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CMAA Certified Construction Manager (CCM) Sample Questions (Q62-Q67):

NEW QUESTION # 62
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?

Answer: A

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 # 63
During the design phase, the CM should perform which of the following tasks?

Answer: B

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 # 64
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?

Answer: B

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 # 65
Which of the following is a key element of a safety culture?

Answer: B

Explanation:
In CMAA's Construction Management Standards of Practice (Safety Management chapter), a foundational principle for establishing a strong safety culture ismanagement commitment and leadership. The Standards emphasize that safety culture requires"buy-in" from ownership and senior management, meaning that the highest levels of the organization visibly support, fund, and enforce safety initiatives. Without top-down support, safety programs are less effective.
While prompt accident notification is an important procedural action in safety management, it is not a core cultural element. "Time is of the essence" and "maximizing profit" are not safety culture traits. The distinguishing characteristic of a mature safety culture is that management and ownership demonstrate continuous commitment, accountability, and prioritize safety across all project levels.


NEW QUESTION # 66
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?

Answer: D

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 # 67
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