cmaa presentation

cmaa presentation PowerPoint PPT Presentation


  • 290 Views
  • Uploaded on
  • Presentation posted in: General

Presentation Agenda. Introductions The role of the Construction ManagerAll about CMAACMCI and the Certified Construction ManagerCMAA Professional DevelopmentFMI/CMAA 6th Annual Survey of OwnersQuestions and Answers. Today's Reality.... Construction is risky, complex and challenging.Delays, changes, disputes and accidents are costing more than ever. Owners don't have the expertise or the staff to stay on top of their projects and programs.Success demands collaboration, communication and 9442

Download Presentation

cmaa presentation

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


1. CMAAPresentation 25 January 2006

3. Today’s Reality... Construction is risky, complex and challenging. Delays, changes, disputes and accidents are costing more than ever. Owners don’t have the expertise or the staff to stay on top of their projects and programs. Success demands collaboration, communication and leadership!

4. Where Does the CM Fit In? Augments or represents the owner in today’s complex contracting environment Provides the expertise necessary to achieve project goals Provides critical project/program leadership

5. Construction Management

6. Professional CM Pays Off In: Speed of project completion Quality of finished job Quality of the construction process Cost savings Project safety Claims and dispute avoidance

7. The Role of the CM is Expanding Quality of Design Docs Decreasing Tech Support Decreasing Project/Program Complexity Increasing Regulatory Requirements Increasing Design Phase Services Increasing “Green” Requirements Increasing Risk of Claims Increasing

8. CM and Delivery Systems Professional Construction Management is delivery system neutral and fills a vital role in all widely used delivery systems. A CM can help assess and select the best delivery method for every project.

9. The Agency CM Always Acts in the Owner’s Best Interests

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

11. CMAA Board of Directors Tom Bishop URS Construction Services Gary Cardamone Port of Long Beach, CA David Conover, CCM HDR, Inc. Robert Fraga U.S. Postal Service Jerry Gallagher Gallagher Construction Services Kurt Goddard ARCADIS Robert Hixon Jr., CCM, FCMAA Capitol Visitor Center James Hobbs Jr. Wright Robinson Osthimer & Tatum Bill Hoy B. F. Saul Company Raoul Ilaw Parsons Ron Kerins, CCM Hanscomb Faithful & Gould Randy Larson PBS&J

12. CMAA Board of Directors Charles Levergood Jacobs Steve Margaroni PSOMAS D. J. Mason Keville Enterprises, Inc. James Mitchell, CCM DMJM Management James Moynihan Heery International Dave Rathmann, CCM 3D/I David Richter Hill International, Inc. Steve Routon HNTB Corporation Porie Saikia-Eapen MTA New York City Transit Joseph Seibold PinnacleOne Brian Stover, CCM Urban Engineers, Inc. William Van Wagenen, CCM CH2M HILL Robert Wilson, FCMAA Parsons Brinckerhoff Construction Services

13. About CMAA 3,300+ member Industry Association comprised of organizations, individual practitioners, owner practitioners and academia. 25 regional chapters serving local needs of members and their clients. Incorporated in 1982.

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

15. The Goals of CMAA Promote international recognition and understanding of professional CM services for capital project execution. Provide CM Industry advocacy at all levels of government. Promote professional development of CMAA membership to assist members in marketing themselves and their companies. Promote research & development of CM practices. To represent all segments in the CM industry.

16. CMAA Code of Ethics Client Service Representation of Qualifications Standards of Practice Fair Competition Conflicts of Interest Fair Compensation Release of Information Public Welfare Professional Development Integrity

17. Standing Committees Executive Ethics Audit Nominating Rules and Resolution

18. Committees Budget and Finance Business Development Government Affairs International Leadership Resource Membership Marketing / Member Satisfaction Professional Development Project Achievement Award Regional Chapters Research and Development Standards of Practice and Documents

19. CMAA History

20. History . . . the Beginnings A group of 37 individuals representing diverse A/E/C firms meet in Indianapolis on October 28, 1981 to explore the formation of a national construction management association.  CMAA’s first annual meeting takes place in Denver in October 1982.  Theme: “Tailoring Professional Services to Meet a Changing Marketplace.”

21. History . . . the 1980s In December 1982 CM Advisor newsletter is published to address the increasing complexity of building projects, the desire by owners to reduce construction time and costs, and the emerging new concepts in construction methods, organization and management.  The first edition of the CM Standards of Practice is published in1986, and the Board of Directors begins the development of a certification program for professional construction managers. CMAA forms regional chapters in Los Angeles, Minnesota, Chicago and Washington, DC.

22. History . . . the 1990s CM Certification begins in 1996 as CMCI administers exams to 20 candidates.  In 1997, CMAA’s state of affairs declines. CMAA transitions from a trade association to an industry association focusing on its individual members and their needs as construction management professionals.  Subsequently, CMAA creates a new mission, vision, and strategic plan, and hires its first staff executive director.

23. History . . . the 1990s . . . continued The Code of Professional Ethics for the Construction Manager is adopted and published to guide professional practitioners providing CM services to owners.   The CMAA Foundation is established to fund student scholarships and fund research. First Annual Survey of Owners published in conjunction with FMI. Idaho becomes the first state to license Agency CMs using CMCI’s certification exams.

24. History . . . the 2000s The CM eJournal is created to examine technical issues within the CM industry. A Government Affairs Department is established. The CMAA Foundation begins its first research efforts. GSA becomes the first public owner to include the CCM as a preference in an RFQ. A Diversity Policy is approved by the Board of Directors. The CMAA University is created to provide professional development programs.

25. History . . . the 2000s . . . continued CMAA/FMI Ethics Study reveals that construction industry is tainted by unethical activities. Cleveland becomes CMAA’s 25th regional chapter. The Construction Manager in Training (CMIT) program is created to guide and mentor young professionals. CMCI applies for ANSI Accreditation.

26. CMAA 10-Year Growth

27. 3343 Members Corporate Alternate 751 Founder 5 Retiree 12 Sole Proprietor 139 Additional Associate 34 Owner Organization 13 Owner Additional 104 Honorary Members 13 Large Corporation 55 Mid-Size Corporation 42 Small Corporation 254 Associate Membership 85 Academic Member 40 Student Member 109 Additional Corporate 863 CM Practitioner 276 Owner Practitioner 548

28. Owner Organization Members MTA New York City Transit Authority United States Postal Service U.S. General Services Administration Los Angeles Unified School District Architect of the Capitol MTA Capital Construction Ohio School Facilities Commission Catholic Diocese of Arlington Washington Mutual Bank University of California, San Diego Hillsborough County Aviation Authority City of Long Beach BJC Healthcare

29. Our theme seeks to recognize and advance new roles and methods that have a revolutionary effect on the way capitol projects are being delivered. It also addresses the issue that although neither the industry nor owners are open to sudden change, new economic forces are again accelerating the rate of change.

30. CMAA National Conference& Trade ShowTampa, FloridaOctober 15– 17, 2006 Breakthroughs in Project Efficiency 32 Education Sessions for CMs, PMs and their clients Trade show filled with companies offering the newest products and services Keynote speakers Annual “Owner’s Panel” session discussing the latest CMAA/FMI owner survey Foundation golf tournament at Lone Palm Course

31. Contract Documents & Publications CMAA Standards of Practice Standard Forms of Agreement for Agency CM and CM At-Risk Time Management, Quality Management, Cost Management, Program Management, and Leadership Contract Administration Procedures

32. Government Relations CM related communications with appropriate state regulatory agencies and legislative officials. Development of an Internet-based state-by-state resource on CM related laws & regulations. Continued relationship building with Congress, public owners, and allied associations. Advocacy on federal, state, and local CM-related legislative & regulatory actions.

33. New Programs Construction Manager in Training (CMIT) Compensation Study Summer Intern Database Capstone Online Virtual Chapter, Owner Member Listserv Best Practices in School Building Summit ‘06 January ‘07 Summit planned for Transportation June ‘07 Summit planned for Water/Wastewater

34. Military Transition Assistance CMAA and CMCI can provide assistance to practitioners transitioning from the military through our online employment center, professional development programs and through the professional credibility that the CCM designation provides.

35. CMAA Foundation CMAA’s Foundation has awarded more than $50,000 in scholarship support to students enrolled in college level programs in Construction Management. The Foundation recently funded three research projects: Comparative Analysis of Total Project Costs with vs. without a CM, conducted by a joint research team from the University of Southern California and California State Univ. at Long Beach. Schedule Acceleration Techniques Using a CM, awarded to Virginia Tech. Owners Risk Reduction Techniques Using a CM, awarded to Northeastern University.

36. CMAA/CMCI Partnerships American Subcontractors AssociationAssociation for the Advancement of Cost EngineeringConstruction Financial Management AssociationNational Inst. for Certification in Eng. TechnologiesNational Society of Professional EngineersNorthwest Council of Construction ConsumersSociety for Marketing Professional ServicesWestern Council of Construction ConsumersWomen's Transportation Seminar

37. CMCI And the Certified Construction Manager

38. What is CMCI?[Construction Manager Certification Institute] Oversees the CM Certification Program Independent from, but sponsored by CMAA Governed by 12 governors: CCMs from public and private sectors: Responsible for policies and procedures Review and evaluate applications

39. CMCI Board of Governors Edward Bond Jr, CCM; Chairman Bond Brothers Inc. Mani Subramanian, CCM; Vice Chair Vanir Construction Management, Inc. Ed Field, CCM; Secretary Port District of South Whidbey Island Robert L. Black, CCM Capital Performance Management, LLC Sid Hymes, CCM Parsons Bill Ingles, CCM CH2M HILL

40. Board of Governors cont… Joe Lawton, CCM DMJMH+N George Lea Jr, CCM Washington Metropolitan Area Transit Authority Blake Peck, CCM, FCMAA McDonough Bolyard Peck Linda Phillips, CCM GSA Rick Rye, CCM Fluor Corporation Carl Sciple, CCM Massachusetts Port Authority

41. The Certified Construction Manager (CCM) A recognized professional in our industry, certified by both experience and exam. Someone who has voluntarily met the prescribed criteria of the CCM program with regard to: Formal education Actual CM experience Demonstrated capability and understanding of the CM Body of Knowledge

42. Value of Certificationto the Employee Tells owners, employers and peers that you are a professional Could be worth a salary increase, career advancement Recognition from CMAA & networking with other CCMs

43. Value of Certificationto the Employer Independent assessment of employee’s knowledge and skills Measurement tool for training Improved marketability of company Mobility of certified workforce across state lines

44. Value of Certificationto the Industry Linkage between standards of the profession and individual practice Assurance of competency Adherence to ethical standards (per the Code of Ethics)

45. Certification Eligibility Requirements 4 years CM/PM responsible-in-charge experience as represented by the Qualifications Matrix Current employment as a CM/PM One of the following: Degree in CM-related* accredited course of study (BS, MS level), or An AA degree and 4 additional years of industry experience, or 8 additional years construction industry experience

46. Qualifications Matrix

47. Responsible in Charge CMCI’s definition of Responsible in Charge: “Did the decisions that the candidate was empowered to make directly impact the successful completion of the project and was the candidate directly responsible in charge of construction management services and for protecting the interests of the project and the owner?”

48. Letters of Reference, Resume & Exam Upon receiving an application, all references will be contacted by CMCI and given a reference letter to complete. These forms must be sent directly back to CMCI. Submit a current professional resume documenting specific responsibilities on each project, not simply a description of the project. Comprehensive 6 hour exam based on experience and knowledge.

49. CCM Recertification Initial certification is good for 5 years; thereafter renewal every 3 years is required 3 renewal categories with a total of 24 points achieved in: Involvement/Commitment to the profession Contribution to the profession Professional development

50. CMCI Fees Application $275 Exam $275 Annual Fee $ 75

51. Total CCMs by Year

52. American National Standards Institute (ANSI) A non-profit organization that administers and coordinates the U.S. voluntary standardization and conformity assessment system. Affiliated with the International Organization for Standardization (ISO). Administers the ISO/IEC 17024 Personnel Certification Accreditation Program, designed to harmonize the personnel certification process worldwide and create a more cost-effective global standard for workers.  

53. ISO/IEC 17024 now an American National Standard ASTM International has adopted 17024 as an American National Standard. American Standards are often adopted by state and federal government. American Standards ensure: Balance Due Process Consensus

54. Government Support of ANSI 17024 DOD Directive 8570.1 requires ISO/IEC 17024 Demonstration to Congress of an affiliation with a program they can be comfortable with knowing the individuals performing services are qualified. Government Inquiries to ISO/IEC 17024 Department of Homeland Security OSHA GSA Transportation Security Administration

55. Owners Supporting CCM General Services Administration U.S. Army Corps. of Engineers (Baltimore Dist.) Department of Veterans Affairs Los Angeles Unified School District Metropolitan Washington Airport Authority Washington Metropolitan Area Transit Authority New York City Transit

56. Testimonials "When you're managing a large public program you need the public's confidence that tax dollars are being spent wisely.  By encouraging certified construction managers (CCM) we have one more measure of professionalism and competence in a discipline that is vital to our success."             -Jim McConnell, Chief Facilities Executive, Los Angeles Unified School District  "When I hire a GC do I ask for a CCM, no, why not? I see a CCM being more than just a person who can manage the construction process. I want my CMa to be a CCM because it assures me they can manage the entire process but they also know where I am coming from as an owner."            -Linda Phillips, CCM, General Services Administration

57. Certification Issues ANSI Accreditation Veterans Affairs pending RFQ Interest from Transportation Owners New York City Transit Federal Highway Administration Illinois Toll Authority Regional Chapter Support

58. CMAA Professional Development

59. Overview CM industry’s only source for professional education and training Developed within the CM profession Organized in curriculum-based structure Available through: Seminars Workshops Customized training Webinars CMAA conferences

60. Comprehensive Curriculum Professional Practice & Ethics Contract Administration Time Management Value Engineering Leadership Project/Program Management Cost Management Quality Management Safety & Risk Management

61. Certification Exam Prep Course Designed to prepare the certification candidate to sit for the six-hour CM certification exam Seven domains covered: Contract Administration Professional Practice Project Management Cost Management Time Management Quality Management Safety/Risk Management Certificates of completion and educational credit transcripts are provided to each attendee

62. CM Standards of PracticeIn-House Training CMSP in-house training service may be presented in two different versions: Standard presentation All eight modules Twenty contact-hours of instruction Three-day course Customized seminars Any of the CM module topics Targeted to an organization’s specific needs

63. CM Seminars and Workshops Public and private group educational events are presented on major CM-specific topics: Leadership Scheduling Risk Assessment Latest market sector trends and industry issues Led by subject matter experts and/or CM practitioners

64. US Forces KoreaProgram Management Workshop Workshop for 25 South Korean, US military, and civilian personnel Collaboration of CMAA and several teams Korean Government (Korean Army) US Army Engineer District Far East US Forces Korea CMAK Program Goals Develop a common understanding of CMAA’s Project and Program Management concepts Develop and rank a list of criteria that are important to the program Discuss benefits of program management for each criterion

65. New York CityMetropolitan Transit Authority Customized Project Management Course Goals: Update the CM Standards for the Transit engineers Comply with the mandate for advanced staff training Certification Exam Prep Course Goal: Support the Transit Authority’s move toward enforcing the CCM credential for their qualified staff

66. US Army Corps of EngineersBaltimore District Certification Exam Prep Course Goal: Provide a vehicle through which the Corps members could receive training in preparation for CCM exam

67. Web Assisted Learning Uses the Internet to deliver education programs (CMs TalkLive!) Education and CCM recertification credits earned Convenient Cost-effective Accessible

68. Conferences National Conference & Tradeshow Spring Leadership Forum Best Practices Summit

69. Chapter Review Course Delivered to local chapters for their members as a “turn-key” program

70. Chapter Education 25 Regional Chapters offering Education Programs throughout the year on topics including: Risk Management: The Owner & Surety Working Together Estimating for Construction Costs & Market Fluctuations Homeland Security Issues for the Construction Manager CM Agency/CM At-Risk: What do Owners Want Effective Risk Management/Site Safety for Construction Managers Dispute Resolution and Partnering for Construction Managers What Owners Want CMs and the Construction Industry To Do Better Constructive Acceleration Mechanics Liens, Stop Notices & Bonds Improving the Quality of Design Documents Storm Water Management and Erosion Control Techniques

71. Construction Manager in Training CMIT designation is for : New and recent graduates of construction management and related career programs Experienced professionals just embarking on the path to become professional construction managers Mid-career newcomers to the CM profession Gives the individual a structured career path Demonstrates early competence in construction management practice Increases the awareness in a CMIT individual of the body of CM knowledge

72. Online Catalog, Registrar and Credit Course descriptions and registration are available online Early bird discounts Group discounts Education credit and transcripts are available for all professional development offerings CMAA is a registered provider with AIA Continuing Education Services

73. Bookstore Array of professional development products and publications Electronic format: Latest topics of interest in ten education tracks are available on CDs. Updated monthly. Print format: Wide range of publications on the practice of CM CM Standards of Practice Study Kit: Capstone, Standards of Practice, Agency CM and CM At-Risk model contracts, Contract Administration, Time Management, Cost Management, and Quality Management

74. Client List Architect of the U.S. Capitol CM Standards of Practice Course Los Angeles Unified School District Certification Exam Prep Course New York City Department of Design and Construction Project Management Course – customized New York City Transit Authority Project Management Course – customized Certification Exam Prep Course Port of Los Angeles CM Standards of Practice Course University of Maryland CM Standards of Practice Course U.S. Army Corps of Engineers Certification Exam Prep Course U.S. Forces Korea Program Management Workshop – customized U.S. General Services Administration Professional Review Course Washington Metropolitan Area Transit Authority Certification Exam Prep Course Western Federal Lands Highway Division CM Standards of Practice Course

75. CMAA/FMI Owners Study

76. CMAA/FMI Owners Survey The sixth annual survey has revealed that “owners are making changes that are revolutionizing the construction process.” These changes result from a clear realization that rather than the costs of raw materials like steel and concrete or the cost of labor, the biggest cost impacting construction today is that of inefficiencies built into the way projects are run.

77. CMAA/FMI Owners Survey Owners are beginning to see how their own approaches to construction can actually foster inefficiency and raise costs -- or, in contrast, how the right strategy can create the kind of collaborative and open working environment in which jobs are done quickly and done right

78. CMAA/FMI Owners SurveyOwners Top Concerns Trust and Integrity in the Construction Process Coordination-Collaboration among team members Improved relationships among team members A/E aware of the cost to build their design Bring team members together during design phase Communicate and control a clear scope of work Provide more complete drawings Owners accept responsibility for process Owners need to be more responsive in decision making Attain good project definition

79. Industry Trend? FMI/CMAA 5th Annual Survey had similar results: 74% of owners- decline in quality 63% of owners- incomplete designs, Subs are completing designs Architects need to be held responsible.

80. Who Participated Construction Users Roundtable (CURT) Construction Owners Assn. of America (COAA) Northwest Council of Construction Consumers (NWCCC) CMAA Owner Members FMI Owner Clients

81. Who Responded Municipal 27% State 21% Public Corporation 17% Federal 15% Private Company 12% Quasi-Public 8%

82. CMAA/FMI Owners Survey 66% of respondents use the design-bid-build delivery method most often, but only 23% believe that this method offers the best value. Between 40 and 50% of all construction projects are running behind schedule.  This finding is consistent with previous years’ surveys. There is increasing recognition that much of this delay results from inefficiencies built into the way projects are managed.

83. CMAA/FMI Owners Survey Commissioning runs longer than planned 47% of the time, in part because many of those surveyed do not have a formal commissioning requirement.  Timelier decision making by owners is the single most urgent improvement needed in the construction process, a factor cited by 80% of all survey respondents.

84. CMAA/FMI Owners Survey “Trust and integrity are required ingredients for improving communications and collaboration,” the survey says, in contrast to the frequently adversarial or “arm’s length” relationships common in the past. Only 37% of owners use standard contract documents provided by CMAA, AIA or other groups, while the majority use their own modified or proprietary contracts.

85. CMAA/FMI Owners Survey More than a third of owners said they felt their project controls were not adequate, citing project management and cost controls as areas most in need of improvement. There is a clear trend among government and quasi-public owners to break out of the design-bid-build pattern and explore other options, judging these options on the basis of which best meets the needs of a specific project.

86. Questions?

87. For More Information: 7918 Jones Branch Drive, Suite 540 McLean, Virginia 22102 USA Tel: 703.356.2622 Fax: 703.356.6388 www.CMAAnet.org www.CMcertification.org

  • Login