefers toland and anything permanently attached to it, includingbuildings, structures, and fixed machinery or equipment. This includes:

Land– Natural terrain, lots, plots.

Buildings– Homes, commercial offices, industrial spaces.

Fixed Equipment– Machinery installed as part of the property (e.g., HVAC systems,elevators).

In contrast,personal property(Option A & D) includesmovable itemslike furniture and appliances, whileundeveloped land (Option B)does not account for infrastructure​.

Operating budgets focus onrecurring costs related to facility maintenance and operation. Theallowance for an overhaul of motorsis acapital expense, not an operating expense.

Why the other options are correct to include in an operating budget:

(A) Quarterly belt and filter changesare part of routine maintenance.

(B) Preventive maintenance during shutdownensures ongoing operational efficiency.

(C) Electrical utility costsare an essential operational expense.

Capital expenditures, such asoverhauls or major system replacements, belong in acapital improvement budget​.

Minimizing intrusion while maintaining security (B)is the best approach for adensely populated areato balance facility needs and community well-being.

Considerations for urban landscaping projects:

Avoid excessive noise/light pollution

Maintain adequate security and emergency alert capabilities

Why not other options?

(A) Providing energy back to the grid is beneficial but not a primary landscaping concern.

(C) Excessive lights/sirens disturb residents and are unnecessary.

(D) Security patrols are important but should not interfere with community dynamics.

Thefirst phase of sustainable plan developmentfocuses on defining the foundation for evaluating sustainability initiatives. Thecorrect answer is defining criteria for considering and evaluating ideasbecause:

Establishingclear evaluation criteriaensures that sustainability initiatives align with organizational goals and are feasible for implementation.

This step occursbeforeassigning team members, reviewing business cases, or developing financial projections.

Why the other options are incorrect:

(A) Assigning team membershappens after defining the scope and evaluation parameters.

(B) Reviewing business casesis done once sustainability initiatives have been identified and screened using the evaluation criteria.

(D) Developing cash flowis part of the financial assessment phase, which follows after ideas are evaluated​.

Effective communication is the cornerstone of successful change management.IFMA’sLeadership and Strategycompetency states thatclear and continuous communication reduces uncertainty and fosters engagement​.

Option D (Communication) is correctbecause itensures transparency, addresses concerns, and aligns stakeholders.

Option A (Managing resistance)is necessary buta reactive strategy.

Option B (Anticipating denial)is useful butdoes not drive change forward.

Option C (Surveys)provide feedback butdo not implement change.

Successful change management requires ongoing dialogue, structured messaging, and inclusive discussions​.

ThePerformance and Qualitycompetency in IFMA recommends leveragingdata-driven decision-makingfor operational improvements.

Using CMMS data (B)allows for objective identification of inefficiencies, missed maintenance, and performance bottlenecks.

Benchmarking a single facility (A)may not capture all systemic issues across different sites.

Retraining staff (C)is helpful but does not address underlying service delivery flaws.

Decentralizing performance initiatives (D)may lead to inconsistencies across facilities.

Analyzing CMMS data ensuresstandardized service quality and process optimization.

Adding resources (C) is the most effective way to accelerate project completionby increasing workforce capacity.

Adding skilled personnel reduces bottlenecks and increases productivity.

Why not other options?

(A) Outsourcing can help but may introduce coordination challenges.

(B) Reducing scope affects project deliverables.

(D) Overtime leads to fatigue and may not sustain efficiency long-term.

The primary reason CMMS implementations fail is user resistance to change. This resistance stems from several factors, including lack of proper training, fear of new technology, and reluctance to deviate from established workflows. Effective CMMS implementation requires not just technological adoption but also a shift in workplace culture, which can be difficult without proper engagement and training programs. Additionally, facility managers must ensure that users understand the benefits of CMMS, such as improved asset tracking, reduced downtime, and streamlined maintenance operations​.

Continuity and recovery planning ensures an organization can maintain operations during and after disruptions.According to IFMA’sRisk Managementcompetency,business impact analysis (BIA) and risk assessments are used to develop robust continuity strategies​.

Option C (Continuity and recovery plans) is correctbecause itaddresses operational resilience and disaster recovery.

Option A (Business workflow plans)focus onday-to-day operations, not crisis response.

Option B (Property inspections)ensurecompliance and safety but do not focus on recovery.

Option D (Risk management analyses)identify risks butdo not provide recovery solutions.

A well-structuredcontinuity plan minimizes downtime and ensures business stability​.

Community pride is best conveyed through a well-maintained and visually appealing exterior.TheIFMA Occupancy and Human Factorscompetency emphasizes the importance ofaesthetic and functional upkeep in facility management​.

Option D (Exterior wall maintenance)directlyimpacts public perceptionand conveys pride in the facility’s presence.

Option A (Automated systems)improves sustainability but does not directly enhance public perception.

Option B (Security services)affects safety but does not impact community pride.

Option C (Manager’s office condition)is internal and haslittle influence on public perception.

Awell-maintained exterior signals respect for the communityand enhances corporate image​.

The IFMAProject Managementcompetency highlights that ensuring project requirements are met involvestesting, analysis, inspection, and verification methods.

Testing:Conducting controlled experiments or trials to validate performance.

Analysis:Evaluating results to ensure compliance with design and functional specifications.

Inspection:Physically examining equipment or processes for adherence to standards.

Interpolation:Utilizing data from tests to predict performance in similar conditions.

This method ensures that all aspects of project requirements are validated before project completion. Other options, such asnegotiation (A)orinterviewing (C),are more related to stakeholder communication rather than verification.

Key Performance Indicators (KPIs) are critical for evaluating service quality and contract compliance in outsourced property management. TheIFMA Finance and Business competencyhighlights thatKPIs should be pre-defined and monitored to ensure alignment with service agreements​.

Option A (KPIs) is correctbecause itensures measurable service performance and accountability.

Option B (Non-compliance response)is important butsecondary to setting clear KPIs.

Option C (Regulatory compliance)is alegal necessity, butnot the primary focus of contract monitoring.

Option D (Incentives for innovation)isoptionalandnot part of standard contract evaluation.

KPIsdrive service efficiency, quality assurance, and contract compliance​.

Thefirst step should be to investigate the reasons for being over budget (D)before making major project changes.

A cost overrun could be due to inaccurate estimates, scope changes, or unforeseen conditions. Understanding the cause allows for informed decision-making.

Why not other options?

(A) Delaying a portion of the project may not be necessary and could lead to inefficiencies.

(B) Seeking a change order should only be done after understanding why costs have increased.

(C) Removing infrastructure upgrades without proper evaluation could negatively impact long-term functionality.

To maintain LEED certification and meet compliance requirements,the best approach is to review the applicable LEED standardsand align the cleaning policy with them. The correct process includes:

IdentifyingLEED-compliant equipment and suppliesfor janitorial services.

Ensuringcleaning chemicals, tools, and processesadhere to LEED sustainability guidelines.

Developing apolicy and procedure documentbased on these standards.

Why the other options are incorrect:

(A)Consulting other professionals is useful but does not ensure compliance.

(B)Professional journals provide insights but may not specifically align with LEED certification.

(D)Vendors can provide input, but they may havebiased recommendationsbased on their product offerings​.

Preventionis the most effective waste reduction strategy because it eliminates waste at the source. This involves:

Using fewer materials and designing processes to minimize waste.

Implementing sustainable procurement and production methods.

Encouraging behavioral changes to reduce unnecessary consumption.

Why the other options are incorrect:

(A) Reuseis beneficial but does not prevent waste generation.

(C) Recyclingmanages waste after it is created rather than preventing it.

(D) Compostingis useful for organic waste but does not apply broadly​.

The best practice is touse data that is valid and relevant (D)to ensure meaningful analysis and decision-making.

Effective performance management depends on accurate, comprehensive data covering both successes and failures.

Why not other options?

(A) Hiring an independent consultant may be unnecessary and costly if internal resources can conduct the analysis.

(B) Focusing only on subpar performance ignores opportunities for overall improvement.

(C) Restricting analysis to 12 months may exclude valuable long-term trends.

Therequirement to automate FM tasks (B)is the most critical factor in upgrading aBMS, as automationimproves efficiency, reduces costs, and enhances operational control.

Why this option?

Automation leads to better facility management, energy efficiency, and maintenance scheduling.

Why not other options?

(A) Software obsolescence alone does not justify an upgrade unless it affects functionality.

(C) A new version does not necessarily mean an upgrade is needed.

(D) Additional metrics are helpful but are secondary to core automation needs.