CFM Exam Dumps - IFMA Facility Manager Questions and Answers

The first phase of sustainable plan development focuses on defining the foundation for evaluating sustainability initiatives. The correct answer is defining criteria for considering and evaluating ideas because:

Establishing clear evaluation criteria ensures that sustainability initiatives align with organizational goals and are feasible for implementation.

This step occurs before assigning team members, reviewing business cases, or developing financial projections.

Why the other options are incorrect:

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

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

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

Position power and personal influence are distinct concepts that originate from different sources:

Position Power refers to authority derived from a formal role or title within an organization (e.g., facility manager, director, or executive). It allows individuals to make decisions, allocate resources, and enforce policies.

Personal Influence stems from an individual's expertise, communication skills, emotional intelligence, and ability to inspire and motivate others. It is not dependent on rank but on relationships and credibility.

While position power can enhance personal influence, it does not guarantee it. Conversely, personal influence can exist without formal authority, as seen in subject matter experts or influential team members. Effective facility managers leverage both to drive strategic initiatives and foster a positive work culture​.

The requirement to automate FM tasks (B) is the most critical factor in upgrading a BMS, as automation improves 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.

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

Option C (Continuity and recovery plans) is correct because it addresses operational resilience and disaster recovery.

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

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

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

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

A facilities register is a comprehensive inventory of facility assets such as buildings, infrastructure, and grounds​.

Option B is correct because it tracks 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.

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

The three Rs of sustainability (Option C) are Reduce, Reuse, and Recycle, which form the foundation of waste reduction and environmental conservation.

Why Option C is Correct?

Reduce: Minimizing resource use to decrease environmental impact.

Reuse: Repurposing items instead of discarding them.

Recycle: Processing waste into new products to prevent landfill accumulation.

IFMA’s Environmental Stewardship & Sustainability competency stresses waste reduction and sustainable facility operations as a critical FM responsibility.

Why Other Options Are Incorrect?

Option A (Reduce, remove, and replace): This does not align with sustainability principles.

Option B (Reduce, reuse, and repurpose): Repurposing is similar to reusing, but recycling is the correct third element.

A strategic facility management plan should align with the organization’s business plan (Option A) to ensure that facility operations support overall business goals.

Why Option A is Correct?

Facility Management (FM) must be integrated with the organization’s objectives to enhance efficiency, productivity, and financial sustainability.

IFMA’s Leadership & Strategy Core Competency emphasizes that strategic facility planning must be in alignment with the organization’s future needs and direction.

Why Other Options Are Incorrect?

Option B (Reducing FM costs): Cost reduction is a factor, but not the main driver of strategic planning.

Option C (Obtaining a larger budget): A budget increase may help, but a strategic plan must first justify business alignment before funding is considered.

The first step in renovation planning is to perform 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 analysis is important but follows the gap analysis.

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

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

Work space analysis (A) is the most comprehensive method to determine future space requirements based on employee growth, space utilization, and workflow efficiency.

It includes occupancy metrics, space efficiency studies, and strategic planning for future needs.

Why not other options?

(B) Manager surveys provide input but are not a full analysis.

(C) Cost/benefit analysis evaluates financial feasibility, not space needs.

(D) Ergonomic studies focus on individual workstation design, not overall space planning.

Stakeholder buy-in (D) is essential for the successful launch of a BMS because it ensures proper usage, compliance, and integration into daily operations.

Why is this important?

Employees and managers must understand how the system benefits operations.

Encourages adoption and proper system utilization.

Why not other options?

(A) Trend reports are valuable post-implementation but are not a launch requirement.

(B) Managerial reports are generated later for performance assessment.

(C) Third-party system integration is important but not the primary launch requirement.