Construction Management Today and Tomorrow Rock Island Post The Society of American Military Engineers 13 December 2007

Construction Construction ManagementManagement

Today and TomorrowToday and Tomorrow

Rock Island PostRock Island PostThe Society of American Military The Society of American Military

EngineersEngineers13 December 200713 December 2007

Today’s AgendaToday’s Agenda

1. About CMAA: 1. About CMAA:

2. Trends Shaping the Industry:2. Trends Shaping the Industry:Collaboration & LeadershipCollaboration & LeadershipProgram and Construction Program and Construction

ManagementManagementEmerging Technologies (BIM) Emerging Technologies (BIM) SustainabilitySustainability

3. 3. Delivery SystemsDelivery Systems

4.4. CM Certification CM Certification

5.5. Two New ProgramsTwo New Programs

Construction Construction Management Management

Association of AmericaAssociation of AmericaCMAACMAA

North America's only organization North America's only organization dedicated exclusively to the interests dedicated exclusively to the interests of professional program and of professional program and construction management.construction management.

About CMAAAbout CMAA

4,700+ member Industry Association 4,700+ member Industry Association comprised of organizations, comprised of organizations, individual practitioners, owner individual practitioners, owner practitioners and academiapractitioners and academia

25 regional chapters serving local 25 regional chapters serving local needs of members and their clientsneeds of members and their clients

Incorporated in 1982Incorporated in 1982

Mission and VisionMission and Vision

Mission:Mission:

To promote and enhance leadership, To promote and enhance leadership, professionalism and excellence in managing professionalism and excellence in managing the development and construction of projects the development and construction of projects and programs. and programs.

Vision:Vision:

To be the recognized authority in the To be the recognized authority in the management and development of management and development of construction projects and programs.construction projects and programs.

CMAA’s GoalsCMAA’s Goals

Promote national and international recognition Promote national and international recognition of professional CM services for capital project of professional CM services for capital project executionexecution

Enhance professional practice through Enhance professional practice through professional development of practitionersprofessional development of practitioners

Provide advocacy on behalf of the CM industry Provide advocacy on behalf of the CM industry throughout governmentthroughout government

To represent all segments in the CM industryTo represent all segments in the CM industry Promote research & development of CM Promote research & development of CM

practicespractices

CMAA Board of DirectorsCMAA Board of Directors

Tom Bishop, PETom Bishop, PEURS Construction URS Construction ServicesServices

Raymond J. Brady, CCMRaymond J. Brady, CCMMWH Americas, Inc.MWH Americas, Inc.

Pedro Capestany, II, PE Pedro Capestany, II, PE ATCS, PLCATCS, PLC

Gary Cardamone, PEGary Cardamone, PEPort of Long Beach, CAPort of Long Beach, CA

David Conover, CCMDavid Conover, CCMHDR, Inc.HDR, Inc.

Jerry GallagherJerry GallagherGallagher Construction Gallagher Construction ServicesServices

Charles Hardy, AIA, CCMCharles Hardy, AIA, CCMU.S. General Services U.S. General Services Admin.Admin.

Raoul Ilaw, PERaoul Ilaw, PEParsonsParsons

Ron Kerins, CCMRon Kerins, CCMGreyhawk, Inc.Greyhawk, Inc.

Judith Kunoff, AIA, CCMJudith Kunoff, AIA, CCMMTA NYC Transit MTA NYC Transit Authority Authority

Randy Larson, PE, CCMRandy Larson, PE, CCMPBS&JPBS&J

Charles Levergood, PECharles Levergood, PEJacobsJacobs

CMAA Board of DirectorsCMAA Board of Directors

D. J. Mason, PED. J. Mason, PEKeville Enterprises, IncKeville Enterprises, Inc

Chris Reseigh, FCMAAChris Reseigh, FCMAAPBPB

Jim McConnell, PE Jim McConnell, PE Capt, CEC, USN (ret) Capt, CEC, USN (ret)

James Morris, CCMJames Morris, CCMCMWorks, Inc.CMWorks, Inc.

Robert Peckar, Esq.Robert Peckar, Esq. Peckar & Abramson, P.C. Peckar & Abramson, P.C.

Ron Price, CCMRon Price, CCMHarris & AssociatesHarris & Associates

Dave Rathmann, CCMDave Rathmann, CCMParsonsParsons

Melissa Robins-Cesar, CCMMelissa Robins-Cesar, CCMTishman Construction Tishman Construction CorporationCorporation

Steve Routon, PESteve Routon, PEHNTB CorporationHNTB Corporation

Porie Saikia-Eapen, AIAPorie Saikia-Eapen, AIACH2M HILLCH2M HILL

William Van Wagenen, CCMWilliam Van Wagenen, CCMCH2M HILLCH2M HILL

Hugh Webster, Esq. Hugh Webster, Esq. Webster Chamberlain & Webster Chamberlain &

BeanBean

Standing CommitteesStanding Committees

Ethical PracticeEthical Practice Professional DevelopmentProfessional Development Audit Audit Rules and ResolutionsRules and Resolutions Standards of PracticeStandards of Practice

Standards of Practice Standards of Practice CommitteesCommittees

Program ManagementProgram ManagementSafetySafetyEmerging TechnologiesEmerging TechnologiesRiskRiskTimeTimeQualityQualityCost Cost Contract DocumentsContract Documents

CMAA/CMCI CMAA/CMCI PartnershipsPartnerships

American Subcontractors AssociationAmerican Subcontractors AssociationAssociation for the Advancement of Cost Association for the Advancement of Cost EngineeringEngineering

Chartered Institute of BuildingChartered Institute of BuildingConstruction Financial Management AssociationConstruction Financial Management AssociationNational Inst. for Certification in Eng. National Inst. for Certification in Eng. TechnologiesTechnologiesNational Society of Professional EngineersNational Society of Professional EngineersSociety for Marketing Professional ServicesSociety for Marketing Professional Services

Society of American Military EngineersSociety of American Military EngineersWomen's Transportation SeminarWomen's Transportation Seminar

CMAA History . . . the CMAA History . . . the BeginningsBeginnings

37 individuals representing diverse 37 individuals representing diverse A/E/C firms meet in Indianapolis on A/E/C firms meet in Indianapolis on October 28, 1981 to explore the October 28, 1981 to explore the formation of a national construction formation of a national construction management associationmanagement association

CMAA’s first annual meeting Denver -CMAA’s first annual meeting Denver -1982 1982

Theme: “Tailoring Professional Services Theme: “Tailoring Professional Services to Meet a Changing Marketplace” to Meet a Changing Marketplace”

CMAA History . . . the CMAA History . . . the 1980s1980s

Model ContractsModel Contracts developed for developed for Agency CM and CM at Risk to assist Agency CM and CM at Risk to assist owners deal with increasing owners deal with increasing complexity of building projectscomplexity of building projects

CM Standards of PracticeCM Standards of Practice published published in 1986, as CMAA develops a CM in 1986, as CMAA develops a CM certification program to identify certification program to identify industry professionalsindustry professionals


Code of Professional Ethics of the Code of Professional Ethics of the Construction and Program Manager Construction and Program Manager adoptedadopted

CMAA Foundation established to CMAA Foundation established to provide student scholarships and provide student scholarships and researchresearch

First Annual Survey of Owners First Annual Survey of Owners publishedpublished


CM eJournal is created to examine CM eJournal is created to examine technical issues within the CM technical issues within the CM industryindustry

CMAA University is created to CMAA University is created to provide professional development provide professional development programsprograms

CM certification receives ANSI CM certification receives ANSI AccreditationAccreditation

CMAA Membership CMAA Membership Growth ChartGrowth Chart

1001 926 804957 1058

2296

2701

3299

4015

4711

1223

1716

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Today’s Reality...Today’s Reality... Construction is risky, complex and Construction is risky, complex and

challengingchallenging Delays, changes, disputes and accidents Delays, changes, disputes and accidents

are costing more than everare costing more than ever Many owners don’t have the expertise or Many owners don’t have the expertise or

the staff to manage their projects and the staff to manage their projects and programsprograms

Success demands collaboration, Success demands collaboration, communication and leadershipcommunication and leadership

Emerging Technologies and Sustainability Emerging Technologies and Sustainability require added expertiserequire added expertise

The CM Can Help:The CM Can Help:

Augment or represent the owner in Augment or represent the owner in today’s complex contracting today’s complex contracting environmentenvironment

Provide the expertise necessary to Provide the expertise necessary to achieve project goalsachieve project goals

Provide critical project/program Provide critical project/program leadershipleadership

The CM’s Role is The CM’s Role is ExpandingExpanding

Decrease in Quality of Design DocsDecrease in Quality of Design Docs Decrease in level of Tech Support Decrease in level of Tech Support Increase in Project/Program ComplexityIncrease in Project/Program Complexity Increase in Regulatory RequirementsIncrease in Regulatory Requirements Need for more Design Phase ServicesNeed for more Design Phase Services Need for “Green” Requirement Need for “Green” Requirement

KnowledgeKnowledge Rise in Risk of ClaimsRise in Risk of Claims

Construction Construction ManagementManagement

A professional management practice consisting of an array of services applied to construction projects and programs through the planning, design, construction and post construction phases for the purpose of achieving project objectives including the management of quality, cost, time and scope.

Program ManagementProgram Management

The practice of professional The practice of professional construction management applied to construction management applied to a capital improvement program of a capital improvement program of one or more projects from inception one or more projects from inception to completion.to completion.

Program Management provides Program Management provides additional benefits such as additional benefits such as standardization, leveraged standardization, leveraged purchasing and economies of scale.purchasing and economies of scale.

CMAA/FMI CMAA/FMI 8th Annual Survey of 8th Annual Survey of

OwnersOwners Collaborative Processes are Collaborative Processes are

Increasing, and Increasing, and BIM Use is AcceleratingBIM Use is Accelerating

7 Challenges7 Challenges

Aging InfrastructureAging Infrastructure Schedule Speed, Complexity and Ability to Schedule Speed, Complexity and Ability to

Design and Construct GloballyDesign and Construct Globally Global Competition Global Competition Alternative Delivery and Financing Alternative Delivery and Financing

SystemsSystems Aging Workforce Aging Workforce Attraction of Gen Y; Retention of Gen X Attraction of Gen Y; Retention of Gen X

and Baby Boomersand Baby Boomers Investment in Purposeful TrainingInvestment in Purposeful Training

Building Information Building Information Modeling Modeling

(BIM)(BIM)What is a Building Information Model?What is a Building Information Model?

A digital representation of physical and A digital representation of physical and functional characteristics of a facility functional characteristics of a facility

These characteristics are built, analyzed, These characteristics are built, analyzed, documented and assessed virtually, then revised documented and assessed virtually, then revised iteratively until the optimal “model” is iteratively until the optimal “model” is documented documented

The process then continues through construction The process then continues through construction and during the lifetime of the facility and during the lifetime of the facility

As such, it serves as a shared knowledge As such, it serves as a shared knowledge resource for information about a facility forming resource for information about a facility forming a reliable basis for decisions during its lifecycle a reliable basis for decisions during its lifecycle from inception onward from inception onward

BIMBIM

Key features:Key features: 3D parametric modeling3D parametric modeling

Ability to parametrically capture design intent Ability to parametrically capture design intent which facilitates model creation and editing and which facilitates model creation and editing and therefore reduces the likelihood of coordination therefore reduces the likelihood of coordination errorserrors

Engineering AnalysisEngineering AnalysisDigital database where objects, spaces, and Digital database where objects, spaces, and facility characteristics are each defined and facility characteristics are each defined and stored stored

Clash detectionClash detectionCan check for interferences by searching for Can check for interferences by searching for intersecting volumes intersecting volumes

BIM BIM

Key features continued…Key features continued… 4D Schedules 4D Schedules

Link CPM schedule activities to 3D objectsLink CPM schedule activities to 3D objects Cost attributingCost attributing

Cost data can be associated with each element Cost data can be associated with each element resulting in a detailed cost scheduleresulting in a detailed cost schedule

General information attributingGeneral information attributing3D objects can also be linked to a variety of 3D objects can also be linked to a variety of source documents via hyperlinks. This enables source documents via hyperlinks. This enables the model to function as a graphical information the model to function as a graphical information system (GIS) for the building. Project system (GIS) for the building. Project correspondences, technical data, O&M records, correspondences, technical data, O&M records, and links to manufactures’ websites are all and links to manufactures’ websites are all possible in this environmentpossible in this environment

Sustainability = #1 Sustainability = #1 MegatrendMegatrend

It is changing the rules of global It is changing the rules of global businessbusiness

Can create new ways to gain Can create new ways to gain advantage byadvantage by::

Lowering costsLowering costs Differentiating products and services Differentiating products and services Leveraging experience and core Leveraging experience and core

competenciescompetencies Identifying new market and Identifying new market and

geographic strategiesgeographic strategies

Scrutiny DeservedScrutiny Deserved

Buildings account for:Buildings account for: 30 percent of all greenhouse gas emissions30 percent of all greenhouse gas emissions 70 percent of electricity consumption70 percent of electricity consumption 39 percent of U.S. primary energy use, 39 percent of U.S. primary energy use,

including fuel input for productionincluding fuel input for production More than 12 percent of all potable water useMore than 12 percent of all potable water use 40 percent of raw materials consumed globally40 percent of raw materials consumed globally 136 million tons of construction and demolition 136 million tons of construction and demolition

debrisdebris

Added cost and burden on Added cost and burden on projects? projects?

Benefits can be realized in: Benefits can be realized in: lower operating costslower operating costs improved productivity and improved productivity and higher value. higher value.

69 Available LEED “credits” 69 Available LEED “credits” represent items that can yield life represent items that can yield life cycle savingscycle savings

Achieving LEED can be Achieving LEED can be complicatedcomplicated

A key decision, for instance, is which A key decision, for instance, is which specific LEED “credits” to pursuespecific LEED “credits” to pursue

LEED offers a wide range of ways to LEED offers a wide range of ways to

obtain credits for how you handle obtain credits for how you handle matters related to the: matters related to the:

building site building site materialsmaterials energy and water use, and energy and water use, and indoor air qualityindoor air quality

The LEED system gives owners the The LEED system gives owners the flexibility to choose which certification flexibility to choose which certification points to pursuepoints to pursue

The CM’s Role in The CM’s Role in SustainabilitySustainability

Counsel the owner in developing Counsel the owner in developing strategies for choosing which credits to strategies for choosing which credits to go after and how go after and how

Educate the project team on this strategy Educate the project team on this strategy from the beginningfrom the beginning

Collaboration and timely information Collaboration and timely information sharing among all project participantssharing among all project participants

Document control, cost management, and Document control, cost management, and schedule maintenance all require close schedule maintenance all require close attentionattention

CM and Delivery SystemsCM and Delivery Systems

Professional Construction Professional Construction Management is Management is delivery system delivery system neutralneutral and fills a vital role in all and fills a vital role in all widely used delivery systemswidely used delivery systems

A CM can help assess and select the A CM can help assess and select the best delivery method for every best delivery method for every project and ownerproject and owner

PROJECT DELIVERY

Methods for Project Delivery:

Design-Bid-Build (Traditional Approach) Multiple Prime Contracting Design Build At-Risk Construction Management

PROJECT DELIVERY

Design-Bid-Build (Traditional Approach)

OWNER

CONSULTANTS

SUBCONTRACTORS

SUPPLIERS

A/EGENERAL

CONTRACTOR

Multiple Prime ContractingOWNER

A/E PRIME

PRIME

PRIME

CONSULTANTS

SUBCONTRACTORS

SUPPLIERS

SUBCONTRACTORS

SUBCONTRACTORS

PROJECT DELIVERY

PROJECT DELIVERY

Design-Build

OWNER

DESIGN-BUILDER

DESIGN CONSULTAN

TSSUPPLIERS

SUBCONTRACTORS

PROJECT DELIVERY

At Risk Construction ManagementOWNER

A/E CM

CONSULTANTS

SUB SUB SUB SUB

SUPPLIERS

PROJECT DELIVERYCM Works With All Delivery

Methods Agency CM

Acting as the Owner’s principal agent No design or actual construction

work performed At Risk CM

Advisor and Owner’s agent during pre-design & design phases

Assumes role of GC during construction

Choosing the Best Choosing the Best Delivery MethodDelivery Method

Owner’s RequirementsOwner’s Requirements BudgetBudget DesignDesign ScheduleSchedule Risk AssessmentRisk Assessment Owner’s level of expertiseOwner’s level of expertise


There is no one Right project delivery There is no one Right project delivery method for any given project. method for any given project.

All delivery methods have been used All delivery methods have been used successfully, and all have weaknesses successfully, and all have weaknesses which can limit their success. which can limit their success.


The following considerations should The following considerations should guide the Owner in selecting the guide the Owner in selecting the proper delivery method:proper delivery method: Type of ProjectType of Project Size of ProjectSize of Project Owner CapabilitiesOwner Capabilities Time ConsiderationsTime Considerations Likelihood of ChangesLikelihood of Changes

At Risk At Risk Construction Construction ManagementManagement

akaakaCMc CM-GCCMc CM-GC

IDB2CMIDB2CMIntegrated Design-Bid-Build Construction Integrated Design-Bid-Build Construction

ManagementManagement

At Risk At Risk Construction Construction ManagementManagement Similar to the traditional Design-Bid-Build, Similar to the traditional Design-Bid-Build,

but CM acts as a GC during constructionbut CM acts as a GC during construction CM holds the risk of subletting the CM holds the risk of subletting the

construction work to trade subcontractors construction work to trade subcontractors and guaranteeing completion of the project and guaranteeing completion of the project for a fixed, negotiated price following for a fixed, negotiated price following completion of the design completion of the design

CM also provides advisory professional CM also provides advisory professional management assistance to the owner prior to management assistance to the owner prior to construction, offering schedule, budget and construction, offering schedule, budget and constructibility advice during the project constructibility advice during the project planning phase planning phase

Benefits of At Risk Benefits of At Risk Construction Construction ManagementManagement

Pre-construction services may result in Pre-construction services may result in advantageous changes to the project advantageous changes to the project

The opportunity to begin construction The opportunity to begin construction prior to completion of the designprior to completion of the design

CM can bid and subcontract portions of CM can bid and subcontract portions of the work at any time, often while the work at any time, often while design of unrelated portions is still not design of unrelated portions is still not complete complete

Challenges of At Risk Challenges of At Risk Construction Construction ManagementManagement

Once construction begins, the CM Once construction begins, the CM converts from a professional advisory converts from a professional advisory role of the construction manager to the role of the construction manager to the contractual role of the general contractual role of the general contractor contractor

Tensions over construction quality, the Tensions over construction quality, the completeness of the design and impacts completeness of the design and impacts to schedule and budget can arise and to schedule and budget can arise and adversarial relationships may resultadversarial relationships may result

The Guaranteed The Guaranteed Maximum Price GMPMaximum Price GMP

While the fixed GMP is supposed to address the While the fixed GMP is supposed to address the remaining unfinished aspects of the design, this can in remaining unfinished aspects of the design, this can in fact increase disputes over assumptions of what fact increase disputes over assumptions of what remaining design features could have been anticipated remaining design features could have been anticipated at the time of the negotiated bid. at the time of the negotiated bid.

Approaches to solving this problem include:Approaches to solving this problem include: CM shares with owner its subcontractor bids to ensure CM shares with owner its subcontractor bids to ensure

process openness process openness CM may assume risk by taking some responsibility for CM may assume risk by taking some responsibility for

design errors discovered during construction, if the CM design errors discovered during construction, if the CM was involved in the review of the design prior to was involved in the review of the design prior to establishing the GMP establishing the GMP

Arrangements can be made regarding risk sharing and Arrangements can be made regarding risk sharing and profit sharing if there are over-runs or under-runs in the profit sharing if there are over-runs or under-runs in the GMPGMP

At Risk At Risk Construction Construction ManagementManagement

An owner using the CM at-risk approach can An owner using the CM at-risk approach can realize many benefits:realize many benefits:

Opportunity to incorporate a constructor’s Opportunity to incorporate a constructor’s perspective and input to planning and design perspective and input to planning and design decisions decisions

Ability to “fast-track” early components of Ability to “fast-track” early components of construction prior to full completion of designconstruction prior to full completion of design

However, since a commitment is made to a However, since a commitment is made to a constructor earlier in the process, a constructor earlier in the process, a premium is placed on the proper selection of premium is placed on the proper selection of the CM to provide the best value to the the CM to provide the best value to the owner.owner.

Typical Selection ProcessTypical Selection ProcessRFQ/RFP/Interview/Evaluation/SelRFQ/RFP/Interview/Evaluation/Sel

ectionectionQualifications Based Selection Qualifications Based Selection QBSQBS vs. vs.

Best Value Selection Best Value Selection BVSBVSQBSQBS

Qualifications are weighted selection criteriaQualifications are weighted selection criteria Cost of Work Cost of Work is notis not included in selection included in selection

criteriacriteria Fees and/or General Conditions can be factorsFees and/or General Conditions can be factors

BVSBVS Qualifications are weighted selection criteriaQualifications are weighted selection criteria Cost of Work Cost of Work isis included in selection criteria – included in selection criteria –

importance/weight determined as appropriateimportance/weight determined as appropriate

Construction Manager Construction Manager Certification Institute Certification Institute

(CMCI)(CMCI)

What the CCM designation does for the What the CCM designation does for the profession:profession:

DefinesDefines its own content, standards of its own content, standards of practice, and valuepractice, and value

IdentifiesIdentifies those best qualified to those best qualified to practice itpractice it

OffersOffers an assurance of quality to those an assurance of quality to those who employ its memberswho employ its members

The CCM Qualification The CCM Qualification ProcessProcess

Four Phases:Four Phases:Determine if you are eligibleDetermine if you are eligibleComplete the applicationComplete the applicationBe advanced to candidacy by the Be advanced to candidacy by the Board of GovernorsBoard of Governors

Pass the examPass the exam

Eligibility Eligibility

Must have 48 months responsible in charge Must have 48 months responsible in charge (RIC) experience as a CM/PM (Qualification (RIC) experience as a CM/PM (Qualification Matrix)Matrix)

Plus one of the following:Plus one of the following: 4-year Degree (Construction Management, 4-year Degree (Construction Management,

Architecture, Engineering, or Construction Architecture, Engineering, or Construction Science)Science)

2-year Degree & 4 yrs. Experience in 2-year Degree & 4 yrs. Experience in General Design/ConstructionGeneral Design/Construction

8 Years Experience in General 8 Years Experience in General Design/ConstructionDesign/Construction

Qualification MatrixQualification MatrixPHASE Pre-design Design Procurement Construction Post-

construction FUNCTION / ROLE: Project Management [X] [X] _____ [X]

______ Cost Management ____ [X] [X] [X]

______

Time Management ____ [X] ____ [X] ______

Quality Management ____ [X] ____ [X]

[X]

Contract Administration___ ____ [X] [X] [X]

Safety Management ____ ____ ____ [X] ______

x - represents minimum qualifying experience to apply. One does not need 48 months in each area, it is cumulative experience.

ExamExam

Exam Tests:Exam Tests: General knowledge of design/construction General knowledge of design/construction

experienceexperience Material in CMAA’s Material in CMAA’s CapstoneCapstone & & CM Standards CM Standards

of Practiceof Practice

Test Sections:Test Sections: Cost & Time ManagementCost & Time Management Quality ManagementQuality Management Professional Practice & Project ManagementProfessional Practice & Project Management Contract AdministrationContract Administration Safety & Risk ManagementSafety & Risk Management

CMCI FeesCMCI Fees

ApplicationApplication $275$275

ExamExam $275$275

Annual FeeAnnual Fee $ 75$ 75

CCM GrowthCCM Growth

Certif ied CM/PMs

971813

322

493605

0

200

400

600

800

1000

1200

2003 2004 2005 2006 2007

Owners Supporting CM Owners Supporting CM CertificationCertification

U.S. General Services AdministrationU.S. General Services Administration U.S. Department of Veterans AffairsU.S. Department of Veterans Affairs Los Angeles Unified School DistrictLos Angeles Unified School District Metropolitan Washington Airport Metropolitan Washington Airport

AuthorityAuthority New York City TransitNew York City Transit Washington Metropolitan Transit Washington Metropolitan Transit

AuthorityAuthority The Smithsonian InstitutionThe Smithsonian Institution

Standards of Practice Standards of Practice CourseCourse

Designed to help prepare the candidate for Designed to help prepare the candidate for the six-hour CM certification examthe six-hour CM certification examSeven domains covered:Seven domains covered: Contract AdministrationContract Administration Professional PracticeProfessional Practice Project ManagementProject Management Cost ManagementCost Management Time ManagementTime Management Quality ManagementQuality Management Safety/Risk ManagementSafety/Risk ManagementCertificates of completion and educational Certificates of completion and educational credit transcripts are provided to each credit transcripts are provided to each attendeeattendee

Two New Two New ProgramsPrograms

Construction Manager in Construction Manager in TrainingTraining

&&

Standards of Practice Standards of Practice CertificatesCertificates

Construction Manager in Construction Manager in TrainingTraining

CMIT CMIT (January 2008 launch)(January 2008 launch)

A professional designation to A professional designation to recognize young practitioners who recognize young practitioners who have demonstrated:have demonstrated: High educational achievement High educational achievement A desire to become competent A desire to become competent

Construction ManagersConstruction Managers

Candidates for CMITCandidates for CMIT

Must meet minimum educational Must meet minimum educational requirementsrequirements

Complete the eLearning “CMIT Course” Complete the eLearning “CMIT Course” (Capstone) which is an overview of the (Capstone) which is an overview of the history of Construction Management and its history of Construction Management and its benchmark practicesbenchmark practices

Mentors will work with participants and Mentors will work with participants and their supervisors to establish professional their supervisors to establish professional development plans which parallel the development plans which parallel the supervisory in charge experience required supervisory in charge experience required for CM certification for CM certification

Standards of Practice Standards of Practice CertificatesCertificateseLearningeLearning

Professional PracticeProfessional Practice Project ManagementProject Management Contract Administration Contract Administration (complete)(complete)

Value EngineeringValue Engineering Cost ManagementCost Management Risk Management & SafetyRisk Management & Safety Time ManagementTime Management Quality ManagementQuality Management

Questions?Questions?

For More Information:For More Information:

7926 Jones Branch Drive, Suite 8007926 Jones Branch Drive, Suite 800

McLean, Virginia 22102 USAMcLean, Virginia 22102 USA

Tel: 703.356.2622 Fax: Tel: 703.356.2622 Fax: 703.356.6388703.356.6388

www.CMAAnet.org www.CMAAnet.org

www.CMcertification.org www.CMcertification.org

Thank you!Thank you!