Project Execution Management Training

Project Execution Management Training
IWS Learning Management System (LMS)

Course Duration:

4.5 hours to read and comprehend

1.5 hours to test out

100% score required to pass!
Date*

MonthDayYear
Date
Name*

First NameLast Name
Email*
example@example.com
Are you taking this training while on the clock or on a paid bad weather day?*

YesNo
Are you taking this training on your own personal time away from the job and on unpaid time?*

YesNo
What job are you currently on?*
Security question: what is the IWS email address or your superintendent?*
example@example.com
Title
Project Execution Manual
1. INTRODUCTION
Type a question
1. The Project Execution Manual (PEM) provides instructions for the ____ of all construction projects from the perspective of the Integrated Water Services (IWS) Project Manager (PM) (select all that apply).

InitiationPlanningExecutionMonitoringControlCloseout
2. The PEM is organized into the following three parts (select all that apply):

ProceduresTools and TemplatesProcess Flows
3. IWS utilizes ____ as its system of record. Many of the workflows, processes, and tools referenced in this PEM are implemented in ____. The main project file storage system also resides in ____.

ProCoreSharepoint
4. The ____ is accountable for the content of the PEM, responsible for approving these documents and communicating the requirements to IWS personnel.

Project ManagerSenior Vice President of Field ServicesChief EstimatorRegional Vice President
5. The ____ and ____ are responsible for implementing the PEM on projects (check all that apply).

Project ManagersSenior Vice President of Field ServicesChief EstimatorRegional Vice President
2. ORGANIZATIONAL MANAGEMENT

1. There are several stakeholders involved in the pursuit, execution, and closeout of projects. The coordination and integration of these groups impacts the success of construction projects. Please pair each stakeholder to the correct roles.

	Select
Chief Estimator (CE)
Project Manager (PM)
Superintendent
Executive Leadership Team (ELT)
Accounts Receivable (AR)
Vendors/ Subcontractors
Senior Vice President of Field Services (SVP)
Client
Project Coordinator (PC)
Finance
Regional Vice President (RVP)
Accounts Payable (AP)

2. What signature authorities are authorized for Prime Contracts?

ELTSVPRVPPMCEARAPSuperintendentAll the above
3. What signature authorities are authorized for Subcontract / Purchase Orders up to $250k?

ELTSVPRVPPMCEARAPSuperintendentAll the above
4. What signature authorities are authorized for Subcontract / Purchase Orders Up to $50k?

ELTSVPRVPPMCEARAPSuperintendentAll the above
5. What signature authorities are authorized for Prime Contract changes?

ELTSVPRVPPMCEARAPSuperintendentAll the above
6. What signature authorities are authorized for unlimited Subcontract / Purchase Order changes?

ELTSVPRVPPMCEARAPSuperintendentAll the above
7. What signature authorities are authorized for Subcontract / Purchase Order changes up to $250k?

ELTSVPRVPPMCEARAPSuperintendentAll the above
8. What signature authorities are authorized for Subcontract / Purchase Order changes up to $50k?

ELTSVPRVPPMCEARAPSuperintendentAll the above
9. The only authorized IWS representatives permitted to interact with financial institutions and request, amend, or work with financial instruments, e.g., bonds or lines of credit are:

ELTSVPRVPPMCEARAPSuperintendentAll the above
10. A project under execution that forecasts an increase in total project cost must be reviewed and approved by the ____ and ____ prior to reducing profit or contingency.

ELTSVPRVPPMCEARAPSuperintendentAll the above
11. A communications plan allows the PM to document the approach to communicate efficiently and effectively with stakeholders. Such a plan helps ensure the right information is provided in the right format at the right time, e.g., informed but not overloaded with information. When planning communications, the PM should ensure that:

Project team members, key project stakeholders and other project contacts are identified.Information needs of internal and external stakeholders have been addressed.Types, purpose, timeframe, and frequency of communications have been identified.Information to and from the project has been communicated and documented.All the above
12. ____ should be diligent to ensure frequent communications are maintained with all external stakeholders on their projects.

PMsSuperintendentsEngineersCEsRVPs
13. The Pre-Construction Meeting is a meeting between IWS and the client, where introductions are made between the IWS team and the client and stakeholders. The ____ leads this meeting.

PMSuperintendentProject EngineerCERVP
14. The Weekly Progress Meetings are to discuss the progress of the project and focus on tasks to be performed in the current and next week with the client. These meetings review the status of (select all that apply):

SafetyLook ahead scheduleRFIsSubmittalsMaterials/deliveriesQualityEnvironmentalExisting change ordersPotential changesWeather reportsIssues affecting the communityProgress payments

15. Project Management Control Points will be used at various points throughout the lifecycle of a program to ensure effective planning and evaluation of projects. This step-by-step approach enables IWS through the project lifecycle to achieve a standardized way of evaluating project risks and opportunities. At the end of each phase, an acceptance or approval control point will be required, where members of the IWS team will evaluate the project according to a predetermined set of criteria. These control points serve as compliance checks for project teams to evaluate compliance against the established IWS policies. In this exercise, you must connect the Project Management Control Points with the appropriate Project Execution Manual (PEM) section reference.

	Select
Project Go / No-Go Decision
Conceptual Estimate
Contingency and Margin Review
Bid Review with Leadership prior to Submission
Estimate Handoff Meeting with PM
Project Setup in Procore
Project Baseline Budget
Schedule Baseline Development
Subcontractor Strategy
Establish Budget
Establish AIA Schedule of Values / WBS
Establish Submittal Log
Commissioning Pre- Functional Checklists
Substantial Completion
Punch list
Subcontractor Closeout
Final Completion
Financial Closeout
Archive Project Records
Lessons Learned
Final Cost Report

3. OVERSIGHT AND REPORTING
1. Throughout a project, the PM provides weekly project updates to the project team, IWS leadership, and other internal stakeholders to communicate schedule, cost, revenue, risk, safety, and quality data. This activity is carried out through use of the ____.

ProcoreSupport CenterProject ScorecardTeams Meeting
2. Project Scorecards are automatically generated through the weekly updating of ____. PMs are responsible to verify that the data reflected is accurate and to understand the basis of week over week variances.

Project Cost DataSupport CenterProject ScorecardTeams Meeting
3. Additional to project-level metrics, weekly scorecards also measure project compliance in two areas: the overall ____ and weekly requirements (e.g., loading of timecards into Procore, completion of JHAs, etc.).

Project CloseoutProject StartupCost ControlsProject Lifecycle
4. Using the same dataset that generates Project Scorecards, IWS leadership generates a weekly portfolio-level report in which all ongoing IWS projects are compared against one another in the areas of ____, and other project metrics.

SafetyCost performanceSchedule performanceProductivityComplianceAll the above
5. ____ is the process of planning, scheduling, and allocating resources to complete a project. RVPs and PMs will oversee the ____ plan to execute all aspects of the project.

Client ManagementQuality ControlCost ManagementResource Management
6. Included within the resource management plan is an analysis of the different ____ required to deliver the project. The objective is to ensure that all project team members have a clear understanding of their roles, responsibilities, and accountabilities.

Skill SetsToolsAssignmentsWish Lists
7. IWS will manage the above task using the Procore ____ module. This tool will give the RVP and PM real-time insight into the workforce availability and skill. The RVP and PM will complete all required Procore training and review all available Procore SOP documents as they become available.

Cost ManagementWorkforce PlanningResource ManagementClient Management
8. Project ____ are reports that provide an overview on project and program scope, schedule, cost, revenue, risk, safety, quality, and other areas. (See Project Scorecard). The PM is responsible for providing input on all status-related reports for their projects. The RVP will oversee reviewing this content and ensuring the accuracy of what is depicted.

Status ReportsCost ReportsP&L ReportsExpense Reports
9. Third-party vendors prepare Monthly Progress Reports in accordance with the contract. Vendor contracts should define the structure of the reports and the rules of credit by which the vendor’s progress will be measured. The minimum required information includes:

Work completed (as defined in the contract)Progress schedule updateWork schedule (6-week lookahead)RFI and CO tracking sheetSubmittal tracking sheetUpdate on procurement of long lead itemsNone of the aboveAll of the above
4. PROJECT PURSUIT AND BASELINE
1. IWS identifies prospective projects from a variety of sources. These include, but are not limited to, ____. While all IWS personnel are welcome to submit prospective projects to the ELT, RVPs are generally responsible to source projects within their respective regions.

Direct sales effortsManufacturer’s reps and distributorsEngineering and other channel partnersPublic works request for proposals (RFP)Referrals from past clientsWord of mouthAll of the above
2. Once a prospective project has been identified, ELT and the RVPs are responsible to determine if the project supports IWS corporate goals using the ____ decision matrix.

Did/Did NotGot/Not GotGo/No GoNone of the above
3. Once a project has achieved a “Go” decision, the RVP shall identify and notify the resources required to support the ____ during the estimating process and ensure availability.

ELTSVPCEPM
4. The project estimating process culminates in the development of an approved, competitive bid for projects that IWS has elected to pursue. While there are several inputs and parties involved in this process, the ____ remains responsible for the delivery of a complete estimate. However, the ____ nevertheless remains accountable to execute projects against the estimate.

ELTPMCESVP
5. Once IWS has initiated the estimating process, the responsible RVP shall identify the PM who would be tasked with delivering the project if IWS wins the project.

TrueFalseNot sure
6. During development of the estimate, the CE may engage the PM for input on discrete elements of the estimate. Such input, for example, may include ____. The PM shall provide this input timely.

Productivity assumptions on a particular commodityPricing from current or past projectsQualitative input that assists the estimating processAll the above
7. As part of estimate development responsibilities, the CE is tasked with determining the amount of contingency to include within a particular estimate. The ____ contains contingency guidelines that have been developed based on the ____. However, the CE remains responsible for exercising professional judgment in conjunction with IWS leadership in deciding the final contingency amount to carry.

Productivity Assumptions on CommoditiesPricing Assumptions GuidelinesQualitative Etimating MatrixAACE Contingency Reference Guidelines
8. After the estimate has been developed, the PM shall participate in a detailed bid review of the project estimate with the CE and responsible RVP. This bid review serves as the main activity through which the bid review team provides their feedback on the entirety of the estimate, looking for:

Scope gapsConstructability concerns,CompetitionResource availabilityContract concernsRisk & opportunityProfit marginContingencyAll the above
9. After the conclusion of the estimating process, the ____ must conduct a commercial review of the estimate prior to bid submission.

ELTSVPCEPM
10. Successful Bid: In the event of a successful bid, an ____ between the CE, RVP, and PM takes place as described in Section 5 – Estimate Handoff.

Estimate handoff meetingBid win handoff meetingPre-project kickoff meetingPost-bid turnover meeting
11. Unsuccessful Bid: In the event of an unsuccessful bid, the CE shall document any ____ findings that may have impacted the result of the bid.

Objective and RejectivePositive and NegativeGood and BadQualitative and Quantitative
12. The identification of vendors for participation in the Bid-Award cycle can take place in a variety of ways. The methods commonly used to source potential Subcontractors / Vendors includes:

Estimating ParticipantsPrior Relationships and ReferralsLocal SourcingAll the above
13. Once a list of subcontractor bidders has been developed, the CE will administer the ____. However, the CE is responsible to dictate the scope of work to be bid. The CE shall use the IWS template (Subcontractor Bidding Checklist) as a guide to develop their scope of work which is then used in the BEA cycle.

BEA CycleLifecycleBid-Award cycleAll the above
14. Once bids have been received, the CE is responsible for evaluating each of them on a technical basis (i.e., is the bidder qualified to perform the work). This includes but is not limited to ____.

SafetyScheduleCapacity considerationsAll the above
15. Estimate Handoff refers to the formal handoff of a successfully bid project from the estimating department to the RVP and PM. The conclusion of this process signifies the beginning of ____.

Project StartupProject ExecutionCommissioning and StartupProject Closeout
16. The estimate handoff meeting is the transfer of a project from the estimating department to the RVP and PM. The RVP schedules the turnover meeting and invites, at a minimum.

RVPPMSuperintendentCEAll the above
17. During this meeting, the CE reviews assumptions carried in the estimate, subcontractors / vendors whose pricing was used, basis for unit rates, and any other relevant data to assist in the safe, profitable execution of the project. This meeting is facilitated by a ____.

Meeting AgendaHandover AgendaHandoff AgendaAll the above
18. At the conclusion of the meeting, both the CE, RVP and PM sign the handover agenda (or acknowledge participation in the handover meeting by some other means) which the PM then stores in the ____ file structure.

ProCoreSharePointSupport CenterAll the above
5. PROJECT EXECUTION
1. Along with the initial buyout of subcontracts and purchase orders, the top priority for the PM is the setup of various administrative controls within Procore and the establishment of key project tools.

TrueFalseNot sure
2. In ProCore, the standard folder structure is consistent across all projects of all types. It represents the minimum organizational standards required within IWS. Some projects may not require the use of all folders, or some projects may require additional folders. ____ folders should not be deleted. Additional ____ should be added where appropriate.

UnusedFoldersUnnamed
3. File names will be short but clear enough to communicate the contents to non-project personnel. Examples of this naming convention include (select all that are true).

When saving documents that are anticipated to be revised or updated in the future, the PM will add in the revision number and date of revision into the file title. For example, “Document ABC – Rev 2 – YYYY.MM.DD”.Documents that are tied to a date (e.g., Pay Applications) will include the applicable pay period. For example, “Pay App 5 – YYYY.MM”.If you are in a hurry it is OK to name the file whatever you want.
4. IWS applies a serial number and date to all formal outgoing and incoming correspondence with clients for ease of reference and tracking of major project issues or events. At the onset of a project, the PM should work with the client to have them apply a serial number to formal correspondence sent to IWS. The naming convention for letters is as follows (select all that are true):

“IWS-[Project Number]-[Letter Number]”.For example, “IWS-439-021” would be the 21st letter issued by IWS to the client on job number 439.
5. Should a client elect not to apply a serial number to correspondence addressed to IWS, IWS should apply one internally for reference purposes. It should generally follow the same format as IWS applies to its own correspondence. For example, “ABC-439-005” would be the 5th letter issued by client “ABC” on project 439.

TrueFalse
6. The Pre-Construction Planning Meeting is a more extensive meeting with the project team. The main purpose of this meeting is to ensure that the project team clearly understand what is included in the scope of work. Select all activities that may apply in the scope of work:

Development of the Project BudgetDevelopment of the Project Baseline ScheduleDevelopment of the Subcontractor / Vendor Buyout StrategyApproval of the Subcontractor / Vendor Buyout StrategyExecution of the Subcontractor / Vendor Buyout StrategyVendor and Supplier Management
7. The CE is responsible, with input from the RVP and PM, to convert the project estimate into a project budget. The PM’s involvement at this stage is significant as the project baseline budget will be the metric against which the performance of the project will be assessed.

TrueFalseNot sure
8. The PM is responsible, with input from the RVP and Superintendent, for the development of a baseline project schedule. Like the development of a project baseline budget, the project’s performance will be measured against the baseline schedule.

TrueFalseNot sure
9. The PM is responsible for developing the Subcontractor / Vendor buyout strategy to maximize project safety and profitability. The PM is encouraged to collaborate with IWS resources who may be able to assist such as the CE and responsible RVP.

TrueFalseNot sure
10. The cost management tool allows the PM to understand project cost performance against the original budget, revised budget, and estimate at completion at any point in time. The quality of the data contained within the cost management tool is dependent on the timeliness and accuracy of cost entries.

TrueFalseNot sure
11. The Original Budget (OB) is established after the project turnover and is not modified at any time during the project except when a change order is executed. At this point, the OB is modified to reflect the change order.

TrueFalseNot sure
12. Revised Budget: these budget updates represent the revised budget which serves as the primary control of funds on IWS projects. PMs should not incur costs without first checking that the corresponding cost does not exceed the revised budget.

TrueFalseNot sure
13. The Estimate at Completion (EAC) reflects the PM’s forecast on how much the project will cost at completion. It is built of two main parts: Actual costs incurred to date + Forecasted costs to complete.

TrueFalseNot sure
6. COST MANAGEMENT
1. EAC > Budget: When the EAC for a cost code exceeds the budget, this tells the PM that additional attention is warranted. The PM should review and understand what contributed to the elevated EAC value and whether the project team can influence it. Perhaps productivity is below anticipated or there is ineffective field management of resources. What should the PM do with these cases?

Focus attention to these casesIgnore these casesTurn these cases over to the Superintendent to resolve
2. EAC < Budget: This condition signals that the project is expected to come in under budget for a particular cost code. What should the PM do in these cases?

Look for opportunities to increase project profitabilityIdentify how to duplicate this trend with similar cost codesPray that outcomes are benificial to the company
3. Cost Incurred Limit: Subcontractors / Vendors perform work under subcontracts or purchase orders that outline a subcontractor or purchase order value which is negotiated from a scope of work. When not monitored, subcontractors may perform work that exceeds the value of the subcontract (for example, excavating more soil than originally anticipated). When this occurs, a change order must be issued for the additional work, potentially causing a delay in payment. What should the PM do in these cases? Check all that apply!

PMs should routinely monitor subcontracts or purchase orders where the incurred costs have met or exceeded 75% of the total value.PM should consider whether a change order should be prepared now or if anticipated costs will exceed the contract value.Now is the time to make any adjustments in either the upward or downward directions.
4. Due Payments: Delayed or nonpayment to Subcontractors / Vendors may cause Subcontractors / Vendors to hold deliveries, stop work, or threaten to issue a claim or file a lien. While the PM may not have the authority to decide when and how to pay invoices, the PM should understand which Subcontractors / Vendors have overdue amounts or are at risk for late payment. What should the PM do in these cases?

The PM should hope for the best and plan for the worst.The PM should consider the potential impact to the work and quickly escalate any issues to the RVP.
5. Force Account Work: Force account work is work which a Subcontractor / Vendor was directed to perform in the absence of a change order or purchase order revision. This occurs when IWS and a Subcontractor / Vendor cannot agree on the cost, but the work is deemed critical. Such work must be carefully monitored by the PM. This includes all ____ engaged in the force account work. Such work is considered incurred costs and must be treated as such.

LaborEquipmentMaterials, andSubcontractorsAll the above
6. Delayed invoicing can contribute to negative project cashflow, leaving IWS to finance work on behalf of the customer. What are the appropriate steps in the prime contract invoicing process which are depicted in the Prime Contract Invoicing Workflow. Select all that apply!

IWS utilizes the American Institute of Architects (AIA) invoicing format (AIA Contractor’s Application for Payment Template) for all projects unless otherwise required by the prime contract.The PM should download the Earned Value Management calculation from Procore and mathematically convert the output into the mutually agreed schedule of values between IWS and the project customer.If the PM is aware of completed vendor or subcontractor work that is not yet invoiced, the PM should contact them to ascertain the quantities delivered and / or installed and ensure to accrue the cost and include them as part of the invoice.Once the invoice is fully compiled, the PM will share a draft with the client for review and approval.The client may request additional information, reject amounts, or a combination thereof. When satisfied, the PM should sign and send the formal invoice to IWS Accounts Receivable. It remains the PM’s responsibility to ensure the project records are updated by IWS Accounts Receivable.
7. From time to time, the PM may be asked to provide input into IWS corporate efforts to classify and record project revenues for a specified period. What are the procedural steps the PM should take if tasked with revenue recognition activities.

Receive and understand written revenue recognition instructions and / or policies published by IWS. Any questions should be clarified by the author of the instructions and any governing corporate policies.Conduct the revenue recognition activity, ensuring that each entry is supported either by documentation, record, or description of any assumptions made. Assumptions should be easily understood and able to be followed by third parties.Transmit the revenue recognition data to the party outlined in the instructions and / or relevant policies and save a copy of this transmission in the project files.All the above
8. What are the different types of budget transfers? Select all that apply!

Standard Transfer – Those excluding the contingency or profit cost codesContingency Transfers – Those involving inflows or outflows to the contingency cost code but not the profit cost code; andMargin Transfers – Those involving inflows or outflows to the margin cost codeAll the above
9. After approval of the budget transfer (see Table 1 – Budget Transfer Authorizations), the PM shall do what? Select all that apply!

Instruct the PC in writing to make the budget transfer within ProcoreSave the “Budget Transfer” file in the proper folder locationSave any required approvals in the proper folder location
10. What are the steps that should be taken to update a budget due to a change order? Select all that apply!

The PM receives and stores the executed change order in accordance with Section 7 of the Change Management Procedure.The PM sends the internal budget breakdown of the change order to the PC who in turn updates the project budget in Procore with a new change order cost code and notifies the PM.The PM reviews the updated budget and approves it in Procore when correctly uploaded.
11. Upon execution of a ____, the associated funds should always be added as an additional and separate budget entry in a change order work cost code. If the PM intends to use these funds for other cost codes, then the budget transfer should be followed to move funds accordingly.

Change OrderPurchase OrderSpend OrderFunds Request

12. Select the proper description for each condition.

	Match the below conditions
EAC > Budget
EAC < Budget

13. Select the proper description for each cost type.

	Cost Types
Cost Incurred Limit
Due Payments
Force Account Work

14. Pair the three most common subcontract types to their meanings as per the PEM.

	Select the correct definition
Lump Sum
Unit Rate
Time and Materials

15. When forecasting self-performed work how should the PM determine and estimate quantities to complete? Pair the following cost categories to their appropriate definition!

	Select the correct definition
Direct Labor
Indirect Labor
Committed Purchase Orders
Purchase Orders not Committed
Equipment

16. As part of the PMs monthly ____, the PM needs to consider the assumptions that were made in setting the annual budget and the methodology used in creating the monthly cash flow.

Accounting ReportsFinancial ReportsVariance analysis/explanationsP&L Reports
17. The project budget is one of the main control tools in the PM’s toolbox. The PM is responsible for maximizing opportunities to stay ____ for individual cost elements and mitigating cost overruns.

Under budgetOver budgetNear budgetClose to budget
18. The ____ is the Project To Date Costs plus the Forecast to Complete Costs and resides within Procore. The PM will review the EAC to analyze EAC values relative to the budget in either the negative or positive directions.

Potential Cost at Completion (PAC)Total Cost at Completion (TAC)Estimated Cost at Completion (EAC)All the above
19. A ____ represents the PM’s best estimate at a point in time on how much the project will cost at completion.

Cost EstimateCost AssumptionCost ForecastCost Guess
20. IWS utilizes a system of Earned Value Management (EVM) to ascertain a like-for-like view on the actual progress earned across its projects, regardless of location, cost, or schedule. The ____ is responsible for ensuring timely input of daily reporting and exercise best-faith efforts in the forecasting process. When either of these two responsibilities are not met, the accuracy of an EVM calculation is reduced.

APPMRVPAP
7. SUBCONTRACTOR AND VENDOR MANAGEMENT
1. The lifecycle of Subcontractor / Vendor management can be broken down into three overarching phases: Planning, ____, and Contract Management.

Accounts PayableBid-AwardExecutionDesign
2. At a high level, a contracting strategy consists of a list of all ____ contained within a project and identifies who will perform them.

EmployeesSubcontractorsActionable ItemsScopes of Work
3. IWS may not be licensed, qualified, or contractually permitted to perform certain scopes of work. In these instances, a ____ should be assigned these scopes.

Subcontractor / VendorTemp WorkerEmployeeCompetetor
4. Depending on the magnitude, quantity, and timing of ongoing or planned IWS projects, IWS may not be able to fully resource a project. In this case, a ____ should identify which additional scopes of work are more economical to subcontract relative to others.

CESuperintendentPMVP
5. Throughout the course of the project, the PM also serves the role of a contract manager. Fulfilling this role, the ____ is responsible to manage changes, review and approve invoices, and maintain IWS contractual obligations to Subcontractors / Vendors.

CESuperintendentPMVP
6. A ____ should strive to cultivate good working relationships with IWS subcontractors / Vendors and resolve issues at the jobsite level when possible.

CESuperintendentPMVP
7. One area of particular risk to IWS is the late delivery of equipment. The ____ is an aid in the tracking and managing purchased goods.

Delivery LogMaintenance LogReservation LogProcurement Log
8. The PM must stay consistent with Subcontractor / Vendor invoicing. Delays in the ____, ____, or ____ of invoices could result in the demobilization of crews or held shipments. As a result, IWS may have trouble meetings its own contractual obligations with the Client.

reviewapprovalpaymentAll the above
8. CHANGE MANAGEMENT
1. Change is the deviation from____.

ContractDrawingsSpecificationsInvoice reviewAny or all of the above
2. When mismanaged, change can contribute to schedule and ultimately ____ losses to IWS.

ReputationMaterialFinancialQualityNone of the above
3. ____ generally outline the formal process by which a Client shall initiate a change.

Prime contractsEmailsText messagesVerbal conversations
4. Change notifications often come in the form of official letters or documents. However, changes initiated by the client aren’t always easily identifiable as they may also take the form of verbal conversations, text messages, or emails.

EmailsText messagesVerbal conversationsAll or any of the above
5. Once a written change request is received, the PM shall complete a daily detailed force account work report supported by ____ to carefully monitor costs incurred that are signed by the Client’s on-site representative.

LaborEquipmentMaterialsQuantitiesPhotographsCorrespondenceAny or all of the above
6. The PM will notify the Client if costs are expected to surpass the ____ for further instruction. An increase of the NTE amount may be required via an additional letter.

Potential amountAssumed amountNTE amountEstimated quantities
7. The PM will not accept any requests for changes to subcontractors or purchase orders outside of written correspondence. Ideally, this comes in the form of formal correspondence, but this may also come in email format from smaller organizations. Such requests should outline ____.

Subject of the change (what is being changed?)Base of the change (why is there a change?)Cost impact of the change (how much will the change cost?)Schedule impact of the change (how long with the change take?)Breakdown of the cost impact (what comprises the cost impact?)All the above
8. A project may be impacted by outside circumstances (e.g., changed site conditions, extreme weather not accounted for, etc). The PM will immediately issue a formal notice upon encountering such circumstances as there are often contractual time limits for making such notice. Failure to do so could result in IWS waiving its rights for additional compensation and time.

TrueFalseNot sure
9. The PM shall track all ____ and potential ____ in the change order log (contained within Procore).

ExpendituresChangesLaborNone of the above
10. ____ is the concept of whether IWS (or another party) is eligible for an adjustment of compensation or time according to the contract. For example, IWS may have been impacted by changed site conditions (a legitimate change in this example) but did not provide a formal notice within the timeframe outlined in the contract. Therefore, while the change is conceptually sound, IWS is not entitled to money or time because the contractual provisions were not followed.

AllocationImmunityDispensationEntitlement
11. After reviewing the contractual terms of the change, the PM must then clearly understand and be able to articulate how an IWS-proposed change legitimately expands or alters existing IWS (or IWS Subcontractor / Vendor) scope. The PM shall anticipate and plan for potential counterarguments by a client.

TrueFalseNot sure
12. Clients will issue change orders to IWS on ____. All prime contract change orders are signed by RVPs. The PM is responsible to describe and present any change orders to the RVP. Upon signature, the PM returns the change order to the Client for execution.

Client-mandated templatesAny templateElectronic templateAny of the above
13. The PM shall retain both a copy of the transmission and fully executed prime contract change order in Procore.

ProcoreSupport centerSageSharepoint
9. QUALITY CONTROL
1. Quality control refers to the process of IWS delivering physical work in accordance with the contract documents, the verification of this work, and the correction of any non-compliant work. IWS is entitled to compensation for work that does not meet contractual requirements.

TrueFalse
2. In quality control planning, the PM will first review the ____ to understand any contractual requirements that dictate how quality control processes should be formed.

Sub ContractPrime ContractVendor ContractVarious Contracts
3. The key principle(s) of field quality control that the PM should seek to implement in the event there is no stipulated quality control process in the prime contract are:

At delivery of high value or specialty equipment (i.e., prior to accepting the delivery)Progressive installation of linear worksInstallation of process equipmentComplete installation of a system or unit (e.g., a building, chemical skid, etc.)All the above
4. To protect IWS interests, a qualified IWS representative shall be present at all ____ with the Client.

Site visitesSafety meetingsInspectionsPlanning calls
5. The PM can delegate the responsibility from #4 (above) to a field supervisor or hold the responsibility themselves. This step is not a negotiation of contractual requirements, but instead a verification of whether the item(s) being inspected are contractually compliant.

TrueFalseNot sure
6. Regardless of the result, the outcome of the inspection shall be documented. Such documentation shall include, at a minimum, the following:

Date and time of inspectionClient representative and positionIWS representative and positionDescription of delivery or works being inspectedReferences to relevant specifications and drawingsResult of the inspectionAny remarks by either the Client or IWSAll the above
7. Typically, a client is entitled to inspect any works at any time without notice for compliance purposes outside of the inspection process. Should a client identify any instances of non-compliance, they may issue a notice by ___, ___. Some clients develop and issue ____.

Placing a phone callSending an emailIssueing a Non-Conformance report (NCR)All the aboveAny of the above
8. Should IWS receive a report of non-compliance, the PM shall request the ____ for each identified item. For example, this may be a request for the Client to identify the specification or drawing to which the Client compared installed works. The IWS PM is then responsible to determine whether an NCR finding is within or outside of the scope of work.

ReasoningItemized summaryContractual basisVideo recordAll the above
9. Out-of-scope items should be returned to the Client. In scope items should be addressed until closure of all items identified on the NCR are completed.

TrueFalseNot sure
10. RISK MANAGEMENT
1. Risk Management helps ensure risks associated with projects are:

IdentifiedAssessedDocumentedMonitoredControlledAll the above
2. The responsibility to identify and document risks and opportunities rests with____:

CEPMRVPAll project team members
3. The responsibility to organize, facilitate the discussion of, and manage the risks rests with the ____:

CEPMRVPAll project team members
4. Leveraging the structure provided in the risk register, the ____ shall exercise judgement in determining the root cause, impact, probability, and owner of each risk and opportunity.

CEPMRVPSVP
5. After the identification of risks and opportunities, the ____ is tasked with the analysis of each item.

CEPMRVPSVP
6. A quantitative assessment should include the following:

A high-level cost impact should the risk or pportunity be realizedA high-level schedule impact should the risk or opportunity be realizedBoth
7. A risk mitigation plan is a list of actions planned or being taken to deal with risks. It is an evolutionary document, capturing information on the outcomes of the risk strategies for future reference. Identified risks, the enacted ____ are key inputs into the lessons learned process.

Key developmentsPolicy enhancementsMitigations and resultsChanges
8. The components of a risk mitigation plan are identified as:

Who – The risk mitigation action/activity should document who is performing the activity (e.g., Contractor, Project Manager, Project Engineer, etc.)What – The activity should be a detailed description of the mitigation steps that are being implemented.When – For time-based risk mitigation steps, identify timelines and trigger events for contingency plans; for recurring events, specify how often it will be performed (i.e., daily, weekly, monthly, trigger date, etc.)Evidence – Each activity should have some documentation that the activity was performed, such as the date completed or reference to a pertinent record.All the above
9. The PM will provide monthly risk reporting within the monthly portfolio report, which will include, at a minimum:

Status of the risk and opportunity registerA report on the effectiveness and results of any reviews or auditsList of major risks and opportunities (or risks subject to formal mitigation plans)Any new risks or opportunities since the last reportAny issues or problem areas which require additional oversightAll the above
11. COMMISSIONING & STARTUP

1. There are typically two stages of project completion: Substantial Completion and Final Completion. Match the completion type with the appropriate description.

	Completion Types
Substantial Completion
Final Completion

2. Some contracts may not clearly outline the requirements to achieve Substantial Completion. Any such concerns must be raised by the PM as early as possible to achieve a mutual, ____ understanding of what constitutes Substantial Completion between IWS and a Client.

PotentialAssumedWrittenSpoken
3. The PM must develop a ____ plan. This is best done by listing all assets and identifying all documentation, witness, and contractual requirements for each asset.

Pre-commissioningStart-upTurnoverProject completion
4. The physical steps required to start up equipment are documented in ____ instructions gathered as part of the commissioning process. No start-up activities shall take place in the absence of such documents.

Pre-commissioningStart-upTurnoverProject completion
5. Only qualified, contractually permitted ____ shall carry out the start-up steps. This may include dedicated Subcontractor / Vendor employees or possibly trained IWS project team members.

PersonnelContractorsClientsLaborers
6. After the start-up of all process equipment and systems, the PM should consider whether to issue a formal notice to the Client indicating the achievement of Substantial Completion. This letter shall include, at a minimum:

The date the last unit was started upReference to contractual clauses governing start-upA statement that IWS considers Substantial Completion has been achievedA request for acknowledgement of receipt of the letterAll the above
12. PROJECT CLOSEOUT
1. Project closeout is the sequence of activities required to ensure that contractual obligations have been met, financial accounts have been closed, and project records have been properly dispositioned. At this stage, the PM is accountable for four key outputs:

Earning Final CompletionFull Financial Closure of All AccountsArchival of All Project RecordsFinal ReportingAll the above
2. The Project Closeout Checklist must be initiated at the ____ completion stage of the project.

70%75%80%85%
3. As with all aspects of a project, the IWS ____ is ultimately responsible for the timely and complete closeout of a project.

CEPMRVPSVPSuperintendent
4. IWS earns final completion upon the completion / submission and Client approval of all physical works and prime contract deliverables.

TrueFalseNot sure

5. At the onset of a project, the PM creates the initial master deliverable list. During project execution, the PM continues to review and update this list as needed. When preparing to achieve Final Completion, the PM should take the below steps. Match the steps with the appropriate description.

	Completion Types
Deliverable List Agreement
Deliverable List Fulfillment

6. After the completion of all punch list items and the submission of all deliverables, the ____ shall notify the PC so they may immediately submit the final invoice for all monies.

CEPMRVPSVP
7. The closure of subcontracts and purchase orders should begin as early in the project execution phase as possible and not at the end of a project.

TrueFalse
8. Throughout project execution, the PM has stored all project records in their proper locations within the Procore file structure. The ____ shall review the contents of each folder to ensure that the requisite files have been stored, appropriately named, and easily retrievable. If any issue arise, the ____ will notify the PM to fix.

CEPMRVPSVPPC
9. At the conclusion of a project, the PM shall compile, organize, and transmit the lessons learned to both the CE and responsible RVP. Additionally, the PM shall store the lessons learned within the Procore file structure.

TrueFalseNot sure
10. The final cost report contains actual cost, productivity, and procurement data that IWS leverages to win additional projects. During the final reporting stage of a project, the PM shall notify the PC to download this report from Procore and issue it to the CE and responsible RVP.

TrueFalseNot sure
11. The final control point: PM shall download the final cost report from Procore and issue it to the CE and responsible RVP.

TrueFalseNot sure
Should be Empty:

Project Execution Management Training

1. INTRODUCTION

2. ORGANIZATIONAL MANAGEMENT

3. OVERSIGHT AND REPORTING

4. PROJECT PURSUIT AND BASELINE

5. PROJECT EXECUTION

6. COST MANAGEMENT

7. SUBCONTRACTOR AND VENDOR MANAGEMENT

8. CHANGE MANAGEMENT

9. QUALITY CONTROL

10. RISK MANAGEMENT

11. COMMISSIONING & STARTUP

12. PROJECT CLOSEOUT