CM 1011 Final
"TQM" stands for Terminal Quality Management
false
A certificate of substantial completion should not be recorded at the courthouse
false
A system evaluation does not include employee interviews
false
Change orders should be seen as an opportunity to make a large profit
false
Corrective action has to wait until the project is completed
false
Delays in construction are expected and cannot be measured
false
Dr. Harper was the project manager on the Hawaii project
false
Dr. Harper worked on Hilton hotel project in Hawaii
false
Drafting the contract documents is one of the pre-construction tasks
false
Elimination is not an example of engineering controls
false
Field observations are useless for tracking quality
false
Fiscal considerations should not enter into the reason for a safety program
false
Four workers died in the Mississippi oilfield explosion
false
Goals for the construction team should be set by the superintendent alone
false
Hazard identification cannot be classified by materials used
false
Inspection is not needed when determining quality
false
Knowing the contract will not help you when it comes to a change order
false
Our guest lecturer, Ruby Comeaux, works for Turner Industries
false
PPE stands for personal protection engineering
false
Permits are not part of the execution plan
false
Proper tools and equipment is not a safety consideration
false
Quality is the most important thing for a contractor on a project
false
Removing and reworking incorrect work costs approximately twice that of doing it right the first time
false
Retainage is a penalty amount kept by the owner
false
Safety should not be a part of a company's mission statement
false
Scheduling addresses "how much" and "what"
false
Substantial completion is when the project is completely paid
false
Testing of materials is part of Quality Assurance, not Quality Control
false
The bathroom counters used material from Spain
false
The critical path is the network path with the most floats
false
The first video shown was entitled "You Cant Do That"
false
The gas that was absent in the Mississippi oilfield explosion was nitrogen
false
The guest lecturer, John Manion, works for Boh Brothers
false
The hotel project conducted no work on "Aloha Friday"
false
The hotel project in Hawaii took more than two years to complete
false
The network CPM is ideal for showing the owner the status of the project
false
The network logic stage comes before the sequence stage when producing a schedule
false
The presentation prepared by Dr. Chris Harper was an industrial construction job
false
The quality of the work force does not impact performance
false
The status of productivity is unimportant in management of a project
false
Training is part of Quality Assurance, not Quality Control
false
Unforeseen conditions do not justify a change order
false
A change order means accepting more risk
true
A clear expression of employee should be a policy component of a safety manual
true
A company's managerial commitment should include safety
true
A construction project should be monitored to assure contract compliance
true
A job hazard analysis focuses on jobs and tasks
true
A safety officer at a company must have authority to take corrective actions if a hazard is identified
true
A stop sign is an example of an administrative control
true
Activity on Node (AON) is the most common network diagram used in construction
true
Behaviors of an employee are on the of the things that may be changed in a robust safety program
true
Building code inspections are part of Quality Control
true
Change orders may arise from regulatory compliance
true
Commissioning is part construction close-out
true
Completion date forecasts are part of management reports
true
Cost control requires documentation
true
Documentation includes material delivery tickets
true
Dr. Harper worked as a plumber for five years after high school
true
Duration have to do with how long an activity will take
true
Elimination of a risk may cause disengagement
true
Employees should be involved in the development of a company safety manual
true
Engineering controls are at the top of the hierarchy of hazard control
true
Equipment is one of the scopes to consider when pricing a change order
true
Exposure is what makes a hazard a risk
true
Falls are the number one cause of accidents on a construction site
true
Final payment is part of contract close-out
true
Hazard mitigation is a primary component of a job hazard analysis
true
Hazards may be created by a change of materials or equipment
true
It is a good idea to have diversity in abilities on a construction team
true
It is the will to prepare to win that separates us from failure
true
Key performance indicators measure performance against the goals
true
Legal obligations are one reason for a robust safety program
true
Mini-schedules are used for more detail on an item of work
true
One of the objectives of QA/QC is doing the job correctly the first time
true
One of the results of a robust safety program is that workers believe they have a right to a safe workplace
true
Operation and maintenance manuals are part of contract close-out
true
Primavera P6 is a scheduling program
true
ProCore is a construction management program
true
Procurement activities are associated with obtaining material s and equipment
true
Punch list is part of construction close-out
true
Quality is "meeting or exceeding the requirements established in the design documents"
true
Quality is determined by the owner's expectations
true
Quality is meeting the acceptance criteria 100% of the time
true
Rain caused a "small river" to flow through park of the Hawaii project
true
Safety culture should be a part of the organizational value system of a company
true
Safety training addresses the issue of why the need for robust safety plans
true
Selection of subcontractors is part of Quality Assurance, not Quality Control
true
Subcontractor performance is important in evaluation project performance
true
Team activities include identifying who has what responsibilities
true
The benefits of safety are one of the learning objectives of the first presentation
true
The management program used on Hawaii project was Pro Log
true
The presenter's first rule regarding changes to the work is "First, do no harm"
true
The primary problem with a bar chart is the lack of inter-connectivity of the work items
true
The primary tool for planning is the schedule
true
There are indirect costs that may be saved by having a safety program
true
There are legal implications to consider when doing a change order
true
There are three project close-out reports
true
Time is one of the scopes to consider when pricing a change order
true
Unsafe behaviors cause more safety problems than unsafe conditions
true
When the plan doesn't work, stop and re-plan
true
