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Free Gold Seal Certified Project Manager Exam (CCA, Canada) Practice Questions

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Sample Practice Questions

Try these 10 sample questions from the Gold Seal Certified Project Manager Exam (CCA, Canada) practice bank. Each includes the answer and explanation. Continue with the interactive practice above to review the full question set.

  1. 1A progress report includes a subcontractor's unverified claim that installation is complete, although the project team has not checked the work. How should the project manager present this information?

    1. A.Report completion as verified because the subcontractor supplied the figure.
    2. B.Identify the figure as unverified and obtain supporting progress evidence.Correct answer: B
    3. C.Replace the figure with the original planned completion percentage.
    4. D.Omit the activity from the report until the entire project is finished.

    Explanation: Government of Canada Project Management Community Competencies states: "Provides accurate project performance reports tailored to the information requirements of stakeholders". Accurate reporting distinguishes an unverified assertion from confirmed progress. A planned percentage is not evidence of actual completion, and deleting the activity conceals its status.

    Reference: Government of Canada Project Management Community Competencies — 6. Project communications and information management — Behavioural indicators

  2. 2Before pursuing a large new project, management asks whether the company can deliver it alongside its existing commitments. Which assessment directly addresses that question?

    1. A.Whether last year's total revenue exceeded the value of the proposed contract.
    2. B.Whether the company can submit a lower price than its nearest competitor.
    3. C.Whether available company capacity and capabilities match the proposed work.Correct answer: C
    4. D.Whether previous projects were profitable, without examining delivery requirements.

    Explanation: The source states: "Assess company capacity and capabilities for potential new projects". The decision concerns organizational capacity and capability after considering existing commitments. Historic revenue, bid competitiveness and prior profitability alone do not establish that ability.

    Reference: CCA Project Manager Occupational Profile — Printed page 3, Tendering — Assist company management with project selection

  3. 3A contract incorporates GC2.8(3) of the cited federal general conditions. Canada has not directed another retention period. For how long must the contractor keep the required records intact after the Certificate of Completion is issued?

    1. A.One year.
    2. B.Two years.
    3. C.Six years.Correct answer: C
    4. D.Ten years.

    Explanation: The source states: "The Contractor shall maintain and keep the records intact until the expiration of six (6) years after the date that a Certificate of Completion has been issued or until the expiration of such other period of time as Canada may direct.". The clause sets six years from the Certificate of Completion unless Canada directs another period. Completion does not permit immediate destruction of records.

    Reference: Construction General Conditions and Clauses, Appendix B — GC2.8 Accounts and Audits, paragraph 3 (2014-06-26)

  4. 4A contract adopts GC4.1.4 of the cited CCDC 18 conditions. One cash allowance is $40,000 and its actual allowable cost is $34,000. Ignoring taxes and with no other adjustments, what unexpended cash-allowance amount should be credited to the owner?

    1. A.$6,000Correct answer: A
    2. B.$34,000
    3. C.$40,000
    4. D.$74,000

    Explanation: The source states: "Where costs under any cash allowance are less than the amount of the allowance, the Owner shall be credited for the unexpended portion of the cash allowance, but not for the Contractor's overhead and profit on such amount.". Unexpended allowance = $40,000 − $34,000 = $6,000. The actual expenditure, original allowance and sum of the two are not the unused balance.

    Reference: Regional District of Fraser-Fort George published CCDC 18 contract conditions — GC4.1.4 Cash Allowances

  5. 5An owner wants a brief presentation to decide whether a construction milestone needs intervention; the field crew needs detailed installation instructions. How should the project manager adapt the owner's presentation?

    1. A.Use the same detailed installation briefing prepared for the field crew.
    2. B.Show the complete drawing set in the sequence used for installation.
    3. C.Present milestone impacts, decision needs and supporting summary information.Correct answer: C
    4. D.Replace progress information with a general description of the contractor.

    Explanation: Government of Canada Project Management Community Competencies states: "They identify a range of methods and media for communicating with a wide range of stakeholders, and select the most appropriate method based on diverse stakeholder needs.". The owner's decision need calls for milestone information and a clear decision request. Crew-level instructions, an undigested drawing set and a company description do not meet that stated purpose.

    Reference: Government of Canada Project Management Community Competencies — 6. Project communications and information management — Responsibilities

  6. 6A federal construction prequalification request identifies a minimum experience requirement as mandatory. How should the submission team treat it?

    1. A.As a scored preference that can be offset by strengths in unrelated criteria.
    2. B.As a pass-or-fail requirement that the submission must demonstrate it meets.Correct answer: B
    3. C.As a condition considered only after the construction contract is awarded.
    4. D.As optional background information when the proposed price is competitive.

    Explanation: The source states: "Before you start writing, figure out which criteria are mandatory. These are usually evaluated on a pass or fail basis. If your bid fails to meet any of the mandatory criteria, such as a surety bond, it will be considered non-responsive.". The stated mandatory experience condition must be met and demonstrated. It cannot be traded against an attractive price or unrelated strengths, or deferred until award.

    Reference: CanadaBuys Checklist for Preparing a Bid — Mandatory criteria

  7. 7At issuance of a Certificate of Substantial Performance, a contract incorporating GC3.1(d) of the cited federal conditions still has unfinished work and listed defects. What schedule information must the contractor submit?

    1. A.A timetable for completing the unfinished work and correcting the listed defects.Correct answer: A
    2. B.A replacement tender schedule that excludes all remaining and corrective work.
    3. C.A list of original milestone dates without dates for the remaining work.
    4. D.A schedule ending on the certificate date regardless of outstanding obligations.

    Explanation: The source states: "an update of any schedule clearly showing a detailed timetable that is acceptable to Canada for the completion of any unfinished Work and the correction of all listed defects.". The required update looks forward to actual outstanding obligations. The certificate does not make unfinished work or defect correction disappear from the schedule.

    Reference: Construction General Conditions and Clauses, Appendix B — GC3.1 Progress schedule, subparagraph d (2015-02-25)

  8. 8An installed concealed pipe follows an approved route that differs from the original construction drawing. What information should the contractor's as-built drawing show?

    1. A.The original route only, because approved changes do not belong in as-builts.
    2. B.The route that had been proposed but was not installed.
    3. C.The actual installed route and relevant changes to the original documents.Correct answer: C
    4. D.Visible pipe connections only, omitting the concealed routing from the as-built.

    Explanation: The source states: "which it documents the actual locations of the building components and changes to the original contract documents.". As-built information records what was actually constructed. Leaving the superseded route or an unbuilt proposal would misrepresent the concealed installation.

    Reference: OAA–OGCA Joint Best Practice Statement: As-Built and Record Drawings — Page 1, definition of as-built drawings

  9. 9During a site discussion, a manager needs to clarify proposed doorway and temporary-partition locations before the formal drawing revision is prepared. Which communication aid most directly illustrates their spatial relationship?

    1. A.Prepare an annotated free-hand sketch of the arrangement.Correct answer: A
    2. B.Prepare a schedule showing the planned activity durations.
    3. C.Prepare a cost breakdown showing the partition's price.
    4. D.Prepare minutes recording who attended the discussion.

    Explanation: CCA Project Manager Occupational Profile states: "Create free-hand sketches". A free-hand sketch communicates the spatial arrangement visually. A schedule, cost breakdown or meeting record addresses time, money or proceedings rather than depicting the relative positions.

    Reference: CCA Project Manager Occupational Profile — Printed p. 1, BUSINESS SKILLS — Communicate clearly and ethically

  10. 10A federal RFP follows the cited CanadaBuys bid structure, separating technical, management and financial sections. Where should the project team place its quoted prices?

    1. A.In both the technical methodology and the management resumes.
    2. B.Only in the financial section, with the requested cost breakdown.Correct answer: B
    3. C.Only in the technical section, beside each proposed work activity.
    4. D.In whichever section contains the most persuasive project description.

    Explanation: The source states: "Prices must only appear in the financial section of the bid.". The required structure keeps prices in the financial section. Adding them to technical or management material conflicts with that instruction.

    Reference: CanadaBuys Checklist for Preparing a Bid — Write your bid — Financial section

Exam Review

About Gold Seal Certified Project Manager Exam (CCA, Canada)

Gold Seal Certified Project Manager Exam (CCA, Canada) · CA

Key exam facts

Provider
Canadian Construction Association (CCA), through its Gold Seal Certification Program, owns and administers the examination. Microsoft Forms hosts the CCA-linked sample questions; this does not make Microsoft the examination owner.
Format
Online multiple-choice examination, written from the candidate’s home or office through the Gold Seal exam portal. Questions and answers are randomized. This four-option practice bank is not a claim to reproduce every official response format.
Exam questions
Total questions: 180.
Time limit
3.5 hours of examination time for Project Managers. Accommodations may include additional time and must be discussed with the Gold Seal team. The scheduled start is noon Eastern time.
Passing score
70% and above. The published standard is a percentage; examination marks are final.
Exam fee
CAD $150 plus applicable taxes, non-refundable, for exam registration under the fee schedule effective January 1, 2026. A failed-exam rewrite costs an additional $150 plus applicable taxes. Separate program enrollment ($490 plus tax) and GSC application ($115 plus tax) fees are not included in the exam fee. The official fee-change notice explicitly supersedes the older $125 exam amount still shown in the FAQ.

Topics covered

  • BUSINESS SKILLS

    • Communicate clearly and ethically
    • Produce written correspondence and reports
    • Make presentations
    • Create free-hand sketches
    • Maintain good relationships with stakeholders
    • Understand roles and responsibilities of stakeholders
    • Follow company policies and procedures
    • Understand and implement company ”good neighbour policy”
    • Conduct activities in a professional and ethical manner
    • Understand and implement company media policy with respect to emergency site issues
    • Understand confidentiality and non-disclosure agreements within contracts
    • Organize meetings and inspections with authorities having jurisdiction
    • Organize and conduct project meetings
    • Assist in long-term planning, marketing and bidding strategy
    • Analyze marketplace for potential new projects and diversity of projects
    • Assist business development and estimating in pursuing new projects
    • Maintain current and develop new business relationships
    • Monitor performance of subcontractors and vendors
    • Keep current with changes and trends in the industry
    • Maintain and understand a current library of codes and regulations
    • Be familiar with and use industry standard software applications
    • Ensure estimating practices are current
    • Be familiar with current design and construction trends and practices
    • Protect company interests against potential legal liability
    • Identify and manage the legal liabilities resulting from regulations and contract documents
    • Identify and mitigate potential third-party claims
    • Manage field and project staff
    • Manage project management staff
    • Participate in the development and retention of staff
    • Motivate staff and maintain team morale
    • Address OHS concerns
    • Address any harassment complaints/issues
    • Be accountable and manage project financials
    • Implement and manage monthly progress billing and invoicing process for owner and sub-contractors as per legislation or contract
    • Set-up cost code/phase codes in company financial management system
    • Manage all costs throughout duration of project
    • Maintain project cash flow
    • Manage project collections
    • Prepare financial reports for senior management
    • Develop and maintain project schedule
    • Prepare or assist in preparing the baseline construction schedule
    • Monitor and update schedule as required throughout the duration of the project
    • Work with vendors and subcontractors to develop an integrated project schedule
    • Generate regular schedule progress updates
    • Develop mitigation strategies for schedule slippage
    • Manage and negotiate deliverables with key vendors and subcontractors
    • Manage subcontract procurement process
    • Manage procurement of equipment and material from suppliers
    • Manage documentation management system
    • Ensure document management system is in place
    • Apply company and project procedures for document management
    • Manage document process throughout project

  • TENDERING

    • Assist company management with project selection
    • Assess company capacity and capabilities for potential new projects
    • Evaluate potential new projects for risk and opportunity
    • Assess potential owner and consultants
    • Provide support to request for prequalification (RFQ’s) team
    • Understand project parameters and submission requirements of an RFQ
    • Assemble multi-disciplinary design/build team
    • Interpret client needs
    • Prepare documents as required to satisfy RFQ submission
    • Provide support to request for proposal (RFP) team
    • Understand project parameters and submission requirements of the RFP
    • Understand how to determine the Go/No Go decisions to pursue the RFP
    • Understand the competition and your company strengths based on previous RFP competitions
    • Assist in determining project costs and fees
    • Participate as a partner providing constructability expertise for the design and construction solution in the multi-disciplinary design/build team
    • Participate in the interview/presentation
    • Attend mandatory site meeting
    • Attend the mandatory site meeting
    • Record and photograph the existing conditions of the site and/or buildings
    • Meet with RFP team and discuss/ debrief on aspects of site visit
    • Review plans and specifications for constructability and constructability challenges
    • Assess requirements for project team including subcontractors and indirect costs
    • Assess direct cost requirements for self-performed work
    • Understand the methods of construction and cost-effective designs
    • Determine access for equipment and deliveries, lay down areas, limits for site hoarding/fencing and security requirements
    • Know alternate products and materials
    • Provide input on alternate construction methods available
    • Review contract documents
    • Participate in estimate process
    • Understand the fundamentals of an estimate
    • Understand the impact of estimates on the construction operations
    • Understand the scope of work for all subcontractors and suppliers
    • Prepare a quantity take-off including subcontractors and indirect costs
    • Assess direct cost requirements for self-performed work
    • Review and understand requirements of contract documents
    • Understand the scope of work of subcontractors and suppliers that may impact your company's scope of work
    • Solicit quotations from subcontractors and suppliers
    • Assess own-forces labour availability, rates, expenses and local union agreements
    • Apply labour factors
    • Know the cost implications related to project safety
    • Analyze quotations submitted by subcontractors and suppliers
    • Calculate costs for out-of-town work
    • Understand cash allowances
    • Determine who covers costs of testing and building permits
    • Review all reports provided with the tendering documents
    • Understand the “means and methods” of the proposed construction strategy, including phasing and staging
    • Understand the requirements of a LEED project
    • Finalize costs and estimate
    • Understand competition and bid strategically
    • Review and finalize bid submissions in consultation with management
    • Identify project risks and opportunities that could impact the final estimate and budget
    • Create a preliminary risk and opportunity matrix
    • Complete risk evaluation and develop means to mitigate risk
    • Understand liquidated damages and/or penalty clauses
    • Understand impacts of any penalties and delay charges
    • Assist in selecting potential project resources and building project teams
    • Review company resources to determine who is available and/or best fit for the potential new project
    • Identify and source external resources
    • Understand bid security, bonding and insurance requirements
    • Understand types of bid security
    • Understand requirement for construction insurance
    • Understand the requirements for construction bonding
    • Understand labour requirements and constraints
    • Understand company responsibility regarding signatory unions and the impact on project obligations
    • Understand the labour division of unions
    • Provide input and support for the construction schedule
    • Consult with superintendent to develop a preliminary construction schedule
    • Determine and evaluate milestones and critical path
    • Ensure schedule implications are properly incorporated into the pricing model
    • Provide input on phasing and construction flow

  • PROJECT MANAGEMENT

    • Manage project documents
    • Understand the legal implications of properly kept records
    • Ensure daily work records are kept
    • Manage the transfer of all project documentation to the project team
    • Manage document control process
    • Monitor and update schedule
    • Ensure that baseline schedule and Look Ahead schedules are updated, maintained and adhered to
    • Ensure that subcontractors, equipment and materials are on-site when required
    • Ensure delivery schedules from all subcontractors are supplied
    • Ensure schedule buy-in by all relevant stakeholders
    • Capitalize on opportunities to accelerate schedule
    • Recognize the impact of changes and the late return of shop drawings on the schedule
    • Manage project resources
    • Review and manage performance of field supervisor, safety advisor, coordinators, and foremen
    • Know the tools, equipment, materials, techniques and methods required for use for the project
    • Understand the factors that impact productivity
    • Approve time sheets of direct reports
    • Ensure appropriate software management tools are being used
    • Manage job discipline in conjunction with the field superintendent
    • Confirm availability and allocate own forces, equipment and material in conjunction with the superintendent
    • Monitor work of superintendent and others
    • Expedite subcontracts and subcontract deliveries in conjunction with construction team
    • Oversee subcontractors and suppliers
    • Know the subcontractor methods and procedures
    • Provide proper authorization of requisitions
    • Maintain expediting/purchasing records
    • Ensure invoiced materials have been delivered to site and invoiced work has been completed
    • Authorize invoices as required
    • Manage subcontractors and suppliers invoicing and payment
    • Maintain co-operative relations with subcontractors and suppliers
    • Ensure subcontractors and suppliers submit required documentation for payment
    • Monitor work of subcontractors and suppliers
    • Implement corrective action to meet budget and schedule requirements
    • Support Superintendent in expediting subcontractors and suppliers
    • Ensure that subcontractors and suppliers are on-site when required
    • Know the cost/delivery effects of alternative modes of transportation
    • Organize and chair project meetings
    • Take and distribute minutes for meetings or ensure that they are taken
    • Conduct owner consultant meetings
    • Attend subcontractor meetings
    • Attend on-site project safety committee meetings
    • Ensure meetings are coordinated to achieving project milestones
    • Understand the legal implications of complete and correct minutes
    • Understand the requirements of issuing minutes to meetings within the timeframe outlined in the contract documents
    • Understand the use of minutes of meetings as a tool in supporting or defending claims
    • Understand the rules and practices for conducting effective meetings
    • Monitor and manage risk and opportunity
    • Organize and chair internal Risk and Opportunity meetings
    • Monitor and update the Risk and Opportunity Matrix
    • Understand that risk and opportunity are fluid and will change throughout the stages of a construction project
    • Report risk and opportunity impact in internal financial reports
    • Monitor cash allowances and contingencies
    • Obtain owner approval prior to cash allowance expenditure
    • Inform owner of cash allowance projected variance
    • Understand the difference between a cash allowance and a contingency
    • Understand the purpose of a contingency fund
    • Understand when a cash allowance or contingency allows overhead and profit to be added
    • Monitor and update cash allowance and contingency expenditures within the monthly owner billing
    • Understand the importance of change orders for cash allowances and contingency expenditures
    • Manage project financials
    • Review costs-to-date and cost-to-complete with team on a monthly basis to ensure that the budget is tracking as expected
    • Prepare and execute a mitigation plan if the budget is not being maintained or improved upon
    • Identify cost variances and opportunities
    • Know budget and schedule constraints
    • Know the effects of introducing overtime and shift work
    • Prepare monthly financial reports for senior management
    • Prepare and participate in profit and loss meetings with senior management
    • Manage the submittals and approval process
    • Understand submittals requirements
    • Review submittals for correctness and compliance to contract documents
    • Approve mock-ups for correctness and compliance
    • Submit final reports
    • Ensure that submittals are being submitted and reviewed within the agreed upon timeframes
    • Understand the impact to the schedule if submittals are not submitted and/or reviewed within the agreed upon timeframes
    • Ensure that all mock-ups are accepted and paperwork has been issued to confirm
    • Manage processing of construction claims
    • Determine if a mediator is to be appointed at beginning of project
    • Understand the claims resolution procedures according to the contract
    • Analyze the impact on the schedule and associated costs
    • Identify potential claims and mitigate if possible
    • Assist general management and administration in preparing liens
    • Administer insurance claims
    • Understand the contractual causes for delays in work
    • Understand non-conformance and non-performance by sub-contractors
    • Process subcontractor liens by bonding off, letter of credit or cash in court
    • Ensure proper notification prior to issuing a back charge
    • Understand the impact of cumulative changes to the construction schedule
    • Know the timeframe as outlined in the contract documents for the submissions of claims or notices
    • Know how to prepare a claim using analysis of facts and supporting documents
    • Know what the contract dictates with respect to what constitutes a claim and the allowance given
    • Process progress billings
    • Understand basic accounting procedures
    • Understand legislated and contractual obligations to pay
    • Prepare progress billing in format and with breakdown acceptable to owner
    • Prepare a cashflow statement (anticipated billings) for the owner at the start of the project
    • Know all work completed to cut-off date with input from superintendent and/ or consultants
    • Include change orders in schedule of values
    • Know legislated mandatory holdback requirements
    • Understand contractual set-off or holdbacks
    • Monitor receivables
    • Ensure the billings to the owner are submitted on time
    • Review subcontractor billings for correctness and advise them if revisions are required
    • Manage change management process
    • Identify change in the work and advise consultant through Request for Information (RFI) or other method as defined in the contract
    • Understand the differences between change documents and the legal/ contractual requirements of each
    • Review and log contemplated change orders and distribute to impacted subcontractors
    • Ensure to receive pricing for changes from Subcontractors in a timely manner
    • Identify costs of own forces work in contemplated changes
    • Identify impact to schedule of changes
    • Submit all costs in the prescribed format to the consultant for review and approval
    • Monitor receipt of approval of costs via a change order
    • Issue change orders to subcontractors
    • Maintain a change orders log/system that includes the contemplated change order (CCO) numbers with corresponding change order numbers
    • Understand the purpose of change directives and how to manage payment for work completed
    • Record changes on plans in site offices
    • Manage request for information (RFI) process
    • Establish and maintain an RFI log
    • Manage RFIs from subcontractors to consultant
    • Review subcontractor RFIs and answer inquiries if possible, prior to sending to consultant to respond
    • Monitor and manage the return of RFIs from consultant, issuing requests for response if not received in a timely manner
    • Distribute responses to RFIs to subcontractors
    • Ensure that all RFI responses are followed up with a site instruction, or a contemplated change order
    • Adhere to all contract-based and contractor based on-site consulting requirements
    • Know all contract items that require engineering by a subcontractor engineer
    • Understand liability issues associated with on-site consulting requirements
    • Understand applicable acts and regulations governing contracts
    • Ensure health, safety and environment (HSE) plan is implemented
    • Monitor construction safety
    • Meet with safety officer and superintendent regularly to ensure safety plan is effective and complete
    • Know applicable safety legislation and regulations
    • Know and implement good safety practices
    • Ensure accident investigation and reporting is completed
    • Assess impact of loss time accidents/incidents
    • Participate in the site HSE program
    • Ensure public safety
    • Ensure a positive safety culture at the site and lead by example
    • Champion safety incident investigations
    • Implement and manage a quality control program
    • Understand quality control procedures
    • Manage third-party and internal testing and inspection requirements
    • Ensure that all reports from testing and inspection are reviewed and any non- conforming results are rectified
    • Manage a non-conformance reporting system as per requirements of the contract documents
    • Ensure consultants review the work on site according to the contract or their own professional associations
    • Review all consultant field reports and issue any non-conforming work to the appropriate subcontractor to rectify
    • Ensure that non-conforming work is completed and the consultant has reviewed and approved
    • Ensure that rectified non-conforming work is removed from the consultant field review report
    • Manage procurement process
    • Ensure the proper authorization of requisitions and purchase orders
    • Ensure that invoiced materials have been delivered to site and invoiced work has been done
    • Ensure timely payment to suppliers
    • Solicit competitive prices for goods and services
    • Ensure alternates meet contract/specification requirements
    • Establish and support deficiency review process
    • Identify the deficiency review requirements within the contract documents
    • Understand stakeholder responsibilities for creating punch lists and inspections
    • Understand the timing for deficiency reviews by the consultant
    • Understand the impact of incomplete deficiencies on establishing substantial performance
    • Ensure that subcontractors are rectifying deficiencies in a timely manner
    • Understand roles and responsibilities in deficiency review process
    • Manage commissioning process
    • Understand integration of mechanical, electrical and architectural (ME&A) systems
    • Verify implementation of specified quality control programs for ME&A systems
    • Ensure ME&A systems perform in accordance with the design intent
    • Identify equipment required to perform startup or pre-commissioning process at manufacturer facility
    • Support superintendent to achieve occupancy permit
    • Understand requirements for achieving occupancy
    • Develop and maintain a list of all required documentation and reports and identify who is responsible to provide
    • Meet with subcontractors to review responsibilities for achieving occupancy
    • Work with authorities having jurisdiction to achieve occupancy
    • Prepare all required documents for submission to the authorities having jurisdiction
    • Request and gather all consultant letters for occupancy
    • Manage substantial performance process
    • Know the contractual requirements for qualitative and quantitative tests to achieve substantial performance
    • Work with the consultants to minimize the deficiency list to meet quantitative test
    • Provide any documentation required by contract to consultant
    • Understand the legislated documents that are required for the contractor to submit to the owner/consultant
    • Ensure that all utilities are transferred to the owner
    • Submit O&M and closeout documentation, attic stock, training materials
    • Provide keys to owner
    • Understand provincial legislation regarding liens and holdbacks
    • Understand the legislated requirements for posting a certificate of substantial performance
    • Understand warranty program
    • Ensure that all utilities are transferred to the owner
    • Determine if legislation allows for progressive, partial or early release of holdback
    • Understand legislated requirements for release of holdback
    • Understand contractual requirements for release of holdbacks, warranty holdbacks and deficiency holdbacks

  • POST CONSTRUCTION

    • Finalize project closeout
    • Reconcile cash allowances and final billings with owner
    • Provide as-built drawings
    • Ensure the owner has property insurance in place after substantial completion
    • Return rental equipment and trailers
    • Resolve outstanding claims
    • Issue invoice to owner for release of holdback
    • Ensure that all deficiencies are rectified within time frame outlined in contract documents
    • Prepare project handover documents
    • Assist with compiling the maintenance manuals, warranty letters and as-builts
    • Participate in project closeout meeting
    • Organize internal “project evaluation and lessons learned” meeting with senior team members, estimating and senior management
    • Understand agenda requirements of a project closeout meeting
    • Review final cost report
    • Evaluate and manage warranty claims/items
    • Know contractor’s liability under warranties
    • Expedite a written warranty claim process and procedure
    • Determine if warranty claim is legitimate
    • Arrange and attend inspection at the end of the warranty periods
    • Support owner if subcontractors are not responding to warranty calls
    • Reconcile and ensure the final release of payments
    • Reconcile subcontractor and supplier accounts
    • Obtain declaration of last supply from subcontractors
    • Obtain release of holdback monies and pay subcontractors
    • Close permits and letters of credit
    • Understand importance of closing a building permit
    • Close the building permit
    • Determine when monies submitted for letters of credit will be released and inform the financial department
    • Conduct post-project review with owner
    • Solicit client feedback

How to prepare

Work through the topics, read the explanation after each answer, and revisit the areas where you miss questions. Use the official outline and reference materials below to guide your study.

These independent practice questions are not actual exam items and do not guarantee a passing result.

Frequently asked questions

What is the exam format?

Online multiple-choice examination, written from the candidate’s home or office through the Gold Seal exam portal. Questions and answers are randomized. This four-option practice bank is not a claim to reproduce every official response format.

How many questions are on the exam?

Total questions: 180.

How long is the exam?

3.5 hours of examination time for Project Managers. Accommodations may include additional time and must be discussed with the Gold Seal team. The scheduled start is noon Eastern time.

What is the passing score?

70% and above. The published standard is a percentage; examination marks are final.

How much does the exam cost?

CAD $150 plus applicable taxes, non-refundable, for exam registration under the fee schedule effective January 1, 2026. A failed-exam rewrite costs an additional $150 plus applicable taxes. Separate program enrollment ($490 plus tax) and GSC application ($115 plus tax) fees are not included in the exam fee. The official fee-change notice explicitly supersedes the older $125 exam amount still shown in the FAQ.

Official sources and references

Confirm current exam arrangements with the exam provider.