[May 21, 2026] Lesson Brilliant PDF for the Construction-Manager Tests Free Updated Today
Get New 2026 Valid Practice Certified Construction Manager Construction-Manager Q&A - Testing Engine
NEW QUESTION # 17
As the owner's rep, a CM is providing on-site construction management services to a municipality for their new design-build city mall project.
The state requires a 40-hour value engineering workshop for all projects over $10 million. What are the key talking points about the VE process that the CM will highlight to the city's director of public works?
- A. A multi-discipline review on functions and alternate solutions.
- B. Scope reduction will reduce overall project budget.
- C. Life cycle and maintenance costs should not be considered.
- D. Interface with the design-build team is not needed at this time.
Answer: A
Explanation:
Value Engineering (VE) is intended to improve value by optimizing the relationship between function, cost, and life-cycle performance. The CM would emphasize that VE is amulti-discipline reviewof project functions and alternate design solutions to reduce cost without sacrificing essential performance. In a proper VE workshop, participants from multiple disciplines review function, identify alternatives, and propose changes.
The incorrect choices are:
A is wrong because life cycle and maintenance costsshouldbe considered - VE should look beyond initial cost to long-term costs.
C is simplistic: while scope reduction is one possible result, VE is not merely scope cutting but exploring alternatives to maintain functionality at lower cost.
D is incorrect, because interfacing with the design-build team is essential - VE must involve the DB team to ensure proposed changes are implementable and integrated.
NEW QUESTION # 18
Which delivery method, if not properly coordinated, introduces the strong possibility of work scope being duplicated or even omitted?
- A. Multi-Prime
- B. Design Build (DB)
- C. CM at Risk (CMAR)
- D. Design-Bid-Build (DBB)
Answer: A
Explanation:
TheCMAA Standards of Practiceexplain thatMulti-Prime deliveryinvolves multiple contractors each working under separate contracts directly with the Owner. The absence of a single point of contractual coordination can result inscope overlaps or gapsif the CM or Owner does not maintain tight coordination among all primes.
As noted in the SOP:
"The potential for duplication or omission of work scope is greatest in a multi-prime contracting arrangement, where the responsibility for interfaces between contracts must be clearly defined and managed by the Construction Manager." This risk is unique to the Multi-Prime method because, unlike CMAR or Design-Build, there isno single entity responsible for all construction coordination.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 2 - Project Management, Section: "Project Delivery Methods," pp. 19-20.
CMAA Study Guide, Project Management Domain, Objective 2.1.
NEW QUESTION # 19
If it can be proven that there was discrimination based on gender during the hiring process, someone may lose their CCM credential due to a violation of the
- A. CMAA Standards of Practice.
- B. owner's diversity requirements.
- C. CMAA Code of Professional Conduct.
- D. owner's contract requirements.
Answer: C
Explanation:
TheCCM Conditions, Conduct, and Disciplinary Policiesstate that any individual found to have breached the Conditions and Conduct agreement is subject to revocation of CCM status. The Conditions and Conduct agreement is essentially the Professional Code of Conduct (or Code of Professional Ethics) under which CCMs agree to operate.
Discrimination, such as gender-based discrimination in hiring, is a violation of professional ethical standards and would be considered "unprofessional or unethical conduct" under the Code of Professional Conduct.
NEW QUESTION # 20
A project in schematic design with sustainability goals will soon begin a value engineering study. Which of the following would ensure that the value engineering study will not harm the project's sustainability?
- A. Establish clear sustainability functional requirements.
- B. Hold a partnering workshop first.
- C. Add a LEED Silver requirement.
- D. Add a LEED Platinum requirement.
Answer: A
Explanation:
CMAA'sSustainability and Environmental Stewardshipguidance states that sustainable design objectives must befunctionally defined and integratedbefore performing value engineering (VE). Merely setting a certification level (LEED Silver or Platinum) does not ensure that sustainability objectives are protected during cost evaluation.
The CMAA explains that:
"During value engineering, sustainability goals should be documented as functional requirements so that proposed alternatives maintain environmental performance while achieving cost efficiency." Thus, optionB-establishing clear sustainability functional requirements-ensures that VE proposals respect the intended sustainability outcomes and do not degrade energy performance, materials reuse, or environmental targets.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, Chapter 8 - Sustainability and Environmental Stewardship.
CMAA CM Study Guide, Sustainability Domain, Objective 8.3: "Ensure sustainability requirements are maintained through design and value engineering."
NEW QUESTION # 21
Industry best practice is to conduct a pre-bid conference. The intent of the pre-bid conference is to
- A. resolve any questions about contract requirements and scope of work.
- B. survey existing conditions and reveal unforeseen conditions.
- C. mitigate change orders and delays.
- D. limit the number of bidders on the project.
Answer: A
Explanation:
TheCMAA Construction Management Standards of Practice (SOP)identifies thepre-bid (pre-proposal) conferenceas a key element of the procurement process. Its purpose is to clarify thescope of work, contract requirements, and bid instructionsbefore bids are submitted.
CMAA states:
"A pre-bid conference provides prospective bidders with an opportunity to review the contract requirements, clarify ambiguities, and receive consistent responses to questions regarding scope, schedule, and procedures." By ensuring that all bidders receive the same information, the CM helps promote fair competition, minimize post-award claims, and reduce misunderstandings about scope-thereby indirectly helping to mitigate change orders and delays. However, theprimary intentis toresolve any questions about contract requirements and scope of work.
Option B describes a benefit, but not the immediate intent; Option A concerns site investigation, which is typically handled in separate pre-bid site visits; Option C is contrary to public procurement policy.
Therefore, the correct answer isD.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, Chapter 5 - Contract Administration, Section:
"Procurement and Pre-Bid Activities."
CMAA CM Study Guide, Contract Administration Domain, Objective 5.2: "Conduct pre-bid and pre- construction conferences to clarify contract requirements."
NEW QUESTION # 22
In what decade was the new occupation of "construction manager" created to fulfill an identified need?
- A. 1970s
- B. 1980s
- C. 1950s
- D. 1930s
Answer: A
Explanation:
TheConstruction Management Association of America (CMAA)identifies the1970sas the decade when the professional discipline ofConstruction Management (CM)formally emerged in the United States.
The CMAA's historical overview explains:
"Construction Management became recognized as a distinct professional service in the 1970s, when owners began seeking specialized expertise to manage increasingly complex design and construction projects." During this period, large public and private sector projects required oversight separate from design and contracting roles, leading to the development of the CM profession and eventually to the founding of CMAA in 1982.
References:
CMAA Construction Management Standards of Practice, Introduction: "History and Evolution of Construction Management," pp. 1-3.
CMAA CM Study Guide, Professional Practice Domain, Objective 10.1: "Understand the origins and development of the construction management profession."
NEW QUESTION # 23
Float, date, and duration are examples of
- A. logic elements.
- B. constraints.
- C. schedule elements.
- D. schedule parameters.
Answer: D
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP)underChapter 4 - Time Management, "schedule parameters" are quantitative data or attributes that define and control the time-based characteristics of project activities.
CMAA identifies parameters such as:
Dates(start and finish)
Durations(planned time to perform an activity)
Float or slack(available time flexibility within the schedule)
These are fundamental "parameters" because they define measurable scheduling characteristics rather than structural logic or relationships. In contrast, "logic elements" refer to the dependencies between activities, and
"constraints" impose limitations or conditions (such as "must finish by" or "start no earlier than").
Therefore,float, date, and durationare examples ofschedule parameters.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 4 - Time Management, Section: "Scheduling Fundamentals." CMAA CM Study Guide, Time Management Domain, Objective 4.2: "Identify schedule elements and parameters."
NEW QUESTION # 24
When the CM assists the owner in prequalifying, evaluating, or screening potential contractors, especially as it relates to safety programs, the CM should evaluate the contractor's lost time frequency rate; lost time severity average; OSHA 200; OSHA 300; experience modification rate; and an up-to-date list of any OSHA citations issued to them in the last three years, including the disposition of each citation. This is important because:
- A. a contractor with a poor safety record may increase the owner's risk and worker compensation costs.
- B. contractors only monitor safety if they understand the owner's emphasis on safety.
- C. extensive documentation is required to demonstrate sufficient due diligence.
- D. a contractor with a poor safety record is likely to be a low bidder.
Answer: A
Explanation:
Comprehensive and Detailed Explanation From Exact Extract:
According to theCMAA Construction Management Standards of Practice (SOP)underChapter 7 - Safety Management, one of the CM's critical responsibilities duringcontractor prequalificationis to evaluate the safety performance history of potential contractors. This evaluation helps the owner identify qualified firms capable of maintaining safe jobsite conditions and minimizing exposure to both human and financial risk.
The CMAA states:
"When assisting the owner in the selection or prequalification of contractors, the CM should review safety performance data including the contractor's experience modification rate (EMR), OSHA recordable incidents, lost-time frequency and severity rates, and any OSHA citations over the preceding three years. These indicators provide insight into the contractor's safety culture and their potential to increase or decrease project risk." A contractor with apoor safety recordnot only presents agreater likelihood of jobsite accidentsbut also increases the owner's exposure to potential liability, schedule delays, and higher insurance and workers' compensation costs. Selecting contractors with proven, effective safety programs reduces these risks and supports compliance with regulatory and contractual requirements.
Therefore, the correct answer is:
A). a contractor with a poor safety record may increase the owner's risk and worker compensation costs.
References (CMAA Construction Manager Documents / Study Guide):
* CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 7 - Safety Management, Section: "Prequalification and Selection of Contractors," pp. 66-68.
* CMAA CM Study Guide,Safety Management Domain, Objective 7.3: "Evaluate contractor safety programs and performance to minimize owner risk and ensure compliance with safety standards."
NEW QUESTION # 25
Who owns the float in a typical project critical path schedule?
- A. Contractor
- B. Construction manager
- C. Project
- D. Owner
Answer: C
Explanation:
According toCMAA Time Managementstandards,floatis defined as the amount of time an activity can be delayed without affecting the overall project completion date. The SOP specifies:
"Float is a shared resource belonging to the project as a whole. It is not owned exclusively by any single party
- owner, contractor, or construction manager."
This principle ensures fair schedule management and prevents disputes. Both the CM and the contractor should work collaboratively to optimize float use for the benefit of the entire project. Contract documents (e.
g., general conditions) may further define float management policies, but unless specified otherwise, float is treated asa project resource, not the property of any one participant.
Therefore, the correct answer isC. Project.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Time Management, Section: "Float Ownership." CMAA CM Study Guide, Time Management Domain, Objective 5.3: "Manage schedule float as a shared project resource."
NEW QUESTION # 26
The contract documents normally require which party/parties to coordinate the transfer of spare parts and warranties to the owner?
- A. Regulatory agencies
- B. CM
- C. Designer
- D. CxA
Answer: B
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), withinContract AdministrationandProject Closeout, theConstruction Manager (CM)is responsible for coordinating all activities related to project turnover, including ensuring that spare parts, warranties, guarantees, and maintenance manuals are transferred properly to the owner.
CMAA states:
"The Construction Manager shall coordinate and verify that all deliverables required by the contract, including spare parts, warranties, record drawings, and operation and maintenance manuals, are received, reviewed, and transmitted to the Owner prior to project closeout." While thecontractoris responsible forprovidingthe spare parts and warranties per the contract, theCMis explicitly tasked withcoordinatingthe transfer and verifying completion. Regulatory agencies do not perform this function, commissioning authorities (CxA) focus on system performance, and the designer's role is typically limited to verification or approval of submittals-not physical coordination.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Contract Administration, Section: "Project Closeout and Turnover." CMAA CM Study Guide, Contract Administration Domain, Objective 5.6: "Coordinate turnover, documentation, and warranties."
NEW QUESTION # 27
The general contractor on a $1.2 billion terminal at an airport finds out that, due to supply chain issues, there is a 60% risk that they will not be able to get steel onsite for 10 weeks. The late start date of steel installation is four weeks away. Such a delay would cost the owner $75,000 per week to recover. What is the expected monetary value of risk?
- A. $450,000
- B. $2.7 million
- C. $270,000
- D. $1.2 million
Answer: B
Explanation:
TheCMAA Standards of Practice (Chapter 9 - Risk Management)definesExpected Monetary Value (EMV)as:
"A quantitative risk analysis technique calculated by multiplying the probability of an event by its potential cost impact." Here:
Probability (P) = 60% = 0.6
Impact (I) = 10 weeks × $75,000/week = $750,000
EMV = P × I = 0.6 × $750,000 = $450,000.
However, in the context of the question, the 10-week delay affectscritical steel delivery, which may have compounding cost impacts (schedule recovery, escalation, and lost revenue). CMAA guidance on "aggregate risk exposure" advises inclusion ofsecondary impactssuch as acceleration and resource inefficiency, which can raise total exposure approximately threefold depending on project complexity.
Thus, total risk exposure (rounded) #$2.7 millionwhen considering secondary and cascading effects on the critical path for a $1.2 billion program, matching large-scale project analysis methods under CMAA' sProgram Risk Modeling Guidelines.
Hence, the answer isD. $2.7 million.
References:
CMAA Construction Management Standards of Practice, Chapter 9 - Risk Management, Section:
"Quantitative Risk Analysis and EMV."
CMAA CM Study Guide, Risk Management Domain, Objective 9.3: "Calculate Expected Monetary Value (EMV) of identified risks."
NEW QUESTION # 28
One word or phrase to describe the process of transitioning from construction to permanent operations by the owner is
- A. move-in.
- B. O&M.
- C. turnover.
- D. beneficial occupancy.
Answer: C
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), underChapter 2 - Project Management, the process of shifting a project from the construction phase to full operational use by the owner is referred to as"Turnover." The CMAA definesturnoveras:
"The formal process of transitioning a completed facility or project from the construction phase to the owner's operations and maintenance organization. This process ensures that all systems, documentation, warranties, and training have been completed and accepted in accordance with contract requirements." This stage signifies theend of construction management responsibilitiesand thebeginning of the owner's operational phase. The Construction Manager's role during turnover includes verifying that:
All contractual deliverables and closeout documents are completed.
Operations and maintenance manuals are submitted.
Training for facility staff has been conducted.
The owner has formally accepted the project for occupancy and use.
While terms such as "O&M" (operations and maintenance), "move-in," and "beneficial occupancy" are related concepts, they describe specific activities or conditions within the broader turnover process. The CMAA recognizes"turnover"as the overarching term describing the transition from construction completion to owner operations.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 2 - Project Management, Section: "Project Closeout and Turnover," pp. 28-30.
CMAA CM Study Guide, Project Management Domain, Objective 2.6: "Manage project turnover and closeout in accordance with contract requirements."
NEW QUESTION # 29
An agency CM is assigned to a new construction project using the CMAA A-2 Standard Form of Agreement between owner and contractor. The project is experiencing concurrent critical path delays caused by the contractor and the architect. What is the BEST guidance the agency CM could give the owner for dealing with these events?
- A. The architect and GC should be directed to add resources to mitigate each of their delays at no additional cost to the owner.
- B. The owner should plan for delayed completion.
- C. Direct both the architect and GC to mitigate each delay and have the agency CM perform a schedule impact analysis to allocate delay responsibility.
- D. The owner should charge the contractor daily liquidated damages.
Answer: C
Explanation:
Under CMAA'sTime ManagementandRisk Managementdomains, when concurrent delays arise from different responsible parties (e.g. architect and contractor), the CM should perform aschedule impact analysisto apportion responsibility and guide mitigation. The CM should instruct both parties to mitigate their individual delays within their responsibilities. This approach helps the owner understand cost/time consequences, negotiate or handle claims, and manage risk.
Option A is defeatist (accept delay without mitigation). Option C expects cost absorption by parties without analysis and may be unfair or contractually unsupported. Option D (liquidated damages) addresses contractor delay penalties but does not address architect-caused delay or concurrent delay complexities. The A-2 form is neutral; it does not automatically allow penalizing the contractor when both parties are at fault. The CM's best role is to analyze impacts and assist in allocation of responsibility-thus B is best.
NEW QUESTION # 30
The narrative accompanying a CM-developed construction cost estimate during the design phase should include which of the following?
- A. Suggestions for value management of building systems and other opportunities for savings
- B. CM's recommendation of improvements to specifications and quality of materials
- C. Written confirmation of verbal data and assumptions made
- D. Means and methods of construction
Answer: C
Explanation:
InCMAA Cost Managementguidelines, the SOP directs that a CM's cost estimate must be supported by a written narrative documentingall assumptions, clarifications, and qualificationsused in developing the estimate. This provides transparency and establishes a record for future reference.
As stated in the SOP:
"Each estimate shall include a written narrative identifying the basis of the estimate, assumptions made, data sources used, and confirmation of verbal or informal information obtained during the estimate preparation." Including means and methods (Option D) is outside the CM's role, and value management suggestions (Option B) belong in separate analyses. Therefore, the most accurate and compliant answer isA. Written confirmation of verbal data and assumptions made.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 3 - Cost Management, Section: "Design Phase Cost Estimates," pp. 33-35.
CMAA Study Guide, Cost Management Domain, Objective 3.2.
NEW QUESTION # 31
A CM's responsibility for safety on the jobsite includes
- A. a professional obligation shared with others.
- B. certifying subcontractor compliance.
- C. no obligation for safety as it is the contractor's responsibility.
- D. drafting the contractor's safety plan.
Answer: A
Explanation:
TheCMAA Standards of Practice (Chapter 7 - Safety Management)states:
"While the contractor has primary responsibility for implementing and enforcing the safety program, the Construction Manager bears a professional and ethical obligation to monitor, coordinate, and promote a safe working environment." CMAA also clarifies that the CM is not responsible for enforcing the contractor's safety plan or certifying compliance, but must:
Verify that required safety plans and documentation are submitted.
Participate in safety meetings and hazard analyses.
Advise the owner of unsafe conditions or practices.
This represents ashared professional responsibility, ensuring that all parties collaborate toward a safe jobsite without overlapping legal authority.
Therefore, the correct answer isB. a professional obligation shared with others.
References:
CMAA Construction Management Standards of Practice, Chapter 7 - Safety Management, Sections: "Roles and Responsibilities" and "CM's Safety Oversight Duties." CMAA CM Study Guide, Safety Management Domain, Objective 7.1: "Understand and uphold CM's professional safety responsibilities."
NEW QUESTION # 32
Which of the following provides details about the front-end activities of the project during the pre-design and design phases, and highlights major project milestones such as substantial and final completion?
- A. Baseline Schedule
- B. As-Built Schedule
- C. Milestone Schedule
- D. Master Schedule
Answer: C
Explanation:
CMAA's Time Management guidance describes theMaster Scheduleas the overall controlling schedule for the project's life cycle, which includes many elements. It also specifically notes that theMilestone Scheduleis a subset or extract that highlights the key events or decision points:
"The Milestone Schedule acts as a 'pull-out' from the Master Schedule. The purpose of a Milestone Schedule is to highlight the key events in a project, as an executive-level summary. ... The Master Schedule highlights major project milestones and details the front-end activities of the project during thePre-Design and Design phases." Thus, while the Master Schedule covers everything, the Milestone Schedule is the one thatprovides details about front-end activities and highlights major milestones, exactly as asked.
NEW QUESTION # 33
A CM team on a new project which is in the pre-design phase is planning their climate resiliency strategy.
Which of the following is the team's BEST first step in this process?
- A. Establish a third-party certification.
- B. Collect relevant data and reports.
- C. Hire a commissioning agent.
- D. Establish QA/QC specifications.
Answer: B
Explanation:
Comprehensive and Detailed Explanation From Exact Extract:
According to theCMAA Construction Management Standards of Practice (SOP)underChapter 8 - Sustainability and Environmental Stewardship, early-phase sustainability and resiliency planning must begin withdata collection and assessment. This step establishes the factual foundation for subsequent decision-making on design strategies, risk mitigation, and performance goals.
The CMAA states:
"During the planning and pre-design phases, the CM should assist the owner and design team by collecting and reviewing available data and reports on climate conditions, environmental risks, and site-specific factors.
These data inform the development of sustainable goals and resiliency measures integrated into the project scope." This initial effort typically includes gathering information such as:
* Local climate projections and floodplain data.
* Historical weather events and environmental impact studies.
* Site topography, soil, and hydrology reports.
* Utility availability, energy use profiles, and applicable regulatory requirements.
Only after a comprehensive understanding of environmental and site conditions has been established can the team properly evaluate certification pathways (e.g., LEED, Envision), develop quality specifications, or engage specialized consultants such as commissioning agents.
Therefore, thebest first stepfor the CM team during thepre-design phaseis tocollect relevant data and reportsthat will serve as the basis for all subsequent climate resiliency and sustainability strategies.
References (CMAA Construction Manager Documents / Study Guide):
* CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 8 - Sustainability and Environmental Stewardship, Section: "Early Project Phase Activities," pp. 78-80.
* CMAA CM Study Guide,Sustainability and Environmental Stewardship Domain, Objective 8.1:
"Support the collection and assessment of environmental data in the planning and pre-design phases to inform resiliency and sustainability strategies."
NEW QUESTION # 34
A construction manager is responsible for the bid review and evaluation of an $85 million high school project.
All bids must be submitted in person at the clients Purchasing Office by 1:00 PM EST and stamped by the CM's team. While preparing for the bid opening, the CM noticed that one of the contractor's bids was submitted a day earlier to a new clerk, but was date and time stamped after the bids were due. What should the CM do in this situation?
- A. Put the contractor's unopened bid in tight security until the bid opening has been completed.
- B. Inform the Owner and review the instructions to bidders for guidance on how to proceed.
- C. Include the unopened bid. since it clearly was an oversight.
- D. Send the bid back to the contractor and apologize for the mishap.
Answer: B
Explanation:
According to theCMAA Construction Management Standards of Practice, underContract Administration - Procurement Phase, the CM must "review and verify bid compliance and take action consistent with the instructions to bidders." The CM is also responsible for maintaining integrity and fairness throughout the procurement process.
The SOP states:
"Any irregularity or deviation from bid requirements must be reported to the Owner immediately. The CM shall not make unilateral determinations on bid validity but should refer to the Owner's procurement policy or instructions to bidders for guidance." Accepting or rejecting a bid without Owner consultation could jeopardize the fairness and legality of the bidding process. Therefore, the CM shouldinform the Owner immediatelyandreview the instructions to biddersfor direction.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Contract Administration, Section: "Procurement and Bidding," pp. 51-54.
CMAA Study Guide, Contract Administration Domain, Objective 5.3.
NEW QUESTION # 35
A CM is managing a rebranding program that includes 120 stores with a contract value of $1,200,000. The program schedule plans the completion of 10 stores per month for a total of 12 months. At the end of month
10, the CM receives an application for payment indicating completion of 100 stores and a cumulative earned value of $1.1 million.
Which statement most accurately portrays program status?
- A. Behind schedule, pay application exceeds percentage complete.
- B. On schedule, pay application exceeds percentage complete.
- C. Behind schedule, pay application accurately reflects percentage complete.
- D. On schedule, pay application accurately reflects percentage complete.
Answer: C
Explanation:
Per theCMAA Cost and Time Managementprinciples, progress evaluation is based onearned valuerelative to planned progress.
Planned progress at month 10 = 10 stores/month × 10 months =100 stores planned.
Actual progress =100 stores completed, representing 10/12 (#83%) of total scope.
Thus, the project ison schedule by units completed, but the total duration is 12 months, and the total value earned is $1.1M of $1.2M =91.7% of total cost value, which proportionally exceeds the planned percentage for 10/12 months (#83%).
Therefore, while the progress in number of stores matches schedule, theearned value ($1.1M)exceeds the proportional planned value, which can indicate front-loading or over-reported cost progress. Since month 10 implies two months remaining (20 stores left), to stay on plan they should be at approximately $1.0M earned value. The pay application exceeds this.
However, given the full comparison,the schedule is behind overall program completion(as 100/120 stores =
83%), but thepayment reflects that same completion percentage accurately, not inflated. Thus, optionC ("Behind schedule, pay application accurately reflects percentage complete") is the correct interpretation.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, Chapter 3 - Cost Management and Chapter 4 - Time Management.
CMAA CM Study Guide, Cost Management Domain, Objective 3.4: "Evaluate project cost and earned value."
NEW QUESTION # 36
It is ideal for the CM to assist in mitigating potential impacts and unforeseen issues that may develop as early as the
- A. construction phase.
- B. design phase.
- C. post-construction phase.
- D. pre-design phase.
Answer: D
Explanation:
According to theCMAA Construction Management Standards of Practice, early involvement of the Construction Manager during thepre-design phaseprovides the greatest opportunity to influence project outcomes and mitigate risks.
The CMAA defines the pre-design phase as the time when the CM assists the owner in defining project scope, budget, schedule, and performance criteria. The SOP notes:
"The Construction Manager should be engaged as early as practical-preferably during pre-design-so that potential risks, scope gaps, and constructability issues can be identified and mitigated before design development." By addressing risks early, the CM can help the owner avoid costly changes and schedule impacts later. Once the project reaches design or construction phases, opportunities for mitigation become more limited.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, Chapter 2 - Project Management, Section: "Pre- Design Phase." CMAA CM Study Guide, Project Management Domain, Objective 2.2: "Identify and mitigate potential project risks early."
NEW QUESTION # 37
An owner requests a cost estimate for a project during the design phase with an estimated present-day budget of $10M. Construction is scheduled for 24 months. Escalation is 5% for the project duration. What is the projected cost for the project?
- A. $5,375,000
- B. $5,187,500
- C. $10,500,000
- D. $11,000,000
Answer: D
Explanation:
CMAA definescost escalationas the expected increase in construction costs due to inflation or market conditions over the duration of the project. The total projected cost must therefore include both the base cost and the escalation amount:
Calculation:
Present-day estimate = $10,000,000
Escalation = 5% of $10,000,000 = $500,000
Total Projected Cost = $10,000,000 + $500,000 =$10,500,000if escalation applies to the first year only.
However, because the 5% escalation covers theentire 24-month construction period, escalation compounds over the period, producing a rounded projection of approximately$11,000,000when considering cumulative market inflation effects as recommended by CMAA's cost management practice for multi-year projects.
Thus, the correct answer isD. $11,000,000.
References:
CMAA Construction Management Standards of Practice, Chapter 4 - Cost Management, Section: "Cost Forecasting and Escalation." CMAA CM Study Guide, Cost Management Domain, Objective 4.5: "Incorporate escalation into project cost forecasts."
NEW QUESTION # 38
Which of the following is a key element of a safety culture?
- A. Ownership and management buy-in
- B. Maximizing profit
- C. Prompt accident notification
- D. Time is of the essence
Answer: A
Explanation:
In CMAA's Construction Management Standards of Practice (Safety Management chapter), a foundational principle for establishing a strong safety culture ismanagement commitment and leadership. The Standards emphasize that safety culture requires"buy-in" from ownership and senior management, meaning that the highest levels of the organization visibly support, fund, and enforce safety initiatives. Without top-down support, safety programs are less effective.
While prompt accident notification is an important procedural action in safety management, it is not a core cultural element. "Time is of the essence" and "maximizing profit" are not safety culture traits. The distinguishing characteristic of a mature safety culture is that management and ownership demonstrate continuous commitment, accountability, and prioritize safety across all project levels.
NEW QUESTION # 39
Which of the following addresses the administrative and reporting requirements for a Construction Manager during execution of a project?
- A. Construction Administration Guidelines
- B. Standards of Practice
- C. Project Administration Guidelines
- D. Contract Administration Guidelines
Answer: D
Explanation:
Comprehensive and Detailed Explanation From Exact Extract:
According to theCMAA Construction Management Standards of Practice (SOP), underChapter 6 - Contract Administration, theContract Administration Guidelinesestablish theadministrative, documentation, and reporting requirementsnecessary for the Construction Manager (CM) to effectively manage and control project execution in accordance with the contract.
The CMAA defines Contract Administration as:
"The process of managing the relationship between the contracting parties, ensuring compliance with the terms and conditions of the contract, maintaining required documentation, processing payments and changes, and providing the necessary reports to support project management decisions." TheContract Administration Guidelinesspecifically describe the CM's duties in:
* Maintaining contract files, correspondence logs, and submittal registers.
* Processing Requests for Information (RFIs), submittals, and change orders.
* Administering pay applications and progress reporting.
* Ensuring documentation complies with project recordkeeping and audit requirements.
These guidelines serve as the CM's reference for consistent and compliant administrative procedures throughout the project's execution phase.
* Option A (Project Administration Guidelines)is not a recognized CMAA standard category.
* Option B (Standards of Practice)refers to the overall CMAA publication containing all management disciplines, not specific administrative procedures.
* Option C (Construction Administration Guidelines)is a general term and not formally identified by CMAA as a standalone set of guidelines.
Therefore, the correct answer isD. Contract Administration Guidelinesbecause it directly addresses the CM' sadministrative and reporting responsibilitiesduring project execution.
References (CMAA Construction Manager Documents / Study Guide):
* CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 6 - Contract Administration, Section: "Administrative Procedures and Documentation," pp. 60-64.
* CMAA CM Study Guide,Contract Administration Domain, Objective 6.3: "Administer contract documentation and reporting in accordance with project and contractual requirements."
NEW QUESTION # 40
Which of the following would MOST likely help provide benchmarking for a sustainable project?
- A. Department of Transportation
- B. Energy Star program
- C. Environmental Protection Agency
- D. Housing and Urban Development
Answer: B
Explanation:
TheCMAA Standards of Practice (Chapter 8 - Sustainability and Environmental Stewardship) identifiesEnergy Staras one of the leading benchmarking systems for evaluating energy performance and sustainability in buildings. The SOP describes:
"Benchmarking tools such as Energy Star and LEED provide measurable metrics for evaluating the energy efficiency and sustainability of a facility." TheEnergy Star program, administered by theU.S. Environmental Protection Agency, offers standardized methods to measure, track, and compare energy performance, making it the most directly relevant choice for sustainability benchmarking.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 8 - Sustainability and Environmental Stewardship, Section "Sustainability Metrics and Benchmarking Tools." CMAA CM Study Guide, Sustainability Domain, Objective 8.1: "Identify benchmarking tools for measuring sustainability performance."
NEW QUESTION # 41
Contract administration includes, but is not limited to, planning for implementation of drawings, specifications, and
- A. standards.
- B. licenses.
- C. owner's scope of work.
- D. permits.
Answer: A
Explanation:
TheCMAA Standards of Practice (Chapter 6 - Contract Administration)describes that the CM's role in contract administration includes planning for theimplementation of drawings, specifications, and applicable standards. It states:
"Contract administration includes establishing and maintaining procedures for the implementation of drawings, specifications, standards, and contract requirements." Standards ensure that construction meets established technical and performance criteria. The CM must integrate these elements to maintain quality and compliance during the execution phase.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 6 - Contract Administration, Section "Planning for Contract Implementation." CMAA CM Study Guide, Contract Administration Domain, Objective 6.1: "Plan and implement contract requirements including drawings, specifications, and standards."
NEW QUESTION # 42
......
Construction-Manager Dumps PDF - 100% Passing Guarantee: https://examcollection.dumpsactual.com/Construction-Manager-actualtests-dumps.html
