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Certified Construction Manager Study Set
1. Construction Management: The practice of professional management applied to the planing, design, and construction of projects, from
inception to completion, for the purpose of controlling time, cost, and quality
2. Construction Contract Administration Objectives: To control: time, cost, quality, information flow and to satisfy the Owner's goals
and objectives for the project
3. Design Bid Build Advantages: Widely applicable, understandable, owner retains control, owner "knows" the cost prior to the start
of Construction
4. Design Bid Build Disadvantages: Relatively slow, owner is liable for the design, constructability issues, adversarial relationships
fostered
5. Multiple Prime Advantages: Increased Owner control, work easily fast-tracked, save general contractor markups, some states require it
6. Multiple Prime Disadvantages: Owner has risk of controlling time and coordination, multiple ac- countability for performance,
unknown "final" cost at construction start, same owner risks as traditional approach
7. CM at Risk Advantages: Well-suited for fast-tracking, contractor (and subcontractor) input on design alternatives, better cost info,
permits "picking" of the builder
8. CM at Risk Disadvantages: Change of CM's accountability after, GMP (guaranteed maximum price) is signed, tempted to sign GMP
"too soon", variations in procurement methods
9. Design-Build Advantages: Accountability for project delivery, reduced disputes, can cut time and cost, builder can have input to
design/constructabibility, budget established early on
10. Design-Build Disadvantages: Early definition of the program required, owner's loss of control during design, potential for
quality to be compromised
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11. What is True concerning delivery methods?: delivery methods are the forms of organizing the construction project, all
delivery methods have dissimilar risks
12. What delivery method can reduce and cut time the most when compared to other methods?:
Design-Build
13. What delivery method allows the contractor(s) to provide input on design alternatives?: CM at
Risk and Design-Build
14. With this delivery method, the owner holds contracts with the designer and several contractors.
The CM assists in scheduling the contractors.: Multiple Prime
15. Price Competitively Bid Contract Advantages: Well-known, competitive, fair and transparent,
produces "lowest" price, contractor assumes risk for completion
16. Price Competitively Bid Contract Disadvantages: No consideration of any qualification except price, work must
be well specified
17. Negotiated Price Contract Advantages: Best value selection, freedom to pick subcontractors, easier choice of
alternatives, opportunity NOT to pay for design errors
18. Negotiated Price Contract Disadvantages: Potential abuse, may not be legal, requires exper- tise on the part of the owner
(or their consultants)
19. When is a reimbursable contract most appropriate and best suitable? (Fixed vs. Reimbursable): Unknown
quantities of work, risky work, work that is impossible to define
20. General Contractor Reimbursement Methods: Lump sum, GMP (Guaranteed Maximum
Price), Unit Price, Cost Plus a Fixed Fee, Time and Materials
21. What are the four main delivery Contract Methods?: Design Bid Build (Traditional Method), Multiple Prime,
CM at Risk, Design Build
4 / time and progress of the work; responsibilities and duties to subcontractors and suppliers; owner's right to perform work and issue separate contracts; procedures for progress payments, withholding payments, and issuing final payment
31. Pre-Design Administration: Project management plan; project procedures; management information system; quality
management plan; communications procedures; master and mile stone schedule; identify possible project delivery; manage designer selection and contract form; feasibility studies; conceptual studies; pre-design cost studies; environmental analyses
32. Design Phase Contract Adminstration: Team building and leadership development; fullfill CM contract requirements;
develop contracting strategy, bid package, contract formats; prepare bid and award documents and schedule; administration of design contract(s); assist in developing contract specifications; develop the procure- ment plan; update master schedule
33. Procurement Phase Contract Administration: Develop bidders; bidder pre-qualification; distribution of bid documents;
pre-bid conference; bid opening and evaluation: procedures, review, expectations, conditions, and alternatives; notice of award; schedule and budget adjustments; bidders interest campain; bid ad- vertisement; addenda; information to bidders; notice to proceed
34. Construction Phase Contract Administration: Pre-construction conference; partnering; doc- ument existing conditions;
owner-furnished items; deliverables checklist; permits, insurance, labor agreements, bonds; communications; meetings; verify GC's procurement process; claims mitigation and evaluation; review and process contract modifications; ensure on-site safety program compliance; administer progress payment process; ensure as-built record drawings maintained; full fill reporting requirements; ensure retention requirements are fullfilled, quality management plan; monitor compliance with the contract
35. Construction Phase Project Closeout: Training; testing/start-up; commissioning; pre-final in-
spections; punchlists; final inspection; owner acceptance; as-built record drawings; operation and maintenance manu- als; spare parts; warranties; final permits; certificate of occupancy; transfers of liability; move-in planning/coordination
36. Post Construction Phase: Claims resolution; contract closeout; final payment (including retention); call-backs
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37. Project Documentation: Conformance to the contract; quality in construction; project control; respon- sive problem solving;
resolution of disputes/claims avoidance; preparation for litigation
38. Records and Management Plan: Organization; Project Documentation; Tracking and follow-up; software utilized
39. Filing Index System: Items to file: correspondence; meeting minutes; telephone log/record of conver- sations; project daily diary;
claims, notices of intent; inspectors daily reports; photos and video; contract documents; submittals (shop drawings); test reports; clarifications issued by architects; invoices; clarifications and changes; certified payrolls; contractor's progress payments; pay applications; issues book
40. Issues Book: Identify issues as go you: field conflicts, rfi's, clarification, change orders, contractor problems; correspondence; notes;
meeting minutes; dairy pages; photos; contract details; specifications; submittals
41. What to Document: Pay quantities; contractor problems; work performed; work schedule and not per- formed; as-built schedule;
teleconferences and meetings; work sequence (logic): types of restraint; equipment and crew; production; methods of work; job conditions; extra work; field books; CM's reports; project diary
42. How to Document FAT Method: Factual: stick to the facts, don't editorialize, let the facts for
themselves; try to be objective; why is it important to be factual; Accurate: if your documentation is not accurate, it is not credible; verify facts, don't guess or assume, don't rely on second-hand information, quote sources of information; Timely: memory fades with time, record and document as you go; follow-up with oral agreements and directives
43. Meeting Minutes: Date, time and location of meeting; list of attendees; minutes author; sequentially
numbered items of discussion; agreements; disagreements; problems; actions and decisions; follow-up (action item, contact person, due date)
44. Documentation of As-Builts: As-built documentation is the Owner's final record of the project and
must be accurate for actual conditions such as: footing depth, pipe inverts, relocated utilities; agreed constructive changes; completion dates for structures and sections of work
45. Tools for Tracking Project Details: Document log; submittal log; material status report; follow-up
list; change order log; RFI log; issues book; reports
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56. One advantage of using standard forms is that you will not have to deal with attorneys since
the forms are updated according to the current laws and regulations. True or False: False
57. Select the series of CMAA contract documents that should be used when the CM begins the
project as the owner's representative and then switches into the role of the builder, offering the owner a guaranteed maximum price. CM at Risk (CMAR) Series, Agency Series, Designer Series, Principle Agent Series: CM at Risk (CMAR) Series
58. The foundation for the success (or failure) of the project depends on appro- priate professional
organizations and systems at each project phase. True or False: True
59. An important component of the pre-design phase is the construction man- agement plan. True or
False: True
60. One of the key components in this project phase is to verify if the general contractor is
following the established procurement process: Procurement, Design, Construction, Post-Construction: Construction
61. The CM reviews bids and provides the awarded bidder a Notice to Proceed in this phase of the
project: Procurement, Design, Construction, Post-Construc- tion: Procurement
62. Maintaining factual, accurate,and timely project documentation is an essen- tial role of the CM.
True or False: True
63. Copies of documents related to a particular issue should be kept in a master file, separate from
the Issues book. True or False: False
64. You should always have written records of telephone conversations, espe- cially oral directives.
True or False: True
65. These are all essential documents, records, and images to be kept Except: Correspondence,
8 / Local newspaper reports, contractor's progress payments, Inspector Daily Reports: Local newspaper reports
