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PcM - NCARB Practice Exam – Ami: Questions/Answers
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PcM - NCARB Practice Exam – Ami: Questions/AnswersA firm fires an employee for well-documented professional negligence and
harassment of subordinate employees. Months later, one of the firm's
principals receives a call from a different architecture firm seeking a reference
check for the former employee and inquiring about why the employee left the
firm.
How should the principal respond to the reference check?
A. Confirm that the individual is a former employee of the firm, but do not
disclose that they were fired.
B. Disclose that the individual was fired after a well-documented history of
negligence and harassment of subordinates.
C. Provide a "no comment" response to avoid any accusation from the former
employee of defamation. Right Ans - B. Disclose that the individual was
fired after a well-documented history of negligence and harassment of
subordinates.
In order to avoid legal action (known as a negligent referral) from the other
firm in the event that the employee commits negligence or harassment as an
employee, the principal must disclose work-related issues that would impact a
hiring decision.
A municipality hires an architecture firm to provide construction documents
for a new public library. The firm has completed 35% of the design and has
seven months to deliver a 95% set for bidding, per the contract.
The municipality notifies the firm that they need to accelerate the bid
schedule by four months in order to have an accurate cost for the next
municipal budget submission. The firm needs to maintain a good working
relationship with the municipality without increasing risk to the firm.
Which of the following responses meet the needs of both the firm and the
municipality? Check the two that apply.
A. Negotiate with the municipality to provide a bid set at 65% design
completion on the accelerated schedule and recommend that contractors bid
the project as cost-plus.
B. Negotiate with the municipality to provide a bid set at 65% design
completion and recommend the contractors bid the project as a guaranteed
, Right Ans - B. Negotiate with the municipality to provide a bid set at 65%
design completion and recommend the contractors bid the project as a
guaranteed maximum price.
Bidding a 65% set is feasible, and GMP will ensure the bids are accurate
enough for the budget submission.
F. Send the municipality a request for additional services to hire a third-party
cost engineer who will perform a cost estimate at 65% design.
This responds to the client's request without adding risk to the architect.
A firm that specializes in senior housing is contacted by a developer who
wants to build 50 townhouses for residents over 55 years old. The developer
is asking for a fee proposal to provide the overall preliminary design as well as
construction documents for all the units. Project details follow:
- The project will be permitted and constructed in five phases.
- The project will be built in clusters of four-, five-, and six-townhouse units.
- The units will have three-, four-, and five-bedroom options.
- Unit distribution will be determined by sales.
- The firm wants to make sure that their fees capture the value of their
expertise as well as maximize cash flow and profit.
Which fee proposal structure is most appropriate?
A. A fixed fee for the preliminary design and a fixed fee per unit for the
construction documents, based on the number of units in each phase.
B. A fixed fee for the preliminary design, a fixed fee Right Ans - B. A fixed
fee for the preliminary design, a fixed fee for the construction documents for
each unit type, and a reuse fee for all subsequent units.
A fixed fee for the preliminary design is an efficient compensation method and
appropriately compensates for the architect's expertise; the fixed fee for the
construction documents for each unit type also efficiently covers the cost of
the base construction documents; and the reuse fee is a fair way to
compensate for repetitive use.
An architecture firm must increase profits for the upcoming year and has a
current backlog of projects for the year. The firm is comprised of three
partners, eight architectural production and management staff members, and
three administrative assistants.
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