CMAdvisor
Advancing Professional Construction and Program Management Worldwide
For Small CM Businesses, The Best of Times?
Using BIM to Create More Sustainable Buildings
National Conference Tackles “Four Roles of the CM”
July/August 2011
Volume XXX, No. 4
Contents
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July/August 2011
Volume XXX, No. 4
For Small CM Businesses, The Best of Times?
National data reveals a CM industry dominated by large firms.
Yet sole proprietors and small CM businesses continue to
thrive. Their secrets include “a strategic plan, the ability to
cut your budget to the bone, and guts of steel.”
National Conference Tackles
“Four Roles of the CM”
The 2011 National Conference & Trade Show will focus on
the CM as Leader, Team Builder, Innovator and Manager…
and draw 1,000 or more people to Washington, DC.
CMAA’s Practitioner Assessment Tool
12Using BIM to Create More
CMAA’s new CMpat™—makes it easy to:
•Record and verify your experience for the CCM.
•Convey your qualifications to employers and clients.
•Plan your future professional development needs.
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CMAdvisor July/August
This simple, powerful career management tool helps you gauge
where you are today, where you want to be, and how to get there.
Sustainable Buildings
How does one go from average CM
to a “process leader” capable of
wielding the power of BIM to achieve
a sustainable delivery? One of the best
ways is to identify successful projects
and CM’s (industry leaders) and model
your techniques after their success.
COLUMNS
5 Chairman’s Report
By David R. Conover, CCM
31 President’s Report
By Bruce D’Agostino, CAE, FCMAA
DEPARTMENTS
14Professional Practice Corner
CMpat is available to CMAA
members for just $75 annually.
18 Legal Corner
20 News
See how CMpat works and start using it today!
Cover photo: The Great Hall of the Library of Congress, once
called “the most beautiful public building in America,” is
the setting for a memorable CMAA Foundation event at the
National Conference & Trade Show.
24 Foundation
25 Certification
26Roundup
CMAdvisor July/August
FEATURE
3
Introducing CMpat™
CMAdvisor
Chairman of the Board
David R. Conover, CCM
HDR, Inc.
President and Chief Executive Officer
Bruce D’Agostino, CAE, FCMAA
Editor
John McKeon
Going above and beyond,
Contributing Writers
Kathleen Davenport
Martha Montague
MWH Constructors’ commitment
to sustainability is ever present
Design
TGD Communications, Inc.
through our low-carbon and
renewable construction practices.
Through customized CM-at-Risk,
CMAA is a construction industry
association of 7,500 firms
and professionals who provide
management services to owners
who are planning, designing and
constructing capital facilities
and infrastructure projects.
design-build and construction
management services, our focus
is wet infrastructure…our goal is
Building a Better World.
SERVICES:
CM-AT-RISK
CONSTRUCTION MANAGEMENT
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.
DESIGN-BUILD
FOCAL.Point
The Basis of
Real Collaboration
By David R. Conover, CCM, HDR, Inc.
One of CMAA’s goals for the recent Owners Forum
was to create a setting in which owners and service
providers could talk candidly with each other about
what works—and perhaps doesn’t work so well—in
this critical relationship. These discussions revealed that
collaboration among owners, their staff professionals,
and their consultants is generally good, but is often marked by communications
difficulties and misperceptions of each other’s roles and priorities.
Many owners at the Forum described how they assemble and coordinate “blended
teams” that include both their own employees and professionals who work for
consultancies and other organizations. We also heard about in-sourcing, the trend
for owners to re-assign to their own staff functions that were previously handled by
consultants. Some owners expressed concern about whether their staff can handle
this expanded workload. Others worried that their agencies’ constrained budgets
could lead them to bring work in-house that really doesn’t match up well with the
strengths of their personnel.
Through all of these conversations, we heard one phrase again and again: Owners
want a professional CM on “our side of the table.” The fact is, project teams increasingly
come to the table from many different places, with different experiences and attitudes.
Blending these teams together isn’t easy. These relationships aren’t perfect, and don’t
always function smoothly. Team members may not be confident that can truly rely on
each other, and may be hesitant to share control of key processes.
The good news is, CMAA has the tools to make every project team better and more
able to achieve the best results possible.
Paramount among those tools are our Construction Management Standards of
Practice (CMSOP), and the internationally recognized Certified Construction Manager
(CCM) credential based on the CMSOP.
CMAA ©Copyright 2011,
ISSN 1084-75327
Reproduction or redistribution in
any form is forbidden without
written permission of the publisher.
mwhglobal.com
CMAA members receive this
newsletter as a member benefit.
For advertising information, contact
Tom Egly at tom.egly@tgdcom.com.
The principle underlying our SOPs is that the elements of good professional CM are
the same regardless of the setting in which the functions are being performed or
the affiliation of the practitioner.
Our SOPs give owners, staff and consultants a common vocabulary and a full
understanding of what CM is like when it’s “done right.” Whatever their backgrounds
and internal organizational methodologies, a shared reliance on the SOPs enables
everyone in the room to start from the same premises and move forward together.
The CCM provides a clear and convenient way of identifying practitioners who have
fully understood and committed to doing things “the SOP way.”
This common language and commitment in turn fosters trust and respect across
various dividing lines.
Our SOPs are a proven tool to gain the trust and respect that are indispensable if
blended teams are to work in true collaboration.
CMAdvisor July/August
7926 Jones Branch Drive, Suite 800
McLean, Virginia 22102-3303 USA
Phone: 703.356.2622
Fax: 703.356.6388
Email: info@cmaanet.org
Web: www.cmaanet.org
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STRATEGIC
Our Mission is to Promote and
Enhance Leadership, Professionalism
and Excellence in Managing the
Development and Construction
of Projects and Programs.
CHAIRMAN’S REPORT
For Small CM Businesses,
The Best of Times?
By John McKeon
Engineering News-Record’s recent listing of the 100 largest professional services firms reconfirmed a trend
that has been shaping the CM/PM market for years: The 20 largest companies on the list commanded more
than 87 percent of all the reported fee revenue for the year.
CMAA’s membership, though, includes more than 350 sole proprietors or small businesses, i.e., companies
with $5 million or less in annual fee revenue.
How are these smaller players managing? Given the persistent national economic doldrums, can a small
CM make a go of it these days?
ICRC of Alexandria, VA, is a former small business that still relies heavily on partnering with small firms.
“We believe that one-third of our future growth from a revenue perspective is dependent on good solid
partnerships with small business,” says President and COO Carl E. Williams. He cites a little-appreciated
factor in the current positive outlook for small companies: The federal government has lost significant
numbers of experienced contracting officers.
CMAdvisor July/August
In fact, some CMAA members say small firms have significant advantages today in competing for and
winning major jobs. “All you have to do is look at the majority of the government’s solicitations to see
that their main focus is the small business sector,” says John R. Manning, PE, CCM, LEED® AP, principal of
Kraus-Manning, Inc., in Orlando, Florida. “Being that the government has been and is currently the only
major player in the construction industry, for the most part due to our country’s economic situation, I would
say that those individuals who own a small business have an advantage compared to much larger firms.”
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CMAdvisor July/August
Yes, says Rebecca Jones, CEO of Safework, Inc., Woodland Hills, California, provided you have “a strategic
plan, the ability to cut your budget to the bone, and guts of steel.”
“The uncertainties in budgets tend to make the projects smaller and
thus less attractive to the bigger players,” Williams says. “With a loss of
acquisition talent, it is easier for the contracting officers to award to well
qualified small businesses than it is to manage a more complicated full
and open competition.”
Personal service is another big plus small firms promote to potential
clients and partners. “Flexibility, responsiveness, and person-to-person
support,” says Chip Ossman of Ossman Project Management Consulting,
Inc., Pasadena, California. “The owner has a relationship with a person,
a responsible and capable individual, not just a large entity needing to
keep a bunch of folks employed.”
Adding Value Through Lower Costs
Loy says, “As a sole proprietor and a CCM, I actually work on every project…
the owner gets the benefit of my 35 years’ experience directly, not through
two or three layers of employees between me and the project.”
The CM/PM market will probably be even more dominated by large firms in the future,
but hundreds of CMAA members are betting that their skills, attitudes, and energy as
sole proprietors and small companies will enable them to continue finding clients and
building business for years to come.
Sound Teaming Strategies
John McKeon is vice president of CMAA. He can be reached at jmckeon@cmaanet.org.
“All you have to do is look at the majority of the government’s
solicitations to see that their main focus is the small business
section...those individuals who own a small business have an
advantage compared to much larger firms.”
Low cost, of course, can be a double-edged sword. “Our biggest challenges
are occurring where CM firms are dramatically cutting professional service
fees to maintain cash flow,” says Berry. “The competition for existing
and new clients is constantly being ‘low dollar’ focused, rather than
qualification or performance based.”
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CMAdvisor July/August
Sanford Loy, CCM, president of Construction Plus, Inc., in Knoxville,
Tennessee cites another problem: “larger general contracting firms
coming into my market claiming to be CMs when they really don’t
understand CM services.”
Plus…some owners are “taking advantage of the tough labor market to
hire at lower salaries within, if they have steady workflow,” says Manning.
But Loy points out there’s another side to this coin, as well: “For firms
who are bullish on the recovery, it is a prime time to cherry-pick talent
larger firms have shed during their cutbacks, which normally wouldn’t
be available in the marketplace.”
Ossman voices the same view. “Partnering possibilities are only as
healthy as the market,” he says. “Sadly, very few large firms need a solo
or small consultant, unless that small or solo is a minority/disadvantaged
business, allowing the large firm to meet the social engineering goals of
the major agencies.”
Reaching out to other types of potential partners can also pay off. “The
healthiest partnering opportunities, I believe, are with design firms such
as large architectural or A/E firms who have visionary leadership that
understands the infinite value of having a CM partner on a project to
minimize their liability as well as simplify and streamline the construction
process,” says Loy.
Small CM firms and sole proprietors face the whole range of business
challenges that go with an independent or almost-independent status.
Rebecca Jones cites “providing a competitive benefit package to employees
so that we can attract talent.” She adds: “Cash flow is always at the
forefront, even if you have a great relationship with your banker.”
Cash flow is also front-of-mind for Niemann. It “can be an issue especially
is you are working as a second or third tier subcontractor,” he says “Each
tier is multiplied by 30 to get the number of days at a minimum that you
will see your paycheck.”
The repercussions can be serious, says Manning. “Cash flow is directly
related to landing jobs, and we are landing less jobs in part due to the
fact that we have had to cut back in marketing. Many small firms have
had to cut their marketing budgets and in doing so, it makes it harder
to get their firms’ message out in a manner they would like to.”
Expertise. Technology. Results.
ENERGY AND SUSTAINABILITY MANAGEMENT
CAPITAL BUDGETING AND PROGRAMMING
SUSTAINABLE PLANNING AND DESIGN
PROGRAM AND CONSTRUCTION MANAGEMENT
CAPITAL ASSET MANAGEMENT
www.mocasystems.com
CMAdvisor July/August
Skip Berry, president of the Louisville, Kentucky-based Wehr Constructors,
notes that “with clients who still maintain the desire for performancebased selections, coupled with the lean professional administrative fees, the
opportunities are numerous.” Likewise, many owners are coupling reductions
in their in-house staff with an imperative to cut overall costs, notes Janet B.
Cunningham, PE, president of JBC Associates, King of Prussia, Pennsylvania.
“Smaller CM firms typically have the benefit of lower overhead rates that
they can pass on to their clients…Owners can get the same level of service
(as with a large firm) but at a lower cost, with a smaller CM.”
Partnering with other firms is a perennial strategy for small CMs, but it’s
important to look beyond the role of subcontracting to a larger firm. In
fact, larger firms may not be the most promising team-building avenue.
“My experience is that the teaming opportunities are greater with smaller,
‘startup’ CM firms than they seem to be with the larger corporations,” says
Todd W. Niemann, CCM, of TWNiemann, Inc., San Clemente, California.
9
In addition to their ability to appeal to government owners, small
businesses bring major financial and management assets to the table.
“There are many qualified companies or teams that can pass the technical
qualifications of a bid,” Williams says. “The federal government is really
looking at the lowest cost once a set of technically qualified respondents is
identified, so the key to winning is having the best price. Small businesses,
with their lower rate structures, add value by reducing the price.”
Niemann says, “The volatile market seems to wreak havoc on projects and funding,
thus making projects literally moving targets.” And project delays—from budget,
political or legal causes—can also squeeze cash flows. Loy comments, “The impact on
cash flow is more severe than for larger firms because you may see a 30 to 50 percent
reduction in revenues temporarily, if only one or two projects get delayed.”
NOVEMBER 6 – 8
The CM As Leader
The CM As Innovator
• Building the 21st Century Construction Manager
• Use of Innovative Risk-Based Engineering Approach
and Automated Web-Based Solution to Manage
Quality Assurance
• Effective Leadership and Organizational Change:
A Long-Term Project Success Story
• Project and Program Leadership—Do You Have
What It Takes?
The 2011 National Conference & Trade Show will draw 1,000
or more people to Washington, DC in November for a program
that includes a sold-out exhibit hall, 40 high-level educational
sessions, extensive professional networking opportunities, and
a keynote presentation by key executives of three of the most
active federal transportation agencies.
The overall conference theme is “Building on the Cornerstones
of Professional Practice.” Sessions will focus on the four roles
of a successful CM:
• The CM As Team Builder
• The CM As Innovator
• The CM As Manager
The full 40-session program is summarized on the
opposite page. “We received nearly 100 proposals,”
notes CMAA President Bruce D’Agostino, “which has
enabled us to be highly selective in choosing the most
timely and compelling presentations for this conference.
Three Transport Execs
Keynote Tuesday Lunch
Tuesday’s awards and keynote luncheon will
feature remarks by the deputy administrators
of three key federal transportation agencies:
• Gregory Nadeau of the Federal
Highway Administration
CMAdvisor July/August
Spurred by the growth and success of recent trade shows, the
2011 exhibitors had completely filled the CMAA exhibit hall
by June 1, the earliest date ever.
• Karen Rae of the Federal
Railroad Administration
• Therese McMillan of the Federal
Transit Administration
Each of these leaders will
update CMAA attendees
on the latest policy and
budgetary developments
affecting his or her
area, and describe
current infrastructure
construction and
rehab projects.
• Looking Into the Crystal Ball: Predicting Trends
and Innovations in the Construction Industry
• The Connected CM—Beyond Mobile Applications
A “virtual trade show,” with descriptions of all exhibitors and
links to their websites, is available here.
• This Land Is Their Land: How Successful Communication
and Outreach Programs Result in Sustained Public
Funding for School Construction
Exciting Technical Tours
• Leveraging for Realignment: Best Practices for
Troubled Projects
I-495 HOT Lanes and Dulles Metro Corridor Mega Project
Saturday, November 5, 2011, 2:00 – 4:00 pm plus travel time.
Two major projects overlap in Northern Virginia: Adding HOT
lanes to the Capital Beltway and extending the Metro subway
system through Tysons Corner to Dulles International Airport.
• The CM As Leader
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Exhibit Hall Sells Out Early
• Innovations in Sports Construction: Building,
Technology and the Bottom Line
• Sustainable Iraq: Knowledge Transfer and
Professional Development
Sidwell Friends Middle School
Sunday, November 6, 2011, 1:00 – 2:00 PM plus commuting time.
The facility demonstrates a responsible relationship between
the natural and the built environment. Features include green
roof, constructed wetland, passive solar design, wastewater
reuse, and more.
• How to Challenge our Newest CMs
Lincoln Memorial Reflecting Pool Rehabilitation
Sunday, November 6, 2011, 2:00 – 4:00 tentative
The National Parks Service’s largest ARRA project includes
a full replacement of the Reflecting Pool’s structural and
water systems and comprehensive site upgrades to enhance
the perimeter security, circulation, and accessibility in the
surrounding area.
• Construction Management and Integrated Project Delivery
Martin Luther King, Jr. Memorial Project
Monday, November 7, 2011, 1:30 – 3:00 plus commuting time.
The memorial is a huge partnering success story. Four companies
that made up the design/build team; additionally, there were
challenges in working with the sculpture team in China. The
experience of creating a national, design/build project on the
National Mall will also be presented.
• The Modernization of the GSA Headquarters:
A Transformational Project
National Zoo Seal and Sea Lion Exhibit
Monday, November 7, 2011, 2:30 – 3:30 plus commuting time.
This $28 million project represents a complete rebuilding of
the two-pool Seals and Sea Lions exhibit facility, a state-ofthe-art upgrade to its animal life support systems, and a new
wave machine. The project includes four holding pools and
two exhibit pools.
The CM As Team Builder
• Applying CMAA Standards of Practice and Partnering
to Construct the US/Mexico Border Fence
• How to Build an Environmental Project That Happens
to Include 18 Miles of Highway
• Logan International Airport Economy Parking Garage
• M&A and Partnering Transactions that Combine Design
and Construction—What You Need to Know
• Rebuilding the Cornerstones of our Nation’s Capital;
Managing Construction of Landmark Federal Buildings
• Overcoming Adversity, Conflicts, and Time Constraints
while Creating a World Class Construction Management
Team: Case Studies of the San Francisco Oakland Bay
Bridge Seismic Retrofit and the Alvarado Water Treatment
Plant Expansion Programs
• Year Four of the Ten Year Portfolio: Evaluating the
Collaborative Effort to Modernize the DC Public
School Facilities, the Sustainable Way
• The Benefits of an Integrated Project Team in a
Multi-Prime Delivery Approach
• 4 CM Research Reports—Science for Use in the Real World
(Two sessions, two research reports in each session.)
• Leveraging BIM for Project Team Collaboration and
Enhancing Campus Sustainability on Onondaga
Community College’s Capital Program
• Electronic Project Information Tracking from an Engineer
and Owner Perspective
• Beyond Construction—Leveraging Technology to
Deliver BIM for Owners
• The Role of the CM in Implementing BIM
• Using Building Information Modeling to Create, Manage
and Eventually Maintain Sustainable Projects
The CM As Manager
• How to Avoid Claims Against the Construction Manager
• An Owner’s Guide to Construction Management on
Large Programs
• CMAA v. AIA v. ConsensusDOCS—A Comparison
of Key Contract Provisions in Construction
Management Contracts
• The Construction Manager as a Facilitator in
Dispute Resolution—An Ounce of Prevention
Beats a Pound of Cure
• Protecting Owner’s Interests by Effectively Teaming
with Legal Staff
• The Matthew Knight Arena Project: The Successful
Completion of a Private Project Gone Public
• The Great Resource Dilemma—How Did We Get Here
and What Are We Doing About It?
• What is Required to Justify a Time Extension &
Some New Rules
• Meeting Owners’ Expectations for Construction
Managers to Minimize the Risk of Unanticipated
Claims and Litigation
• Managing Project Labor Agreements
• Managing Project Close-Out More Effectively
CMAdvisor July/August
“FOUR ROLES OF THE CM”
Building on the Cornerstones of Professional Practice
REGISTER TODAY!
11
National Conference Tackles
GRAND HYATT
BIM software facilitates an improved way of working collaboratively,
using a model created from coordinated and consistent design
information. This process enables earlier decision-making, better
documentation, and the evaluation of alternatives for sustainable
design or improvements using analysis before construction begins.
BIM data can be used to quickly analyze the various performance aspects
of a facility including massing, DOE2 energy modeling, envelope analysis,
and a number of other key performance areas, all to optimize energy
efficiency. Two products currently on the market are Autodesk®Green
Building Studio® and Autodesk Project Vasari. Green Building Studio®
is a web based analysis engine allows the user to analyze the energy
performance and carbon footprint of a design and to generate a number
of design alternatives without ever modifying the original model. Project
Vasari combines a BIM “eggshell” modeler with Green Building Studio and
key Ecotect functionality all in one modeling product.
Daylighting is another form of analysis that is made possible and even
streamlined in the BIM process. Daylighting is a means of utilizing natural
light to illuminate buildings and reduce light, heating, and energy loads.
This analysis, once a costly or difficult venture for design firms given
software availability, the complexity of calculations, or the added expense
of hiring a consultant, is growing in popularity and application given
current BIM software usability. With the emerging role of technological
improvements in BIM software to enhance the design process, the role
of Construction Manager (CM) must therefore change with the times.
CMAdvisor July/August
Using
Building
Information
Modeling
to Create More
Sustainable Buildings
So how does one go from average CM to a “process leader” capable of
wielding the power of BIM to achieve a sustainable delivery? One of the
best ways to gain an understanding of any topic is to identify successful
projects and CMs (industry leaders) and model your techniques after
their success. The National Oceanic and Atmospheric Administration
(NOAA) Research Building in San Diego is a perfect example of how the
successful integration of BIM can streamline the design and construction
process resulting in a sustainable building.
In 2007 the National Oceanic and Atmospheric Administration (NOAA)
initiated the La Jolla Laboratory Replacement Project. NOAA selected a
proven team of more than a dozen consultants working around the country.
The architectural firm Gould Evans served as the architect of record and
was responsible for coordinating the team’s efforts. To help maximize
coordination amongst consultants, the team used Autodesk ® Revit ®
Architecture, Structure®, Navisworks® and 3D Max® Design Software.
The project team used BIM to solve a variety of complex owner issues.
For instance, the end users had to understand if they would be able to
move large pieces of marine equipment—such as ocean buoys or small
submersible devices, through the facility and into the ocean tank. The
designers used BIM to model the flow of the equipment through the
building to discover any unanticipated barriers and corrected them on
the computer before they had to deal with problems in the field.
The design team also faced very challenging site conditions with an
extreme slope on one side and a tight hairpin turn to contend with on
the other. BIM modeling made it easier to accurately design the building
and understand how the slope affected the building. The team felt that
using the modeling tools not only helped the design process but also
streamlined the construction process in the field, minimized mistakes,
and ultimately reduced waste from construction.
CM’s can also use BIM software to streamline the process of obtaining
LEED® certification. For example at NOAA the team used Revit Architecture
to perform area and volume calculations and speed up the quantity
take-off process. They also used BIM to perform many of the calculations
needed to include in the LEED certification submittal.
After construction is complete, the CM and the owner will be left with
an accurate as-built record where the O&M database, which includes
technical and warranty information, can be linked to the model. This
record can be an invaluable tool in maintaining all of the green features
incorporated into the building and yielding the anticipated performance.
It is critical that the modern CM understands and develops skills for
managing, leading and constructing that incorporate a solid foundation
in BIM to create more sustainable outcomes for clients. While the
composition of a project team may vary based on Owner needs, local
laws and project requirements, the CM has a central role to play in
the successful outcome of a project. To be effective, the modern CM
needs to be aware of the tools and trends that will save time, reduce
cost, mitigate risk and provide for a better end product. Moreover,
the CM industry and organizations such as CMAA must promote the
development and mastery of the skills required to manage the BIM
modeling process through the development of standards, guidelines
and practical learning opportunities. Equipping today’s CM with these
essential skills is the key to creating real value for the customer, client
and Owner which will translate to repeat business, greater profitability
and a more sustainable building.
Jen Creighton is a Project Director at McKinstry in the Energy and Facilities
Division. Sarah Dreger is Director of Virtual Design and Construction at
McKinstry. Marty Turner, CCM is the Program Cost Manager for McKissack
& McKissack at the O’Hare Modernization Program.
The National Oceanic and Atmospheric Administration (NOAA)
Research Building in San Diego is a perfect example of how the
successful integration of BIM can streamline the design and
construction process resulting in a sustainable building.
GOULD EVANS PHOTOS
CMAdvisor July/August
Have you heard a lot of buzz about Building Information Modeling
(BIM) but are not sure what it all really means to a Construction
Manager? You’re not alone. Once considered “emerging” or “cuttingedge” topics within the industry, both BIM and sustainability are fast
becoming the norm for the modern construction projects. Today’s
complex projects and sophisticated clients are looking for ways to
innovate, reduce cost and save time while still creating lasting and
sustainable buildings and systems.
13
12
By Jen Creighton, Sarah Dreger, & Marty Turner
PROFESSIONAL PRACTICE CORNER
Construction projects represent substantial
investments at risk both for owners and
contractors. Owners invest massive amounts
of money to get a final product of acceptable
quality, whereas contractors invest hugely to
deliver a profitable product.
Today’s construction operations rely on each
contributor performing to the agreed upon
work plan and schedule. And that work plan
and schedule must be valid, reasonable, rational
and achievable if the project is to be successfully
and profitably completed.
Today more capable scheduling hardware and
software have made construction scheduling
a highly sophisticated engineering specialty.
Old practices have been replaced by complex
practices, processes, and techniques.
These factors contribute to create today’s situation
in which construction schedule practices contain
many misuses or omissions. For instance:
14
CMAdvisor July/August
• Illogical activity logic and relationships are
common.
• Resources [the basis of all schedules] are either
not considered or, if they are, then they are either
not scheduled ‘forward’ to reduce usage peaks and
valleys, or ‘backwards’ to prevent end-of-project
buildups. (Only one in eight contractors even
consider resources to develop their schedules.)
• Earned Value and Earned Schedule concepts
are infrequently used to monitor performance
and progress.
• Date constraints are overused, effectively forcing
a workplan into a preconceived schedule.
• Work calendars are used inappropriately.
• Line-of-balance scheduling for specific trades
is not considered; and
• Outright abuses set the stage for future claims.
Construction planning and scheduling practices
have become more complex as they have matured
and can produce a greater degree of management
and control, but they also are vulnerable to incorrect
procedures, illogical sequencing, misuse, and
outright abuse.
Even if supporting explanations and data are
provided there can still be many hidden tricks and
techniques that were used to develop the schedule.
This means all of the underlying aspects of
the construction schedule need to be checked
and validated for the sake of transparency and
contractual balance between the parties involved.
In a world of increasingly complex projects,
progressively tighter deadlines and shortage of
available resources, validation and auditing are
important tools to ensure the proper management
of the schedule, and in increasing its transparency.
If today’s construction schedules are properly
prepared, Construction Managers, owners,
suppliers, and subcontractors have an efficient
and effective management tool to control complex
construction projects accomplished by a diverse
array of suppliers, and specialty subcontractors.
However, the if needs to become when. And
this means all of the underlying aspects need
to be checked by an independent, qualified and
experienced master construction scheduler’s
validation-auditing team.
It is routine to find investors resorting to second and third
evaluations, e.g. due-diligence appraisals by mortgage
investors, to gain a level of confidence in the outcome and
the return on their investment. This typical process is not a
common practice in construction, but owners and contractors
can have solid benefits by adopting scheduling validation
procedures and periodic progress audits.
What is schedule validation?
Schedule validation is a process by means of which owner and
contractor resort to the expertise of a third party to validate
the project schedule in all its features and components.
Validation is thus an external analysis to ensure that a
foremost contract instrument, the schedule, is correct in
scope and assumptions, as well as free from all sorts of pitfalls
and booby traps. The validated schedule should represent the
model of how the contractor intends to carry out the work
plan’s activities, and how the owner is supposed to get the
project delivered.
Once the baseline schedule developed by the contractor is
submitted to its client, the “validators” run a general sanity
check, assessing the reasonableness of the schedule in terms
of observance of the milestones and completion date[s],
productivity rates and resource allocations, and the contract’s
logical work sequence. The validating team then checks if
the entire scope of work is contemplated in the schedule, the
means and methods proposed, requests adjustment of some
assumptions, raises questions to the contractor and points
out problems regarding the form and/or the content of the
schedule to both the contractor and owner.
In the validation process the electronic database used to
prepare the proposed schedule is broken down to reveal
all of the date constraints, resource restraints, tools, processes,
and techniques applied to the work organization, and schedule
activities. All of this information is analyzed given the
contractor’s means and methods.
Standard practices and experienced judgment are then used
to validate the correct application of schedule preparation and
development principles and then determine the reasonableness,
realism, and risk of the proposed work plan and schedules.
The final product, or deliverable, of the validation process is
the validated baseline, a schedule that can efficiently serve
as a reference for monitoring and controlling the progress of
the project. The contract management issues such as delays
and claims resolution can then be carried out based on the
validated baseline schedule.
What is schedule auditing?
As progress proceeds, auditing of performance in relation
to the planned schedule baseline must be done. Typically a
construction schedule is statused at least monthly. It is the
contractor’s responsibility to assess the status of progress,
enter that status into the current schedule database and
analyze its outcome. In each one of these reviews deviations
from the original plan invariably occur, due to fluctuations of
labor and/or equipment productivity, unforeseen and differing
site conditions, labor shortages, external interferences, design
defects, change orders, owner-directed or contractor-initiated
accelerations, and force majeure.
“In a world of increasingly complex projects, progressively
tighter deadlines and shortage of available resources,
validation and auditing are important tools to ensure
the proper management of the schedule, and in
increasing its transparency.”
The current schedule database is audited for the correct entry
of actual dates, resource utilization, and performance as to
both productivity and in relation to the planned schedule.
A comparison of actual start and finish dates to the planned
dates is made and actual versus planned resource histograms
are charted.
In addition, the earned value charts for all significant resources
(earnings, man-days, pacing resources, and/or material
placement) are statused with the progress and performance
as of the audit date, and a current earned schedule analysis
is prepared.
This is why the initial validation alone is not enough. The
validation process also calls for a schedule auditing procedure
that complements it and keeps transparency in the schedule.
CMAdvisor July/August
By Earl Glenwright, PE, MBA, PSP
Before you begin on your construction journey, it is better to
know where you are really going, rather than later learning
where you were (and wish you weren’t).
15
The Case for Construction Schedule
Validations and Periodic Audits
PROFESSIONAL PRACTICE CORNER
The main questions to be made by the schedule
auditors are:
• Schedule validation and auditing can be used
to minimize the impact of construction conflicts
because it can detect the issues at the beginning or
in due time to allow corrections and negotiations.
• Has the project reasonably proceeded according
to plan?
• Have the change orders approved by the
owner been incorporated into the work plan
and schedule?
“From the owner’s point of view, it is necessary
to know that the contractor’s plan and
schedules are realistic and achievable as
these documents also indicate what actions
the owner must accomplish in order not to
delay the contractor’s progress while avoiding
submittal review and approval overload.”
• Is their scope of work reasonably described
in terms of new activities (or adjustment to
planned activities)?
• Has the progress in the current period impacted
the project completion date?
16
CMAdvisor July/August
• Have all changes and impacts been documented
and addressed to the owner?
Who can benefit from schedule
validation and audits?
Owners and contractors will both benefit from
schedule validations and audits.
From the owner’s point of view, it is necessary to
know that the contractor’s plan and schedules are
realistic and achievable as these documents also
indicate what actions the owner must accomplish
A valid, reasonable, and rational work plan and
schedule minimize the inherent risks of budget
overruns and late delivery of the project’s product.
For owners, some of the benefits are:
• Upon being validated and audited, the schedule becomes
more reliable and technically stronger to preserve the
contractor’s and owners rights when preparing claims
and requesting compensation;
A second time for auditing and reappraisal is when the erection
of structures are “complete” and the finishing work done by
multiple specialty trades can begin. At this point a new “estimate
to complete” and “estimate at completion” can be made.
• The presence of validators/auditors induces the contractors
to better plan and control the job.
The final time when an audit is desirable and/or required is
at the completion of the project to document the as-built
schedule. When validation and auditing are performed,
analysis of schedule related claims and their resolution
becomes a quick process.
When should validation and audits be done?
• Assurance of adequate timing and phasing of
the contract scope of work;
Validation occurs when the original work plan and the project
schedule developed by the contractor, sub-contractors and
suppliers is submitted to the owner prior to the start of any
construction field-site work, with the possible exception of
mobilization, site preparation, ordering of long-lead time
equipment or materials, permits, excavation, and installation
of in-ground site utilities. It is then evaluated by and approved
as valid, reasonable, rational, and achievable:
• Minimization of schedule manipulation by
claim-oriented contractors;
• Valid, to be accepted and recognized as an official instrument
of communication and commitment;
• Assurance of proper project progress status;
• Reasonable, because based on assumptions that do not
go beyond the limits of common sense;
• Assurance of a valid, reasonable, rational and
feasible schedule;
• Assurance of proper documentation and
traceability;
• Better information for contemporaneous
project analysis;
• Immediate detection of delays, deviations,
and trends;
• Issues are raised in time to allow for corrective
and preventive measures, analysis of alternatives,
scope adjustments, etc;
• Less susceptibility to late claims by contractors;
• Less need of arbitration as a last resource to
solve disputes.
Contractors also need to know that their subcon‑
tractors and suppliers can perform as needed and
promised, and also that the contractor’s own forces
can function effectively and efficiently.
For contractors, subcontractors and suppliers, some
of the major benefits are:
• Detection of errors in scope definition,
relationships between activities, milestones,
resource allocations, etc;
• Rational, because it incorporates proper construction
methods, production rates, calendars and resource
availability compatible with the environment and
location of the project; and
Conclusion
Construction work scheduling has become a complex process
as it attempts to model the real world of building a project
Consequently a schedule becomes vulnerable to inappropriate
practices, misuse, abuse, and gamesmanship.
Contractors and owners have too much invested to ignore the
benefits of an independent baseline validation and periodic
audits. The validation expense is nominal: the return on
investment is large.
Earl Glenwright, PE, MBA, PSP can be reached at
earl_csss@yahoo.com.
• Achievable, because its goal is meeting the construction
of the project’s requirements in terms of scope, time
and resources.
Validation is an extensive process and can be time consuming
both initially and after each re-submittal of the proposed
baseline ‘planned’ construction schedule until a valid baseline
schedule is accepted by all significant stakeholders: owner,
contractor, subcontractors, suppliers, financing entities, and
permitting agencies.
Auditing must occur several times during the execution
phase of the contract. The first such audit should be done at
about 20 percent completion to recheck the initial durations,
resources, and productivity estimates. This audit may coincide
with the completion or near completion of the excavation and
installation of the in-ground utilities. At that point the major
‘unknown unknowns’ and risks are resolved. In consideration
of the actual results, a revised work plan and development
of a new baseline schedule in accordance with the known
conditions and better estimates can be made.
CMAdvisor July/August
in order not to delay the contractor’s progress while
avoiding submittal review and approval overload.
17
Whereas the focus of the initial schedule validation
was on quality, completeness and adequacy of
form, in auditing the focus shifts to performance.
Statusing a schedule is all about monitoring how
much modification it has undergone since the
previous review. The modifications can be in scope,
logic, durations and project completion date.
LEGAL CORNER
When Is a Small Business Contractor Really “Small?”
An Overview of Improper Affiliations Under SBA Regulations
By Adam M. Tuckman, Esq. Watt, Tieder, Hoffar & Fitzgerald, LLP
18
CMAdvisor July/August
“An affiliation may exist when a small business acts as the
prime contractor in name only and essentially delegates
essential project responsibilities to a large subcontractor. An
affiliation of this type is prohibited under the SBA regulations.”
Central to any size determination, SBA regulations define an “affiliation” to
exist when one entity has the power to control the other, or a third party
has the power to control both. The consequences of a “affiliation” finding
may be severe. When a contractor is affiliated with another entity, the SBA
will impute the size of the affiliate to the contractor seeking the award of
the prime contract. Thus, when the combined size of the bidding contractor
and its affiliated entity exceeds the applicable size standard for a project, the
contractor is considered to be other than “small,” and therefore, ineligible
for the small business set-aside contract. The SBA examines numerous
Informing prospective business decisions, the SBA regulations provide
numerous indicia of affiliation to serve as guideposts for industry
participants to consult in advance of entering into relationships that may
later lead to disqualification from a small business set-aside award. For
instance, with a few exceptions, contractors comprising a joint venture
are deemed affiliated with each other, as well as the joint venture itself,
by virtue of their relationship. Contractors also will often be considered
affiliated when the same individual(s) share ownership or management
interests in both firms. In addition, an affiliation may likely be found if
a familial relationship exists between the owners or managers of the
contractors being considered. Moreover, contractors are presumed to be
affiliated when a former key employee establishes a new business and
receives assistance from the former employer. SBA regulations forbid
affiliations of this kind under the “Newly Organized Concern Rule.”
Evidence demonstrating a “clear line of fracture” between the newly
organized concern and the former employer is necessary under the
SBA regulations to rebut the presumption of an affiliation.
Lastly, an affiliation may exist when a small business acts as the prime
contractor in name only and essentially delegates essential project
responsibilities to a large subcontractor. An affiliation of this type is
prohibited under the SBA regulations by the “Ostensible Subcontractor
Rule.” Under this rule, a small business will be found affiliated with a
large subcontractor on the project that is performing “primary and vital”
requirements of the contract. Primary and vital requirements can include
performing contract management, technical responsibilities, a large
percentage of actual labor, and providing financial and bonding assistance.
It is essential for a Construction Manager, or any company considering
entering into a relationship to pursue small business set-aside work, to
consult the SBA regulations and obtain legal advice concerning its application
when necessary. It is also important for Construction Managers advising
federal agencies in their procurement of small business set-aside projects
to fully understand SBA regulation of improper affiliations. A Construction
Manager should carefully review the entirety of the SBA regulations bearing
on these issues and confer with an attorney if questions remain.
Adam Tuckman is an attorney at the law offices of Watt, Tieder, Hoffar &
Fitzgerald, LLP in McLean, Virginia. Mr. Tuckman’s practice covers all facets of
construction law, including complex dispute and claims resolution, contract
administration, construction risk management, and government contracts.
He can be reached at atuckman@wthf.com
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CMAdvisor July/August
The expansion of opportunities for small business set-aside contracts has
attracted many players. As might be expected, contractors are entering
into business relationships to secure small business contracts. These
relationships, however, must comply with stringent SBA regulations. The
SBA requires contractors to comply with qualification requirements (when
applicable) and certain size standards so that small business set-aside
projects are only awarded to their intended beneficiaries. In addition
to satisfying the particular socio-economic criteria, the SBA regulations
also call for reviewing the size of the contractor as well as its affiliates.
factors to determine whether small business contractors have affiliates.
SBA regulations instruct that the SBA will consider each potential nexus
point under a “totality of the circumstances” analysis.
19
Recently, the Federal Government has placed a spotlight on federal
projects set aside for small businesses. The rationale for these set asides
is to foster access to federal procurement among businesses of all sizes.
The Small Business Administration (“SBA”) has reported that federal
spending on small business contracts increased by $4 billion from FY 2008
to FY 2009. Further, according to SBA preliminary figures, approximately
30 percent of economic stimulus funding was directed to small business
contracts from 2009 through 2010.
NEWS
Program Announced for Rising CMs Conference
Directors, Officers Nominated
CMAA has announced the program for the new, 1½ day Rising CMs Conference taking
place November 5–6 in Washington, DC.
The CMAA Board of Directors Nominating Committee, chaired
by past Association Chair Gary Cardamone, has proposed a
slate of three candidates to fill available positions on the
Board of Directors.
The proposed roster of CMAA officers for 2011–2012 is:
The Committee’s recommended candidates are:
Chair-Elect:
Michael Potter, PE, CCM, RK&K
• Jan Turner, LEED® AP, Vice President, Cotter Consulting, Chicago,
Illinois. Jan has more than three decades of industry experience
and has long been active in CMAA, including holding a number
of Chicago Chapter offices, including president.
Secretary-Treasurer:
Judith Kunoff, AIA, CCM, LEED AP, MTA New York City Transit
• CMAA: The Professional Community for CMs, a presentation focusing on
CMAA’s Standards of Practice and professional development programs.
• Industry Senior Executives Panel
• From CMIT to CCM, an exploration of the best way to pursue the
profession’s leading credential.
• Recent CCMs Panel
• In-Career CMITs Panel
• “How to Win the Job” workshop
• Owner Best Practices: U.S. Army Corps of Engineers
• Three research project presentations by CMAA student chapters.
CMAA has announced two additional incentives for attendance at the Rising CMs
event. Any CMIT or student member who registers, at the normal rate, for the full
National Conference will be able to attend Rising CMs at no additional cost, and
attendees at the Rising CMs event will be welcome to attend National Conference
educational sessions on Sunday afternoon.
20
CMAdvisor July/August
Dave Conover, CCM of HDR, Chairman of CMAA, comments, “Launching the Rising
CM Conference is part of a growing CMAA effort to address our industry’s long-term
challenges in developing and recruiting the skilled professional workforce we will
need. We hope not only to attract young people to the industry but to help them
succeed right from the start.”
“Our goal in organizing this new conference is to reach out to industry newcomers
and prospective entrants, familiarize them with the career paths and opportunities
available in the Construction Management profession, and put them in touch with
companies and individuals who can guide them in their early careers,” says CMAA
President Bruce D’Agostino, CAE, FCMAA.
• Sandy Hamby, AIA, CCM, Vice President, MOCA Systems,
San Antonio, Texas. Sandy chaired the highly successful 2011
Owners Forum, is past president of the South Central Texas
Chapter and has served on CMAA National’s Professional
Development and Regional Chapters Committees.
• Julie L. Labonte, PE, Director, San Francisco Water System
Improvement Program. Julie has more than 22 years of
utility engineering and management experience both in
the private and public sectors.
In addition, the following directors are nominated for re-election:
• Mike Griffin, PE, Hill International
Vice-Chairs:
Ray Brady, CCM, MWH Americas
Bill Heitz, CCM, Heery International
Milo Riverso, PE, PhD, STV
Sam Sleiman, PE, CCM, Massachusetts Port Authority
Nominations may also be made by the general membership.
A petition to nominate an individual must be signed by at
least 10 members of CMAA and submitted to the Nominating
Committee at least 60 days prior to the Annual Meeting—i.e.,
September 7, 2011. All nominations from the membership
must conform with the qualifications for the specific office
and must be made using the forms and procedure provided
at http://www.cmaanet.org/CMAA_Board_Nominations.
• Paul Nelson, CCM, Doe-Run Corporation
• Mani Subramanian, AIA, CCM, Vanir Construction Management
100+ Projects Vie for Achievement Awards
CMAA has once again received more than 100 submissions
for the Project Achievement Awards program. A group of
nearly 20 judges is reviewing the submissions to select the
projects that will be honored at the Industry Recognition
Banquet in Washington on November 8.
Awards will be given in 15 categories embracing buildings,
infrastructure projects, and programs or program phases at
different levels of constructed value.
CMAdvisor July/August
Other highlights of the program include:
Chair:
Ron Price, CCM, Parsons Brinckerhoff
21
One centerpiece of the event is a Career Fair and “speed networking” session on
Saturday afternoon, which will give attendees a chance to meet briefly with a large
number of prospective employers. Immediately after the Career Fair, attendees
will be able to meet members of the CMAA National Board of Directors at a special
social function.
NEWS
ACE Program Continues to Thrive
D’Agostino Updates Owner Survey for CII
Alliance Continues to Grow
“The program is exploding in scope. We’re outperforming every other after school
program in the United States, bar none.”
Speaking at July’s Annual Conference of the Construction
Industry Institute, CMAA President Bruce D’Agostino provided
an update on the 2010 CMAA/FMI Owners Survey, which
gauged significant staff reductions among owners and their
views of the likelihood of future hiring.
CII will also present a session at the fall Performance
Improvement Workshop presented by CII in Houston,
Texas in October.
“The great thing about ACE,” he explained, “is that it is an industry selling an industry.
It’s not architects, engineers or contractors selling their own individual discipline.
It’s introducing these kids to the broad industry called construction. Basically, what
these kids learn is not only what this industry is about but how teamwork and all
the participants working together make these projects happen.”
CMAdvisor July/August
CMAA has created a new “landing page” on its website where
members can access all the latest activities and benefits of the
“Best Practices—Best Practitioners” alliance, including discounts
on event registrations, publication purchases, and the like.
• 72% agree that “Large spending cuts by owners
have resulted in significant purging of construction
industry providers.”
A high level working group continues to move forward with its
effort to compare CII’s Best Practices and CMAA’s CM Standards
of Practice. The goal of this project is to integrate all of CII’s 14
Best Practices into the SOP.
ACE’s rewards for leaders and mentors are substantial, Thornton adds. “It’s amazing to
watch the development of these high school kids from the early meetings in October
through the end of April and May of the following year. The kids just blossom. They
become unbelievably interested and interesting young people. They have this feel
they can do anything.”
• 25% believe the “frozen” hiring situation described
last summer has since improved.
What’s most needed for ACE to continue its success, Thornton says, is more
involvement by industry partners. “We need more companies to supply mentors,”
he explains. “Everybody wins. The companies win because they give back to the
community. They get their middle management and young people mentoring, and
they learn public speaking, how to make public presentations. Think about it, walk
into a room with 25 teenagers and keep them occupied for two hours. That is not
an easy thing to do.
In conclusion, D’Agostino noted that constrained resources
mean owners will be outsourcing more and more of their
Construction Management functions, and “blended” teams of
in-house and consultant CMs will be more and more common.
Particularly encouraging to Thornton is the fact that so many ACE students “are
staying in our industry. One of the reasons for that is the growing passion and
satisfaction that shows on the part of the mentors.
22
• 74% of this summer’s survey respondents agree
with the comment that “Owner organizations have
downsized too much and cannot adequately staff
significant project workloads.”
LISTEN NOW to the CMAA Radio interview with Charlie Thornton.
Next Up:
CMAA Radio interviews Harlan Kelly, PE, assistant general
manager, infrastructure at the San Francisco Public
Utilities Commission, about his agency’s $10 billion-plus
capital program. Check CMAA’s home page for the link!
• 36% say their likely timeline for future hiring has
improved since last year.
Plans for 2011 Survey Underway
CMAA has also launched preparations for the 12th edition
of the Survey of Owners, which will be conducted over the
summer and presented for the first time at the National
Conference & Trade Show in November.
The new Owners Survey will measure the effect of national
economic conditions on owners’ procurements, including
whether owners are seeing dramatically lower bids and more
bid protests. It will also assess how owners manage project
close-out and what obstacles or shortcomings they are
encountering in this critical process. Finally, the survey asks
owners to define the kinds of support they need and want
from their in-house or consultant CMs.
Refer a Member and Win!
Refer a membership prospect to CMAA and you could
win a free iPad or a complimentary registration to
an upcoming CMAA conference, either the National
Conference & Trade Show in Washington, DC, or next
year’s Owners Forum in Long Beach, California.
The new round of CMAA’s “refer-a-friend” program
continues through September 30.
CMAdvisor July/August
“We now have 12,000 high school kids in the program this year alone, in 400 cities,
through 57 affiliates in 32 states, and as of this month we will have given almost
$11 million in scholarships since we started the program,” Thornton said.
A brief follow-up survey among CII and CMAA owner members
generated about 100 responses and largely reinforced the
findings of last summer’s survey. D’Agostino pointed out
several striking findings, though:
The session will address strategies for staff professional
development based on pursuing the Certified Construction
Manager credential. Planned speakers include representatives
of the U.S. General Services Administration, the Department
of Veterans Affairs, and such service provider organizations as
URS, Black & Veatch and Parsons.
23
That’s how Charlie Thornton, founder of the ACE Mentor Program, describes the
program in its 17th year of introducing high school students to careers in architecture,
construction and engineering. Thornton, who was CMAA’s 2011 Person of the Year, is
also chairman of Charles H. Thornton & Company, and was a long-time principal of
Thornton Tomasetti. In a recent CMAA Radio interview, Thornton told CMAA President
Bruce D’Agostino about ACE’s current success and growth.
CERTIFICATION
When it opened in 1897, the Jefferson Building of the Library of
Congress was called “the most beautiful public building in America,”
according to Librarian of Congress James H. Billington.
This spectacular, historic structure will be the setting for a memorable
benefit reception for the CMAA Foundation on Monday evening,
November 7, during the National Conference & Trade Show.
Foundation supporters will gather in the Great Hall of the Jefferson
Building, whose ceiling, 75 feet overhead, features stained glass
skylights and beams decorated in aluminum leaf. More than 40
artists creates the numerous statues, reliefs, murals and other
artwork surrounding you. It’s a spectacular setting for food, drink
and congeniality.
Help the CMAA Foundation craft a brighter future for our profession
as you browse such wonders as the magnificent Main Reading Room
and an original Gutenberg Bible! Or gaze through the front windows
at the floodlit Capitol dome and the Washington Monument. It’s sure
to be an all-time highlight. Register now!
“Few structures represent human thought and aspiration in such
dramatic fashion.” (John Y. Cole, Jefferson’s Legacy: A Brief History
of the Library of Congress, 1897)
Congratulations to Our Newest CCMs!
Connie Lea Allen
Salt River Engineering, PLLC
Harrodsburg, KY
Roger Elkins
VDOT
Jonesville, VA
Augustine Ibrahim Angba
AECOM
Arlington, VA
Mark Essert
STOA Architects
Pensacola, FL
Barry Bennett Tierce
KBR, Inc.
Tampa, FL
Vincent Falkowski
The LiRo Group
Syosset, NY
Brian Bechet
AECOM Technical Services
Northeast Inc
Boston, MA
Richard Farr
ARCADIS U.S., Inc.
San Diego, CA
Margaret Bergamini
Federal Bureau of
Investigation
Quantico, VA
Stephen Boyles
AECOM
Arlington, VA
Wheeler Bradley
KBA Construction
Management
Bellevue, WA
Preston Breeding
A. Morton Thomas &
Associates, Inc.
Lebanon, VA
24
CMAdvisor July/August
Bond Becomes Foundation Chair
Edward A. Bond, Jr., CCM, FCMAA, LEED AP, Chief Executive Officer
of Bond Brothers, Inc., Everett, Massachusetts, has become
chairman of the Board of Directors of the CMAA Foundation.
Bond succeeds Randy Larson, PE, CCM, FCMAA, who remains on
the Foundation Board although he asked to step aside as chair.
Succeeding Bond in the position of secretary/treasurer is Darrell
Fernandez, PE, of Parsons, who has previously been chair of the
Fundraising Committee.
Charles Brown
Cumming/ Southern
Management Group
Columbia, SC
Deborah Metz
Metz Construction
Management, LLC
Richmond, MN
Tom Dresler
Heery International, Inc.
Phoenix, AZ
Terrence Duffy
Terrence P. Duffy,
Builder, Inc.
Rutherfordton, NC
George Ronald Ferrara
ka2d construction
management
Fallbrook, CAFor owners…
Salvatore Manzella
Vanir Construction
Management, Inc.
Los Angeles, CA
Robert Marshall
VDOT
Richmond, VA
Michael Hartley
Michael Baker Jr., Inc.
Harrisburg, PA
Congratulations to the
1,600th CCM!
Julius Rwamashongye of Seattle Public
Utilities has become the 1,600th
Certified Construction Manager.
This milestone reflects the accelerating
pace of growth in the CCM roster. It took
about 24 months for CMCI to move from
its 1,000th CCM to its 1,300th—but only
15 months to enroll the next 300 and
reach the current level.
Scott Murphy
Vanir Construction
Management
Sacramento, CA
Michael Naughton
“CCM establishes standards that complement
AECOM
our Global Project Management strategies
supporting consistency, quality and timeliness.”
working with CCMs, both in-house andNewark, NJ
Robert Peck, Commissioner, Public Buildings
Gary Little on contractor staff, is an assurance of
Service, U.S. General Services Administration
professionalism and high standards in
MWH Americas,
Inc.
Richard Panos
the execution of every project.
“CCM is helping us to manage our projects better
and improve the competencies of our staff, and
Broomfield, CO
Parsons
it is helping them to achieve personally and to
achieve results on their projects every day.”
For service providers… Pasadena, CA
Mark
Cacamis, PE, CCM, Virginia DOT
Gregory Barbuto
the CCM program is an independent
“CCMs
reduce our risk on construction projects
assessment
of
staff
capabilities
based
on
Banning Lewis Ranch
Miguel Perezand reducing
risk is what makes us successful.
national standards. Having CCMs on your
By reducing cost and reducing time on projects,
Management
Company,
LLC
Turner
Construction
we find we are far more successful with CCMs
team improves your marketing and gives you
leading our effort.”
access to theCO
growing volume of work whose
Colorado Springs,
Company Stephen
Ayers, AIA, Architect of the Capitol
owners are specifying the CCM in their RFPs.
Los Angeles,“CCM
CAis extremely valuable for me and my team.”
Joe Lansdowne
Christine Acampora, CCM, C. B. Richard Ellis
For practitioners…
TDC Construction
Ramon Gomez
CCM offers a portable credential that increases
“CCM is the one designation that is truly on
Oklahoma City,
OKstature, earning potentialPhoenix,
AZ target with what we do.”
professional
and
Blake Peck, CCM, McDonough Bolyard Peck
advancement opportunities.
John Metoyer
Philip Russell
CCM is the “gold standard” in personnel
The most experienced, qualified and
credentials for the Construction Management
Keller CMS, Inc
Volkert, Inc. committed Construction Managers
profession. This one globally respected
Los Angeles,certification
CA defines the content, standards
Mobile, AL are Certified Construction Managers.
and values of the profession, identifies its
most qualified practitioners, and offersE.
an Alan Saunders
Marki Johnson
assurance of excellence to anyone hiring or
G. Stephens,retaining
Inc. a Construction Manager. VDOT
7926 Jones Branch Drive, Suite 800
McLean, VA 22102
Akron, OH
Richmond, VA
703.356.2622 | 703.356.6388 fax
Julius Rwamashongye
Seattle Public Utilities
Seattle, WA
www.cmaanet.org
Kenneth James
Shirley
VDOT
Culpepper, VA
Donald Koslowsky
MOCA Systems, Inc.
Honolulu, HI
Max M. Shoura
Hill International
Phoenix, AZ
Quan Lee
San Diego State University
San Diego, CA
David Wade Smith
VDOT
Culpeper, VA
Kevin Lugo
McDonough
Bolyard Peck, Inc.
Raleigh, NC
Theodore Daniels
Gilbane Building Company
Laurel, MD
The Mark of a Professional
Look for the CCM.
Hire a CCM.
Become a CCM.
Show your commitment to
excellence by becoming a CCM.
Strengthen your team with
CCMs for better project results.
The Construction Manager
Certification Institute has a
new pocket brochure describing
the benefits and requirements
of the CCM credential.
It can be viewed and
downloaded here.
CMAdvisor July/August
America’s “Most Beautiful” Public Building
to Host Annual Benefit
25
FOUNDATION
ROUNDUP
MOCA Systems has been awarded
the CM services contract for GE
Transportation’s Energy Storage
Division through the end of 2011.
MOCA will provide support for GE as
they build a new $100 million state-ofthe-art GEMx Battery manufacturing
plant in Schenectady, New York.
Contract services will include oversight
of the on-site construction cost control
and management, review of contractor
invoices and change orders, document
audits, bid analysis, stakeholder
coordination, and reporting.
GE’s GEMx battery is a sodium-based
battery that lasts nearly ten times longer
than traditional battery backup storage
systems. Keeping with the growing green
movement throughout the construction
industry, the battery is recyclable, contains
no toxic chemicals and needs little to
no maintenance.
26
CMAdvisor July/August
Heery International Named
New Stadium Designer at
State University of New York
Heery International has been chosen by
the University of Albany to design and
build the new sports stadium at the
State University of New York (SUNY).
Construction will be performed in several
phases with the first phase to include
building a 6,000 seat football/multi-use
stadium. The new stadium will be big
enough to allow future expansion to hold
up to 24,000 seats including proposed
suites and club amenities.
The new facility is anticipated to open
by 2012.
Suffolk Construction recently topped
off the Dartmouth College Visual Arts
Center with a celebration and ceremony.
The events included placing the final
steel beam on the project which has
been designed to attain a LEED Gold
certification.
The new $32 million visual arts center
is located in downtown Hanover, New
Hampshire. When finished, the fourstory 106,000 square foot facility will
be home to the college’s studio arts,
film and TV programs. It will also house
feature teaching and production studios,
classrooms, exhibition space, a screening
room, an auditorium, and faculty and
administrative offices. In addition to
the new center, Suffolk is responsible
for construction management services
for the college’s new $3.7 million, 3,200
square-foot chilled water facility.
On hand to celebrate the final beam
placement was Suffolk Vice President
of Education for the Northeast Frank
Craemer and Senior Project Manager,
Timothy Harris. Representatives from
Dartmouth College also joined in
the celebration.
The water facility should be complete
this fall with the visual arts center
completion anticipated next spring.
Balfour Beatty Infrastructure
Purchases VA Construction
Company
The U.S. construction division of Balfour
Beatty has acquired Woodbridge, VA
based Fru-Con Construction LLC for $20
million. Fru-Con is a leading water and
wastewater infrastructure contractor
with annual revenue of $80 million.
According to Balfour Beatty’s Chief
Executive, Ian Tyler, the new addition
will, “add to Balfour Beatty’s expertise
in water infrastructure projects and
will enable it to grow further in the
mid-Atlantic and California…as well as
other regions including the Carolinas,
Georgia Florida and Texas.”
Fru-Con will remain in the Woodbridge
area and recently completed a $136
million water pollution control
plant upgrade and expansion in
for Arlington County.
Atkins Reselected for
Five-Year A-E IDIQ Contract
with Air Combat Command
The U.S. Air Force, Air Combat Command
(ACC) has awarded the Atkins-Merrick
Joint Venture a five-year, $14 million
indefinite delivery/indefinite quantity
(IDIQ) contract to provide architectureengineering (A-E) services for the new
construction, maintenance, renovation,
and repair of facilities and infrastructure
at ACC bases worldwide. This is Atkins’
third consecutive five-year IDIQ contract
with ACC since 2000.
Over the past 10 years, Atkins has
successfully performed A-E services for 43
task orders—ranging from under $20,000
to more than $730,000—at various Air
Force installations in the US and abroad.
The work has required specialized and
extremely versatile teams involving nearly
100 in-house staff from 19 different
offices, as well as 14 subconsultants.
ARCADIS Awarded $60 Million
in Water Contracts by DC
Water and Sewer Authority
ARCADIS has been selected by the District
of Columbia Water and Sewer Authority
for two contracts totaling $60 million
in value to assist with the management
and the implementation of DC Water’s
$1.6 billion sewer system capital
improvement program. In addition,
ARCADIS will manage under a four-year
Construction Management contract,
the implementation of the $400 million
biosolids program at the city’s Blue Plains
Advanced Wastewater Treatment Plant.
In the greater D.C. community sewer
system improvement projects will take
place over the next five years to help
restore structural and performance
integrity to the system and minimize
disruption across a network that
includes more than 1,800 miles of sewer
pipe and eight major pumping stations,
providing conveyance of wastewater
to the Blue Plains Advanced Wastewater
Treatment Plant.
“These environmentally driven projects fit
in the market trend towards renewal and
upgrading of existing facilities to meet
the latest environmental, technical and
efficiency standards. Our Malcolm Pirnie
Water division provides ARCADIS a strong
competitive edge as these projects are at
the heart of our capabilities,” said Bill Dee,
Global Director for the Water Business line
in ARCADIS. “The sewer system capital
improvement program will help protect
the Rock Creek, Anacostia and Potomac
Rivers while strengthening the District’s
sewer system infrastructure. At the same
time, the biosolids program will include
innovative solutions to reduce the carbon
footprint of the Blue Plains facility.
PB/STV Joint Venture
Awarded Contract For L.A.
Metro Green Line Extension
ConnectLAX, a joint venture of
Parsons Brinckerhoff (PB) and STV,
has been awarded a contract by the
Los Angeles County Metropolitan
Transportation Authority (Metro) to
provide environmental and preliminary
design services for an extension of
the Metro Green Line light rail to Los
Angeles International Airport (LAX).
The Green Line LAX Extension will link
the planned Metro station at Century
and Aviation, about 1.5 miles from the
airport, with the central terminal area
of LAX, by one of three alternatives—an
aboveground or underground extension
of the Green Line light rail, or an
automated people mover. ConnectLAX
will prepare the alternatives analysis,
final environmental impact statement/
environmental impact report (EIS/EIR),
and conceptual engineering to support
the final EIS/EIR.
Hill International Receives
Contracts Worth $1.5 Billion
to Manage and Supply Major
Housing Development in Iraq
Hill International has received a contract
from TRAC Development Group, a South
Korean real estate developer, to provide
project management and construction
management services in connection with
a major housing development in Iraq. In
addition, Hill’s majority-owned subsidiary
HillStone International, LLC has received
a contract to supply building structural
systems to TRAC for the development.
The total development includes the
construction of 500,000 housing units
plus related infrastructure which
was granted to TRAC by the National
Investment Commission of Iraq. The
total development is estimated to cost
approximately $35 billion.
The contracts, each for a period of three
years, have an estimated value to Hill
of approximately $200 million and to
HillStone of approximately $1.3 billion.
These two contracts nearly triple Hill’s
backlog, from less than $800 million to
approximately $2.3 billion.
PHOTO COURTESY OF HDR, PHOTOGRAPHER: KEITH PHILPOTT
Hoover Dam Bypass Wins ARTBA Globe Award
The Hoover Dam Bypass is adding to its collection of national awards,
this time with the American Road & Transportation Builders Association
Transportation Development Foundation’s Globe Award. The project won
first place for bridges over $100 million.
HDR led the Hoover Support Team of HDR, T.Y. Lin International and Jacobs
Engineering, working in close partnership with their client, the Federal
Highway Administration Central Federal Lands Highway Division.
The ARTBA Globe Awards recognize private-sector firms and public-sector
transportation agencies that do an outstanding job protecting and/or
enhancing the natural environment in planning, design and construction
of U.S. transportation infrastructure projects. The Hoover Dam Bypass was
cited for its mitigation measures to protect bighorn sheep, desert tortoises
and state-protected Gila monsters. Native plants within the project corridor
were salvaged and replanted, and water drainage off the bridge is collected
to maintain the quality of the Colorado River.
CMAdvisor July/August
MOCA Systems Wins
CM Services Contract
with GE Transportation
Suffolk Construction
Celebrates Milestone
for Dartmouth Project
27
Member News
ROLL OUT
I NSU RANC E
ROUNDUP
President & CEO Bruce D’Agostino recently visited
the Chapter to celebrate its Project Achievement
Awards. Prior to the evening’s festivities, D’Agostino
met with Bill Heitz, CCM, at Heery International,
Inc. and then had a behind-the-scenes tour of new
exhibit facilities at the Georgia Aquarium.
The evening began at the Oceans Ballroom in the
Aquarium. D’Agostino spoke to more than 250
members and guests, reminding them that the
youth of today will be the Construction Managers
of the future and stressing the importance and
need for technical education and certification to
achieve their goals.
The keynote speaker, The Honorable Casey
Cagle, Georgia’s lieutenant governor, delivered a
motivational speech about the future prospects
of employment and his vision of prosperity for the
state. Finally, the Project Achievement Awards were
presented to Ruby Collins Inc., Jacobs, Parsons, New
South Construction Company, and Skanska, with
Heery International, Inc. and Whiting-Turner in a
tie for the top prize of Project of the Year.
CMAA President Bruce D’Agostino joins (left to right) Chapter President Trey
Weatherly, Lt. Governor Casey Cagle, and Chapter Vice President Trevor Pitt.
New England Chapter
The New England Chapter’s 17th Annual Project
Achievement Awards program was attended by more
than 200 industry professionals including owners,
architects, engineers, and construction managers.
28
CMAdvisor July/August
The event featured Frank DePaola, PE, acting high‑
way administrator for the MassDOT, as the keynote
speaker. He spoke on the use of Construction Manage‑
ment Standards of Practice endorsed by CMAA and
being utilized on projects by the Massachusetts
Bay Transportation Authority (MBTA).
The highlight of the event was the Project Achieve‑
ment Awards presentation. A total of 13 projects
received awards in the areas of Infrastructure,
Building Construction, and Program Management
from both the public and private sectors. Awards
were presented to MassDOT, Gilbane Building
Company, PMA Consultants, Richard White Sons,
Turner Construction Company, Parson Brinckerhoff,
Tetra-Tech, Walsh Brothers, Cutler Associates,
Bond Brothers, and Colantonio.
Tour guides Sean VonFeldt, Jerry Nery, Joe Christie, and CSU Student Chapter Members
The Chapter also selects individuals who have
demonstrated excellence in the field of Construction
Management. The 2011 Person of the Year is Edmond
Hunter, acting director of design and construction
at the MBTA. Mr. Hunter was recognized for his
accomplishments as a dedicated public servant,
a highly effective manager and an outstanding
leader in the construction profession.
Distinguished Service Awards were presented to
Nicholas Macy, CCM, and Christine Keville, FCMAA.
Mr. Macy was recognized for his recently completed
six years of service on the Chapter’s Board of
Directors and Ms. Keville was recognized for
her 20 years of service at both the chapter and Building
national levels of CMAA.
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Colorado State University
Student Chapter
The CSU Student Chapter had the great opportunity
through RTD’s Project Controls Manager and CMAA
Colorado Board Member Sean VonFeldt to receive
an all-day site tour of the West Rail Line and Denver
Union Station (DUS) projects of the FasTracks Program.
RTD FasTracks Program is a $6.7 billion comprehensive
transit expansion plan to build 122 miles of new
commuter rail and light rail, 18 miles of bus rapid
transit, 21,000 new parking spaces at light rail and
bus stations, and to enhance bus service for the
eight-county district. It is currently the single largest
federally- and locally-funded project in Colorado.
The tour started at the West Rail Line, a 12.1-mile
light rail transit corridor between DUS and the
n
Jefferson County Government Center in Golden.
Project Manager John West of Denver Transit
Construction Group was gracious enough with his
time to give the students a personal four-hour tour
of the $350+ million portion of this $6.7 billion
program. The tour ended at DUS where 750,000
cubic yards of concrete had already been poured
for the future underground bus terminal portion of
the expansion. The tour guides for the DUS project
were Jerry Nery, project manager with RTD and Joe
Christie, engineering manager with RTD.
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.
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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
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or email him at tom.egly@tgdcom.com
CMAdvisor July/August
South Atlantic Chapter
29
Chapter News
Let us show you
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ROUNDUP
PRESIDENT’S REPORT
Professional Development Calendar
Reaching Out to Our Future
By Bruce D’Agostino, CAE, FCMAA
Answer: A smart, ambitious
young college grad choosing
a career path.
Northern California Chapter CMAA
Standards of Practice Course
August 11–13
Sacramento, CA
LEED for Specialty Contractors
Online Webinar
Thursday, August 25
Korea–U.S. Construction
Management Forum
September 25–27
Seoul, South Korea
CMAA 2011 National
Conference & Trade Show
November 6–8
Washington, DC
Visit www.cmaanet.org/courses-and-events for
a list of upcoming online educational events.
CMAA Standards of Practice Course –
hosted by SAME
30
CMAdvisor July/August
October 12–14
Seattle, WA
San Diego Chapter CMAA
Standards of Practice Course
October 27–29
San Diego, CA
First Rising CMs Conference
November 4–5
Washington, DC
Congratulations to Member
Recruitment Program Winners
Two winners were drawn for recruiting
the most new CMAA members.
Congratulations to David Alexander,
PE, CCM, LEED AP BD+C, CMWorks, Inc.,
who won the complimentary registration
to the Owners Forum, and Les Hunkele,
CCM, FCMAA, of Luster, who won the iPad.
Everybody wants these
newcomers. On every side, they encounter people waving
at them and shouting, “Come join us! We need you! You’ll
love working as a…(fill in the blank).”
The CMIT program links newcomers with experienced
mentors and defines a clear route to the industry’s prime
mark of distinction, the Certified Construction Manager
credential. We’ve rolled out a versatile and powerful tool,
CMpat™, to help young practitioners navigate this route.
Our recent Board of Directors strategic planning session
made it clear that recruiting and training new entry-level
personnel is very much “front of mind” among CMAA’s
leadership. We’re committed to tackling this pressing and
complex challenge.
This November, we’ll present the first edition of our Rising
CMs Conference, offering students and early-career CMs
a combination of educational programs and career fair/
networking opportunities.
We are hardly alone in our need to attract quality
newcomers. It seems as if every thoughtful executive, in
every industry, lists this task among his or her most pressing
concerns. For CM, the job is further complicated by the
specialized nature of our profession. Before choosing to
become CMs, students must make several other choices—
whether they are interested in engineering in general, or
architecture, and if so, whether construction appeals to
them, and so on. This decision tree has many branches,
and it is very difficult to apply just the right influences at
just the right time to guide a prospect toward CM.
Another factor is that at many CM service provider
organizations, a “new” CM is not really an entry level
employee. Instead, many firms are accustomed to hiring
their new CMs from the ranks of general contractors and
other companies. They’re looking for new hires who come
in the door with substantial work experience, and they’re
content to let others bear the burdens of training true rookies.
We run a big risk with this approach: The risk that talented
grads will turn their backs on CM and never return. Let’s face
it: These candidates have many options. They’re not waiting
for us, and if we aren’t ready with interesting, rewarding
work and clear career paths, they’ll look elsewhere.
“We are hardly alone in our need to attract quality
newcomers. It seems as if every thoughtful executive,
in every industry, lists this task among his or her
most pressing concerns.”
A new Academic Council, launched by our College of Fellows,
had its first meeting in May and marked out a number of
valuable initiatives that industry and academia can take
together. This includes such tools as more and better student
internships with CM organizations and a “faculty residency”
program that would enable teachers to spend time in the
CM workplace.
We really have two distinct but related imperatives. First,
we must attract talented and ambitious young people to
explore careers in CM. Second, we must be sure their college
or university level education suitably prepares them to be
successful in their first job. Working toward these two goals
will be an increasingly important arena for CMAA in the
years ahead.
CMAdvisor July/August
Online Webinar
Thursday, August 11
CMAA has taken a number of initiatives to meet this
need. We’ve added a place on our Board of Directors
for a Construction Manager In Training, and the first
two professionals to occupy this place—Walter
Fedrowitz, CMIT of Fluor and Tiger Nigamatzyanov
of Siegel Construction—have definitely been active,
high-energy contributors.
31
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