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Title: Presentation 25 January 2006 Presentation Agenda


1
CMAAPresentation
  • 25 January 2006



2
Presentation Agenda
  • Introductions
  • The role of the Construction Manager
  • All about CMAA
  • CMCI and the Certified Construction Manager
  • CMAA Professional Development
  • FMI/CMAA 6th Annual Survey of Owners
  • Questions and Answers

3
Todays Reality...
  • Construction is risky, complex and challenging.
  • Delays, changes, disputes and accidents are
    costing more than ever.
  • Owners dont 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 todays
    complex contracting environment
  • Provides the expertise necessary to achieve
    project goals
  • Provides critical project/program leadership

5
Construction Management
  • A professional practice that applies effective
    management techniques to the planning, design,
    and construction of a project from inception to
    completion for the purpose of controlling time,
    cost and quality.

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 Owners
Best Interests
CONSTRUCTION MANAGER
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
  • PBSJ

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
CMAAs 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. 
  • CMAAs 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, CMAAs 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 CMCIs 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 CMAAs 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
Spring Conference Leadership
ForumPhiladelphia, PennsylvaniaMay 7 9,
2006Leading the Revolution in Capital Projects
Delivery
  • 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 Owners 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
  • CMAAs 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 EngineeringConstructi
    on 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
  • DMJMHN
  • 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 employees 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
  • CMCIs 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 industrys 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

CMAAs professional development program offers
CMs and owners valuable training and tools to
excel. In addition, CMAA does a tremendous job of
making their program accessible in many different
formats, and they offer variety in their programs
to suit professionals at all levels. - Chuck
Levergood, PE Jacobs Facilities
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

I recommend that everyone planning to sit for
the CCM exam take the Certification Exam Prep
Course. I wouldnt have passed the exam the first
time without it. - Catherine Clifford, CCM
project manager Turner Construction Company
Disclaimer The CCM program is governed by the
Construction Manager Certification Institute
(CMCI), the independent certifying body of CMAA.
Neither CCM volunteers nor CMCI staff are
involved in the development of any preparatory
program. No preparatory program is endorsed or
required by the CMCI to earn the CCM.
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 organizations 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 CMAAs 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 Authoritys 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

Web Assisted Learning allows our firm to stay
current with the industry and helps us to serve
our clients more effectively. Investment in the
education of personnel is essential to improved
performance and employee retention. - Monique
Cayle CM Construction Services, LLC
68
Conferences
  • National Conference Tradeshow
  • Spring Leadership Forum
  • Best Practices Summit

CMAAs Professional Development Programs and
Conferences are an excellent vehicle for owners
and their representatives to learn about the best
practices and real world information that
owners can apply to their own capital
improvements programs. - Bob Fraga United
States Postal Service
69
Chapter Review Course
  • Delivered to local chapters for their members as
    a turn-key program

The educational and professional programs
offered by CMAA are the best in the industry.
Whether you are new to the profession or a
seasoned veteran, there are opportunities for
learning available from CMAA. - Bruce W.
Palmer, CCM, FCMAA United Properties, LLC
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 arms 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?
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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

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