CMAdvisor
Advancing Professional Construction and Program Management Worldwide
Owners Forum Presents Surprising
but Timely Messages
Transforming Fort Belvoir
BOOKMARK THIS ISSUE
May/June 2010
Volume XXIX, No. 3
Contents
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May/June 2010
Volume XXIX, No. 3
Interest in CMAA Student Chapters Soars
CMAA’s efforts to attract smart newcomers to the CM profession
bear fruit in a growing number of student chapters, a surge in
student memberships, and rapid growth of the Construction
Manager In Training Program.
Owners Forum Presents Surprising
but Timely Messages
Many owners, particularly in the private sector, still
don’t “get” the value of CM. The Owners Forum in
Atlanta showed how much work the profession
has to do to promote itself.
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CMAdvisor May/June
The 2010 Edition includes entirely new chapters on Sustainability, BIM and
Risk Management, along with extended coverage of Program Management
and other updates. For CM/PM practitioners, the new SOP defines excellent
professional practice. It can help you market your services and guide your
staff training and development. For owners, the SOP summarizes what
to expect from your service providers. There is no better authority on
what CMs do, how we do it, and how our owner clients benefit.
“As an owner practitioner myself, I would expect every CM pursuing work
with my agency to be well versed in all areas of the Standards of Practice.”
GARY CARDAMONE, PE, DIRECTOR OF CONSTRUCTION MANAGEMENT,
PORT OF LONG BEACH, CA, AND CHAIR, CMAA SOP COMMITTEE
Order your copy today online
through the CMAA website.
10Past Scholarship Recipients
Thrive in Career Roles
CMAdvisor catches up
with several early-career
CMs who earned CMAA
Foundation scholarships.
12Transforming Fort Belvoir: Teamwork
Builds World-Class Center
A multi-billion dollar budget, accelerated
schedule, and complex set of projects
are changing the face of a critical Army
base in Virginia.
Cover photo: Sutardja Dai Hall at the University of California,
Berkeley. Owner: University of California Berkeley Capital Projects
and College of Engineering. CM: Harris and Associates.
COLUMNS
5Chairman’s Report
By Gary Cardamone, PE
35President’s Report
By Bruce D’Agostino, CAE, FCMAA
DEPARTMENTS
18Professional Practice Corner
22Legal Corner
24 News
28 Foundation
29 Certification
30 Roundup
CMAdvisor May/June
The first new edition of Construction Management
Standards of Practice in six years.
FEATURES
3
CMAA PRESENTS
CMAdvisor
Chairman of the Board
Gary Cardamone, PE
Port of Long Beach, CA
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The best CM/PM education in the business.
CMAA is a construction industry
association of 6,200 firms
and professionals who provide
management services to owners
who are planning, designing and
constructing capital facilities
and infrastructure projects.
Our Mission is to Promote and
Enhance Leadership, Professionalism
and Excellence in Managing the
Development and Construction
of Projects and Programs.
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.
CMAA is your partner for high value professional education
for every member of your team at every level.
CMAdvisor May/June
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.
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CHAIRMAN’S REPORT
Are We Ready to Meet
Industry’s Demands?
By Gary Cardamone, PE Port of Long Beach, CA
This issue of CMAdvisor focuses on education, and
particularly on what we’re doing—and need to do—
to attract more newcomers to the profession and get
them solidly launched into rewarding careers.
These “first steps” are critical for us now, because we
can clearly see a growing need in the very near future
for more practitioners with proven, certifiable capabilities. In part, this need will be
accelerated by our exciting new relationship with the Construction Industry Institute
of the University of Texas.
CII has given a strong public endorsement to the Certified Construction Manager
credential. Through our alliance with CII we have an opportunity to communicate
frequently and consistently with top executives at private sector organizations
like Southern Company, Procter & Gamble, Glaxo SmithKline, Kaiser Permanente,
Anheuser-Busch and many others. These contacts are in addition to our long-standing
visibility in the public sector, at agencies such as GSA, the Corps of Engineers, and
numerous state and regional authorities.
We are promoting the CCM as the key credential in identifying the most qualified CM
practitioners. The owner community seems to be agreeing with us in ever-larger numbers.
We see the evidence in the performance of the certification program. In just the first
quarter of 2010, CMCI is already more than halfway to achieving its full-year goal for
number of applications received. In just the first quarter, the number of CCMs grew
by more than 15 percent!
We must expect this trend to continue. Are we prepared to meet it? Are we ready to
deliver the growing number of CCMs that the construction industry needs?
The only way to meet this challenge effectively is with a comprehensive approach to
industry education and career advancement. This approach begins before graduation
from college, when students can study our SOP, join a student chapter, work with
faculty who understand the SOP, and become Construction Managers in Training.
The next step is to create a strong mentoring relationship, and this calls for a serious
commitment on the part of our established practitioners to working with young
people to help them advance. Mentors provide many things to their junior colleagues.
Sometimes the need is as simple as a pep talk, but the mentor is also a source of
sophisticated technical advice, specific problem-solving support, advice on career
decisions and even job referrals.
It’s also the mentor’s responsibility to convey to the junior practitioner the vital
importance of the CMAA Code of Ethics and its practical application.
CMAA is preparing to move forward with a CM rating system that will provide invaluable
guidance to CMs and their employers to help them identify and take advantage of the
best available continuing education opportunities.
All of these activities lead directly to certification. We need to maintain our focus in this
area and continue both to recruit new practitioners and to enhance the educational
resources we offer them.
CMAdvisor May/June
CPS offers peace of mind every phase of the way
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The industry is expecting it, and we must respond.
Interest in CMAA Student Chapters Soars
Five New Chapters Formed Recently
The first official chapter meeting, and dedication ceremony,
was held in April, with a full agenda designed to promote
participation in the chapter as well as the CMIT process.
About 25 people, including faculty members, chapter officers,
and members from the regional Metropolitan New York/
New Jersey Chapter—including Jeffrey Hitt, PE, CCM, and
Isaac Washington, CMIT—attended the meeting to support
the launch of the chapter.
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CMAdvisor May/June
Another young chapter, University of Illinois, Urbana-Champaign,
recently had a rebirth of sorts. A downside to operating
within the academic cycle is maintaining chapter
leadership. This chapter, following a strong start
in 2008, became inactive after its officers
and administrators graduated. A recent
initiative by current Chapter President
David Sievers and his colleagues has
resulted in the chapter’s formal recognition
as a campus organization.
The University of Illinois Student Chapter has
a target of 40 members by next year. So far,
the chapter has held one recruiting event and
a meet-and-greet, and plans to feature guest
speakers and a field trip during the upcoming
semester. Students have expressed interest
in incorporating the CMIT training into their
curriculum, and Sievers notes that they will
pursue it next fall.
“Tom Nutter (Chicago Chapter) has been a great help
mentoring our chapter and answering questions,”
Sievers says. “The high interest among students within
the first couple of months has been the most exciting
aspect of the chapter so far.”
According to Ozbek, the success of the chapter depends on the commitment of
student officers and the faculty advisor. “My suggestion for a faculty advisor who
is willing to create a student chapter is to hand pick dedicated students and guide
them along the way until the chapter becomes self-sustaining,” he says.
Colorado State University’s chapter maintains active. Officers meet every week to plan
the monthly event, which is open to all students and typically attracts 30-40 students.
As many as 100 students attend special events, such as the distinguished speaker
series. Students have opportunities to interact with the regional Colorado Chapter.
Mitch Arndt, CCM, of the Colorado Chapter serves as student chapter liaison to help
organize some of the student chapter events.
Introducing students to the CMIT program and providing guidance in achieving
certification are important chapter goals. Two students at Colorado State University
have earned the CMIT and many more are pursuing it. Additional core values of the
chapter include engaging in community outreach activities and fostering leadership
skills in CMAA student members.
At the Construction Management Club
at Wentworth Institute of Technology,
Faculty Advisor and Associate Professor
Scott Sumner, CCM, echoes Ozbek’s
sentiment that faculty involvement
is critical in providing students
with the appropriate tools to
shape their student chapter.
“The co-op program at
Wentworth usually means
the club loses its impact
as the students near
graduation,” Sumner explains. “What I have done was ensure that the
club does activities using students to lead these activities.”
Each school year, the club: Holds a minimum of four meetings;
features two guest speakers; offers two field trips; conducts a
fundraiser; sponsors the CM mentoring program; and hosts a reception
to honor graduating seniors and the professionals who participated
in the students’ capstone projects. The CMAA New England Chapter
participates in the mentoring program.
“The best part of the club,” Sumner says, “is watching the students
meet CMAA members and begin the networking process.”
More information about CMAA Student Chapters and details on
their respective programs is available here.
CMAdvisor May/June
“The NYU CMAA Student Chapter has a cross section of CM
professionals who want to improve their education, experience,
and professional credentials to be able to meet the needs
of the ever-changing and dynamic world of Construction
Management locally in the New York City metropolitan area,
the U.S.A., and internationally,” Eschemuller says.
The Colorado State University CMAA Student Chapter also formed in 2008. There
were eight other student chapters relating to the construction industry at the time,
but Assistant Professor Mehmet Ozbek “felt that such a chapter was essential for
a Construction Management department to promote the CM profession, and thus
I established the chapter.” His experience as a founding officer of the Virginia Tech
Student Chapter, as well as assistance from a cadre of undergraduate and graduate
students, helped in initiating the one at Colorado State University.
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Many students working toward Construction Management
or industry-related degrees are adding value to their academic
experience by joining the growing network of CMAA Student
Chapters—which has expanded to 23 from 17 student chapters
since last year. The New York University Schack Institute of
Real Estate is one of the newest schools to form a student
chapter, under the direction of NYU Clinical Associate Professor
and author John Eschemuller, PE.
MAY 2010
ATLANTA, GA
OWNERS FORUM PRESENTS SURPRISING BUT TIMELY MESSAGES
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CMAdvisor May/June
The final topic—owners’ grasp of the value
of CM—occasioned the most surprise and
discussion among the 300-plus participants.
John Manning, CCM, of Kraus-Manning, noted that “owners really don’t understand
what a CM practitioner, especially a consultant, can bring to the mix. The whole
process of getting us more ingrained together will help them understand and help
us market CM practitioner services to them.”
Several other owners, however, either expressed indifference to the value of CM in
their projects or insisted it was a function they could perform adequately in-house.
Joseph Seibold, PE, FCMAA, reaped another important lesson from the conference—
that owners are sometimes much more sophisticated than CMs may think in terms
of Integrated Project Delivery, sustainability and other topics.
Responding to several of the owner presentations, Bob Hixon, CCM, of Hill International
commented, “It was apparent from the May 3rd Private Owners portion of the CMAA
Conference, that many private owners do not yet understand the value of CM Agency
services in managing the design and construction process to provide them with high
quality projects that are delivered on time and within the budget.”
The owners took part in general sessions devoted to process industries, transportation,
healthcare, and federal markets. Each day’s program was capped by a town hall session
that re-assembled owner speakers from the other sessions.
“The owners we saw on Monday were not necessarily embracing Agency CM,” said Ron
Kerins, CCM, of GREYHAWK. “They become a target for us to embrace what we do.”
“While we as service providers should be bringing cutting edge Best Practices and
new innovations to our clients, many of them are already there,” Seibold said.
A number of owner speakers, though, stressed their reliance on qualified consultants
to provide professional CM and PM services, and several—including Houssam
Sleiman, PE, CCM of Massport, put special emphasis on the value of working with
Certified Construction Managers.
Regardless of the specific opinions being expressed, many attendees agreed on
the importance of hearing these viewpoints direct from owners. “It’s critical to
understand what the owner’s point of view is,” said Manning.
WATCH NOW
VIDEOS FROM THE
OWNERS FORUM
Joe Seibold, PE, FCMAA, ARCADIS
John Manning, CCM, Kraus-Manning
Rebecca Jones, Safework
Ron Kerins, CCM, GREYHAWK
CMAdvisor May/June
Consider the messages CM practitioners took
away from the 2010 Owners Forum held in early
May in Atlanta. Nearly 20 leading owners from
both the public and private sectors, spread across
four general sessions and two interactive “town
halls,” shared their plans, expectations and
policies when it comes to Agency CM services.
David Chambers, director of planning and architecture at Sutter Health, reported
that his organization “invites the CM and the design company to work together
with us to remove waste and deliver value,” and added, “the benefits of getting it
right can be astounding.”
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Sometimes what you hear when you “go direct
to the source” can surprise you.
Past Scholarship Recipients THRIVE in Career Roles
Nearly eight years after receiving his scholarship, BRANDON LEBO uses his expertise
in the project manager role at the large, family-owned general contractor Lobar, Inc.,
in Dillsburg, PA. Lebo enjoys the various challenges of the job, overseeing all aspects
of management on four to five commercial construction projects.
“Whether it is negotiating a change order with an owner or working with the project
team to develop new ways to beat the project estimate, everyday presents a new set
of challenges and situations that must be addressed,” Lebo says.
“Receiving the CMAA scholarship was one of the most valuable experiences of my
college career,” Lebo says. “During the conference, attending the different seminars,
dinners, and activities gave me the opportunity to meet many members of CMAA. It
gives potential employers an opportunity to meet the scholarship recipient on both
a business and personal level.”
AMBIKA ORRILL, PE received her Foundation scholarship in 2005 and now works
as an analyst in the Integrated Cost and Schedule Department at General DynamicsAIS in Scottsdale, AZ. Orrill is interested in the technical aspects of projects, such
as those related to her current satellite project, and the sophisticated performance
measurement techniques.
“The scholarship I received not only provided financial assistance, but it provided
me an interface in which I could connect with other professionals in the industry,”
she explained. “Since being awarded the scholarship, I have stayed in contact with
CMAA members and they have all been very helpful in my professional development.
I greatly appreciate the generosity of the organization, and I look forward to joining
the local chapter and getting more involved in the organization.”
As a cost estimator and CPM scheduler in the Las Vegas, NV, office of O’Connor
Construction Management, SHRIRAM JOSHI likes the variety of projects—from fire
stations to large hotels and casinos—as well as teaming up with GCs, subcontractors,
architects, engineers, and consultants.
“As an international student back then, it was my first opportunity to attend such
an event with a huge number of construction professionals,” the 2006 scholarship
recipient shared. “In fact, I came to know my employer through that CMAA event.”
Both JEFF BOWLING and FARRAH FARZANEH won scholarships in 2007 and 2008,
and both work as project engineers for Webcor Builders in Los Angeles, CA. Bowling’s
current responsibilities on the new JW Marriott and Ritz Carlton Hotels & Residences
and 56-story helipad project include monitoring and directing subcontractor progress,
creating matrixes and as-builds to track any variations in the schedule, and
benchmarking activities to place the project three months ahead of schedule.
“I am truly honored to say I was a CMAA scholar, am very blessed to be accepted
into this family of professionals, and will always strive for excellence and maintain
CMAA’s high standards,” Farzaneh adds.
The CMAA Foundation is currently accepting scholarship applications for the
2010–2011 academic year. Applications are due WEDNESDAY, JUNE 30, 2010.
More information about Foundation scholarships, including a more complete
list of past recipients, is available on the CMAA Foundation website.
CMAdvisor May/June
The CMAA Foundation scholarship program provides much more than just
financial support. It also establishes a solid base of resources that helps new
Construction Managers succeed in their career paths. CMAdvisor recently
touched base with past scholarship recipients now thriving in the workplace.
Farzaneh recently transferred to Webcor’s bid team to focus on creating Building
Information Models for prospective projects. Her greatest joy is generating 3D or 4D
models of the project prior to it being built. “Owners are quite excited to see their
vision come to life in a model,” she says.
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CMAdvisor May/June
“This scholarship introduced me to a number of talented individuals within the CMAA
family who are at the top of their game, and whom now I call friends,” Bowling says.
“My desire is to donate my time to repay my gratitude for this prestigious scholarship.”
An aerial view of Fort Belvoir with the
new 1.2 million-square-foot Fort Belvoir
Community Hospital in the foreground.
PHOTO CREDIT: MARC BARNES, U.S. ARMY CORPS OF ENGINEERS
The multi-billion dollar expansion of a strategically critical Army post, with a
global mission to support U.S. defense through vital logistical, intelligence and
administration services, represents a dramatically different landscape than a
typical development program. Imagine the program management necessary to
coordinate designers, contractors, sub-contractors, and hundreds of stakeholders
who are involved in permitting, designing, constructing, and delivering more
than a 100 projects—all on an accelerated schedule.
Such a colossal program is currently underway on historic Fort Belvoir in Fairfax
County, VA. Despite its size, this program shares two key elements with any other
well-managed program: Innovation and teamwork.
Fort Belvoir’s $4 billion transformation will include
140 new projects spread across 8,500 acres. Major
new buildings currently under construction will
house the National Geospatial-Intelligence Agency
(NGA), the Fort Belvoir Community Hospital (FBCH),
the Missile Defense Agency (MDA), and other
important tenants.
To comply with BRAC, the expansion must meet
an accelerated five-year schedule that ends in
September 2011.
Transforming Fort Belvoir:
12
CMAdvisor May/June
Teamwork Builds World-Class Center
By Colonel Mark Moffatt, Deputy Garrison Commander for Transformation and BRAC,
and Regan P. McDonald, PE, PBS&J Senior Project Manager
The transformation is so expansive that the North
Atlantic Division (NAD) of the U.S. Army Corps of
Engineers engaged four of its seven districts—
Baltimore, New England, New York, and Norfolk—
to execute it. Additionally, it established the Belvoir
Integration Office (BIO) to support the NAD Districts
in administering and executing the projects. The
BIO is responsible for coordinating and integrating
between the post and the Corps, and across the
various district projects. Transportation, environmental
issues and traffic mitigation are high priorities for the
BIO as it supports the new facilities on Fort Belvoir.
The office of Fort Belvoir’s Deputy Garrison
Commander for Transformation and BRAC is
overseeing the projects with Fort Belvoir’s
Directorate of Public Works (DPW).
Extensive coordination and communication is also
necessary between more than 30 key stakeholders,
including the Corps of Engineers, NGA, MDA, FBCH,
Office of the Administrative Assistant of the Secretary
of the Army (OAA), the Washington Headquarters
To assist the Department of the Army and Fort Belvoir
with planning, conceptual design, engineering, and
program integration services for the Fort Belvoir
expansion, Belvoir New Vision Planners (BNVP) was
established. The BNVP is a joint venture between
managing partner PBS&J and Skidmore, Owings
and Merrill, LLP.
The BNVP team provides an array of services
including engineering and siting analysis, planning
and conceptual design, scheduling analysis and
coordination, risk assessment, transportation analysis,
information management, stakeholder coordination,
public outreach, strategic communications, and
facilitation for decision-making and resolution
of issues. The BNVP team also ensures that all
development follows the installation’s master plan.
BNVP has assembled a project team of 18 companies,
including sub-consultants Dewberry; Travesky and
Associates, Ltd; John Milner Associates, Inc.; and
Paciulli, Simmons and Associates, Ltd.
Dewberry provides expertise in engineering, force
protection, risk assessment, and permitting. Travesky
and Associates works closely with the Fort Belvoir
Public Affairs Office and the BIO to assist with
community outreach activities, monthly newsletters,
and the program’s public website. John Milner
Associates has identified and evaluated the nearby
Woodlawn Historic District with the goal of avoiding
adverse effects of new construction in the residential
neighborhood. Paciulli, Simmons and Associates have
provided environmental program support for land,
watershed, and ecosystem management.
The BNVP team also assists the garrison to ensure that
all development follows the garrison’s master plan.
Preliminary planning and conceptual engineering
CMAdvisor May/June
Under the 2005 Base Realignment and Closure
(BRAC) Act, approximately 19,300 new personnel—
along with more than 6 million square feet of
new facility space and over 14,000 new parking
spaces—will be added to Fort Belvoir property.
Service (WHS), and hundreds of project personnel,
regulatory agencies, and community groups.
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$4 Billion BRAC Program
The challenges: How to track and support so many
moving parts, complete the projects on time and on
budget, and satisfy stakeholder needs.
It gets back to innovation and teamwork. Given the
enormity of the Fort Belvoir expansion, it was clear
early on that an innovative, multi-faceted approach
was needed to turn the plan into reality. Effective
communications tools and protocols were needed
so that all relevant parties could weigh in on important decisions. Rigorous sequencing and scheduling
tools were needed to keep individual projects on
track. And leaders and planners needed a way to
visualize development progress in time and space.
The Fort Belvoir BRAC Operations Office tasked BNVP
with developing such a tool. PBS&J worked closely
with Onuma Incorporated to create a 4-dimensional
modeling tool that runs on the Google Earth™
mapping service, and allows animation of the entire
five-year construction program across Fort Belvoir.
The 4-D tool has become essential for brainstorming,
decision making, construction management and
coordination, conflict identification and resolution,
and scenario analysis.
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CMAdvisor May/June
The Onuma Planning System® (OPS) provides the
framework for the 4-D tool. Three-dimensional
building information models (BIM) with planning
data, AutoCAD® designs, and GIS layers—showing
the location of utilities, highways and other infrastructure and regional geographic features—are
combined with OPS in a single file that resides in a
Google Earth environment. The fourth dimension,
time, is added through construction schedules for
each project.
The entire 4-D model is available to all authorized
team members through a secure web portal.
Construction dates can be updated online from the
field and automatically streamed to the 4-D model
for a real-time snapshot of construction progress.
The 4-D Way
When so many projects are being planned or
built simultaneously, the potential for conflict is
significant. For instance, early detection with 4-D
modeling revealed a potentially serious conflict
between two separate construction projects. The
The U.S. Army Corps of Engineers, North Atlantic Division,
is currently managing construction of a number of notable
projects at Fort Belvoir including:
Using the 4-D model, the Corps of Engineers
project teams were able to alter the sequencing
of the projects and develop workable construction
schedules. The alignment of the force main was
altered so that it remained in the established
easement but would not conflict with the child
development center
Even better, this was done before release of
the Request for Proposals (RFPs) for each
respective project.
National Geospatial-Intelligence Agency (NGA) Campus East
National Geospatial Intelligence Agency (NGA) Campus East
as of January, 2010.
PHOTO CREDIT: MARC BARNES, U.S. ARMY CORPS OF ENGINEERS
Baltimore District is managing the $1.7 billion NGA Campus East (NCE) project—a 2.4
million-square-foot facility which will consolidate 8,500 personnel from various sites,
to a single campus. The Integrated Design-Bid-Build contract was awarded to Clark/
Balfour Beatty, Joint Venture, and the project is scheduled for completion in fall 2011.
Enhanced Communication
Department of Defense (DoD) Office Complex at Mark Center
The size and complexity of construction issues on a
compressed schedule presents even more challenges.
A forum called the Planning Integration Board was
created to resolve ongoing issues related to BRAC,
coordination of garrison projects, and identification
of potential schedule impacts. This forum meets
every other week to consider actions items prepared
and presented jointly by BNVP and the BIO.
New York District is managing the $1.08 billion DoD Office Complex project—a 1.75
million-square-foot facility located in the Mark Center business park in Alexandria, Va.
The complex will relocate 6,400 DoD employees from leased locations throughout
the National Capital Region. The Design-Build contract was awarded to Duke Realty,
the developer, with Clark Construction as the general contractor, and the project is
scheduled for completion in fall 2011.
Fort Belvoir Community Hospital (FBCH)
The forum’s regular attendees also include
representatives from the Assistant Chief of
Staff for Installation Management, Fort Belvoir
directorates, and incoming agencies, as well as
representatives from local Fairfax County and
Virginia Department of Transportation offices.
Norfolk District is managing the $807 million Fort Belvoir Community Hospital
project—a 1.3 million-square-foot facility which includes four clinic buildings and a
120-bed inpatient building. The hospital will replace the DeWitt Army Community
Hospital, also at Fort Belvoir. In addition, FBCH will accommodate about one third
of the patients and staff from Walter Reed Army Medical Center. The Integrated
Design-Bid-Build contract was awarded to Turner/Gilbane, Joint Venture, and the
project is scheduled for completion in spring 2011.
Additionally, BNVP hosts several Microsoft®
SharePoint® sites for web-based communication
and collaborative information-sharing among
forum members along with more than 600 users
from all projects.
Mike Rogers (left), USACE Baltimore District program manager
for the NGA, and Brigadier General Peter DeLuca, commander of
the USACE North Atlantic Division, look over the NGA site map.
PHOTO CREDIT: MARC BARNES, U.S. ARMY CORPS OF ENGINEERS
Global Impact
When the Fort Belvoir expansion is completed in
September 2011, it will have solidified the already
strong foundation and reputation in the Department
of Defense as being a center for today’s intelligence,
administration, and logistics workforce with a
global impact.
Baltimore District is managing the $38.5 million MDA Headquarters project—a
99,000 square-foot facility which will include MDA’s Headquarters Command Center
(HQCC), and office space for around 300 personnel. The Design-Build contract was
awarded to Foulger-Pratt, and the project is scheduled for completion in fall 2010.
Construction photo gallery
To date, program construction is on schedule to
meet the BRAC deadline, all made possible by
the expertise, collaboration and dedication of the
men and women who are making the Fort Belvoir
transformation a reality.
Editor’s Note: For more information about
the Fort Belvoir 2005 BRAC projects, visit
www.belvoirnewvision.com or call 703-805-2019.
Missile Defense Agency (MDA) Headquarters
Department of Defense Office Complex at Mark Center
as of January, 2010.
PHOTO CREDIT: MARC BARNES, U.S. ARMY CORPS OF ENGINEERS
CMAdvisor May/June
Visualizing Progress
140 Projects, Five Years
Corps of Engineers had plans to build a new child
development center at Fort Belvoir at the same
time that Fairfax County planned to install a sewer
force main at roughly the same location.
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services for infrastructure, utilities, transportation,
security and force protection, and environmental
sustainability are being provided, including
coordination and negotiations with private sector
utility providers and numerous governmental
regulating agencies.
S PEC IAL A DV E RTI S I N G S U P P L E M E NT
Key Highway Project
Takes A “New Road”
Teamwork Delivers $100 Million Virginia
Interstate Highway Improvement
“Keep Virginia Moving” is the motto of the state’s Department
of Transportation. A three-year, $100 million project to make
major improvements to Interstate 64 has promoted that goal
by improving highway safety and streamlining daily travel
for some 100,000 motorists. In the process, the project team
trimmed more than two months from the schedule and saved
enough money to finance additional valuable enhancements.
The secrets? Collaboration, communication and teamwork.
SP E C I A L A DVE RTI SI NG SU P P L E ME NT
The recently completed I-64 Battlefield Boulevard Interchange
Reconstruction was critical to moving commuter and vacation
travelers through a congested part of Virginia and linking the
state’s interior with its popular Atlantic beaches.
An active public relations and awareness campaign was also
critical, given the traffic density and the centrality of these
roads to citizens’ daily functions. The team included PR firm
Seventh Point, based in nearby Virginia Beach.
Despite its complexity, the project was completed 71 days ahead
of schedule, on budget and with no delay claims. Moreover, cost
savings realized during the project enabled Virginia DOT to add
several key enhancements, while remaining sensitive to the
state’s challenging fiscal situation.
For Thomas L. Partridge, president of general contractor E. V.
Williams, Inc., one of the most striking aspects of the project
was the absence of the usual public turmoil. “The normal
inflammatory e-mails, phone calls and bad press were for
all practical purposes absent with each traffic switch, lane
closure and detour,” Partridge says.
According to designers Kimley-Horn and Associates, who were
also an instrumental part of the construction phase services,
“model project” and “exemplary” are accurate descriptions of
the outcome. The biggest factor contributing to this success,
says Design Project Manager William F. Mackey, Jr., PE, was the
way McDonough Bolyard Peck created “an environment from
the outset that allowed for the design engineer, owner and
contractor to collaborate as a collective group instead of acting
in each individual’s best interest.”
Impressive Complexity
The $100 million project included the expansion of Interstate
64 from six lanes to 14; four new Interstate bridges; demolition
and replacement of the existing Battlefield Boulevard bridge over
I-64, and widening the replacement bridge from four to six lanes,
along with retaining walls, a sound barrier wall, and a fiber optic
traffic management system (TMS) throughout the project area.
In the process, the project team had to keep more than 100,000
vehicles per day moving through the site. The finished project
also eliminates a “weave” on the old interstate, created by
having entry and exit ramps only about a half-mile apart.
Faced with all of these challenges, the McDonough Bolyard
Peck construction management team “reduced the complexity
through innovation and creativity,” says Mark E. Cacamis, PE,
CPC, district construction engineer for VDOT. “By sequencing
construction based on cost, schedule and safety, the team
eliminated most of the traffic shifts in the original traffic
management plan,” he adds. “It would take too long to list
all the good decisions made day in and day out over the
three-year duration of the project.”
“At times the quiet was disconcerting, and then I realized in
each case it was because MBP had anticipated the potential
problem and either minimized the effect or prepared all the
stakeholders for the outcome,” he adds.
Innovation Saves Time and Money
Among the project team’s important innovations on this
complex project were:
• Phasing of construction enabled the contractor to mobilize a
portable concrete crushing plant on site to recycle concrete
from the demolition of the existing highway for use as
aggregate in the base for the new lanes. This “green” strategy
eliminated nearly 40,000 tons of debris that would have been
hauled to landfills, as well as the 6,000 or so truck trips this
would have required.
• The team developed plans to better utilize the existing rightof-way and reconfigure the space to facilitate a permanent
solution to the congestion at the adjacent interchange of
I-64 and I-464. “This cost effective solution has permanently
improved traffic flow, a solution that will permanently
reduce incidents and mitigate congestion,” says Cacamis.
• The project also relied on a computerized documentation
control system jointly developed by MBP and VDOT in 2005.
“The project team learned early that success was most achievable
by collectively understanding the risks and working together to
eliminate or minimize those risks,” says Mike Prezioso, PE, CCM,
senior vice president of MBP.
“The results,” he concludes, “speak for themselves.”
Seamless Collaboration, Start to Finish
One key to the project’s success was the partnering approach
the team adopted right from the start, even though the
contracts did not formally require it. The entire team came
together for a partnering workshop early in the project,
reviewing all potential risks, stakeholders’ priorities and
optimum ways of moving forward.
Kimley-Horn remained an active team member throughout
construction, facilitating quick responses to RFIs, submittals
and resolution of construction issues. The MBP Team reviewed
more than 300 submittals and 200 RFIs without a single delay
to the project.
I-64 Battlefield Boulevard Project Team
Owner: Virginia Department of Transportation
CM Firm: McDonough Bolyard Peck, Inc.
Architect/Engineer: Kimley-Horn and Associates, Inc.
General Contractor: E. V. Williams, Inc.
CM Subs/Consultants: NXL Construction Services
Greenhorne & O’Mara
Rummel, Klepper & Kahl Consulting Engineers
Seventh Point Advertising and Public Relations
GET Solutions
Other Stakeholders: Federal Highway Administration
City of Chesapeake, VA
American Concrete Pavement Association
PROFESSIONAL PRACTICE CORNER
I would like to share some “lessons learned” after
working on a massive California Health Care Facilities
Program over a three-month period. This unprecedented program utilized several unique delivery
methods, many of which are relatively experimental
in the construction industry. An appropriate analogy
for this program would be a science experiment in
which more than one variable is changed simultaneously. The conclusions drawn from this “experiment”
can apply to future construction programs.
The California Health Care Facilities Program resulted
from a 2005 class-action lawsuit brought against
the state of California on behalf of inmates within
the state prison system, demanding minimum
constitutional-level health care. A federal judge found
in favor of the plaintiffs, ordering that 10,000 health
care beds and other facilities be provided at seven
existing prisons. These facilities are unique in the
sense that their focus is intended to be healthcare
with a security underlay, as opposed to a prison
facility with a healthcare underlay.
18
CMAdvisor May/June
“Not only that the program could be
designed and delivered more quickly and
efficiently, but that this approach would
generate more innovative designs and
construction methods.”
Because the compelling reason for the ruling was
the appalling mortality rate in California prisons, as
much as six unnecessary deaths per day, there is an
acute emphasis on the timeframe in which these
new facilities are to be constructed. Therefore, the
“owner” (a receiver appointed by the ruling judge)
decided to deviate from the typical project delivery
method and opt for a “Co-Opetition” among three
teams, each following the “Integrated Project
Delivery” method. The logic behind this decision
was not only that the program could be designed
and delivered more quickly and efficiently, but that
this approach would generate more innovative
designs and construction methods.
Definitions and Outcomes
Integrated Project Delivery (IPD)
Definition: Integrated Project Delivery, commonly
referred to by its acronym “IPD,” refers to the
process of managing design and construction by a
unified team composed of general contractor (GC),
architect, engineers, and key subcontractors under
a single contract with the owner. It is similar to
Design-Build delivery, but expands beyond a prime/
sub relationship between the GC and architect so
that all parties share risk and reward commensurate
with their expertise. In this instance three teams
were selected, led by DPR, Hensel Phelps, and a
joint venture between Clark and McCarthy.
What Worked:
• Working within proximity to the design team. The
physical layout of the office space placed all parties
together in an open environment, where questions
of clarification were as easy as shouting out to
an architect across the table, “Hey Joe, which
rooms of the patient treatment area need to have
radiation shielding.” This cut through the red-tape
of submitting RFIs.
• Relationships with team members. More so than
a traditional project, stronger relationships were
formed by seeing other members of the IPD team
face-to-face every day.
• Lack of documentation. Often the informality of quick
questions and impromptu meetings didn’t lead to any follow
up so that the rest of the IPD team was aware of the decision.
There was often a time-consuming process required to track
a decision back to its source and verify that a decision was
made by someone with the appropriate authority.
• Lack of internal analysis. A system for raising concerns
should have been in place from the beginning so that team
members didn’t feel they had to wait for a formal review of
the process by a top manager. One architect says it perfectly
in his own critical analysis: “Every team member should
feel empowered to pull the cord and stop the train if they
can see it’s off the track.”
Co-Opetition
Definition: The term “Co-Opetition” may be unique to this
program and refers to the three independent IPD teams
working in the same physical space toward the common
goal of providing their own design and delivery vision for
the program. The “co-op” portion of the word reflects how
all three teams ultimately had to work together to arrive at a
single prototype design for a corrective medical facility which
would be applied to seven different sites. The “-tition” portion
of the word means the teams are also engaged in a competition
for their design elements to “win” and be carried forward, and
to “win” their desired project site.
It is worth noting that “Co-Opetition” was the general
philosophy from July through the month of November, at
which point the three IPD teams essentially combined into
a single, “cream of the crop” team that all worked together
rather than independently in the design process. It would
be accurate to say that after November the “Co-Opetition”
ceased and the “Co-Operation” began.
What Worked:
• Sharing of methods and resources. The open nature of
the work environment meant that each team really didn’t
keep “secrets” from the others. Sketches and print-outs of
computer generated models were posted openly on the
wall, and other teams were welcome to walk by and see the
methods used by their “competition.” As the teams merged
later in the process, resources between no less than 10
architectural firms, four general contracting firms, and
various subcontractors were shared in order to achieve the
tight deadlines that otherwise might not have been feasible.
• Creative optimization. This was the original intent of having
competing teams work concurrently on the same design
problem. For example, one design team might come up with
a creative method of bringing natural light into the housing
cluster space, and another team might come up with a layout
that allows for direct supervision of prisoners from all angles.
Within the “Co-Opetition” there was no need to sacrifice either
of these unique ideas, since the owner would pick and choose
the best ideas as the design progressed.
““Co-Opetition” was the general philosophy from
July through the month of November, at which
point the three IPD teams essentially combined
into a single, “cream of the crop” team that all
worked together rather than independently.”
What Didn’t Work:
• Co-Opetition intent stifled by imposed guidelines. This was
ultimately the core problem that led to the three teams
merging into one. A group of representatives from the
owner’s side (security consultants, health care consultants,
nurses, etc.) would sit down with each team and give
mandatory design direction. As these design directions
became more focused and specific, they led all three teams
closer to the same design solution, defeating the intent
of the Co-Opetition. One example was their directive that
an officer in the housing clusters must be able to see all
angles of the space from any location (the owner group’s
interpretation of the phrase “direct supervision”). This
single decision ruled out all previous design layouts in the
shape of an “L,” radial spokes, and other promising ideas,
CMAdvisor May/June
By Alan Plummer, CUMMING
What Didn’t Work:
• Lack of communication hub. While there was a team leader
for each IPD team, no one individual was identified as a
single point of contact for all communications. Without a
clearly defined team leader, critical pieces of information
often fell through the cracks. Comments such as “did you
get the latest drawings for the housing support” were as
common as “no, I wasn’t copied on that email.” At best this
meant wasting valuable time, at worst it meant basing
several days of work on outdated information.
19
California Health Care Facilities Program—
The Experiment
PROFESSIONAL PRACTICE CORNER
Lean Construction
Definition: Lean Construction refers to the effort to improve
the efficiency of the construction industry, for both time and
material resources. Some examples of “going lean” include
document management systems with less red tape (such as
the A3 system described below), material delivery systems
that rely on automated warehouses to compile delivery kits
and only deliver when ordered by the foreman (“Just-In-Time
delivery”), and “Pull-Planning,” a scheduling method which
works from the completion date of the project backwards
and thus challenges the traditional “critical path method.”
20
CMAdvisor May/June
What Worked:
• Good intentions. In principle, the philosophy of lean
construction is something that the industry will have to face
soon. Compared with the evolution of the manufacturing
industry, construction has indeed lagged behind in its degree
of automation and improved efficiency.
What Didn’t Work:
• More concern with terminology than results. Lean terms
were thrown around the job constantly throughout this
project. Training sessions were constantly being scheduled
to discuss issues as simple as new vocabulary. Terms like
“pull planning” were used with such reverence that people
rarely took the time to question whether or not they were
more effective than the traditional method. Much of this
came about from a steep learning curve from those not
familiar with Lean Construction.
• Acceptance was not universal. On a team project, the value
of “Lean” is only realized if all parties accept the philosophy,
starting with the leadership. Perhaps if lean construction
becomes more universal and no longer involves such a
staggering amount of training and rework, it will become
a more accepted standard in the construction industry.
Expertise. Technology. Results.
Baltimore Boston Richmond Houston
San Antonio Salt Lake City Honolulu
www.MOCASystems.com
Alan Plummer is a senior cost manager with CUMMING.
A degreed construction manager and LEED accredited
professional, Alan focuses on the healthcare and hospitality
sectors nationwide. He serves as one of Cumming’s lead BIM
and sustainability specialists, and is currently involved with
projects utilizing Integrated Project Delivery systems. He can
be reached at aplummer@ccorpusa.com.
COMPREHENSIVE CONSTRUCTION MANAGEMENT SERVICES
Program Management - Constructibility Review - Construction Inspection
Cost Estimating - Commissioning - CPM Scheduling - Risk Management - Training
WWW.MBPCE.COM
800-898-9088
CMAdvisor May/June
• Lack of leadership when teams merged. Once the three
teams merged into one there was no obvious leader. Thus
design teams would still argue over whose ideas to use, and
there was no independent leader to make this decision. Until
early December, while technically one team, the three teams
continued to work independently under their own leadership.
This was a clear case where a member of the owner group
could have taken the reins of the three IPD teams to bring
them together rather than assume they would all be able
to do this on their own and without an appointed leader.
• Tools were used before they were understood. The A3
concept is a perfect example. An A3 report is a means of
communicating proposals and conveying information on a
singe sheet of paper in a more streamlined and easy-to-grasp
method than traditional RFIs or reports. The Toyota Motor
Company model was used as a point of reference for how
this process could be applied. However, since only a small
group of people interested in the A3 method convinced the
owner to make this process universal for everyone, it was
not fully embraced by all team members. The result was
that traditional tools which were well understood (RFIs
for example) were simply crammed into the A3 layout,
not only defeating the purpose, but also creating twice
the paperwork and red tape. A simple question would be
met with the challenge, “Did you write an A3 on that?”
which in turn would be met with a grumble. The end
result was a tail that ended up wagging the dog.
21
and ultimately floor plans from all three teams looked
very similar. By the time it was decided that this directive
could be relaxed, it was too late to explore some of the
earlier designs that showed more potential for cost
savings and functionality.
LEGAL CORNER
A question has often arisen as to whether or not
Construction Managers need to be licensed under
the Contractors License Law. The question was
partially answered in the case of The Fifth Day LLC
v. Bolotin 72 Cal.App.4th 939. The owner of certain
real property entered into an agreement with The
Fifth Day LLC on May 5, 2003, which was entitled
“Development Management Agreement for the
Construction of the Campus at CIC” (the DMA).
The owner was referred to as the Owner and the
plaintiff Construction Manager was referred to
as the “Development Manager.”
The DMA provided that the owner wished to
undertake the development of the property. To do so,
the owner desired to have “Professional Development
and Construction Management Services” to assist
the owner. The DMA further stated that the plaintiff
Construction Manager (CM) was experienced in
industrial real estate development and construction
project management and was willing to provide
the owner with those services. The CM was to be
paid a fixed development fee of $100,000 as a nonrefundable advance against a project incentive fee of
34 percent of the profit from the sales of the building.
The DMA provided that the CM was to perform
duties as the owner would direct including:
• identify critical and high priority matters and
promptly reporting them to the owner;
22
CMAdvisor May/June
• provide advice or opinion with respect to the
development of an overall strategic plan for the
management and administration of the project;
• coordinate and direct the activities of the design
professionals hired by the CM;
• obtain building and special permits;
• provide advice or opinions with respect to
budgeting for the project;
• provide opinions or advice on administrative
and management matters that relate to the
coordination of work among and between the
contractors, subcontractors, disbursement
agent, owner and design professionals;
• assist the general contractor in developing
bidders’ interest in the project;
• establish bidding schedules;
• assist the owner in preparing construction
contract document packages;
• assist the general contractor and the subcontractor
bidding process to insure that the general contractor performs its duties with respect to bids
from subcontractors and material suppliers;
• receive and review required certificates of insurance from the design professionals and contractors.
Further, the CM warranted and represented that it
was experienced, competent and qualified to perform
this work; that it had and would maintain sufficient
facilities, expertise, staff, assets and resources to
perform its duties; that it held and would hold all
licenses, permits or other certifications necessary to
perform its duties; and the owner would have full
knowledge and involvement in the project.
The owner entered into a separate agreement
with a contractor to construct buildings on the
property. The CM was designated in the contractor
agreement as the owner’s representative. The CM
performed the services required of it under the DMA
and the project was completed and certificate of
occupancies were issued.
The CM sued for the fees that it was due under
the contract in the amount of approximately $1.8
million. The CM sued for breach of contract and
common counts for money had and received and
for services rendered. The trial court sustained a
Demurrer to the Complaint with leave to amend on
the ground that the CM had failed to allege that it
was a licensed contractor and was therefore barred
from bringing suit by Section 7031 of the Business
and Professions Code. The CM filed a First Amended
Complaint that omitted the common count for
services rendered and recast the CM’s cause of
action for breach of contract to allege a breach
of the “Partnership Agreement” and sought
additional remedies of rescission and restitution.
The Appellate Court reversed the decision of the trial court in a
two to one decision. The court stated that the central question
on appeal was whether an entity that provides “construction
management services” to a private owner developing commercial
real property is required to be licensed under the Contractors
State License law. The court notes that the license law itself
does not identify Construction Managers as entities requiring
licensure. The court notes that the word “contractor” is a term
synonymous with “builder” according to Section 7026 of the
Business and Professions Code and is required to hold one of three
categories of contractors licenses: General Engineering Contractor,
General Building Contractor, or Specialty Subcontractor.
Section 7026 defines a contractor as any person who undertakes
to or offers to undertake to or purports to have the capacity to
undertake to or submits a bid to or does himself or by or through
others construct, alter or repair, add to, subtract from, move,
wreck or demolish any building, highway, road, parking facility,
railroad, excavation or other structure, project, development or
improvement or any part thereof, whether or not the performance of the work involves the addition to or fabrication into
any structure project, development or improvement of any
material or article of merchandise.
The court stated that provisions of the DMA revealed that the
plaintiff was to assist the owner in coordinating the activities of
the various workers on the project to enable them to complete
their tasks in an organized and efficient manner and on time and
on budget, to maintain records such as insurance certificates, as
well as financial books and records for the project, to keep the
owner apprised of the status of the project, to be the onsite point
person to respond to issues as they arose and to generally act as
the owner’s agent with respect to the various parties connected
with the development of the project.
The court stated that the CM had no responsibility or authority
to perform any construction work on the project or to enter into
any contract or subcontract for the performance of that work.
The court stated that it was undisputed that the CM did not
contract with the owner to perform any of the activities listed
in Section 7026’s definition of a contractor. The court notes that
the owner entered into a separate construction contract with a
contractor to do the construction work and that contractor hired
all the subcontractors.
The court concluded that in no way did the DMA contemplate
that the CM was to perform any construction services or assume
the general contractor’s responsibilities under the construction
contract. The court notes that Section 7057 of the B&P Code did
not make the CM a contractor. The court concluded that the CM
did not perform services as a contractor and therefore was not
required to be licensed.
The court stated in dictum that the legislature provided that
Construction Managers on public works projects must be
licensed architects, engineers or general contractors, citing
Government Code Section 4525(e). The court stated that
because the legislature determined that licensure was required
for public works projects, it enacted a statute to that effect. The
court concluded that the fact that a similar statute applicable
to privately-owned real estate development projects was not
enacted strongly suggested that the legislature determined
that licensure of Construction Managers was not necessary in
that arena. This dictum would seem to indicate that at least
this particular appellate court believed that Construction
Managers on public works projects would have to be licensed
either as architects, engineers or general contractors.
There was a strong dissent by Justice Mosk, holding that the
Construction Management services described in the contract
were those of a contractor that would require a license. Justice
Mosk would have barred the plaintiff Construction Manager
from recovering under the provisions of Section 7031.
It is the understanding of the author that a petition for hearing
in the California Supreme Court has been filed, but has not been
ruled upon. This case may be taken by the California Supreme
Court because it raises an important issue with regard to
construction law which has not yet been addressed by the
courts in California.
Gordon Hunt is a member of the Pasadena
law firm of Hunt, Ortmann, Palffy, Nieves,
Lubka, Darling & Mah, Inc. He has been an
authority on construction law and litigation
for more than 35 years. Mr. Hunt has lectured
for many associations and groups in the
construction industry and has authored
numerous works on construction law. His
book, “California Construction Law,” of
which he is co-author, is widely read and is considered the
authoritative guide for construction firms doing business in
California. He can be reached at hunt@huntortmann.com.
CMAdvisor May/June
By Gordon Hunt, Esq.
The owner demurred again under Section 7031, contending
that the CM had to be licensed as a contractor, and the trial
court overruled the Demurrer holding that the CM had alleged
facts that, if true, avoided the Section 7031 bar. The owner
moved for Summary Judgment on the ground that Section
7031 barred the CM’s suit. The trial court granted the Motion
for Summary Judgment, concluding that the facts established
that the CM was a contractor within the meaning of Section
7026 of the Business and Professions Code, and because the
CM was unlicensed, its action was barred by Section 7031.
23
Licensing of Construction Managers
NEWS
CMAA Radio Interview: Effective Solutions
for Transportation Infrastructure Needs
New transportation legislation, the Highway Trust Fund, and
innovative construction and financing methods were some of the
topics addressed by American Association of State Highway and
Transportation Officials Executive Director John Horsley in the
latest installment of radio interviews with CMAA President and
CEO Bruce D’Agostino. Horsley has more than 20 years experience
analyzing solutions to transportation challenges in the U.S.
ASSHTO is optimistic that the House’s draft of a six-year,
$500 billion surface transportation authorization bill and
the Senate’s start at a draft ultimately will result in legislation
by the end of 2010; however, Horsley points out the critical
missing element is having enough money to fund a bill.
Declining revenues are impacting the Highway Trust Fund
as well. The first of two major problems facing the fund now,
according to Horsley, is revenue falling off due to people driving
less and a 20 percent decline in trucking traffic. “We’ve got to
restore the cash flow to the Highway Trust Fund from highway
revenue,” he says. Second is the fact that the fund spends $52
billion a year, but only takes in $40 billion in revenue.
24
The presentation was part of the rapidly expanding
collaboration between CII and CMAA under the
theme “Best Practices—Best Practitioners.” In a
reciprocal appearance, CII Director Wayne Crew, PE
and Associate Director Manual A. Garcia, PE spoke
at the CMAA Owners Forum in early May.
Representing CMAA at the PIW were President &
CEO Bruce D’Agostino, Michelle Wehrle, CCM of the
U.S. General Services Administration and Randy
Larson, PE, CCM, FCMAA, president of PBS&J
Environment, Energy & Construction.
D’Agostino provided an overview of CMAA
programs, including the CCM certification process.
He emphasized the value of the CCM in identifying
individuals best qualified to practice Construction
Management at a high professional level.
Larson notes that “CMAA has made PBS&J’s CM
practice strong and viable,” adding that the company
strongly endorses the CCM and pays employees a
cash bonus for achieving the distinction.
The CM community as a whole, he observed, needs
to “raise the bar” by creating “a practice of highly
respected PM/CM professionals.” The CCM is a key
to this, he says.
Wehrle told the PIW attendees that GSA has written
a preference for CCMs into its contract solicitations.
GSA supports both CII and CMAA and sees the
alliance between the two organizations as a big
step forward. “The whole is truly greater than the
parts,” she says.
D’Agostino—who also presented to the CII Board of
Advisors that afternoon—says the group responded
with great enthusiasm. “CII’s members include a
long list of top private and public sector owners,”
he says. “Their expanding interest in certification
bodes well for the profession, and for CMAA as the
key player in creating, promoting, teaching and
certifying the CM Standards of Practice.”
This year’s event builds on the success of the inaugural
Water Summit, which drew more than 100 participants
in Las Vegas last year.
Among the highlights of the 2010 event are panels of
top system owners and leading providers of CM/PM for
water/wastewater infrastructure. Owners represented
include the New York City Department of Environmental
Protection, the Indianapolis Department of Public Works,
the San Francisco Public Utilities Commission, and the
City of Dallas Water Utilities.
The service providers joining in the program include top
executives from CDM, CH2M HILL, Black & Veatch, HNTB
Corporation, Jacobs and AECOM Water.
Harlan Kelly, Jr., head of the Infrastructure Division of
the San Francisco PUC, and Catherine Gerali, district
manager of the Metro Wastewater Reclamation District
in greater Denver, CO are serving as honorary co-chairs,
helping to shape the program.
Robert Glennon, author of Unquenchable: America’s Water
Crisis and What To Do About It, will be keynote speaker.
Online registration is now available at the CMAA website.
Horsley considers High Occupancy Toll lanes and Design-Build
some of the most exciting innovations in road projects. HOT
lanes add capacity, but let drivers decide whether to pay the
toll or not. Design-Build may offer an effective and systematic
way to speed up construction.
“Instead of Design-Bid-Build, you turn it over early in the process
to a construction consortium, and say ‘You design it yourself, and
you build it.’ This has produced big projects fast,” he explained.
Hailing the American Recovery and Reinvestment Act as an
“unequivocal success” after one year, ASSHTO praises state
DOTs, cities, counties, and transit agencies for their impressive
accomplishments cited in a recent Congressional Budget
Office study: 1,125 bridges repaired; 21,400 miles of highways
repaved; and 7,500 buses purchased. Also noteworthy are
the 300,000—600,000 new jobs created under the highway
and transportation’s portion of the Act.
LISTEN NOW to more on the TIGER Grant
Program and economic recovery act
CMAdvisor May/June
CMAdvisor May/June
A trio of seasoned CMAA leaders took part in
the recent Performance Improvement Workshop
presented by the Construction Industry Institute,
delivering a three-part presentation that stressed
how CMAA’s Standards of Practice and CCM
certification support CII’s goal of promoting high
quality execution of capital construction projects.
CMAA’s second Water Summit, coming up in Kansas City,
MO on July 18–20, is now open for online registration.
25
Spreading the CMAA Message to CII Members
“As states face the reality of what it’s going to take to generate
the money, I think more state legislators will authorize
innovation and open the door to new financing tools, such
as public-private ventures, toll lanes, HOT lanes, Design-Build
construction techniques,” Horsley says. “I think necessity is
the mother of invention.”
Online Registration Open for Water Summit
NEWS
Or come home from a conference to realize the
details of some presentations have gotten a little
vague? Those common conference experiences
will be part of the past once CMAA rolls out its new
Live Learning Center at the National Conference &
Trade Show in October.
Through the LLC, every conference attendee
will have convenient, unlimited access to the
full content of all presentations. This dramatic
enhancement amounts to tripling the value of
the conference!
Among the highlights of the Live Learning Center,
every presentation—nearly 40 in all—will be
accessible online in the form of complete slide
presentations with fully synchronized, high quality
audio. The LLC interface will provide a “notes”
pane for personal notations…and the slides
won’t advance until you’re ready!
Beginning with the 2010 Water Summit in Kansas
City, prospective speakers have used the LLC to
submit their session proposals online. This has
not only streamlined the review and approval
process but also enabled CMAA to move content
like session descriptions directly from approved
proposals into conference brochures, the
website, and the LLC planning functions.
To offset the cost of this major enhancement,
CMAA will eliminate the difference in
registration fees between the first registrant
from a member company and subsequent
registrants. No other registration fees
will change.
CMAA members who do not attend the
Conference will still have the opportunity
to purchase the complete slides/audio
programs at a fee to be determined.
Click here to view the Call for Proposals
for San Diego.
It also will be easy to view or download session
handouts, web URLs and other multimedia content.
The value of the LLC actually starts well before
the Conference. Attendees will be able to:
• Search presentations by topic, speaker,
or keyword;
• View session descriptions and speaker
information;
26
CMAdvisor May/June
• Download presentation times and locations
to their desktop calendars or personal
digital devices;
• Compile an individual calendar for the
entire Conference.
“We always try to put a top-quality presentation
in every time slot at every conference,” says CMAA
President & CEO Bruce D’Agostino, CAE, FCMAA.
“As a result, attendees have often had to worry that
they were missing something important, even if the
session they were attending was excellent. Now,
that concern is no more. In effect, beginning with
this year’s National Conference, CMAA will deliver
three times as much content for every attendee.”
Good-bye—At Last—To a June Tradition at CMAA
Ah, June! Time to think of graduations, weddings, Father’s Day…and mountains of three-ring binders.
FedEx and UPS drivers have come to dread the day that Project Achievement Award submissions are due
at CMAA. First, because there have been as many as 150 of them recently and second, because they all
arrive the same day (otherwise known as the last possible moment!)
Implementing the new Live Learning Center for the National Conference & Trade Show brought the
opportunity to move the awards submission and judging processes online as well. Submitters will now
provide a single PDF file, including all the usual tabs, photos and attachments that go into an award
application. But they won’t have to print, collate, hole-punch, assemble and ship their entries.
Nor will the judges have to wade through stacks of binders, pass them around, and jump back and forth
to make comparisons among projects.
The entire process will now be handled online. As a bonus, the LLC will enable CMAA to create a permanent,
searchable archive of award submissions.
Project Achievement Awards submissions are due by midnight, June 25.
His corporate biography says that, “Stan
is intent on making a profound difference
in the world—before he is forcibly removed
from it.”
Stan Slap, corporate strategist, consultant
and author, credits his “hoodlum neurons” for
the success he has had in helping companies
reach new levels of success. He’ll share his
approach to revolutionizing organizational
performance as keynote speaker at CMAA’s National Conference
& Trade Show in San Diego in October.
Slap’s book, Bury My Heart in Conference Room B: What
Truly Drives the Most Passionate Managers, will be published
in late summer by HarperCollins.
LEED® Green Associate Training at
National Conference
LEED Green Associate is the first step in the career pathway
of a LEED Professional. To earn it, a candidate must demonstrate
an aptitude for sustainable building design, construction and
operations for new construction and major renovations.
CMAA will present a full-day LEED Green Associate Exam
Prep Course as a pre-conference workshop at the National
Conference. The course will take place Saturday, October 2,
the day before the San Diego conference starts, at the
Manchester Grand Hyatt.
Watch for additional details on the CMAA website.
CMAdvisor May/June
Ever look over a grid of breakout sessions at a
CMAA conference and wish you could be in two
or three places at the same time?
Stan Slap, Expert on “Ferocious Support,”
Will Keynote in San Diego
27
“Live Learning Center” Will Triple Value of National Conference!
CMAA Foundation Chair Discusses Current
Initiatives, Ways to Support, and More
Thank You, Foundation Donors!
Updates Underway for CCM Exams
Congratulations to Our Newest CCMs
Visionary: $5,000 per year
Hill International
On the heels of a reception at the Owners Forum in Atlanta that
raised more than $6,000 for the CMAA Foundation, Foundation
Chair Christine Keville, FCMAA, is sharing her excitement about
the Foundation’s current activities, from the innovative tools
to recruit young CM talent to the profession and expansion of
the committee structure to the flexible array of giving options
and the goal of getting all members involved. The following
highlights come from a recent interview with Christine.
Arcadis/PinnacleOne
Hoar Program Management
CH2M Hill
Joe McAtee, FCMAA
Rostam Akhtarkhavari
Kugan and Associates
San Diego, CA
Don O’Neil
ARCADIS U.S., Inc.
Los Angeles, CA
Keville Enterprises, Inc.
Michael J. Baker, Jr., Inc.
Parsons Brinckerhoff
Parsons
Jonathan Bailey
Faithful+Gould
Nashville, TN
Juan Penaherrera
DACM Project Management
North Hollywood, CA
PBS&J
PSOMAS
With a new edition of the CM Standards of Practice gaining
ever-wider circulation in the industry, the Construction Manager
Certification Institute Board of Governors has been busy
creating new test items for the two new forms of the exam.
Working with CCM Subject Matter Experts (SMEs), the BOG
has produced 38 new questions pertaining to the new sections
of the 2010 Standards of Practice: BIM, Sustainability, Risk and
Program Management.
Timothy Barry
Gencom Group
Miami, FL
Olusegun Kikiedaolu
Phillips-Alonge
TBI & Associates
Los Angeles, CA
Ken Rice
URS
Donald Russell, FCMAA, CCM
SGI Construction Management
“Substantial gifts are wonderful, but not required. Any donation
amount, large or small, is deeply appreciated,” Keville explained.
“If all members of CMAA were to give a $10 donation per year
for three years, then we would surpass our capital campaign
goal. This is definitely a very achievable goal, and we are striving
for 100 percent participation from membership.”
Champion: $2,000 per year
STV
HNTB, Inc.
Urban Engineers, Inc.
Aside from making a direct contribution to the endowment fund,
there are numerous ways to support the Foundation’s efforts.
Some creative ways to get involved include: becoming a sponsor
at the two annual events; donating proceeds from an authored
book; serving on a committee; speaking to students about the
rewards of a career in CM; funding a scholarship; contributing to
an unrestricted gift or research project; or making a planned gift.
CMAA South Central
Texas Chapter
“Any type of contribution will make a positive impact on the
Foundation,” she continued. “We look forward to you joining our
forces. Together we can accomplish great things for our industry.”
LISTEN NOW to full interview
CMAdvisor May/June
Christopher Reseigh, FCMAA
Chuck Kluenker, FCMAA
CMAA New England
Regional Chapter
McDonough Bolyard Peck
Summit Associates
Vanir Construction
Management, Inc.
Bond Brothers, Inc.
C&S Design
CMAA NY/NJ Chapter
CMAA Mid-Atlantic Chapter
DeMatteis International
Group
Dick Corporation
Leader: $1,000 per year
GREYHAWK
Mansour Aliabadi,
FCMAA, CCM
HDR
APSI Construction
Management
James Mitchell, CCM
Brookwood Program
Management
Project Mediation
Jacobs Engineering Group
D.J. Mason, P.E.
CMAA Chicago Chapter
Quintessential LLC
CMAA San Diego Chapter
RK&K
CMAA Southern
California Chapter
Rockmore Contracting
Corporation
Fred Kreitzberg, P.E. of the
Kreitzberg Family Foundation
Swinerton Management
& Consulting
Hazen & Sawyer
Bob Fraga, AIA, FCMAA, is greeted by “Southern Belles”
at the Foundation’s “Old South” reception in Atlanta.
Mentor: $500 per year
The new forms of the exam underwent a cut score study
program at the Owners Forum in Atlanta in May. Ten CCM
volunteers took the two new forms of the exam in order
to calculate the cut scores, a key step in determining the
eventual “passing” grade for the exams.
Once the data is analyzed, the exams will be imported into
CMCI’s database and will be administered to new testing
candidates beginning in July. “None of the information in
the SOP has been removed, simply adds to,” notes CMCI BOG
Chair Roy Beeson. “We look forward to offering an exam that
covers the updated industry results from the 2010 SOP Survey,
and we thank everyone who helped make this happen!”
In a related initiative, CMCI conducted a job analysis survey
early in 2010 to update the foundation of its certification
program. The summary of the data was performed by Lynn
Webb, Ed.D., although the study and the survey were designed
and conducted in-house by CMCI.
Updating the test blueprint based on a job analysis study is
called for in the joint standards of AERA, APA, and NCME (1999)
in Standard 14.10. The standards explain that the validity
evidence for test content should include a description of
the job characteristics that are to be sampled, including the
relative frequency, importance, or criticality of the tasks.
Other popular standards in certification and licensure testing,
such as the ones delineated for accreditation by the Institute for
Credentialing Excellence (formerly the National Commission for
Certifying Agencies) or the American National Standards Institute
(ANSI), similarly cite job analyses as a necessary foundation for
testing programs. The job analysis results are used to update
the test blueprint, ensuring that the certification examination
reflects the current practice of construction managers.
Angela Borbon
Tishman Construction
Corporation
Washington, DC
Aladdin Daouk
California Department
of Transport
San Bernardino, CA
Samuel Price
Management Engineering
Corporation
Pittsburgh, PA
Bruce Rich
Parsons Brinckerhoff
Sacramento, CA
Allen Daytner
Daytner Construction Group
Mt. Airy, MD
John Schindler
JPS Consulting, Inc.
Costa Mesa, CA
Charles Demming
Heery International, Inc.
Seattle, WA
Robert Toomy
Toomy Construction
Consulting
Auburn, KY
Sean Farragher
Los Angeles Unified
School District
Los Angeles, CA
Anthony Vargas
Vargas Construction Co., Inc.
Pryor, OK
Randy Hunter
Kennedy/Jenks Consultants
Irvine, CA
Gregory Lee Waters
Pinnacle CM, Inc.
Mammoth Lakes, CA
Kevin Letch
Polk County Board of
County Commissioners
Bartow, FL
Richard Wegele
ARCADIS U.S., Inc.
Tempe, AZ
Edwin Lopacki, Jr.
General Services
Administration
Washington, DC
Kirk McGough
Mark G. Anderson
Consultants
Kirkland, WA
Robert Wurdock
Hammond Construction
Canton, OH
CMAdvisor May/June
The Foundation’s long-running capital campaign, “Construction
Managers Building for the Future,” has built up more than
$325,000 in contributions toward its $500,000 goal.
28
CERTIFICATION
29
FOUNDATION
ROUNDUP
Jacobs Receives Three-Year
DuPont Contract
The Bossardt Corporation will serve as Construction
Manager on the renovation of the Williston Center,
a community fitness and recreation facility in
Minnetonka, MN. The $4 million, multi-phase project
will include major improvements to the entrance,
locker rooms, swimming pool, and fitness areas, and
an addition to the existing pool building for children’s
activities. Construction will begin in June 2010.
Jacobs Engineering Group Inc., has been awarded
a three-year MSA contract to provide engineering,
procurement, and CM services for DuPont operations
in Europe, Asia, and North America. Additionally,
Jacobs will provide front end engineering and design
services at various DuPont project sites throughout
North America.
Faithful+Gould Names New North
American PPP Consulting Service Lead
Faithful+Gould has named Ryan Brady as its new
North American public-private partnership consulting
service lead, responsible for business development,
client management, and technical advisory services
relating to project management and construction
monitoring. Prior to his new role, Brady served as
Faithful+Gould’s technical advisor to both public
and private clients on U.S. and Canada PPP projects.
30
CMAdvisor May/June
MBP Team Awarded GSA
Mid-Atlantic Contract
McDonough Bolyard Peck, Inc., will provide
Construction Management services for the U.S.
General Services Administration’s Hoffman Federal
Courthouse in Norfolk, VA, under the terms of a
$25 million IDIQ contract. The project, funded by
the American Recovery and Reinvestment Act,
will include an energy bundle/boiler replacement,
variable frequency drive installation, and air handler
unit replacement.
“We are thrilled to have been selected by GSA for this
project,” MBP Vice President and Regional Manager
James T.V.L. Peck, PE, CCM, says. “We consider it a
major accomplishment of the team and a reflection
of the quality work we have provided thus far in our
other ongoing projects with GSA in various regions.”
“We are pleased to extend our excellent working
relationship with DuPont and continue providing
long-term services to them,” Jacobs Executive
Vice President Tom Hammond stated. “DuPont
is a market leader, and Jacobs is committed to
delivering the highest level of service and value
to help them maintain that position.”
Tishman Restoration of FDA
Headquarters Achieves LEED®
Gold Certification
The U.S. General Services Administration’s Food and
Drug Administration Building 1 in Silver Spring, MD,
restored and renovated by Tishman Construction
Corporation in a joint construction management
venture with Heery International, has been awarded
LEED® gold certification.
Transforming the historic Naval Ordnance Building
built in 1946 into the Office of the Commissioner
for the FDA to serve as a gateway to the FDA’s new
headquarters campus involved completely gutting
the four-story, 102,000-square-foot building and
stripping everything to structural steel. Tishman
was involved in gaining additional LEED credits for
bicycle storage and changing rooms, fuel-efficient
vehicles, reduced water usage, and increased use
of recycled content and certified wood.
Vanir Promotes Kuprenas
to VP, Southern California
Regional Manager
Vanir Construction Management, Inc.,
has promoted John Kuprenas, LEED AP,
PE, CCM, to vice president, regional
manager for the Southern California
region. A 25-year veteran of construction
engineering and management, Kuprenas
originally joined Vanir in 1988 as a
field engineer and has also served as
senior project manager for several large
signature programs within Southern
California. In his new position, he
will oversee all project operations,
business development, marketing, and
administration in Southern California.
Gilbane Picked for New
University of North Florida
Wellness Facility
Gilbane will oversee Construction
Management services for the University
of North Florida’s new $28 million
Student Wellness & Sports Education
Center in Jacksonville, FL. With a
LEED® silver sustainability goal, the
116,000-square-foot, multi-story facility
will feature a fitness center, indoor
running track, specialty exercise studios,
three court multipurpose gymnasium,
roof top plaza, inside and outside rock
climbing walls, classrooms, departmental
offices, and retail space. Construction will
start in October 2010, with an overall
completion expected by December 2011.
Parsons Selected by GSA for
Construction Management on
Sustainable Energy Projects
Parsons has been selected by the GSA
to provide CM services for a variety
of sustainable energy projects for
23 federal buildings located throughout
the Washington, D.C. metropolitan area.
This energy improvement program makes
significant progress toward achieving
President Obama’s mandate for the
implementation of high-performance,
sustainable federal building design, construction, operations, and maintenance.
Parsons’ services will include oversight
of high-performance roofing systems,
solar-energy solutions, high-efficiency
equipment and lighting upgrades, and
installation of control systems to optimize
building performance, reduce energy
consumption, and promote the long-term
viability of GSA’s portfolio properties.
The program, funded by the American
Recovery and Reinvestment Act, involves
managing 10 design-build contracts
covering 23 occupied facilities, including
secure buildings with security clearance
requirements. Design and construction
will progress concurrently across
multiple projects with the majority
of construction occurring after normal
working hours.
KCI Headquarters Earns LEED®
Gold Certification
KCI’s new 120,000-square-foot headquarters building in
Sparks, MD has earned LEED® gold certification. KCI CEO
and Chairman Terry Neimeyer, PE, required that the building
incorporate LEED certification as a condition of the lease.
Two of the construction practices used to achieve this
second-highest benchmark for green building include
recycled elements throughout the structure and diverting
more than 75 percent of building debris away from local
landfills for production into recycled materials.
KCI engineers and LEED specialists designed the building
according to green standards, with a white solar reflective
roof, water-efficient landscaping, and high-performance
climate control, plumbing, and electrical systems. KCI has
occupied the new headquarters since January 2009.
CMAdvisor May/June
Bossardt Selected for Fitness
Center Renovation Project
“Tishman developed innovative, effective
ways to achieve more LEED points for
this project,” Shapour Ebadi, project
executive for the GSA, says. “Their
methods of purchasing, construction,
and documentation were performed to
LEED Gold standards, making Tishman
key to the success of this project.”
31
Member News
ROUNDUP
David Hart
32
CMAdvisor May/June
Prior to becoming MOCA
Systems vice president of
services for the Western region,
David Hart served as architect
on the successful $250 million
renovation of the Utah State
Capitol. He also founded the
Jerry Raeder
Salt Lake City-based Hart
Fisher Smith Architects firm,
specializing in the design of local public buildings
such as city halls, libraries, and academic campuses.
Jerry Raeder serves as MOCA vice president
leading national development of innovative
services for GSA programs. He is a seasoned
design and construction executive, having held
positions as vice president of the infrastructure
sector at Parsons, senior vice president at 3D/I,
vice president at Jacobs Facilities, and director
at Sverdrup Facilities.
Mid-Atlantic Chapter
Inspired by CMAA’s Owners Forum in Atlanta, the
Mid-Atlantic Chapter hosted an Owner focused
program entitled “Project Controls: The Owner’s
Perspective,” which drew a capacity crowd of 115
members, owners and guests from the local A/E/C
community. The program was very well received by
members, owners, and guests alike.
Jake Campbell, senior vice president from Envision
Consultants, Ltd., moderated the panel with four
distinguished executives from the following owner/
agencies on the panel:
• Gary Rohn—US Army Corps of Engineers (COE)
• Dennis MacBride—Southeastern Pennsylvania
Transportation Authority (SEPTA)
• Bernie Patty—New Jersey Transit (NJT)
• Mike Venuto—Delaware River Port
Authority (DRPA)
The panel discussion was immediately followed
by Joel Koppelman, founder of Primavera Systems,
Inc., and currently senior vice president and general
manager of Oracle’s Primavera Global Business
Unit since the acquisition of Primavera by Oracle
Corporation.
Gary Rohn discussed the COE’s current procedures
for managing projects at the enterprise level, and
the history of the COE’s methodology in establishing
these requirements. Dennis MacBride discussed
SEPTA’s approach to managing and controlling
projects throughout its transit system. He
participated in SEPTA’s evaluation and selection
of their current requirements, beginning in 1990.
Bernie Pattay, program manager at NJT, is currently
assigned to the critically important Portal Bridge
project. This project will replace and raise the
century-old train bridge between Kearny and
Secaucus over the Hackensack River and the current
two-track bridge will be replaced by a threetrack bridge. Mike Venuto offered a somewhat
different perspective regarding the utilization
of sophisticated project controls, from
the perspective of agency planning and
asset management activities. The DRPA
has a very aggressive capital plan and
must carefully track the status of various
initiatives, in addition to planning and
scheduling of construction projects.
Joel Koppelman, as the creator and
developer of Primavera software,
focused his remarks on how the
four participating owner/agency
panelists were currently utilizing
Primavera solutions, as well as his
vision of enhancements to and
where the software is heading in the
future for the construction industry.
The merging of Primavera’s project
controls functionality with Oracle’s
line-up of related software products
will lead to comprehensive Enterprise
Project and Portfolio Management
capabilities. This expanded capability
to effectively manage all aspects of a
project—including engineering, design,
construction, cost, schedule, safety,
quality, risk—will significantly assist
the construction industry to complete
projects on schedule and within budget.
From left to right, Jake Campbell, Envision Consultants; Bernie Pattay – NJ Transit;
Michael Venuto – Delaware River Port Authority; Dennis MacBride – SEPTA;
Gary Rohn – Army Corps of Engineers; Joel Koppelman – Oracle / Primavera; and
Chuck Romanoli, GREYHAWK, Chapter President.
Colorado State University
Student Chapter
In March, the CSU Student Chapter
members visited the Vestas Blade Manufacturing Facility in Brighton, Colorado.
They were hosted by Joseph Culkin and
his team with Nolte Associates Inc. Nolte
is performing design and agency oversight
of the manufacturing facility and its many
general contractors. Students were able
to tour each manufacturing facility after
being briefed on the site layout, work
completed, and projected work. CMAA
at CSU’s thanks go to Nolte Associates
Inc. and Vestas for hosting this rare
opportunity of insight into the construction industry. The Student Chapter’s
activities can be accessed at http://www.
cahs.colostate.edu/cmaa/index.html
Students from left to right: Sam Holland, Ben Davis, Beau Lacoutre, Brian Hale, and
Kyle Tortorelli. The student second from the right is Evan Cicchinelli.
CMAdvisor May/June
John Chubb
In an effort to expand its
national Construction
Management capabilities,
MOCA Systems has hired
three vice presidents: John
Chubb, PE, PMP, David Hart,
and Jerry Raeder. Chubb
brings 36 years of experience
managing programs for federal
government agencies with the
U.S. Army Corps of Engineers to
his new role of vice president
of services for the Mid-Atlantic
region. Before MOCA Systems,
he was chief of construction
with the USACE Baltimore
District, managing $2 billion in
annual construction contracts,
and supervising 425 engineers
and construction managers.
Chapter News
33
MOCA Systems Hires
Three Vice Presidents
ROUNDUP
PRESIDENT’S REPORT
Professional Development Calendar
Building CM On Campus
By Bruce D’Agostino, CAE, FCMAA
Let the Environment Work for You—Storm Water
and Solar Energy Benefit Green Construction
Thursday, June 17
2:00 PM to 3:00 PM, EST
CM Toolbox: Keys to Successful Projects
Session 3: The Importance of Documenting Delay
National Conference & Trade Show
October 3–5, 2010
San Diego, CA
We even have a Hokie on our headquarters staff—Sarah
Black of the Professional Development Department.
See the full schedule of CMAA webinars.
Refer a Friend to CMAA!
National Meetings
34
CMAdvisor May/June
Water Summit
July 18–20, 2010
Kansas City, MO
Leading system owners and CM/PM service
providers will explore trends and issues in
water and wastewater infrastructure, especially
as they relate to this year’s theme of “Building
Sustainable Solutions for a Scarce Resource.”
The Virginia Tech chapter has long been among our most
active. One alum, Walter Fedrowitz, CMIT, who now works for
American Infrastructure, serves as the CMIT representative
on the CMAA Board of Directors and was featured in a career
promotion video by the CMAA Foundation. Two chapter
officers attended the National Conference last October
in Orlando, and others were on hand in May when our
Owners Forum took place in Atlanta.
Do you have a colleague or client who
would benefit from CMAA membership?
Visit this link to send them a concise
message about CMAA. In the process, you’ll
be entered to win one of two valuable prizes:
• A free registration for CMAA’s National
Conference & Trade Show in San Diego.
• A free “VIP Pass” for any and all CMAA
online webinars for the rest of the year.
Every time you refer a friend, it’s another
entry, improving your chances to win.
Do it today!
Several things impressed me during my visit to Blacksburg.
Part of my day was devoted to student presentations of
ongoing technical projects. I was struck not only by the
originality and quality of their work, but also by the vigor
with which the presenters’ student peers critiqued each
presentation. Few seasoned professionals would welcome
such a grilling!
Many of these student projects benefited from the close
involvement and support of CMAA member companies, who
often provided facilities, supplies, and advice. The roster of
corporate sponsors for Construction Industry Day included
many of our members, and it was clear that these companies
viewed their support of the chapter as much more than
merely writing an occasional check. They are involved with
the students, actively helping them prepare for the transition
into the workplace.
For example, two employees of corporate sponsor WhitingTurner recently gave the chapter a presentation on the
Certified Construction Manager (CCM) program, including
the criteria for earning the CCM and a practical guide to the
application process. Other corporate sponsors have regularly
hosted the chapter on tours of major current projects.
CMAA is working to meet this challenge by crafting a clear
career path for young CMs, and conveying to newcomers
some of the exciting and growth potential the profession
offers. The CMIT program is a major part of this effort, and
we now have about 200 young professionals enrolled in
this program. Part of the CMIT process is a mentoring
relationship that links each young practitioner or student
with an experienced older pro who can answer questions,
provide guidance, and eventually shepherd the CMIT
through the certification process.
“These companies work so hard to support the
student chapter because they realize, as we all must,
that our profession faces a very challenging future.”
Becoming a CCM, though, is a culmination—a distinction
earned by a proven professional, capping a process that must
begin much earlier, during the college or university years.
CMIT is just one of the ways in which we are reaching
into the educational environment. We are working with
increasing effectiveness to persuade institutions and faculty
members to integrate our Construction Management
Standards of Practice into their curricula. We promote our
publications, such as our trailblazing books on Program
Management, for sale to faculty and students at appropriate
discounts. Virtually all of CMAA’s regional chapters have
dynamic programs supporting educational institutions
in their areas, whether those institutions have student
chapters or not.
The number of CMAA student chapters has grown to 23
from 17 in the past year, with another dozen or more in
the works. Identifying the most promising future CMs, and
delivering the support they will need to thrive, will remain
key parts of CMAA’s mission for many years to come.
CMAdvisor May/June
Thursday, June 10
2:00 PM to 3:00 PM, EST
These companies work so hard to support the student
chapter because they realize, as we all must, that our
profession faces a very challenging future in terms of
developing the kind of qualified, effective workforce
we will need.
35
In early April I had the pleasure
of visiting CMAA’s student
chapter at Virginia Tech in
Blacksburg, VA. The event was
“Construction Industry Day,”
presented by the Young Alumni
Committee of the Myers-Lawson
School of Construction. My
assignment was to brief
the students on current trends in the industry and their
professional prospects following graduation.
Webinars