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CMAA Certified Construction Manager (CCM) Sample Questions (Q21-Q26):

NEW QUESTION # 21
In what decade was the new occupation of "construction manager" created to fulfill an identified need?

Answer: B

Explanation:
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.
References:
CMAA Construction Management Standards of Practice, Introduction: "History and Evolution of Construction Management," pp. 1-3.
CMAA CM Study Guide, Professional Practice Domain, Objective 10.1: "Understand the origins and development of the construction management profession."


NEW QUESTION # 22
Program management includes the early participation of the program manager in developing and making which of the following types of decisions that become the basis of a capital improvement program?

Answer: C

Explanation:
According to CMAA's Standards of Practice (Program Management section), the program manager should participate early in the program definition stage by "developing and making the initialstrategic, technical and business decisionsthat define and become the basis for the capital improvement program." Among the options given,business decisionsdirectly match that description. Safety, staffing, and jurisdictional decisions might be part of implementation, but the foundation-setting decisions include business choices (such as scope, funding, investment priorities).


NEW QUESTION # 23
A CM is providing support on a $150 million construction project. The agency has a well-developed safety program; however, the contractor is planning to use an innovative, high-risk method for constructing the project. To minimize the owner's risk, the CM should recommend that the owner

Answer: C

Explanation:
In theCMAA Standards of Practice, Chapter 7 - Safety Management, the Construction Manager's responsibility is to ensure that the contractor provides aproject-specific safety planaddressing unique construction methods or risks.
CMAA guidance specifies:
"When special construction techniques or hazardous methods are proposed, the Construction Manager should require the contractor to submit a project safety plan for review and verification of compliance with contract and regulatory safety requirements." The CM's review confirms that the contractor's plan meets all contractual obligations and regulatory standards. The CM does not take responsibility for safety execution but ensures the plan's adequacy before work begins.
References:
CMAA Construction Management Standards of Practice, Chapter 7 - Safety Management, Section:
"Contractor Safety Planning and Review," pp. 69-70.
CMAA CM Study Guide, Safety Management Domain, Objective 7.3: "Ensure contractor provides and adheres to an approved safety plan for all high-risk activities."


NEW QUESTION # 24
A CM is managing a rebranding program that includes 120 stores with a contract value of $1,200,000. The program schedule plans the completion of 10 stores per month for a total of 12 months. At the end of month
10, the CM receives an application for payment indicating completion of 100 stores and a cumulative earned value of $1.1 million.
Which statement most accurately portrays program status?

Answer: C

Explanation:
Per theCMAA Cost and Time Managementprinciples, progress evaluation is based onearned valuerelative to planned progress.
Planned progress at month 10 = 10 stores/month × 10 months =100 stores planned.
Actual progress =100 stores completed, representing 10/12 (#83%) of total scope.
Thus, the project ison schedule by units completed, but the total duration is 12 months, and the total value earned is $1.1M of $1.2M =91.7% of total cost value, which proportionally exceeds the planned percentage for 10/12 months (#83%).
Therefore, while the progress in number of stores matches schedule, theearned value ($1.1M)exceeds the proportional planned value, which can indicate front-loading or over-reported cost progress. Since month 10 implies two months remaining (20 stores left), to stay on plan they should be at approximately $1.0M earned value. The pay application exceeds this.
However, given the full comparison,the schedule is behind overall program completion(as 100/120 stores =
83%), but thepayment reflects that same completion percentage accurately, not inflated. Thus, optionC ("Behind schedule, pay application accurately reflects percentage complete") is the correct interpretation.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, Chapter 3 - Cost Management and Chapter 4 - Time Management.
CMAA CM Study Guide, Cost Management Domain, Objective 3.4: "Evaluate project cost and earned value."


NEW QUESTION # 25
Who owns the float in a typical project critical path schedule?

Answer: B

Explanation:
According toCMAA Time Managementstandards,floatis defined as the amount of time an activity can be delayed without affecting the overall project completion date. The SOP specifies:
"Float is a shared resource belonging to the project as a whole. It is not owned exclusively by any single party
- owner, contractor, or construction manager."
This principle ensures fair schedule management and prevents disputes. Both the CM and the contractor should work collaboratively to optimize float use for the benefit of the entire project. Contract documents (e.
g., general conditions) may further define float management policies, but unless specified otherwise, float is treated asa project resource, not the property of any one participant.
Therefore, the correct answer isC. Project.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Time Management, Section: "Float Ownership." CMAA CM Study Guide, Time Management Domain, Objective 5.3: "Manage schedule float as a shared project resource."


NEW QUESTION # 26
......

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