CMAdvisor
Volume XXVI, No. 6
November/December 2007
The Official Publication of the Construction Management Association of America
CMAA Promotes Online Certificates
with Volume Pricing, Free Sample
CMAA’s new online certificate program aims to meet both individual
career advancement goals and enterprise-wide staff education challenges.
To encourage members to explore this
powerful new tool, CMAA has announced two new enhancements to
the program.
First, interested members can access
a substantial excerpt from “Contract
Administration,” the first online certificate module, at the CMAA website.
This excerpt provides a “taste” of the
content and format of the program,
enabling members to gauge how well
it will meet their continuing education needs.
The excerpt can be found at http://
www.cmaanet.org/onlinetaste.php.
Contents
2Chairman’s Report
3 CMAA News
9 Government Affairs
10 Professional Practice Corner
14 Company News
16Chapter News
19President’s Report
20Professional Development Calendar
“Contract Administration” is presented
by Joyce V. Dawson, CCM, of Heery
International and Chris Brasco, Esq., of
Watt, Tieder, Hoffar & Fitzgerald, LLP.
CMAA’s second initiative has been
to announce a program of volume discounts for members who want to use
the online certificate series to deliver
consistent, fundamental education
to large numbers of employees.
The basic pricing for “Contract
Administration” is $395 per registrant
through Dec. 31, 2007, and $495 each
after that.
Larger volume subscribers can take
advantage of these discounted rates:
• 25 – 50:
$300 ($400 after Jan. 1)
• 50 – 100 $250 ($350)
• 100 +
$200 ($300)
“Contract Administration” is the first
step in a major new CMAA effort to
expand its Professional Development
offerings to include self-paced online
course formats. The goal is to offer
maximum flexibility to members
in taking advantage of Professional
Development resources geared to
every stage of a career.
Early in 2008, the association will follow up the first module with an online
Construction Manager in Training
program. Seven additional certificate
modules are also in preparation.
Members can use these online certificates as a convenient way to give their
employees authoritative education
in the fundamentals of Construction
Management, based on CMAA’s Standards of Practice. Companies hiring
extensively to meet growing business
demands need to be sure all these
new or recently promoted employees
have been exposed to the same principles, knowledge and methods, based
on industry best practices.
This is the goal of CMAA’s online
certificates and CMIT programs.
For complete details or to order subscriptions to CMAA online training,
contact the Professional Development
Department.
Chairman’s Report
Chairman of the Board
William Van Wagenen, Jr, Esq., CCM
CH2MHILL
President and Chief Executive Officer
Bruce D’Agostino, CAE
Editor
John McKeon
Contributing Writers
George Gehringer
Cindy Hurt
Martha Montague
CMAA is a 25 year-old construction
industry association of more than
4,600 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.
CM Advisor, published bi­‑monthly
by the Construction Management
Association of America, reports on and
follows the industry as a service to
its members. Submission of articles,
ideas, and suggestions is appreciated
and encouraged.
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McLean, Virginia 22102-3303 USA
Phone: 703.356.2622
Fax: 703.356.6388
Email: info@cmaanet.org
Web: www.cmaanet.org
CMAA ©Copyright 2007,
ISSN 1084-75327
Reproduction or redistribution in any
form is forbidden without written
permission of the publisher.
CMAA members receive this newsletter
as a member benefit. Others are invited
to subscribe and receive six bi-monthly
issues for $49.95 (domestic) or $59.95
(international). Advertising opportunities
are available for each issue. For
subscription or advertising information,
please contact John McKeon at
jmckeon@cmaanet.org.
2
CMAdvisor
Building Globally on a Strong Foundation
William Van Wagenen, Jr., Esq., CCM
CH2MHILL
As I embark on my year as chairman
of CMAA, I believe our association has
truly reached a pivotal moment in its
history.
We have had an extended period of
strong membership growth, and we’ve
been blessed with remarkable member
involvement and enthusiasm. We have
also been fortunate in our leadership:
Those who have guided CMAA to this
point have created the moment of
opportunity that we hope to seize in
the coming year.
CMAA no longer has to choose among
worthwhile initiatives, nor fear that if
we take on a big new challenge in one
area our performance in other, longerstanding areas will decline.
Instead, we can expand into the future
with full confidence that we can
maintain and enhance all of the current
programs our members value so much.
Paramount among these offerings
is our robust and growing Professional Development effort. In the near
future, we’ll be moving our basic CM In
Training program online, and we have
introduced the first in a series of online
Certificate programs. The first half of
2008 will also see a stepped up effort
to fashion PD offerings especially for
the more senior and experienced CMs
among us.
The goal is to make CMAA the foremost
source of quality continuing professional education for every stage of a
career.
The move into online learning links naturally and powerfully with an area in
which I believe CMAA should step up its
activities during 2008. When we offer
a program online, we make it easy for
anyone in the world with an Internet
connection and a command of English
to take advantage of the opportunity.
I believe we’re going to have plenty of
takers in the international community.
It’s already clear
how much of the
world turns to
us for authoritative information
on Standards of
Practice, market
conditions and
other topics.
In the coming
year, I hope to lead CMAA toward a
more active and visible role in the
global construction industry.
We start from a position of considerable strength. We already enjoy
healthy and expanding relationships
with such organizations as the Construction Management Association of
Korea, the International Construction
Project Management Association, The
Chartered Institute of Building, and others.
Our headquarters regularly hosts visiting delegations from Europe, Japan,
China and other nations and regions.
The leaders of our profession and
industry in other countries already
recognize CMAA and want to work with
us.
We have great opportunities before
us all over the world. I want to leverage these opportunities by extending
our certification and standards to the
global marketplace and expanding our
network of international relations. And
once again, we don’t have to choose
among these opportunities. We can
maintain our current programs and
enhance them, and continue to perform at a high level here at home. And
at the same time, we can take on major
new challenges and work harder than
ever before to truly make the world our
home.
I’m looking forward to a great year. Let’s
turn our promising possibilities into
realities!
CMAA News
Record Turnout for CMAA’s 2007
National Conference & Trade Show
More than 770 people turned out for
the 2007 CMAA National Conference &
Trade Show in Chicago on October 7-9,
making the Windy City gathering the
largest the association has staged in its
25 year history.
A “First 25/Next 25” observance lent
festivity to the gathering, whose theme
was “Collaboration Creates Success.”
Among the highlights of the anniversary celebration were:
• Publication of the first CMAA Value
Report, a full-color brochure describing how the association is pursuing
its twin missions of Professional
Development and Communications.
CMAA Board of Directors
2007-2008
Attendees heard from two high-impact
keynote speakers, installed new leaders
and directors for the coming year, honored the industry’s most outstanding
achievements, explored critical topics
in nearly 40 Professional Development
sessions, toured a dynamic exhibit hall
and took part in a variety of tours and
special events.
Officers
Workforce Issues in Forefront
General Counsel: Hugh Webster, Esq.,
Webster, Chamberlain & Bean
Both in the keynotes and breakout sessions, a number of speakers explored
pressing issues related to workforce
development and meeting future needs
for qualified managers.
President & CEO: Bruce D’Agostino, CAE
Secretary-Treasurer: Gary J. Cardamone, PE
Port of Long Beach, California
Past Chair: Randy Larson, PE, CCM, PBS&J
Vice Chairs: David R. Conover, CCM,
HDR Engineering, Inc.
Raoul D. Ilaw, PE, Parsons
Ronald C. Kerins Jr., CCM, GREYHAWK
Directors
Raymond Brady, CCM, MWH Americas, Inc.
Pedro L. Capestany, PE, ATCS, PLC
• Distribution of a polished silver and
black lapel pin of the CMAA logo
with the banner, “1982-2007.”
Looking toward CMAA’s next quarter
century, one of the Conference highlights was the debut of “Contract
Administration,” the first in a series of
online Certificate modules CMAA plans
to roll out over the coming months.
The module was demonstrated
throughout the Conference in the registration area, and introduced to attendees at the opening keynote breakfast.
Chair-Elect: Thomas W. Bishop, PE, URS
Corporation
Steven A. Routon, PE, HNTB Corporation
• A colorful display of front pages from
CM Advisor issues going back to
Volume 1, Number 1 in 1982.
• Audio interviews with a half dozen
“CMAA Pioneers,” which played
together with the leaders’ photographs during the introduction to
each general session.
Chair: William E. Van Wagenen Jr., CCM,
CPC, Esq., CH2M HILL
Jeffrey Dailey, PE, The Illinois Tollway
Jerry Gallagher, Gallagher Construction
Services
Charles G. Hardy, AIA, CCM, U.S. General
Services Administration
Ronald C. Kerins Jr., CCM, GREYHAWK
Christopher Lee, CEO of CEL & Associates
Opening keynote speaker Christopher
Lee of CEL & Associates, Inc., led his
audience in an exploration of how and
why generations “collide” in the workplace. He described major differences
among six generations alive today in
terms of career goals, job expectations,
and attitudes toward compensation,
working hours and other critical topics.
“Today’s managers and supervisors
are not trained on how to manage
Generation X and Gen Y employees,”
Lee said. Managing new generations
is especially vital, he noted, since many
“Baby Boom” managers are now having
to defer retirement out of concern for
a lack of well-prepared successors, and
this trend is exacerbating frustrations
and concerns among younger workers
over their advancement and earning
prospects.
Judith Kunoff, AIA, CCM, MTA New York
City Transit Authority
Charles Levergood, PE, Jacobs
D.J. Mason, III, P.E., Keville Enterprises, Inc.
James A. McConnell Jr., PE, SGI
Construction Management
James D. Morris, CCM, CMWorks, Inc., a
Poggemeyer Company
Ron Price, CCM, Harris & Associates
David Rathmann, CCM, Parsons
Melissa Robins-Cesar, CCM, Tishman
Construction Corporation
Ex-Officio
Porie Saikia-Eapen, AIA, CH2M HILL
November/December
3
CMAA News
Covey went on: “Trust can be an extra
accelerator and competitive advantage.
Trust always affects speed and cost,
and you can measure speed and cost.”
Covey gave examples of how high trust
within an organization produces a wide
variety of tangible positive results.
“Sixty percent of CEOs plan to retire
before 2015,” Lee said. However,
“people who thought they could retire
are not going to be able to, because we
don’t have enough folks behind them.”
These concerns were examined further in a session on “Developing and
Managing a Leadership Development
Program,” by Joseph D. Rei, PhD, Director of Executive Development at the
Advanced Management Institute for
Architecture and Engineering.
Rei said the construction industry’s
anticipated robust growth will only
serve to compound its leadership
challenges. “Do we have the execu
tives ready to lead double the staff?”
he asked. He described the goals and
qualities of successful executive development programs and noted, “The
Achilles heel of any development program is not linking it to company strategy. If it is not linked, it will go away.
In “Wining the Talent War,” presented
by Jim Kissane of RedVector.com also
focused on the “different life experiences of generations” in the workplace.
Understanding the priorities and attitudes of Generations X and Y will
be critical to engaging them in
Construction Management, he said.
“We are competing on a global basis,
with every other industry that wants to
attract creative people,” Kissane warned.
The Speed of Trust
The Conference’s second keynoter
was Stephen M. R. Covey, author of
The Speed of Trust. Seen as a concrete
business factor rather than a “soft”
social virtue, Covey said, “trust changes
everything. Trust is the currency of the
new economy.”
4
CMAdvisor
In contrast, however, Covey noted that
“low trust is everywhere” in American
business, and is significantly hampering organizations’ ability to accomplish
their missions. He cited recent survey
reports that fewer than half of all
employees trust their senior leaders,
and more than three-quarters say they
have observed a high level of unethical
conduct within the past year.
Referring to the CMAA Conference
theme, Covey said, “Real collaboration
requires trust.”
Stephen M. R. Covey, CEO of CoveyLink
In addition to the two keynote sessions,
the CMAA Conference program offered
a first look at the findings of the Eighth
Annual Owners Survey conducted by
FMI and CMAA. (See related story on
page 10.)
The Professional Development program
offered 37 sessions devoted to such
topics as:
• The Influence of Financial Decision
Makers in Development of Major
Capital Programs and Projects
More than 40 companies took part in
the annual CMAA Trade Show, offering
a wide range of products and services.
The Conference concluded with the
Industry Recognition Banquet, honoring a dozen highly successful projects
along with winners of Distinguished
Service and Distinguished Owner
Awards, new inductees into the CMAA
College of Fellows, and CMAA’s 2007
Person of the Year.
Four New CMAA Fellows
Honored
CMAA’s College of Fellows welcomed
four new members at the awards banquet, bringing the total membership
of this elite group to 38, including four
deceased Fellows.
The new CMAA Fellows are:
Mitch Becker (former CEO of Morse Diesel),
who accepted the posthumous recognition
of Carl Morse
Carl Morse, founder of the Morse Diesel
Construction Company, was honored
posthumously as one of the true founders of the profession of Construction
Management. Lincoln Center for the Performing Arts, the Pan Am Building (now
the MetLife Building) in New York and the
National Gallery of Art in Washington,
DC were among the other major projects
built by Morse’s firm.
• Challenges and Benefits of Outsourcing Program Management
• International Consensus Building
• Formalized Techniques for Realigning
Troubled Projects
• Current DoD Practices Using Program
Management
Lester Hunkele III, CCM
Lester Hunkele III, CCM, of Hunkele
Consulting, who has been part of some
of the most complex and ambitious
construction projects of recent years,
including the Ronald Reagan Building
and International Trade Center in Washington, DC, the Pentagon renovation,
Iraqi reconstruction, the U.S. Census
Bureau headquarters and the relocation of U.S. forces in Korea.
Christine Keville
Christine Keville, a past CMAA president and the current chair of the CMAA
Foundation, is founder of Keville Enterprises, which has grown to embrace
more than 100 employees. As chair of
the CMAA Foundation, Keville is at
the helm of CMAA’s vital new capital
campaign, acting on the theme “Construction Managers Building the Future.”
Got Wisdom? Experience? Tips? CMITs Need You!
CMAA is looking for CCMs willing to
serve as mentors for younger professionals new to the association, and
particularly those taking part in the
Construction Manager In Training
(CMIT) program.
CMIT is designed to help launch
industry novices toward eventual
certification as a Certified Construction
Manager (CCM). A key component of
CMIT is that the program will rely on
informal mentors to work with participants and their supervisors to establish
professional development plans which
parallel the certification application.
Mentoring refers to a developmental
relationship between two individuals in
which a more experienced person (the
mentor) assists a less experienced person (the protégé). Mentoring typically
takes place informally and participants:
• Share experience, intellectual capital
and organizational knowledge
• Understand the professional culture
and how to navigate within it
• Learn more about CM competencies
andbest practices across the construction industry
• Enhance interpersonal, communication and leadership skills
We are seeking volunteers who are
CCMs, to serve as mentors for our
membership in general, and the CMIT
(Construction Manager in Training)
Program in particular.
Frequently, our professionals need
advice about the CCM application
process, about career and educational
opportunities or about CM best practices. There are many of you who have
enormous experience: life and professional. You can have a profound impact
on individuals who want to learn
from you.
Mentoring requires some innate skill
and training if it is to be successful.
The mentor must be an effective
listener who can help the protégé
discover her/his inherent potential.
Mentors facilitate the protégé’s ability
to solve problems.
Participants in this program will
undergo a self-study process and
behavioral assessment (MBTI) to
prepare them for their roles.
Ultimately, the protégé will choose
his or her mentor.
Mentors will also earn CCM
re-certification points.
The “Application for CMAA CMIT
Mentor” is under the CMAA University
tab on the CMAA website.
Questions on the program can be
addressed to George Gehringer
(ggehringer@cmaanet.org) or Meghan
Johnson (mjohnson@cmaanet.org)
at (703) 677-3367.
John Tishman
John Tishman, chairman and CEO
of Tishman Construction, has been
instrumental in continuing the success
of the company his grandfather Julius
founded in 1898. He has personally
been in charge of such landmark projects as the World Trade Center in New
York, The John Hancock Center in Chicago and the Walt Disney Company’s
EPCOT Center in Orlando.
New at CMAA
Maggie Beckwith, a recent graduate of the S. I. Newhouse School
of Public Communications at Syracuse University, has joined the
CMAA staff as Communications Associate.
She will be assisting in production of CM Advisor, contributing to
general association promotional programs, helping to support the
CMAA website, and performing other tasks.
November/December
5
CMAA News
CMAA Hosts Japanese Delegations
CMAA’s growing international recognition as the authoritative source of information about Construction and Program
Management in the United States was reinforced this fall
when two high level delegations of Japanese government
and business executives visited CMAA headquarters on
information gathering missions.
The first delegation consisted of government agency managers on both the national and regional (or “prefecture”) levels
throughout Japan. The second was organized by the Building Contractors Society and included top executives from
several of the largest construction contacting firms in Japan.
Prior to the meetings, the delegations asked for CMAA input
in response to a menu of specific questions about trends and
practices in the U.S. marketplace.
McGraw-Hill Conference Highlights
Infrastructure Challenges
Engineering News-Record’s 2007 Construction Business
Forum offered a multi-disciplinary look at the challenges
of maintaining and rehabilitating America’s deteriorating
public infrastructure, along with a high level forecast that “a
wave of construction activity like you wouldn’t believe” may
soon sweep through the industry.
The prediction of an overwhelming volume of construction
spending came from Assistant Secretary of Transportation
Tyler D. Duvall, who prefaced it, however, with a warning
that the Bush Administration is not yet satisfied with the
way in which major infrastructure investments are planned
and executed.
“The policies that have served the nation so well since the
1950s are increasingly unsuited to the challenges of today’s
economy,” Duvall said. He noted that “a lot of conditions
have to be satisfied prior to the federal government increasing its role and its funding.” Among those conditions, he
added, is a fresh look at such practices as earmarks and
reliance on the gas tax to fund highway projects.
Once basic policy decisions have been made, though, Duvall
predicted there would be “plenty of capital available” for
infrastructure improvement.
Infrastructure Panel
A six-speaker panel reviewed current infrastructure conditions and needs in the areas of transportation, water supply,
wastewater management, highways and bridges, electric
power and airport operations.
Across the board, speakers anticipated major needs for new
investment, including an estimated need of $600 billion to
be invested in the electric power grid by 2030, $750 billion to
catch up with deferred maintenance on water pipe systems
and $14 billion per year on airport operations enhancements.
Federal Highway Administrator J. Richard Capka commented
that despite the highly publicized bridge failure in Minneapolis, “aging infrastructure is not necessarily a public safety
risk.” The real risk, he added, was to regional economies and
quality of life if, for example, a potentially unsafe bridge
must be closed for a long time.
Two high level Japanese construction industry and government delegations
visited CMAA this fall.
Some of these quality of life penalties are already being paid,
said David G. Mongan, PE, who appeared on behalf of the
American Society of Civil Engineers. Average commuting time,
for instance, has increased some 200 percent in recent years.
“Infrastructure has a finite life,” Mongan said, “and poor or
no maintenance can reduce it.”
The ENR Forum took place in Washington, DC on Oct. 24.
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CMAdvisor
Government Affairs
CMAA Co-Sponsors
Two Key Events in DC
CMAA Marshalls Response
to California Legislation
CMAA is a co-sponsor or co-host of two
popular annual events coming up this
December in Washington, DC:
A bill pending in the California Legislature would require that anyone who wants
to provide construction management services in that state would have to be a
licensed general contractor. CMAA has helped to catalyze industry response to
the bill in the hope of persuading its sponsor to withdraw it.
FEDCon® 2007, the Market Outlook
Conference on Fall Construction, takes
place Tuesday, Dec. 11 at the Washington Convention Center, and is expected
to draw more than 300 participants.
FEDCon® offers authoritative, up-todate information on building budgets,
construction forecasts and regulatory
updates affecting all federally commissioned A/E/C projects. The event’s goal
is to enable federal agencies to present their construction programs to the
building community.
Presentations will explore a wide
range of useful information for
private sector architects, engineers,
general and specialty contractors and
manufacturers interested in providing
services and products to the federal
government, the world’s largest facility owner and procurer of design and
construction services.
CMAA will have a booth in the accompanying trade show. For more information, visit www.aecstfall.com.
CMAA is also returning as co-host of the
International Bridge, Tunnel and Turnpike Association’s Annual Transportation
Finance Summit on December 3-4.
The program will begin with a “Debate
on Funding America’s Surface Transportation System” featuring the best
minds in the business. Transportation
finance experts from around the world
will also explore congestion management, pricing, institutional models that
support better funding, indexing tolls
and fuel taxes, alternatives to the gas
tax and the technological underpinnings of new funding models.
Senate Bill 355 was originally introduced in February, and has been approved by
the California Senate. Before it could see final action in the Assembly, however,
its sponsor, Sen. Robert Margett, withdrew it for revisions.
Most recently, the bill has been revived and additional action is anticipated during the coming winter.
CMAA communicated with about 15 member companies located in Senator Margett’s district and provided these companies with a model letter to send to the
senator. In addition, the three California CMAA chapters launched efforts of their
own. CMAA drafted a separate letter and distributed it to all of the 1,300-plus
association members in California, urging them to use the model letter to communicate with their own assembly members and senators.
CMAA has also coordinated its efforts with the California affiliate of the American Institute of Architects and the Consulting Engineers and Land Surveyors
Organization of California (CELSOC).
Congress Overrides Veto of Water Projects Bill
The Water Resources Development Act, authorizing more than 900 projects of
the U.S. Army Corps of Engineers, became law in early November when both
houses of Congress voted overwhelmingly to override President Bush’s veto. It
was the first overridden veto of the nearly seven-year-old Bush Administration.
The president had opposed the bill because its cost exceeded his budget request.
Proponents, however, argued that the cost was high because there had been no
authorization for the Corps of Engineers in several years and many of the projects included in the bill had been long neglected.
CMAA supported WRDA and in September wrote to the president urging him
not to veto the legislation.
Following the veto, CMAA joined with about 30 other organizations in a letter
to all members of the House and Senate urging them to vote for the override.
“Several recent failures in America’s infrastructure have spotlighted the need
to increase the federal commitment to refurbish it, and this legislation would
authorize significant resources to do just that,” the letter said.
Most of the appropriations bills required to fund the federal government in
the new fiscal year – which began Oct. 1 – had still not been passed at press
time, and the government was expected to continue operating under a
“continuing resolution” at least through the end of 2007.
November/December
7
CMAA Foundation
Inside the Lives of the 2007 CMAA Foundation Scholarship Winners
Cindy Hurt, CMAA
Does the construction industry change
lives? According to the 2007 Foundation Scholarship winners who share a
mutual passion for the construction
industry and its impact on communities, the answer is clearly “yes.” At the
recent National Conference & Trade
Show in Chicago, the CMAA Foundation
awarded four $3,000 scholarships, as
well as the Francis M. Keville Memorial
Scholarship.
Salvador Varela, recipient of the 2007
Keville Scholarship, says, “I want to be
a part of the most valuable industry
in the world and deliver projects that
change people’s lives.” Varela plans to
graduate in spring of 2008 from Boise
State University with a B.S. in Construction Management. After graduation,
Varela will enter the field of construction management and eventually
hopes to become a CCM. He chose a
career in construction because, “Unlike
any other industry, its value to the
world is unmatched.”
Other scholarship winners share a similar perspective. “Construction represents growth and improvement. I find
no greater cause or service than to help
people grow and improve their lives,”
says Brian Dilley, a senior at Brigham
Young University.
Dilley majors in Construction Management and is also involved in many
different leadership opportunities,
including the student chapter presidency of the National Association of
Home Builders (NAHB). His experiences
within the construction field have
instilled in him the desire to build. “This
desire is to become not only an accomplished builder of homes, but also of
lives and communities,” he said.
Owen Fitzgerald, a senior in the
Construction Engineering Technology
program at the New Jersey Institute of
Technology (NJIT), is president of NJIT’s
Engineers Without Borders (EWB). EWB
uses environmentally sustainable,
equitable and economical engineering
projects to improve the quality of life
within developing nations. There most
recent project was to provide clean
water to a community in Haiti.
“I am very excited about getting to lead
fellow students and making a difference in the world,” says Fitzgerald.
Upon graduating he plans to enter the
Peace Corps to provide construction
services to developing countries.
Andrew Meade says he was inspired
by the construction industry because,
“construction surrounds me no matter where I go in the world, and I am
constantly learning from it.” Meade
Thank You From the CMAA Foundation
The CMAA Foundation sincerely thanks these contributors who
have supported the Foundation’s work so generously this year.
Friend
Luis Manuel Carrillo, Jr.
Carl Sciple, CCM
Mark D. Guleserian
Charles Kumi
Monique Miron
Craig Bohlen, CCM
Jacobs Engineering
Group
Donald Russell,
FCMAA, CCM
McDonough Bolyard
Peck, Inc.
Fred Kreitzberg,
PE, FCMAA
Summit Associates
Robert Bennett
Ossman Project
Management
Consulting, Inc.
Daniel Williams
Roderick J. Belcher
Quintessential LLC
David J. Kimmel, CCM
Sawsan Dashti
Hill International, Inc.
Raymond Brady, CCM
George Lea
Stephen Marshall
H. Rochelle Stachel
Mentor
Rockmore Contracting
Corporation
Hoar Program
Management
Jim Ames
Bond Brothers, Inc.
Rummel Klepper & Kahl, LLP
Jim San Filippo
D.J. Mason, PE
Joan Berry
Swinerton Management
& Consulting, Inc.
John Furman, CCM
DeMatteis
International Group
Kevin English, CCM
Dick Corporation
Kristina B. Nelson
GREYHAWK
Kurt S. Yoshii
HDR
8
CMAdvisor
Hazen and Sawyer
PSOMAS
SGI Construction
Management
Vanir Construction
Management, Inc.
Visionary
PB
ARCADIS/PinnacleOne
CH2M HILL
Chris Reseigh, FCMAA
STV
Keville Enterprises
Leader
Urban Engineers, Inc.
PBS&J
Analytical Planning
Services, Inc.
Champion
Brookwood Program
Management
Charles Kluenker, FCMAA
HNTB
CMAA Radio Library Expanding
attends the Wentworth Institute of
Technology (WIT) in pursuit of a degree
in Construction Management.
The Foundation also recognized the
scholastic achievements of Jesse Conklin; a senior in the Civil and Environmental Engineering program at the
University of Massachusetts Amherst.
Conklin’s entry into the industry was
natural: “My grandfather exposed me
to the construction industry at a young
age. This exposure inspired me to pursue a life in construction.”
The construction industry will continue to grow and improve the lives of
others with the help of students like
these. The CMAA Foundation Scholarships provide opportunities and
support through education to advance
knowledge in the management of the
construction process.
The catalog of CMAA Radio interview programs continues to grow,
with more than 10 information packed programs now available online.
Each program offers a Q&A with an industry or business figure whose
viewpoints are of interest to construction industry professionals.
In recent weeks, CMAA has published these new interviews:
“Understanding What Owners Want,” with Jim Lutz, senior vice
president of development for Liberty Property Trust.
“The Speed of Trust,” with Stephen M. R. Covey, who was a keynote
speaker at the recent National Conference.
“Broken Buildings, Busted Budgets,” with author Barry B. LePatner.
“Pricing Projects in an Uncertain Marketplace,” with Michael Dell’Isola,
senior vice president at Faithful & Gould.
These interviews can be accessed through a link on the home page at
www.cmaanet.org
“Achieving Excellence Through Leadership”
Is Theme for Spring Forum in Baltimore
CMAA’s Spring Leadership Forum will come to Baltimore on
May 18-20, with a new approach to Professional Development programming and a conference theme devoted to
“Achieving Excellence Through Leadership.”
As a move in that direction, sessions at the Spring Leadership
Forum will be planned to appeal to:
The Forum will be held at the Marriott Baltimore Inner
Harbor at Camden Yards.
• Those in mid-career, and
Professional Development sessions at the Forum will be
structured to appeal to CM practitioners at different career
stages. CMAA Vice President, Professional Development
George Gehringer, PhD, says this orientation is a response to
needs expressed by many members.
Attendees will be free to chose any session of interest
from any track, but will be able to make these choices
with advance knowledge of the experience level for which
a particular session is designed.
CMAA members, he explains, have “consistently expressed a
need for ‘career progression’ within the Construction Management profession. For this to be achieved, ‘steps,’ clearly
defined in terms of competency/skill, leadership/behavioral
trait and experience must be identified.”
• Industry newcomers or relatively inexperienced practitioners,
• The most highly experienced senior executives.
Additional details on the Spring Leadership Forum will be
published in the near future.
November/December
9
BIM Adoption Accelerating, CMAA/FMI Owners Survey Finds
More than a third of the construction
project and program owners responding to the Eighth Annual CMAA/FMI
Survey of Owners say they have used
Building Information Modeling (BIM)
on one or more projects. The rate at
which BIM is being adopted in the
industry is also accelerating, the survey
reports.
The study focused on perceptions and
implementation of BIM among construction owners, including public- and
private-sector owners, including many
who are members of CMAA.
FMI notes that the roughly 200 survey
respondents collectively represent
approximately $115 billion in annual
construction spending.
About 35 percent of the respondents
said they have used BIM on one or more
projects.
The rate at which newcomers join the
ranks of BIM users has been increasing, FMI reported. BIM usage grew by
three percent in 2003, six percent in
2005 and 11 percent in 2006, the study
found.
The basis for the survey was this definition of BIM:
Building Information Modeling (BIM)
refers to the creation and coordinated
use of a collection of digital information about a building project. The
information can include cost, schedule,
fabrication, maintenance, energy and
3-D models. The information is used for
design decision-making, production of
high-quality construction documents,
predicting performance, cost estimating and construction planning and,
eventually, for managing and operating
the facility.
the new technology, and FMI derives
an interesting conclusion from the
fact that the rankings among the two
groups were not very different. This
congruence of perceptions, FMI says,
means “these organizations are reading
the same material and buy into the
logical concepts laid out of how BIM
use can drive performance improvement in the face of a disruptive and
changing industry.”
CMAA has held a number of full-day
workshops around the country during
2007 to update members on BIM, and
the association’s Emerging Technologies Committee has recently posted a
BIM White Paper at www.cmaanet.org.
Detailing the benefits realized by BIM
users, FMI also reported: “Highest
ranked by both non-BIM and BIM users
is improved communication followed
by higher quality project execution and
decision making.”
The Owners Survey found that users
of BIM:
About 74 percent of BIM users said they
would recommend BIM to others.
• Are much more likely to have a construction program with greater than
50 projects.
However, significant impediments
still remain in the path of broader
implementation. “Lack of expertise
and industry standards are two of the
greatest hurdles to collaborative construction processes and BIM adoption,”
the survey report concluded.
• Have capital construction programs
nearly one-third larger than nonusers.
• Are much more likely to hire a firm/
person to act as Construction Manger or Program Manager.
In the Owners Survey, both BIM users
and non-users were asked to identify
the greatest benefits derived from
AIA Releases 2007 Update to AIA
Contract Documents™
The American Institute of Architects (AIA) has introduced
its 2007 Update to AIA Contract Documents, which have
defined the contractual relationships in the design and
construction industry for 120 years. The AIA prepared the
2007 Update, which consists primarily of agreements in the
popular A201 family of documents, with input from owners,
contractors, attorneys, architects and engineers. The 2007
Update includes 40 revised, updated or new documents,
including new owner/architect agreements.
10 CMAdvisor
The preliminary findings of the Eighth
Annual Owners Survey were presented
at the CMAA National Conference in
Chicago in early October.
The AIA updates the A201 family on a ten year cycle to reflect
changes in industry trends and practices. The current revision process began in 2004, when the AIA solicited industry
feedback on the 1997 A201 family of documents from more
than a dozen industry groups.
The first drafts of the 2007 agreements were completed in
2005. The AIA sent the drafts out to the industry for review,
made revisions to respond to the comments received, and
sent out additional drafts in 2006 before finalizing the agreements for the November 2007 release.
Project Profile
Mark Twain Library
at MacArthur Park
Long Beach, CA
Owner: City of Long Beach
CM: Parsons and Totum Corporation
What made the performance
on this project successful?
First, the excellent
preparation and planning. From schematic
design onwards, there
were regular team meetings with the architects,
City Public Works, City
Library Department and
consultants. There was
free flow of information, open discussions on
design, cost, timing, user
requirements, etc. It really was treated
as a team project and everyone felt
they were vested in its success. The client allowed the CM to act as a CM and
had confidence in our approach.
Next, we made sure we carried out
several very detailed constructability
reviews and read every line of the bid
documents/specifications to minimize
errors, omissions, contradictions and to
make it project specific. That was key.
Potential bidders had to prequalify and
submit qualifications. That enabled us
to ensure that bidders were capable of
completing the project.
Because of the LEED® experience
required, this eliminated many potential bidders but was for the best. Finally,
we initiated partnering and a LEED
boot camp from Day One. A “meet and
greet” between the contractor, subs,
owner and architect occurred prior to
the start. Everyone was open to suggestions, concepts about how we could
make this a better project for everyone.
We provided the entire team with
updated photos weekly and met with
the city weekly to review all known,
pending and potential costs so nothing
was a surprise. This made dealing with
potential costs easier, with everyone
already having the full picture.
What lessons learned can
you share from this project
experience?
We have also learned that there is no
such thing as too much commissioning or training! A key here was to make
sure we had adequate, documented
training of city and library staff. Early
on, we compiled a matrix that showed
who should be trained and for what.
Persistence was required to make sure
it all happened.
What obstacles did you have
to overcome?
Good but fair bid documents are important. Teamwork and collaboration are
key. You need to be open to ideas and
requests from all parties. If there is a
way something can be done that yields
the same result, with a benefit to one
or more parties, it should be considered,
whether at design or construction stage.
This is known as value engineering!
For example, early in the construction
phase, the electrician asked if he could
use flex conduit in the walls in lieu of
rigid conduit. This was of no loss or gain
to the city but was very beneficial to the
electrical sub. We verified there were no
code issues or loss of function. It was
approved and as a result, we saw few
change orders from the electrical sub. In
most cases, owners would not allow this
substitution or request a detailed credit.
We thought it was better as a good faith
gesture and it worked.
We had to overcome a very tight market, rapidly escalating costs, compliance
with a Section 3 outreach program, a
LEED project, risks of a competitively
bid project and compliance with the
OLC (Office of Library Construction)
protocols. We beat the bushes to find
bidders.
What would you have
done differently?
This project was completed two
months ahead of schedule, with less
than two percent in change orders,
and a happy owner, contractor, subs
and architect. It will achieve a LEED
silver rating. (While the original goal
was simply certification, the project is
now just one point from Gold). Knowing how well we handled the LEED
process, it would have been prudent
to have aimed for Gold.
November/December
11
Professional Practice Corner
The Role of Agency Construction Management
In Alternative Project Delivery
Ronald Cilensek, CCM, Carollo Engineers, PC
Introduction
There has been a growing trend in the public sector construction market away from the traditional design-bid-build
project delivery model to other methods of project delivery.
Architects, engineers and construction managers are seeing
an increase in the use of alternative project delivery models such as Design-Build and Construction Management at
Risk (CM@R), and variations of these delivery methods that
include project financing and facility operation. The reasons
for the use of alternative delivery models vary from owner to
owner, but many have expressed concerns with the quality
and final cost from the design-bid-build process that results
in construction of a project by the lowest bidder.
One of the concerns with low bid construction is the quality
of the finished project. Even with a requirement for prequalification of contractors to bid on a project, it is difficult
to disqualify a contractor who may be only marginally qualified. And where cost is the primary driver for award of the
work, specified material and equipment cannot be limited to
the highest quality of fabrication or operating performance.
These issues have resulted in projects being delivered behind
schedule and not meeting the design criteria specified, with
litigation often being employed to resolve the budgetary
impacts associated with schedule and operational deficiencies. Ultimately the cost and completion time exceed what
was originally budgeted for the project.
In an effort to influence and better control the quality, cost
and time for completion of their projects, public sector owners have been successful in modifying construction procurement regulations to allow the use of alternative delivery
models for construction of their projects. These alternative
delivery methods appear to have addressed the owners’
primary concerns regarding the quality of work and time
of completion. Therefore, many would ask what role does a
construction manager play in these enhanced project delivery models. The answer is that regardless of the project delivery method used, a construction manager is still required
to coordinate the efforts of the designer and the contractor
and/or design builder to meet the expectations of the owner.
Design-Build Project Delivery
As the name implies, this project delivery method is implemented by an organization or team that can provide both
the design and construction of a project. An owner develops
a design concept and preliminary scope of work, and then
requests proposals from design-builders to present in greater
detail their understanding of the design concepts, and the
methods they would use to deliver a facility that meets the
12 CMAdvisor
owner’s design intent. The owner may also request a cost
proposal for the complete project.
The owner will evaluate the proposals received and select
the team that appears to best meets the goals and objectives established for the final completed facility. Following
selection, the owner and design-builder negotiate a contract
to provide the required services to deliver all the elements
needed for a complete project.
The primary advantage of this delivery method is the simplified coordination of the design and construction functions,
and the single source of responsibility for delivery of the
project. In addition, if design concepts can be finalized in a
logical and efficient manner, construction can begin prior
to the completion of the final design, with a corresponding
reduction in the project delivery schedule.
Regardless of the project delivery method used, a construction manager is still required to coordinate the efforts of the designer and the contractor and/or design
builder to meet the expectations of the owner.
The design-build delivery process is effective for projects
whose design is not overly complex or is an addition or
duplication of an existing facility. In these instances, a 30
percent design effort is usually sufficient for development
of a comprehensive design-build proposal. Such a proposal
would be evaluated with more emphasis on cost. However,
if the design is for a completely new facility that will require
evaluation of different processes to determine the most efficient system to provide (mechanical, electrical, treatment,
control and so on), the proposal will require an evaluation
that emphasizes design efficiency and function.
Prior to the selection of the design-builder, the Construction
Manager (CM) should be under contract to assist the owner
with development of the project organization and procedures. The CM can also assist in development of criteria for
prequalification of design-builders and evaluation of their
proposals. The CM can provide independent cost and schedule data to verify the design-builder’s proposed project costs
and performance schedule. CM’s can also lead the evaluation
of the proposals submitted to help determine the optimal
combination of design and construction approach which
best meets the owner’s requirements. The CM can also assist
in development of contract language to avoid ambiguities in
the contract scope of work.
Once the design-builder is under contract, the CM can
manage the evaluation of the design-builder’s design for
conformance to the owner’s requirements. The CM can also
lead the interface coordination of the design-builder with
regulatory and code enforcement agencies, utility companies
(sewer, water, gas, telephone, etc.), adjacent property owners
and other third party contractors performing infrastructure
improvements.
During the construction phase of the project, the CM would
manage the construction process for the owner. Typically,
the CM is responsible for contract administration and field
inspection, schedule management, payment and change
management, startup and commissioning coordination,
and management of project closeout. The CM would also
facilitate the coordination of construction operations with
existing facility operations, and the resolution of warranty
issues. The successful performance of these tasks by the CM
will contribute to the increased use of design-build as an
accepted project delivery model for the public sector construction market.
Construction Management at Risk (CM@R)
Project Delivery
This project delivery method is performed by a contractor
who is selected based on his qualifications to construct the
project to the satisfaction of the owner. Prior to the CM@R
selection process, the owner will have already have selected
an architect or engineer to design the project and provide
drawings and specifications. The architect or engineer
(designer) will develop a conceptual or preliminary design,
and the owner will then requests proposals from CM@R’s to
present their understanding of the project and the methods
they would use to construct the project in accordance with
the design intent.
The owner will evaluate the proposals received and select
the CM@R that appears to have the best organization,
approach and experience to perform the work to meet his
expectations. He would then negotiate a contract with the
CM@R to provide preliminary cost and schedule information
to construct the project. If the owner accepts the CM@R’s
cost and schedule data, he would continue this project delivery method with the selected CM@R to include a guaranteed
maximum price (GMP) for construction of the project.
The Construction Manager (CM) should be under contract
before CM@R selection to assist the owner in the selection
process. The CM can develop criteria for prequalification
of CM@R ’s and evaluate project performance data contained in their proposals. After CM@R selection, the CM can
provide independent cost and schedule data to verify the
CM@R ’s proposed costs and time of performance. The CM
can also review development of the contract documents to
identify ambiguities and confirm the completeness of the
scope of work.
The primary advantage of this delivery method is the selection of a contractor who has demonstrated past successful
performance on similar projects. This gives the owner,
Designer, and CM confidence in the CM@R ’s ability to
successfully construct the project in accordance with the
contract documents. The CM@R will also be an active participant in the design process by providing cost and schedule
data and constructability reviews throughout the design
process. This allows the CM@R to more fully understand
the design intent of the project, thereby minimizing resolution conflicts during construction while contributing to the
efficiency of this delivery method. However, once a GMP has
been accepted, the CM@R will revert to the traditional role
of a general contractor.
When using the CM@R delivery method, the owner will
still need a Construction Management professional to
oversee the construction process, similar to the agency CM
role performed on design-bid-build projects. The CM would
perform the typical functions of contract administration and
field inspection, coordination of submittal reviews and RFI
responses, payment and change management, startup and
commissioning coordination, and project closeout. He would
also facilitate the coordination of construction operations
with existing facility operations, and the resolution of warranty issues. And should disputes or claims develop during
construction, the CM’s expertise in dispute resolution and
claims analysis will be a major benefit to the owner. The successful performance of these tasks by the CM will contribute
to the acceptance of construction management at risk as an
alternative to the design-bid-build delivery process.
Conclusion
Regardless of the project delivery method used, public sector
owners will benefit from the inclusion of a professional Construction Manager throughout the design and construction
phases of their projects. Since market competition will not
be in effect to constrain the projected costs of construction,
the independent analysis and judgment of the construction
manager is required to confirm the owner is receiving fair
value for the work. The CM’s expertise in contract administration and quality assurance will also assure the project is
constructed in accordance with the contract documents. The
acceptance of alternative project delivery by public sector
owners can only be enhanced by the use of agency construction management in this process.
Ronald Cilensek, CCM is regional manager, Construction
Management Group, CAROLLO Engineers, PC. He can be
reached at rcilensek@carollo.com
Want to write an article for Professional Practice Corner?
CMAA welcomes your proposals or drafts. Contact John
McKeon at jmckeon@cmaanet.org.
November/December
13
Member News
ARCADIS Plans LEED Certification for
Two New Projects
URS to Provide PM Services for L.A. Community
College District
ARCADIS, the international consulting and engineering company, has been awarded nearly $2 million in contracts for
project and Construction Management services from the City
of Bowie, Maryland and Roanoke County, Virginia. ARCADIS
will provide Program/Construction Management services
for the City of Bowie, MD new $27 million City Hall and to
Roanoke County, VA for the delivery of a new $26.7 million
Multigenerational Recreation Center under the Commonwealth of Virginia’s Public Private Education and Infrastructure Act (PPEA) of 2002.
URS Corporation has been awarded a three-year contract by
the Los Angeles Community College District (LACCD) to provide program management services for the District’s $2.47
billion construction program, including the renovation and
modernization of LACCD’s nine campuses across Los Angeles
County. The maximum value of the contract to URS is $34 million.
For the City Hall project, ARCADIS beat 17 local and national
competitors for the job. ARCADIS will help the City select
the architectural/engineering firm to design the building,
provide design phase management, value engineering, cost
estimating, assist with construction contractor selection and
perform Construction Management and commissioning services. The City Hall will be designed using LEED® guidelines
and is expected to achieve a “LEED Silver” rating.
The recreation center, also planned to achieve LEED certification will include gymnasiums, fitness rooms, meeting rooms,
administrative offices, indoor aquatics and outdoor aquatics.
Fraga Joins Smithsonian
Robert Fraga, past president of CMAA, is the new director of
the Office of Contracting at the Smithsonian Institution.
Fraga comes to the Smithsonian with 28 years of experience
in all aspects of project development including design, Construction Management, program and asset management.
Most recently he has been working for the General Services
Administration as the Assistant Commissioner Capital Construction Programs.
He previously served as manager, Supply Management Facilities Portfolio, at the United States Postal Service, where he
was responsible for the purchasing planning, solicitation,
award and Construction Management of all major facili-
Congratulations! to 40 Professionals Achieving CCM Designation
Joseph S. Alexander, Jr.,
PBS&J, Atlanta, GA
David Dailey,
DMJM H+N, Los Angeles, CA
Russell Ames,
Massachusetts
Port Authority,
East Boston, MA
James Depew,
Vanir Construction
Management, Inc.,
Sacramento, CA
Kay Barned-Smith,
Massachusetts
Port Authority,
East Boston, MA
Richard W. Faulkner,
URS Corp./Construction
Services Division,
Sacramento, CA
Hardat Shivcharan
Khublall, Orange County
Sanitation District,
Fountain Valley, CA
Michael T.Bertoulin,
PB America, Boston, MA
James Folkemer,
Oak Contracting, LLC,
Towson, MD
Russell Konig,
URS Corp., Sacramento, CA
Richard M. Bessom,
Massachusetts
Port Authority,
Massachusetts, MA
Anthony Bongarzone,
Massachusetts
Port Authority,
East Boston, MA
Shawn Gasperich,
TCB Inc., Dallas, TX
Luke Henley,
DMJM, Arlington, VA
Lars Hill,
Rummel, Klepper & Kahl, LLP,
Mt. Airy, MD
Vance Cave,
HydroScience Engineers,
Inc., Sacramento, CA
Richard Hocking,
URS Corporation,
San Fransisco, CA
Katie J. Choe,
Massachusetts
Port Authority,
East Boston, MA
Olivier Houdement,
Analytical Planning
Services, Inc., Irvine, CA
14 CMAdvisor
Stanley Jackson,
Jackson & Associates,
Camden, NJ
Clark McCormick,
PMA Consultants, LLC.,
Braintree, MA
Steven Jeske,
Malcolm Pirnie, Inc.,
Cleveland, OH
Stephen McHugh,
Massachusetts
Port Authority,
East Boston, MA
Mary A. Lamme,
Vanir Construction
Management,
Los Angeles, CA
Adolfo Lopez,
DMJM Management,
Dallas, TX
George Passaro, Jr.,
Judlau Contracting, Inc,
College Point, NY
Robert Pelland,
Massachusetts
Port Authority,
East Boston, MA
Vera Rangel,
Vanir Construction
Management, Inc.,
Los Angeles, CA
Michael Scarborough,
General Services
Administration,
Kansas City, MO
Karl Schultz,
Vanir Construction
Management,
San Francisco, CA
Paul Showstead,
Massachusetts
Port Authority,
East Boston, MA
Keith Sibley,
Bechtel Infrastructure Inc.,
Boston, MA
Houssam H. Sleiman,
Massachusetts
Port Authority,
East Boston, MA
Edward A. Lurz, Jr.,
Oak Contracting, LLC,
Towson, MD
Mary Elizabeth Reddy,
Massachusetts
Port Authority,
East Boston, MA
Sharad Mathur,
Analytical Planning
Services, Inc., Irvine, CA
Gustavo A. Ripalda,
Construction Controls
Group, Los Angeles, CA
Howard Weissberger,
JCM Group,
Los Angeles, CA
Michael J. Roberts,
KBA, Inc., Bellevue, WA
Jeff Werner,
Parsons Corp.,
Fountain Valley, CA
Adel M. Wehbi,
Hill International Inc.,
Chicago, IL
ties projects (projects over $10 million) and supported a
$500 million annual capital improvement program. He was
responsible for the development, implementation, and maintenance of design and construction policies, procedures, and
new project delivery systems.
Jacobs Signs Agreement to Acquire
Carter & Burgess
Jacobs Engineering Group Inc. has acquired Carter & Burgess,
a 3,200-person professional services firm headquartered in
Fort Worth, Texas.
Founded in 1939, Carter & Burgess is a nationally recognized
architecture, engineering, design and planning firm serving
public and private clients in transportation, water infrastructure programs, building programs, land development and
planning.
Carter & Burgess President and CEO Ben Watts stated, “We
are excited about the prospect of joining Jacobs. This combination…allows Carter & Burgess to leverage our capabilities
in the market and compete for some of the largest projects
in the world.”
Jacobs President and Chief Executive Officer Craig Martin
added, “We are committed to building a leadership position
in the global infrastructure and facilities markets. Adding
Carter & Burgess is a strategic step in achieving that goal.”
Baker Makes Engineering Vice President
Appointments
Michael Baker Jr., Inc., a unit of Michael Baker Corporation,
has announced several vice president appointments in its
Engineering operations. The appointments include:
• Jeffrey J. Campbell, P.E., vice president and Pennsylvania
Transportation manager, Moon Township, PA.
• Steven A. Jimenez, P.E., R.L.S., vice president and director
of Transportation, Phoenix, AZ.
• Walter G. Lyons, P.E., P.L.S., vice president and office principal, Jackson, MS.
• William D. Trimbath, P.E., vice president and office principal, Beaver, PA.
• Thomas J. Zagorski, P.E. vice president and national director, Construction Services, Moon Township, PA.
Commenting on the appointments, Bradley L. Mallory,
chief operating officer and president of Baker’s Engineering
segment, said, “This is a key group of individuals who have
worked vigorously in their respective markets to build strong
client relationships and bring tremendous value to their
business lines. Their promotions are well-deserved and their
dedication and work ethic in helping Baker achieve its goals
is appreciated.”
Bossardt Completes One School
and Launches Another
Bossardt Corporation has announced both a new project
groundbreaking and the completion of an important
school project.
Hidden Oaks Middle School Pool Addition. A community
dedication ceremony was held in September for the Hidden
Oaks Middle School pool addition in Prior Lake, MN. The addition contains a new eight-lane competitive swimming pool
with a deep diving well. Bossardt Corporation provided the
Construction Management services for the Prior Lake-Savage
Area School District.
School District of New Richmond Groundbreaking. A groundbreaking ceremony for a new 85,000/sf elementary school
for the School District of New Richmond was held on Oct. 3,
2007. Bossardt Corporation is providing Construction Management services for the $92,850,000 District-wide construction project which includes the $15.95 million elementary
school located in this western Wisconsin community.
MOCA Systems Awarded Program And
Construction Oversight Contract For 30 percent
Of The $21 Billion In BRAC Programs
MOCA Systems is a market leader in program and construction oversight focused on project controls to the US Federal
Government for BRAC programs.
The Base Realignment and Closure (BRAC) 2005 Act requires
that $21 billion in new construction be completed by 2011.
This compressed construction timeline poses a significant
challenge to the U.S. Army Corps of Engineers, who are
responsible for the planning and execution of these major
construction programs.
MOCA has been awarded numerous sub and prime multimillion dollar and multi-year contracts across the country by
the US Army Corps of Engineers that total over $6 billion of
the $21 billion in BRAC 2005 Programs, representing 30% of
the total work. Paul Hemphill, CCM, senior project manager
(and vice president of New England CMAA Chapter) stated,
“These projects are massive undertakings by the Army
Corps with compressed time frames for construction. MOCA
Systems is honored to have been selected by the Corps for
these BRAC projects based on their professional reputation
and expertise in Project Controls and Construction oversight,
along with their proven track record with past participation
in Federal Contracts.”
Gilbane Building Ithaca College
School Of Business
The Gilbane Building Company is providing design and
construction phase services for the new 40,000-square-foot
School of Business at Ithaca College. The $16 million project
November/December
15
includes classrooms, administrative and conference areas,
and is seeking LEED Platinum level certification. Designed by
Robert A.M. Stern Architects, the work is being overseen by
Gilbane’s New England regional office.
The design includes many sustainable features such as the
use of natural air flow for heating, cooling, and ventilation.
This will bring significant cost savings over the life of the
building and provide a platform to study sustainable management in action. Elements include: Vegetative and white
TPO roof systems; 75 percent of construction waste will be
recycled; curtain wall on two sides of the building and natural light existing in 98.5 percent of the “usable” spaces (not
including bathrooms, closets, mechanical rooms, etc).
This building will serve as a learning model for sustainable practices and promote the balance between business,
economics, society, and the environment. Work should reach
completion towards the end of 2007.
Shook Touchstone Awarded Dayton Public
Schools Project
Shook Touchstone Construction Managers will oversee Dayton
Public Schools’ Segment II & III city-wide school construction project.
District officials, along with the Ohio School Facilities Commission,
selected Shook Touchstone as their new Construction Manager.
16 CMAdvisor
Shook Touchstone will make the transition to assume the
remainder of work to be done on the eight buildings in Segment II of the project and will begin work on the 11 schools
in Segment III in 2008. The voter-approved school rebuilding
project provides the local 39-percent share for construction.
The state funds the remaining 61 percent.
“Shook Touchstone is very excited to be the CM for the
Dayton Public Schools and the Ohio School Facilities Commission,” said Nate Neuschwander, executive vice president
of Touchstone CPM. He continued, “The team is committed
to providing quality construction management services
throughout this program. The combination of Shook’s local
construction knowledge and Touchstone CPM’s school
construction management experience will provide the best
possible management services to the Dayton Public School
System and the OSFC.”
EMCOR Group, Inc. Ranked #1 in Construction
& Engineering Industry Segment of
InformationWeek 500
EMCOR Group, Inc., has been named to the InformationWeek
500 for the sixth consecutive year and placed number one in
the Construction & Engineering industry segment.
The magazine listing tracks the technology practices of the
nation’s most innovative and best-known companies. In its
highest ranking to date, EMCOR was 53rd out of the 500
companies.
“Technology is increasingly key to the growth and efficiency
of the specialty construction and facilities services industries.
It’s an integral part of everything we do,” said Frank T. MacInnis, chairman and CEO of EMCOR Group. “Being recognized
by InformationWeek as one of the top corporate users of
technology and the best in our industry is a significant statement and honor.”
Two of EMCOR’s most recent technology initiatives center
around BIM and EMCOR’s private communication network,
EMCOR.net, which has facilitated knowledge sharing,
improved communications, allowed workload balancing, and
delivered a variety of efficiency improvements.
Skanska Ranked First in ENR Green Survey
Skanska USA announced that it ranked as the number one
green builder out of 50 companies in Engineering NewsRecord’s first-ever Top Green Contractors survey.
The replacement project, which encompasses the construction of a new pedestrian bridge below the box girder
bridge, connecting the Olympic Discovery Trail across the
Elwha River, began this summer and will be completed in
June 2009. Parsons is also working nearby on the 8th Street
Bridges Replacement Project.
Hill Wins Construction Management
Contract,Part of Modernization Of NASA’s
Langley Research Center
Hill International has won a Construction Management
services contract, worth about $7.5 million, from the United
States General Services Administration under the New Town
Program at the National Aeronautics and Space Administration’s Langley Research Center.
The company said that the potential five-year pact, has a
one-year base term and four one-year options. Over the course
of an estimated ten-year period, NASA’s New Town Program
includes the design and construction of five or six new buildings, at least one building renovation and extensive demolition.
“We are delighted to have ranked number one in this survey,”
said Elizabeth Heider, Pre-construction senior vice president,
AIA, LEED® AP and chair of Skanska’s Green Council. “We are
continuously improving fundamentals in the green services
we provide and the projects we build in the U.S. and globally.
Caring for the environment is one of Skanska’s four core values. We are constantly looking for opportunities to leverage
our international expertise in sustainable construction to
benefit the project teams and communities we serve.”
The ENR list is based on contractors’ 2006 revenue from projects registered with or certified by third-party ratings groups
under environmental or sustainable development standards.
Korea
Parsons Selected By Clallam County For $16
Million Elwha River Bridge Replacement Project
Program Management Services for Relocation
of U.S. Forces Korea Installations
Parsons has received a $16 million construction contract
from Clallam County, located on the upper Olympic Peninsula in Washington State, for the Elwha River Bridge Replacement Project, the largest public works project in the County’s
153-year history.
Bud Ahearn, CH2M HILL senior vice president, and Bill Van
Wagenen, CH2M HILL relocation program manager (and
chair of CMAA), with Gen. Burwell Baxter Bell, commander
of U.S. Forces in Korea at the groundbreaking ceremony initiating U.S. Base Relocation Program in Pyongtaek, Korea.
The 94-year-old bridge, which consists of a one-lane span,
closed to traffic in August. Parsons is responsible for removing the existing steel truss structure and replacing it with a
cast-in-place box girder bridge built by a balanced-cantilever
technique. Parsons is also responsible for structural earth
wall reconstruction, paving, guardrail, storm drainage,
and access road improvements.
The Kunwon-CH2MHILL Program Management Consortium
is managing the project, which will include up to $10 billion
in new construction, consisting of more than 700 facilities.
“We’re excited to be a part of this project,” said Andy Albrecht,
Parsons Group President. “Parsons is a leader in the safe and
competitive construction of transportation projects ranging
from major bridges to major rail and transit systems.”
The program is driven by the desire to relocate United States
Forces Korea (USFK) facilities through the Korean Peninsula.
Most significantly, Yongsan Army Base in Seoul will be relocated to Camp Humphreys which is 50 miles south of Seoul.
Camp Humphreys will triple in size and become the U.S.
military’s chief installation in Korea and strategic military
position in North Asia.
Target completion is 2012.
November/December
17
Chapter News
National Chapter Recognition
At the 2007 National Conference in
Chicago, the following chapters were recognized for achievement and excellence:
Chapter of the Year
Large Chapters – Southern
California Chapter
Small Chapters – Colorado Chapter
Awards of Excellence
Student Focus – New England Chapter
Membership Development –
North Texas Chapter
Owner Involvement – Metro New York/
New Jersey Chapter
Members Attaining CCM Designation –
National Capital Chapter
Professional Development –
Northern California Chapter
National Capital Chapter
From the National Capital Chapter: Tommy
Thomas, CCM, chairman, chapter CCM Committee; Catherine Clifford, CCM, chapter president;
and Pedro Capestany, immediate past president
making presentation at Virginia Tech.
Following their individual presentations,
several thought provoking questions
were given to the panelists including the
impact of demand for green technology
in LEED certified facilities, risk mitigation
techniques, and expected time spent in
the field versus in the office.
In November, the National Capital
Chapter conducted a Program Man
agement Owners’ Forum moderated
by CMAA 2006 Man of the Year,
Jim Ruddell. Speakers at the forum
included a cross section of local Washington DC metropolitan owners of both
horizontal and vertical construction for
state, federal, and local agencies.
The 3rd Annual National Capital Chapter Dinner is set for December 5th at
Maggiano’s in Tyson’s Corner, VA. This
networking and social event includes
a raffle, dinner, open bar and a gift. As
inprevious years, a portion of the proceeds collected will be given to a local
charity and the CMAA Scholarship Fund.
Mid Atlantic Chapter
In October, the Mid-Atlantic Chapter
held an informative Atlantic City Panel,
which included speakers from The Borgata Casino, The Casino Reinvestment
Development Authority, The South
Jersey Transportation Authority and
Stockton College. The panel discussed
the exciting future development in
Atlantic City.
Recently, three chapter members spoke
on The Future of Construction Industry
and the Role of the CM to VPI’s CMAA
Student Chapter and participated in an
open discussion forum.
President Catherine Clifford, CCM, spoke
on the impact that technology will play
in the construction industry, and the
importance for CMs to commit to personal customer service. CCM Chairman,
Tommy Thomas, CCM, encouraged the
college students to stay committed to
following their dreams. Former chapter
president, Pedro Capestany, explained
the necessity for a CM to wear multiple
hats, providing a complete service, not
just a product to the client.
Lorraine Kay of Kay Construction (president of
Mid-Atlantic Chapter), Chuck Romanoli (chapter
VP), with Tom Carver, Esq., executive director of
the Casino Reinvestment Development Authority.
Northern California Chapter
In an effort to address more topics of
interest to regions within the Northern
California Chapter’s service area, the
chapter has started offering regional
daytime events. These events are held
in a region opposite of the one where
the monthly dinner meeting is held.
The first event, held in October, was a
well-received presentation on Perspectives on Green Building, by Stephan
Kiefer, Livermore’s City Building Official.
Building on the successes in professional development recognized with an
Award of Excellence at the 2007 CMAA
National Conference, the Chapter has
three courses this quarter. Each course
is more than four hours in length and
covers the following topics: Cost and
Schedule Analysis, Claims Evaluation
and Resolution; Storm Water Pollution
Prevention Plans; and Safety Responsibilities in Construction Management.
The Chapter is also offering a free seminar provided by Sacramento Municipal
Utility District and ARCAT.com on the
topic of BIM – 101: Sustainability, BIM,
and Knowledge Management. Contact Valerie Largin for details at (916)
247-0313.
In addition, the Chapter continues to
host the CCM exam and will schedule
another of its CCM Review Series after
the first of the year.
Southern California Chapter
The Southern California Chapter hosted
a dinner meeting in November for
members and guests to meet the new
Executive Director of Los Angeles World
Airports, Gina Maria Lindsey. Lindsey, a
new appointee of Mayor Antonio Villaraigosa, comes to Los Angeles from Seattle
where she was the managing director
of Seattle-Tacoma International Airport.
The Los Angeles World Airports include
Los Angeles International Airport, Ontario
International Airport, Palmdale Regional
Airport and Van Nuys General Aviation
Airport. In Los Angeles, she is at the helm
of the Mayor’s vision of airport modernization, regionalization and safety
Continued on page 20
18 CMAdvisor
President’s Report
What Is True Professionalism in Construction Management?
Bruce D’Agostino, CAE
As part of our recent observance of
CMAA’s 25th anniversary, we interviewed a number of the association’s
key leaders about the changes they
have seen in the construction industry,
and the Construction Management
profession, during that time.
CMAA Fellow Don Russell made an
interesting observation when he
reflected that the major change in CM
during our association’s first quarter
century was that CM truly emerged as a
profession during that time. “Once we
got the certification program up and
running, it finally was called a profession,” Don said.
We’ve adopted and refined Mission
Statements for CMAA that stress professionalism. The Mission Statement
approved by the Board of Directors
earlier this fall, for instance, commits
CMAA to “promote and enhance…leadership, professionalism and excellence.”
It’s helpful, in the midst of all this
discussion, to ask ourselves occasionally just what we mean by professionalism. What distinguishes a profession
from a mere job? And what stake do
construction owners and others have in
the professionalism of the practitioners
managing their projects and programs?
Two things are common to professions:
First, a recognized Body of Knowledge
that practitioners are expected to
master, and second, a clear career path
to lead newcomers through ever higher
levels of achievement and ultimately to
positions of leadership.
Medicine, law and other traditional
professions long ago settled on what
aspirants needed to learn, and in what
sequence, in order to qualify for entry
into the profession. Medical and law
school curricula have been well defined
for many years, although they naturally continue to evolve to reflect new
knowledge and experience. A client
employing one of these professionals
has a right to assume that this person
has mastered all the “basics,” as judged
by well established and objective
criteria.
For Construction Management, this
goal is met by CMAA’s Standards of
Practice, the basis for the Certified
Construction Manager credential. Our
SOPs have helped to define the content
of the profession. Our current initiative to update and harmonize the SOPs
stems from the same impulse that
continuously improves the curricula in
professional schools: The need to stay
current and incorporate current knowledge into our teaching.
Professionalism is also an attitude.
This attitude values collaboration
and respects other professionals.
CMAA today is also engaged in several
initiatives to structure and promote an
effective Career Path.
The Construction Manager In Training
(CMIT) program represents the “launch”
portion of a career in CM. Our recently
introduced Online Certificate program
provides fundamental education in a
variety of key areas. This education is
more crucial today than ever before,
and is sure to become even more so.
Construction activity is booming, and
projected to expand dramatically, even
as the ranks of experienced management are shrinking, both among CM
providers and owners.
CMAA has launched CMIT and the
Online Certificates not only to sup-
port individual
advancement
efforts, but also
to give member
organizations a
dependable and
convenient way
to provide the
same, consistent,
standardized
education to all of their new hires and
other junior staff.
For mid-career professionals, education
remains crucial, and CMAA is continuously striving to offer all of the currency
and specialization opportunities that
truly characterize continuing professional education. All of these activities
culminate when an individual earns the
CCM, representing the highest level of
accomplishment in the profession.
The “leadership” stage of a career is
also exemplified by the CMAA Fellowship distinction that has now been
earned by more than three dozen
senior professionals. By remaining
active, and sharing their experience
through such vehicles as CMAA’s Mentoring program, these industry statesmen and women help to shape and
motivate the leaders of the future.
Professionalism is also an attitude.
This attitude values collaboration and
respects other professionals. Most
of all, just as a multi-talented medical team dedicates all of its energy to
the benefit of its patient, professional
Construction Management puts the
interest of the owner and the project
first at all times.
Our ability to promise this professionalism, and deliver on our promise, is the
key to our future success, as well as the
fundamental justification for everything CMAA does.
November/December
19
Professional Development Calendar
May 18-20, 2008
Chapter News
Continued from page 18
CMAA Spring Leadership Forum
Marriott Baltimore Inner Harbor at Camden Yards
Baltimore, MD
efforts and will develop new initiatives to
update airport services.
October 12-14, 2008
CMAA National Conference & Trade Show
Hyatt Regency Embarcadero Hotel
San Francisco, CA
A year-end reminder…
As you make plans to wrap up your
company finances for 2007, why not
include a contribution to the CMAA
Foundation? Get the tax deduction
for this year, and make an investment
in the profession’s future at the
same time!
Construction Management
Association of America
7926 Jones Branch Drive, Suite 800
McLean, Virginia 22102-3303 USA
In January, the Chapter is again hosting
its Owner’s Night. This evening gives
members and guests an opportunity
to meet and mingle with owners from
multiple public agencies in Southern
California in a more informal atmosphere. Owners confirmed as of November include: CALTRANS - District 7; City
of Los Angeles; County of Los Angeles
Department of Public Works; Los Angeles Unified School District - Facilities Services & New Construction; Los Angeles
Unified School District - Small Business
Program; Los Angeles World Airports;
SCRRA – Metrolink; Metropolitan Water
Dist. of Southern California; Port of Long
Beach; and Port of Los Angeles.
For more information, go to: http://
www.cmaasc.org/calendar2.aspx.