CMAA Construction-Manager Practice Test Questions Answers

TheCMAA Standards of Practice (Chapter 8 – Sustainability and Environmental Stewardship)identifiesEnergy Staras one of the leading benchmarking systems for evaluating energy performance and sustainability in buildings. The SOP describes:

“Benchmarking tools such as Energy Star and LEED provide measurable metrics for evaluating the energy efficiency and sustainability of a facility.”

TheEnergy Star program, administered by theU.S. Environmental Protection Agency, offers standardized methods to measure, track, and compare energy performance, making it the most directly relevant choice for sustainability benchmarking.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 8 – Sustainability and Environmental Stewardship, Section “Sustainability Metrics and Benchmarking Tools.”

CMAA CM Study Guide, Sustainability Domain, Objective 8.1: “Identify benchmarking tools for measuring sustainability performance.”

In the BIM domain,clash detectionis the process by which software analyses models to findgeometric interferences—i.e. overlapping or intersecting volumes between different building elements or systems. This method helps reveal conflicts in the spatial design (for example, a pipe intersecting a beam) before construction, thus avoiding costly corrections in the field.

None of the other options specifically address the detection of intersecting volumes:

BIM Integrationrefers to the combining of different discipline models into a shared environment, not necessarily the conflict checking itself.

Parametric Modelingis a method of defining model geometry through parameters and rules, but does not inherently detect clashes.

Virtual Design and Construction (VDC)is a broader process of using digital modeling and simulation across the design/construction lifecycle; clash detection is a component of it, but the specific method for interference checking is “clash detection.”

Comprehensive and Detailed Explanation From Exact Extract:

According to theCMAA Construction Management Standards of Practice (SOP)underChapter 7 – Safety Management, one of the CM’s critical responsibilities duringcontractor prequalificationis to evaluate the safety performance history of potential contractors. This evaluation helps the owner identify qualified firms capable of maintaining safe jobsite conditions and minimizing exposure to both human and financial risk.

The CMAA states:

“When assisting the owner in the selection or prequalification of contractors, the CM should review safety performance data including the contractor’s experience modification rate (EMR), OSHA recordable incidents, lost-time frequency and severity rates, and any OSHA citations over the preceding three years. These indicators provide insight into the contractor’s safety culture and their potential to increase or decrease project risk.”

A contractor with apoor safety recordnot only presents agreater likelihood of jobsite accidentsbut alsoincreases the owner’s exposure to potential liability, schedule delays, and higher insurance and workers’ compensation costs. Selecting contractors with proven, effective safety programs reduces these risks and supports compliance with regulatory and contractual requirements.

Therefore, the correct answer is:

A. a contractor with a poor safety record may increase the owner’s risk and worker compensation costs.

References (CMAA Construction Manager Documents / Study Guide):

CMAA Construction Management Standards of Practice, 2010 Edition,Chapter 7 – Safety Management, Section: “Prequalification and Selection of Contractors,” pp. 66–68.

CMAA CM Study Guide,Safety Management Domain, Objective 7.3: “Evaluate contractor safety programs and performance to minimize owner risk and ensure compliance with safety standards.”

CMAA encourages the CM and owner to respond adaptively to changing conditions in the market rather than rigidly follow plans that become unrealistic. The owner and CM should continuously monitor external factors, such as contractor availability, market pricing escalation, and risk, and adapt the procurement and strategy accordingly. In a wildly different market, proceeding blindly (as in A or C) could lead to failed bids or cost overruns. Postponement (option B) may be an option, but doing so for a fixed period (one year) is inflexible and risky. The prudent option, consistent with CMAA’s advocacy for adaptable project management and risk mitigation, is toconsider the impacts of current market conditions and revise the project strategy.

InCMAA Cost Managementguidelines, the SOP directs that a CM’s cost estimate must be supported by a written narrative documentingall assumptions, clarifications, and qualificationsused in developing the estimate. This provides transparency and establishes a record for future reference.

As stated in the SOP:

“Each estimate shall include a written narrative identifying the basis of the estimate, assumptions made, data sources used, and confirmation of verbal or informal information obtained during the estimate preparation.”

Including means and methods (Option D) is outside the CM’s role, and value management suggestions (Option B) belong in separate analyses. Therefore, the most accurate and compliant answer isA. Written confirmation of verbal data and assumptions made.