CMAA Certified Construction Manager (CCM) Construction-Manager Exam Dumps: Updated Questions & Answers (October 2025)

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.

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.

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.”

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.

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.

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.”

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.”

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.”

In the BIM domain,clash detectionis the process by which software analyses models to findgeometric interferences—i.e. overlapping or intersecting volumes between different building elements or systems. This method helps reveal conflicts in the spatial design (for example, a pipe intersecting a beam) before construction, thus avoiding costly corrections in the field.

None of the other options specifically address the detection of intersecting volumes:

BIM Integrationrefers to the combining of different discipline models into a shared environment, not necessarily the conflict checking itself.

Parametric Modelingis a method of defining model geometry through parameters and rules, but does not inherently detect clashes.

Virtual Design and Construction (VDC)is a broader process of using digital modeling and simulation across the design/construction lifecycle; clash detection is a component of it, but the specific method for interference checking is “clash detection.”

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.