Construction-Manager Sample Questions Answers

Comprehensive and Detailed Explanation From Exact Extract:

According to theCMAA Construction Management Standards of Practice (SOP)underChapter 9 – Risk Management, responsibility for resolvingdesign and construction coordination riskslies with the entity that holds contractual control over both the design and construction portions of the project. In aDesign-Build (D-B)delivery method, that entity is theDesign-Build Team.

The CMAA specifies:

“Under the Design-Build delivery method, the design-builder assumes single-point responsibility for both design and construction. The design-builder manages coordination among subcontractors, suppliers, and design professionals to ensure that design solutions are constructible and that conflicts are resolved without direct owner intervention.”

In this case, themechanical ductwork conflictin the above-ceiling space is adesign coordination issue, involving both architectural and mechanical design elements. Because theDesign-Build Teamis contractually responsible for integrating the design and ensuring constructability, it must identify and resolve such conflicts.

TheCM as the owner’s representativemay monitor the issue, document its resolution, and advise the owner, but doesnothave the contractual authority to direct design or construction corrections. Likewise, theArchitect (DOR)in a D-B contract works under the design-builder, not directly for the owner, so they are not the final authority to resolve this type of issue.

Therefore, the entitybest-suited to resolve this riskis theDesign-Build Team.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 9 – Risk Management, Section: “Risk Allocation by Project Delivery Method,” pp. 88–90.

CMAA CM Study Guide,Risk Management Domain, Objective 9.2: “Identify and assign risk ownership in accordance with project delivery method and contractual relationships.”

In the CMAA Emerging Technologies Committee white paper“Explorations in Data Mining”, CMAA states that the termsource datain the context of business intelligence and data mining refers todigitized elements. It explains:

“Raw data exists in myriad forms. … The first requirement of data mining, then, is todigitize that information. … For the purposes of this white paper, the term ‘source data’ refers solely to digitized elements.”

Thus, before data mining or BI tools can operate effectively, the original project data (which may initially exist in paper, drawings, or other analog forms) must be converted into a machine-readable, electronic format. Only digital data can be processed, queried, normalized, correlated, and analyzed by algorithms in a BI system.

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.”

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.

According to theCMAA Construction Management Standards of Practice (SOP),constructability reviewsare to be performedcontinuously throughout the design phase, rather than at a single fixed milestone. The SOP states:

“Constructability reviews should be conducted during all phases of design development — from conceptual design through completion of the 100 percent design documents — to ensure that the project can be built efficiently, safely, and economically.”

The CM’s role is to provide feedback at each design milestone (conceptual, schematic, design development, and construction documents). Performing reviews only at one stage (e.g., 30%, 60%, or 90%) limits the CM’s ability to identify and correct potential design or coordination issues early.

Therefore, the correct answer isC. Throughout the design process including 100% design documents.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 3 – Quality Management, Section: “Constructability Review.”

CMAA CM Study Guide, Quality Management Domain, Objective 3.4: “Perform constructability reviews throughout design.”

TheCMAA Standards of Practice (Chapter 7 – Safety Management)states:

“While the contractor has primary responsibility for implementing and enforcing the safety program, the Construction Manager bears a professional and ethical obligation to monitor, coordinate, and promote a safe working environment.”

CMAA also clarifies that the CM is not responsible for enforcing the contractor’s safety plan or certifying compliance, but must:

Verify that required safety plans and documentation are submitted.

Participate in safety meetings and hazard analyses.

Advise the owner of unsafe conditions or practices.

This represents ashared professional responsibility, ensuring that all parties collaborate toward a safe jobsite without overlapping legal authority.

Therefore, the correct answer isB. a professional obligation shared with others.

TheCMAA Standards of Practice, Chapter 8 – Program Management, definesProject Phasingas a method used to coordinate the sequence and timing of multiple related projects within a program to achieve efficiency and maximize the owner’s investment.

CMAA states:

“Phasing is the process of organizing projects or portions of projects to take advantage of existing facilities, expedite beneficial use, or improve overall program efficiency.”

Project phasing can include early occupancy of completed sections, overlapping design and construction phases, or reusing completed infrastructure to support ongoing work. This strategy enhances financial performance and operational benefit for the owner.

According to theCMAA Standards of Practice, lifecycle analysis (LCA) is most effective when appliedearly in project planning—specifically during the Pre-Design phase—because the ability to influence materials selection, building systems, and operational efficiency is at its highest before design decisions are finalized.

The CMAA defines lifecycle analysis as:

“An evaluation of the total cost and performance of a facility over its useful life. Lifecycle assessment is most effective when conducted during the Pre-Design phase, where project alternatives can be compared, and design direction can be influenced.”

During later phases, such as design or construction, changes have diminishing cost-benefit potential. Therefore, thePre-Designphase is where lifecycle analysis yields thegreatest impacton sustainability, cost, and performance outcomes.

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 Standards of Practice (Chapter 4 – Time Management), when a schedule update shows significant delay or variance, the CM should require the contractor or design-build team to prepare arecovery plan. The SOP explains:

“If schedule performance indicates delay or slippage beyond acceptable limits, the contractor shall prepare a recovery schedule or recovery plan demonstrating the specific actions to be taken to regain lost time and complete the project within the contract duration.”

Thebaseline scheduleestablishes the original plan; it is not revised to reflect recovery actions. Ashort interval schedulemay assist with detailed weekly planning, but the required formal corrective document is therecovery plan.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 4 – Time Management, Section “Schedule Updates and Recovery Plans.”

CMAA CM Study Guide, Time Management Domain, Objective 4.3: “Evaluate schedule performance and develop recovery plans when required.”

According to theCMAA Standards of Practicein theRisk Managementsection, risk quantification often uses formulas combiningprobability (P)andimpact factorssuch asCost (C),Time (T), andQuality (Q)to compute anoverall risk score.

The CMAA explains:

“Risk scoring combines the likelihood (probability) of occurrence with the magnitude of its potential impact across cost, time, and quality metrics. The resultant value represents the overall risk score used for prioritization in the risk register.”

The given formula aligns directly with that concept — it mathematically expresses aweighted overall risk score, not a simulation or isolated variable measure. AMonte Carlo simulationis a separate probabilistic modeling technique, not a single-score formula.

According to theCMAA Construction Management Standards of Practice (SOP), Chapter 5 – Quality Management, commissioning is the process of verifying that all systems and components of a facility are designed, installed, tested, and maintained according to the owner’s operational requirements.

The CMAA defines that:

“The commissioning plan must identify each party’s responsibilities, including sequencing, scheduling, documentation, and verification procedures required to confirm that systems perform as intended.”

Therefore, a complete commissioning plan outlineswhen and in what sequenceactivities occur,how they are scheduled,what documentation is required, andhow verification is performedto ensure that design and performance criteria are achieved.

In CMAA’s Standards of Practice underContract AdministrationandQuality Management, the contractor is contractually obligated to perform all required tests and deliverables, as defined in the contract documents (including the owner’s QC plan). If a required test (such as functional performance testing of a specialized transmitter) fails to meet contractual requirements or is not documented, the risk and cost of ensuring compliance (including remobilization) generally rests with the contractor, unless the contract allocates it differently.

The CMAA SOP emphasizes that the Construction Manager must ensure that contractors comply with testing, inspection, and acceptance protocols, and that unresolved nonconformances remain the contractor’s responsibility. The CM would coordinate and enforce those requirements, but would not typically absorb the cost of remobilization if the contractor fails to deliver required performance tests.

Therefore, the contractor is responsible for remobilization costs to correct or retest the transmitter.

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.”

PerCMAA Standards of Practice (Chapter 5 – Quality Management and Chapter 6 – Contract Administration), when non-conforming work is discovered and the contractor fails to comply with approved corrective instructions, the appropriate procedure is for thecontractor to submit a proposed corrective action or repair detailfor review and approval by theengineer of recordand theowner.

The SOP emphasizes:

“The contractor is responsible for proposing a corrective action for nonconforming work. The CM shall ensure the proposal is reviewed and approved by the design professional and owner prior to implementation.”

Accepting the condition as-is (Option C) would be improper without formal approval, and unilateral removal or demolition (Options B or D) should only occur after the approved corrective process is completed.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 – Quality Management, Section “Nonconforming Work and Corrective Action.”

CMAA CM Study Guide, Quality Management Domain, Objective 5.4: “Coordinate the review and approval of corrective actions for nonconforming work.”

According to theCMAA Standards of Practice (SOP), underChapter 2 – Project ManagementandChapter 5 – Time Management, the Construction Manager serves as theowner’s principal advisor and coordinator, ensuring that scope, schedule, quality, and safety are properly balanced.

CMAA defines the CM’s role in conflict resolution as:

“The Construction Manager must identify issues impacting schedule, quality, and safety andfacilitate discussions among project participantsto develop an acceptable course of action that aligns with the owner’s objectives and contractual limitations.”

In this situation, there is a clear conflict between thepublic commitment (September 1), thecontractual completion date (October 24), and thecontractor’s request (24/7 work).

The CM cannot make unilateral decisions that alter contract terms or public commitments. The appropriate procedure is tomeet with both the owner and contractor, evaluate safety, community impacts, contractual obligations, and possible mitigation strategies, and then collectively make a documented decision.

Therefore, the correct answer isC. meet with the owner and contractor to vet all issues/options and make a decision.