TEST 01

01. Rationale
By definition, KPIs are the most relevant metrics in determining whether the outcomes of an activity contribute to the
goals of the entire organization and the aims of the activity. KPIs must be objectively defined in order to provide a
quantifiable and measurable indication of the organizations progress towards achieving its goals.

For more information, refer to Competency 9, Chapter 1, Topic 2.

A metric that helps to assess progress towards successful completion of a relocation is an example of a(n)

• best practice.

• service specification.
• benchmark.
• key performance indicator (KPI).

02. Rationale
Inspection for quality persevered as the most common quality practice until the beginning of the 20th century. The

process orientation in quality as we know it today began with Dr. Walter Shewhart in the 1920s.

For more information, refer to Competency 9, Chapter 1, Topic 1.

A significant shift in quality during the early 20th century was

• using inspection to prevent shipping defective materials.

• planning for quality rather than managing processes.

• controlling processes rather than inspecting for defects.

• implementing a single-task orientation to managing work across boundaries.

03. Rationale
Benchmarking targets performance of specific processes with the intention of identifying practices that can lead to

performance improvements.

For more information, refer to Competency 9, Chapter 1, Topic 2.

Which of the following processes is most likely to result in new knowledge of how to identify and deal with constraints
in a major FM service process?

• Customer segmentation
• Trend analysis

• Process mapping
• Benchmarking

04. Rationale
Systems thinking is a way of understanding reality that emphasizes the relationships among a system's parts, rather

than the parts themselves. In this example, a systems approach might examine factors such as smoke-detector
distribution and building materials used, patterns of previous fire outbreaks and the effectiveness of current fire and
safety codes.

For more information, refer to Competency 9, Chapter 1, Topic 3.

Which of the following is the best example of applying systems thinking in response to a minor property fire?

• Put out the fire and examine fire-suppression devices and practices, other fire patterns and fire and safety

codes.
• Put out the fire and locate backup fire stations in the area as part of a contingency plan.
• Put out the fire and study patterns of where any other property fires have occurred.

• Simply put out the fire.

05. Rationale
Systems thinking embodies the belief that an organization is more than the sum of the parts. The broader perspective

of systems thinking— working together to optimize the system as a whole, not seeking to optimize separate pieces—
helps to create the understanding necessary for better long-term solutions.

For more information, refer to Competency 9, Chapter 1, Topic 3.

To solve a complex service problem that involves multiple providers, a facility manager solicits everyone’s feedback

and also helps each provider to understand the “big picture” and not just their respective parts. These actions
exemplify

• benchmarking.
• 360° feedback.

• conflict-handling.
• systems thinking.

06. Rationale
Armand V. Feigenbaum was the originator of total quality control. Feigenbaum perceived quality control as a
business method and stressed the importance of involving all departments in an organization in quality.

For more information, refer to Competency 9, Chapter 1, Topic 1.

Which quality guru is credited as the originator of total quality control?

• Dr. Walter Shewhart

• Dr. Joseph Juran
• Dr. W. Edwards Deming
• Armand V. Feigenbaum
07. Rationale
By definition, a service specification describes the service level acceptable to meet customer requirements. It also
provides a framework for monitoring actual services and may be used as a benchmark to assess the standard and
quality of service provided.

For more information, refer to Competency 9, Chapter 1, Topic 2.

The description of service level acceptable to meet customer requirements is a

• best practice.

• service level agreement.

• key performance indicator (KPI).
• service specification.

08. Rationale
Process mapping is a technique for designing, analyzing and communicating work processes. A process map is any

one of several kinds of visual illustrations of how the work flows. In this example, preventive maintenance of a fire
suppression system would involve the inspection and testing of a variety of components and most likely involve

multiple people to perform the various tasks.

For more information, refer to Competency 9, Chapter 1, Topic 2.

A diagram showing the tasks, activities, functions and/or decisions that must be performed during preventive
maintenance of a fire suppression system and by whom is an example of a

• code.
• process map.

• control chart.
• protocol.

09. Rationale
CI is a strategy for achieving total quality management. It is directed at improving quality and customer satisfaction.

For more information, refer to Competency 9, Chapter 1, Topic 2.

Which of the following describes the collective actions an organization takes to increase the effectiveness and
efficiency of a process and improve customer satisfaction?

• Benchmarking
• Best practices

• Continuous improvement (CI)

• Systems thinking
10. Rationale
Organizational systems that function at their optimal levels exemplify this characteristic. Any individual component
contributes its best to the entire system, for the benefit of the system—not for selfish reward.

For more information, refer to Competency 9, Chapter 1, Topic 3.

Which of the following actions characterizes a systems thinking approach?

• Individual components are broken into constituent parts.

• An individual component contributes its best to the entire system.

• Individual components function independent of each other but are additive in system contributions.
• An individual component may perform for the better or to the detriment of another.

11. Rationale
Systems approaches emphasize the whole rather than the parts and stresses the roll of interconnections.

For more information, refer to Competency 9, Chapter 1, Topic 3.

In a systems approach, an in-house facility management function

• segments individual occupants and improves independent services.

• views the various other functions across the organization as discrete functions.
• focuses on linear cause-and-effect when troubleshooting process problems.

• provides optimal support processes to the entire organization.

12. Rationale
By definition, the PDCA is an iterative model that has four phases: Plan, Do, Check and Act. The output of each
phase serves as the input to the next phase. The cycle is about learning and ongoing improvement, learning what
works and what does not in a systematic way.

For more information, refer to Competency 9, Chapter 1, Topic 2.

Which of the following is an improvement methodology, the idea being to constantly improve and reduce the
difference between the requirements of customers and the performance of the process?

• Systems thinking
• Plan, Do, Check, Act (PDCA) cycle
• Voice of the customer (VOC)
• Trend analysis

13. Rationale
By definition, metrics are standards of measurement. In this example, they are specific indicators that are measured

to assess service provider performance.

For more information, refer to Competency 9, Chapter 1, Topic 2.

A service provider report card includes 6 to 10 vital service quality measures. A weight is assigned to each measure
depending upon its importance. An overall service quality index is calculated. These measurements of service

provider performance are examples of

• codes.

• best practices.
• service specifications.
• metrics.

TEST 02

01. Rationale
A prescriptive specification dictates exactly what will be done, how the tasks will be performed and the frequency.

Essentially a prescriptive approach would be based on inputs, whereas performance- and output-based approaches
would be based on outputs.

For more information, refer to Competency 9, Chapter 2, Topic 3.

The type of service specification that specifies specific inputs is

• performance-based.
• output-based.

• restrictive.
• prescriptive.

02. Rationale
Measures of customer satisfaction with FM services should have relevance to customers and provide data FM can
influence and control.

For more information, refer to Competency 9, Chapter 2, Topic 1.

An example of a relevant measure to assess customer satisfaction with FM services is

• the number of times customers look at the department’s Web site.

• service response cards completed by customers after a call.
• hours spent repeating work that was not done right the first time.
• the amount of money invested in new technology.

03. Rationale
A performance-based specification allows sufficient flexibility for the provider to determine the most appropriate

operational response within the parameters of clear overall performance targets.

For more information, refer to Competency 9, Chapter 2, Topic 3.

A cleaning service specification that would allow the provider to schedule cleaning to reflect the need dictated by
varying patterns of use in different parts of a building and other factors such as weather conditions, occasional out of

hours use and so forth is

• conditional.

• prescriptive.
• performance-based.
• restrictive.

04. Rationale
ANSI provides all interested parties with a neutral venue to come together and work towards common agreements.

The process to create voluntary standards is guided by the Institute’s principles of consensus, due process and

openness and depends heavily upon data gathering and compromises among a diverse range of stakeholders.

For more information, refer to Competency 9, Chapter 2, Topic 1.

Which of the following statements characterizes the mission of ANSI (American National Standards Institute)?

• Promote and facilitate voluntary consensus standards and ensure their integrity

• Coordinate objective standards for certifying sustainable property and operations

• Develop American National Standards (ANSs)

• Help organizations improve performance and quality by promulgating compliance standards

05. Rationale
In generic benchmarking, an organization finds a benchmarking partner that has best-in-class processes and tries to
learn and translate improvements back to its organizational practices. Such "thinking outside the box" provides
unique potential for discovering innovative practices.

For more information, refer to Competency 9, Chapter 2, Topic 2.

An organization in the hospitality industry benchmarks janitorial/housekeeping practices and costs with a
manufacturer of consumer products. This type of benchmarking would be considered

• functional.

• generic.
• competitive.
• strategic.

06. Rationale
The customer has certain expectations about the level of service that the service provider should deliver. These

expectations need to be translated into formal requirements and targets. In the development of these targets, FM
should involve the service provider and the agreements developed jointly, so that targets are both appropriate and
practicable.

For more information, refer to Competency 9, Chapter 2, Topic 4.

Which of the following statements would be considered a best practice when developing a service level agreement
(SLA)?

• Service priority categories and times should be an addendum to the SLA.

• Performance metrics and standards included in the SLA should be mutually derived.
• Both customers and service providers should sign off on the final draft of the SLA.

• Text of relevant statutory requirements should be included as part of the SLA.

07. Rationale
The Five Whys is a technique used in discovering the root cause (or causes) of a problem by repeatedly asking the

question "why?" Once a problem is identified and described in specific terms, the Five Whys technique asks why it
happens.

For more information, refer to Competency 9, Chapter 2, Topic 2.

During a meeting with service providers, a facility manager and participants peel away layer after layer of symptoms

to get at the real heart of a performance issue. This process describes

• Plan, Do, Check, Act (PDCA).

• DMAIC (define, measure, analyze, improve, control).

• trend analysis.

• Five Whys.

08. Rationale
Correlation is a way to measure how associated or related two variables are. The analysis looks at things that already
exist and determines if and in what way those things are related to each other.

For more information, refer to Competency 9, Chapter 2, Topic 2.

Which type of analysis allows you to make a prediction about one variable based on what you know about the other
variable?

• Check sheet analysis

• Correlation analysis
• Trend analysis
• Regression analysis
09. Rationale
No one measurement technique works with all customers. For example, how you assess the needs and measure FM
performance with facility occupants or visitors would likely be very different from how you approach the task with
organizational executives.

For more information, refer to Competency 9, Chapter 2, Topic 1.

When gathering customer satisfaction feedback about FM performance from organizational executives, facility
occupants and building visitors, which of the following measurement principles would be most likely to apply?

• Different measurement techniques would be required for the stakeholder groups.

• Surveys should be used with all three stakeholder groups to ensure statistical inferences can be drawn.
• In-person interviews should be conducted with all three stakeholder groups to uniformly gather qualitative
feedback.

• Joint planning meetings should be used in conjunction with comment cards.

10. Rationale
While profits and productivity are reasonable FM service quality metrics, they are focused on the past and do nothing

to help predict future success. A best practice for service quality metrics is that they should consider the past, present
and future (not just provide historical past data). Additional metrics should be part of this scenario.

For more information, refer to Competency 9, Chapter 2, Topic 1.

An FM function measures department profits and service provider productivity. Are these appropriate as exclusive

key performance metrics?

• Yes, because they provide the basis for setting challenging goals.

• No, because they are focused on the past.

• Yes, because they do not waste time on frivolous things.

• No, because they provide information that is already known.

11. Rationale
A Pareto chart is a basic tool used to graphically rank causes from most significant to least significant. It uses a
vertical bar graph in which bar height represents the frequency or impact of causes.

For more information, refer to Competency 9, Chapter 2, Topic 2.

Customer satisfaction survey data reveals five major categories of customer complaints with FM performance. Since
all complaints cause equal distress to customers, which quality tool could be used to examine cumulative values and
help prioritize the type of complaint that should be worked on first?

• Histogram
• Deployment flowchart
 • Pareto chart

• Root cause analysis

12. Rationale
The mean is calculated by adding all the data values and then dividing by the number of values. The median is the
score that lies directly in the middle of the values. The mode is the value that occurs most frequently.

For more information, refer to Competency 9, Chapter 2, Topic 2.

What are the mean, median and mode for the following set of data?

5, 7, 6, 8, 12, 11, 8, 8, 7, 10, 8, 8, 5, 7, 8, 6, 5

• Mean = 7.12; median =7 ; mode = 7

• Mean = 7; median =7 ; mode = 8
• Mean = 7.59; median =8 ; mode = 8

• Mean = 8; median =8 ; mode = 7

13. Rationale
SLAs are terms negotiated between the service provider and the facility representative (such as the facility manager).

The service provider may be internal staff or outside contractors. An SLA should serve the mutual benefit of both
parties by providing a clear understanding of agreed operating arrangements and performance criteria.

For more information, refer to Competency 9, Chapter 2, Topic 4.

A primary purpose of a service level agreement (SLA) is to

• describe agreed service levels and how they will be monitored, evaluated, measured and managed.

• comply with standards but guard against over-specification.

• maintain a healthy and safe workplace that does not pose risks to visitors or persons outside the facilities.
• secure the buy-in of customers, as far as practicable, in identifying their service requirements.

14. Rationale
A performance-based specification sets quality-related targets that allow some flexibility. Performance-based
specifications do not aim to remove all detail, they simply looks to remove unnecessary constraints.

For more information, refer to Competency 9, Chapter 2, Topic 3.

A service specification states “The IT (information technology) supplier shall provide that all user data is recoverable
within one working day. Backups must not interrupt work during business hours.” This specification is

• conditional.
• performance-based.

• restrictive.
 • prescriptive.

15. Rationale
In principle, the SLA should identify those measures that the customer will use to judge the level of service received

from the service provider. These measures generally fall under the aspects such as quality, performance, delivery
time, charges for services and the nature of the interaction with the service provider. The other items listed here
would typically be part of the service specification.

For more information, refer to Competency 9, Chapter 2, Topic 4.

In drafting a service level agreement (SLA), typical elements include

• procedures for items and services.

• established standards and codes.

• quality and delivery time.
• industry accepted best practices.

16. Rationale
A control chart is a statistically-based line chart that indicates whether or not a process is stable, which means that it

has predictable performance. Control charts indicate if a process is operating between expected boundaries or
whether something has happened to cause the process to go "out-of-control."

For more information, refer to Competency 9, Chapter 2, Topic 2.

A tool used to measure sequential or time-related process performance and variability is a

• control chart.

• histogram.
• Pareto chart.

• cause-and-effect diagram.

17. Rationale
A scatter diagram is a chart that plots one variable against another to determine whether there is a correlation
between the two variables. Scatter diagrams are useful in rapidly screening for a relationship between two variables.

For more information, refer to Competency 9, Chapter 2, Topic 2.

A scatter diagram is a tool used primarily to

• monitor progress.

• examine correlation.
• establish root causes.
• measure variability.
18. Rationale
A flowchart is a graphical representation of the flow of a process, mapping the sequence of steps and decision points.
Before a process can be improved, how it currently works must be understood. A flowchart of the current process
helps to provide a complete picture of what is happening in the process from beginning to end.

For more information, refer to Competency 9, Chapter 2, Topic 2.

A service provider team flowcharts how a maintenance procedure currently works. The value to the team is to:

• gain consensus on how information and materials currently move through the process.

• assess the level of compliance against a quality standard.

• generate a record of how work activities are performed at a specific moment in time.
• validate baseline performance data before any changes are implemented.

19. Rationale
A cause-and-effect (C-E) diagram maps out a list of factors (the causes) that are thought to affect a problem (the

effect). Each of the main factors have groupings of related sub-factors. The resulting visual created shows the many
different causes that may contribute to a problem.

For more information, refer to Competency 9, Chapter 2, Topic 2.

During a brainstorming session with service providers, a facility manager and participants identify potential issues

underlying a specific service problem. For each of the main issues identified, the facility manager asks "Why does this
happen?" Sub-issues are noted. The tool being used is

• Plan, Do, Check, Act (PDCA).

• DMAIC (define, measure, analyze, improve, control).

• gap analysis.
• cause-and-effect diagram.

20. Rationale
CEN is an international non-profit organization set up under Belgian law. Through its services, it provides a platform
for the development of ENs and other consensus documents. CEN’s national members (more than 30 at present)
work together to develop these publications across a large number of sectors.

For more information, refer to Competency 9, Chapter 2, Topic 1.

Which of the following accurately characterizes CEN (European Committee for Standardization) activities?

• Oversight of a comprehensive range of market-driven European compliance standards

• Develop data exchange best practices and provide education and training sessions
• Provide a platform for the development of European Standards (ENs) and other consensus documents
• Promulgate global building rating systems used to achieve sustainability certifications
21. Rationale
CSFs are those attributes of a service that determine whether or not its objectives and priorities have been met.
Within each CSF will be one or more KPIs.

For more information, refer to Competency 9, Chapter 2, Topic 5.

How are key performance indicators (KPIs) related to critical success factors (CSFs)?

• KPIs help define strategies based on best practices to fulfill CSFs.

• KPIs are embedded in service specifications; CSFs are part of the service level agreement.

• KPIs are metrics tied to budgetary goals; CSFs assess performance required to meet strategic goals.
• KPIs enable management to understand, measure and control progress in each of the CSFs.

22. Rationale
Strategic or future-focused measures are necessary to help ensure FM provides executive leadership with
meaningful information that helps to advance the organization’s mission, vision and goals.

For more information, refer to Competency 9, Chapter 2, Topic 1.

Which of the following statements best describes why strategic future-focused measures are important?

• They tell the organization how it is doing on its path toward its mission, vision and goals.
• They can be reported in easy-to-read graphics and communicated via the organization-wide intranet.

• They yield data that management can use improve finances.

• They provide data that can verify management assumptions.

23. Rationale
Qualitative benchmark measures are non-numeric. The other examples here are all quantitative (numeric) measures.

For more information, refer to Competency 9, Chapter 2, Topic 2.

Which of the following FM benchmarking areas is an example of a qualitative measure?

• Leasing costs
• Churn rate
• Utility consumption
• Types of facility amenities

24. Rationale
Service specifications should not be regarded as fixed statements of service requirements, but as a basis for

continual improvement as circumstances and customer requirements change. Experience will reveal how better
results and improved value can be achieved by a change in specification.
For more information, refer to Competency 9, Chapter 2, Topic 3.

Which of the following statements would be considered a best practice when drafting a service specification?

• They should not emphasize the standards of service but rather the processes involved.
• They should be more input-based when working with external providers.
• They should not be regarded as fixed statements of service requirements.

• They should be part of the actual contract terms when working with external providers.

25. Rationale
KPIs are essential in helping organizations better define and measure progress towards organizational goals and
objectives.

For more information, refer to Competency 9, Chapter 2, Topic 5.

A key performance indicator (KPI) implemented and sustained properly will

• improve the bottom-line performance of the entire organization.

• foster an environment of improved performance, employee motivation and continuous improvement.

• reduced the need for tracking and periodic reporting of leading and lagging indicators.
• facilitate information sharing with business owners, organizational executives and board members.

26. Rationale
The root cause is what causes a problem to happen repeatedly. If you do not identify the root cause, you are merely
putting a bandage on the problem. It will probably happen again. When you remove the root cause, you have a

permanent fix.

For more information, refer to Competency 9, Chapter 2, Topic 2.

Which of the following statements best describes a root cause?

• The gap between current and ideal state

• A target for improvement
• The importance of a responsibility or action

• The fundamental, underlying reason for a problem

27. Rationale
The PDCA cycle captures the core philosophies of continuous improvement and innovation. It provides a repeatable

sequence of activities and facilitates efficient and effective problem solving at all levels of processes.

For more information, refer to Competency 9, Chapter 2, Topic 2.

A repeatable sequence of activities for continuous improvement and innovation that enables FM to efficiently and
effectively solve problems as well as be more creative is
 • Plan, Do, Check, Act (PDCA).

• cross-sector benchmarking.
• trend analysis.
• Pareto analysis.

28. Rationale
ISO develops standards for which there is a market requirement. An international cross-section of experts in the field
which have asked for the standards and other parties with relevant knowledge collaborate as technical committees to

develop the standards.

For more information, refer to Competency 9, Chapter 2, Topic 1.

Which of the following best describes an ISO (International Organization for Standardization) standard?

• Compliance
• Market-driven

• Prescriptive

• Performance-based

TEST 03

01Rationale
In general, good survey practice minimizes non-response rates. While there is no precise level or range for non-

response rates below which we can say that results are compromised, a high response rate helps to ensure the
results are representative of the target population. A high response rate also helps to produce accurate, useful

results.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Which of the following statements accurately characterizes an e-mail survey response rate?

• A negative effective of non-response is the possible introduction of error into the results.
• A high rate is most important when the survey purpose is to gather customer insights.

• A negative effect of non-response is that statistical analysis needs to be more rigorous to establish
significance.
• A high rate simplifies the graphical presentation of data.

02. Rationale
Lessons learned can help to improve objective quality measures included in future SLAs.

For more information, refer to Competency 9, Chapter 3, Topic 4.

Which of the following is a benefit of monitoring the performance of internal and external service providers?
 • To capture lessons learned for designing future service level agreements (SLAs)

• To assess if quality-related targets are being met or exceeded

• To develop more rigorous intangible performance measurements
• To improve the value proposition of the FM organization

03. Rationale
A customer’s view of FM service quality is based on tangible and intangible factors. Tangible factors are those which
can be objectively measured. Intangible factors include those which are more subjective in nature and, therefore,

more difficult to measure. The difficulty of quantifying intangible factors should not preclude their measurement as
they can be as important as tangible ones that are easily measured.

For more information, refer to Competency 9, Chapter 3, Topic 4.

Which of the following service performance measures is an example of an intangible factor?

• The response time to repair a photocopier

• The timely completion of an internal move

• The number of visitor parking spots

• The helpfulness of an on-site concierge

04. Rationale
It is important that survey items possess certain characteristics. They should be relevant to what needs to be
measured, concise and unambiguous and they should contain only one thought.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Which of the following survey questions would be the best choice for a Likert rating scale attempting to assess

customer satisfaction requirements?

• The service person was very personable.

• The service provider listened to me and took a short time to handle the transaction.
• The service person seemed to act in a very personable manner to me when I asked questions.

• The transaction with the service provider was good.

05. Rationale
Kaizen describes continuous improvement at all levels in an organization. When the strategy is fully utilized, everyone
in the organization participates. Kaizen is driven by a basic belief that when quality becomes ingrained in the
organization's people, the quality of products and services will follow.

For more information, refer to Competency 9, Chapter 3, Topic 3.

A strategy for making improvements in quality in all business areas by implementing small gradual changes over a
long time period describes
 • variability reduction.

• Kaizen.
• error/mistake proofing (poka-yoke).
• process reengineering.

06 Rationale
By definition, judgmental sampling selects a subset of cases based on the discretion of the person creating the
sample. Judgmental sampling is an easy sampling approach but the degree to which results from the sample can be

generalized to the population may be questionable.

For more information, refer to Competency 9, Chapter 3, Topic 1.

A facility manager selects a subset of customers for an e-mail survey based on discretion, knowledge of the customer
base and the need for customer feedback. This sampling method is an example of

• stratified sampling.

• census sampling.

• cluster sampling.

• judgmental sampling.

07 Rationale
Inferential statistics are used for generalizing findings to a broader population group.

For more information, refer to Competency 9, Chapter 3, Topic 2.

Statistics dealing with conclusions, generalizations, predictions, and estimations based on data from samples are

considered

• descriptive statistics.

• measures of variation.
• measures of association.
• inferential statistics.

08. Rationale
The key to having reliable service processes is to control variation as much as possible. All variation has some

cause. It is most important to distinguish between common cause and special cause variation because the source of
variation determines what must be done to correct the variation and who will be involved in the solution.

For more information, refer to Competency 9, Chapter 3, Topic 3.

Why is it important to distinguish between common cause and special cause variation?

• To balance resources between short- and long-term customer requirements

• To assess the patterns of variation in data
 • To determine appropriate actions that must be taken to correct the variation

• To support quality goals and strategies set by upper management

09. Rationale
CI is a quality concept that strives to improve quality and ongoing customer satisfaction. While all of these questions
are reasonable, the customer is key.

For more information, refer to Competency 9, Chapter 3, Topic 3.

Which of the following questions is the most critical when developing a continuous improvement (CI) process?

• Who is the customer?

• How will the process be measured?

• Which service provider has responsibility for the process?

• What is the budget for the initiative?

10. Rationale
By definition, common cause variation is a type of variation inherent within every process and repeated randomly
within predictable limits. Common cause variation results from how a process is designed; it is a natural part of the

process and accounts for approximately 85% of observed variation in a process.

For more information, refer to Competency 9, Chapter 3, Topic 3.

When a service process is affected only by common cause variation, that process

• is affected by external sources.

• is optimized.

• meets customer service specifications.

• is stable and predictable

11. Rationale
Reliability is a measure of the repeatability of the data. It reflects the ability of an instrument to measure consistently

when used under the same conditions with the same subjects. A question that leads to multiple interpretations
impacts reliability.

For more information, refer to Competency 9, Chapter 3, Topic 1.

A poorly-worded question on a customer satisfaction survey that does not mean the same thing to all respondents will

impact survey

• response rate.
• reliability.
• statistical analysis.
• validity.
12. Rationale
Interviewees should not be selected solely for their friendliness or willingness to be interviewed. An array of
demographics (such as size and type of the customer organization and the interviewee’s position) help to generate
well-rounded feedback.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Why it is important to select interviewees who provide a good demographic cross-section of the FM customer base?

• Leads to a market-perceived quality profile

• Identifies potential participants for customer panels to gather ad hoc feedback on performance
• Provides statistically significant data
• Helps determine whether specific customers have unique requirements

13. Rationale
Quantitative data analysis seeks to obtain easily quantifiable data on a limited number of measurement points. Mean,

median and mode are measures of central tendency and examples of descriptive statistics. Central tendency
measures try to describe groups of things or events by how much of a certain characteristic they have in common.

They identify typical characteristics of a data group.

For more information, refer to Competency 9, Chapter 3, Topic 2.

During quantitative data analysis for a customer satisfaction survey, mean, median and mode are calculated. These
measures are examples of

• measures of association.
• measures of variation.

• descriptive statistics.
• inferential statistics.

14. Rationale
Good service response cards are quick and convenient for customers to complete. They allow customers who
receive astonishing service the chance to tell a facility manager about their wonderful experience. They also give
dissatisfied customers an opportunity to vent and the FM organization a chance to make amends.

For more information, refer to Competency 9, Chapter 3, Topic 1.

A primary benefit of sending a customer an electronic service response card after service completion is

• customers typically do not mind completing them because they are brief.
• they collect direct observations from customers.
• customers generally recognize the efforts as best-in-class.
• they identify early warning signs of shifting customer preferences.
15. Rationale
A continuous improvement process is a disciplined methodology. CI analyzes capabilities and processes and
improves them repeatedly to achieve the objective of customer satisfaction.

For more information, refer to Competency 9, Chapter 3, Topic 3.

Which of the following statements characterizes a continuous improvement (CI) process?

• Identification of key quality measures

• A common vision

• A disciplined methodology
• Target values for customer satisfaction

16. Rationale
Open-ended questions can result in a richer understanding of customer attitudes and thought processes, but time
constraints often lead respondents to provide short, terse comments. In some cases, a person may not respond at all.

For more information, refer to Competency 9, Chapter 3, Topic 1.

What is a potential pitfall of asking open-ended questions in an e-mail survey?

• They require top management commitment to ensure comments will be acted upon.
• Respondents may discuss the question with colleagues and gravitate to "group think" (conformity).

• Respondents are likely to answer with what they think is "right."

• There is no interviewer to probe or clarify incomplete or vague responses.

17. Rationale
Simultaneous use of qualitative (soft) and quantitative (hard) data is what provides a facility manager with a full, well-
rounded assessment of customer satisfaction. When both types of data are used, a facility manager gains

comprehensive feedback.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Which type of data is most effective for understanding customer satisfaction?

• Primarily qualitative data

• Quality improvement data
• A combination of qualitative and quantitative data
• Primarily quantitative data

18. Rationale
Research into complaint behavior reveals that only a fraction of dissatisfied customers complain. There is evidence

that some customers do not complain because they are skeptical about a business’s willingness or ability to resolve
disputes fairly. Such dissatisfaction may result in negative word-of-mouth publicity to others.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Complaint management software that is well-publicized and easily accessible is valuable because

• it helps to capture a fair balance of qualitative and quantitative data.

• it mitigates the need for market research to capture the voice of the customer (VOC).

• an unregistered complaint may do as much harm as one that is mismanaged or not resolved.
• the customer data collected will be reliable and valid.

19. Rationale
FM walk throughs and observations can take different forms. In this case, accompanying a service provider on a call
allows the facility manager to talk with the occupant and assess facility services and conditions, satisfaction and more

from the customer’s perspective.

For more information, refer to Competency 9, Chapter 3, Topic 1.

A facility manager accompanies a service provider on a call to a customer who is considered a key occupant at a

facility. During the visit, the facility manager uses a checklist to record information from the customer’s perspective.
The measurement technique being used is

• an in-person interview.
• listening post data.

• a walk through and observation.

• customer value analysis.

20. Rationale
The group dynamics and discussion during a focus group can provide a great deal of information about customer
needs, attitudes and opinions in a relatively short timeframe. In addition to service likes and dislikes, focus groups
can help to identify recurring themes about important service factors (customer requirements), performance
opportunities and more.

For more information, refer to Competency 9, Chapter 3, Topic 1.

Which of the following customer satisfaction measurement techniques is an effective and efficient method to identify
important recurring themes with regard to FM service likes and dislikes?

• One-on-one interviews
• Walk throughs and observations
• Focus groups
• Service response cards
21. Rationale
Customer satisfaction measurements help an organization move from conformance quality measures (e.g., those that
conform to service specifications) to perceived quality measures (e.g., those that conform to customer expectations).
An organization can identify the critical activities and processes toward which quality improvement efforts should be
directed.

For more information, refer to Competency 9, Chapter 3, Topic 2.

Which of the following statements best describes the importance of data analysis and the subsequent understanding

of customer satisfaction requirements?

• Verbatim comments can be aggregated into categories and presented in a Pareto chart.
• They are a driving force behind quality improvement efforts.
• Biased attributes revealed can be discounted.

• They provide information in useful formats for presentations.

TEST 04

01. Rationale
Once the current state is known, the next logical step is to assess the desired state. Determining where the FM

organization wants to be based on benchmarking and metrics is a part of that assessment step.

For more information, refer to Competency 9, Chapter 4, Topic 1.

The cost of resources is examined during a workplace productivity assessment. Once current costs are established,
the next logical step would be to

• examine traditional and unconventional working arrangements.

• identify environmental factors impacting productivity.

• benchmark and set improvement goals.

• evaluate the financial models used to develop related costs in the operating budget.

02. Rationale
An assessment process will vary across FM organizations, but these are the four basic elements that characterize
most assessments.

For more information, refer to Competency 9, Chapter 4, Topic 1.

The basic steps in a workplace productivity assessment analyze the

• stakeholders, capabilities and skills, worker’s rights and safety rules and practice.

• key issues, best practices, knowledge management and information management.

• types of relationships, working arrangements, service provisions and budget.
• current state, desired state, gaps and solutions.
03. Rationale
An "as-is" process map is a representation of how the current process works, including delays, excessive handoffs
and any other non-value steps. The team should gain a good understanding of the plumbing maintenance process for
handling trouble calls and be able to identify issues and opportunities for areas of change and improvement.

For more information, refer to Competency 9, Chapter 4, Topic 2.

Service providers draw an "as-is" process map of how a trouble call for plumbing maintenance is handled. Arrows
follow the sequence of the process, not necessarily the specific actions of any player. A probable outcome of the
diagram will be that the team can

• identify opportunities for change and improvements.

• examine patterns of process variation.
• identify critical-to-quality characteristics.

• analyze the frequency of problems.

04. Rationale
Process mapping is the flowcharting of a work process in detail, including key measurements. Using modified

flowcharting symbols, process maps show major and minor activities, decisions, delays, targets, the location where
steps occur and any other details necessary to show exactly how a process is done.

For more information, refer to Competency 9, Chapter 4, Topic 2.

Gathering and organizing facts about work performed and displaying them so that they can be questioned and
improved by knowledgeable people best describes

• a process capability study.

• storyboarding.
• process mapping.

• critical-to-quality analysis.

05. Rationale
This is one of the most important benefits because it gives staff and external providers an opportunity to experience a
shared view. Complex interactions can be represented in a logical, highly visible and objective way. Essential details

are illustrated in a way that written procedures cannot do.

For more information, refer to Competency 9, Chapter 4, Topic 2.

A benefit of a process map is

• root causes of problems can be identified.

• results can be used in strategic planning for quality.
• service providers can participate in constructing it.

• regulatory conformance (or nonconformance) is evident.

TEST 05

01. Rationale
Inspections are conducted and information recorded during the performance phase of an audit.

For more information, refer to Competency 9, Chapter 5, Topic 1.

During which of the following steps in an emergency evacuation audit would evacuation procedures be examined for
compliance with codes?

• Report findings.
• Prepare and plan.

• Issue resolution.
• Perform the audit.

02. Rationale
Audits indicate necessary improvement and corrective actions but they also can help to determine whether processes
are effective and whether responsibilities have been correctly assigned.

For more information, refer to Competency 9, Chapter 5, Topic 1.

An internal audit is most effective in which of the following situations?

• Identifying innovative services to offer

• Improving departmental processes

• Verifying the accuracy of supplier shipments

• Establishing new customer relationships

03. Rationale
Care should be taken to avoid implying that the identification of any deficiencies will result in a specific program of
remedial actions. Responsible and concerned parties are briefed about the audit after the audit is complete and
findings are documented.

For more information, refer to Competency 9, Chapter 5, Topic 1.

Building occupants are notified of a scheduled inspection by FM service providers as part of an energy audit. Which
of the following statements describes appropriate protocol for how the providers should interact with occupants during
the audit?

• Take care to avoid implying any specific remedial actions

• Communicate plausible scenarios about remedial actions

• Solicit customer satisfaction feedback about FM performance

• Educate occupants about the benefits of reduced energy consumption

04. Rationale
An underlining purpose in auditing is finding facts and establishing objective evidence. The act of auditing is generally

described as methodical examination and review.

For more information, refer to Competency 9, Chapter 5, Topic 1.

Which of the following statements characterizes activities during an audit?

• Understanding how parts of a given process or activity relate to one another

• Identifying problems and rating probability of occurrence and consequences
• Finding facts and establishing objective evidence

• Revealing irregularities and finding faults