CMAA Ne - KEVILLE ENTERPRISES, INC · 2012-03-21 · CMAA Standards of Practice - CMAA Contracts - Capstone Course - Contract Administration, CMAA - Cost Management, CMAA - Time Manage-

www.cmaanet.org March 2006-1-

CHAPTER PRESIDENT LETTER: .................pg.1

CMAA - N.E. CHAPTER REVIEW COURSE................................................................pg.2

TECHNICAL ARTICLE: ...................................pg.3“THE DOLLAR VALUE OF COMMISSIONING”

CHAPTER HIGHLIGHTED PROJECT: .......pg.4“SO YOU WANT TO BUILD A RUNWAY”

CHAPTER MEMBER PROFILE:.................... pg.5“CHRISTINE KEVILLE , KEVILLE ENTERPRISES, INC.”

NORTHEASTERN UNIVERSITY’S CONSTRUCTION MANAGEMENT GRADUATE CERTIFICATE..............................pg.5

WIT CONSTRUCTION MANAGEMENT CLUB....................................................................pg.5

12TH ANNUAL CMAA N.E. CHAPTER AWARDSPROGRAM NOMINATIONS..............................pg.6

2006 CM’S TALKLIVE CALENDAR OF SESSIONS:...........................................................pg.7

RECENT CHAPTER ACTIVITIES:.................pg.7 NATIONAL & LOCAL

UPCOMING EVENTS:..................................... pg.7

CMAA N.E. REGION CHAPTER OFFICERS 2004-2005: .......................................................... pg.8

N.E.’S NEW MEMBERS: .................................pg.8

N.E. CERTIFIED CONSTRUCTION MANAGERS: .....................................................pg.8

This Newsletter is published for members of the CMAA New England Region Chapter of Construction Management Association of America for the purpose of informing the members of local and national news, chapter events and industry trends.

Articles published in the CMAA New England Region Chapter Newsletter contains the opinions of the au-thors and do not necessarily represent the position of the CMAA New England Chapter.

Inquiries regarding the newsletter can be directed by e-mail to: [email protected]

Volume 1 Issue 3

NEW ENGLAND REGION CHAPTER

CHAPTER PRESIDENT LETTERGETTING MORE FROM YOUR MEMBERSHIP DOLLAR

t’s always enjoyable to be on the upswing of a vibrant organization. While many professional organizations are struggling to maintain membership and are experiencing financial problems, CMAA is on a growth spurt. Membership nationally now stands in excess of 3,300, tripling in the past seven years. Our New England Chapter is on a similar growth spurt; we now have over 150 members, a 20% increase in the past year. If only our investments would grow at that rate!

When reviewing why an organization is successful, it is appropriate to revisit the organization’s vision and mission. The CMAA vision and mission are as follows:

Vision: To be the recognized authority in the management of the construction process. Mission: To promote professionalism and excellence in the management of the construction process.

Because we realize that much of our growth is the result of a continued focus on responding to needs and issues that are important to our members, CMAA National recently conducted a membership study to keep in step with this focus. The following issues were cited as being significant:

Promoting the value of CM Services Encouraging professional development

Seeking certification Defining CM standards of practice

Revising the Website

Clearly, the membership survey response indicates that CMAA members seek to continuously develop and progress in a consistent manner as set forth in the vision and mission statements.

It is no coincidence, then, that we have structured local monthly Chapter meetings around topics that are a result of the survey findings. All presentations have been very high quality, well attended and have focused on the development of our membership in the construction management field. Addition-ally, we are again offering the Chapter Review Course (which was a huge success last year) as it pro-vides a great refresher for those thinking of taking the Certified Construction Management certificate plunge. We will keep our membership informed with this newsletter and occasional e-mails as to when the course will be offered. We also hope to award several scholarships again this year for deserving construction management students who will someday return the favor by making a commitment to the association.

In order to continue our Chapter’s growth and success, we need more membership involvement with organizing, planning and developing our program. Because an organization is only as strong as the commitment of its members, we encourage everyone to assist in any way possible in keeping our mem-bership growth momentum going. Consider joining a committee (golf, awards, newsletter or member-ship); or taking the Chapter Review Course and applying for certification. In other words, to ensure that you are getting the most from your membership investment, get involved and stay involved. We are one of CMAA’s strongest Chapters, and we need your help and support to keep it that way.

Richard Martone, PMA Consultants LLCPresident, N.E. Region Chapter

TABLE OF CONTENTS



CMAA - N.E. CHAPTER PRESENTSCHAPTER REVIEW COURSE

The purpose of the Course is to review subjects/materials applicable to the field of Professional Construction Management “Standards of Practice” style, intermediate level course. For many, this review course is the first step towards becoming a Certified Construction Manager. The body of knowledge reviewed is contained in the Training Materials listed below. The Volunteer Presenters are practicing Certified Construction Managers and Professionals from the local area who will bring not only classic text book information to the orientation, but also practical field knowledge from years of hard knocks (very hard knocks) in the business.

The Course sessions will be held at Wentworth Institute of Technology, 550 Huntington Avenue, Boston, MA in Beatty Room 426 on Wednesdays starting at 5:30 PM. The 6 sessions will run from 5:30 PM to 8 PM, with the exception of Time Management and Contract Management *which will run until 9 PM on the dates shown below. We have space for only 60 participants. Sign up early to reserve your space. This orientation is a non-profit service provided by the New England Chapter of CMAA. To cover costs of the space and reproduction of hand out materials the fee, payable in advance, for all 6 sessions is $190 (Note Affiliations at bottom) for CMAA Members and Chapter Affiliates. The cost for non-members is $290.

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Suggested Training Material provided by the Attendee(Available for purchase from CMAA web site cmaanet.org)

CMAA Standards of Practice - CMAA Contracts - Capstone Course - Contract Administration, CMAA - Cost Management, CMAA - Time Manage-ment, CMAA - Quality Management, CMAA

Affiliated Associations for the New England CMAA CRC program on the above dates are AGC of Massachusetts

Note: Participation in this orientation does not guarantee that you will be accepted as a CCM Candidate by the Construction Manager Certification Institute or fully prepare you to take the Capstone Course and or written examination.

Educational Credit: The credit value for the “CRC” is 14 Professional Development Hours (PDH), and 14 Continuing Education Units (CEU). CMAA provides a completion certificate, as well as a transcript that documents the course and educational credit, for those who complete the course.

To Reserve your space ( Sign-up Deadline is March 6, 2006) email [email protected] or call Jean Monaco at Bond Brothers 617-387-3400 and refer to the CRC program at Wentworth Institute of Technology

Professional Practice - Role of the CMThe CM as a ProfessionalWhat is a Certified Construction ManagerExperience of the CMCode of EthicsCM & PMContract TypesRiskSelection of a CMFees

Project ManagementWhat is Project ManagementProject OrganizationGoals, philosophies and key elementsPhases of a projectPM services and functions by phases

Contract AdministrationReview of Delivery Methods Review of Compensation FormsReview of ContractsRisk ManagementContract Administration Time Management Cost Management Information Management Quality ManagementConstructibility ReviewDocumentation

Safety Legal RequirementsMoral MandateGood Business PracticeSafety BasicsExperience Modification Rate (EMR)OSHAIncidence Rate

Cost ManagementObjectives - Control Cost & Deliver within BudgetCost Management BasicsThe CM’s Role in Cost ManagementProcurement StrategiesResources Available, Productivity & Other FactorsProject Conditions Impacting the BudgetProject Cash FlowMonitoring CostCost EstimatingThe Cost Management PlanSchedule of ValuesChange Orders

Value EngineeringValue ImprovementFunctional BenefitsKey to Value Engineering SuccessRelationship between Quality and CostRelationship of Time and ChangeLife Cycle ImpactValue Objectives

Time ManagementHistory of CPM / CPM Today / Glossary of TermsScheduling Fundamentals – Brief OverviewRole in Project Management & Project PhasesActivities, Relationships, ConstraintsCPM Basics – AOA, PDM, PERTCritical Path, Total Float, Free FloatResources in CPM SchedulingEstablishing a BaselineTracking Progress, Monitoring and Perf. MeasurementPractical Issues - Schedule Cost Loading / Pay AppsPractical Issues - Impact/Claims; CPM in Litigation

Quality ManagementDiscussion of Quality Systems in Construction QM in Various Phases of a ProgramFocus on Process & ConsistencyReview of Various Management TechniquesWhy It’s All Important to a CM & Owner

Checks should be made out to CMAA New England and mailed to: Leslie Leonard, CMAA , 23 Cutter Avenue, Somerville, MA 02144



In new construction the commissioning process is implemented to ensure that equipment and systems perform as intended, and it is generally accepted that commissioning is most effective when applied as early in the construction pro-cess as possible to have maximum impact. All buildings and their integral systems are created in layers from concept through operation, and verification of each component of each layer in the process becomes paramount in order to en-sure “performance as intended”.

All aspects of the construction contract hold value. The installation of walls, windows, floors, air not always apparent, but every bit a part of the “first cost” value. Furthermore, these intangibles could be impacted during any stage of the construction process.

Penalties or BenefitsFlawed or “bugged” components may not neces-sarily prevent equipment and systems from op-erating, nor prevent occupancy. They may, how-ever, eat away at the value of the final product originally expected or cause unexpected capital and O&M expenditures in the future. What is the penalty for: missing insulation; duct leakage; building envelope leakage; unlabeled piping or electrical panels; missing piping unions; defec-tive or faulty control sensors; missized conden-sate traps, and under-ventilated confined spaces (and the list goes on)? The answer can come from most any building facilities or operations and maintenance department and will include occupant comfort, increased energy usage, pre-mature equipment replacement, increased main-tenance time and expense, and more.

The application of quality assurance in the building construction process is methodical, deliberate, and necessary to prevent a never-ending string of headaches to the future build-ing operators that were invisible when the doors were opened for occupancy.

Real Issues, Real Costs, Real ValueTable 1 represents a breakdown of commission-ing action list items by type on a 420,000 square foot university building, inclusive of classroom, research, assembly, and athletic spaces.

For the purposes of this paper, the CAL issue types are defined as follows: Code – A deviation from a city, state or federal jurisdictional requirement Installation – A deviation resulting from the contractor purchase, delivery or installation of the issue in question Construction – a deficiency more likely the re-

sult of general building construction rather than the installing contractor. Performance – An issue uncovered during per-formance testing

Table 1Type

Phase Code Installation Construction Performance TotalDesignConstruction 24 197 62 0 283Testing Acceptance 5 0 16 178 199Total 29 197 78 178 482

As has been EH&E’s general commissioning experience, the 482 action list items ran the gamut from design clarifications (or enhance-ment recommendations) and electrical code issues, to incomplete installations and system performance issues. As we discuss the impact and ramifications of these 482 deviations from the intended purchased product, keep in mind that only a few of them could have potentially prevented the building from operating.

It should also be noted that commissioning was not applied to the project’s design phase and due to schedule delays and budget issues, the scope of performance testing was reduced.

ImpactThere are two undeniable truths to CAL items: indiscriminate, and inheritable. The existence of an action item is unique to no one discipline or function, and all unresolved issues will be passed on to user groups, facilities departments, and operations & maintenance staffs.

The number of action list items is more in-fluenced by scope and building type than any unique project construction characteristics. The length of the Cx process (how early in the construction process it is implemented) and the equipment intensity and controls complexity will be much more influential in the amount of CAL items than the actual construction team members.

A newly completed building is transitioned from the project and construction team to the user groups and O & M staff. So too are any underlying deficiencies passed on to those who will occupy and maintain the facility. Owners purchase buildings that will meet their perfor-mance criteria and do not intentionally purchase deficiencies and sub performance.

ConclusionBuilding owners are due everything they pay for, both tangible and intangible. Utilize the quality assurance that commissioning provides to document the intangibles and deficiencies, get them resolved under the design and construction contract, and avoid a legacy of headaches and

unplanned costs for the occupants and building staff.

The true dollar value of commissioning is not represented purely by first cost value, but also by future cost impact, which can be staggering.

TECHNICAL ARTICLETHE DOLLAR VALUE OF COMMISSIONINGby Michael P. Della Barba, Environmental Health & Engineering

TO RECEIVE AN APPLICATIONfor more information on CM Certification please visit our web site at www.CMcertification.org

Phone : 703-356-2622Fax: 703-356-6388Email: [email protected]

THE CM CERTIFICATION PROGRAMis administered by the Construction Manager Cer-tification Institute (CMCI), an independent adminis-trative body of the CMAA. The Institute is governed by a Board of Governors and is comprised of CM professionals who are responsible for policies and procedures affecting criteria for professional certifica-tion and the determination of individual certification status of candidates enrolled in the CM Certification Program.



CHAPTER HIGHLIGHTED PROJECT:

SO YOU WANT TO BUILD A RUNWAYLogan International Airport - East Boston, MassachusettsBy Rick M. Meade, P.E., Massport

irca 1977, a project was underway at Logan International Airport to con-struct a new runway and reconfigure the taxiways at the south end of the air-field. The new runway had benefits. It

would move air traffic smoothly, reduce over-flight noise and give air traffic controllers the flexibility to distribute flights over surrounding communities. Airport planners were stunned by a court order that brought the project to an abrupt halt. Massport Planners had devised what they thought was an elegant solution to an inherent challenge for an airport operating in New England, volatile coastal weather creating sudden changes in wind direction.

Over the years, a complex runway system evolved at Logan to account for changing wind directions. Five active runways were constructed that cross one another like a series of giant X’s across the

airfield. Northwest winds being the primary cul-prit, particularly in winter when they gust down the centerline of RW 15-33, one of two 10,000 foot main runways at Logan. In these weather condi-tions, cross-winds blow strong enough at Logan to effectively shut down every other runway on the airfield.

With only one runway operable, all arriving air-craft (including much smaller and slower propel-ler driven aircraft) must enter the approach queue for Runway 15-33. As the slower moving aircraft enter the pattern, the management of air space be-comes highly complex. Separations between large jets and smaller aircraft must be lengthened sig-nificantly. In addition, departures must use the same runway. The cumulative effect generates air traffic delays across the entire system. This “One Runway Configuration” causes an estimated 100,000 hours of annual delay and hundreds of millions in costs.

From the airport’s point of view, the solution to

these delays was technically simple: Build a sec-ond, East-West runway for use by propeller driven and smaller jets during northwest wind conditions. Named for its compass heading, Runway 14-32 would be short at 5000 feet and used exclusively to move the slower air traffic out of the large com-mercial arrival flow.

As might be expected from an airport in the middle of a major city, every operation or construction plan must account for public and community concerns regarding potential traffic, noise, emissions and airport expansion. Public opposition to the new runway was substantial, and Boston city leaders convinced a judge to impose an injunction on fur-ther runway construction pending a comprehensive environmental review. The project was shelved for nearly 20 years.

With the northwest wind problem unresolved, the Airport reentered the environmental review pro-cess with resolve to include the public in the plan-ning process. Hundreds of meetings were held to hear from community residents, public officials, business leaders and environmental groups. Ne-gotiations and environmental studies moved for-ward, stalled, advanced, only to stall again. But after years of detailed and lengthy negotiations, an unusual and unique agreement was reached: Massport would build a uni-directional, wind-restricted runway that could only be used for operations over the water and during periods when northwest winds exceeded threshold levels. In addition, the public would be able to access a web-based radar system on their home com-puters to monitor flight operations and regulatory compliance. Finally, with state and federal permits in hand and all pending court actions re-solved – Runway 14-32 was ready to go.

With overall project costs at just over $99 million, the design and construction phas-es have made steady progress. Designer HNTB Corporation has coordinated de-sign efforts well with Massport Project Managers to provide a thorough and comprehensive design. The consulting firm has also provided resourceful construction oversight within the highly complex and demanding airport environment. Prime Con-tractor McCourt Construction Company along with their subcontractor, Mass Bay Electrical Corpora-tion and material supplier Aggregate Industries, have been a good team and also team players to provide a quality product throughout construction. The entire effort including the FAA, Massport, En-gineers and Contractors has been a superb example of coordination and cooperation. Thus far, the project has been on time and within budget.

As with any construction project of this magnitude, there have been a number of difficult challenges. One area that has required careful planning has been assuring the existing runway and taxiway systems remain active on a 24/7 basis during con-struction. Runway 14-32 construction involves a complete reconfiguration of existing taxiways that are main routes to three of the primary arrival and departure runways at Logan. The daily migration of personnel, trucks and equipment entering the airside, along with the relatively sudden changes they generate have required an enormous effort in organization and cooperation by all parties. A commitment at the outset to maintain excellent communications and a cooperative partnership be-tween FAA, Massport Capital Programs, Massport Airport Operations, Engineers and Contractors has been an invaluable tool in moving the project forward safely and efficiently. Through highly complex work activities, the critical steps of plan-ning ahead, development of contingency plans and implementation of these plans have been driven by input from all parties. Participation on this level has assured a consistent track record and confi-dence in the success of each objective.

Construction of Runway 14-32 is nearing 50 per-cent complete with many of the challenges already overcome, and many still left to confront in the

weeks ahead. But the key to reaching this mile-stone, and to the success of the remaining work, has been the enormous effort, commitment and de-termination of the people involved. The success of Runway 14-32 has been determined through years of planning, design and construction by this widely diverse team of agencies, firms and individuals, who have developed a unique working relation-ship that centers on the participation of all, open and honest communications and a strong sense of cooperation.



Session on Wentworth’s Campus, offering reduced rates to students. As always, we also attend the Monthly CMAA Breakfasts which are held on our campus. These meetings give us great exposure to important topics in our industry and often comple-ment our coursework. The CM Club also participates in Re-building Together Boston – a community service ef-fort which rehabilitates private homes in the Boston Area. Last year was a huge success and we plan to participate again this year.

We’re always looking for new activities and ways to get our members involved in the construction in-dustry. If you feel you have something to offer or a great site that we can visit, please, do not hesi-tate to contact us (via email, [email protected] or [email protected]) – we’d love to hear from you!

On behalf of the Construction Management Club and Wentworth student body, I’d like to thank the entire design and construction community for their unwavering support. Special thanks also goes out to the CMAA New England Chapter for their ongo-ing financial support of the Construction Manage-ment Program at Wentworth in the form of grants and scholarships; the highlight of which being the recent $30,000 scholarship endowment generously provided by Bond Bros. and CMAA-NE.

on the Francis Keville Trust Fund, honoring her father by supporting health care re-search, multiple scholarships, and other important causes.

What do you like most about Construction and Program Management, why are you in this business? Two items come to mind: the opportunity to work closely with Own-ers as their advocate and the long term relation-ships that come from our successful teaming ef-forts.

What needs to be done to improve our Indus-try? Construction Management is a relatively new business and we can’t stop now in our efforts to continue to educate Owners as to the benefits of their investment in Construction Managers. Also, we all need to con-tinue to mentor and recruit new, young professionals into our business. These two key efforts are the primary reasons I stay so involved with CMAA.

1) Exceed client needs and expectations, 2) Re-spect and listen to clients without an “our way is the best way” approach, and 3) Hire the best professionals.

These ingredients, along with strong leadership skills, have brought Christine top positions, awards, and recognition in the Construction In-dustry. The list exceeds the space available in this column, but here is a sampling:

CMAA New England Regional President, 1996 to 1999

Women’s Transportation Seminar – Boston, Woman of the Year, 2000

CMAA National President, 2003 to 2004

Virginia Tech, Outstanding Woman in Construc-tion Award, 2004Patriots Trail Girl Scouts Leading Women Award, 2005

Most importantly of all, Christine gives back to others in all sorts of ways. Her major focus is

CHAPTER MEMBER PROFILECHRISTINE KEVILLE, PRESIDENT & CEO, KEVILLE ENTERPRISES, INC.by Mike Lieberman, MIT Dept. of FacilitiesThis column is a series of interviews with active members of the New England Region Chapter of CMAA. Its focus will be profiling member who have actively worked to improve Construction Management as a profession...

The first two interviews in this series noted the essential need for students starting in our busi-ness to get their boots muddy, to get field experi-ence. Christine Keville is the perfect example of how doing so leads to success: her college degree came from working her way through school as a union laborer.

Now, it is safe to say that Christine is unequalled in the Construction Industry. She founded Kev-ille Enterprises, Inc., a Construction Manage-ment firm, 15 years ago. With more than 100 employees in 10 offices in 8 states, Christine has met and defeated not only the grueling chal-lenges of any business start-up but also the more difficult, personal challenges of one in a non-traditional field for woman.

Here is Christine’s focus for Keville Enterpris-es:

NORTHEASTERN UNIVERSITY’S CONSTRUCTION MANAGEMENT GRADUATE CERTIFICATE

In the past 10 – 20 years, construction in the public and private sectors has become increasingly com-plex, requiring managers to possess a stronger skill base to successfully acquire and execute projects.

Northeastern University’s School of Professional and Continuing Studies’ Graduate Certificate in Construction Management is designed for:· Owners’ representatives· Consulting engineers· Architects· Design engineers· Contractors and subcontractorsAdditionally, individuals who have a BS, but not necessarily in construction, and who have been identified by their companies as having high poten-tial for advancement are also good candidates for the program.

A minimum of 16 quarter hours is required to com-plete the certificate and courses from the certificate may be applied toward the Master of Science in Leadership. Required courses include:· Introduction to Construction Management· Alternative Project Delivery Methods and Project Controls· Optimizing Team Performance· Safety, Project Risk, and Quality Management

Spring classes begin on March 13, 2006 and summer classes begin on June 5, 2006.

Call or visit our website today for more informa-tion and to learn about the application process: 617.373.4291 ~ http://www.ace.neu.edu/grad/man-agement/construct

WIT CONSTRUCTIONMANAGEMENT CLUB

The Construction Management Club is a group of Wentworth Students interested in enhancing their classroom experience. Under the guidance of club advisors Dr. Cristina Cosma and Mr. E. Scott Sum-ner, CCM, and the continued support of Dr. Mark Hasso, we make it possible for Wentworth students to gain exposure to the construction industry outside of the traditional classroom setting. Our club works closely with the New England Chapter of the CMAA and the Massachusetts Chapter of the AGC.

Some of our more current happenings: Our club routinely visits construction sites in Greater Boston in an effort to familiarize stu-dents with actual construction processes. We recent-ly toured the Suffolk Trilogy Project and Turner’s MassPort Parking Garage at Logan. We offer 10-hour OSHA Certification Classes twice a semester and have had a great turn-out at each session held. More recently, with the help of the WIT Civil/Construction/Environment de-partment, we organized a LEED Technical Review



n

12th Annual CMAA New England Chapter Awards Program Nominations

Each year since 1995, the CMAA New England Region Chapter has presented awards to recognize exceptional achievement in the New England construction management community. In order to recognize the work of excellent project management teams as well as outstanding industry leaders, the awards are presented in five categories:

Project of the YearExcellence in Program Management

International Project of the YearPerson of the YearStudent of the Year

CMAA New England Region Chapter is calling for the following nominations:

Project of the Year in the following categories:

1. Public Project, construction value less than $10 million 5. Private Project, construction value less than $10 million2. Public Project, construction value $10 - $50 million 6.Private Project, construction value $10 - $50 million3. Public Project, construction value $50 - $100 Million 7. Private Project with construction value $50 - $100 million4. Public Project, construction value greater than $100 million 8. Private Project, construction value greater than $100 millio

Excellence in Program Management International Project of the YearPerson of the Year Student of the Year

Nominating Instructions for Person of the Year:

Submit 12 copies of a letter of nomination consisting of not more than two typewritten pages, one side only. There may be appended to that letter not more than three supporting pages, one side only.

Nominating instructions for Student of the Year:

Submit 12 copies of a letter of nomination of not more than one typewritten pages, one side only and a copy of current transcripts. There my be appended to that letter not more than two supporting pages, one side only.

Nominating instructions for Excellence in Program Management:

CMAA defines Program Management as the practice of professional construction management applied to a capital improvement program of one or more projects from inception to completion. Comprehensive construction management

services are used to integrate the different facets of the construction process - planning, design, procurement, construction and activation - for the purpose of providing standardized technical and management expertise on each project. One award

will be given to the firm that best reflects this definition. Submit twelve copies of not more than five type written pages.There may be appended not more than two supporting pages, one side only.

Nominating Instructions for Project of the Year:

Projects are eligible if substantial completion was achieved in CY 2005. Submit twelve copies of a letter of nomination of notmore than four typewritten pages, which should include at least the following:

The Category (e.g. public project with construction value less than $10 million).

The Project Nominated

The Nominator, name and telephone number The Construction Manager

The Owner The Designer (Architect/Engineer)

The General Contractor Project Schedule, planned and actual

An assessment of the project's complexity, design quality and construction quality

The Project Delivery System (e.g. design-bid-build, CM at risk, design-build)

Project Bid Amount and Final Construction Cost, indicating management of cost growth/reduction

Safety Record during construction

Evaluation of the cooperation and teamwork of the whole project team

New/Innovative Approaches employed to make project delivery more efficient

There may be appended to the nomination letter for project of the year, not more than four pages, one side only, to better present the nomination. Pictures and letters from the client and/or neighbors are just a couple of examples of what you

might want to include. Your ability to clearly and simply tell the reviewing panel about your project will have a definite impact on how the panel views your nomination.

The criteria that CMAA New England Region Chapter will use to evaluate nominations focuses on the elements of COST, SCHEDULE, QUALITY, and overall PROJECT MANAGEMENT which exemplify the CMAA standards of Practice. The

Awards Committee will specifically consider project outcomes, overall project management, safety, quality management, cost management, schedule management, project complexity, innovation and creativity and customer satisfaction as the

basis for award.

Twelve copies of each nomination must be received by 4:00 pm EST, Monday April 24, 2006 at:

CMAA New England Region Chapter, c/o Rick M. Meade,

Massachusetts Port Authority, One Harborside Drive, Suite 200 S,

East Boston, MA 02128-2909

The awards will be presented on May 19, 2006

Please call Rick Meade at (617) 568-5963 if you have any questions



REVIEW OF RECENT MONTHS ACTIVITIESNational News:

The Society of American Military Engineers (SAME) has requested CMAA to make a presentation on the CCM program, its owner study and other topics for future partnering alliance.

GSA Commissioner David Winstead has requested CMAA assistance in filling a new Assistant Com-missioner position for Capital Construction Program Management.

The upcoming 2007 National Conference will be in Chicago and the 2008 conference will be in San Fran-cisco

Nationally there are 647 CCMs and 320 candidates in the process of becoming certified.

There are six one-day seminars set up for around the country for 2006. Three on Risk Management (March in Northern Virginia, April in Los Angeles, and No-vember in Hartford CT), three on Construction Sched-uling (June in Las Vegas, September in Boston, and November in Miami). Additionally, there will be a Best Practices meeting in June in Los Angeles.

Local News:

Our February meeting featured an excellent dis-cussion moderated by Paul Hemphill (Construc-tion Manager, RF Walsh Co. Inc.) with panelists Aurora in an effort to strengthen the ties between educational institutions, R F Walsh a Construc-tion Management firm, based in Boston, MA. and CMAA members are collaborating with Wentworth Institute of Technology to support the educational process through appointment of Co-op students and also assist in the class room teaching process. Construction Manager Paul Hemphill and Project Executive Jeff Luxenberg are both “Certified Con-struction Managers (CCM) and have taken adjunct Faculty assignments in the Wentworth Construc-tion Management Program.

Our January meeting included an outstanding dis-cussion by Mr. James Doolin (Massport Authority Deputy - Director Planning & Development) and Mr. Kairo Shen (Boston Redevelopment Author-ity – Director of Design) on the development of Massport’s property in South Boston. The discus-sion addressed how the completion of the Central Artery and the MBTA’s Silver line has spurred an explosion of growth in South Boston.

Our February meeting included an excellent panel discussion by Aurora Camaretta (Vice President of Business Development for RF Walsh Co., Inc.), Linda K. Lukas (Founder and President of the Lukas Group) and Michael J. Reilly (Founder and President of Reilly Communications) on busi-ness development and marketing for Construction Managers. The discussion focused on hot business development and market topics centered on how to get the Message out about Your Firm.

Our March meeting included an exceptional pre-sentation by Mark Napier (Consultant with FMI Corporation) that addressed the FMI/CMAA Sur-vey of Owners. This survey addressed such top-ics as: What are the important issues and concerns of owners?, Is it the skills they seek in their CMs such as trust, the ability to control costs, leader-ship skills?, Where does price fit in the equation? And in procuring projects, what are the preferred delivery methods?

UPCOMING EVENTS

MAY 2 WINNERS NOTIFIED

17 GOLF AT SANDY BURR (SAVE THE DATE)19 ANNUAL AWARDS LUNCHEON

APRIL

11 ALL CMAA CHAPTER AWARD NOMINATIONS DUE

11 TO MAY 1 - REVIEW PERIOD

2006 CMs TalkLiveCalendar of Sessions

January 19 It’s Yours To Loose. Bill Grubich26 FMI/CMAA Owner’s Survey. Dennis Doran

February 9 CM’s Role in Design-Build Delivery. Craig Unger23 Industry Trends in Program Management. Tim McManus

March 9 Successful Project Management Through an Understanding of Risk. Chris Brasco23 Public Construction Contracts. Rich Martone

2006 CMs TalkLiveCalendar of Sessions

January 19 It’s Yours To Loose. Bill Grubich26 FMI/CMAA Owner’s Survey. Dennis Doran

February 9 CM’s Role in Design-Build Delivery. Craig Unger23 Industry Trends in Program Management. Tim McManus

March 9 Successful Project Management Through an Understanding of Risk. Chris Brasco23 Public Construction Contracts. Rich Martone

April 6 Claims & Quantifying Productivity Losses. David Delman20 Project Close-Out. Richard Bernardini

May 4 Applications of REVIT & BIM Technology. Rob Smedley

June 1 (Hlthcre Const. Series, Pt. 1) Major Changes to Guidelines in Healthcare Facilities. Doug Ericksen15 (Hlthcre Const. Series, Pt. 2) Major Changes to Guidelines in Healthcare Facilities. Doug Ericksen

July 6 How to Use Value Engineering in Program Management. Howard Greenfield20 Avoiding Construction Claims. Steve Huyghe

August 10 (Scheduling Series, Part 1) Baseline Schedul-ing. Mark Boe24 Advanced Commissioning for CMs. Matt Ferreira

September 7 (LEED Series, Pt. 1) Evolving CM in the Future of LEED Certification. Tia Heneghan21 (LEED, Pt. 2) Evolving CM in the Future of LEED Certification. Tia Heneghan

October 5 (Scheduling Series, Part 2) Baseline Schedul-ing. Mark Boe

contributors for upcoming newsletters from you. Those contributions could include tech-nical articles, descriptions of projects, or pro-files of individual or firm members. In addi-tion (space permitting) we will offer a “Want Ad” service whereby individuals and firms can match up.

If you have information you would like to contribute, or if you have ideas about infor-mation which you’d like to run by us, or if you have ideas about what other types of material you’d like to see in the newsletter, please contact Board Member Joe Allegro at [email protected].

Thanks very much - we look forward to devel-oping an interesting and informative newslet-ter!

WE ARE SEEKING



The following personnel joined CMAA and are now our newest members in 2006.

Welcome Aboard!

Anantsuksomsri, Sutee Northeastern UniversityAnderson, Alfred AFA ConsultingBaillie, Thomas Bond Brothers, Inc.Barros, Celso Wentworth Institute of TechnologyBernier, Kevin MOCA SystemsBhandari, Amit Northeastern UniversityCooke, Kevin Bond Brothers, Inc.Feeney, Thomas Precision BuildersHemphill, Paul, CCM RF Walsh Company, Inc.Joyce, Martin Bond Brothers, Inc.Marshall, Steve Massachusetts Port Authority McGonagle, Paul Heery International, Inc.Meade, Andrew Sean Wentworth Institute of TechnologyMurray, Robert Bond Brothers, Inc.Nuttall, Jason Braver and Company, PCO’Connell, Tom Bond Brothers, Inc.O’Donnell, Kevin Carlin ContractingPizzano, Robert PE Massachusetts Institute of Technology

NEW MEMBERS OF THE NEW ENGLAND REGION CHAPTER

PresidentRichard MartonePMA Consultants [email protected]: (617) 342-1280Fax: (617) 951-6023

Vice President in Charge of ProgramsEd BondBond Brothers, Inc. [email protected]: (617) 387-3400Fax: (617) 389-1412

Vice President in Charge of MembershipJoe Allegro P.E. Allegro Construction Services [email protected]: (617) 504-1735

TreasurerMissy ReedRubino & [email protected]: (617) 342-1296Fax: (617) 342-1026

SecretaryLeslie LeonardCashman – Balfour Beatty, [email protected]: (781) 335-5001

Past PresidentD. J. MasonKeville Enterprises, Inc. [email protected]: (617) 482-3888Fax: (617) 482-4488

The Board can also be reached at: [email protected]

Directors

Joe BarraGadsby [email protected]: (617) 345-7061Fax: (617) 345-7050

Leslie BeckerMassachusetts Bay Transportation [email protected]: (617) 222-4487Fax: (617) 222-4011

Mark HassoWentworth Institute of [email protected]: (617) 989-4176Fax: (617) 989-4172

Paul HemphillR.F. Walsh Company, [email protected]: (617) 406-8594Fax: (617) 778-0999

CMAA N.E. REGION CHAPTER OFFICERS 2004-2005

CERTIFIED CONSTRUCTION MANAGERS OF THE NEW ENGLAND REGION CHAPTEREdward Bond, Bond Brothers, Inc.Steven Borgerson, Woodmeister CorporationRichard Carlson, U.S. Army Corp of Engineers*Gonzalo Cespedes, U.S. General Services Admin.Paul Hemphill, R.F. Walsh Company, Inc.William H. Ivey, Department of Veterans AffairsBrian Lamont, ENTACTScott Libby, PMA Consultants LLCJeffery Luxenberg, R.F. Walsh Company, Inc.Manual Neves, U.S. General Services Admin.Carl Sciple, Massachusetts Port AuthorityE. Scott Sumner, Wentworth Institute of TechnologyChristopher Simmler, Diversified Project ManagementRod Ramsay, Heery International, Inc.

* Latest Certified Members

Mike LiebermanMassachusetts Institute of [email protected]: (508) 397-1834

Nick MacyBond Brothers, [email protected]: (617) 590-6506

Peter [email protected]

Rick Meade, P.E.Massachusetts Port [email protected]: (617) 568-5963

John Phillips, P.E. Bryant Associates, Inc. [email protected]: (617) 248-0300 x2124Fax: (617) 248-0212

Carl ScipleMassachusetts Port [email protected]: (617) 568-5969Fax: (617) 568-5998

GRAPHIC DESIGN PROVIDED BY:MATTHEW KING

URS CORP

NEWSLETTER STAFF

JOE ALLEGROALLEGRO CONSTRUCTION SERVICES

MIKE LIEBERMANMASSACHUSETTES INSTITUTE OF TECHNOLOGY

PAUL MULRONEYHOLLAND & KNIGHT

ROB COLLINSPMA CONSULTANTS

GEORGE PAPADOPOULOSURS CORP

MATTHEW KINGURS CORP

GLENN HANDMIT

Reilly, Peter HDRShrestinian, David Bond Brothers, Inc.Stafford, Steven Heery International, Inc.Valianatos, Pete Whiting-Turner Contracting CompanyWalsh, Peter Gilbane Building Company

Documents

CMAA Ne - KEVILLE ENTERPRISES, INC · 2012-03-21 · CMAA Standards of Practice - CMAA Contracts - Capstone Course - Contract Administration, CMAA - Cost Management, CMAA - Time Manage-