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NCARB Project-Management Exam Syllabus Topics:
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NEW QUESTION # 10
When is a change order required?
- A. To document changes in the scope of work that affect contract sum or time
- B. To clarify ambiguous contract documents without affecting cost or schedule
- C. To approve contractor's payment request
- D. To reject a contractor's submittal
Answer: A
Explanation:
A change order is a formal document modifying the contract scope, cost, or time. It is required when the owner requests changes or unforeseen conditions affect the work. Clarifications without impact do not require change orders but may be handled through interpretations or bulletins. Change orders must be documented and agreed upon by all parties to avoid disputes. This procedure is fundamental in ARE 5.0 PjM contract administration.
NEW QUESTION # 11
What type of contract involves payment based on actual costs plus a fee?
- A. Unit Price Contract
- B. Time and Materials Contract
- C. Lump Sum Contract
- D. Cost-Plus Contract
Answer: D
Explanation:
Cost-Plus Contracts reimburse the contractor for actual costs plus an agreed fee or percentage. This contract type shifts some risk to the owner but allows flexibility for uncertain scopes. Lump sum contracts are fixed price; unit price contracts pay per unit; time and materials pay based on labor and material costs but usually with a cap. ARE 5.0 PjM covers contract types and their implications.
NEW QUESTION # 12
Which of the following best describes a construction manager (CM) at risk?
- A. The CM is paid a fixed fee and acts as the owner's agent during construction.
- B. The CM provides early consultation during the design phase and assembles trade contractors.
- C. The CM advises the owner on constructability and cost management issues.
- D. The CM is responsible for meeting a fixed or maximum cost of construction.
Answer: D
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 # 13
During the initial construction documents phase meeting, the owner states a strong desire to decrease the time required for the construction documents phase. The owner plans to submit the documents to the building department early for the building permit. Although the project is currently on schedule, the architect plans to comply with the owner's request.
Which action should the architect take?
- A. Discuss the current work plan with the owner and offer to expand staffing and reduce the schedule for additional services
- B. Recommend to defer any decision until the documents are 25% completed and more information is available
- C. Review with the owner a reorganized layout for the construction drawing set to use fewer sheets and fewer details
- D. Agree with the owner's compressed schedule if the owner agrees to reduce significantly the time for the owner's review of the documents
Answer: A
Explanation:
Verified Answer
Comprehensive Detailed Explanation:
To responsibly reduce the time required for the Construction Documents (CD) phase, the architect should discuss the staffing strategy and the additional resources needed to compress the schedule. This constitutes an additional service, as compressing the schedule requires added effort and cost. Offering to expand staffing allows the firm to maintain quality while meeting the owner's request.
References:
NEW QUESTION # 14
An architecture firm has a C401 agreement with their consultants for a new design-bid-build residential tower.
The architect has approved a schedule provided by the mechanical engineer that includes a two-week quality control review after each delivery milestone.
During the design development phase, the owner requests that the architect change the 8,000-square-foot business center amenity for tenants to a private restaurant. The mechanical engineer informs the architect that their schedule must be extended by four weeks to meet the owner's request.
What should the architecture firm do first to maintain the start of construction?
- A. Approve the design loads of the new mechanical system following the next quality control review.
- B. Change the C401 agreement to reflect the additional four-week extension.
- C. Receive the owner's approval of the schedule change in writing from the consultant.
- D. Request that compensation be adjusted by the owner to reflect the change in scope.
Answer: D
Explanation:
When an owner requests a significant change during the design development phase-such as changing an amenity space from a business center to a private restaurant-this constitutes achange in scope. Such changes often require additional design work, engineering effort, and potentially extended schedules.
The mechanical engineer has indicated the schedule must be extended by four weeks due to this scope change.
To maintain project momentum and avoid delays, the architecture firm shouldfirst address the issue of compensationfor this added scope and extended time. This ensures that the consultants are compensated fairly before additional work proceeds.
* Option Ais the correct first step: The architect should request the owner to approve an adjustment to compensation reflecting the additional scope and time required.
* Option B(approving design loads) is premature before addressing scope and compensation changes.
* Option C(receiving owner's written approval of the schedule change) is important but generally follows agreement on compensation and scope adjustment.
* Option D(changing the C401 agreement to reflect schedule extension) might be required eventually but the initial and most critical step is securing compensation approval from the owner before contract modifications.
This aligns with standard project management practices and AIA contract guidelines that emphasize properly managing changes in scope, compensation, and schedule to avoid disputes and maintain project control.
References from ARE 5.0 Project Management (PjM) division:
* AIA Document C401 (Architect-Consultant Agreement) - managing scope changes, compensation adjustments, and schedule modifications
* Project Management best practices for scope, schedule, and compensation control
* NCARB ARE 5.0 PjM study materials on change management during design phases
* Contract administration guidance on coordinating owner-consultant agreements when scope changes occur
NEW QUESTION # 15 
Refer to the exhibit.
The following changes occur during the project:
* The owner delayed the project kickoff until September Year 1 due to delays in finalizing the Owner- Architect Agreement.
* The architect did not have enough staff available to start the project on time, so the firm hired temporary staff for 2 months.
* The owner made a design change in January Year 2 that added 2 weeks to the schedule.
* Not enough bids were received, and the project was bid a second time with additional advertising.
* The owner made design changes in May and July of Year 2 that each added 3 weeks to the schedule.
When were the construction documents completed based on the project changes?
- A. September Year 2
- B. August Year 3
- C. November Year 2
- D. June Year 3
Answer: C
Explanation:
According to the baseline schedule in the exhibit, Construction Documents (CDs) were initially scheduled from March to July of Year 2 (5 months). Here are the project delays:
Owner kickoff delay: shifted the entire timeline by 1 month # CD starts April Year 2 January Year 2 change: +2 weeks May and July changes: +3 weeks each (6 weeks total) Rebid due to low response: +1 month
= Total added to CDs: ~2.5 months
April to July = 4 months
2.5 months = mid-to-late September # factoring rebid delay leads to November References:
NCARB ARE 5.0 Handbook - Schedule management and owner-requested changes AIA B101 - Project schedule adjustments Project Execution Plan and Change Management in Construction
NEW QUESTION # 16
The Integrated Project Delivery (IPD) method is used for a new football stadium project in an urban downtown area. After completing 60% implementation documents, the owner requests a digital scoreboard that is 20% larger than previously specified. The architect is concerned that the larger scoreboard will exceed the height limitations dictated by the city. The IPD team will conduct a constructability review and evaluate the modification of the scoreboard. Including the architect, which members of the IPD team are required to participate in the constructability review?
- A. City planning committee (AHJ), contractor, electrical engineer
- B. General contractor, structural engineer, owner
- C. Construction manager, owner, scoreboard supplier
Answer: B
Explanation:
In an IPD model, constructability reviews involve key decision-makers from the core project team. The architect, general contractor (or CM-at-risk), structural engineer, and the owner collaborate to assess how the change affects structural loading, coordination, permitting, and scheduling. The city planning committee (AHJ) may be consulted later, but not during constructability review.
References:
NCARB ARE 5.0 PjM Handbook - IPD team roles
AIA C191 - Standard Form of Multi-Party Agreement for IPD
NEW QUESTION # 17
Which four factors will most affect the choice of project delivery method? Check the four that apply.
- A. Building code
- B. Project scope
- C. Size of architectural firm
- D. Owner capabilities
- E. Owner risk tolerance
- F. Construction cost
Answer: B,D,E,F
Explanation:
A). Project scope: Impacts complexity and integration needs.
C). Owner capabilities: Determines whether the owner can manage multiple contracts (as in DBB or CM).
E). Risk tolerance: Risk-averse owners may prefer DB or CM-at-risk with cost guarantees.
F). Construction cost: Influences whether fast-tracking or GMP methods are needed.
Incorrect:
B). The firm's size is rarely a determining factor.
D). Code compliance is required in all methods but doesn't drive delivery choice.
References:
AHPP Chapter 10 - Choosing a Delivery Method
NCARB ARE 5.0 Handbook - Delivery Method Evaluation Criteria
NEW QUESTION # 18
The construction documents for a new multi-tenant office building are 90% complete. The owner requests that the bid documents include the rough-in of security camera locations and access control points for the building.
Which changes should the architect consider? Check the three that apply.
- A. Lengthening the scheduled bidding time frame due to additional work
- B. Adjusting the Project schedule for delivery of documents and bidding
- C. Documenting the security system on the building permit application
- D. Revising the Construction Manager services for the expanded scope
- E. Revising the consultant services agreement for a change in scope
- F. Revising the Design Fee agreement for additional services
Answer: B,E,F
Explanation:
Comprehensive Detailed Explanation:
Since the documents are nearly complete, integrating new scope such as security systems can affect both the schedule and the fee. The architect should adjust the delivery timeline to accommodate new coordination, drawings, or revisions (A). Additional services require revising the design agreement (C). If a security consultant or electrical engineer is involved, their scope must also be amended (D).
Option E (building permit application) is premature unless security is a life safety requirement. Option F (revising CM services) is outside the architect's direct responsibility.
References:
NCARB ARE 5.0 Handbook - Contract modifications and consultant coordination AIA B101 - Additional Services AIA C401 - Consultant Agreement
NEW QUESTION # 19
An architecture firm is negotiating a contract with an owner for a $2,000,000 project. The proposed architectural-only fee is 5% of the cost of construction through the end of the Construction Document Phase.
During the negotiations, the owner wants to apply for a building permit in 7 weeks without exceeding the original budget constraints. The project staff currently consists of 2 people who have an hourly rate of $100.
What is the minimum project staff required to meet the owner's new schedule?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: B
Explanation:
Comprehensive Detailed Explanation:
Step 1: Fee available through CD phase:
$2,000,000 × 5% = $100,000
Step 2: Time constraint: 7 weeks
Hourly rate: $100/person
Max hours affordable: $100,000 ÷ $100 = 1,000 hours
Step 3: Hours per person over 7 weeks:
Assume 40 hours/week # 1 person = 280 hours
X = number of people
280 × X = 1,000 hours # X = ~3.57 # round up # 4 people
References:
NCARB ARE 5.0 Handbook - Fee calculation, budgeting, and scheduling
Ballast ARE 5 Review Manual - Staff planning exercises
NEW QUESTION # 20
An architect is working on a very large and complex project consisting of multiple buildings with overlapping phases.
Which tool should be used to communicate important deadlines to the team?
- A. Gantt Chart
- B. Milestone Charts
- C. Critical Path Method (CPM) Chart
Answer: B
Explanation:
Milestone charts are ideal for communicating high-level, key deadlines for different buildings and phases.
They provide quick reference points for project phases, deliverables, or deadlines. While Gantt and CPM charts are valuable for tracking detailed tasks and dependencies, milestone charts best serve communication of key dates across a large and complex project to a broad audience.
References:
NCARB ARE 5.0 PjM Handbook - Scheduling tools
AIA Best Practices - Communication and scheduling
NEW QUESTION # 21
An architect is evaluating a change order.
Where should the costs for the project superintendent or general foreman be included?
- A. Field overheads
- B. Direct field labor costs
- C. General and administrative overheads
- D. Direct field labor hours
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 # 22
Which scheduling method shows the longest path of dependent activities?
- A. Bar chart
- B. Gantt chart
- C. Flowchart
- D. Critical Path Method (CPM)
Answer: D
Explanation:
The Critical Path Method (CPM) identifies the longest sequence of dependent tasks that determine the minimum project duration. It highlights critical activities where delays affect the overall schedule. Gantt charts and bar charts are visual scheduling tools but do not calculate critical paths. Flowcharts map processes.
CPM is essential in ARE 5.0 PjM for schedule analysis.
NEW QUESTION # 23
According to ATA Document C401, Architect-Consultant Agreement, clearances and tolerances required by the mechanical work relative to the structural system are coordinated through which one of the following parties?
- A. Architect
- B. Mechanical engineer
- C. Structural engineer
- D. Contractor
Answer: A
Explanation:
According to the ATA Document C401, Architect-Consultant Agreement, the architect is responsible for coordinating clearances and tolerances required by mechanical work relative to the structural system. This means that the architect acts as the central coordinator among consultants, ensuring that mechanical systems fit properly within the structural framework without conflicts.
The architect reviews mechanical engineer's drawings and requirements for clearances and tolerances and communicates these needs to the structural engineer or contractor as necessary. This coordination helps prevent conflicts during construction and ensures the project integrates all disciplines smoothly.
This responsibility falls on the architect because the architect oversees the entire project design and facilitates coordination among all consultants. Neither the structural engineer nor the mechanicalengineer alone manages this coordination, and the contractor typically implements the work rather than designs or coordinates these specific technical clearances.
References from ARE 5.0 Project Management (PjM) division:
* ATA Document C401 Architect-Consultant Agreement overview - roles and responsibilities section
* Coordination and communication tasks assigned to the architect in multi-disciplinary projects
* Project Management guidelines emphasizing the architect's role in consultant coordination
NEW QUESTION # 24
Which insurance policy protects the architect against claims of negligence?
- A. Professional Liability Insurance
- B. Workers' Compensation Insurance
- C. General Liability Insurance
- D. Builder's Risk Insurance
Answer: A
Explanation:
Professional Liability Insurance (Errors and Omissions Insurance) covers architects against claims of negligence, errors, or omissions in their professional services. General Liability covers bodily injury/property damage; builder's risk covers construction site damage; workers' compensation covers employee injuries.
ARE 5.0 PjM includes knowledge of professional risk management.
NEW QUESTION # 25
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