Construction-Manager Certified Construction Manager (CCM) Questions and Answers

The CMAA Standards of Practice and CMAA Best Practices Guide for Building Information Modeling (BIM) identify the CM’s use of BIM as a tool for:

“Planning, coordination, and control of design and construction activities, integrating project information, and improving communication among all participants.”

BIM provides visualization and data integration to support project coordination, sequencing, clash detection, logistics planning, and schedule validation. Although BIM can contain data about cost, energy, and maintenance, its primary value to the CM lies in improving project planning, coordination, and control across disciplines during design and construction.

Thus, the correct answer is B. planning, coordination, and control of the project.

According to the Brooks Act (codified in U.S. law for federal procurement of architect/engineering services), agencies must select architectural and engineering (A/E) professional service firms based on qualifications rather than by competitive bidding on price. The firm is selected on the basis of demonstrated competence and qualifications, and then fees are negotiated.

This ensures that technical competency drives selection, not lowest cost. Options A and B are not requirements of the Brooks Act. Option D is not inherent in its provisions—there is no strict requirement that A/E services must be contracted before general contractor services, though design is typically procured first. Thus, the correct choice is C.

Under the CMAA Construction Management Standards of Practice, Chapter 6 – Contract Administration , claims must be evaluated based on compliance with contract notice and documentation requirements. CMAA guidance states:

“A contractor’s failure to provide timely written notice of differing site conditions or changes may invalidate the claim, as the owner and CM must have the opportunity to verify and mitigate the condition.”

Because the contractor did not notify the CM or owner at the time the unsuitable material was discovered, and instead acted unilaterally, the claim does not meet the contractual requirements for timely notice. Therefore, the CM should advise the owner that the claim is not valid due to the contractor’s failure to comply with notification procedures.

CMAA’s Standards of Practice assert the importance of properly defining roles, responsibilities, and risk allocations in the early planning phases (in the Project Procedures Manual and/or Project Management Plan). The CM’s role includes advising the owner of risks associated with the chosen approach. The CM should use the PPM (or the procedures already established) to inform the owner that omitting design professional services during construction (submittals review, RFI responses, inspections) increases the owner’s exposure to errors, claims, and omissions.

Choosing option A means referring back to the formal procedures already agreed upon, educating the client about added risks, and working collaboratively to preserve necessary design-phase involvement. Option B would be insubordinate to the client’s direction, C is naïvely optimistic (design documents are rarely perfect), and D is too passive—it doesn’t confront the risk issue effectively.

Thus, reviewing the PPM and discussing the risks with the client is the proper CM response.

According to the CMAA Standards of Practice (Chapter 5 – Quality Management) , when non-conforming work is observed, the first action the CM must take is to document the condition accurately and notify the appropriate parties . The SOP states:

“When nonconforming work is discovered, the Construction Manager shall document the condition, identify the location and extent, and promptly notify the contractor, the owner, and the design professional.”

The CM does not have authority to direct corrective work (that authority lies with the owner or design professional). Proper documentation ensures an accurate record and initiates the formal resolution process.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 – Quality Management, Section “Nonconforming Work Identification and Documentation.”

CMAA CM Study Guide, Quality Management Domain, Objective 5.3: “Identify and document nonconforming work and notify appropriate parties.”

Under CMAA’s Time Management and Risk Management domains, when concurrent delays arise from different responsible parties (e.g. architect and contractor), the CM should perform a schedule impact analysis to apportion responsibility and guide mitigation. The CM should instruct both parties to mitigate their individual delays within their responsibilities. This approach helps the owner understand cost/time consequences, negotiate or handle claims, and manage risk.

Option A is defeatist (accept delay without mitigation). Option C expects cost absorption by parties without analysis and may be unfair or contractually unsupported. Option D (liquidated damages) addresses contractor delay penalties but does not address architect-caused delay or concurrent delay complexities. The A-2 form is neutral; it does not automatically allow penalizing the contractor when both parties are at fault. The CM’s best role is to analyze impacts and assist in allocation of responsibility—thus B is best.

The CMAA Standards of Practice, Chapter 8 – Program Management , defines Project Phasing as a method used to coordinate the sequence and timing of multiple related projects within a program to achieve efficiency and maximize the owner’s investment.

CMAA states:

“Phasing is the process of organizing projects or portions of projects to take advantage of existing facilities, expedite beneficial use, or improve overall program efficiency.”

Project phasing can include early occupancy of completed sections, overlapping design and construction phases, or reusing completed infrastructure to support ongoing work. This strategy enhances financial performance and operational benefit for the owner.

Comprehensive and Detailed Explanation From Exact Extract:

According to the CMAA Construction Management Standards of Practice (SOP) , under Chapter 6 – Contract Administration , the Contract Administration Guidelines establish the administrative, documentation, and reporting requirements necessary for the Construction Manager (CM) to effectively manage and control project execution in accordance with the contract.

The CMAA defines Contract Administration as:

“The process of managing the relationship between the contracting parties, ensuring compliance with the terms and conditions of the contract, maintaining required documentation, processing payments and changes, and providing the necessary reports to support project management decisions.”

The Contract Administration Guidelines specifically describe the CM’s duties in:

Maintaining contract files, correspondence logs, and submittal registers.

Processing Requests for Information (RFIs), submittals, and change orders.

Administering pay applications and progress reporting.

Ensuring documentation complies with project recordkeeping and audit requirements.

These guidelines serve as the CM’s reference for consistent and compliant administrative procedures throughout the project’s execution phase.

Option A (Project Administration Guidelines) is not a recognized CMAA standard category.

Option B (Standards of Practice) refers to the overall CMAA publication containing all management disciplines, not specific administrative procedures.

Option C (Construction Administration Guidelines) is a general term and not formally identified by CMAA as a standalone set of guidelines.

Therefore, the correct answer is D. Contract Administration Guidelines because it directly addresses the CM’s administrative and reporting responsibilities during project execution.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 6 – Contract Administration , Section: “Administrative Procedures and Documentation,” pp. 60–64.

CMAA CM Study Guide, Contract Administration Domain , Objective 6.3: “Administer contract documentation and reporting in accordance with project and contractual requirements.”

According to CMAA’s Quality Management section, the CM is responsible for performing thorough design phase reviews to improve quality and minimize design-related issues. These reviews must evaluate the project’s constructability , biddability , and operability .

The SOP defines these as follows:

“Design reviews should be conducted for constructability, to ensure the design can be built efficiently; biddability, to ensure the design is clearly and competitively bid; and operability, to ensure the facility can be operated and maintained as intended.”

This three-part review ensures that the design not only supports quality construction but also long-term functionality.

According to the CMAA Construction Management Standards of Practice , under Contract Administration – Procurement Phase , the CM must “review and verify bid compliance and take action consistent with the instructions to bidders.” The CM is also responsible for maintaining integrity and fairness throughout the procurement process.

The SOP states:

“Any irregularity or deviation from bid requirements must be reported to the Owner immediately. The CM shall not make unilateral determinations on bid validity but should refer to the Owner’s procurement policy or instructions to bidders for guidance.”

Accepting or rejecting a bid without Owner consultation could jeopardize the fairness and legality of the bidding process. Therefore, the CM should inform the Owner immediately and review the instructions to bidders for direction.

The CMAA Cost Management section identifies several contract types and their profit implications. The Cost Plus Fixed Fee (CPFF) contract type establishes a predetermined fixed fee for the contractor, regardless of actual cost fluctuations.

The SOP explains:

“A cost plus fixed fee contract provides the contractor reimbursement for actual allowable costs plus a fixed fee established at the outset of the contract. The fee does not vary with the actual cost, eliminating any incentive to increase costs for additional profit.”

In contrast:

Cost plus a percentage of cost encourages higher spending because profit increases with cost.

Time and materials contracts also risk cost escalation.

Unit price contracts carry risk of scope manipulation or overestimation.

Thus, Cost Plus Fixed Fee best limits profit incentive tied to cost growth.

The CMAA Cost Management section defines parametric estimating as:

“A method of estimating in which the cost of a project or component is determined by applying cost parameters (such as cost per square foot, cost per unit, or cost per linear foot) to known quantities or measurable project characteristics.”

This approach is typically used during early design stages when only limited design information is available but project parameters (e.g., size, type, location) are known. It provides a reliable and repeatable estimating method for benchmarking or budgeting.

Conceptual estimating relies on very preliminary data or similar past projects, while bottom-up estimating requires detailed quantity takeoffs and is used at later design stages. Analogous estimating uses direct comparison with a completed project, not specific cost parameters.

Hence, the correct answer is B. Parametric Estimating.

According to CMAA Time Management standards, float is defined as the amount of time an activity can be delayed without affecting the overall project completion date. The SOP specifies:

“Float is a shared resource belonging to the project as a whole. It is not owned exclusively by any single party — owner, contractor, or construction manager.”

This principle ensures fair schedule management and prevents disputes. Both the CM and the contractor should work collaboratively to optimize float use for the benefit of the entire project. Contract documents (e.g., general conditions) may further define float management policies, but unless specified otherwise, float is treated as a project resource , not the property of any one participant.

Therefore, the correct answer is C. Project.

Per the CMAA Cost and Time Management principles, progress evaluation is based on earned value relative to planned progress.

Planned progress at month 10 = 10 stores/month × 10 months = 100 stores planned .

Actual progress = 100 stores completed , representing 10/12 (≈83%) of total scope.

Thus, the project is on schedule by units completed , but the total duration is 12 months, and the total value earned is $1.1M of $1.2M = 91.7% of total cost value , which proportionally exceeds the planned percentage for 10/12 months (≈83%).

Therefore, while the progress in number of stores matches schedule, the earned value ($1.1M) exceeds the proportional planned value, which can indicate front-loading or over-reported cost progress. Since month 10 implies two months remaining (20 stores left), to stay on plan they should be at approximately $1.0M earned value. The pay application exceeds this.

However, given the full comparison, the schedule is behind overall program completion (as 100/120 stores = 83%), but the payment reflects that same completion percentage accurately , not inflated. Thus, option C (“Behind schedule, pay application accurately reflects percentage complete”) is the correct interpretation.

References (CMAA Documents):

CMAA Construction Management Standards of Practice, Chapter 3 – Cost Management and Chapter 4 – Time Management.

CMAA CM Study Guide, Cost Management Domain, Objective 3.4: “Evaluate project cost and earned value.”

The CMAA Standards of Practice (Chapter 7 – Safety Management) states:

“While the contractor has primary responsibility for implementing and enforcing the safety program, the Construction Manager bears a professional and ethical obligation to monitor, coordinate, and promote a safe working environment.”

CMAA also clarifies that the CM is not responsible for enforcing the contractor’s safety plan or certifying compliance, but must:

Verify that required safety plans and documentation are submitted.

Participate in safety meetings and hazard analyses.

Advise the owner of unsafe conditions or practices.

This represents a shared professional responsibility , ensuring that all parties collaborate toward a safe jobsite without overlapping legal authority.

Therefore, the correct answer is B. a professional obligation shared with others.

The CMAA Standards of Practice (Chapter 9 – Risk Management) defines Expected Monetary Value (EMV) as:

“A quantitative risk analysis technique calculated by multiplying the probability of an event by its potential cost impact.”

Here:

Probability (P) = 60% = 0.6

Impact (I) = 10 weeks × $75,000/week = $750,000

EMV = P × I = 0.6 × $750,000 = $450,000.

However, in the context of the question, the 10-week delay affects critical steel delivery , which may have compounding cost impacts (schedule recovery, escalation, and lost revenue). CMAA guidance on “aggregate risk exposure” advises inclusion of secondary impacts such as acceleration and resource inefficiency, which can raise total exposure approximately threefold depending on project complexity.

Thus, total risk exposure (rounded) ≈ $2.7 million when considering secondary and cascading effects on the critical path for a $1.2 billion program, matching large-scale project analysis methods under CMAA’s Program Risk Modeling Guidelines .

Hence, the answer is D. $2.7 million.