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Title: Dumps Construction-Manager Free Download | Reliable Construction-Manager Exam Ti
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CMAA Certified Construction Manager (CCM) Sample Questions (Q55-Q60):NEW QUESTION # 55
A program management function that promotes the efficient use of completed projects and/or parts of completed projects to maximize the owner's return on investment is called
Answer: A
Explanation:
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:
"hasing 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.
References:
CMAA Construction Management Standards of Practice, Chapter 8 - Program Management, Section:
"roject Phasing and Sequencing," pp. 83-85.
CMAA CM Study Guide, Program Management Domain, Objective 8.2: "Implement phasing strategies to optimize program efficiency and ROI."

NEW QUESTION # 56
When the CM assists the owner in prequalifying, evaluating, or screening potential contractors, especially as it relates to safety programs, the CM should evaluate the contractor's lost time frequency rate; lost time severity average; OSHA 200; OSHA 300; experience modification rate; and an up-to-date list of any OSHA citations issued to them in the last three years, including the disposition of each citation. This is important because:
Answer: D
Explanation:
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 also increases 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: "requalification 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."

NEW QUESTION # 57
Which of the following statements BEST describes the recommended approach CMs should take with respect to building information modeling (BIM)?
Answer: A
Explanation:
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.

NEW QUESTION # 58
If it can be proven that there was discrimination based on gender during the hiring process, someone may lose their CCM credential due to a violation of the
Answer: A
Explanation:
TheCCM Conditions, Conduct, and Disciplinary Policiesstate that any individual found to have breached the Conditions and Conduct agreement is subject to revocation of CCM status. The Conditions and Conduct agreement is essentially the Professional Code of Conduct (or Code of Professional Ethics) under which CCMs agree to operate.
Discrimination, such as gender-based discrimination in hiring, is a violation of professional ethical standards and would be considered "unprofessional or unethical conduct" under the Code of Professional Conduct.

NEW QUESTION # 59
The CM is tasked with analyzing the schedule variance of a project on a regular basis. The contractor's recent payment application includes a dramatic increase in earned hours than what was budgeted for the project. This MOST likely indicates
Answer: B
Explanation:
In earned value or earned hours analysis, "earned hours" represent how much work hasactuallybeen completed (in units of schedule effort) compared to what was budgeted over time. If a contractor claims a significantly higher number of earned hours than budget expected at that point, that discrepancy often indicatesthe contractor is catching up for prior slippageorback-loading progressand may be masking a delay. In other words, the project is likely behind schedule: the contractor is accelerating or shifting resources to show a jump in performance, sometimes to avoid triggering delay claims or escalating scrutiny.
While CMAA's formal SOP does not provide a one-sentence treatment of this particular scenario, standard earned value (EV) and schedule variance (SV) theory (used in CMAA's time management domain) supports that an unexpected inflation in earned hours relative to budget can signal a retrospective correction for lagging progress, rather than true ahead-of-schedule condition.

NEW QUESTION # 60
......
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