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CMAA Construction-Manager Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Cost Management | 10% | - Estimation and budgeting - Financial reporting - Cost control and forecasting - Earned value management |
| Program & Project Management | 20% | - Scope management - Lifecycle management - Project initiation and planning - Stakeholder management |
| Safety Management | 10% | - Regulatory compliance - Incident investigation - Hazard identification and control - Safety planning and training |
| Risk Management | 10% | - Monitoring and control - Insurance and liability - Identification and assessment - Mitigation and response planning |
| Technology | 5% | - Data management and analytics - Emerging technologies - Project management software - BIM and digital tools |
| Sustainability | 5% | - Environmental compliance - Resource efficiency - Green building principles - Lifecycle assessment |
| Time Management | 10% | - Resource allocation and leveling - Scheduling techniques - Critical path method - Schedule control |
| Contract Administration | 10% | - Change order management - Contract types and procurement - Claims and dispute resolution - Negotiation and formation |
| Professional Practice | 10% | - Legal and regulatory framework - Ethics and standards - Leadership and communication - Professional development |
| Quality Management | 10% | - Continuous improvement - Compliance and audits - Planning and standards - Quality assurance and control |
CMAA Certified Construction Manager (CCM) Sample Questions:
Question 1
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. Interface with the design-build team is not needed at this time.
C. Scope reduction will reduce overall project budget.
D. A multi-discipline review on functions and alternate solutions.
Question 2
During the design review process for a rehabilitation of a corporate office headquarters, the CM should routinely review the designers' submissions, and the reviews will include
A. constructability, biddability, and operability reviews.
B. constructability, schedule, and maintenance reviews.
C. budget, schedule, and value engineering reviews.
D. scope, constructability, and biddability reviews.
Question 3
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.
Question 4
One word or phrase to describe the process of transitioning from construction to permanent operations by the owner is
A. turnover.
B. O&M.
C. beneficial occupancy.
D. move-in.
Question 5
Who owns the float in a typical project critical path schedule?
A. Construction manager
B. Owner
C. Project
D. Contractor
Solutions:
| Question 1 Answer: D | Question 2 Answer: A | Question 3 Answer: A | Question 4 Answer: A | Question 5 Answer: C |
Wendy 
Larry 
Montague 
Theodore 
Zenobia 
Mary 
Priscilla 
Reuben 
Dorothy 
Jocelyn 
Eden 
Jerome 
Lucien 
Theodore 
Barlow 
Marshall 
