Free Practice Questions for IFMA CFM Exam

According to IFMA’s Risk Management and Occupational Safety competency, leaders must set the tone for workplace safety​.

Leading by example (B) fosters a culture of accountability and compliance.

Going beyond statutory requirements (A) is beneficial but requires leadership commitment.

Technology (C) enhances training but does not replace leadership-driven culture.

Prioritizing safety (D) is essential but lacks specific leadership action.

A strong safety culture starts at the top, influencing compliance, reporting, and risk mitigation​.

Load shedding (C) is the primary function of a BAS that supports energy management by reducing electrical demand during peak periods.

How does it work?

BAS automatically adjusts or turns off non-essential loads to avoid high peak charges.

Reduces strain on the grid and lowers operating costs.

Why not other options?

(A) Thermal coupling deals with heat transfer, not peak demand control.

(B) Capacity management optimizes energy use but does not actively reduce peak loads.

(D) Cycle management refers to operational sequences, not energy reduction.

Successful emergency communication should convey urgency (Option B) while ensuring clarity and accuracy.

Why Option B is Correct?

Emergency communication must be actionable, clear, and prompt to ensure individuals take the necessary steps for safety.

IFMA’s Emergency Preparedness & Business Continuity competency emphasizes timely and effective communication during crises.

Messages must instruct individuals on what actions to take, such as evacuating or sheltering in place, with an appropriate sense of urgency.

Why Other Options Are Incorrect?

Option A (Limited information based on situational awareness): While concise messaging is key, providing only limited information may lead to confusion and ineffective response.

Option C (Speculative details of the situation): Emergency messages must be fact-based. Speculation can cause panic and misinformation.

A punch-list (defects list) walk-through is conducted to identify construction issues that must be corrected before final payment (Option A).

Why Option A is Correct?

It ensures the contractor has completed all work per the contract specifications before the project is officially accepted.

It protects the facility owner from paying for incomplete or substandard work.

IFMA’s Project Management Core Competency states that final inspections and punch lists ensure compliance before closure.

Why Other Options Are Incorrect?

Option B (Ensuring site is free from debris): While cleanliness is important, a punch-list is for identifying construction defects, not cleanup.

Option C (Discovering what needs completion): A punch-list is not about discovering tasks but ensuring contractual obligations are met.

Shopping centers must comply with pre-approved architectural guidelines (Option A).

Why Option A is Correct?

The master plan of the shopping center has been approved by the local planning board and does not allow deviations.

Facility managers must enforce lease agreements and ensure compliance with architectural guidelines.

IFMA’s Real Estate & Property Management Core Competency emphasizes adherence to zoning laws, master plans, and lease obligations.

Why Other Options Are Incorrect?

Option B (Tenant hiring an architect): The issue is non-compliance, not design improvement.

Option C (Tenant pays for modification): Even if the tenant funds the change, it still violates the master plan and cannot be permitted.

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

The primary objective of an FCA is to provide facility managers with accurate data to plan maintenance, repairs, and capital improvements.

It typically includes an assessment of:

The remaining useful life of 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 ensure proactive maintenance planning and prevent unexpected failures​.

The primary purpose of ICS (Option C) is to avoid duplication of efforts and ensure coordinated responses to incidents.

Why Option C is Correct?

ICS provides a structured, standardized approach to emergency response to prevent miscommunication and inefficiencies.

ICS is designed for use in all types of incidents, from small facility issues to large-scale disasters.

IFMA’s Emergency Preparedness & Business Continuity competency highlights the importance of ICS in FM crisis management.

Why Other Options Are Incorrect?

Option A (Coordinate response to any incident): While ICS applies to all incidents, its main goal is coordination and avoiding duplication.

Option B (Coordinate response to large incidents): ICS is used for both small and large-scale incidents, not just large ones.

The Plan-Do-Check-Act (PDCA) cycle is a well-established strategic life-cycle model used for continuous improvement and operational strategy development. IFMA’s Leadership and Strategy competency incorporates this methodology in facility planning​.

Option D (PDCA) is correct because it ensures iterative improvement in strategy execution.

Option A (Understand, analyze, plan, act) is a general problem-solving approach but not a standard strategy model.

Option B (Initiate, plan, execute, close) is the project management lifecycle, not a strategic model.

Option C (Introduction, growth, maturity, decline) describes the business product lifecycle, not a strategy lifecycle.

PDCA is widely used in facilities management, quality control, and performance improvement​.

The economic life of an asset is the period during which it remains cost-effective to operate and maintain, minimizing total ownership costs.

Economic life (D) is determined by evaluating operating expenses, maintenance costs, depreciation, and efficiency. At this stage, the asset provides maximum value before its costs exceed its benefits.

Ownership life (A) refers to the entire period of possession, which may extend beyond its optimal cost-effective period.

Useful life (B) is the estimated time an asset can be functionally used, but this does not always align with cost efficiency.

End of life (C) marks when an asset is no longer usable, often requiring costly disposal or replacement.

Depreciation (B) is the process of calculating how much an asset loses value over time due to wear, aging, or obsolescence.

Common depreciation methods include:

Straight-line depreciation

Declining balance depreciation

Why not other options?

(A) Payback period measures how long it takes to recover the initial investment, not asset value reduction.

(C) Diminishing return refers to economic output, not asset valuation.

(D) Life cycle cost considers total ownership costs, including maintenance and disposal.