CMAdvisor
Volume XXVI, No. 5
September/October 2007
The Official Publication of the Construction Management Association of America
CMAA Launches
Online Learning Initiatives
This year’s National Conference &
Trade Show in Chicago sees the debut
of a major new initiative by CMAA
to expand its Professional Development offerings into self-paced,
online course formats and to support
industry practitioners with relevant
continuing education for every stage
of their careers.
CMAA is introducing “Contract
Administration,” the first of eight projected online certificate courses to be
rolled out over the coming year. These
programs, which students can take
at their own pace and on their own
schedules, can be used as a complete
basic CM education, or taken separately to meet individual needs.
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
In addition, a new online Construction
Manager in Training program will be
introduced early in 2008.
The new eLearning options are delivered through a Learning Management
System that provides instruction,
assessment and formal educational/
training documentation. Each program will include video instruction by
a prominent industry expert, together
with slides and other visual material
to explain and clarify content.
Periodic assessments will give participants an appreciation of their ability
to understand and apply the information they study.
CMAA Vice President, Professional
Development George Gehringer, PhD
says the new initiative is a key to
meeting the association’s PD goals.
“We want to be the source of authoritative continuing professional educa-
tion for every stage of a member’s
career, from entry level to the high
degree of accomplishment represented by the Certified Construction
Manager credential,” he explains.
“Moreover, we want to deliver our
educational resources in ways that
meet members’ needs, particularly in
the flexibility of learning options.”
James Moynihan, president and CEO
of Heery International, calls the kind
of education provided by CMAA
“more important than it ever has
been.” Moynihan adds, “We must
seek constant new knowledge...and
given the schedules we’re all working
under, to be able to learn in alternate
ways is very beneficial. The fact that
we can do it on our own time, during
lunch breaks, between bites of a sandwich, if you will, is very beneficial. We
can learn while we continue to serve
our clients.
Attorney Chris Brasco records portions of the new
CMAA “Contract Administration” certificate course.
“The traditional means of learning have their place and their role,”
Moynihan goes on. “But they entail
costs and take time, and you’re away
from your office and your clients, so
Continued on page 4
Chairman’s Report
Chairman of the Board
Randy Larson, CCM
PBS&J
President and Chief Executive Officer
Bruce D’Agostino, CAE
Editor
John McKeon
Contributing Writer
Martha Montague
CMAA is a 25 year-old construction
industry association of more than
4,500 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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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
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please contact John McKeon at
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CMAdvisor
Driving CMAA Forward…on the Right Course
Randy Larson, CCM, PBS&J
Even as I was preparing my first report
for CM Advisor, looking ahead to my
year at the association’s helm, I knew
the day would come when I would have
to craft a report looking back at the
same year. It is, nevertheless, startling
how quickly that day has arrived.
In the November/December 2006 issue,
I promised to emphasize our Standards
of Practice and to work to engage as
many individuals as possible in CMAA
activities.
I’m struck, today, by how closely related
those two goals turned out to be. The
major reorganization and updating of
our Standards of Practice, which has
been spearheaded so effectively by Vice
Chairman Gary Cardamone, has elicited
an extraordinary degree of participation by CMAA members.
Early in my year, it also became quite
evident that program management
was moving to the fore as a key need
of owners and a prime area in which
our members could deliver value.
However, as program management
has gotten more and more attention,
it has become clear that this emerging
discipline lacked precisely the benefits
delivered by clear and recognized Standards of Practice.
Thus, we launched a new effort to create definitions and SOPs for program
management, and once again the
membership responded with remarkable energy.
Both of these initiatives represent
CMAA responding quickly and flexibly
to fundamental changes in our marketplace. More recently, the Board of Directors has acted on just this concern for
our future by adopting a new Mission
Statement for CMAA.
We’ve been well
served by the Mission Statement
we’ve used in
recent years: “To
promote professionalism and
excellence in the
management of
the construction
process.”
However, it has become clear that a
broader scope is needed. To express
a more comprehensive view of what
CMAA does, the Board has adopted this
new Mission Statement:
“To promote and enhance leadership,
professionalism, and excellence in
managing the development and construction of projects and programs.”
It seems to me the approval of this new
Mission Statement is a suitable conclusion to my year of leadership.
Any elected leader in a professional
or trade association has to realize he
or she will occupy the office for only
a year, perhaps two. As a result, the
leader slips into a continuity of programs, issues, and leadership that was
in full flow before he took office and
will continue after he has moved on.
In such a short time, the best that can
be done is to make the course adjustments necessary to keep the association headed in the right direction, and
to continue to create opportunities and
incentives for as many people as possible to provide the energy that drives
us forward.
To the degree we are equipped to live
out our new Mission Statement, the
past year has been a success. I certainly
look forward to sharing in much more
success yet to come.
CMAA News
Board Adopts New CMAA Mission Statement
The CMAA Board of Directors in late
August wrapped up three months of
development by adopting a new association Mission Statement, designed
to position CMAA more clearly in the
forefront of a changing industry.
The new statement expresses CMAA’s
Mission as:
“To promote and enhance leadership,
professionalism, and excellence in
managing the development and construction of projects and programs.”
CMAA President Bruce D’Agostino
points out that the new statement
expands on the previous CMAA Mission
in three specific respects:
• It emphasizes leadership as a key
value to be promoted by CMAA
activities.
CMAA Leadership
2006-2007
• It includes “development” as part
of the overall construction process,
in which professional CM can yield
important gains in time, cost and
quality.
Officers
Chair: Randy Larson, CCM, PBS&J
• The phrase “projects and programs”
has been added to reflect the growing
prominence of Program Management
among the services being demanded
by leading construction owners and
delivered by CMAA members.
“The new Mission Statement is a clearer
expression of the value CMAA members
bring to all stages of the most complex
construction projects and programs,”
notes D’Agostino. “It stresses what professional CMs and PMs can contribute
to pre-design, design, commissioning
and other activities in addition to the
actual building phase, and it recognizes
the growing role our members play in
helping owners to manage multiproject programs.”
CMAA Vice President, Certification Jan
paul Miller says the late August webinar
drew one of the highest rates of participation of any CMAA online offering this
year. Nearly 40 different sites registered
for the webinar, many of which reported
multiple attendees taking part.
“In one week, we had a bumper crop
of professionals completing the most
stringent certification process in the
construction industry, and an equally
impressive number preparing to embark on the process,” says Miller. “That’s
clear evidence of the acceptance CCM
has earned throughout the industry.
Mani Subramanian, CCM of Vanir
Construction Management, one of two
Secretary/Treasurer: Tom Bishop, URS
Construction Services
Past Chair: Robert Fraga, U.S. General
Services Administration
General Counsel: Hugh Webster, Esq.,
Webster, Chamberlain & Bean
President & CEO: Bruce D’Agostino, CAE
Vice Chairs:
Gary Cardamone, Port of Long Beach
Raoul Ilaw, P.E., Parsons
James W. Mitchell, CCM, DMJM
Management
Steve Routon, HNTB Corporation
Directors
Raymond Brady, CCM, MWH Americas, Inc.
David Conover, CCM, HDR, Inc.
Jerry Gallagher, Gallagher Construction
Services
With Ranks of CCMs Growing, Webinar on
Program Basics Draws Strong Response
Just days after a recent national exam
that produced more than 25 new Certified Construction Managers, an additional 50 or more potential candidates
for certification took part in a special
online CMAA webinar to introduce and
promote the certification program.
Chair-Elect: William Van Wagenen, Jr., Esq.,
CCM, CH2M HILL
Kurt Goddard, ARCADIS
Ron Kerins, CCM, GREYHAWK
speakers at the webinar, noted that
“pretty close to anybody can claim to
be a construction manager. Consequently, construction owners are benefited tremendously by this systematic
program that validates the education,
experience, and knowledge base of the
individual practitioner.”
Charles Levergood, Jacobs
Subramanian is also chair of the
Construction Manager Certification
Institute (CMCI), which administers the
CCM program. CCM is the only credentialing program in the construction
industry to be accredited by the American National Standards Institute (ANSI),
in accordance with norms published
by the International Organization for
Standardization (ISO).
Porie Saikia-Eapen, AIA
He briefed webinar participants on the
specific requirements of the program,
which are a combination of formal
education, responsible-in-charge work
experience, and demonstrated knowledge of the CM Body of Knowledge.
Continued on page 4
Steve Margaroni, PSOMAS
D.J. Mason, III, P.E., Keville Enterprises, Inc.
James Morris, CCM, Harris & Associates
James Moynihan, Heery International
David Rathmann, CCM, Parsons
David L. Richter, Hill International, Inc.
Ex-Officio
Chris Brasco, Esq., Watt, Tieder, Hoffar &
Fitzgerald, LLP
Joseph McAtee, FCMAA ,
Urban Engineers, Inc.
Director Emeritus
Robert Wilson, FCMAA, Parsons
Brinckerhoff Construction Services
September/October
CMAA News
Continued from page 3
Continued from cover
Joining him in the presentation, R. L.
“Rick” Rye, CCM of Fluor Industrial & Infrastructure offered a discussion of how
candidates could meet the requirement
for responsible-in-charge experience
in a variety of project delivery settings.
Gaining the CCM, he said, requires
“documentation of specific project experience that clearly demonstrates the
responsible-in-charge role as detailed
in the qualifications. The Board of Governors, in its evaluation of an applicant,
is going to focus very closely on how
the applicant influenced the projects in
which he or she was involved.”
having the alternate ways of learning
is a great benefit. Once again CMAA is
on the leading edge of providing better
and better people for the industry.”
The key questions the Board will apply
to each applicant, Rye said, include:
• Did decisions candidate was
empowered to make directly impact
successful project completion?
• Was candidate directly
responsible-in-charge of
construction management services?
• Did candidate protect project
and Owner interests?
The speakers also described the content
of the six-hour written examination
required of all CCM candidates.
Owners have a particularly important
stake in programs like these, says Vice
Chairman Gary Cardamone, director of
construction management for the Port
of Long Beach, California.
“These online certificate programs provide a very cost effective way to obtain
training or sharpen skills in areas of
critical importance to CM practitioners,” he says. “As an owner that hires
CMs from the private sector, we look
for distinguishing credentials that are
differentiators in the selection process.
CMAA’s online certificate courses represent one way to distinguish yourself
from the competition.”
CMAdvisor
The Contract Administration certificate program is now available at an
introductory cost of $395 per student,
through December 31, 2007. Volume
discounts will also be available to members wishing to provide the program, as
well as future modules, to larger numbers of employees. For details, contact
the Professional Development Department at CMAA.
Tom Bishop, PE, senior vice president,
West & Construction Services at URS
Corporation, agrees that “The flexibility
afforded by online courses will allow
even the busiest of us to continue our
personal and professional development
in a focused and efficient manner.
Following Contract Administration, the
next online module to be delivered will
be a new Construction Manager in Training (CMIT) program derived from the
familiar Capstone basic course. Other
planned certificate modules include:
“As professional construction managers
we should be striving to ever improve
our personal performance and the
performance of those we mentor and
supervise. A key to improvement is
continual learning, sharpening of our
skills and updating our personal best
practices. CMAA’s new Online Certificate Courses will assist those new to
our practices in efficiently obtaining
the knowledge basic to our discipline
and will help our seasoned CMs update
their capabilities, while honing their
skills,” Bishop concludes.
• Professional Practice
CMAA Past President Robert Fraga of
the U.S. General Services Administra-
tion points out that “These courses
are developed by leading practitioners
and cover the latest and best practices
for each subject. In this era of rapidly
changing technology and workload,”
he adds, “the online certificate courses
provided by CMAA are an excellent,
cost effective way for owners and practitioners to gain, refresh or augment
their knowledge, skills and abilities on
specific areas of professional practice.”
• Project Management
• Value Engineering
• Cost Management
• Safety and Risk Management
• Time Management
• Quality Management
Availability and other information
will be published by CMAA in
the coming months as the new
programs appear.
Jeffrey S. Dailey of Illinois Tollway is 2007 “Person of the Year”
Jeffrey S. Dailey, who as chief engineer
for the Illinois Tollway is leading a $5
billion program of sweeping capital
improvements to that vital highway
system, has been named CMAA’s 2007
“Person of the Year.”
road tolling at 20 mainline toll plazas.
Other key features of the program
include rebuilding and widening of the
South Tri-State Tollway, I-88 from Route
59 to Washington Street, and a 32-mile
pavement rubblization project on I-88.
The award is CMAA’s foremost individual honor, and recognizes the most innovative, influential and quality-driven
individuals in the profession of construction and program management.
In presenting the award, outgoing
CMAA Chairman Randy Larson of PBS&J
noted that “The data concerning miles
of restoration and miles of new highway construction only tell part of this
remarkable story.
Dailey leads a team of more than 500
staff and consultants in carrying out a
program to restore, rebuild and extend
a 274-mile system serving some 1.3
million users every day.
The cornerstone of the project has been
the implementation of barrier-free, open
“In the process of managing a huge
project, Jeff has partnered with the
contracting community and heightened
the accountability and customer service
focus of the Tollway’s operations,” Larson said. “In an environment of accelerated schedules and unprecedented cost
escalation, Jeff has committed more
than $2 billion in contracts to date
while keeping this complex program on
schedule and on budget.
“Jeff’s leadership of this critical project
has combined technical excellence with
an extraordinary commitment to leadership and innovation,” said Larson.
D’Agostino Speaks to SAME Post on Sustainability
CMAA President Bruce D’Agostino made a presentation on
“Sustainable Construction” as part of a special conference
devoted to “Achieving a Sustainable Environment,” presented in September by the Sacramento Post of the Society of
American Military Engineers.
He described how the surging interest in green construction
is impacting building owners, designers, construction managers, and others in the construction industry.
“Our members are definitely hearing from their clients that
sustainable and green construction is a high priority,” he
said. He particularly described how owners and building
designers are taking the opportunity to seek certification of
their buildings under the Leadership in Energy and Environmental Design (LEED®) program administered by the U.S.
Green Building Council.
“Many owners perceive responding to this demand as an
added cost and burden on their projects,” D’Agostino noted.
“However, many are also recognizing the benefits they can
realize in terms of lower operating costs, improved productivity and higher value. Indeed, most of the 69 available LEED
‘credits’ represent items that can yield life cycle savings.
“This focus on the long-term success of a project in meeting
the owner’s needs is central to the CM’s mission. The professional CM can help an owner plan for success from the earliest stages of a project,” D’Agostino added.
Often, pursuing a green building strategy means the CM
must guide owners who may be quite new to the subject,
D’Agostino said. “CMs routinely work with owners who may
CMAA President Bruce D’Agostino with Ron Price, CCM of Harris, Northern
California chapter president, and Larry Smith, PE, chief of construction,
ACORE Sacramento District.
undertake one or two major building projects in their entire
careers. Building is not their business. Still less can they be
expected to have a thorough and up-to-date understanding
of an area as complex as sustainable construction.”
In these cases, he went on, the owner needs to rely on a
“champion” within the project team.
“That champion, in turn, must rely on productive collaboration and timely information sharing among all project
participants. Document control, cost management, and
schedule maintenance all require close attention. Promoting
this kind of collaboration is another key mission of good CM,”
said D’Agostino.
September/October
CMAA News
Thank You, National
Conference Sponsors!
CMAA Marks “First 25/Next 25”
at National Conference
Many thanks to these companies,
whose financial support has
contributed to an outstanding
CMAA National Conference:
CMAA is observing the 25th anniversary of its first national gathering with
a program of activities focusing on both
concluding 25 successful years and
launching a second quarter century on
a note of high optimism.
GOLD LEVEL
($10,000-$14,999)
McDonough Bolyard Peck, Inc.
Hill International, Inc.
SILVER LEVEL
($5,000-$9,999)
AECOM
DMJM H&N and DMJM Harris
Engineering News Record:
McGraw-Hill Construction
EPC Consultants, Inc.
HDR Engineering, Inc.
Among the highlights of the observance is publication of the “CMAA
Value Report,” a 12-page, full color
publication highlighting how CMAA
has directed all of its energy and attention to delivering the best possible
Professional Development programs
and helping shape the business environment for members.
“As we cross the threshold between a
successful first 25 years and an exciting
next 25, where does CMAA stand?” the
Value Report asks.
Part of the answer: “CMAA has greatly
strengthened its resources in both
Professional Development and Communications. We have moved into new
offices, expanded our professional staff,
grown our membership, upgraded our
technology and involved more members than ever before in productive
work through committees and other
vehicles.”
In addition to the Value Report, CMAA
will mark its anniversary with a special
commemorative lapel pin and a display
of historic covers from past issues of
CM Advisor, going back to Volume 1,
Number 1…plus a variety of recognition
features during the plenary and social
events of the Conference.
HNTB Corporation
Indam Engineers
Jacobs
Mark G. Anderson Consultants
Parsons
PBS&J
SGI Construction Management
Summit Associates
URS Corporation
BRONZE LEVEL
($2,500-$4,999)
Carter & Burgess, Inc.
CH2M HILL
Harris & Associates, Inc.
Keville Enterprises, Inc.
Kleinfelder, Inc.
PSOMAS
Momentum Growing for CMAA Radio
CMAA Radio, a new series of monthly
audio interview programs on topics of
broad industry interest, is gaining momentum as its audiences grow along
with its archive of programs, all available through the CMAA website.
chief architect at MTA of New York City
Transit.
Since early summer, CMAA Radio has
presented:
These audio interviews have been
played back more than 800 times to
date by listeners. New interviews are
produced monthly, and previous programs remain accessible through the
archive.
“Selling Value Versus Price,” with Mack
Hanan, author of the best selling book,
Consultative Selling.
STV Construction, Inc.
“Delivering More Value to Clients,” with
CMAA Chairman Randy Larson.
FRIEND LEVEL
($2,499 and under)
“The Need for Leadership,” with CMAA
President Bruce D’Agostino.
KCMC and Hanyang University
“The Value of Building Information
Modeling,” with Judith Kunoff, AIA,
Primavera Systems
Vanir Construction Management, Inc.
CMAdvisor
“Managing Construction Risks,” with
Chris Brasco, Esq., partner at Watt,
Tieder, Hoffar & Fitzgerald, LLP.
Recent Arrivals in the CMAA Online Bookstore
CMAA’s online bookstore is a convenient way to keep up with the latest
publications in the field of construction management, including both
CMAA’s own products and the latest
releases from such leading sources as
McGraw-Hill.
The most recent additions to the CMAA
Bookstore include these timely titles:
Successful RFPs in Construction, by
By Richard Fria (a CMAA member).
Paperback, 172 pages.
This is a step-by-step guide for managing the RFP process in a way that
saves time, money, enhances team
collaboration, and assures quality in
construction. Focusing on the negotiated contract method (as opposed to
the competitive bid method), the book
takes readers from articulating the
needs/wish list for a construction project, to the analysis of responses and
interviews, through negotiations and
finalization of the deal.
Faster Construction Projects with
CPM Scheduling, by Murray B.
Woolf with a Foreword by James J.
O’Brien, FCMAA.
Hardcover, 456 pages.
A comprehensive review that contains a
full explanation of the new and innovative Scheduling Practice Paradigm, and
translates it into tangible steps you can
use to create powerful project schedules designed to boost productivity on
any job.
Managing a Construction
Firm on Just 24 Hours a Day,
By Matt Stevens.
Project Management in Construction, By Sidney M. Levy.
Hardcover, 392 pages.
Covering every aspect of the job, from
writing initial contracts to complying
with OSHA regulations, this trusted
resource outlines the essential tenets
of project management including estimating, purchasing, and administration
of the contract.
The CMAA Bookstore also offers CDs
of past CMs TalkLive! webinars, model
contract documents, and a variety
of other material. Check it out at
cmaanet.org.
Paperback, 406 pages.
This detailed overview of the construction contracting business delivers an
invaluable collection of best practices,
forms, templates, and checklists designed
to reduce risks and increase profits.
Association Launches RSS Feed
CMAA recently launched its own RSS Newsfeed, giving
members and others an easy way to have the latest news,
information and reminders from CMAA delivered right to
their desktops as soon as the content becomes available.
RSS stands for Really Simple Syndication.
Users of the latest version of Microsoft Internet Explorer
have a “news aggregator” program built in. By clicking on
their “favorites” button, they can easily access the news
feeds to which they subscribe. Other users opt to keep up
with newsfeeds through third party news reader programs.
Either way, when CMAA posts a new item to the feed, it
appears on subscribers’ computer screens as soon as their
news readers update their content – usually several times
each day. As a result, instead of having to visit the CMAA
website and seek out the latest news, it’s immediately
available in a convenient form, with a hyperlink back to the
website for full details.
So far, CMAA has used its feed to
distribute announcements about
CMAA Radio programs, upcoming
Professional Development sessions,
and association news.
Since the feed went “live” in late July,
the feed page at cmaanet.org has recorded nearly 5,000 visits. In August, it
ranked as the seventh most frequently
viewed page on the website, and was
ranking even higher through mid-September.
To check out the RSS feed, visit the CMAA home page
and click on the icon in the right hand column.
September/October
CMAA News
CMAA Staff News
Jan paul Miller, an experienced specialist in industrial certification and education,
has joined CMAA as Vice President, Certification. He will supervise the rapidly
growing Certified Construction Manager (CCM) program, which has certified
nearly 1,000 professionals.
He comes to CMAA from the Construction Specifications Institute (CSI), where, as
certification manager, he was responsible for administering certificate and certification programs for specifiers, architects, engineers, contractors building materials
suppliers, and others in the construction industry.
Miller is a graduate of the University of Maryland /Baltimore County and holds
two masters degrees, a Master of Arts in English and a Master of Education in
Reading Diagnosis and Instruction. He has completed doctoral work in administration at George Mason University in Fairfax, VA.
“CCM is not only growing in participation but evolving in the programs needs and
resources,” notes CMAA President Bruce D’Agostino. “In Jan paul, we have added a
remarkably qualified and experienced person who can shepherd this vital program
to even greater accomplishments in the years ahead.”
In other staff moves, Kate Brundage has become certification associate. Kate has
been with CMAA for about a year. Cindy Hurt, a recent University of Virginia grad,
has joined the staff as receptionist.
CMAdvisor
CM Advisor Offers
High-Impact
Advertising
With circulation now topping
4,500 and growing dramatically
every year, CM Advisor offers
advertisers an economical way
to reach the most influential
construction and program
managers in the country.
Each issue of CM Advisor carries
a limited amount of advertising,
and there’s no premium charge
for full color.
Ad rates, dimensions and
production requirements are
available online at cmaanet.org,
or by emailing John McKeon at
jmckeon@cmaanet.org.
Government Affairs
Infrastructure Initiatives Add to Capitol Hill Traffic Jam
Congress and the federal agencies responded quickly to the
collapse of the I-35 bridge in Minneapolis last month, but some
of the proposals and initiatives being advanced to address the
state of America’s bridges and other infrastructure have simply
joined a long queue of measures awaiting action this fall.
Action in Congress, and particularly in the Senate, will focus
on passing a dozen major funding bills that theoretically
require enactment by October 1 to keep the federal government operating next year.
The House has passed all of its funding measures, but the
Senate had only acted on two – Homeland Security and Military Construction/VA spending – as CM Advisor was going to
production.
Senate Majority Leader Harry Reid (D-NV) has acknowledged
that Congress will not meet the October 1 deadline for enacting its 12 regular fiscal 2008 appropriations bills.
Moreover, the majority of the bills awaiting action are also
likely to face presidential vetoes. Even before that, Democrats will need to round up the 60 votes they need to curtail
filibusters by Republicans opposing the increased spending
levels in these bills.
All in all, the Democratic leadership in Congress is planning to
spend some $23 billion, or 2.5 percent, more than the $933 billion in discretionary spending the administration has requested.
Among the topics being tracked by CMAA:
Transportation and Housing
of Washington also proposed to add another $1 billion for
bridge repairs, essentially by raising the amount of money
states can obligate from the Highway Trust Fund. This proposal passed the Senate on September 10.
Meanwhile, Rep. Jim Oberstar (D-MN), chairman of the
House Transportation and Infrastructure Committee, has
proposed a “National Highway Bridge Reconstruction Initiative” that would fund bridge repairs by increasing the federal
gasoline tax. President Bush and Transportation Secretary
Mary Peters have both been vocal in rejecting any gas tax
increase, however.
Oberstar says he hopes to get his bill through committee
markup in October.
Water Projects
The Senate hopes to act on a conference report on the Water
Resources Development Act, which would authorize about
$21 billion for more than 900 projects of the Army Corps of
Engineers. The conference report greatly exceeds both the
House version of the bill, which authorized $15 billion, and
the Senate version, which had a price tag of $15 billion.
Another complication may arise because the conference
report includes several new earmarks that were not included
in the original versions of the bill that passed the House and
Senate this spring. This runs counter to the ethics legislation
recently passed by both houses, which limits the Senate’s
ability to add earmarks to a conference report that were not
in either chamber’s original bill.
Both Senate and House versions of this bill exceed the
administration’s requests. Democratic Sen. Patty Murray
CMAA co-sponsors FEDCon® 2007 in DC
FEDCon® 2007, the Market Outlook
Conference on Fall Construction, is
coming to the Washington, DC Convention Center on Tuesday, December 11.
CMAA is once again supporting this
vital event, which 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.
This year’s highlights will focus on:
manufacturers interested in providing
services and products to the federal
government, the world’s largest facility
owner and procurer of design and construction services.
• current year construction budgets
• planned budgets for future years
• building types to be designed
• regional and international construction information
• overall direction of design/construction programs
FEDCon® presentations typically cover
a spectrum of useful information for
private sector architects, engineers,
general and specialty contractors, and
The event is co-located with the Ecobuild® Fall – Sustainable, Green, and
High Performance Solutions for the
Built Environment and AEC-ST Fall –
Science & Technology for Architecture,
Engineering & Construction. The entire
three-day conference and two-day exhibit spans December 10-13, 2007.
For more information
visit www.aecstfall.com.
September/October
Professional Practice Corner
Building Your Team with the Contractor RFP
for Negotiated Project Delivery
Rick Fria, The Fria Company
70 % of project costs are controlled by the contractor
100% of the schedule is controlled by the contractor
100% of the quality is controlled by the contractor
Choose the Contractor Carefully
The negotiated approach to construction has increasingly
become a favored delivery method. This method provides
many benefits to the design/construction process, increasing
the opportunity for value-added project delivery, including:
• Assembling a team of qualified professionals to design
and build the project consistent with the owner’s goals.
Why Negotiated?
The triangle represents the key elements of a successful
project. It is rarely possible to revise one element without
impacting one or both of the others.
Cost
Program

• Creating a basis for analyzing the cost-benefit elements of
critical design decisions early in the design process.
Quality
• Affording the contractor time and access to the team to
plan the construction, value engineer, and establish a
strong and trusting relationship, thereby reducing the
potential for adversarial relationships.
The goal of the negotiated approach is to balance the elements of the triangle. Cost is determined concurrent with
design, providing a context for timely decisions about quality
and program. The architect, owner and contractor work as
a team during preconstruction to measure and balance the
three elements. Expectations at the start of construction are
therefore programmed into the documents and the GMP.
• Providing the opportunity for timely schedule feedback for
cost-of-carry analysis.
The Cost of the RFP • Selecting a contractor on the basis of proven experience,
qualified personnel, and cost competitiveness.
Various factors affect the cost of an effective RFP plan, including project size, type, locale, experience the manager has
with the RFP process, quality/quantity of design documents,
and extent of information requested in the RFP.
• Testing the design for cost prior to expending significant
capital on A/E.
Construction price typically represents two-thirds of the total project cost, making the selection of a qualified contractor—a selection based on clearly defined terms—one of the
most important elements of the project.
The RFP provides an opportunity to fully define the project
and prescribe the basis for the construction price and schedule at the early stages of design. It can serve as the foundation for the agreement between owner and contractor if
carefully planned and managed.
Assuming the RFP process leads to the selection of a competent, qualified contractor with preconstruction experience,
the decision to commit dollars to a well-managed plan will
pay off handsomely, and the benefits are likely to be well
worth the cost:
• A clear and concise program is developed at the outset
and serves as the basis for the design effort, enhancing
efficiency in design maturation.
• A detailed project definition is produced for use in the
financing package.
• A defined basis for construction cost is provided as a benchmark against which to measure value-added choices.
10 CMAdvisor
Ben
efit
of N
ego
tiat
ed
App
roa
c
h
Design Cost
es
itur
nd
xpe
E
n
g
i
Des
Schematic
Design Development
Construction Documents
Design Process
The figure above illustrates the cost-benefit relationship
between design maturation and contractor participation
in a negotiated approach.
The team should discuss the cost-benefit elements of timing
the RFP process with design maturation. There is an optimal
time to execute the process. Provided the decision is consensus driven and incorporated into the overall design plan,
benefits will almost always outweigh costs.
The Search for RFP Recipients
The goal is to assemble a list of qualified and competent contractors experienced in adding value to the design process.
Contractors with experience in preconstruction are essential
to a successful negotiated GMP approach.
Architects and engineers have first-hand experience with
contractors located within their region. Owners with recent
comparable project experience may also assist in your search.
The Associated Builders and Contractors (www.ABC.org) and
the Associated General Contractors of America (www.AGC.org)
maintain a computerized database on their member contractors. Both offer referral services.
In refining the list of qualified contractors, it is useful to request Form AIA A305, Contractor’s Qualification Statement
which covers company history, licensing, general experience,
annual volume, references and bonding limits/capacity.
Keep in mind that each contractor’s capability and workload
are of equal importance. A contractor may be capable according to resume but incapable according to backlog.
An excessive number of candidates does not necessarily add
value to the process. It is more important to be dutiful in
prequalifying a select list. The list should reflect a meaningful cross section of proven experience, cost conscious project
management and quality construction.
The Request for Proposal
The RFP presents an ideal opportunity to clearly define the
scope of the project. By developing a comprehensive project
summary for issuance with the RFP, you will create a package that can be used in the equity/finance effort as well as
in market studies and related activities. An early, refined
definition of the project scope provides a basis for both the
pro forma and the negotiated construction contract–and a
blueprint for managing the design to meet the budget.
The RFP should request a detailed construction budget based
on the narrative and early design documents. The pricing and
format provided by each candidate can be useful in assessing
the quality of information provided by the contractor and in
preparing for the interview. Total project costs, however, may
be subject to continuing refinement until the RFP process
has reached the final stages of negotiation and the documents have matured. At that point, the team should have a
clear understanding of the scope of work and the contractor
should be armed with adequate information to produce a
refined and reliable price. If the project documentation provided in the RFP is detailed and comprehensive, the average
of all contractors’ estimates provides a meaningful first test
of the pro forma assumptions.
September/October
11
Professional Practice Corner
The construction budget should be based on a “Pricing Package” included with the RFP. Since the RFP can be effectively
issued any time along the continuum of conceptual to design
development, the extent of the drawings issued in the Pricing Package can vary. At minimum, basic floor plans, elevations, building section(s) and site plan should be included.
Additional documents may include:
• Structural drawings
• Geotechnical report
• Environmental survey
• Mechanical/Electrical/Plumbing drawings
• Site survey
Develop an outline specification or detailed narrative that
includes sufficient detail to underpin the pro forma and program requirements. It may be helpful to include one or more
narratives from the architect, engineers and owner, defining
essential elements such as exterior closure materials, type of
structure, program requirements, MPE systems, and site development details. Increasing the contractor’s understanding
of the project increases the likelihood of receiving meaningful feedback in the response.
review is to identify a “short list” for the interview process.
The goal: to build, by consensus, a team of personnel that
work well together.
The Interview
The interview will likely be the first time you meet and interact with the contractor’s proposed team and is an essential
component in the selection process.
By including key members of your design/development team
in the interview process, you will have an opportunity to
assess the group dynamics and promote team buy-in for the
final selection.
Review the analysis results with the team participants conducting the interview. Each contractor RFP response is likely
to present differing issues requiring clarification prior to final
selection. By fine tuning each interview you will be able to
“fill in the blanks” in the short period of time allotted for
this meeting
Plan to conduct all the interviews on the same day or on
successive days if possible. This will assure a common thread
through all interviews in comparing the contractors’ qualifications. The selection team discussion/decision can be made
while the interview experiences are fresh.
The Analysis
The Negotiation
When the RFP includes specific instructions defining the
format for the responses, accompanied by formatted electronic spreadsheets, the analysis can be efficient and timely.
Checklists and spreadsheets should be prepared in advance
of the due date to facilitate expedient comparison of the
data. If each contractor’s response follows the defined
format, the information can be readily inserted into the
prepared checklists. When the format and preparations are
well coordinated, it is possible to complete the analysis in a
matter of days.
The negotiation is the final chance to make your best deal.
The RFP solicits “proposals” intended to serve as the basis
for the contract terms and the deal. As such, the “proposed”
terms are subject to negotiation and refinement. Only after
collecting and analyzing data, interviewing candidates, and
reaching consensus with your team are you adequately prepared to negotiate the final terms.
The objective of the analysis is to refine the responses to a
meaningful and concise summary of information relating
to the selection criteria. This may include schedule, general
requirements, costs, fees, markups, and other tangible information specific to the project.
Follow-up with the contractors may be required in order to
complete the analysis and to clarify the basis of the proposal and elements of cost. Follow-up may reveal omissions,
misunderstandings, scope clarifications and related issues.
Upon completion of the follow-up effort, final adjustments
may be required to assess the impact on the final estimate
and proposal.
As the responses and spreadsheets are analyzed, it will
become increasingly evident which contractors are most
qualified and preferred. By including the members of your
team in the contractor evaluation process, the all-important team “buy-in” is more likely. The objective of the team
12 CMAdvisor
Analysis of the written proposals will have provided specific
deal points such as fee, schedule, markups, labor rates (and
burden), general requirements, and insurance rates. These
are some of the key financial elements to use as a starting
point for the negotiation. The interviews may have uncovered additional deal points. The team should determine the
deal point “goal” prior to initiating the negotiation. This will
allow the process to move forward in an organized fashion,
delivering measurable results.
As the negotiation matures, be open to alternatives that
may be unconventional yet provide win-win opportunities.
Consultation with the selection team may reveal successful
creative experiences on other projects. It is critically important to apply the necessary time and effort to reaching an
agreement, since this deal will serve as the basis for cost and
the recipe for success.
The most successful negotiations result in a “win-win” outcome for all parties. Beginning the project with a contractor
who feels shortchanged in the negotiation may set the tone
for a contentious relationship. The best outcomes for negotiated projects are a result of mutual respect and trust.
The Deal
Information gathered from the analysis, the interview,
and the negotiation should be compiled into a single document forming the basis for the deal. Attention to detail will
significantly reduce the potential for disagreements at a
future date.
Critical deal points may include:
• Schedule/duration
• Exceptions/agreement on construction contract
• Agreement on general requirements
• Preconstruction cost and extent of participation
• Fee agreement (% or lump sum)
• Definition of markups
• Bonding requirements
• Committed personnel. (It is often said “it is the people that
make the difference.”)
Preparing a clearly documented agreement, defining the
elements of the cost of construction, as well as the committed resources and definition thereof, is essential to maintaining the pro forma objective, and significantly mitigates the
potential for scope and cost disagreements. The deal should
be executed carefully and promptly, and with the appropriate duty of care.
Hill International, Inc. (NASDAQ: HINT), the worldwide construction consulting firm is expanding. With 1,500 employees in 70 offices in 25 countries, Hill provides program management, project management, construction management,
and construction claims services worldwide. ENR recently
ranked Hill as the #10 largest CM firm in the US.
Summary
Each RFP process will vary according to the team’s needs,
project requirements, extent of documents and the role of
the contractor. As the process unfolds, the plan will require
modification to fit reality. Incorporating flexibility into the
timing and execution of the plan, the spreadsheets and
interviews will result in an outcome tailored to the specifics
of the project.
A well-organized plan, utilizing refined analysis tools, should
allow you to complete the entire effort in three to six weeks.
The key steps of a successful RFP process:
1.Plan the RFP process in advance
2.Consider the cost-benefit of the effort
3.Provide clear and concise information in the RFP document
4.Complete a detailed analysis of the responses and follow
up as appropriate
5.Perform thorough reference checks
6.Conduct open and interactive interviews
7.Document the negotiation in writing
8.Execute the deal without delay
The desired result is the selection of a qualified contractor to
assume a critical role in the development of your project—a
contractor with the requisite specialized skills to complement your team. The proactive interaction of the contractor
with the design-development team will enhance the probability of your project being built…on time, in budget and
with quality.
Richard Fria owns and operates The Fria Company
(www.friaCM.com), providing project and construction
management services on large commercial developments.
He is author of “Successful RFPs in Construction” published
by McGraw Hill and available at the CMAA Online Bookstore.
He can be reached at rick@friacm.com.
Enjoy working in an environment that offers competitive
salaries and many benefits, including medical, dental, vision
and prescription drug coverage, 401(k) plan with a generous
employer match and tuition reimbursement. We are seeking
experienced Project Managers to join us in our Washington,
DC Office to provide project management services to our
federal sector clients.
To apply, submit your resume, along with your minimum
base salary requirements, through our online recruiting
database www.hillintl.com
Hill International is
an Equal Opportunity
Employer M/F/D/V
September/October
13
Company News
Gregory Retires After 16 Years with Heery;
Derrick Promoted to Washington, DC
Area Manager
After a 44-year career including 27
years with the U.S. Army Corps of
Engineers and 16 years with Heery International, Inc., Woody Gregory, CCM,
PE has retired. Bob Derrick, PE, a senior
manager with Heery, will replace Gregory as Washington, D.C. area manager.
Gregory joined Heery in 1991 after
retiring from the military. During this
time, he managed numerous contracts
for the federal government and served
as operations manager for Heery’s
Washington office before assuming
leadership of that office in 2005.
Derrick joined Heery in 2006 to spearhead Heery’s approach to significant
design and construction activity resulting from the Department of Defense
Base Realignment and Closure (BRAC)
program. Prior to joining Heery, Derrick
spent 29 years with the U.S. Army, retiring as chief of the Army’s BRAC Division
in the Pentagon.
Project Manager. Both will be part of MOCA’s new Owner’s
Representative Team.
Chris brings over 17 years in the public construction sector
market. In his new role, he will lead the Owners Representative Team, concentrating on public and institutional projects
in the New England area.
Paul brings over 20 years experience in the private and public
sector construction markets. In his new role, he will manage
multiple MOCA projects and further develop the commercial
sector business.
Woody Gregory, CCM
Chris and Paul are two (2) of only sixteen (16) Certified Construction Managers (CCMs) in the New England Region. “Having two CCM’s on staff will quickly establish MOCA as a leader
in Owners’ Representative Services, and build on our proven
leadership in Project Control Services”, stated Kevin Bernier,
President & CEO of MOCA Systems. MOCA is currently the only
firm in New England with two (2) CCM’s on their staff.
Brown Joins Parsons As Vice President,
Business Development
Bob Derrick, PE
Cardamone Named Director
of CM for Port of Long Beach
The Long Beach Board of Harbor Commissioners has promoted Gary J. Cardamone, who has more than 25 years of experience in port and harbor-related development, to the newly
created position of director of construction management.
The new position is part of an ongoing reorganization of Port
administration designed to improve operational efficiencies.
Cardamone will lead the newly formed Construction Management Division, part of the Port’s Engineering Bureau.
Cardamone, who joined the Port in 2002, had been serving
as the Port’s deputy chief harbor engineer in charge of construction management.
Parsons has announced that Gregory V. Brown, PE, was
recently hired as vice president of business development for
the Bridge & Tunnel Division. In this role, he will be responsible for strengthening and growing Parsons’ market position
in the western United States.
Brown has 27 years of diverse experience developing and managing projects that involve the planning, design, and construction of bridges, tunnels, and a wide variety of other transportation-related structures. He holds a bachelor’s degree in civil
engineering from The University of Vermont and is a licensed
professional engineer in California, Nevada, and New Mexico.
Construction Leads Again in a Dismal Statistic
Construction is number one again in on–the–job deaths, but
overall it is safer, according to new data from the U.S. Bureau
of Labor Statistics.
In his new position, he will oversee construction of the Port’s
capital improvement program, valued at about $200 million
annually. He will also oversee the Surveys Section.
BLS says the number of construction fatalities rose nearly
three percent in 2006 and construction’s more than 1,200
deaths again made it the industry with the largest number
of annual on-the-job fatalities. But the construction fatality rate went down in 2006, its second consecutive annual
decline, as the number of workers in the industry continued
to climb, BLS data show.
Cardamone is a CMAA Board of Directors and Executive Committee member, vice chairman of CMAA, a member of the
Board of Directors and the Executive Committee.
Infrastructure: State, Local Spending
Tilts to Maintenance
MOCA New Hires in Massachusetts
MOCA Systems, Inc announced the addition of two senior
professionals to its growing team. Chris Simmler was hired
as Vice President and Paul Hemphill was hired as Senior
14 CMAdvisor
According to the Congressional Budget Office states and
localities spend a much greater share of their public transportation and water infrastructure budgets on operations
and maintenance than federal agencies do. These states and
localities account for more than half of public transportation
and water infrastructure spending.
In a report issued in early August, CBO says states and localities provided 76.5% of the $312.2 billion spent on infrastructure in 2004. Federal funds were the other 23.5%. CBO says
that ratio has been “quite stable” for 20 years.
Of the 2004 total, 54% went for operations and maintenance
and 46% for capital projects. CBO says that split has been
fairly constant since the early 1980s. About 63% of state and
local infrastructure dollars went to O&M in 2004. About 75%
of 2004’s federal aid was capital expenditures.
Gilbane Is CM For University Of Michigan
Business School
Gilbane Building Company is providing CM services for the
University of Michigan Stephen M. Ross School of Business.
This $120 million facility is designed to support a new learning curriculum and help create the best possible environment for both faculty and students. The building is six stories
high at the center and three stories high around the perimeter totaling 245,000 square feet.
Some of the project’s
features include a 500seat auditorium, classrooms with the capacity
of accommodating up to
95 students, faculty terrace, and a casual study
lounge and fitness center.
This project involves an
180,000 sf demolition and
the reconstruction of 237,500 sf, with 7,500 sf of new space
under the existing Kresge Library. Work began on this project
in early 2006 and should reach completion towards the end
of 2008.
CH2M HILL Selected as $5-billion
Panama Canal Expansion Program Manager
The Panama Canal Authority (ACP) has awarded CH2M HILL,
a global full-service engineering, construction and operations firm, the Program Management contract for the $5.25
billion Panama Canal Expansion program.
Subcontractors on the team include DHV Group, Grupo
TYPSA, CSA Group, and Earth Consultants International.
“We are proud to contribute our global experience to help
build not only one of the world’s major infrastructure projects, but to build it in such a way as to leave a lasting legacy
of sustainable socio-economic growth and environmental responsibility,” said Michael Kennedy, president of CH2M HILL
Transportation Group. “We are thrilled to support Panama’s
incredible vision for its future.”
The expansion project involves building a new set of massive
locks on both the Atlantic and Pacific ends of the existing
canal and will include substantial excavation and dredging.
The project schedule calls for the first “Post Panamax” vessel
to transit through the expanded canal in 2014, the 100th
anniversary of the completion of the original canal. A Post
Panamax vessel is the term for ships that are larger than a
Panamax and do not fit in the original canal. After expansion, the Panama Canal is expected to be able to handle vessels up to 12000 TEU in size (equivalent to 12,000 “20-foot
equivalent unit” containers).
KMK Consulting Ltd. Joins AECOM
KMK Consultants (KMK), an Ontario, Canada-based engineering firm specializing in water, wastewater and municipal
engineering, has joined AECOM and UMA.
By adding KMK, AECOM has bolstered its presence in the
growing Canadian infrastructure market. AECOM will now
have more than 1,300 professionals in offices across Central
and Western Canada.
“We view the addition of an outstanding firm like KMK
to the AECOM family as an important step forward in the
advancement of our strategy in the Canadian infrastructure
market,” said John M. Dionisio, AECOM president and chief
executive officer. “In addition to expanding our Canadian
business, this acquisition strengthens our global expertise in
the area of water and wastewater.”
Gilbane Selected as PM for Sweetwater
Union High School District
The Gilbane Building Company has been chosen to provide
program management services to the Sweetwater Union
High School District in the San Diego area. The district serves
over 42,000 students in grades 7-12, as well as thousands
of adult learners, and is one of the largest school districts
in Southern California. The architect is BCA Architects, with
Gilbane’s Western regional office overseeing the work.
The bond program is currently valued at $644 million with potential matching state funds of an additional $300 million for a
total of nearly $1 billion. The projects will be focused on 16 high
schools, 14 middle schools and 10 adult and vocational schools.
Bossardt Corporation to Provide
CM for Wisconsin School District
The School District of New Richmond, located in St. Croix
County, WI has retained Bossardt Corporation to support a
$92,850,000 district-wide project including a new $15.95 million elementary school and a new $59.88 million high school.
The School District plans to use $5 million to remodel West
Elementary School and $8.1 million to renovate and convert the
existing high school into the middle school. Construction for the
new elementary school is expected to start in September 2007.
ATS&R will provide the architectural services for the projects.
September/October
15
Chapter News
Congratulations
to the Newest CCMs!
Doreen Bartoldus, Malcolm Pirnie, Inc., Los Angeles, CA
Tim Beaty, Las Vegas Valley Water District, Las Vegas, NV
Brian E. Bingman, Orange County Sanitation District,
Fountain Valley, CA
Dhrubajyoti Biswas, EBA Engineering, Inc., Baltimore, MD
Randall Bryan, Parsons, Pasadena, CA
Derek E. Davis, CH2M HILL, Inc., Santa Ana, CA
Michael Dyer, Olympic Associates Company, Seattle, WA
Dean Fisher, Orange County Sanitation District,
Fountain Valley, CA
Charles Glave, Harris & Associates, Concord, CA
Kurt Gray, Harris & Associates, Palm Dessert, CA
Chicago Chapter
The Chapter is hosting the 2007 National Conference &
Trade Show in October. The Chapter’s involvement includes a
wide variety of activities such as participating in the education session program, serving as hosts to non-member
guests attending on “Prospects’ Day,” and setting up the
tours offered to the attendees. Attendees will be able to visit
with the Chicago Chapter members at the chapter’s booth in
the CMAA registration area of the Sheraton Hotel & Towers.
Houston Chapter
The Chapter hosted its 4th annual Sporting Clays Event at
American Shooting Centers. The participants shot 50 clay
targets in four-person teams with each team receiving a
prize. A Benelli shotgun was raffled off and each participant
received a custom event T-shirt, compliments of CMAA. The
teams enjoyed a barbecue lunch followed by awards and a
few words from CMAA Board Member Dave Rathmann, CCM.
This event is helping to bring recognition to CMAA in the
greater Houston area.
James Hicks, Wiley Hicks, Jr., Inc., Amarillo, TX
Chuck Hodge, Orange County Sanitation District,
Fountain Valley, CA
James Hughes, Massachusetts Turnpike Authority,
Boston, MA
Michael Ingram, AG/CM, Inc., Corpus Christi, TX
Jeffrey Curtis Jurgensen, Olympic Associates Company,
Seattle, WA
John L. Mauney, Trussmark Inc., Jackson, TN
James M. McCulloch, HNTB Corporation, Bellevue, WA
John Murillo, PinnacleOne, Tempe, AZ
Ronald Nadzieja, Pinnacle One, Tempe, AZ
David Rodriguez, M.S., PE, Orange County Sanitation
District, Fountain Valley, CA
Robert Schirripa, WorleyParsons, Pasadena, CA
Jenk Seran, PinnacleOne, Los Angeles, CA
Jason Smith, Construction Analysis & Planning, LLC, Santa
Monica, CA
Wayne Spence, California State University San Bernardino,
San Bernardino, CA
Ronald Weathers, Lassiter Richey Co., Inc., Tulsa, OK
Thomas M. Williams, Brown & Cladwell Environmental
Engineers, Olympia, WA
16 CMAdvisor
New England Chapter
The New England Chapter’s Annual Golf Tournament was a
great success and netted more than $15,000. These funds
will be used to award scholarships to construction management students in the New England area. Last year, the Chapter awarded $19,500 in scholarships and expects to exceed
that amount this year.
As a result of the efforts of chapter members on the Massachusetts Port Authority’s (Massport) staff, a Standards of
Practice Review course will be held on October 31-November
2 at the Massport facilities. The course will be followed by
the CCM examination on November 5. Massport expects as
many as 15 of its employees to attend the class and sit for
the exam.
North Carolina Chapter
A Public Works Night is being held in September, which
brings together public officials, contractors, project managers and construction-related professionals to network and
get a preview of the billions of dollars worth of public works
projects about to hit the street. The majority of public agencies in the San Francisco/Oakland area will be represented
and presentations will be made by the San Francisco PUC
Deputy General Manager, the California State Labor Commissioner, and the Deputy Director for Caltrans District 4.
A reformation meeting for the chapter will be held on
September 19. President Bruce D’Agostino and Past Chapter Officer Mike Burriss are the featured speakers. Lunch is
co-sponsored by Duncan Parnell, Stewart Engineering, and
CMAA National. A large turnout of current members and
prospective members is anticipated.
Northern California
The Northern California Chapter held its first Past President’s
Golf Tournament in August with 106 registered golfers. More
than $2,000 in prizes was presented to the participants. The
event raised more than $5,000 for the Northern California
Scholarship fund.
Northern Ohio Chapter
For the third year, the Northern Ohio Chapter is participating
in the Holiday Re-pack at the Cleveland Foodbank. The Cleveland Foodbank was awarded the “Best Foodbank of the Year”
award in 2006 and services a six-county region. The Chapter
also extends an invitation to participate to other professional organizations in the construction industry and have
had a great response in the past. Most of the donated food
delivered to the Foodbank is in bulk quantities or needs to be
sorted. The Chapter members donate their time to perform
these sorting tasks, which is a great help to the Foodbank
as it then spends fewer dollars on labor and more on food
purchases. After two hours re-packing food, a Chapter
networking event follows. For further information on this
event taking place on November 8, contact Alice Ake at
alice.ake@aboutpmc.com
CMAA’s Spring Leadership Forum is coming to Baltimore.
More than 250 top executives
will gather to explore ways
to lead their firms – and the
2008
Spring Leadership Forum
profession – more effectively.
B A Lt i M o r e , M A r y L A n d N M Ay 1 8 - 2 0
Be part of the movement.
For more information, visit www.cmaanet.org or call 703-356-2622.
September/October
17
“Leadership Tip”
Motivation is critical to successful job performance.
“Successful” job performance, however, must be
clearly defined upfront, before the job even begins,
and it must be defined in measurable, behavioral
terms…which the team member understands and
takes ownership of.
Remember that employees will move themselves to
action, do things for their own reasons, not necessarily yours. What motivates you might not motivate
them. The effective leader understands that the
three primary motivators in the workplace are meaningful work, recognition and sense of belonging.
As part of the initial discussions you have with team
members about successful job performance, try the
question, “What motivates you?”
Continued from page 17
San Diego Chapter
In August, the Chapter hosted the Western Region Meeting.
Representatives attended from the following chapters: San
Diego, Northern and Southern California, Colorado, Pacific
Northwest, and Arizona. A full day’s activities included a
facilitated discussion followed up by breakout sessions on
specific topics selected during the discussion. Based on the
evaluation of the attendees, it was a valuable session and
well worth the time of the participants.
In September, the San Diego Chapter celebrated its 5th anniversary. The celebration included cocktails and tacos at a
pool side reception while the Chapter remembered its past
successes and looked forward to future endeavors.
South Central Texas
On September 13, the Chapter participated as a supporting
association for the “Alternative Project Delivery Strategies for
Healthcare Facilities,” presented by the Rice University Building Institute.
The Rice University Building Institute invited Vice Presidents
from eight of the nation’s leading healthcare systems to
discuss their current project delivery concerns. Each of these
executives is responsible for creating a vast variety of new
facilities and they are actively searching for the latest ideas
from professionals responsible for design, engineering, and
construction. Individual small workgroups will be lead by:
BJC HealthCare, Intermountain Health, Kaiser Permanente,
Memorial Hermann, Methodist Hospital, Sutter Health,
Texas Children’s, and the Department of Defense’s Healthcare Transformation Division.
Southern California
McDonough Bolyard Peck, Inc. Business Operations Manager
McDonough Bolyard Peck. Inc. is a multi-disciplined consulting engineering firm
organized to assist clients in managing the construction process from initial budget,
through design and construction, to successful project closeout. Established in 1989,
MBP is recognized by the Engineering News Record as a national top-100 construction
management firm.
Due to continuous growth, we are seeking a Branch Operations Manager in Charlotte,
North Carolina. The ideal candidate will develop a strategic business development
plan for the Charlotte market and implement the plan with the support of Regional
and Corporate resources. As the branch develops, the candidate will recruit and manage staff, implement and manage budgets and administer projects from conception
to completion. Maintain open communication with the Regional Manager while
maintaining the daily operations of the branch and overall coordination of the Branch
workload. Provides quality assurance reviews throughout projects. Actively manage
personnel, budgeting, costs, collections and business development within the branch.
Responsible for weekly and monthly Branch reporting.
Requirements.
Bachelor’s degree and ten (10) years experience. PE license required. Knowledge of
organizational management, construction management and project management
techniques. Detailed knowledge of construction, principles of construction management and project controls.
Attn: Human Resources
If you are interested in this
opportunity, please forward McDonough Bolyard Peck, Inc.
8315 Lee Highway, Suite 400
us your resume for
Fairfax, VA 22031-2215
consideration, along with
Fax (703) 245-5993
salary requirements.
Email: recruiting@mbpce.com
EEO/AAE
18 CMAdvisor
On September 20, the Chapter held its Annual Meeting
featuring the election of board members and officers as
well as presentations of awards. The Volunteer of the Year
was awarded to Lisa Sachs, CCM, Mary McCormick, and Tod
Haynes, CCM; Mehdi Heydari, CCM received the President’s
Special Service Award; and Raju Kaval, CCM was recognized
as the CCM of the Year. Several member firms were honored
for their contributions throughout the year based on the
amount of money spent at chapter events.
A tour of The Shops at Santa Anita is planned for mid to-late
October and is being hosted by Caruso Development, as it’s one
of the firm’s newest projects. Inspired by the scale and smalltown feel of Myrtle Avenue in Monrovia, The Shops at Santa
Anita will create a quaint town center in the heart of Arcadia,
providing unique outdoor shopping, dining, and entertainment
amenities adjacent to the region’s most iconic landmark, the
historic Santa Anita Park Racetrack. The Shops will build on the
rich heritage of the racetrack, while creating an expanded and
more exciting regional attraction that is one-of-a-kind.
President’s Report
Infrastructure Crisis Cries Out for the Value of CM/PM
Bruce D’Agostino, CAE
The collapse of an Interstate Highway bridge over the Mississippi River in Minneapolis in August has touched off a flurry
of attention to an issue that has, in fact, been simmering
almost unnoticed for decades.
America’s basic infrastructure – roads, bridges, railroads, water and sewer systems, even air traffic control – is in serious
disrepair and has been neglected for a long time.
The I-35 bridge collapse prompted immediate action by the
U.S. Department of Transportation to provide $50 million
for short term recovery and clean-up. President Bush signed
legislation authorizing an additional $250 million to build a
new bridge on the site, but this will require a congressional
appropriation.
Within CMAA, we need to accelerate a broad discussion of how we can best articulate the CM/PM “value
proposition” for owners facing infrastructure projects.
Meanwhile, Rep. David Oberstar (D-MN), chairman of the
House Transportation and Infrastructure Committee, proposed a “National Highway Bridge Reconstruction Initiative”
that would provide dedicated funding to states to repair,
rehabilitate and replace structurally deficient bridges.
In the Senate, Sen. Patty Murray (D-WA) has announced
she will try to tack an additional $1 billion onto the Department of Transportation appropriations bill, to pay for bridge
repairs. The $51-plus billion measure already faced a possible
presidential veto.
Some observers who have been tracking the deterioration of
our infrastructure for years believe this money hardly even
qualifies as a drop in the bucket. The American Society of Civil
Engineers, for instance, has estimated it will take $1.6 trillion
over a five-year period to put our public works in good order.
Clearly, nothing like that much money is likely to be forthcoming. Equally clearly, significant funds will be dedicated
to this area in the near future. Spending this money wisely
is going to challenge municipalities and other infrastructure owners.
Consider how the mayor of Minneapolis, along with some
other leaders, have responded to the promise of major funding to rebuild the I-35 bridge. These leaders said, in effect:
Let’s not rush headlong into building any old bridge just to
get traffic moving again. Let’s pause, plan and try to come up
with a true solution to our long-term transportation needs.
America’s infrastructure woes will not
be solved by crisis-driven interventions. They will require a systematic
approach that prioritizes needs and
gets the most out of the available
funds.
That is where we come in.
Professional construction and program
managers can bring great value to
public sector clients in helping them set priorities and devise
innovative tactics to get projects built quickly and within
budgets.
In some cases these new tactics will require some fundamental changes in the way the public agencies traditionally
buy construction. Such options as design-build, for instance,
risk allocation and performance specifications, need to be
more widely considered and adopted in the public sector.
Public-private partnerships can also play a key role, particularly if federal and state funds continue to be limited.
An experienced CM or PM is ideally positioned to guide clients through this confusing new environment.
Within CMAA, we need to accelerate a broad discussion
of how we can best articulate the CM/PM “value proposition” for owners facing infrastructure projects. We need
to be more alert to the opportunities that may arise over
the next several years. Perhaps most of all, we will need to
reach out more persuasively to public sector owners, including many who may have little or no experience in major
construction projects.
Executing large, complex projects on critical schedules within
tightly limited budgets…that sounds a lot like what CMAA
members do, doesn’t it?
It remains to be seen how much real action is taken to
address this long standing problem. But in general, our
infrastructure dilemma cries out for someone to take a
leadership role, and that’s a role for which CMAA members
are ideally suited.
Please share your thoughts with me by email to
bdagostino@cmaanet.org.
September/October
19
Professional Development Calendar
CMs TalkLive! Series:
Web-Assisted Learning
Standards of Practice
Review Courses:
All you need to participate in CMAA’s webinars is an internet connection and
a phone. Listen to the hour-long program yourself or with others via speaker
phone. There is an informative Q&A session after each program. CMAA
webinars offer continuing education credit of 1LU/1PDH/.1CEU.
Wednesday, October 31 –
Friday, November 2
8:00 am–6:00pm, hosted by the
Massachusetts Port Authority
Webinars take place 12:00 noon to 1:00 pm, Eastern time.
Wednesday, November 7 –
Friday, November 9
8:00am–6:00pm, hosted by Jacobs
Engineering, Golden, Colorado.
October 25, Winning The War For Talent
Presenter: Thomas Emison, RSM McGladrey Inc.
November 1, Leadership and Team Building
Presenter: Charles B. Thomsen, FCMAA, FAIA, Advisory Director, Parsons
December 6, Program Management Best Practices
Presenter: Bill Van Wagenen, CCM, PE, CH2M HILL
Registration Fees
CMAA Members $80 per site
Non-members $110 per site
Construction Management
Association of America
7926 Jones Branch Drive, Suite 800
McLean, Virginia 22102-3303 USA
The Standards of Practice Review
Course is available for those eligible
candidates preparing for the Certified
Construction Manager (CCM)
Examination.
For additional information, contact
George Gehringer
(703) 677-3367
ggehringer@cmaanet.org