CMAdvisor
Advancing Professional Construction and Program Management Worldwide
Incentives for Agency CMs?
How Diverse is the CM Profession?
Keys to Professional Practice
January/February 2012
Volume XXXI, No. 1
Contents
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8
Creating Value ...
Construc†on Management and Inspec†on opportuni†es now available in various
domes†c and interna†onal loca†ons.
January/February 2012
Volume XXXI, No. 1
A Diverse Profession
Diversity in CM/PM is more than a
matter of numbers. It’s a matter of the
value each player brings to a project or
program. How diverse is the profession,
and what remains to be done?
Incentives for Agency CMs?
Should a CM being paid a professional fee be
eligible for added incentives? Or is that a conflict
with the norms of professional practice? A lively
discussion among CMAA Fellows.
IN THIS ISSUE OF NEWS:
“Radical LEAP” in Store for Long Beach
2
5 Chairman’s Report
By Ron Price, CCM
27 President’s Report
By Bruce D’Agostino, CAE, FCMAA
DEPARTMENTS
12Professional Practice Corner
... Delivering Solutions
14 News
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20 Certification
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Border Pedestrian and Vehicular Fence, owned by U.S.
Customs and Border Protection and the U.S. Army Corps of
Engineers, with Program Management by Michael J. Baker, Jr.
Photos courtesy of Michael Baker Jr., Inc.
22Roundup
CMAdvisor January/February
CMAdvisor January/February
Check Out the Library of New Videos
COLUMNS
3
CMAA Launches New Website
President and Chief Executive Officer
Bruce D’Agostino, CAE, FCMAA
Editor
John McKeon
Contributing Writers
Stephanie Cifuentes
Martha Montague
Design
TGD Communications, Inc.
CMAA is a construction industry
association of 8,700 firms
and professionals who provide
management services to owners
who are planning, designing and
constructing capital facilities
and infrastructure projects.
Our Mission is to Promote and
Enhance Leadership, Professionalism
and Excellence in Managing the
Development and Construction
of Projects and Programs.
Baku “Flame Towers,” Azerbaijan,
CM by Hill International
4
CMAdvisor January/February
Below: Teatro Colón, Argentina,
CM by Grupo Syasa
CMs HELP THE
WHOLE WORLD
BUILD BETTER.
International Construction Management Day
on March 12 celebrates how professional
CMs are improving project outcomes and
quality of life all over the globe.
Seize the day to renew your own commitment
to professionalism and excellence.
Learn more at www.cmaanet.org.
CMAdvisor, published bi­‑monthly
by CMAA, reports on and follows
the industry as a service to its
members. Submission of articles,
ideas and suggestions is appreciated
and encouraged.
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CMAA ©Copyright 2012,
ISSN 1084-75327
Reproduction or redistribution in
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Discovering
Leadership
By Ron Price, CCM, Parsons Brinckerhoff
Perform a Google search on the phrase “leadership
attributes” and you’ll get more than 38 million results.
Everybody knows leadership is important. But when it
comes to defining leadership, we often fall back on the
cliché that we “know it when we see it.” But leadership
is not always visible, particularly in the complex
environment of a construction project or program.
CMAA is dedicated to the professional practice of Construction Management, but
we understand that management and leadership are not the same. Managers plan,
set budgets and deadlines, establish agendas, allocate resources, hire staff, facilitate
communication, and do all the things that make it possible for an enterprise to move
forward smoothly toward a goal. Management is about order and consistency.
Leadership, on the other hand, is about change and movement. The leader articulates a
vision and establishes the direction in which a group will move. The leader creates the
conditions in which team members can thrive, grow and accomplish their shared goals.
Who should lead the construction process? And whose role is it to choose the leader?
It’s easy to say “the owner”—the owner should either choose or be the project leader.
It’s also common to take a wait-and-see approach and assume the team itself will
develop or identify its leaders.
A more systematic approach to leadership is difficult because it hinges on so many
subjective factors. We can begin with concrete steps, though. We can identify the needs
of the team, in terms of experience, specific kinds of skills, personalities. We can identify
the relationships among members of the team, and we can formulate the most specific
statement possible of the team’s (and the leader’s) goals.
CMs are ideally positioned to lead, but we won’t automatically assume that role or
succeed in it. We can be successful leaders if we fully understand the project, the
delivery process, and the goals and needs of all team members. If we can communicate
effectively and provide the tools the team need, including a shared and consistent
vision, we can be effective leaders.
Leadership can be described as a process of social influence in which one person can
enlist the aid and support of others in the accomplishment of common goals. The key
word here is influence. The CM generally has no contractual authority over anyone else
on the team. We can’t give people orders. But we can enlist them through our influence,
which we exert in the form of a clear vision, consistent communication, and our own
example of trustworthiness, accountability and passion.
Leadership enables people to surpass themselves and projects to have extraordinary
outcomes.
CMAdvisor January/February
Chairman of the Board
Ron Price, CCM, Parsons Brinckerhoff
CHAIRMAN’S REPORT
5
CMAdvisor
A Diverse
Profession:
“The Right Thing to Do”
By John J. McKeon
Partly, owner expectations are driving the profession to
become more diverse, in the view of Jan Turner, vice president,
Cotter Consulting in Chicago. “Especially in the public sector
and especially in Chicago, the ownership community is very
diverse,” she says, adding that this trend is also strong in the
higher education market.
Keville agrees. “For diversity to be successful, the roles must be
definitive and meaningful,” she says. “They should not merely
be to cover a particular dollar value or percentage.”
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CMAdvisor January/February
“There are a lot of women and minorities in decision making
roles.” She adds. “I don’t know the statistics. I just know that
when we go for presentations, I notice there is a diverse group
of people who are decision makers.”
Harrison Staley, CCM, of the Public Building Commission of
Chicago, comments, “From my vantage point the diversity
seems to take place on the public side where mechanisms
are put in place to ensure inclusion. Without the mechanisms,
there would likely be less diversity. So on the public side,
in Chicago, the profession is fairly diverse. That does not
seem to be the case on the private side.”
Public projects, of course, are often subject to goals and
guidelines promoting participation of minority- and
woman-owned and disadvantaged businesses. “A lot of
times that’s the catalyst for larger firms reaching out to
what are typically smaller firms to include them on their
team to meet those goals,” says Turner.
Often, the goal for the MBE/WBE firm is growth. Cotter
Consulting, for example, has reached a size where it routinely
competes for prime contracts and is often the “larger” party
in a teaming relationship.
But many firms in the MBE/WBE environment also choose to
base their business plans on delivering some specialized expertise
that fills a gap for their (usually) larger partners. “Sometimes it’s
the type of work involved, or relevant experience, or specific staff
resources,” says Turner. “Often the larger firm will go past the
minimum (level or participation), which is a sign that they ‘get it’
and are looking at the value we can bring to a team.”
the M/WBE service provider the opportunity to serve as a prime
and gain knowledge and experience that they do not typically
get while working as a sub-consultant.”
At Gilbane Building Company, President and Chief Operating
Officer William J. Gilbane, Jr., says, “we believe that not nearly
enough time is spent growing the relationships between
companies and sharing skill development that will benefit
all of us in the industry.” To address this, the company has
created a National Partners Council consisting of presidents
and chief executives from more than a dozen MBE and WBE
firms around the country, together with members of Gilbane’s
senior executive team. Gilbane himself also serves as co-chair
of the company’s diversity council.
One key area is where the profession’s diversity goals
overlap its long-standing concern with attracting more of
the smartest and most ambitious college grads to its ranks.
Is the profession communicating well with prospective
female and minority students?
Often, smaller firms will ally with each other to go after larger
pieces of business. “It is also becoming more common to see
minority and woman-owned firms being awarded prime
contracts, rather than serving solely in a sub-consultant role,”
adds Keville.
“I am not sure the profession is reaching out well,” says Staley.
“First, the profession needs to know what they are reaching out
for. My experience has brought me to the conclusion that CM is
the ‘stepchild’ of the other established practices (architecture,
engineering, etc.). In these other practices a specific degree is
required, as well as licensure and/or certification. This is not so in
CM. So, what is the profession looking for: Tradesmen? Engineers?
Architects? Or pure CMs? All of these are routinely hired as CMs.”
For firms that want to grow, a variety of resources is available.
Some federal agencies, including the Defense Department,
create mentoring relationships between large firms and MBE/
WBEs. “Keville Enterprises had a DOD mentor/protégé agreement
with PBS&J and we believe it was a win-win situation for both
entities,” Keville says. “Partnering with majority firms also gives
Keville sees a more encouraging picture, citing Boston’s
Wentworth Institute of Technology as a university with
a strong CM program. Of a student population of about
3,900, Keville says, 18 percent are minorities and 20 percent
are women. “They also have special programs aimed at
attracting female and minority students,” she adds.
“For diversity to be successful, the roles must
be definitive and meaningful. They should
not merely be to cover a particular dollar
value or percentage.”
Gilbane Building Company has partnered for many years
with the United Negro College Fund to provide scholarships
for students majoring in CM, engineering and related fields.
Students also have the opportunity to gain paid internships
with Gilbane, which can be a stepping-stone to permanent
employment. “We have a number of scholarship recipients
that are active and thriving Gilbane employees,” Gilbane says.
Keville also credits CMAA’s student chapter program with
creating opportunities for CM students to learn about the
profession and possibly find jobs. Once in the workplace, they
and their companies will find mentoring, teaming and other
opportunities designed to bolster the role of minorities and
women in the industry.
“Not only is it important to many public agencies to have
goals in this area,” says Jan Turner, “but many companies
just believe it’s the right thing to do.”
John J. McKeon is vice president of CMAA. He can be reached
at jmckeon@cmaanet.org.
CMAdvisor January/February
But merely meeting a numerical target is not what’s important,
she adds. “Most important is the value that the company can
bring to the team. We don’t want to be asked to join a team
just because we’re a woman-owned firm. The fact that there’s
a WBE goal gives us a little bit of an edge, but we want first
and foremost to bring value to the team.”
7
“I truly believe our profession is making great inroads regarding
women and minority involvement in CM,” says Christine
Keville, FCMAA, of Keville Enterprises. Though “there is always
room for improvement,” the profession current seems to
offer good opportunities for practitioners of all backgrounds
and interests.
Chuck Kluenker, FCMAA, Vanir
Construction Management:
We call ourselves professionals. The
fact that some owners think we need
incentives is troubling.
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CMAdvisor January/February
Incentives for
Agency CMs?
Late in 2011, CMAA met with a major owner
organization that was considering adding
financial incentives to its arrangements with
Agency CM firms. That prompted the question:
Should CMs receive a bonus for doing the job
they are already paid for?
That question led to a lively exchange among
members of the CMAA College of Fellows and
others. Here are some highlights.
There’s a big difference between
the concept of an incentive fee and
reward fee. Incentive fees for professionals to get
them to perform to accepted standards: bad. Carefullyconstructed reward fees for professionals for above
and beyond performance: can be very good.
Blake Peck, CCM, FCMAA, MBP:
The biggest issues revolve around how an incentive is set
up. I’ve seen where part of the CM’s fee is essentially at
risk, so you really aren’t paying extra, and I have also seen
the incentive/disincentive arrangement. The trick is that
you have to measure and reward those items that the CM/
PM is actually in control of, i.e. has both responsibility and
authority (pretty much Risk Allocation 101). Obviously, if
you want, or contractually limit, the CM in a true advisor
role, any type of incentive/disincentive fee risk works
counter to that role.
Gary J. Cardamone, PE, FCMAA,
Port of Long Beach:
I often hear from contractors that
Agency CMs being paid by the hour
actually have a disincentive for early
completion. So an incentive based
on time of completion or some other
metric might avoid the perception
that the CM has no skin in the game.
George O. Lea, Jr., CCM, FCMAA,
U.S. Army Corps of Engineers:
Many Americans that travel to Italy
do not know that it is not customary
to tip the owner of a restaurant. They
do not expect it and would not accept
it. Somehow I think CMs fall in the
same category. An incentive contract
structured appropriately can work, I just feel with the
right CM it is not necessary.
Joe McAtee, FCMAA,
Urban Engineers:
If a CM had a cash incentive along with
the GC, it could create a compromising
situation where an unscrupulous
or inexperienced CM might allow
lesser contract requirements. This
is because since so many of the
contract requirements for everything from phasing, to
form stripping, concrete strength, and so on could be
evaluated as not being absolutely necessary and waived.
This, of course, should only be done with the owner’s
approval and the necessary credit from the contractor.
But protections need to be present to ensure this is done
and the CM staff does not overlook these steps in the
pursuit of the ‘incentive’ by reducing or overlooking their
agency duty to the owner.
I realize the latter example speaks of less than
professional CM conduct, but incentive money has
the potential to encourage poor performance as
the owner’s agent. Our best incentive is delivering
a successful project for our owners as the sure way
to be considered for future work. Although some
situations may be useful to consider incentives,
we need to understand it may be a slippery slope.
Robert Fraga, AIA, FCMAA, MBP:
I subscribe to the theory that all
human behavior is driven by incentives.
Note, penalties are a form of incentive.
Incentives are not inherently bad or
good. It is the application of incentives
that can lead to positive or negative
consequences. I can envision situations
where financial incentives may be appropriate in Agency
CM or other (not at risk) professional services—where
there is a well defined, quantifiable and measurable
objective that requires efforts above and beyond the
standard of care or contract requirements. I would
suggest that a most powerful incentive for our
profession may not be financial. The promise of repeat
work, introduction to a new client or a positive reference
is a very powerful incentive.
Tom Bishop, PE, FCMAA, URS Corporation:
On the right project (clear definitions, accurate estimates,
agreeable goals) incentives can be very effective. Where
there is significant uncertainty in schedule, scope,
costs, escalation, third-party intervention, etc. or
partners (owner, CM/PM, planner, designer, contractor)
with conflicting goals or standards of performance, it
would not be recommended.
CMAdvisor January/February
A financial incentive for one member
of the team will create conflicts with
the other members who may have
other values. The biggest incentive
an owner can possibly create is an
expectation that meeting the owner’s
goals will enhance the probability of
repeat work for good performance. The biggest carrot
is not a dollar, it’s a job. An owner satisfaction fee can
be used successfully. It puts a dollar amount on the
owner’s goals that makes them loud and clear. But it
must include all the goals.
But I am also concerned that it may place the CM in
somewhat of an adversarial position with the owner
in that they might be more motivated in their decision
making towards achievement of the incentive than the
fair and proper administration of the contract. This is
also why I have generally been opposed to lump sum
arrangements with Agency CMs as it can create an
adversarial negotiation of the cost of additional services
to properly manage the project. There may very well be
circumstances that would support the concept and I
would be open to considering on a case by case basis.
9
Charles Thomsen, FAIA, FCMAA:
Bob Hixon, CCM, FCMAA, MBP:
We used a contractor incentive fee on
the Capitol Visitors Center. Not surpris‑
ingly, some congressmen wondered
why we were giving someone an extra
fee for doing their job.
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CMAdvisor January/February
Gary Berman, PE, FCMAA,
Worley Parsons:
In the mega-giga project world of
EPCM we will sometimes lower our
rates in exchange for incentives
earned after we achieve certain KPIs
(Key Performance Indicators). Our
rates could then be actually higher
than anticipated without incentives. KPIs include
HSSE (health, safety, security and environment), cost,
schedule, and may include certain contractor achieved
KPIs. We sometimes bill incentives earned monthly.
So, in my world this is not uncommon.
Note the incentive fee is not supposed to increase
the budget, but be most of the profit the firms are
looking to earn. At CVC if the incentive fee performance
metrics were not outstanding at around 90 of 100, the
contractor got little of the fee. It encouraged particular
performance in areas like collaboration that the owner
wanted but that are difficult to require contractually.
How do you measure the “impact” of the CM? It’s not easy, so a fair incentive
system is not easy either. Was the CM “proactive” in identifying problems and
solutions (and) inserting innovative approaches into the project? Or, did the CM
stand by while a very competent GC figured it out? In either case the owner got
great results, but we still don’t know if the CM was effective and if the incentives
incentivized outstanding CM performance.
An incentive program that covers all of a CM’s performance, while good in theory,
is quite difficult to administer effectively, and should be avoided in most cases.
However, a limited application of incentive to a true bonus for a specific objective
when the CM effectiveness (skill, effort and impact) can be measured is an
application I think is well worth pursuing.
Charles E. Bolyard, FCMAA, MBP:
An incentive to an agency CM firm
seems counter intuitive. Why should
we need to provide a carrot to a
professional to perform the job he
is engaged to perform, including
bringing added value to the project?
Under some scenarios there may be incentives for
exceptional performance that brings time and money
savings of significance to the project, but as agency
CMs are we not supposed to be stewards of the project
to include time and budget?
Under some of the more sophisticated project perfor‑
mance approaches, like IPD, PPP or others, where there the
risks are shared across all stakeholders, there may be an
opportunity to address incentives across all stakeholders,
but not to the detriment of the project budget/price.
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“Our best incentive is delivering a successful project for our
owners as the sure way to be considered for future work.
Although some situations may be useful to consider incentives,
we need to understand it may be a slippery slope.”
See how CMpat works and start using it today!
CMAdvisor January/February
CMs add value. From an owner’s
perspective, however, the question
sometimes becomes “how much value
will a CM add?” I have seen Agency
CM incentives used by owners based
on certain levels of stated project
criteria (with respect to cost, schedule,
safety) being met. The incentive amount was set aside
as a portion of the total fixed fee. Thus, if the CM met
all the criteria, the total fee was paid. In this case it
is critical that the criteria stated, and the method for
its assessment, is developed and ultimately agreed to
by the parties.
Unless the incentive is a true bonus, based on a goal, it very
well may not be efficacious. The conditions for an efficacious bonus
system would be: (1) the bonus goal clear and challenging, (2)
the bonus administration system has to be able to clearly measure
the CM’s skill, effort and impact upon achieving the goal, and
(3) the owner has to be objective in administering the bonus.
The owner enforcement of fair rules is critical.
11
Tom Quaranta, FCMAA, AECOM:
The fee was based on exceptional
performance. When the owner buries the contractor
in changes and delays the project, the contractor
can either let those things impact the schedule and
budget, or work hard to mitigate the impact and exceed
normal expectations. The incentive pool should be
shared with the A/E and CMa since they are usually
involved in the project’s success. Sharing the fee is
something I understand is encouraged in Integrated
Project Delivery contracts.
Les Hunkele, CCM, FCMAA, Luster:
PROFESSIONAL PRACTICE CORNER
Enhancing the Profession’s “Gold Standard”
A Q&A with Bill Heitz, CCM, CMAA’s First Vice Chair for Professional Practice
Does this definition include adherence
to a formal Code of Ethics?
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CMAdvisor January/February
CMAA does have a formal Code of Ethics. When
you look at it, certainly there are many points that
address personal integrity, but what’s interesting
to me is that probably half of those 10 points
address professional integrity and how we deal
with our clients. In fact, the very first item addresses
client service. It states: “I will serve my clients
with honesty, integrity, candor, and objectivity. I
will provide my services with competence, using
reasonable care, skill and diligence consistent
with the interests of my client and the applicable
standard of care.”
One thing members of a profession share is
a body of knowledge that’s recognized and
accepted by every practitioner. Do you think
the CM profession has this consensus today?
I do think the profession has such a consensus, and
this wasn’t always the case. CM as a profession
is relatively new, compared to architecture or
engineering. I think we have reached the point of
maturity where CM practitioners exhibit a pretty
What’s the process by which CMAA’s
Body of Knowledge grows and changes?
How do you reach agreement?
We have standing committees in each of the
practice areas of practice. The Committee members
are practitioners, from both owner and consultant
organizations, and truly leaders in the industry.
The documents are looked at continually by the
committee members. They are vetted thoroughly,
reviewed and discussed and revised on a regular
basis. So we really do have quite a bit of discussion
and consensus reached by very well known and
experienced subject matter experts.
Do you ever have difficulty reaching
agreement?
Consider the recent dialogue we have had among
the CMAA Fellows on the question of whether there
might be occasions when incentives and award
fees might be appropriate for CMs. There were a lot
of different opinions, but in the end, on that item
we reached a fairly good consensus. As it normally
does, it came down to acting like professionals and
serving the client.
CM practice seems to require more specialized knowledge all the time, in
areas like sustainability, facility management, and innovative financing.
How are these changing needs reflected in the Standards of Practice?
The Standards of Practice are constantly being revised and upgraded, and new
publications have been created. A great example is the new Sustainability Guideline,
created in the last couple of years. We didn’t have that before. Now sustainability is a
key part of what we all do. As things like that become important to the industry they
will be added to the Body of Knowledge.
Are there other areas where you think the SOP will be changing as the
next new edition takes shape?
One delivery method getting a lot of attention these days is Integrated Project Delivery
or IPD. I think the next edition of the Standards of Practice needs to reflect that, to
define IPD, explain it and educate people about it. More importantly, perhaps, will
be to talk about the central role that CM practitioners will be expected to play in IPD.
What’s the current timetable for a new edition of the CM Standards
of Practice?
CMAA is committed to a new edition of the SOP every three years, so the next
edition is due out in 2013. In conjunction with that, the whole family of documents
will be revised and synchronized.
What’s the biggest challenge associated with your new position as
Vice Chair for Professional Practice?
The biggest challenge comes from the very fact that it is a new position. We have
the task of defining what the position should be and figuring out ways to add value
to CMAA membership. Professionalism is at the heart of what CMAA is all about,
and this is recognized worldwide. Our Body of Knowledge is truly the “gold standard.”
CMs around the world, when they look to make sure they are performing their best
for their clients, always come back to our SOP.
“Professionalism is at the heart of what CMAA is all about, and this is
recognized worldwide. Our Body of Knowledge is truly the ‘gold standard.’ ”
CMAdvisor January/February
There are two components to my definition of
Professional Practice. One is of course an adherence
to recognized industry standards for the delivery of
CM services. I would combine that with commitment
to looking out for the owner’s interest at all times.
tight adherence to the Body of Knowledge, which
has really been documented and promoted well
by CMAA. I might add that the CMAA alliance
with the Construction Industry Institute has
further strengthened that consensus. The vision
of the alliance is to promote professionalism in
the construction industry based on certification
and best practices.
13
Part of CMAA’s mission is to promote
professionalism…but as a start, what
is a good working definition of
professional practice?
NEWS
Joining the Conversation: Digital Library
of Videos Now Available on YouTube
CMAA has added a new channel on YouTube, adding to the
ever-expanding social media arsenal at member’s disposal.
Launched in early December, CMAAHQ’s channel currently
features 27 videos, focusing on topics such as the value a CMAA
membership to long-time CMAA supporters and the importance
of Certification.
The videos were filmed over the course of the 2011 CMAA
National Conference & Trade Show in Washington, DC. They
star 13 notable CMAA members and provide a unique and
un-filtered perspective on our organization and industry.
“One of the most important things about CMAA is getting an
understanding of what the owners want. Having owners at
CMAA involved in the dialogues and discussions…has been critical
to our business,” remarks Ed Bond, CCM, FCMAA of Bond Brothers
in one of the videos posted.
CMAA Debuts New Website
CMAA unveiled a redesigned version of its website
in January. The new website will be easier to
navigate, with a much cleaner and streamlined
appearance. The more user-friendly landing
page will provide more real-time information on
educational programs, new publications, industry
news and more. In addition, the CMAA Bookstore
will also continue to feature online ordering of
CMAA publications, including our rapidly growing
e-book library at member and non-member prices.
Other features include online registration for CMAA
meetings and conferences, a national database for
locating potential CMs, and the CMAA Career Center.
In addition, videos and other social networking tools
will also be made available, making the new CMAA
website the perfect platform to set as “home.”
Other members discuss just how important being connected to
the CMAA network can be to a small business. “I have a small
woman-owned business enterprise. I started it 20 years ago, and
I knew no one in this industry and didn’t really know the industry
that well. Because of the people at CMAA, because of them, my
business is successful,” Says Rebecca Jones, CCM at Safework.
Alongside its complete website overhaul, CMAA will also be upgrading its online forums into a
fully interactive and individualized experience for its members. The new online community will
create a “CMAA Experience” for every participating member by offering one portal for member
interaction, collaboration, discussion forums, file sharing, social media and more.
Set to launch early in this year, the new online community will also have the capability to
host “microsites” for chapters, conferences and other events. A new mobile application for
most smart phones will make it easier than ever to stay connected to the latest posts and
organization happenings.
The primary goals of this new community will be to provide CMAA members with another
way to connect with both the organization and their fellow members; support CMAA events
including the Owners Leadership Forum; and support collaboration and work groups. “Our
goal is to be for each member just what that member needs,” says CMAA President Bruce
D’Agostino. The new suite of online tools will be implemented in stages between now and
the Owners Leadership Forum.
CMAdvisor January/February
“Because of the people at CMAA, because of them,
my business is successful.”
Creating Community: CMAA to Launch Online Communities
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CMAdvisor January/February
Since its inception, CMAA members currently connected to
CMAA’s efforts on facebook.com and twitter.com have been
able to watch what other CMAA members think about the
organization, the industry and CMAA’s role in both. Long-term
plans for the channel include hosting videos that provide insight
into the construction industry as well as relevant topics of
interests. Tune in today by going to www.youtube.com/CMAAHQ.
NEWS
Prieto, Tishman Books Join CMAA Library
“Radical Leap” Author to Keynote Owners Leadership Forum
Adding to the CMAA list of “must reads” are two new titles
currently featured on the CMAA website and book store.
The first is John L. Tishman’s, Building Tall: My life and the
Invention of Construction Management. Bob Prieto of Fluor,
author of Strategic Program Management, has now produced
The Giga Factor: Program Management in the Engineering &
Construction Industry.
Steve Farber, President of Extreme Leadership, Incorporated
and author of The Radical Leap: A Personal Lesson in Extreme
Leadership and of the latest, Greater Than Yourself: The
Ultimate Lesson of True Leadership, will be keynote speaker
at the 2012 Owners Leadership Forum on May 20–22, 2012
in Long Beach, CA.
16
CMAdvisor January/February
The Giga Factor: Program Management in the Engineering &
Construction Industry builds on Prieto’s first book, Strategic
Program Management and incorporates elements from Topics
in Strategic Program Management as well as several other
of Prieto’s recent papers. This new textbook explores the
attributes of large engineering and construction programs
as well as the keys to successful projects and the challenges
owners and their program managers face.
The text provides a micro-view on mega projects, thereby
highlighting all the inter-connected details that are often
hidden or forgotten in the hustle and bustle of the mammoth
projects. “While learnings and lessons [from this book] are
focused on these Giga Programs, having discovered them,
many will be applicable on smaller-scale mega programs.”
Prieto remarks. This new e-book will be available for purchase
through the CMAA Bookstore for $50.
Farber will focus on such critical topics as “finding your
personal focus as a leader, holding yourself and others to an
unprecedented level of personal accountability and giving
yourself the raw material for developing capacity in others.”
In addition, his lecture will show attendees how to use the
LEAP framework (love, energy, audacity, and proof) to radically
improve your organization and life.
Other highlights of the Owners Leadership Forum include a
Monday breakfast with a featured technology speaker, Monday
luncheon with speaker on leadership, a facilitated dialog of
“service providers’ feedback to owners,” a closing Town Hall
session with owners, owners private discussion sessions, plus
owners panels and 18 breakout educational sessions.
The education sessions make up three concurrent “summit”
programs, devoted to Buildings, Infrastructure, and Programs.
Click here for complete information and to register.
CMAA Submits Statement to Senate Environment & Public Works Committee
CMAA was invited to submit testimony on the importance
of federal investment in national water infrastructure
to the Senate Committee on Environment and Public
Works, joining other members of the Water Infrastructure
Network (WIN). As a member of WIN, a coalition of the
nation’s leading construction, labor, engineering, municipal,
conservation and manufacturing organizations, CMAA
continues to work towards being the authoritative voice
for the construction industry.
CMAA also cited the expert opinion from several CMAA
owner member organizations with regard to the evergrowing strain on the nation’s aging water infrastructure.
As Jerry N. Johnson, general manager and CEO of WSSC
remarked in the testimony, “…we have many more projects
than we have dollars to fund them.” An increase in federal
investment could lead to more project approvals and the
creation of more jobs, which could be the jumpstart that
the industry needs.
This hearing was held in December, and was said to be
a precursor for a push for bipartisan support of water
infrastructure funding legislation in 2012. CMAA’s
long-standing support of increased federal investment in
infrastructure was unmistakable. “Federal investment
in this vital area, then, not only creates good, long-term
jobs but also protects the public against potentially
burdensome increases in the cost of an indispensable
resource,” CMAA told the Committee.
In addition to supporting federal investment, CMAA
testimony also touched on responsible management
of investments and how this might be achieved. “We
support legislation and/or regulation that would allow
public sector owners to make use of wider range of project
delivery methods—such as Design-Build and Construction
Manager At Risk—in addition to the traditional low-bid,
design-bid-build method.”
CMAdvisor January/February
“The concept of Construction Management evolved over a
period of years, and, accordingly, later chapters in this book
trace its development and importance” Tishman remarks
early on in Building Tall. The book provides a fascinating
insight into the construction of several noteworthy buildings
in New York City and California, the most famous being the
twin World Trade Center Towers. This memoir is available for
purchase at the CMAA online bookstore. $35 for hard cover
and $30 for e-book formats. Farber’s appearance is being sponsored by Oracle Primavera.
A video of Steven Farber in action as well as a short bio and
more information is currently available at www.cmaanet.org/
owners-leadership-forum.
17
Building Tall is the memoir of John L. Tishman of Tishman
Construction. The 226-page memoir recounts the experiences
that led Tishman to his most treasured innovation. It was
one that officially melded the coordination that construction
requires and the leadership it demands into the recognized
and practice profession of Construction Management.
“We tend to latch on to words like empowerment and I think,
if we are not careful, we con ourselves into thinking that we are
doing something new and different simply because we are using
a new word,” Farber says.
STANDARDS
CERTIFICATION
LEADERSHIP
NEWS
Emerging Technologies Committee Invites Comments, Members
Professional Construction Management
based on CMAA’s Construction Management
Standards of Practice will improve your
project outcomes and build your business.
With innovative tools and techniques being applied every day to “successful construction projects,”
the CMAA Emerging Technologies Committee works to keep members comfortable and productive
on the “leading edge.”
Certified Construction Managers™ deliver
these values on every job, every day.
We’ve created, edited and issued a BIM Standard of Practice that is now part of the overall SOP and is
used as the basis for learning and CCM testing. We have created and shared several White Papers on
various topics including BIM, e-management systems and others. The Committee has also prepared
and presented several workshops, webinars, and presentations at CMAA local and national events, and
we’ve worked with the Sustainability Committee on CMAdvisor coverage of BIM and Sustainability.
CMAA is the home of professional
Construction Management.
Learn more at www.cmaanet.org/enr.
For 2012, the Committee plans to:
• Develop a BIM Guidance Document that will help CM’s, owners and project teams evaluate and
implement BIM on their projects.
• Create a technology webpage with links to other key industry sites and best practices
• Explore social media and innovative ways to reach out and share information
• Share and evaluate the latest cutting edge mobile aps
• Create and maintain a monthly tech blog
Other ideas and topics being considered for possible articles, webinars or meeting presentations include:
BIM for Facility Management, 4D Scheduling, e-Project Management and Project Controls platforms, etc.
• Design and analysis tools – BIM and parametric
design, energy analysis and sustainability,
automated drawing production and 3D
deliverables; how do advanced design and
analysis tools support your client objectives?
• Mobile and cloud applications – smartphones,
tablets and mobile technology, unlimited
access and storage, cloud software licensing
• Collaborative teams and agreements –
public private partnerships (PPP), integrated
project delivery (IPD), design-build (DB), and
collaborative work sessions (a.k.a. “integrated
concurrent design” [ICE]); How will new
teaming agreements affect the role and
function of the CM? Do you see the tools and
aps discussed above as aids in helping with your
delivery model? Does it hurt? Please explain.
Please share your comments at our new
Technology discussion forum on the CMAA
website. Let’s get a productive conversation
going! We’re also always open to new members.
If you’re interested, drop a line to Marty Turner.
The best CM/PM education in the business.
CMAA is your partner for high value professional education
for every member of your team at every level.
For new hires, our Construction Manager In Training (CMIT)
program supports the transition into the workplace. At the
high end, the Certified Construction Manager (CCM®) credential
identifies the best in the business.
Deliver SOP-based training to your entire team for as little
as $35 per hour of expert instruction with flexible licensing
of our online SOP modules. Or select from a broad menu of
events, interactive webinars, and other programs.
To learn more, visit www.cmaanet.org/pd-home.
CMAdvisor January/February
As a CM Professional are you using any of
the following techniques and tools and if so
what is your level and frequency of use? Do
you feel proficient in the use of these tools
and techniques? Do you feel that variety
and availability of these tools makes your
job easier or does it make it more stressful
because there are just too many options?
and web-based project portals; How can
clients leverage mobile/cloud technology
to realize project efficiencies?
19
18
CMAdvisor January/February
Right now, you can help us by sharing
your expertise. The Emerging Technologies
Committee wants to know:
CERTIFICATION
Congratulations to the Newest CCMs
New Videos Provide Insight into Importance of Certification
The following people passed the exam in November, December and January:
Launched in early December, CMAA’s new YouTube.com channel has
provided members with a new medium to continue the conversation on
the importance of certification. Filmed during the 2011 CMAA National
Conference & Trade Show in Washington, DC, the videos provide insight
into how certification has moved to center stage over the course of the years.
More than a dozen videos from a variety of current CMAA members,
including owners, service providers, CMITs, and academics all weigh in
on the importance of certification in today’s Construction industry.
Masood Syed Ali
Hill International, Inc.
David Fitzgerald
VDOT
Dennis Alsup
Lamb-Star Engineering, L.P.
Edward Green
Jacobs Engineering Group, Inc.
Michael Baruccheri
Tishman Construction
Corporation of DC
Dan Hagan
J. Vinton Schafer & Sons, Inc.
James Brackett, Jr.
Vanir Construction
Management, Inc.
John Callahan
Turner Construction Company
C. Min Choe
CMC Consulting, LLC
Michael Cholden-Brown
AECOM-Water
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CMAdvisor January/February
Ryan Collins
CB Richard Ellis
John Haarala,
CSRS, Inc.
Henry Halikowski
Arcadis U.S. Inc.
Richard Helper
RPH Consulting, Ltd.
James Herr
VIP Structures, Inc.
Carl Holmes
Virginkar & Associates, Inc.
Shawn Holdridge
Cook Inlet Housing Authority
John Conroyd
Tishman Construction
Corporation of Illinois
Gordon Jacobson
Project Time & Cost, Inc.
David Converse
Converse Consulting
Wainwright Jenkins, Jr.
Heery International, Inc.
Samuel Curro, LEED®AP
Kraus-Manning, Inc.
Victor Johnson
US Customs and Border
Protection
John Stephen D’Adamo, Jr.
McDonough Bolyard Peck, Inc.
Damon Dickson
Faithful+Gould
Robert Dinan
GREYHAWK North America, LLC
Alex Kulscar
Shaw Environmental &
Infrastructure Group
Thomas Pettus
VDOT
Claire Kwiatkowski
Rummel, Klepper & Kahl, LLP
Michael Rael
Nick Griego and Sons
Construction, Inc.
Patrick Lappin
Parsons
Edwin Rawlinson, Jr.
Bellini Builders, Inc.
Joseph A.R. Larry
Johnson, Mirmiran &
Thompson
Steven Rewers
Barton Malow Company
George Latour
CH2M Hill
Robert Leger
Massport
John Longfellow, Jr.
Heery International, Inc.
Star Longo
Gilbane Building Company
William MacLaughlin
Reynolds Construction
Management, Inc.
Himawan Setiawan
Diagram Triproporsi
Aaron Smith
H.R. Gray
Thomas David Smith
Heery International, Inc.
Tohn Smith
Kitchell CEM
Craig Thompson
Caramel Partners, Inc.
Edward Thompson
Cooling Tower Depot
Ralph Leonard Morlas, II
CDM
Vladimir Vujovic
Parsons Brinckerhoff
John Morrill
Parsons
Forrest Waggoner
Arcadis U.S., Inc.
Jeffery Kaeppel
Milestone Solutions Group, Inc.
Paul Oberhaus
CPMI
Terri Wolfe
CB Richards Ellis
Eamon Kelly
Hazen and Sawyer, P.C.
Gregory Odden
Scherrer Construction
Company
Andreas Peeples
Parsons Corporation
Stephen Ayers
But who should qualify to be a CCM? CMAA believes that “all participants
in projects and programs are responsible for fulfilling their obligations in an
ethical and professional manner, regardless of delivery system or contract
method. If an applicant for the CCM can show professional character and RIC
construction management experience that reflect this commitment, verified
by references, the applicant can be considered for candidacy.” Simply put,
both consultants and general contractors can qualify, according to the
Guidance Statement.
While the channel’s main focus will be videos regarding the construction
industry and CMAA’s role in today’s market, the door is now open to further
explore how certification is leaving a lasting impression in the field.
Todd A. Stevens
VDOT
Mark Mickelson
SGI Construction Management
(Seville Group, Inc.)
John Kineen
AECOM
“Being certified demonstrates that we have Standards of Practice that we
subscribe to…it shows our clients that we provide the best CM service to
them.” Larry Smith, CCM, of the U.S. Army Corps of Engineers mentions in
one of the videos.
WATCH NOW to learn how Certified Construction
Mark Cacamis
Managers contribute to improved project and program
outcomes and enhanced business success.
Congratulations to Tom Pettus of the Virginia Department of Transportation, who
has just become our 1,700th CCM! (By the way, we awarded our 1,000th CCM in
April 2008, so the CCM roster has grown by 70 percent in less than four years.)
CMAdvisor January/February
Pete Edwards
LD Kerns Contractors, Inc.
21
Carolyn Ali
Bowers and Kubota Consulting
Hill International to Manage
Construction of Al Anbar
Olympic Stadium in Iraq
Hill International has been awarded a contract by
the Iraqi Ministry of Youth and Sports to provide
project management services in connection with
construction of the new Al Anbar Olympic Stadium in
Al Anbar, Iraq. The two-year contract has an estimated
value to Hill of approximately IQD 3.8 billion ($3.3
million). The new 30,000-seat stadium, which will be
designed to comply with FIFA standards, is expected
to have a construction cost of approximately IQD 116
billion ($100 million). Hill’s services will include design
review, site supervision, resident engineering, project
management and quality control.
“This is an important project for our client as well as
the citizens of Al Anbar province,” said Mohammed A.
Al Rais, Senior Vice President and Managing Director
(Middle East) for Hill’s Project Management Group.
“We are confident that our team will make this
project a success,” added Al Rais.
22
CMAdvisor January/February
Parsons Wins Contract from
Jeddah Municipality
Parsons has received a letter of award for
Construction Management (CM) consultancy
services from Jeddah Municipality, Kingdom of Saudi
Arabia. These projects involve new construction
and renovations, and they include bridges, tunnels,
roads, transportation systems, buildings, sewerage
treatment plants, irrigation systems, pumping
stations, stormwater drainage systems, parks,
open spaces, and other city infrastructure works.
Under this 3-year contract, Parsons will coordinate
and manage construction projects and will provide
other CM services, including coordination, scheduling,
administration, inspection, construction staking,
quality assurance, materials testing, drawing and
construction document submittals review and
approval, coordination, project records, work or
job order preparation, checking interim claims and
making recommendations to Jeddah Municipality,
and settling final accounts and closeout documents.
Hill International Subsidiary Selected
as Construction Manager for Uberlandia
Shopping Center in Brazil
Hill International’s subsidiary Engineering S.A.
has received a contract from Sonae Sierra Brazil
in connection with the construction of the new
Uberlandia shopping center in Sao Paulo, Brazil.
The R$160 million ($90 million) shopping center
will have 47,653 square meters (513,000 square feet)
of gross leasable area. It will feature 168 satellite
shops, 6 large dimension shops, 17 restaurants,
a Walmart hypermarket, and 5 last generation
Cinemark cinemas, in a total of 211 operations.
“Our task is to help our client realize their objective
of opening the Uberlândia Shopping Center on
the planned date,” said Sérgio Falcão, Director
of Engineering S.A. “I am confident that we will
meet our client’s expectations,” Falcão remarked.
KBR Wins Texas State Construction
Management Contract
KBR has received a contract by The Cooperative
Purchasing Network to provide construction
management services for public entities throughout
Texas, according to a release. The one year contract
offers six option years for renewal. KBR will provide
a range of construction management services that
will vary in size and will include facilities repair,
renovations and new constructions for all public
entities throughout the state. Work on the contract
is expected to begin immediately.
Jacobs Engineering
Wins Contract With
ISACC in Saudi Arabi
HDR Selected to Design
“North America’s First
Fully Digital Hospital”
AECOM Technology’s Asia Biz
Wins $148M Contract From
Hong Kong Highways Dept.
Jacobs Engineering Group Inc. has
been awarded a contract by IDEA Soda
Ash and Calcium Chloride Company
(ISACC) to provide engineering and
project management services for the
construction of a $300 million soda ash
and calcium chloride production facility
in Jubail’s Second Industrial City, the
Royal Kingdom of Saudi Arabia.
HDR was selected to design Humber
River Regional Hospital’s new 1.7million-square-foot facility in Toronto.
The hospital will be the largest acutecare hospital in the greater Toronto
area and the first in North America to
automate all of its operational processes.
The project is the result of a partnership
between Humber River Regional Hospital,
Infrastructure Ontario, the Ontario
Ministry of Health and Long-Term Care,
and Plenary Health Care Partnerships.
AECOM Technology Corporation’s wholly
owned subsidiary, AECOM Asia Company
Limited, has been awarded a consultancy
contract amounting to an estimated
contract value of US$148 million, by
the Hong Kong Special Administrative
Region’s Highways Department for the
design and construction of the Tuen
Mun-Chek Lap Kok Link (TM-CLKL)
project. The project is part of the Hong
Kong-Zhuhai-Macao Bridge (HZMB)
related projects in Hong Kong.
Plenary will design, build, finance
and maintain the hospital for 30 years,
with HDR providing full architectural and
healthcare consulting services. The hos‑
pital broke ground on December 2, 2011
and is scheduled to open in late 2015.
The contract includes detailed design as
well as supervision-in-chief and resident
site staff responsibilities. AECOM will
provide reference design/detailed design
and contract administration during the
construction of the TM-CLKL, which will
provide the most direct route between
Hong Kong’s Northwest New Territories,
the Hong Kong Boundary Crossing
Facilities of the HZMB, the Hong Kong
International Airport and Lantau Island.
The project works comprise a dual
two-lane highway approximately six
miles long, of which three miles are in the
form of a sub-sea tunnel, and is expected
to be completed during 2017.
The facility is the first of its kind in the
Kingdom and the Gulf Cooperation
Council to produce soda ash (sodium
carbonate) and calcium chloride. These
products, currently being imported, are
used in oil and gas drilling operations,
as well as in the manufacture of glass
and detergents. Following award of
the engineering, procurement and
construction contract, Jacobs is also
providing the project management
services up to the plant start-up.
HNTB Corporation Selected to
Design Safety Improvements
along Interstate 10 in Florida
The District 3 office of the Florida
Department of Transportation
has selected HNTB Corporation to
design resurfacing, restoration and
rehabilitation improvements along
Interstate 10.Work will include a 6.5-mile
segment in Leon County and a 5.5 mile
segment in Holmes County, with designs
for slope stabilization, guardrails, call
boxes and additional features to reduce
animal intrusions onto the highway.
“We’re pleased to be supporting FDOT
and working to reduce accidents in
the region,” said Jim Drapp, principalin-charge. “With the recent addition
of several new employees from the area,
we are growing a strong transportation
practice in the Panhandle.”
ARCADIS to provide Construction
Management to Vale
Malaysia Manufacturing
ARCADIS, through a JV with Towell
Construction, has won a USD 44 million
contract to provide construction
management services to Vale Malaysia
Manufacturing Sdn Bhd. Vale Malaysia
is a subsidiary of the Brazilian mining
conglomerate Vale SA, which plans
to build a USD 1.4 billion industrial
complex in Teluk Rubiah in Lumut.
ARCADIS will support Vale with the
programs for the implementation
of the industrial complex in Teluk
Rubiah alongside Towel Construction.
This is the first phase of the Vale
Malaysia project, which comprises the
development of a regional iron ore
distribution center integrated into a
deep water port terminal combined
with a 24 kilometers long access trestle.
The facility is scheduled to become
operational in three years.
Send Us Your Project
Announcements
CMAA would like to publish the latest
project news from members. Please
put jmckeon@cmaanet.org on the list
to receive press releases.
23
Member News
CMAdvisor January/February
ROUNDUP
RO LL OUT
ROUNDUP
N EW B O OK
NEW! PROGRAM MANAGEMENT 2.0
Chapter News
By Chuck Thomsen and Sid Sanders
“…a must-read…”
Jesus M. de la Garza, Virginia Tech
“…a perfect fit for young minds…”
James C. Smith, Texas A&M University
Houston Chapter
The Chapter is excited about the upcoming activities this year
and looks forward to serving its members locally and regionally.
The Chapter is also proud to have two of its members serving
on the CMCI Board of Governors: Heidi Obie, CCM, LEED® AP,
and Eddy Sparks, CCM.
Oregon Chapter
24
CMAdvisor January/February
In December, the Chapter hosted a holiday party and charity
event to support Toys for Tots. Toys were collected for more
than 30 children. Toys for Tots was established in 1947 when
Major Bill Hendricks, USMCR, and a group of Marine reservists
from the Los Angeles area collected and distributed more than
5,000 toys to disadvantaged children.
The idea came from his wife Diane who in the fall of 1947
handcrafted a Raggedy Ann doll and asked him to drop it off
at a place that provided toys for underprivileged children. He
returned home to tell his wife that no such organization existed
that fulfilled this need. Upon hearing this, she suggested he
start one and the rest is history. The 1947 pilot project was so
successful that in 1948 the Marine Corps adopted Toys for Tots
and expanded it into a nationwide campaign.
Over the years, the U.S. Marine Corps Reserve Toys for Tots
program has distributed more than 351 million toys for 166
million needy children. They have supplemented local toy
collection with more than 64.5 million toys valued at more
than $344 million, plus provided promotion and support
materials valued at over $3.9 million.
Formed
School
Host Chapter
March 2011
California State University – Chico
Northern Californina
January 2011
California State University – Fresno
Northern Californina
August 2011
Columbia University School of
Continuing Education
Metro NY/NY
December 2011
East Carolina University
North Carolina
September 2011
Fairleigh Dickinson University
Metro NY/NY
November 2011
Fox Valley Technical College
Chicago
December 2011
Georgia Institute of Technology
South Atlantic
February 2011
Minnesota State University
Moorhead – Twin Cities
Minnesota
July 2011
Morgan State University
Baltimore
December 2011
NewSchool of Architecture and Design
San Diego
July 2011
Purdue University
Indiana
September 2011
University of Texas – Austin
South Central Texas
January 2011
Westwood College – Houston South
Houston
February 2011
Westwood College – South Bay
Southern California
G. Edward Gibson, Jr., Arizona State University
Now available in print or e-book.
Proceeds benefit the
CMAA Foundation.
Advertise in
ROLL OUT
On a tight budget, but interested in reaching
a targeted, highly qualified audience of
professional Construction and Program
Managers? Call today.
If you want to advertise in the special Roll Out
Section contact Tom Egly at 703-548-0200
x117 or email him at tom.egly@tgdcom.com
CMAdvisor January/February
For 2012, the chapter has several goals including enrolling
five new owner member organizations, awarding scholarships
to students, and building regular chapter attendance to
50 members per meeting. Plans also include conducting
chapter meetings, events, or programs almost monthly with a
combination of educational programs, networking happy hours,
dinner meetings, a golf tournament, and the annual clay shoot.
All CMAA members are welcome to participate in these activities!
“relevant, timely and fun to read…”
Welcome to These CMAA Student Chapters formed in 2011!
25
The Chapter was proud to host its first Standards of Practice
Course in September at the WorleyParsons facility in Bellaire,
TX. The Holiday Mixer was also a success and proved to be
a great opportunity for members to network and enjoy part
of the holiday season. During 2011, 56 new members joined
the chapter.
ROUNDUP
PRESIDENT’S REPORT
Professional Development Calendar
“Stepping Up” in Training
By Bruce D’Agostino, CAE, FCMAA
March 12
This is more than just a name
change. In many ways, it
represents a major evolution
for our familiar “SOP Course,”
helping it become just the kind of educational resource we
believe American industry (and the world) urgently need. In
addition to a new name, we’ve implemented a new approach
to delivering this training.
CII Performance
Improvement Workshop
March 26–28, 2012
Scottsdale, AZ
McGraw-Hill Construction 2012
Global Construction Summit
April 11
New York
Webinars
CMAA Owners Leadership Forum
May 20–22, 2012
Hyatt Regency
Long Beach, Ca.
Risk Management for
Contractors—It’s not just
about Insurance!
CMAdvisor January/February
February 9
26
For 2012, CMAA has announced
a full schedule of sites and
dates for “The Professional
Construction Management
Course.™”
LEED (Topic TBD)
February 29
Visit www.cmaanet.org/online-learning-center
for updates and additions to the 2012
Professional Development Schedule schedule.
Our profession is maturing. The Certified Construction
Manager credential is commanding more and more respect,
both in the United States and globally. An ever-larger audience
is interested in learning and applying our Standards of Practice.
At the most fundamental level, the promise of better results
is CMAA’s basic pledge to the profession, and the profession’s
basic pledge to owners.
Effective training is key to redeeming this pledge. We have
seen clearly how many organizations are prepared to embrace
CMAA membership as a powerful strategy for meeting
their personal and enterprise-wide training needs. We are
also seeing more and more evidence of the high esteem in
which the “American” style of CM is held. Organizations from
Iraq to Europe Southeast Asia are looking for ways to train
their personnel in the professional practice of Construction
Management based on our CMSOP.
We need to be sure that both the content and the delivery of
our training are the best we can make them. Then, equipped
with this high-quality offering, we need to reach out well
beyond our traditional audiences—our neighborhood, so
to speak—and make this training available to everyone
who practices or wants to practice CM.
In recent months we have created new Instructor’s and
Student’s Guides to accompany our three-day instructor-led
Standards of Practice Course. The goals were to assure that
all instructors, in all courses, were covering the same material
in the same manner, and to give students a permanent record
of the course content that they could consult any time.
The next key step is to develop a national roster of approved
instructors for the Professional CM Course. This will assure
that course content is not only consistent but reliably well
presented. We will recruit instructors from among those
who have already taught SOP Courses as well as from new
recommendations, and will offer a special “train the trainer”
program that will give instructors valuable guidance and
feedback on their presenting skills.
“We need to be sure that both the content and the
delivery of our training are the best we can make
them. Then, equipped with this high-quality offering,
we need to reach out well beyond our traditional
audiences—our neighborhood, so to speak—and
make this training available to everyone who
practices or wants to practice CM.”
The new approach relies critically on our chapters to help us
locate suitable venues for courses, recommend instructors,
and market the courses so as to fill each session. Chapters will
earn financial incentives for taking on this job, and national will
support them with targeted advertising and other promotional
efforts. (We’ll also be expanding our ad program to address
new audiences such as general contractors.)
In addition to our announced schedule of 10 courses
nationwide, CMAA will also work with any organization
that wants to deliver a Professional CM Course in-house.
There is a dramatic demand today for effective, standardsbased training in professional CM. CMAA, which has defined
and promoted the profession and helped establish CM as
a recognized discipline, is the ideal player to step forward,
meet this need, and help launch CM into an even more
successful future.
CMAdvisor January/February
National Meetings
27
International Construction
Management Day