presented by: [name] [date]. overview of cmaa’s standards of practice benefits of attaining ccm...

Presented by: [name][date]

Overview of CMAA’s Standards of Practice

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.

Establishes industry standards

Serves as a guide to range of services

Does NOT limit methods and procedures

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)

o Construction Management definedo 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-Designo Designo Procuremento Constructiono Post Construction

o Key Definitions relevant to Construction Management

o 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.

o 4.0 Time Managemento 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.

o 5.0 Quality Managemento 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.

o 6.0 Contract Administrationo Addresses the administrative tasks of the CM during project execution and the

administration and reporting requirements for all construction contracts.

o 7.0 Safetyo Focuses on the subject of providing safety management services to the owner if

so required by the owner.

o 8.0 Program Managemento 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.

o 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.

o 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 Sustainabilityo 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.o 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.

o

o 10.0 Risk Managemento Provides the CM with a guide to a standard implementation of risk management

on a project.

o 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.

Project Management Cost Management Time Management Quality Management Contract Administration Safety Program Management Sustainability Risk Management Building Information Modeling (BIM)



Pre-Design* Design Procurement Construction Post-Construction

*optimum time to engage CM

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 Model Contract documents◦ CM At-Risk◦ CM Agency


As qualified to a construction project,

the use of integrated systems and procedures by the project team to

accomplish design and construction.



Construction Management PlanProject Procedures ManualQuality Management PlanProcurement Plan Contracts or Agreements Laws

Standards of Care


The CM plays a key role in Cost Management during all phases of a construction project: planning, design, bid/award, construction, and closeoutThe CM is the cost professional on the projectCost management must be established and implemented at the outset and continued throughout the projectCMAA procedures intended to help the CM with this role

Objectives◦Control Cost◦Deliver within Budget

CM’s Role in Cost Management◦Cost Management Plan (CMP), aka Project Money Plan◦Deliver within Budget

Financial forecastControl project costs and cash flow



Cost Control Responsibilities•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


•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


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

•Schedule status prior to change

•Change Fragnet: Check Logic & Durations

•Recovery

CHANGE ORDERS & CLAIMS

•Run original, and revised schedules until approved•Tie to change order and negotiations

REVISED SCHEDULE

Changes/Claim Process


Arecibo Space Telescope, Puerto Rico

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



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

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


Retainage as a quality tool Format for authorizing extra work Partial payments Withholding payment


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



Objectives are to control: - Time

- Cost

- Quality

- Information

- Safety


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


Organization Project Documentation Tracking and follow-up Software utilized


Employee Safety and Health- 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


Management commitment Accountability Employee buy-in Hazard communication Safety should be equal to current programs Establish a safety committee to help

develop the plan


In the context of the construction industry, program management is the application of

Construction Management to large, complex or multiple capital improvement projects.

Owner’s road map to success Defines vision, strategy, schedule and

budget criteria, policies, procedures and standards.

Provides a level of continuity and standar dization

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

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)

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

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

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 Characteristicso Owner Buy-ino Project team Capabilitieso Cost-Benefit Considerations

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To fulfill his/her role and meet his/her responsibility through the project, the CM must:

1. Stay current on the BIM process

2. Educate the Owner and project team on the benefits, features, limitations of BIM

3. Maintain its leadership role in the project delivery process with appropriate application of BIM

4. 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

First 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


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 ConstructionPost-

construction

FUNCTION/ ROLE

Project Management RIC RIC RIC

Cost Management RIC RIC RIC

Time Management RIC RIC

Quality Management RIC RIC RIC

Contract Administration RIC RIC RIC

Safety Management RIC

RIC Experience >

Minimum Total of 48 months cumulative experience required in these Phases & Function/Roles

Kate BrundageCertification Manager7926 Jones Branch Drive, Suite

800McLean, Virginia 22102 USATel: 703.356.2622 Fax:

[email protected]

CMAA Contact

Dennis DoranVP, Professional Development7926 Jones Branch Drive, Suite

800McLean, Virginia 22102 USATel: 703.356.2622 Fax:

[email protected]

presented by: [name] [date]. overview of cmaa’s standards of practice benefits of attaining ccm...

Documents

time management o

program management o

construction management

cost management o guidelines

risk management

quality management o

project management plan

program management services