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Title: Authorized Construction-Manager Exam Dumps | Construction-Manager Pdf Files
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CMAA Certified Construction Manager (CCM) Sample Questions (Q63-Q68):NEW QUESTION # 63
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: D
Explanation:
Per theCMAA Cost and Time Managementprinciples, progress evaluation is based onearned valuerelative to planned progress.
Planned progress at month 10 = 10 stores/month ¡Á 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 # 64
As the owner's rep, you are providing on-site construction management services to a municipality for their new design-build city mall project.
During your review of the design-build team's schedule update, you discover the project is five weeks behind schedule. What is your recommendation to the owner regarding the document needed from the design-build team to correct the situation?
Answer: A
Explanation:
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 a recovery 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 the recovery 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."

NEW QUESTION # 65
The contract documents normally require which party/parties to coordinate the transfer of spare parts and warranties to the owner?
Answer: B
Explanation:
According to theCMAA Construction Management Standards of Practice (SOP), withinContract AdministrationandProject Closeout, theConstruction Manager (CM)is responsible for coordinating all activities related to project turnover, including ensuring that spare parts, warranties, guarantees, and maintenance manuals are transferred properly to the owner.
CMAA states:
"The Construction Manager shall coordinate and verify that all deliverables required by the contract, including spare parts, warranties, record drawings, and operation and maintenance manuals, are received, reviewed, and transmitted to the Owner prior to project closeout." While thecontractoris responsible forprovidingthe spare parts and warranties per the contract, theCMis explicitly tasked withcoordinatingthe transfer and verifying completion. Regulatory agencies do not perform this function, commissioning authorities (CxA) focus on system performance, and the designer's role is typically limited to verification or approval of submittals-not physical coordination.
References (CMAA Documents):
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 5 - Contract Administration, Section: "roject Closeout and Turnover." CMAA CM Study Guide, Contract Administration Domain, Objective 5.6: "Coordinate turnover, documentation, and warranties."

NEW QUESTION # 66
Which of the following provides details about the front-end activities of the project during the pre-design and design phases, and highlights major project milestones such as substantial and final completion?
Answer: D
Explanation:
CMAA's Time Management guidance describes theMaster Scheduleas the overall controlling schedule for the project's life cycle, which includes many elements. It also specifically notes that theMilestone Scheduleis a subset or extract that highlights the key events or decision points:
"The Milestone Schedule acts as a 'pull-out' from the Master Schedule. The purpose of a Milestone Schedule is to highlight the key events in a project, as an executive-level summary. ... The Master Schedule highlights major project milestones and details the front-end activities of the project during thePre-Design and Design phases." Thus, while the Master Schedule covers everything, the Milestone Schedule is the one thatprovides details about front-end activities and highlights major milestones, exactly as asked.

NEW QUESTION # 67
Which of the following contract types limits the potential incentive to increase profit through increasing contract costs?
Answer: B
Explanation:
TheCMAA Cost Managementsection identifies several contract types and their profit implications. TheCost Plus Fixed Fee (CPFF)contract type establishes a predetermined fixed fee for the contractor, regardless of actual cost fluctuations.
The SOP explains:
"A cost plus fixed fee contract provides the contractor reimbursement for actual allowable costs plus a fixed fee established at the outset of the contract. The fee does not vary with the actual cost, eliminating any incentive to increase costs for additional profit." In contrast:
Cost plus a percentage of costencourages higher spending because profit increases with cost.
Time and materialscontracts also risk cost escalation.
Unit pricecontracts carry risk of scope manipulation or overestimation.
Thus,Cost Plus Fixed Feebest limits profit incentive tied to cost growth.
References:
CMAA Construction Management Standards of Practice, 2010 Edition, Chapter 3 - Cost Management, Section: "Contract Pricing and Fee Arrangements," pp. 36-38.
CMAA Study Guide, Cost Management Domain, Objective 3.4.

NEW QUESTION # 68
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