New Construction-Manager Dumps For Preparing Certified Construction Manager Certified CMAA Exam Well
Updated Construction-Manager Dumps Questions Are Available [2026] For Passing CMAA Exam
NEW QUESTION # 38
Owner's representation staff are managing the construction of a new water treatment plant. The owner has specific operational and sustainability goals they want met and are contracting the team for full commissioning services. The commissioning plan should include which of the following requirements for each party in the commissioning process?
- A. Sequencing, scheduling, design review, verification procedures
- B. Budgeting, sequencing, scheduling, documentation
- C. Sequencing, scheduling, startup procedures, verification process
- D. Sequencing, scheduling, documentation, verification procedures
Answer: D
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), Chapter 5 - Quality Management, commissioning is the process of verifying that all systems and components of a facility are designed, installed, tested, and maintained according to the owner's operational requirements.
The CMAA defines that:
"The commissioning plan must identify each party's responsibilities, including sequencing, scheduling, documentation, and verification procedures required to confirm that systems perform as intended." Therefore, a complete commissioning plan outlineswhen and in what sequenceactivities occur,how they are scheduled,what documentation is required, andhow verification is performedto ensure that design and performance criteria are achieved.
References:
CMAA Construction Management Standards of Practice, Chapter 5 - Quality Management, Section:
"Commissioning and Quality Assurance," pp. 55-58.
CMAA CM Study Guide, Quality Management Domain, Objective 5.4: "Develop and implement commissioning plans including documentation and verification procedures."
NEW QUESTION # 39
An agency CM is representing the public owner of a large, complex project with numerous site challenges.
The owner has received numerous differing site condition claims on previous projects on this site. The agency CM has reviewed the bid documents and believes the site challenges are clearly and sufficiently detailed for bidders. This is a design-bid-build, lump sum procurement. The apparent low bid is more than 10% lower than the next lowest bid, and the owner is very concerned that the apparent low bidder has not included the cost of mitigating the site challenges in its bid. What should the agency CM do?
- A. Conduct a post-bid interview with the apparent low bidder to determine if the bidder has a clear understanding of the site challenges.
- B. Ask the designer to verify that the technical specifications describing the site challenges in sufficient detail.
- C. Make the recommendation to the owner to reject all bids and re-advertise the project.
- D. Conduct a post-bid conference to see if all bidders included the cost of mitigating the site challenges in their bids.
Answer: B
Explanation:
According to CMAA's recommendedOwners Risk Reduction Techniques(when using a CM for owner's risk control), one of the CM's roles is to help the owner ensure clarity of site conditions and contract documents especially when prior history on the site includes claims for differing site conditions. The CM should engage the design team to verify whether the contract documents properly capture the known site risks in adequate detail before awarding a bid.
In a design-bid-build, lump sum contract, the contractors rely on the documents and specifications as the basis of their bids. If the apparent low bid is significantly below others (e.g., >10% lower), that discrepancy raises suspicion that the low bidder may have omitted or under-priced site risk mitigation. The CM should not directly interrogate bidders or conduct post-bid interviews that might create unfairness or violate procurement rules. Rather, the correct approach is for the CM to consult with the designer to confirm whether the bid documents adequately and clearly described the site challenges. If deficiencies or ambiguities are found, the owner may need to issue clarifications, addenda, or consider re-advertising.
Thus, the prudent and contract-compliant first step is:A. Ask the designer to verify that the technical specifications describing the site challenges in sufficient detail.
NEW QUESTION # 40
BIM best assists the CM with
- A. developing drawings and facility management.
- B. managing time, safety, quality, and facility operations.
- C. planning, coordination, and control of the project.
- D. gathering energy, cost, facility maintenance, safety, and spatial data.
Answer: C
Explanation:
TheCMAA Standards of PracticeandCMAA Best Practices Guide for Building Information Modeling (BIM) identify the CM's use of BIM as a tool for:
"Planning, coordination, and control of design and construction activities, integrating project information, and improving communication among all participants." BIM provides visualization and data integration to support project coordination, sequencing, clash detection, logistics planning, and schedule validation. Although BIM can contain data about cost, energy, and maintenance, itsprimary value to the CMlies in improvingproject planning, coordination, and controlacross disciplines during design and construction.
Thus, the correct answer isB. planning, coordination, and control of the project.
References:
CMAA Construction Management Standards of Practice, Chapter 2 - Project Management, Section: "Use of Technology and BIM." CMAA Best Practices Guide for Building Information Modeling, Sections 1.1-2.3.
NEW QUESTION # 41
= P × [(C + T + Q) + 3]
P is Probability
C is Cost
T is Time
Q is Quality
This equation best describes a(n)
- A. cost time quality evaluation.
- B. Monte Carlo simulation equation.
- C. overall risk score.
- D. risk variable score.
Answer: C
Explanation:
According to theCMAA Standards of Practicein theRisk Managementsection, risk quantification often uses formulas combiningprobability (P)andimpact factorssuch asCost (C),Time (T), andQuality (Q)to compute anoverall risk score.
The CMAA explains:
"Risk scoring combines the likelihood (probability) of occurrence with the magnitude of its potential impact across cost, time, and quality metrics. The resultant value represents the overall risk score used for prioritization in the risk register." The given formula aligns directly with that concept - it mathematically expresses aweighted overall risk score, not a simulation or isolated variable measure. AMonte Carlo simulationis a separate probabilistic modeling technique, not a single-score formula.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 9 - Risk Management, Section: "Risk Identification and Quantification," pp. 85-87.
CMAA Study Guide, Risk Management Domain, Objective 9.3.
NEW QUESTION # 42
The CM is tasked with analyzing the schedule variance of a project on a regular basis. The contractor's recent payment application includes a dramatic increase in earned hours than what was budgeted for the project. This MOST likely indicates
- A. the project is behind schedule.
- B. the contractor will be submitting change orders.
- C. the project is ahead of schedule.
- D. the contractor is making more profit than anticipated.
Answer: A
Explanation:
In earned value or earned hours analysis, "earned hours" represent how much work hasactuallybeen completed (in units of schedule effort) compared to what was budgeted over time. If a contractor claims a significantly higher number of earned hours than budget expected at that point, that discrepancy often indicatesthe contractor is catching up for prior slippageorback-loading progressand may be masking a delay. In other words, the project is likely behind schedule: the contractor is accelerating or shifting resources to show a jump in performance, sometimes to avoid triggering delay claims or escalating scrutiny.
While CMAA's formal SOP does not provide a one-sentence treatment of this particular scenario, standard earned value (EV) and schedule variance (SV) theory (used in CMAA's time management domain) supports that an unexpected inflation in earned hours relative to budget can signal a retrospective correction for lagging progress, rather than true ahead-of-schedule condition.
NEW QUESTION # 43
Construction schedule coordination and enforcement means and methods techniques, and sequence of work are typically assigned to the construction manager under which delivery method?
- A. CM at Risk(CMAR)
- B. Design-Bid-Build (DBB)
- C. Multi-Prime
- D. Design-Build (DB)
Answer: A
Explanation:
Under the CM at Risk (CMAR) delivery method, the CM often assumes responsibilities similar to a general contractor during the construction phase, including coordination of schedule, means and methods, and sequence of work. The CM transitions from advisory role during design to performance role during construction, which involves enforcing construction coordination and methods. The CMAA "Owner's Guide to Project Delivery Methods" explains that in CMAR, the CM "acts as consultant... during the design phases, but as the equivalent of a general contractor during the construction phase." Because in DBB or Multi-Prime, the general contractors or multiple contractors would handle means and methods, and in DB the design-builder handles those responsibilities. The CM at Risk is the form where schedule coordination and enforcement of means & methods is typically assigned to the CM.
NEW QUESTION # 44
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. $2.7 million
- B. $450,000
- C. $1.2 million
- D. $270,000
Answer: A
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 # 45
While conducting an inspection of the work in progress for a design-bid-build project, a CM notices that some of the completed work does not conform to the construction documents. The FIRST thing the CM should do is
- A. document the non-conforming work and distribute the documentation to the contractor, design professional, and client.
- B. direct the contractor to correct the non-conforming work.
- C. schedule a meeting with the design professionals and the client to discuss the issues.
- D. discuss the concerns with the owner.
Answer: A
Explanation:
According to theCMAA Standards of Practice (Chapter 5 - Quality Management), when non-conforming work is observed, thefirst actionthe CM must take isto document the condition accurately and notify the appropriate parties. The SOP states:
"When nonconforming work is discovered, the Construction Manager shall document the condition, identify the location and extent, and promptly notify the contractor, the owner, and the design professional." The CMdoes not have authority to direct corrective work(that authority lies with the owner or design professional). Proper documentation ensures an accurate record and initiates the formal resolution process.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Quality Management, Section "Nonconforming Work Identification and Documentation." CMAA CM Study Guide, Quality Management Domain, Objective 5.3: "Identify and document nonconforming work and notify appropriate parties."
NEW QUESTION # 46
ACM agent has assisted the owner by creating contractual safety requirements. By reviewing the contractor's safety submittals, the CM
- A. determines if the contract specifications have been met.
- B. certifies that the submittals cover all site conditions that may occur.
- C. accepts responsibility and liability for site safety.
- D. approves the contractors fall protection program.
Answer: A
Explanation:
TheCMAA Standards of Practice, Chapter 7 - Safety Managementstates that the Construction Manager's role in reviewing safety submittals islimited to ensuring that the contractor's safety program complies with the contractual and regulatory requirements, not to certify or approve safety programs.
CMAA clarifies:
"The Construction Manager's review of safety submittals is for the purpose of verifying that the contractor's plan meets the requirements set forth in the contract documents. The CM does not assume or accept responsibility for site safety." Therefore, the CM's duty isreview and determination of contractual compliance, not approval or certification, and certainly not assumption of liability.
References:
CMAA Construction Management Standards of Practice, Chapter 7 - Safety Management, Section:
"Contractor's Safety Responsibilities," pp. 69-71.
CMAA CM Study Guide, Safety Management Domain, Objective 7.3: "Review contractor's safety plans for compliance with contract requirements."
NEW QUESTION # 47
A written safety program should include all applicable laws, codes, and regulations, and must
- A. be approved by the Owner.
- B. be a shared responsibility with the project team.
- C. be developed by the CM.
- D. meet the contractual requirements.
Answer: D
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), underChapter 7 - Safety Management, the written safety program is a required component of every construction project to ensure compliance and accountability. The CMAA specifies that:
"The contractor's safety program shall contain all necessary elements to administer and manage the program in accordance with the contract requirements. It must, at a minimum, demonstrate compliance with all applicable laws, codes, rules, and regulations related to worker and public safety." This statement emphasizes that while safety compliance with statutory regulations is essential, the written program must also be consistent with and satisfy the terms established in the contract documents. The Construction Manager (CM) oversees and monitors safety performance but does not develop or approve the contractor's written safety program. The contractor bears the responsibility for implementing and maintaining the program according to contractual obligations.
Therefore, the correct answer is that the written safety program must meet the contractual requirements.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 7 - Safety Management, Section: "Written Safety Program," pp. 68-70.
CMAA CM Study Guide, Safety Management Domain, Objective 7.2: "Ensure compliance with all contractual and statutory safety requirements."
NEW QUESTION # 48
A CM is milling and paving a 2-mile-long bridge with a surface that is in total failure. The owner gave the contractor October 24 as the fixed completion date. Meanwhile, the owner has promised the public that work hours would be 7am-7pm, 5 days per week and that the bridge would be completed by September 1.
The bridge deck is poured on a steel grid deck, but this type of operation has never been performed in the state and complications from weather have slowed progress. The contractor has requested to work nonstop 24/7 to meet the deadline told to the public.
The CM should
- A. tell the contractor they have until September 1 and can only work 7am-7pm.
- B. meet with the contractor to go over realistic time frames and make a decision.
- C. meet with the owner and contractor to vet all issues/options and make a decision.
- D. discuss with the owner and tell the contractor to do only 1/2 of the bridge.
Answer: C
Explanation:
According to theCMAA Standards of Practice (SOP), underChapter 2 - Project ManagementandChapter 5 - Time Management, the Construction Manager serves as theowner's principal advisor and coordinator, ensuring that scope, schedule, quality, and safety are properly balanced.
CMAA defines the CM's role in conflict resolution as:
"The Construction Manager must identify issues impacting schedule, quality, and safety andfacilitate discussions among project participantsto develop an acceptable course of action that aligns with the owner's objectives and contractual limitations." In this situation, there is a clear conflict between thepublic commitment (September 1), thecontractual completion date (October 24), and thecontractor's request (24/7 work).
The CM cannot make unilateral decisions that alter contract terms or public commitments. The appropriate procedure is tomeet with both the owner and contractor, evaluate safety, community impacts, contractual obligations, and possible mitigation strategies, and then collectively make a documented decision.
Therefore, the correct answer isC. meet with the owner and contractor to vet all issues/options and make a decision.
References:
CMAA Construction Management Standards of Practice, Chapter 2 - Project Management, "Coordination and Communication." CMAA CM Study Guide, Project Management Domain, Objective 2.4: "Facilitate resolution of issues among project participants."
NEW QUESTION # 49
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 client's 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. Send the bid back to the contractor and apologize for the mishap.
- B. Include the unopened bid. since it clearly was an oversight.
- C. Put the contractor's unopened bid in tight security until the bid opening has been completed.
- D. Inform the Owner and review the instructions to bidders for guidance on how to proceed.
Answer: D
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), Chapter 6 - Contract Administration, the Construction Manager is responsible for ensuring that all bid procedures are handled in strict accordance with theprocurement requirementsandinstructions to bidders.
CMAA guidance emphasizes:
"In the event of irregularities during the bidding or proposal submission process, the Construction Manager must immediately notify the Owner and refer to the procurement documents for direction before taking any independent action." The CM must maintain impartiality, protect the integrity of the bidding process, andavoid unilateral decisionsthat could imply bias or alter bid fairness. Since the bid in question was timestamped incorrectly, the proper step is toinform the Ownerandreview the bidding instructionsto determine the correct procedural resolution.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, Chapter 6 - Contract Administration, Section:
"Procurement and Bidding Procedures," pp. 61-64.
CMAA CM Study Guide, Contract Administration Domain, Objective 6.1: "Ensure fairness, transparency, and compliance in the bid process."
NEW QUESTION # 50
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. Life cycle and maintenance costs should not be considered.
- B. A multi-discipline review on functions and alternate solutions.
- C. Interface with the design-build team is not needed at this time.
- D. Scope reduction will reduce overall project budget.
Answer: B
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 # 51
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. Direct both the architect and GC to mitigate each delay and have the agency CM perform a schedule impact analysis to allocate delay responsibility.
- B. The owner should plan for delayed completion.
- C. The owner should charge the contractor daily liquidated damages.
- D. The architect and GC should be directed to add resources to mitigate each of their delays at no additional cost to the owner.
Answer: A
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 # 52
During the design phase of a project, the owner had requested the design team develop mitigating strategies due to expected budget concerns. During the procurement process, the agency CM should advise the owner consider
- A. incorporating Add/Deduct Alternates into the bid documents.
- B. incorporating Time and Material Alternates into the bid documents.
- C. evaluating Schedule Alternates in the bid documents.
- D. evaluating Phase Alternates in the bid documents.
Answer: A
Explanation:
TheCMAA Standards of Practice (Chapter 3 - Cost Management)identifiesAdd/Deduct Alternatesas a common strategy to manage potential budget fluctuations. The SOP explains:
"Alternates, both additive and deductive, provide flexibility to adjust project scope to available funding at the time of bid or negotiation." This allows the owner to maintain control over project cost while preserving key design intent.Time and material alternatesare not typical bid mechanisms, andphaseorschedule alternatesdo not directly address budget mitigation.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 3 - Cost Management, Section "Design Phase Cost Control and Alternates." CMAA CM Study Guide, Cost Management Domain, Objective 3.2: "Develop cost management strategies including alternates, allowances, and contingencies."
NEW QUESTION # 53
When developing schedule specifications, which of the following practices should the CM recommend to the Owner to avoid disputes regarding weatherdelays per year?
- A. Ask the contractor to specify the number of weather days they believe necessary for the project.
- B. Using a recognized reference such as NOAA. define the number of allowable "normal" weather impact days expected to occur on the project within the contract documents.
- C. Defer all issues related to weather to NOAA.
- D. Consult a local meteorologist to determine the best estimate of the number of weather days to allow on the project.
Answer: B
Explanation:
TheCMAA Standards of Practice (Chapter 4 - Time Management)specifies that project schedule specifications should clearly defineexpected normal weather delaysbased on reliable climatological data to avoid disputes. The SOP states:
"The CM should recommend use of established meteorological data sources, such as NOAA, to define the number of normal adverse weather days anticipated in the schedule specification." This ensures consistency, fairness, and transparency in contract administration. Allowing the contractor to determine weather allowances (Option B) or deferring all responsibility to external sources (Options C and D) introduces ambiguity and potential disputes.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 4 - Time Management, Section "Weather Considerations and Schedule Specifications." CMAA CM Study Guide, Time Management Domain, Objective 4.1: "Develop schedule specifications including allowances for normal weather impacts."
NEW QUESTION # 54
The joint between a cast-in-place wall and a cast-in-place roof slab contains a waterstop for a sub-grade structure. While installing roof beams, the waterstop became dislodged from the already-placed wall. A non- conformance report was issued. The engineer of record's repair detail showed to cut and remove the dislodged waterstop sections. The authority/agency re-approved the detail as the waterstop is part of a secondary waterproofing system and the primary system was deemed sufficient. The contractor did not comply with the detail and placed the concrete roof slab over the dislodged material. In this scenario, which of the following options represents the BEST course of action?
- A. All slab concrete should be removed.
- B. Based on the engineer of record's recommendation, the contractor should develop a repair detail and submit for approval.
- C. The agency should accept as-is and rely on the primary system.
- D. The concrete should be chopped out, rebar dowels should be drilled into the new slab, and the repair detail should be implemented.
Answer: B
Explanation:
PerCMAA Standards of Practice (Chapter 5 - Quality Management and Chapter 6 - Contract Administration), when non-conforming work is discovered and the contractor fails to comply with approved corrective instructions, the appropriate procedure is for thecontractor to submit a proposed corrective action or repair detailfor review and approval by theengineer of recordand theowner.
The SOP emphasizes:
"The contractor is responsible for proposing a corrective action for nonconforming work. The CM shall ensure the proposal is reviewed and approved by the design professional and owner prior to implementation." Accepting the condition as-is (Option C) would be improper without formal approval, and unilateral removal or demolition (Options B or D) should only occur after the approved corrective process is completed.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Quality Management, Section "Nonconforming Work and Corrective Action." CMAA CM Study Guide, Quality Management Domain, Objective 5.4: "Coordinate the review and approval of corrective actions for nonconforming work."
NEW QUESTION # 55
Which of the following contract types limits the potential incentive to increase profit through increasing contract costs?
- A. Unit price
- B. Time and materials
- C. Cost plus fixed fee
- D. Cost plus a percentage of cost
Answer: C
Explanation:
TheCMAA Cost Managementsection identifies several contract types and their profit implications. TheCost Plus Fixed Fee (CPFF)contract type establishes a predetermined fixed fee for the contractor, regardless of actual cost fluctuations.
The SOP explains:
"A cost plus fixed fee contract provides the contractor reimbursement for actual allowable costs plus a fixed fee established at the outset of the contract. The fee does not vary with the actual cost, eliminating any incentive to increase costs for additional profit." In contrast:
Cost plus a percentage of costencourages higher spending because profit increases with cost.
Time and materialscontracts also risk cost escalation.
Unit pricecontracts carry risk of scope manipulation or overestimation.
Thus,Cost Plus Fixed Feebest limits profit incentive tied to cost growth.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 3 - Cost Management, Section: "Contract Pricing and Fee Arrangements," pp. 36-38.
CMAA Study Guide, Cost Management Domain, Objective 3.4.
NEW QUESTION # 56
Which schedule process determines the earliest times that schedule activities can start and Finish, and the total project duration?
- A. Schedule Update
- B. Master Schedule Review
- C. Forward Pass
- D. Backward Pass
Answer: C
Explanation:
In theCMAA Construction Management Standards of Practice (SOP), underChapter 4 - Time Management, the process known as theForward Passis defined as the method used in Critical Path Method (CPM) scheduling to determine theearliest possible start (ES)andearliest possible finish (EF)dates for all schedule activities. It also calculates thetotal project durationby progressing through the schedule network from the project start date to the project completion date.
The CMAA explains that:
"A Forward Pass calculates the earliest start and finish times for each activity in a schedule network diagram, thereby identifying the earliest date the project can be completed." This calculation is essential for establishing thecritical path-the sequence of activities that determines the project's overall duration. The Forward Pass is always followed by theBackward Pass, which calculates the latest allowable start and finish times to identify float.
References (CMAA Construction Manager Documents / Study Guide):
CMAA Construction Management Standards of Practice, Chapter 4 - Time Management, Section: "Schedule Development and Analysis," pp. 47-50.
CMAA CM Study Guide, Time Management Domain, Objective 4.3: "Perform forward and backward pass calculations to determine the critical path."
NEW QUESTION # 57
During the design phase, the CM should perform which of the following tasks?
- A. Review staffing assignments, labor affidavits, and historical trust.
- B. Review plans, final Right-of-Way (ROW) documents, and as-built submittals.
- C. Review cost estimate, schematic design, and scheduling conferences with regulatory agencies.
- D. Review contract milestones, payment procedures, and communication procedures.
Answer: C
Explanation:
In theCMAA Project Managementchapter, during theDesign Phase, the CM's duties focus on evaluatingdesign progress, cost control, and schedule integration.
The CMAA SOP specifies:
"During the design phase, the Construction Manager should review design submissions for compliance with budget, schedule, and program requirements; participate in cost estimating and design coordination meetings; and support permitting and regulatory agency coordination." OptionBcorrectly reflects these core design-phase responsibilities: reviewing cost estimates, schematic design development, and attending scheduling or coordination conferences with agencies.
The other options refer to administrative, construction-phase, or post-construction tasks, not design-phase CM functions.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 2 - Project Management, Section: "Design Phase Services," pp. 23-26.
CMAA Study Guide, Project Management Domain, Objective 2.3.
NEW QUESTION # 58
An agency CM is overseeing the construction of a large, complex multi-story, high security building in a remote area. The building had a specialized spire installed at the top, which serves as an encrypted signal transmitter. Construction is complete and the contractor has de-mobilized, but then it is discovered that the signal transmitter is not transmitting the signal. The owner's QC plan required testing for the functionality of the transmitter, but the contractor has not shown test results reflecting adequate performance. Who is responsible for the cost of remobilization?
- A. Designer of record
- B. Contractor
- C. Owner
- D. Agency CM
Answer: B
Explanation:
In CMAA's Standards of Practice underContract AdministrationandQuality Management, the contractor is contractually obligated to perform all required tests and deliverables, as defined in the contract documents (including the owner's QC plan). If a required test (such as functional performance testing of a specialized transmitter) fails to meet contractual requirements or is not documented, the risk and cost of ensuring compliance (including remobilization) generally rests with the contractor, unless the contract allocates it differently.
The CMAA SOP emphasizes that the Construction Manager must ensure that contractors comply with testing, inspection, and acceptance protocols, and that unresolved nonconformances remain the contractor's responsibility. The CM would coordinate and enforce those requirements, but would not typically absorb the cost of remobilization if the contractor fails to deliver required performance tests.
Therefore, the contractor is responsible for remobilization costs to correct or retest the transmitter.
NEW QUESTION # 59
A project manager is working on a new transit station project. This client has never used an agency CM before. The project manager wishes to engage the client in defining the scope, budget, schedule, environmental conditions, and basic systems to be utilized. Which of the following would be MOST useful in engaging the client and defining the project requirements?
- A. Project Management Plan
- B. Project Procedures Manual
- C. Kickoff Partnering Meeting
- D. Quality Management Plan
Answer: A
Explanation:
Comprehensive and Detailed Explanation From Exact Extract:
According to theCMAA Construction Management Standards of Practice (SOP)underChapter 2 - Project Management, theProject Management Plan (PMP)is the foundational document that defineshow the project will be executed, monitored, and controlled. It serves as the key management tool for the CM and owner to establish alignment on the project'sscope, budget, schedule, quality expectations, and environmental and operational conditions.
The CMAA states:
"The Project Management Plan is the single, comprehensive document that defines the project's objectives, organizational structure, responsibilities, communication protocols, and the methods by which cost, schedule, quality, and scope will be managed. It is developed in collaboration with the owner and other project stakeholders." In this scenario, because theclient is new to the CM process, theProject Management Planprovides the most effective framework for engaging the owner early, defining expectations, and establishing the basis for all project decisions.
* Option A (Quality Management Plan)focuses solely on procedures to maintain and verify quality standards, not the overall project definition.
* Option B (Project Procedures Manual)outlines detailed administrative and communication procedures but is secondary to the PMP.
* Option C (Kickoff Partnering Meeting)is valuable for relationship-building, but it is a single event- not a formal document defining scope, budget, or systems.
Therefore, theProject Management Plan (D)is themost useful toolfor engaging the client and defining all foundational project requirements.
References (CMAA Construction Manager Documents / Study Guide):
* CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 2 - Project Management, Section: "Project Management Plan (PMP)," pp. 21-23.
* CMAA CM Study Guide, Project Management Domain, Objective 2.1: "Develop and implement the Project Management Plan in coordination with the owner and stakeholders to define scope, schedule, cost, and quality parameters."
NEW QUESTION # 60
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