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IIA-CRMA Certification in Risk Management Assurance (CRMA) approach | crejusa.com
IIA-CRMA Certification in Risk Management Assurance (CRMA)
Title: Certification in Risk Management Assurance (CRMA)
Test Detail:
The Certification in Risk Management Assurance (CRMA) is offered by the Institute of Internal Auditors (IIA). It is a globally recognized certification that validates the knowledge and skills required to assess and manage risks within organizations. The CRMA certification focuses on risk management and assurance, providing professionals with the expertise to navigate complex risk environments effectively.
Course Outline:
The CRMA certification program covers a comprehensive range of topics related to risk management and assurance. The course provides participants with an in-depth understanding of risk assessment methodologies, risk management frameworks, and the role of internal auditors in risk management. The following is a general outline of the key areas covered in the certification program:
1. Introduction to Risk Management:
- Understanding the concepts and principles of risk management
- Identifying and categorizing different types of risks
- Roles and responsibilities of risk management professionals
- Integration of risk management into organizational processes
- Regulatory and compliance considerations
2. Risk Assessment and Analysis:
- Conducting risk assessments and identifying risk sources
- Risk appetite and tolerance determination
- Risk analysis techniques and tools
- Evaluating the impact and likelihood of risks
- Risk prioritization and mitigation strategies
3. Risk Management Frameworks and Standards:
- Overview of risk management frameworks (e.g., COSO, ISO 31000)
- Application of risk management standards and guidelines
- Implementing a risk management framework within an organization
- Roles and responsibilities of key stakeholders in risk management
- Monitoring and reporting on risk management effectiveness
4. Internal Audit's Role in Risk Management:
- Internal audit's contribution to risk management processes
- Performing risk-based internal audits
- Internal control frameworks and their relationship to risk management
- Leveraging technology for risk management and assurance
- Collaborating with stakeholders to enhance risk management practices
Exam Objectives:
The CRMA certification exam assesses candidates' understanding of risk management principles, processes, and internal audit's role in risk management. The exam objectives include, but are not limited to:
1. Demonstrating knowledge of risk management principles and concepts.
2. Understanding risk assessment and analysis techniques.
3. Applying risk management frameworks and standards.
4. Recognizing the role of internal audit in risk management.
5. Implementing effective risk management practices.
Syllabus:
The CRMA certification program typically includes self-study materials or training courses provided by the IIA or authorized training providers. The syllabus provides a breakdown of the topics covered throughout the course, including specific learning objectives and milestones. The syllabus may include the following components:
- Introduction to Risk Management
- Risk Assessment and Analysis
- Risk Management Frameworks and Standards
- Internal Audit's Role in Risk Management
- Exam Preparation and Practice Tests
- Final Certification in Risk Management Assurance (CRMA) Exam
Certification in Risk Management Assurance (CRMA) IIA Certification approach
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IIA-CRMA
Certification in Risk Management Assurance (CRMA)
http://killexams.com/pass4sure/exam-detail/IIA-CRMA Question: 125
Why are preventative controls generally preferred to detective controls?
A . Because preventive controls promote doing the right thing in the first place, and lessen the need for corrective
action.
B . Because preventive controls are more sensitive and identify more exceptions than detective controls.
C . Because preventive controls include output procedures, which cover the full range of possible reviews,
reconciliations and analysis.
D . Because preventive controls identify exceptions after-the-fact, allowing them to be used after the entire review is
complete and therefore finding exceptions that detective controls may have missed. Answer: A Question: 126
A chief audit executive (CAE) learns that the brother-in-law of a senior auditor who audits the procurement process
was hired as the head of the procurement department six months prior.
Which of the following is the most appropriate action for the CAE to take?
A . The CAE should not interfere because there is no evidence that a conflict of interest has occurred.
B . The CAE should remind the senior auditor of his obligation to be objective and impartial.
C . The CAE should change the senior auditor’s assignment and take corrective action for the auditor’s failure to
disclose the conflict of interest.
D . The CAE should require the senior auditor to disclose the relationship in writing before continuing his
responsibility for monitoring procurement. Answer: C Question: 127
While reviewing the workpapers of a new auditor, the auditor in charge discovered that additional audit procedures
might be necessary.
According to IIA guidance, which of the following would be most relevant for the auditor in charge to consider when
making this decision?
A . Resource management.
B . Coordination.
C . Due professional care.
D . Engagement supervision. Answer: C Question: 128
A manufacturing organization discovers that the waste water released has failed to meet permitted limits.
Which control function will be least effective in correcting the issue?
A . Performing a chemical analysis of the water, prior to discharge, for components specified in the permit.
B . Posting signs that tell employees which substances may be disposed of via sinks and floor drains within the
facility.
C . Diluting pollutants by flushing sinks and floor drains daily with large volumes of clean water.
D . Establishing a preventive maintenance program for the pretreatment system. Answer: C Question: 129
According to the Standards, for how long should internal auditors who have previously performed or had management
responsibility for an operation wait to become involved in future internal audit activity with that same operation?
A . Three months.
B . Six months.
C . One year.
D . Two years. Answer: C Question: 130
According to IIA guidance, which of the following statements regarding the internal audit charter is true?
A . Senior management should approve the charter before it is submitted to the board.
B . The charter should describe the purpose and authority of the internal audit activity, consistent with the Standards.
C . The charter should define the consulting services that the internal audit activity is permitted to perform.
D . The CEO periodically should assess whether the terms of the charter continue to be adequate. Answer: A Question: 131
A new chief audit executive (CAE) of a large internal audit activity (IAA) is dissatisfied with the current amount and
quality of training being provided to the staff and wishes to implement improvements.
According to IIA guidance, which of the following actions would best help the CAE reach this objective?
A . Require that all staff obtain a minimum of two relevant audit certifications.
B . Perform a gap analysis of the IAA’s existing knowledge, skills and competencies.
C . Engage a consultant to benchmark the IAA’s training program against its peers.
D . Assign one experienced manager to better coordinate staff training and development activities. Answer: B Question: 132
An internal audit activity (IAA) provided assurance services for an activity it was responsible for during the preceding
year.
As a result, which IIA Code of Ethics principle is presumed to be impaired?
A . Competence.
B . Flexibility.
C . Objectivity.
D . Independence. Answer: C Question: 133
The internal audit supervisor is reviewing the workpapers prepared by the staff.
According to the Standards, which of the following statements regarding workpaper supervision is not true?
A . Review notes of questions that arise during the review process must be retained.
B . Dating and initialing each workpaper provides evidence of review.
C . Workpaper review allows for staff training and development.
D . Workpapers may be amended during the review process. Answer: A Question: 134
A government agency’s policy states that board members’ travel and hospitality expenses must be audited annually.
Which of following people or groups is most appropriate to perform this audit?
A . The government’s independent auditor.
B . The external auditors from an accounting firm.
C . The internal audit activity.
D . The agency’s chief compliance officer. Answer: A Question: 135
The chief audit executive (CAE) of a mid-sized pharmaceutical organization has operational responsibility for the
regulatory compliance function. The audit committee requests an assessment of regulatory compliance.
According to IIA guidance, which of the following is the CAE’s best course of action?
A . Have a proficient internal audit staff member perform the assessment and disclose the impairment in the audit
report and to the board.
B . Have a regulatory compliance staff member perform a self-assessment, to be reviewed by a proficient internal
auditor.
C . Have a proficient internal audit staff member perform the audit and report the results of the assessment directly to
senior management and the board.
D . Contract with a third-party entity or external auditor to complete the assessment and report the results to senior
management and the board. Answer: D Question: 136
Which of the following is not one of the 10 core competencies identified in the IIA Competency Framework?
A . Governance, risk, and control.
B . Performance management.
C . Business acumen.
D . Internal audit delivery. Answer: B Question: 137
According to IIA guidance, which of the following objectives of an assurance engagement for the organization’s risk
management process is valid?
A . All risks have been identified and mitigated.
B . Risks have been accurately analyzed and evaluated.
C . All controls are both adequate and efficient.
D . The board is appropriately addressing intolerable risks. Answer: B Question: 138
Which of the following is the most effective strategy to manage the risk of foreign exchange losses due to sales to
foreign customers?
A . Hire a risk consultant.
B . Implement a hedging strategy.
C . Maintain a large foreign currency balance.
D . Insist that customers only pay in a stable currency. Answer: B
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The Certified Internal Auditor® (CIA®) designation is the only globally accepted certification for internal auditors and remains the standard by which individuals demonstrate their competency and professionalism in the internal auditing field. Candidates leave the programme enriched with educational experience, information, and business tools that can be applied immediately in any organization or business environment. The CIA exam is available through computer-based testing, allowing you to test year-round at more than 500 locations worldwide.
The Certified Internal Auditor® (CIA®) exam tests a candidate's knowledge of current internal auditing practices and understanding of internal audit issues, risks and remedies. The exam is offered in four parts, each part consisting of 100 multiple-choice questions.
Parts 1, 2, and 3 are considered the core global syllabus of the CIA exam - offering a strong focus on corporate governance and risk issues and exhibiting alignment with The IIA's Professional Practices Framework. Part IV of the CIA exam is designed for modification for regional and audit specialization testing. Hence, The IIA offers Professional Recognition Credit for Part 4 (PRC-4) for qualified professional certifications.
Established in 1941, The Institute of Internal Auditors (IIA) is an international professional association with global headquarters in Altamonte Springs, Fla., USA. The IIA is the internal audit profession's global voice, recognized authority, acknowledged leader, chief advocate, and principal educator. Members work in internal auditing, risk management, governance, internal control, information technology audit, education, and security.
The Institute of Internal Auditors Global Inc is represented in Sri Lanka by IIA Sri Lanka. IIA Sri Lanka will be having their 2nd National Internal Audit Conference on the 11th of November. Many foreign speakers are expected to be a part of this event. For further information contact: ashanejay@gmail.com
Sat, 17 Oct 2009 12:00:00 -0500text/htmlhttps://www.sundaytimes.lk/091018/Education/ed07.htmlWhat Are the Shortcomings of a Decentralized Training Approach for Managers & Hourly Employees?
Based in Bethlehem, Pa., Kermit Burley has been writing articles for over 30 years. His articles have appeared in "Training" magazine, as well as numerous company publications throughout the course of his career. Burley holds a Masters of Education in instructional design from Penn State and is certified as a trainer and instructional designer.
Fri, 20 Jul 2018 15:01:00 -0500en-UStext/htmlhttps://smallbusiness.chron.com/shortcomings-decentralized-training-approach-managers-hourly-employees-22236.htmlSystematic Approach to Training
Welcome, this is Lloyd Lofton. Today, we're going to look at a systematic approach to training. When you think about training, let's take a minute to look at what the actual sales process so that you can train your sales people on the things you want them to do the most and the order you want them to do it. How long does the average sale call usually take? Somewhere around an hour doesn't it? Now think about this, for your product, whatever the product is, about how long would it take you to actually tell a prospect the features of your product? Not everything about your product but just the features of your product. Would it take 10 or 15 minutes? So that's actually about 10% of the sales time isn't it? Most organizations spend 80% of a new sales person's time training them on the product. In other words they spend 80% of the time training them on 10% of the sale. Does that make sense? Let's look at what the product is. What is the product to the customer? Isn't it a solution? And what does a solution actually do? A solution solves a problem, right? So for your sales people to know what problem your customer wants to solve, they have to learn how to ask questions and in order to ask questions what do they have to have? They have to have an appointment right? And in order to get an appointment they actually need a prospect. So when you think about training people in a systematic way, you want to train them in the things you want them to do the most in the order you want them to do it. That might be prospecting the approach, why questions, defining the problem, coming up with a solution and then the product becomes important. Today we've talked about systematic approach to training.
Writer Bio
Lloyd Lofton, LUTC, is the chief operating officer of American Eagle Financial Services Inc., Smyrna, Georgia, a national marketing organization.
Thu, 06 Sep 2018 16:44:00 -0500en-UStext/htmlhttps://smallbusiness.chron.com/systematic-approach-training-75501.htmlNCCER Announces New Approach to Construction Superintendent Development and Certification
ALACHUA, FL — This week, the National Center for Construction Education and Research (NCCER) released its new Construction Superintendent Certification Program, an online addition to the organization’s Project Leadership Series. Developed with support from 75 of the construction industry’s leading companies, this formal certification program provides contractors with practical resources to train and qualify their field leaders in critical areas of business and leadership.
The program was created to provide a viable method for contractors to develop and certify construction superintendents without requiring extensive time away from their projects. Recent labor trends show an increasing demand for field leaders and a shrinking pool of qualified candidates. With 81% of firms reporting difficulty hiring for these roles, it is crucial that companies have a practical method for developing field leadership skills within their current and future teams.
Shortening the Learning Curve
NCCER’s self-paced, online program features highly relevant insights from experienced superintendents and seasoned industry experts. It is designed to shorten the learning curve for aspiring superintendents and to equip more experienced professionals with new strategies for better results. By accelerating competency development in key field leadership roles, the program can help organizations reduce project risk and increase project profitability.
“Superintendents are the steward of every person and every factor on a project – from safety and profitability to the quality of the final project the owner receives,” says NCCER President and CEO Boyd Worsham. “Our Construction Superintendent Certification Program serves to develop and certify current and aspiring superintendents to effectively fulfill these critical responsibilities."
Sixteen engaging courses provide practical and usable real-world lessons on key topics such as scheduling, contracts, risk management, legal regulations, site logistics, and many more. The program is flexible and can be conducted in-person, through hybrid delivery or completely online.
Superintendents with four or more years of experience can earn NCCER’s Construction Superintendent Certification by successfully passing the certification assessment. Aspiring or recently promoted superintendents who successfully complete the training and assessment components of the program can earn their full certification upon accomplishment and verification of the four-year experience requirement.
Mon, 30 Oct 2023 08:31:00 -0500text/htmlhttps://www.contractormag.com/training/article/21276493/nccer-announces-new-approach-to-construction-superintendent-development-and-certificationWhy Your Traditional Approach To Learning And Development Won't Cut It In The 2020s
Most organizations, and managers, believe that ongoing learning and development for their people is important for their growth, improved performance and overall business success. As a result, companies around the world invest significantly in training each year, with over $366 billion spent in 2018. Training budgets increased significantly in 2019, and research suggests that the role of learning and development (L&D) will broaden in 2020.
However, despite this belief, focus and investment, many organizations fail at implementing the type of learning culture and training experience that will truly elevate performance and provide significant returns on investment (ROIs). While most managers say they believe training is important, they typically consider the implementation and execution of L&D in their organization to be less than effective. In fact, HBR states that 75% of managers (registration required) are dissatisfied with their company's L&D function. Why the disconnect? Based on our experience developing learning strategies and cultures with companies, we've found six critical L&D problems that exist in many organizations today.
1. Some L&D teams lack L&D expertise and real-world credibility. We typically find that those responsible for the L&D efforts lack in-depth expertise in developing and/or delivering content. The L&D function is too often another step in an HR generalist's approach to getting their experience in all aspects of the business. Add to this the fact that most of these people designing and delivering content have little to no operations experience, and many have never actually led a team. As a result, we often see a situation where the L&D team will deliver the training they want to deliver, rather than what is actually needed in the operation or by the management team. Therefore, it is not surprising when there is a lack of confidence with in-house training teams.
2. The training offered is not what is needed. As mentioned, we see many L&D teams delivering training that doesn't directly relate to improving individual or organizational performance. They often focus on measuring success by the number of trainings provided, instead of focusing on the quality of what is delivered. We see a lot of training created that is generic and at a high enough level to "cover everybody." This approach is limiting, and it is no wonder that 70% of employees (registration required) report they do not have the mastery to do their jobs. L&D in the future must be more personalized and customized to what people really need — providing specific training to drive habit improvement.
3. L&D becomes a mandatory to-do. Once a lack of confidence in the value of training occurs, management teams become resistant to sending their people to training, and they often do not see the value in their own attendance. As a result, organizations, at the request of their L&D teams, will often shift to make training mandatory, thereby forcing individuals into learning. I can tell you from experience that forced training does not work, especially when the content and delivery is dull and lacks relevance.
4. The focus is on training events, not a learning culture. Some organizations seem more focused on investing and delivering training events, one-off training sessions that are not always connected, relevant nor delivered when they are needed most. It is no wonder that many managers loathe the training process. When the focus is just on "ticking the box" with a certain number of events rather than evolving an attitude throughout the organization on the benefits and need for learning, the training investment is often wasted. Companies must establish an attitude and infrastructure that offers employees and managers the time and opportunity for continuous learning on a variety of subjects in a variety of mediums at any time.
5. The top of the organization has stopped learning. Another issue limiting a learning culture is when L&D is not truly supported from the top of the organization. While every executive we meet says they support training, they often do not engage in any learning and development themselves. Whenever we see true learning cultures, it is usually because there is real participation and support from the very top of the organization. Not only do these executives stop leading when they stop learning, but they also send a message that training is not as important as they might be telling us.
6. The training overlooks the biological realities of learning and retention. Simply put, many training sessions we review are too long, try to cram too much information into a single session or are just boring. As attention spans become shorter, we must evolve the learning experience to be more interactive, built around games and/or discussions and involve participants being hands-on. We need to build training that fits our employees rather than trying to make our employees fit our training. We must also be more considerate of how retention works, meaning that training strategies must be built around opportunities with time to practice skills learned and less time on introducing new concepts. On-the-job-training is still the best learning experience, so more emphasis must be placed on allowing time to practice in the operation rather than on a computer or in a classroom.
Learning cultures are essential for the modern organization. In the 2020s, companies must move beyond just offering learning events or a curriculum of e-learning modules and focus on developing a true learning culture, one that inspires, open minds, supports change and growth, encourages creativity, delivers innovation and develops the next level of leaders. It is time to consider whether your business is maximizing its investment in training and if your company is approaching L&D correctly. Consider whether any of these issues apply to you, and be willing to rethink your L&D to maximize your ROI.
Mon, 10 Feb 2020 00:00:00 -0600Shane Greenentext/htmlhttps://www.forbes.com/sites/forbescoachescouncil/2020/02/10/why-your-traditional-approach-to-learning-and-development-wont-cut-it-in-the-2020s/Harris on his approach to training camp
RB David Montgomery talks in the locker room about playing against his former team saying, he still has great relationships over there. He also talks about how he is going to play the same as he always does, how he used his time away with injury to spend time with his family and refresh himself for the second half of the season, as well as what it has been like running behind the Lions offensive line so far this season.
Sat, 29 Jul 2023 03:51:00 -0500en-UStext/htmlhttps://www.detroitlions.com/video/harris-on-his-approach-to-training-campNCCER Announces an Innovative New Approach to Construction Superintendent Development and Certification
Alachua, Florida, Oct. 30, 2023 (GLOBE NEWSWIRE) -- This week, the National Center for Construction Education and Research (NCCER) released its new Construction Superintendent Certification Program, a cutting-edge online addition to the organization's Project Leadership Series. Developed with support from 75 of the construction industry's leading companies, this formal certification program provides contractors with practical resources to train and qualify their field leaders in critical areas of business and leadership.
The program was created to provide a viable method for contractors to develop and certify construction superintendents without requiring extensive time away from their projects. Recent labor trends show an increasing demand for field leaders and a shrinking pool of qualified candidates. With 81% of firms reporting difficulty hiring for these roles, it is crucial that companies have a practical method for developing field leadership skills within their current and future teams.
NCCER's self-paced, online program features highly relevant insights from experienced superintendents and seasoned industry experts. It is designed to shorten the learning curve for aspiring superintendents and to equip more experienced professionals with new strategies for better results. By accelerating competency development in key field leadership roles, the program can help organizations reduce project risk and increase project profitability.
"Superintendents are the steward of every person and every factor on a project – from safety and profitability to the quality of the final project the owner receives," says NCCER President and CEO Boyd Worsham. "Our Construction Superintendent Certification Program serves to develop and certify current and aspiring superintendents to effectively fulfill these critical responsibilities."
Sixteen engaging courses provide practical and usable real-world lessons on key topics such as scheduling, contracts, risk management, legal regulations, site logistics, and many more. The program is flexible and can be conducted in-person, through hybrid delivery or completely online.
Superintendents with four or more years of experience can earn NCCER's Construction Superintendent Certification by successfully passing the certification assessment. Aspiring or recently promoted superintendents who successfully complete the training and assessment components of the program can earn their full certification upon accomplishment and verification of the four-year experience requirement.
Find out more about NCCER's Construction Superintendent Certification Program here.
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About NCCER — The National Center for Construction Education and Research (NCCER) is a not-for-profit 501(c)(3) education foundation created by the construction industry to develop standardized curriculum and assessments with portable credentials and certifications for skilled craft professionals. NCCER provides a comprehensive workforce development system that includes accreditation, training, assessment, certification and career development solutions for the construction and maintenance industries. For more information, visit www.nccer.org or contact NCCER customer service at 888.622.3720.
Mon, 30 Oct 2023 04:08:00 -0500entext/htmlhttps://www.benzinga.com/pressreleases/23/10/g35499962/nccer-announces-an-innovative-new-approach-to-construction-superintendent-development-and-certificWilliams on his approach to training camp
RB David Montgomery talks in the locker room about playing against his former team saying, he still has great relationships over there. He also talks about how he is going to play the same as he always does, how he used his time away with injury to spend time with his family and refresh himself for the second half of the season, as well as what it has been like running behind the Lions offensive line so far this season.
Mon, 31 Jul 2023 06:16:00 -0500en-UStext/htmlhttps://www.detroitlions.com/video/williams-on-his-approach-to-training-campNCCER Announces An Innovative New Approach To Construction Superintendent Development And Certification
(MENAFN- GlobeNewsWire - Nasdaq) Alachua, Florida, Oct. 30, 2023 (GLOBE NEWSWIRE) -- This week, the National Center for Construction Education and Research (NCCER) released its new Construction Superintendent Certification Program, a cutting-edge online addition to the organization's Project Leadership Series. Developed with support from 75 of the construction industry's leading companies, this formal certification program provides contractors with practical resources to train and qualify their field leaders in critical areas of business and leadership.
The program was created to provide a viable method for contractors to develop and certify construction superintendents without requiring extensive time away from their projects. Recent labor trends show an increasing demand for field leaders and a shrinking pool of qualified candidates. With 81% of firms reporting difficulty hiring for these roles, it is crucial that companies have a practical method for developing field leadership skills within their current and future teams.
NCCER's self-paced, online program features highly relevant insights from experienced superintendents and seasoned industry experts. It is designed to shorten the learning curve for aspiring superintendents and to equip more experienced professionals with new strategies for better results. By accelerating competency development in key field leadership roles, the program can help organizations reduce project risk and increase project profitability.
“Superintendents are the steward of every person and every factor on a project – from safety and profitability to the quality of the final project the owner receives,” says NCCER President and CEO Boyd Worsham.“Our Construction Superintendent Certification Program serves to develop and certify current and aspiring superintendents to effectively fulfill these critical responsibilities."
Sixteen engaging courses provide practical and usable real-world lessons on key topics such as scheduling, contracts, risk management, legal regulations, site logistics, and many more. The program is flexible and can be conducted in-person, through hybrid delivery or completely online.
Superintendents with four or more years of experience can earn NCCER's Construction Superintendent Certification by successfully passing the certification assessment. Aspiring or recently promoted superintendents who successfully complete the training and assessment components of the program can earn their full certification upon accomplishment and verification of the four-year experience requirement.
Find out more about NCCER's Construction Superintendent Certification Program here .
About NCCER - The National Center for Construction Education and Research (NCCER) is a not-for-profit 501(c)(3) education foundation created by the construction industry to develop standardized curriculum and assessments with portable credentials and certifications for skilled craft professionals. NCCER provides a comprehensive workforce development system that includes accreditation, training, assessment, certification and career development solutions for the construction and maintenance industries. For more information, visit or contact NCCER customer service at 888.622.3720.
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NCCER Releases Construction Superintendent Certification Program
NCCER Releases Construction Superintendent Certification Program The self-paced, online superintendent certification program features highly relevant insights from e... Tags NCCER construction workforce development superintendent certification construction superintendent Related Links
NCCER Construction Superintendent Certification Program Page NCCER Website Press Release
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Mon, 30 Oct 2023 04:19:00 -0500Datetext/htmlhttps://menafn.com/1107337885/NCCER-Announces-An-Innovative-New-Approach-To-Construction-Superintendent-Development-And-Certification