CMAdvisor
Advancing Professional Construction and Program Management Worldwide
Is Security the Enemy of Collaboration?
Owners, “Megas” Boosting CMAA Rolls
May/June 2011
Volume XXX, No. 3
Leadership strategies and
green approaches for
building better buildings.
Contents
6
10
May/June 2011
Volume XXX, No. 3
Is Security the Enemy of Collaboration?
When people cite liability exposure and other legal risks as
an impediment to true collaboration and Integrated Project
Delivery, are those concerns real? What risks really do arise
when openness collides with proprietary information?
Owners, “Megas” Boosting CMAA Rolls
A number of leading owner organizations have recently
joined CMAA, and large organizations are expanding
their membership through the mega-member program
to include their entire staffs. Result? A major surge in
CMAA membership.
IN THIS ISSUE OF CERTIFICATION:
ANSI Commends Management
of CCM Program
From planning and executing in the field to juggling responsibilities on the fly, Construction
Supervision fosters preparedness with a broad
range of supervisory situations one is likely to
encounter on a commercial, residential, industrial, or institutional construction project, and
offers sound advice for solving the most complex
management issues.
RSMeans
978-0-87629-261-7
Paper • 480 pp. • $99.95
This Third Edition has been updated with the
latest in green building technologies, design
concepts, standards, and costs. The chapters,
case studies, and resources give readers practical
guidance on all aspects green building, including
materials, rating systems, guidelines, health goals,
financial strategies, and more.
COLUMNS
5 Chairman’s Report
By David R. Conover, CCM
29 President’s Report
By Bruce D’Agostino, CAE, FCMAA
DEPARTMENTS
12Professional Practice Corner
16 Legal Corner
18 News
20 Foundation
To order, visit www.wiley.com/go/construction
For media inquiries, visit www.wiley.com/go/press
22 Certification
Cover photo and above photos: New Meadowlands Stadium,
East Rutherford, NJ, 2010 CMAA Project Achievement Award
Winner. Photos courtesy of Skanska USA.
24Roundup
CMAdvisor May/June
Jerald L. Rounds, Robert O. Segner
978-0-470-61496-9
Hardcover • 464 pp. • $90.00
Green Building: Project Planning and Cost
Estimating, Third Edition
3
Construction Supervision
This year’s audit of the CCM program by
the American National Standards Institute
resulted in two commendations from ANSI
for aspects of how the Construction Manager
Certification Institute is running the program.
President and Chief Executive Officer
Bruce D’Agostino, CAE, FCMAA
MWH Constructors teams with
Editor
John McKeon
the communities in which we serve,
Contributing Writers
Kathleen Davenport
Martha Montague
providing innovative construction
solutions and management
Design
TGD Communications, Inc.
expertise. Our philosophy of
giving back is exemplified by
stimulating the local economy
CMAA is a construction industry
association of 7,000 firms
and professionals who provide
management services to owners
who are planning, designing and
constructing capital facilities
and infrastructure projects.
and partnering with local firms.
Our reputation for teamwork has
been recognized by the Associated
General Contractors of America.
STRATEGIC
Our Mission is to Promote and
Enhance Leadership, Professionalism
and Excellence in Managing the
Development and Construction
of Projects and Programs.
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
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CMAA ©Copyright 2011,
ISSN 1084-75327
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What Should
CMAA Be Like?
By David R. Conover, CCM, HDR, Inc.
CMAA’s Board of Directors has recently completed
its annual strategic planning exercise. Of course, no
organization needs, or should do, a full-scale strategic
plan every year. Rather, the leadership should take
stock each year of how well we are progressing toward
our established goals and what fine tuning, if any, our
existing plan may require.
Our board addresses these questions each spring to provide staff with specific
guidance in planning next year’s activities and budget. The planning process is led
by the probable chair for the following year: I led it in 2010, and Ron Price, CCM of
Parsons Brinckerhoff has had the helm this spring.
To be most effective, strategic planning needs to get past numbers and examine
principles. Those principles spring from CMAA’s mission: to promote and enhance
leadership, professionalism and excellence.
We’ve become accustomed to ever-growing membership at CMAA. But successful
strategic leadership doesn’t ask, “How many new members do we want this year?”
Instead, we ask, “What should our membership be? What mix of members will best
enable us to achieve our mission?”
Once we have the answers to these questions, we can proceed to ask, “What kind of
association do we have to be in order to attract that ideal mix of members?”
We have actually been working in this way for quite some time. Consider some of
the innovations we have recently made in our basic membership structure. Creating
a new category for mid-sized owner organizations has enabled us to reach out to
state Departments of Transportation, transit agencies and similar prospects who
will benefit from involving up to 30 of their personnel in CMAA education and
other activities. The Architect of the Capitol and Massachusetts Port Authority were
among the first owner organizations to advocate and take advantage of this option.
Similarly, when we launched the “mega” membership category late last year, the
goal was to offer a bundled, comprehensive package that would meet the needs
of large organizations who want to propagate our Standards of Practice and
Professional Development resources throughout their ranks. These organizations
want a complete solution at a single price, and that is what CMAA has provided.
Its value is demonstrated by the fact that our 10 mega members have so far
enrolled nearly 2,000 additional individuals as CMAA members under their
umbrellas. That’s a critical influx of talent and energy.
What other initiatives will we need to launch in the future? Our annual strategic
planning process, fueled by ongoing attention to our dynamic marketplace, will
help us continue to answer this question successfully.
CMAdvisor May/June
Chairman of the Board
David R. Conover, CCM
HDR, Inc.
CHAIRMAN’S REPORT
5
CMAdvisor
Is Security the Enemy of COLLABORATION?
By John J. McKeon
“People seem to use the legal concerns as almost a crutch. When you work
through the legal issues, they’re manageable,” says Richard H. Lowe, a partner
in Duane Morris LLP, a law firm specializing in construction issues and litigation.
BIM is a key enabler of collaboration, but Lowe says it’s important to keep its
impacts in perspective. Even though there has been a lot of discussion of legal
liabilities arising from shared BIM models, Lowe notes that no major lawsuits
stemming from BIM have been reported.
Moreover, “just because an issue is present in the 3D world doesn‘t mean it
isn’t there in the 2D world,” he says. “I don’t think you can make a convincing
argument that there are more legal risks in the 3D world.”
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CMAdvisor May/June
Concerning responsibility for changes in BIM models, Lowe says the basic
principle is very simple: “If you add it, you own it.
“Another issue is just that there is more collaboration on how to arrive at the
end product, a good project, and from that people infer the concern that the
line between design and construction is being blurred, or the difference between
a general contractor and a subcontractor,” adds Lowe. He notes that model
documents such as the ConsensusDOCS BIM Addendum (which is endorsed
by CMAA) contain the legal principles to “help legally maintain each person’s
proper status in the project.”
Todd J. Marlin, managing director at Navigant Consulting, says concern for the
protection of private data is another area in which risks may be overstated. “As
organizations share information, both internally and externally, there are increased
security risks,” he says. “But by having the proper safeguards in place, you can
mitigate those risks.”
A decade ago, the 2001 CMAA National
Conference in New Orleans featured a
presentation entitled “Integrated Architecture, Engineering and Construction
Services: How To Do It.” It was delivered
by Chuck Kluenker, CCM, FCMAA, with
extensive input from Chuck Thomsen,
FAIA, FCMAA, who has researched, studied,
written and spoken on this and related
topics for the last 20 years or more.
Today, IPD is one of the industry’s hot
topics. The 2001 presentation captured
a lot of what is being talked about now.”
As examples, here are some extracts
from the 2001 paper.
The “Master Builder” Days
Fifty-plus years ago, most intellectual
content in a design was delivered by the
A/E. Now there are two tiers of intellectual
content: that held by the A/E and that
held by specialty subcontractors, manufacturers and suppliers. The traditional
design/bid/build process is a barrier
to teamwork with subcontractors and
suppliers during design. The contractor’s
incentive is to maximize profits through
design ambiguities, errors and changes.
The contractor’s procurement strategy
is the primary skill needed for selection,
the news on final cost comes late, and
the process takes too long. The process is
legally frail, and the resulting conflict and
litigation inhibit collaboration between
the owner, A/E and contractors.
As buildings become ever more complex,
specialization, fragmentation and industrialization will continue. More people
and companies are involved, the required
intellectual content is dispersed, and
there is an ever-increasing need for
communication and collaboration.
CMAdvisor May/June
How much of this collaboration risk is real, though, and
how much is mainly perceived? The industry is working out
answers in two critical areas: Fear of liability resulting from
other team members’ actions, and security of data in a
“sharing” environment.
The More Things Change
7
Moving toward Integrated Project Delivery is less a matter
of “taking the plunge” than of wading, step by step, into an
ever-deeper commitment. Even though the water may feel
fine, many would-be swimmers still wonder what reefs,
sharks and other hidden dangers they may be courting.
Once the GMP is accepted, the AEC can begin with construction, even though the design
is not complete and all subcontracts and supply contracts are not procured. The earlier
in design that the GMP is established, the higher the AEC’s and owner’s contingencies.
Key Approaches to the AEC’s Management Responsibilities
During construction, the AEC manages all subcontractors and suppliers and provides
quality control. All subcontracts, subcontractor management and payments are open
to the client. Because the AEC is compensated by fee only and does not get a percent
of the construction cost or a portion of any savings, conflict of interest is minimized
and the professional relationship is maintained.
The integrated approach provides cost, schedule and quality guarantees without
moving the AEC away from the owner’s side of the table through:
• Qualifications-based selection
• Negotiated fixed fee
• Limited or no use of incentive clauses
• If used, incentive clauses that do not create perception of, or actual, conflict of interest
• Careful project definition
• A collaborative relationship with subs
• Open-book procurement
• No mark-ups
• All savings accruing to the owner
• Complete owner access to all aspects of the project
The owner may decide to bond subs and suppliers, but not bond the AEC. This will save
a little money, and, more importantly, help keep the AEC in the owner’s corner should
problems arise. Performance risk is handled by the bonds on subs and suppliers, and
by being certain they are not overpaid.
8
CMAdvisor May/June
So team relationships are not strained by self-interest, the AEC remains on the
owner’s side of the table throughout the project, and relationships with subs and
suppliers are improved.
Cost control is much more effective, as there is regular feedback during design as
subcontracts and supply contracts are progressively bid. If early bids come in high, the
subsequent design is developed to a lower budget. The converse is also true. In this way,
small, incremental corrections can be made during the entire design process. We have
more, but smaller and less painful corrections that the typical big one-time redesign
that often comes after a Design/Bid/Build project comes in over budget.
Schedules are developed during design with subs and suppliers. These are incorporated
into the overall design/procure/construct/occupy schedule. Scheduling information
and commitments are much more reliable, and long-lead items more readily identified.
This collaborative approach is commonly used in the private sector, and can be used
with any public entity that uses the CM at Risk contracting approach. Most of the
benefits of IPD can be realized without stepping outside of commonly-accepted
contract approaches.
Marlin continues, “It’s necessary to
monitor and control to make sure the
people who have the information are
authorized to have it.” In this vein,
he suggests people need to be aware
of the tools that are already widely
available. “Some very robust security
is already built in (to software and
operating systems). It’s just a matter
of implementing it properly. Take the
time to understand the controls in
place to safeguard your information.”
In the long run, solving these perceived
problems means really accomplishing
the climate of trust and mutual support
so essential to true IPD. Owners are
pressing for more collaboration and
leadership in clearing away barriers
and improving project delivery.
“I don’t think security is the enemy of
collaboration,” says Marlin. “It could be
the foundation of collaboration.”
John J. McKeon is Vice President
of CMAA. He can be reached at
jmckeon@cmaanet.org.
Chuck Thomsen, FAIA, FCMAA,
author of two books on Program
Management, says the clear benefits
accruing to owners from collaboration
make not collaborating a suicide
strategy for designers, consultants
and contractors.
“Most of our buildings are built
by owners with continuous building
programs. Many of these serial
builders simply don’t tolerate
members of the project team
that won’t share information,”
Thomsen says.
These owners are leading the
development of secure methods
for sharing project data. “The most
sophisticated serial builders host the
project information on their servers
or in the cloud,” Thomsen says. “It
may be accessed by a project team
with the proper credentials. That
saves time, reduces errors and gets
everybody on the same page.”
Owners often also insist on ownership
of work products like plans and
specifications, shop drawings, RFIs
and progress pictures. Thomsen says
owners should provide reasonable
protection for the creators of these
products. For example, “an owner
shouldn’t reuse project information
on a subsequent project without a
waiver of liability for the author.”
CMAdvisor May/June
At some point during design the AEC provides a Guaranteed Maximum Price (GMP)
for design and construction. This is a combination of negotiated and hard-bid
subcontracts and supplier contracts, an estimate of the value of the work yet to
be procured, a budget for general conditions, the AEC’s overhead and profit, bare
cost of design and management labor, and a contingency based upon the level of
certainty of established contracts and un-bid work.
After all, as Marlin puts it, “Somebody
could walk out with your plans on
paper just as easily as they can walk
out with your plans on a USB drive.”
9
Guaranteed Maximum Price
NEW MEMBERS
BUILD A BIGGER, BETTER CMAA
CMAA 5-Year Membership Growth Chart
8,000
7,380
7,500
7,000
CMAA’s membership has been changing in both size and
composition, and these changes promise to help the Association
become even more relevant and valuable in the future.
6,500
Among the most visible changes in CMAA is the rising profile of owner members,
both organizations and individuals. Owners now make up about one-fifth of CMAA’s
membership. Since last April, owner membership has grown by 35 percent!
5,000
In just the last four months, new owner organization members have included the San
Francisco Bay Area Rapid Transit System, the Tarrant Regional Water District in Texas,
MTA Bridges and Tunnels in New York, the New York School Construction Authority
and the Northeast Ohio Regional Sewer District.
6,470
5,983
6,000
5,470
5,500
4,500
4,701
2007
2008
2009
2010
2011*
At the beginning of 2011 CMAA launched a new membership category for mid-sized
owners, which would allow these organizations to involve more of their people in
CMAA for a fixed dues payment. Four major owner members stepped up immediately
to this higher level of involvement: The MTA New York City Transit Authority, the
Architect of the Capitol, the Massachusetts Port Authority and U.S. Customs and
Border Protection. One owner member, the U.S. Department of Veterans Affairs,
went even further and signed up as a mega-member, enabling them to enroll an
unlimited number of individuals.
“Owners are embracing CMAA because they’re the ones with the most to gain from
improvements in project and program execution,” said CMAA Chairman Dave Conover,
CCM, of HDR, Inc., at the recent Owners Forum in San Antonio. “They recognize
the critical role of Standards of Practice and Construction Manager Certification
in delivering these improvements, and they want to be part of the movement.”
CMAdvisor May/June
The other big membership news is the dramatic growth in the number of individuals
becoming active in CMAA as a result of their organizations’ becoming “mega”
members. The mega membership category permits a company to enroll an unlimited
number of individuals, and have unlimited use of such resources as CMpat™ and
CMAA’s SOP training materials.
CMAA’s 10 mega members now account for more than 2,000 individuals. Paul Nelson,
CCM, of The Doe Run Company, chair of CMAA’s Membership Committee, points out,
“As these new members become active in CMAA, attending conferences, serving on
committees, working in their chapters and in other ways, they will bring an important
infusion of new energy and new ideas that will help CMAA continue to grow in value
as well as size.”
*The numbers listed are as of the end of each calendar year,
except for 2011; this number is as of May 6, 2011
11
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CMAdvisor May/June
CMAA also has welcomed some prominent CM/PM service providers as members,
including CB Richard Ellis Group and J. M. Waller Associates as large corporate
members and Doster Construction Company, Holt Construction and T. B. Penick &
Sons in the mid-sized corporate category.
PROFESSIONAL PRACTICE CORNER
Developing Project Controls for
a Large Transit Program
By Vance Tsiamis, PE, CCM, PSP
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CMAdvisor May/June
The Maryland Transit Administration (MTA) is
a provider of transportation services such as
local buses, Metro subway, light rail and MARC
train for the Baltimore metropolitan region and
Maryland. MTA has completed draft environmental
impact study (EIS) documents for two corridors
for potential transit improvements in the region—
the Red Line and Purple Line, totaling $2.2 billion.
These consist of two passenger rail lines, one
primarily in the City of Baltimore and the other
in Montgomery and Prince George’s counties in
Maryland, neighboring Washington, D.C. Each
corridor will be partially financed and may be
owned by MTA, who is responsible for planning
and environmental studies and will take the
lead in design, acquiring of all property, preparing
and executing contracts for construction (as well
as implementing the commitments noted in the
final EIS and record of decision).
The current Red Line Light Rail locally preferred
alternative (LPA), consists of nearly 15 miles of rail,
four miles of tunnel, one mile of aerial structures
and 10 miles of surface alignment. The east-west
alignment will connect the western suburbs and
major employment hubs (including the Social
Security Administration Headquarters) with
Baltimore City’s Inner Harbor and the growing
eastern part of the city (including Johns Hopkins
University Hospital’s Bayview campus). The Purple
Line Light Rail LPA consists of 16 miles, will connect
sectors of two urban counties and provide access
Both projects will enter preliminary engineering in
2011, with a Record-of-Decision currently scheduled
for late 2013/early 2014. Accordingly, this is an
outstanding example of where an owner engaged
the Program Manager early in the pre-design phase
to assist managing the myriad of activities required
to advance this much-needed project to construction.
“Early in the project life cycle, it is imperative
that the project control procedures are
developed and implemented. In this case
study, identification of the project control
process began during the planning phase.”
The MTA retained a Program Management
Consultant (PMC) team and General Engineering
Consultant (GEC) team for each project. The PMC
is responsible for instituting systems, procedures
and reports to assist MTA with cost control and
management, funds management, schedule
maintenance, document control, progress reports
and Construction Management. The GEC is responsible for preparing the Final EIS and design and
the preparation of contract documents. Although
multiple teams, with multiple firms, constitute
the PMC and GEC entities, the MTA requested a
centralized document management system (DMS)
be implemented for both projects. This system will
implement a coordination, approval, control and
distribution process for all policies, procedures
and documents developed for the program.
In order to determine an acceptable DMS for these
programs, a project controls steering committee
was created which included scheduling, contract
Baltimore’s new Red Line, entering preliminary engineering in 2011, will link western suburbs to
major employment centers in the Inner Harbor and eastern parts of the city via 15 miles of new track,
both in tunnels and above ground.
CMAdvisor May/June
Project Overview
to four Metrorail (DC’s subway) lines, two MARC
commuter train lines, AMTRAK and local bus routes.
The alignment is predominantly surface, with one
tunnel section.
13
Project controls are the lifeline of any project.
They are particularly critical on mega projects that
include a large number of project participants of
varying disciplines and requirements for document
control. Early in the project life cycle, it is imperative
that the project control procedures are developed
and implemented. In the following case study,
identification of the project control process began
during the planning phase.
oordinating with Maryland SHA
orking to PROFESSIONAL
address streetscape
and
PRACTICE CORNER
edestrian issues
The steering committee was charged with leveraging MTA’s
investment in technology by developing a system that would
not only serve the Red/Purple Line programs, but also future
projects, and support the agency’s current capital program. The
committee was formed to determine the technology platform
and determine the most appropriate systems. Numerous
parameters were studied by the committee, including:
• Industry Standards
University of Maryland
• Successful Implementation on Other Programs
• Cost and Licensing Structures
• Compatibility with Other Systems
The group gathered information by assigning team members
to attend workshops, invited local firms to make presentations
to the committee, dispatched members to interview MTA
staff, PMC/GEC staff and other agencies that managed similar
programs, and brought back to the committee information
learned at conferences and association meetings.
The members shared lessons learned from workshops they
attended, conducted phone interviews with owners of similar
mega projects and listened to presentations from managers
at local mega projects. For example, the $2.4B award-winning
Woodrow Wilson Bridge and $2.6B Intercounty Connector
projects are both very successful, and have very different
project controls systems.
14
CMAdvisor May/June
Project Control Categories
The steering committee divided into subcommittees to
study distinct areas of project controls to include risk/cost
management, document control, cost estimating, BIM/
CADD and schedule. Each subcommittee performed detailed
research, identified risks and made recommendations to the
committee. In summary:
The proposed Purple Line in Montgomery and Prince George’s Counties, Maryland, including a stop
on the campus of the University of Maryland, College Park, is an example of an owner engaging the
Program Manager early in the pre-design phase to assist managing the myriad of activities required
to advance this much-needed project to construction.
• The risk/cost management subcommittee concluded that
Primavera Risk Analysis software would offer the best
solution along with a data warehouse of costs developed
in-house from recent projects and individual experiences.
• The document control subcommittee recommended the
use of MTA’s current ProjectWise system for final storage
of all documents; including CADD files/record drawings,
• The cost estimating subcommittee did not recommend a
single software package, but is considering using Timberline
for heavy bid items, and planned to compile historical data
for pay items, unit costs and bid tabulations.
• The BIM/CADD subcommittee recommended BIM use on
a focused group of projects including maintenance shops,
stations and certain sections of track. In selecting the projects,
they recommended the users study aspects of existing facilities, the infrastructure, impacts to the community and the
stakeholders involved. When BIM made sense, the committee
recommended the use of Bentley products.
• The schedule subcommittee’s software recommendations
included Primavera P6 – latest version, and P6 Web. The
committee recommended that the PMC should control the
master schedule during the design phase, and potentially
provide contractor access during the construction phase.
Additionally, P6 should be hosted by a third party.
Implementation
The project controls committee is now in the process of
completing their assessment by defining the roles and
responsibilities of the various team members in the PMC and
GEC teams, along with MTA staff, in regards to each of the five
areas for which systems were developed. An outcome of that
work will include the reporting requirements, a definition of
required hardware and software, and a schedule for deployment
along with required training. A Scope of Work and Request for
Proposal will be developed, and implementation services will
then be procured.
The process to identify and implement the appropriate software
and systems for document control is tedious and can take on
average anywhere from six to nine months. However, the need
is immediate. It takes a collaborative effort to ensure that the
implementation occurs quickly and that the needs of all project
participants are taken into consideration. Our group insisted
that all “egos be checked at the door.” It was imperative that all
options were explored quickly and concisely. Our primary goal
was to provide MTA with the means and method to implement
a project control system for their program—a system that is both
cost efficient and sustainable.
Vance Tsiamis, PE, CCM, PSP, is project manager with RK&K, based
in Baltimore, MD. He can be reached at vtsiamis@rkk.com.
CMAdvisor May/June
Project Controls Scope of Work
as CADD standards were already in place. The committee
also recommended the use of Primavera Contract Management software for document control such as submittals,
correspondence, RFI tracking and meeting minutes.
15
administration and cost control experts from MTA and both
PMCs. With any such committee, each professional came to the
table with their own preferences, lessons learned and ideas
for what would work best for the Red and Purple Line program.
LEGAL CORNER
Mediation: Common-Place Yet Misunderstood?
Answers to Three Frequently Asked Questions
By Christopher Anzidei, Esq.
• Are contract provisions that require non-binding
mediation enforceable?
• Why should I invest valuable time and resources
in a non-binding mediation process?
• How can I maximize my chances of success in
mediation?
The Enforceability of Non-Binding
Mediation Provisions
Clients also ask, “While I may be required to attend
mediation, why should I devote any significant time
or resources on non-binding ADR?”
While there is no guarantee that mediation will
be successful, it will undoubtedly fail if one or both
of the parties are not invested in the process. So
why invest in mediation? There are many reasons.
Construction disputes are usually complex and
expensive to litigate. Judges, however, are simply
too busy to devote any substantial time to your case
and jurors typically struggle to grasp the details. In
contrast, a qualified construction mediator will have
the expertise to assist in evaluating your case and,
just as importantly, will dedicate his/her time to your
mediation until the process is exhausted. Finally,
the ADR process represents your last opportunity
to control the outcome of your dispute.
CMAdvisor May/June
16
Introducing CMpat™
CMAA’s Practitioner Assessment Tool
“Construction disputes are usually
complex and expensive to litigate...
a qualified construction mediator
will have the expertise to assist in
evaluating your case.”
Many clients have asked, “If the ADR process is nonbinding, can we skip ADR and go straight to court?”
The answer is usually “no” unless all affected parties
agree to waive this requirement. While each case will
turn on the specific contract language and applicable
law, courts generally enforce provisions that require
parties to submit their disputes to non-binding ADR.
This is especially true where the contract provides
that ADR must be conducted as a “condition precedent” to filing a lawsuit. In such instances, some
courts have ordered a stay of the prematurely filed
lawsuit to allow for mediation while other courts
have dismissed the lawsuit altogether for failing
to exhaust remedies.
• Assess your case beforehand. Your preparation also should
involve assessing both the strengths and weaknesses of
your own position. This pre-mediation homework will assist
you greatly in setting your goals, managing expectations
and privately evaluating offers once the exchanges begin.
Chris Anzidei is a construction lawyer and founder of the Law
Offices of Christopher Anzidei, PLLC in Vienna, Va. He can be
reached at chrisanzidei@anzideilaw.com.
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.
This simple, powerful career management tool helps you gauge
where you are today, where you want to be, and how to get there.
Tips for Maximizing the Success
of Your Mediation
CMpat is available to CMAA
members for just $75 annually.
Clients always ask, “What do we need to do for
mediation?” Here are three tips for maximizing
your chances of success:
• Be prepared. This maxim is not just for Boy
Scouts. Even though mediation is non-binding,
you should prepare as if it were a court hearing.
A well-planned, persuasive position paper or
See how CMpat works and start using it today!
CMAdvisor May/June
While non-binding mediation is perhaps the most
prevalent form of ADR, it is often misunderstood.
This article seeks to answer three of the most
frequently asked questions related to mediation:
The Benefits of Mediation
“The ADR process represents your last opportunity
to control the outcome of your dispute.”
• Leave emotional baggage behind. Every troubled project
has baggage—a reneged “handshake deal,” embarrassing
mistakes, personality conflicts. Both parties would be well
served by sticking to the construction problems at mediation
and leaving behind any emotional baggage. Emotion won’t
likely sway the mediator, and it could drive the other side
away from the bargaining table before “best and final” offers
are exchanged.
17
It has become commonplace for construction
contracts to include a provision that requires the
parties to utilize some form of alternative dispute
resolution (ADR), most often mediation. The term
“ADR” is a broad label that is generally used to
describe any process conducted outside of the
courtroom. An ADR proceeding can be either
non-binding, such as mediation, or binding, such
as arbitration. Other ADR methods include dispute
review boards, “direct discussions” among project
executives (a feature of the new ConsensusDocs),
and “project neutrals.”
presentation can drive settlement by educating the mediator
and framing the discussion favorably for your side. Similarly,
you should be prepared to rebut the other side’s anticipated
arguments. An effective response can win over the mediator
and demoralize the other party, often softening their
settlement stance.
NEWS
CMpat™ Enlists First Users
CMAA in “Non-Partisan” Infrastructure Push
CMAA’s new CM Practitioners Assessment Tool (CMpat™)
has attracted its first wave of users, with professionals at
American Infrastructure, ARCADIS-US, Balfour Beatty US, Heery
International, Parsons, Jacobs, Siegel Construction and numerous
other organizations signing up to start using the streamlined,
online professional development resource.
CMpat is designed to make it easy for participants to keep track of
their experience and assess their own progress toward achieving
the Certified Construction Manager (CCM) credential. In addition,
management can use CMpat organization-wide to measure the
qualifications of their staff, communicate those qualifications to
clients and prospects, and identify training needs.
“The CMpat program allows me to document my CCM related
experience while it is still on my mind instead of years later when
completing the CCM application,” says Walter Fedrowitz, CMIT,
a project engineer at American Infrastructure in Glen Allen, VA.
As they enter more experience in the system, participants
progress through CM Levels 1 to 4, with each level requiring
a supervisor to review and approve the participant’s submissions. “The system makes it easy to have your adviser or
mentor look at what you have submitted and approve,” notes
Tiger Nigamatzyanov, CMIT, of Siegel Construction in Arlington
Heights, IL. “I think this is a huge move for CMAA towards a
Web-based presence.”
18
The Steps are former Capitol Hill staffers and other
Washington “insiders” who combine skits and song
parodies to lampoon the prevailing political issues
and wisdom, have been featured on NBC, CBS, ABC
and PBS, have performed for the last five presidents,
and recorded 26 albums, including their latest,
I’m So Indicted.
Most cast members have worked on Capitol Hill;
some for Democrats, some for Republicans, and
others for politicians who firmly straddle the fence.
No matter who holds office, there’s never a shortage
of material. Says co-founder Elaina Newport, “Typically
the Republicans goof up, and the Democrats party.
Then the Democrats goof up, and the Republicans
party. That’s what we call the two-party system.”
The National Conference & Trade Show takes
place November 6–8 at the Grand Hyatt Hotel
in Washington, DC.
The educational program for the National
Conference will explore the theme “Building on
the Foundations of Professional Practice,” with
tracks of sessions devoted to each of four key
roles played by Construction Managers: The CM
as Leader…Team Builder…Innovator…Manager.
Other highlights of the event will include the
Industry Recognition Banquet on November 8,
when Project Achievement Awards will be
presented along with individual honors including
CMAA’s Distinguished Service and Distinguished
Owner Awards and the Person of the Year.
WATCH NOW Known for putting
the “mock” in democracy, the Capitol
Steps have been bringing levity
to political headlines for 30 years
with performances like this one.
Boxer emphasized the non-partisan character of the coalition
supporting infrastructure. “I’m standing here with people who
tried to beat me, really tried to beat me,” she said, alluding to
the Chamber’s Donohue. “When it comes to infrastructure,”
she added, “there’s a different atmosphere.”
Introducing: CMAA’s First “Rising CMs” Conference
The inaugural “Rising CMs” Conference, set for Saturday and Sunday, November 5–6, is designed
for active CMAA student members, seniors and second semester juniors, and entry level CMITs.
It will incorporate an opening plenary session, a job fair and networking function, and facilities
for private interviews between rising CMs and prospective employers, and a schedule of breakout
sessions. Individual sessions will address topics like how to use CMpat, professional networking
skills and an overview of the CMIT program.
“CMAA needs to be vertically integrated through a pipeline to the student chapters,” notes
Prof. Jesus M. de la Garza of Virginia Tech. “For example, the ideal time to become a CMIT is in
the last semester of the students’ senior year; for these CMITs, becoming CCMs will be a natural
and logical progression.
“The Rising CM Conference is the first of its kind,” de la Garza adds, “and its primary purpose is to
actively engage the potential from the student chapters and plug them into the national context.
The students today will be the members of the CMAA national and regional chapters tomorrow.”
CMAdvisor May/June
CMAdvisor May/June
The Capitol Steps, veterans of a quarter century of
bipartisan political satire, will headline the opening
breakfast of the 2011 CMAA National Conference &
Trade Show in Washington, DC.
Fedrowitz also observes that “the CMpat program fits perfectly
with the CMIT program. Once you enter your time and experience, your supervisor is notified to confirm and sign off on the
experience. The program tracks your progress and because it
gets your supervisor involved, it encourages a continual dialog
on career growth and development.”
Joining Boxer are (left to right) U.S. Chamber of Commerce
President and CEO Thomas J. Donohue, Mesa, Ariz. Mayor
Scott Smith, Rep. John Mica, Los Angeles Mayor Antonio
Villaraigosa and AFL-CIO President Richard Trumka.
19
“Capitol Steps” Troupe to Highlight National Conference in DC
Sen. Barbara Boxer speaks to reporters and advocates of
infrastructure investment at a recent Capitol Hill news
conference to promote “America Fast Forward,” a national
initiative modeled on Los Angeles’ “30/10” program. CMAA
joined in supporting America Fast Forward and attended
the news conference.
STANDARDS
CERTIFICATION
LEADERSHIP
FOUNDATION
Program Management 2.0: New Thomsen/Sanders Book Revisits a “Milestone.”
Professional Construction Management
based on CMAA’s Construction Management
Standards of Practice will improve your
project outcomes and build your business.
The CMAA Foundation has earned nearly $30,000 in the last
three years from sales of Charles Thomsen’s book, Program
Management: Concepts and Strategies for Managing Capital
Building Programs.
Certified Construction Managers™ deliver
these values on every job, every day.
Now, Thomsen has teamed with co-author Sid Sanders (a highly
experienced owner of large and complex construction programs)
for a fresh and updated look at this critical topic. Their new book,
Program Management 2.0, has just been published by CMAA
and once again, the authors have assigned the copyright and
all revenue from the book to the Foundation.
CMAA is the home of professional
Construction Management.
Learn more at www.cmaanet.org/enr.
“This is an extraordinarily generous gesture by Chuck Thomsen
and Sid Sanders,” noted Foundation Chair Randy Larson, CCM,
FCMAA. “The book itself is an important contribution to the
industry, and donating its earnings to the Foundation is a major
step toward a better future.”
20
CMAdvisor May/June
“Chuck Thomsen’s book Program Management was a watershed
when published by CMAA in 2008,” says CMAA President
and CEO Bruce D’Agostino, CAE, FCMAA. “Now Chuck and Sid
Sanders examine these concepts and principles through Sid’s
broad experience. These refined and tested principles can
lead to game-changing breakthroughs.”
Other industry professionals and academic authorities have
also praised Program Management 2.0. “When first published
in 2008, Program Management was the definitive book on how
to manage a portfolio of projects in the building industry,” says
G. Edward Gibson, Jr., PhD, PE, F.ASCE, NAC of Arizona State
University. “With the second edition, Chuck Thomsen and Sid
Sanders have updated the book to encompass many of the
evolutionary changes that have been made in our industry
since first publication. This book is relevant, timely and fun
James C. Smith, PhD, PE, NAC of Texas A&M University calls
the new book “a perfect fit for young minds attempting to
understand this complex animal called the construction
industry. Chuck’s blend of history with the evolution of the
industry is entertaining and very readable, but more important
it helps students understand the complexity of project delivery,
not just from the eyes of the contractor, but also from the
broader perspective of the entire program delivery team. With
Version 2.0, Thomsen and Sanders have revised much of the
material and added sections on Integrated Project Delivery,
BIM, PMIS, Team Selection and Agility. The book will become
even more valuable for classroom use as well as for the most
experienced professional.”
Program Management 2.0 is available through CMAA’s
online bookstore at a price of $45 for CMAA members
and $60 for non-members. Academic pricing is available.
For details, contact the Foundation.
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 May/June
“New ideas on the state of the design and construction industry
and strategies for improvements continue to emerge. And in
the few years since publication, many others have pushed the
frontiers of the industry with innovations that we are examining
in this updated edition.”
to read. It lays out how program management should be
done, and gives examples, good and bad. If you are involved
in this industry, pick it up, read it and use the techniques
that the authors outline.”
21
The new book grew out of a dialog Thomsen and Sanders
pursued over several years, both in correspondence and in
presentations, roundtables and debates in a variety of venues.
“The industry has continued to evolve,” the authors comment.
“New information technology enables concepts that were
theoretical just a few years ago. Cost control pressure has brought
new demands for more efficient practices, better controls and
improved connectivity. Yet many of the old issues still remain.
CERTIFICATION
GSA Expands Commitment to CCM
Congratulations to Our Newest CCMs!
The U.S. General Services Administration, long a supporter of
CM certification, has recently stated its intention to strengthen
this commitment still further.
Kevin Anderson, CCM
Black & Veatch
Mark Ireland, CCM
AM Technical Solutions
Avtar Singh, CCM
CES Consulting LLC
Daniel F. Becker, CCM
HDR Engineering, Inc.
Omoniyi Ladipo, CCM
McDonough
Bolyard Peck, Inc.
Michael Steiner, CCM
Parsons
Speaking at the spring Project Improvement Workshop presented
by CMAA’s ally the Construction Industry Institute, K. Lamonte
John, AIA of the Office of Design and Construction, Public Building
Service, reviewed GSA’s strategy for transforming execution of
capital projects through application of CII Best Practices.
John reviewed how GSA is managing its major commitments
under the American Reinvestment and Recovery Act of 2009,
noting that even before ARRA, GSA had stated its preference
for the Certified Construction Manager credential for its staff.
“This certification is more focused on Construction Management than other certification programs, and GSA currently
has over 30 CCMs on staff,” John noted.
This year’s ANSI audit not only cleared CMCI to continue as the only ANSI-accredited
personnel certification program for Construction Managers, but commended the
Institute on several aspects of how the program is being managed. ANSI’s accreditation
verifies that the provisions of the International Organization for Standardization’ ISO
17024 are being fully complied with.
CMCI’s financial management was singled out for commendation, with the ANSI
auditor noting, “Budget and monthly income and expense reports are detailed by
category, allowing staff to track financial reports.”
22
CMAdvisor May/June
In addition, ANSI cited “a complete firewall between education/training and
certification.” This commendation is especially important, says CMAA President
and CEO Bruce D’Agostino, because it demonstrates that CMCI is administering
the CCM program in an even-handed and equitable manner.
“The content of the CM body of knowledge on which the CCM program is based
has always been recognized as the industry’s standard,” D’Agostino says. “ANSI’s
commendations are further evidence of the rigor and transparency with which the
program is managed. CCM truly is an invaluable resource for our entire industry.”
Amy D. Carlson, CCM
Jacobs
William Duyungan, CCM
Seattle Public Utilities
Michael Ebeling, CCM
HNTB Corporation
Frank William Falciani, CCM
FW Falciani Construction
Consulting, LLC
Paul Ober, CCM
McDonough
Bolyard Peck, Inc.
Donald Rubin
Trammell, III, CCM
McDonough
Bolyard Peck, Inc.
Jeremy Drew Vernon, CCM
Parsons
Joseph (Zep) Puchalski, CCM
DACM Project Management
William Wanner, CCM
AECOM
Manzar Rizvi, CCM
Jacobs Engineering
Group, Inc.
Dwain Wood, CCM
W.G. Yates & Sons
Construction Company
Barry Rowland, CCM
HDR Engineering, Inc.
Steven Shelton, CCM
H.R. Gray
CCMs Coming in “Bunches”
Since Virginia Department of Transportation certified 10
engineers through a customized CCM workshop and exam
prep course last year, a number of other organizations have
followed a similar path, charting out a route to certification
for entire groups of personnel at once.
Joining VDOT on the crusade to certify a group of staff at a
time are CB Richard Ellis, Fairfax County Department of Public
Works, McKissack & McKissack and URS Corporation.
In addition, the San Francisco Public Utilities Commission,
which is currently managing one of the nation’s largest and
most complex water/wastewater system improvements, has
added to its RFPs a stipulation that it includes the CCM among
the qualifications it looks for in “ideal candidates” for the
positions of lead cost estimator and project controls specialist.
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 May/June
The Construction Manager Certification Institute is audited annually by the American
National Standards Institute (ANSI) as a condition of retaining its ANSI accreditation
for the Certified Construction Manager program.
Gary Bowen, CCM
DLZ Ohio, Inc.
Matthew Mulligan, CCM
HB Construction
23
CMCI Earns Commendations in ANSI Audit
Looking to the future, he added, GSA will continue to focus
on the CCM and will require it for all 85 of the agency’s senior
project managers.
Perry Bertuzzi, CCM
CityCenter/MGM Mirage
Design Group
ROUNDUP
Jacobs Engineering Group Inc. will oversee
Construction Management services on the first
major renovation of the 75-year-old federal building
at 50 United Nations Plaza in San Francisco, Calif.
General Services Administration selected Jacobs to
convert 350,000 square feet into high performance
green building. The $122 million project is funded
by the American Recovery and Reinvestment Act,
and is scheduled to be completed in 2013.
24
CMAdvisor May/June
“Jacobs has enjoyed a 40-year working relationship
with the GSA. We are proud to continue that
relationship in supporting the restoration of a great
San Francisco landmark,” said Jacobs Group Vice
President Tom McDuffie said. The 1936 building
was designed by prominent local architect Arthur
Brown, Jr. and is listed on the National Register of
Historic Places as well as part of the San Francisco
Civic Center National Historic Landmark District.
SGI Opens Offices in Fresno, San Jose
SGI Construction Management is expanding
operations by opening offices in Fresno and San
Jose, Calif. The education specialty firm now will
serve the central valley region and bay area by
providing a full range of program, project and
Construction Management services to public
agencies for their capital improvement programs.
Headquartered in Pasadena, SGI operates in
Oakland, San Francisco, Sacramento and San Diego.
Romanoli Promoted to
GREYHAWK President, CEO
Chuck Romanoli has been named president and chief
executive officer of Moorestown, N.J. construction
project management and consulting firm GREYHAWK. He joined Greyhawk in 2001 to start the
company’s New Jersey operations and most recently
served as chief operating officer. Romanoli is a past
president of CMAA’s Mid-Atlantic Chapter.
MOCA Wins Two Contracts for New
Energy Management Services
Heery Captures Gold for
Headquarters Renovation
MOCA Systems, Inc. has launched its new Web-based
MOCAEnergy™ application to provide owners with
the ability to develop comprehensive energy and
sustainability management programs. Following
the rollout, MOCA secured contracts with Partners
HealthCare System and Salt Lake City to deliver
the new service.
Heery International recently achieved LEED
Gold certification for the renovation of the firm’s
58,000 square foot corporate headquarters in
Atlanta, Ga.
A customized version of MOCAEnergy will be
implemented at Partners HealthCare System to
help meet operational objectives for tracking and
managing its energy, carbon emissions and waste
plan. A new $125 million, 125,000-square-foot
public safety building in Salt Lake City will rely
on MOCAEnergy in the pursuit of net-zero energy
and exceeding LEED® Silver rating.
In addition to providing new finishes and lighting
throughout, Heery modernized the reception area,
elevator lobby, break rooms and conference and
meeting spaces, all with an eye toward sustainability.
Some of the sustainable features include low VOC
(volatile organic compound) materials that contain
as much recycled content as possible. Designers
specified that 85 percent of the wood used be
sourced from a certified sustainably managed forest,
and 50 percent of interior construction materials
were extracted and manufactured within a radius
of 500 miles. The firm’s new energy-efficient lighting
systems use 27 percent less energy, resulting in
estimated annual savings of $9,000. All construction
waste throughout the project was recycled.
AECOM Publishes White
Paper on U.S. Infrastructure
AECOM Technology Corporation has
released a white paper titled, “U.S.
Infrastructure: Ignore the Need or
Retake the Lead?”
The white paper discusses the current
state of U.S. infrastructure and examines
the potential benefits of public-private
partnerships in addressing project
funding needs.
AECOM President and Chief Executive
Officer John M. Dionisio shared the
white paper with attendees of the
American Council of Engineering
Companies’ annual Convention and
Legislative Summit in Washington,
D.C. recently. The white paper is
available at www.aecom.com/
usinfrastructurewhitepaper.
Jacobs Providing CM for
New VA Medical Center
in Aurora, CO
Jacobs Engineering Group Inc. has
announced that it is providing Agency
CM for the new, 1.2-million-square-foot
Veterans Affairs (VA) replacement medical
center facility for the Eastern Colorado
Health Care System/Department of
Veterans Affairs in Aurora, CO.
The new medical center, which replaces
the existing VA Medical Center serving
Denver and surrounding areas, includes
a 184-bed hospital, spinal cord injury/
diagnostic center, medical clinic, dental
clinics, community living center and
laboratories, in addition to supporting
functions that include administration,
training, recreation, energy and utilities.
Congress authorized the use of $800
million to fund the new medical center,
which is scheduled for completion in
2014. The project is targeted for U.S.
Green Building Council LEED-Silver
certification.
Hill International Receives
Project Management Contract
from the University of Texas
Hill International has received an IDIQ
contract from the Office of Facilities
Planning and Construction of the
University of Texas System to provide
project management services during the
construction of various higher education
and healthcare capital projects. The twoyear contract has an estimated value
to Hill of approximately $3 million.
Services to be provided by Hill under the
contract may include staff augmentation
in the areas of project management,
Construction Management, construction
inspection, cost and schedule control,
administration, construction project
auditing and other areas associated
with design and construction of
capital projects.
HDR/Gilbane Team
Wins MBTA Contract
The Massachusetts Bay Transportation
Authority has awarded a contract for
program management and construction
management of the Green Line extension
project to the HDR/Gilbane Team, a joint
venture of HDR Engineering, Inc. and
Gilbane Building Company. The project
will extend the Green Line, the nation’s
oldest light rail line, from the existing
Lechmere Station to Medford, Mass.
HDR/Gilbane’s role is preliminary design,
design management, Construction
Management and overall program
management. The total program
estimate is just over $950 million,
and the extension is anticipated to
be complete in 2015.
WorleyParsons Awarded
Fortescue Metals
Expansion Contract
WorleyParsons has been awarded
an engineering, procurement and
Construction Management contract
from iron-ore miner Fortescue Metals for
the port facilities expansion at Anderson
Point in Western Australia. Under the
terms of the $250 million contract,
WorleyParsons will develop second and
third outloading and inloading circuits,
three new berths, two shiploaders,
two reclaimers, one stacker, two train
unloaders and associated infrastructure.
The expected completion of the first
phase is the end of this year, with the
final phase targeted at the end of 2012.
Michael Baker to Provide CM
at BWI Marshall Airport
Michael Baker, Jr., Inc. has been awarded
a five-year, $5 million contract for
Construction Management and inspection
services at Baltimore/Washington
International Thurgood Marshall Airport.
The Maryland Aviation Administration
selected the engineering unit of Michael
Baker Corp. to provide a wide range of
CM services—maintain security, quality,
schedule, cost and safety—while ensuring
minimal disruption to airport operations
during ongoing construction projects.
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.
CMAdvisor May/June
Jacobs Will Be CM on San Francisco
Federal Building Renovation
“Our extra costs for targeting LEED
certification as part of the renovation
were a mere 1 percent of the total costs,
or about $80,000,” says Heery Executive
Associate Glenn Bellamy. “Those extra
costs will be paid back in savings in two
years, which represents a 14 percent
return on investment.”
25
Member News
ROLL OUT
I NSU RANC E
ROUNDUP
Chapter News
Colorado Chapter
The Colorado CMAA chapter held its third annual Owners’ Night on April 21. This
year, more owners than ever participated and several brought short presentations
to provide a broad overview of their programs. Approximately 150 people including
owners, sponsors and individuals participated in the event. In addition to meeting
with consultants, owner representatives also had a great opportunity to interact with
each other during the event. Colorado State University students assisted the chapter in
hosting the event, which raised funds needed for the chapter’s scholarships program.
Let us show you
what our focused
expertise
can do for you.
Professional Liability Insurance
Specialists for Construction Managers
Building on the cornerstones of professional practice.
Colorado State University Student Chapter
The Student Chapter held an event featuring author and construction lawyer Barry lEaDEr h TEaM BuilDEr h innovaTor h ManagEr
LePatner as speaker. LePatner has authored two books, Broken Buildings, Busted
Building on the cornerstones of professional practice.
(800) 597–2612 www.hallandcompany.com
Budgets: How to fix America’s Trillion Dollar Construction Industry, and, most recently,
onE
EvEnT,
lEaDEr
h TEaM
BuilDEr
h innovaTor h ManagEr
Too Big to Fall: America’s Failing Infrastructure and the Way Forward.
26
Wentworth Institute of Technology Student Chapter
In November, the Institute opened dedicated learning space consisting of a seminar
conference area and faculty offices designed specifically for the newly launched Master
of Science in Construction Management (MSCM) program. Enrollment for this year’s
inaugural class is more than twice the projected enrollment, with 28 students taking
the first two courses in the 10-course program. This professional degree program is
designed to educate construction professionals in advanced management principles
and in Construction Management (CM) issues, topics and practices.
The MSCM program and curriculum were designed through the close collaboration
among faculty, alumni and industry leaders. Graduates will possess the knowledge
and skills needed to advance their careers and successfully function in middle and n
upper management level positions in construction-related industries. For example,
positions could include senior project managers, project executives, corporate
executives, business owners and construction educators. The MSCM program
represents Wentworth’s second master’s degree offering, following the launch
of a Master of Architecture degree in November 2009.
Additional information about the MSCM program can be accessed at
www.wit.edu/ccev/mscm or by contacting Carl Sciple (617-989-4817;
sciplec@wit.edu).
CMAA CSU Student Chapter Representatives and Barry LePatner
Front: Brian Hale, Evan Cicchinelli, Mackenzie Mark, Kelly Aceves, Beau Lacouture
Back: Seth Batson, Barry LePatner, Mehmet Ozbek, PhD
washington
DC’11’11
washington DC
novEMBEr 6-8 h granD hYaTT
washington DC ’11
naTional ConFErEnCE & TraDE ShoW
l C o Register
r E ntoday
a T i o nnaa lT i oCnoa n
F E nrFEE n
C EC E &&at TT rr aaD DE ES hSo hW o W
www.cmaanet.org
Register today at
Register
today at
www.cmaanet.org
www.cmaanet.org
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 May/June
CMAdvisor May/June
From the left: Matt Wigle; Sean VonFeldt; Kara Lentz, PE, CCM, LEED AP;
Kevin Hartmann, MS, CCM, PMP; Ron Saxbury, CCM, CQM; Mitch Arndt, CCM, PSP;
Tim Hammer, PE, CCM; Bruce Tonilas; and Julie Woodward.
Building on the cornerstones of professional practice.
For all Your rolES...
onE EvEnT,
EVENTS
lEaDEr h TEaM BuilDEr h innovaTor h ManagEr
For all Your rolES...
novEMBEr 6-8onE
h EvEnT,
granD hYaTT
For all6-8
Your
rolES...
novEMBEr
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27
More than 200 audience members, consisting of professors, students, industry
professionals and CMAA Colorado Regional Chapter members filled the auditorium at
Colorado State University. The topic of discussion was the U.S. economy, the recession
and its direct effect on the construction industry. LePatner identified many different
potential issues with current industry standards, construction practices and business
operations. He brought a different perspective on the large challenges owners face
and solutions to help minimize project cost overruns. His approach did spark further
discussion in the classroom among faculty and students.
ROUNDUP
PRESIDENT’S REPORT
Professional Development Calendar
Training “Turns On the Light”
By Bruce D’Agostino, CAE, FCMAA
CII Annual Conference
July 25–27
Chicago, IL
Indiana Chapter CMAA Standards
of Practice Course
July 28–30
Indianapolis, IN
Northern California Chapter CMAA
Standards of Practice Course
28
CMAdvisor May/June
August 11–13
Sacramento, CA
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
Congratulations to Member
Recruitment Program Winners
October 12–14
Seattle, WA
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.
San Diego Chapter CMAA
Standards of Practice Course
October 27–29
San Diego, CA
Inaugural Rising CMs Conference
at CMAA 2011 National Conference
November 5–6
Washington, DC
Even though the recruitment contest has
ended members should continue spreading
the good word of the value they find in
CMAA. Keep recruiting new members!
Particularly in the last year or
so, we have found that one value proposition more than any
other really changes the conversation with a prospective
member. We can talk about conferences, books, advocacy,
chapters, networking…and the prospect nods and smiles.
But when we say “training” the light bulb comes on. They
become not just receptive but excited.
“After several years of effort, CMAA has a very
strong suite of training options to offer.
We’ve hit the sweet spot.”
When CMAA adapted its membership categories recently,
creating both a mega category and one for mid-sized owners,
the logic behind these changes was chiefly to offer members
more of a “package deal,” a way to obtain high quality
training for more of their people cost-effectively.
Seen as a solution to critical training needs, the cost of CMAA
membership appears quite reasonable and the quality of
the available programs quite high. An organization that
might not be able to justify “association dues” often has
no second thoughts about investing in training. CMAA has
long recognized this, and we have stressed our professional
development mission for years.
What’s different now? Partly, economic conditions have
challenged organizations to retain and develop their people.
But also, after several years of effort, CMAA has a very strong
suite of training options to offer. We’ve hit the “sweet spot.”
Organizations large and small are looking for comprehensive,
coherent solutions to their staff training needs. CMAA can
offer members a complete training portfolio grounded in the
accepted Construction Management Standards of Practice
and leading to the industry’s most respected personnel
credential, the Certified Construction Manager (CCM). This
training comes in diverse forms, from in-person courses to
self-paced modules and sessions at national gatherings. It
is structured to meet the needs of everyone from the entry
level to the most senior managers.
The U.S. General Services Administration, long a supporter
of the CCM, has now announced its intention to have
all of its senior project managers become CCMs. Nearly
a dozen large organizations (including a major owner,
the Department of Veterans Affairs) have moved up to
mega membership. The mid-sized owner category was
immediately embraced by the Architect of the Capitol,
Massport and others. A new large corporate member,
C.B. Richard Ellis, made no bones about the fact that it
was our training resources that swayed them to join.
We support members with a vehicle, the CM Practitioner
Assessment Tool or CMpat™, by which they can assess the
current knowledge and skills of their personnel and plan
logically for whatever additional training is needed.
We are hearing this more and more. Cost-effective, high
quality, standards-based training is the key to the industry’s
future. It should come as no surprise that meeting this
need is the key to CMAA’s success.
CMAdvisor May/June
June 13–17
Atlanta, GA
For the member or prospect, this is an opportunity to
standardize their in-house training throughout their
organizations by integrating the industry’s accepted SOPs
and certification. We’ve found that this value proposition
truly resonates with both current and new members.
29
Every association leader dreams
of discovering a magic formula
that will make people eager
to join and get involved. The
formula may indeed be magic,
but it’s no secret; it’s as simple
as understanding member
needs and meeting them.
U.S. Army Corps of Engineers 2011
Infrastructure Systems Conference