Free Practice Questions for CMAA Construction-Manager Exam

In the latest versions of the CMAAStandards of Practice, technology management (including BIM) is recognized as part of the CM’s advisory role. The CM should proactivelyassure the owner has consideredBIM as a tool, evaluate its benefits and risks, and integrate it into planning if appropriate. But the CM should not unilaterally impose or require BIM use without the owner’s acceptance, nor remain silent on its potential merits (i.e. D is too passive). Also, blanket rejection (B) is inconsistent with modern practice.

Hence the recommended stance is that the CMprompts the owner to consider BIM, educates on its advantages and limitations, and helps the owner decide whether and how to adopt it in that specific project context.

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.”

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.

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.”

Under CMAA’sTime ManagementandRisk Managementdomains, when concurrent delays arise from different responsible parties (e.g. architect and contractor), the CM should perform aschedule impact analysisto apportion responsibility and guide mitigation. The CM should instruct both parties to mitigate their individual delays within their responsibilities. This approach helps the owner understand cost/time consequences, negotiate or handle claims, and manage risk.

Option A is defeatist (accept delay without mitigation). Option C expects cost absorption by parties without analysis and may be unfair or contractually unsupported. Option D (liquidated damages) addresses contractor delay penalties but does not address architect-caused delay or concurrent delay complexities. The A-2 form is neutral; it does not automatically allow penalizing the contractor when both parties are at fault. The CM’s best role is to analyze impacts and assist in allocation of responsibility—thus B is best.

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.

TheCMAA Standards of Practice (Chapter 6 – Contract Administration)describes that the CM’s role in contract administration includes planning for theimplementation of drawings, specifications, and applicable standards. It states:

“Contract administration includes establishing and maintaining procedures for the implementation of drawings, specifications, standards, and contract requirements.”

Standards ensure that construction meets established technical and performance criteria. The CM must integrate these elements to maintain quality and compliance during the execution phase.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 6 – Contract Administration, Section “Planning for Contract Implementation.”

CMAA CM Study Guide, Contract Administration Domain, Objective 6.1: “Plan and implement contract requirements including drawings, specifications, and standards.”

According to theCMAA Construction Management Standards of Practice (SOP), underChapter 7 – Safety Management, the written safety program is a required component of every construction project to ensure compliance and accountability. The CMAA specifies that:

“The contractor’s safety program shall contain all necessary elements to administer and manage the program in accordance with the contract requirements. It must, at a minimum, demonstrate compliance with all applicable laws, codes, rules, and regulations related to worker and public safety.”

This statement emphasizes that while safety compliance with statutory regulations is essential, the written program must also be consistent with and satisfy the terms established in the contract documents. The Construction Manager (CM) oversees and monitors safety performance but does not develop or approve the contractor’s written safety program. The contractor bears the responsibility for implementing and maintaining the program according to contractual obligations.

Therefore, the correct answer is that the written safety program must meet the contractual requirements.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 7 – Safety Management, Section: “Written Safety Program,” pp. 68–70.

CMAA CM Study Guide, Safety Management Domain, Objective 7.2: “Ensure compliance with all contractual and statutory safety requirements.”