Presented by: [name]
[date]

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Overview of CMAA’s Standards of Practice
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Benefits of attaining CCM credential

The practice of professional management applied to the planning, design, and construction of projects from inception to completion for the purpose of controlling time, scope, quality and cost.
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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Establishes industry standards
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Serves as a guide to range of services
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Does NOT limit methods and procedures
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Is delivery system neutral

1.0 Introduction
2.0 Project Management
3.0 Cost Management
4.0 Time Management
5.0 Quality Management
6.0 Contract Administration
7.0 Safety
8.0 Program Management
9.0 Sustainability
10.0 Risk Management
11.0 Building Information Modeling (BIM)

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Construction Management defined o is the practice of professional management applied to the planning, design, and construction of projects from inception to completion for the purpose of controlling time, scope, cost, and quality.
o the application of integrated systems and procedures by a team of professionals to achieve the owner’s goals o
10 functions that are not mutually exclusive, but are related and integral components of the Construction Management process presented in the following phases: o Pre-Design o Design o Procurement o Construction o Post Construction o
Key Definitions relevant to Construction Management

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2.0 Project Management o
Key components of a Project Management Plan and its development throughout the various project phases. In general terms it outlines key goals and elements of managing a project under the Construction Management format o
3.0 Cost Management o
Guidelines for the CM to assist the team members in managing, controlling, and monitoring project costs during all phases of a project through an integrated and comprehensive cost management system.
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4.0 Time Management o
An integral part of the CM’s responsibilities on a project. This responsibility is met when the CM makes the most effective use of people, equipment, materials, and funds relative to time.

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5.0 Quality Management o
Key goals, philosophies and elements of providing services while enhancing quality in the planning/design/construction process, the Construction Management services and ultimately, in the constructed facilities.
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6.0 Contract Administration o
Addresses the administrative tasks of the CM during project execution and the administration and reporting requirements for all construction contracts.
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7.0 Safety o Focuses on the subject of providing safety management services to the owner if so required by the owner.

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8.0 Program Management o
Discusses Program Management which, in the context of the construction industry, is the application of Construction Management to large, complex or multiple capital improvement projects.
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A Program Manager (PM) is generally assigned the responsibility of managing all of the resources and relationships necessary to achieve an owner's desired outcome.
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Depending on the owner’s organization and needs, Program Management services may be provided by in-house personnel or contracted to a qualified consultant o
9.0 Sustainability o
Discusses the expanding subject of sustainability as it pertains to the role of the CM.
It outlines in general terms key goals, philosophies and elements of sustainability.
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The general philosophy is to be incorporated with other key elements of the construction management plan including cost time and quality management as well as within the Project Management Plan.

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10.0 Risk Management o
Provides the CM with a guide to a standard implementation of risk management on a project.
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11.0 Building Information Modeling (BIM) o
Provides a brief summary of the CM’s role and responsibilities in implementing BIM on a project by phase. The CM must also accept the following general responsibilities related to the BIM process: o The CM has the responsibility to stay current and remain educated on the BIM process.
o The CM has the responsibility to educate the owner and the project team on the benefits, features, limitations and the implementation process for BIM.
o By educating its own personnel and the rest of the project team, the CM has the opportunity to continue its leadership role in the project delivery process with appropriate application of BIM.

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Project Management
Cost Management
Time Management
Quality Management
Contract Administration
Safety
Program Management
Sustainability
Risk Management
Building Information Modeling (BIM)
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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*optimum time to engage CM
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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CMAA Capstone: History of Construction
Management
CM Standards of Practice, 2010 Revision
CMAA Contract Administration Procedures
CMAA Cost Management Procedures
CMAA Quality Management Guidelines
CMAA Time Management Procedures
CMAA Sustainability Guidelines 2010
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Model Contract documents
◦ CM At-Risk
◦ CM Agency
© Construction Management Association of America. Do Not Duplicate or Reproduce.

As qualified to a construction project,
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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© Construction Management Association of America. Do Not Duplicate or Reproduce.

 The CM plays a key role in Cost Management during all phases of a construction project: planning, design, bid/award, construction, and closeout
 The CM is the cost professional on the project
 Cost management must be established and implemented at the outset and continued throughout the project
 CMAA procedures intended to help the CM with this role
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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◦ Control Cost
◦ Deliver within Budget
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◦ Cost Management Plan (CMP), aka Project Money Plan
◦ Deliver within Budget
 Financial forecast
 Control project costs and cash flow
© Construction Management Association of America. Do Not Duplicate or Reproduce.

•All communications must include the CM
•CM must attend all meetings
•CM must report accurately and regularly to the Owner
• CM must ensure that the project is delivered in the most economical way conforming to project requirements
© Construction Management Association of America. Do Not Duplicate or Reproduce.

•CMs most often cite delivering projects on time as their biggest challenge
•Time has the least amount of flexibility; it passes, no matter what
•Schedule issues are one of the main reasons for conflict on projects
•Accurate, initial schedule development and continued ongoing maintenance is paramount to:
•Avoiding claims
•Providing a solid basis for quantifying time impacts
© Construction Management Association of America. Do Not Duplicate or Reproduce.

Essentials CM needs to manage:
Sufficient level of detail
- Inflated durations to hide float
- Logic ties to hide true critical path
- Missing or incorrect logic
- Arbitrary milestones: non-logic driven
- Open-ended activities
- Primary and secondary critical paths
- Phasing
- Regulatory requirements
- Code compliance / inspections
- Long lead procurement items
© Construction Management Association of America. Do Not Duplicate or Reproduce.

CHANGE ORDERS & CLAIMS
• Schedule status prior to change
• Change Fragnet: Check Logic & Durations
• Recovery
REVISED SCHEDULE
• Run original, and revised schedules until approved
• Tie to change order and negotiations
© Construction Management Association of America. Do Not Duplicate or Reproduce.

To Manage Project Time/Resources/Cost
Good Schedule, Accurate Forecasts
To Integrate Multiple Parties
Owner, Contractor, User, Community
To Evaluate Options
Changes, Delays, Acceleration
To Resolve Disputes
Arecibo Space Telescope, Puerto Rico
© Construction Management Association of America. Do Not Duplicate or Reproduce.

 Quality - Can be subjective
 Quality Control - Contractors responsibility
 Quality Assurance CM’s responsibility
 Quality Management - Encompasses all aspects of quality
 Quality Management Plan – a team responsibility
© Construction Management Association of America. Do Not Duplicate or Reproduce.

A project specific, written plan, prepared for certain projects which reflects the general methodology to be implemented by the CM during the course of the project – to enhance the Owner’s control of time, cost, and quality through a process-oriented approach to the various management tasks for the program
Understanding of roles
- Control time, cost, and quality
- Should be done early in the project
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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© Construction Management Association of America. Do Not Duplicate or Reproduce.

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A real QA issue
Various methods available
Propose and agree upon the process early, but most importantly…
Establish the mind-set about the desired / expected quality of the work
© Construction Management Association of America. Do Not Duplicate or Reproduce.

- Time
- Cost
- Quality
- Information
- Safety
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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Develop the following
- Construction Management Plan
- Project Procedures
- Management Information System
- Quality Management Plan
- Communications Procedures
- A master schedule, a milestone schedule
 Identify possible project delivery methods
 Manage designer selection / contract form
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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Organization
 Project Documentation
 Tracking and follow-up
 Software utilized
© Construction Management Association of America. Do Not Duplicate or Reproduce.

- Safety program / accident prevention program
- Management and employee accountability
- Safety orientation
- Hazard recognition and awareness training
• Usually, the contractor provides “safe” access to the work for inspection
- Employee guidelines for handling safety issues
© Construction Management Association of America. Do Not Duplicate or Reproduce.

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Management commitment
 Accountability
 Employee buy-in
 Hazard communication
 Safety should be equal to current programs
 Establish a safety committee to help develop the plan
© Construction Management Association of America. Do Not Duplicate or Reproduce.

© Construction Management Association of America. Do Not Duplicate or Reproduce.

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Owner’s road map to success
Defines vision, strategy, schedule and budget criteria, policies, procedures and standards.
Provides a level of continuity and standardization

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Common features of a sustainable project
Customize construction management tools for a project with sustainability goals and requirements
Sustainability Plan
Sustainability Review
CM leadership to achieve a project’s sustainability goals and requirements
Evaluate the effectiveness of management systems in achieving a project’s sustainability goals

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Risk Identification
 Include those with most project knowledge
 Facilitate open thinking during identification
 Identify potential impacts of risks identified
 Keep expectations realistic
 Develop a tracking report (Risk Register)

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Risk Analysis
 Likelihood
 Severity
 Categories risk element
 Establish accountability
 Prioritize efforts
 Synthesize risk

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Communication and Reporting
◦ Tracking
◦ Mitigation
◦ Resolution
 Avoidance
 Mitigation
 Transfer
 Acceptance

A process by which a representation of physical and functional characteristics of a facility are captured in a digital model, analyzed, documented, and assessed virtually, then revised iteratively through the design and construction process
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Can vary significantly from project-to-project based on the extent of adoption of the BIM process and the selected project delivery method
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At the project outset, the CM must guide the project team in the selection and adoption of the most appropriate and best-fit BIM approach based on: o Project Characteristics o
Owner Buy-in o
Project team Capabilities o
Cost-Benefit Considerations
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To fulfill his/her role and meet his/her responsibility through the project, the CM must:
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Stay current on the BIM process
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Educate the Owner and project team on the benefits, features, limitations of BIM
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Maintain its leadership role in the project delivery process with appropriate application of BIM
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Have clear communication with the stakeholders during the implementation of BIM

Person who has met prescribed criteria of the CCM program relative to:
◦ Formal education and general construction industry experience
◦ Documented, successful Construction
Management experience
◦ Demonstrated capability and understanding of
CMAA Body of Knowledge

 Defines its own Standards of Practice and values
 Identifies those best qualified to practice
Construction Management
 Offers an assurance of quality to those who employ Certified Construction Managers

The “Culture of Certification” describes a business environment in which it is simply assumed, at all levels, that the best and most committed
Construction Managers will be CCMs, and in which organizations actively and consistently support their people in obtaining and maintaining their credentials.
Increasing numbers of organizations, both owner and service providers, are adopting this outlook and focus

 Increased professional stature & marketability
 Creates opportunity for advancement
 Adds value for both employer and client
 Tells owners, employers and peers you are a recognized professional.
 Employers rewarding achievement with bonuses and salary adjustments
 Access to professional community to network with other CCMs
 Continuing professional development required to maintain credential

 Independent assessment of CM staff knowledge and skills based on national standards
 National certification means “portable” credentials
 Improved company marketability
 Your employees continue to improve
 Owners increasingly giving formal preference in evaluations

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Industry Professional Certification
Program to Achieve ANSI/ISO/IEC 17024
Personnel Certification Accreditation by the
American National Standards Institute (ANSI)
 Process and Procedures Adhere to an
International Standard of Excellence that is mobile and in the Interest of Public Welfare
 Provides Assurance of Legitimacy
© Construction Management Association of America. Do Not Duplicate or Reproduce.

Must have 48 months Responsible-In-Charge (RIC) experience as a CM/PM as shown on Qualification Matrix AND one of the following:
 4-year Degree from an Accredited Educational Institution
 Construction Management, Architecture, Engineering (mulitiple disciplines), or Construction Science
 Accrediting body recognized by CHEA or the US Dept. of
Education
 2-year Degree & 4 years experience in general design/construction
 8 Years experience in general design/construction

“Did the decisions that the candidate was empowered to make directly impact the successful completion of the project and was the candidate directly responsible in charge of construction management services and for protecting the interests of the project and the owner?”

PHASE: Pre-design Design Procurement Construction Post-construction
FUNCTION/ ROLE
Project
Management
Cost Management
RIC RIC
RIC RIC
RIC
RIC
Time Management
Quality
Management
Contract
Administration
Safety
Management
RIC
RIC
RIC
RIC
RIC
RIC
RIC
RIC
RIC
RIC Experience > Minimum Total of 48 months cumulative experience required in these

Kate Brundage
Certification Manager
7926 Jones Branch Drive, Suite
800
McLean, Virginia 22102 USA
Tel: 703.356.2622 Fax:
703.356.6388
kbrundage@cmaanet.org
Dennis Doran
VP, Professional Development
7926 Jones Branch Drive, Suite
800
McLean, Virginia 22102 USA
Tel: 703.356.2622 Fax:
703.356.6388
ddoran@cmaanet.org