Certified Construction Manager (CCM) Exam Prep Course

In this session, learners will be introduced to the fundamental precepts of Construction Management (CM) as a structured professional service that takes projects from an initial concept to completion by considering and balancing the interaction and priorities of cost, time, quality, and safety at a professional level. In addition, learners will be exposed to the five basic phases of a construction project, as well as considering how integrated systems and multi-dimensional teamwork can help account for delivering a successful project. The session will also include relevant information about Construction Management Association of America (CMAA), the role of CMAA in establishing construction management standards, certifications, and Body of Knowledge that serves as the basis for most construction management practice today, which reinforces the focus on professional development and best practices congruent with the industry.

The Certified Construction Manager (CCM) certification is governed by the Construction Manager Certification Institute (CMCI), a division of CMAA. In order to achieve a CCM certification, the applicant must have a total of 48 months of Responsible-In-Charge (RIC) experience that does not overlap. The RIC experience is employment that involves directly supervising a team of construction management staff, making decisions regarding a project and providing project management services. Qualifications can satisfy experience requirements but are not necessary for the CCM certification. There are different eligibility categories for experience based on the level of formal education or amount of general construction/design experience. Others who can verify the experience must be either a client, supervisor, or current CCMs, and the applicant agrees to conditions of conduct. The process has an application fee. The application fee varies according to whether someone is a CMAA member or not, in addition to a separate application fee.

A Professional Practice Course in Construction Management provides the foundational theories of the profession while stressing the various roles, ethical responsibilities, and operational protocols that characterize competent Construction Managers (CMs). The course usually focuses on the leadership responsibilities of the CM and how construction management emerged as a formalized management discipline. It discusses professional ethics, which is the foundation of the CM's interaction with clients and the execution of a project, highlighting the responsibility to promote integrity, accountability, and safety and sustainability. Learners experience various project delivery methods (e.g., Design-Build, CM-at-Risk, Agency CM) along with some differences, advantages, and disadvantages of each. The course reviews the legal relationship between owners and CMs with consideration towards standard of care and fiduciary obligations. Topics regarding procurement and compensation models explain how CM services will be selected and structured. Core management responsibilities typical for CMs revolve around controlling time, cost, quality, and environmental impact, throughout each phase of a project. While not strictly a hands-on course, contract administration, and risk management are addressed as key components when promoting successful outcomes.

This lecture examined the Construction Management (CM) profession as a regulated service which supports projects from conception through completion by balancing cost, time, quality, and safety through five major phases of development. It introduced learners to the underlying obligations of Construction Managers, the establishment of CM as a legitimate discipline, and the value of professional ethics and standards. The session also reviewed the certification routes available through independent accrediting organization's for the Construction Management profession, notably providing Club recognition of the Certified Construction Manager® (CCM®) and Construction Manager-in-Training® (CMIT®) including career development, mentorship, and leadership development opportunities for future and current professionals.

This lecture will explain important terminology and principles critical to a construction manager's ability to communicate effectively and think strategically about construction management. Students will understand key terms like scope, cost, quality, and time, and delivery methods like Agency CM and CM-at-Risk. The lecture will highlight the need for a shared vocabulary when communicating in the construction industry, including understanding contracts, permits, certification, and phases of a project. It will underscore essential ideas like risk management and value engineering, which will support students' abilities to interpret, coordinate and delivery complex construction programs and projects with professional fluency.

This lecture covers important terminology and key concepts related to professional practice in Construction Management. Learners will have the opportunity to become familiar with important definitions (i.e. scope, cost, quality, and time), and delivery methods (i.e. Agency CM, CM-at-Risk) important to Construction Management. This lecture session emphasizes the need for a collective vocabulary when working in an environment with complex contracts, permits, certification, and phases of project delivery. Learners will be introduced to strategies, such as risk management and value engineering, that can contribute to improved coordination, decision-making, and project outcomes.

This lecture discusses the legal framework and contractual relationships that provide the landscape for Construction Management practice, investigating the differences between Agency CM and CM-at-Risk delivery models and how those models influence liability, authority, and project the risk. Learners explore standard forms of agreement, the CM role in coordinating project participants, and the Professional Standards of Care regarding managing safety, schedule, inspections, and payment applications. Learners also review topics such as third-party liability, insurance requirements, and regulatory compliance in managing projects, particularly publicly funded projects, that articulate the need for legal clarity and ethical obligation in construction management.

This lecture also examines the different compensation models found in Construction Management, and how fees can be negotiated encompassing a few deciding factors such as labor intensity, complexity of the project, and scope of services. Learners will examine cost-reimbursement, fixed fee, percentage based, and Guaranteed Maximum Price (GMP) structures, each with a different approach to risk allocation, transparency, and contract matters. The lecture will emphasize how to define terms such as reimbursable costs, contingency costs, and multipliers. Additionally, it will touch on the fact that public sector projects often involve heightened auditing compliance, even with cost-plus agreements, as fee agreements involve money.

This lecture will focus on the legal framework around Construction Management (CM) agreements where the adherence to the contract relates responsibility in each project phase. The participants will examine the Construction Manager's (CM's) liability exposure with regards to design defects, inspection responsibilities, payment certificates and authorizations, and any coordination with third parties or safety consultants. The discussion will move into the proactive preventative risk nature of CM's regarding dispute avoidance, conflict resolution and contract drafting responsibilities; however, CM's must maintain compliance with legal requirements, conditions of public funding, and the timing obligations of payments. We discuss how legal obligations relate to enforcement mechanisms so that participants understand how legal interpretations support accountability and continuity on the project.

This lecture will examine how program management acts as a continuous, integrative discipline across the five phases of a construction project - Pre-design, Design, Procurement, Construction, and Post-construction. The learners will explore how strategic oversight, risk-centric coordination, and appropriate plan development for each phase supports the project in establishing and achieving overall objectives. This lecture emphasizes the importance of regularly scheduled risk management committee meetings and defined decision-making processes to ensure that the previous phase is responding and being adjusted to meet the challenges, priorities, and performance objectives of each preceding phase.

In this lecture, you will compare the roles and responsibilities of Project Managers and Program Managers in the construction environment. Discuss common experiences such as budgeting, scheduling, purchasing, and inspection while delineating differences in scope, scale, and strategic oversight of a project or program. Learners will analyze how project management is focused on delivering a single phased initiative versus program management which coordinates multiple interrelated projects with overarching policy goals. Emphasis will be placed on the program managers enhanced leadership role and responsibility for coordinating resources, stakeholders, and results across complex capital programs.

This lecture examines how program management functions as a strategic overlay across all five phases of a construction project—Pre-design, Design, Procurement, Construction, and Post-construction—ensuring continuity, coordination, and risk control throughout the lifecycle. Learners will explore how program-level oversight supports decision-making, resource alignment, and stakeholder engagement, with recurring risk management meetings serving as a key mechanism for identifying and addressing phase-specific challenges. The session emphasizes the importance of maintaining a programmatic perspective to guide multiple projects toward unified objectives.

This lecture focuses on the Program Manager’s pivotal role during the pre-design phase, where foundational decisions shape the trajectory of the entire capital program. Learners will explore how program needs are defined, including financing, design standards, and procurement strategies, and how the Program Management Plan (PgMP) serves as a living governance document guiding all phases. The session introduces the concept of a Program Management Office (PgMO), early-stage risk planning, scope definition for regulatory and environmental factors, and the formation of a project controls team. It also emphasizes the importance of a well-structured Management Information System (MIS) to ensure consistent reporting and oversight from inception through closeout.

This lecture discusses the key role of the Program Manager at the program design stage where coordination, standardization and oversight must be carried out to ensure program integrity. Students will explore how design organization structures are set up to meet schedule, budget and quality objectives and how design standards are established to provide consistency, cost control and maintainability across multiple projects. The session addresses design development monitoring, value engineering, contract packaging and quality reviews, while also demonstrating disciplined cost and time management practices that are in line with the objectives and interdependencies of the program.

In this lecture, I will discuss the importance of the Program Manager's role during the procurement and construction phases of the program, particularly with regard to the strategic approach taken, and alignment with the overall program objectives. Learners will better understand how to develop the procurement scope and strategy to enable the procurement of contracts by packaging and delivery method, while achieving the best budget results; and how the coordination of schedule and documents have the potential to limit delays. The lecture will also discuss the Program Manager's role during the construction phase, in terms of site logistics, communications, progress reporting, cost forecasting, the management of change orders and claims, quality assessments, document controls, and reporting out to ensure all projects in the program meet defined expectations regarding scope, cost, time and safety.

This lecture starts with a description about the key roles that exist on a construction project management team and how the composition of the team can change based on the delivery method and/or complexity of the project. Learners will discuss the roles of the main players including the Program Manager, Owner's Representative, Project Managers, and Design Professionals, and the temporary roles of specialists like estimators, schedulers, legal advisors, and quality and risk managers. It also emphasized the need for integration and coordination among all stakeholders in the project delivery process and the importance of defining deliverables (not deliverables) or authority and accountability through the use of a responsibility matrix in all phases of a capital program.

In this lecture, we will begin to define what project management is as a formal professional practice applied at all stages of a design and construction project, from initial concept to completion. We will examine how project managers use integrated system, coordinated procedures, and multidisciplinary collaboration to have time, scope, cost, and quality control over the project. The session will emphasize aligning with the owner's goals relative to project execution, as well as managing each stage with both execution and accountability in mind it is also critically important that discretion be exercised in an overview of project goals in order to remain strategically oriented throughout.

This lecture defines project management as a structured and professional process that bring together systems and procedures to manage design and construction activities from the point of inception to completion. Learners review the Construction Manager’s (CM) principal responsibilities including cost, time, quality, scope and risk management, as well as a variety of functions including managing safety, contracts, communications, and sustainability issues. This session highlights the need for proactive leadership and strategic problem solving in order to be able to anticipate and mitigate delays, potential cost overruns and quality concerns. When well disciplined and followed appropriately, the CM will deliver the project as outlined in the owner's vision during the initiation period throughout the entire project.

This lecture discusses the main objectives and philosophies of project management in design and construction, with a focus on successfully delivering projects to budget, to schedule, within scope, with quality, safety, and sustainability. Learners will unpack the core concepts of the integrated systems approach, collaborative team effort, and the continual discipline of risk management. This lecture also introduces the concept of the Triple Constraints Theory (balancing cost, time, and quality) and proactive risk management techniques such as lifecycle management and value-based approaches like value engineering. Collectively these concepts provide Construction Managers (CMs) with a robust approach to meet owner expectations and achieve high-performance project delivery.

In this lecture we will focus on the Construction Manager's (CM) role as a leader, strategist and advisor throughout the life of the project. Students will learn more about how the it is the CM supports the planning process, leads risk identification sessions and how they can turn any owner's goals into plans. The lecture will include discussing some of the important job functions such as creating management documents, reporting and monitoring performance, facilitating team communication and resolving issues proactively. As a part of the session, we will also address some of the contractual aspects of the CM's role such as procurement strategy and legal obligations, further reinforcing the idea of the CM's pivotal role in taking a project from idea to completion in a manner that is reasonable, prudent and compliant.

This lecture explores the important tools used by professional Construction Managers (CMs) to plan, track, and control projects as they move through all phases. Learners will review the foundational management documents, the Project Management Plan (PMP), Construction Management Plan (CMP), and Project Procedures Manual (PPM), scheduling tools, including master schedules, milestone charts, and Work Breakdown Structure (WBS), as well as cost management systems, risk mitigations, quality assurance systems, and Building Information Modeling (BIM), all which are designed for coordination and lifecycle value. Collectively, these tools provide a template for delivering construction projects with clarity, accountability, and professionalism.

This lecture willdetail the changing role of the Construction Manager (CM) over thefive major phases of a project - Pre-Design; Design; Procurement; Construction; Post-Construction; and where various customes of services are provided. Students will learn how the CM supports the client in goal-setting, and developing feasibility and team building in Pre-Design; manages cost, schedule, and quality in Design; supports the bid process and execution of contracts during Procurement; coordinates on-site activities, and compliance and reporting during Construction; and documents for occupancy and warranties during Closeout. Throughout the lecture, we will consistently assess the appropriate proactive leadership, available systems integration processes, and sustainability tracking templates for incorporation into CM professional practice.

This lecture will introduce contract administration as an important component of construction management. Contract administration is a responsibility of the Construction Manager, who is expected to implement the contract terms and conditions consistently throughout the course of a project. Participants will learn how the CM looks after the interests of the client by ensuring the delivery of a completed product on time and on budget and that the obligations of the contract are fulfilled. Participants will also learn how CM's act as coordinators of interrelationships of the team and will consider how the CM must manage and coordinate Statutory Requirements (of design and construction) and key aspects such as time, cost, claims, quality, risk, safety, sustainability, and information movement. The lecture will also bluntly state that contract administration is both a component and a combination of the technical, strategic, and time spent on administration to enhance project delivery.

This lecture outlines the various standardized delivery and procurement methods that guide the manner in which construction projects are delivered and executed from beginning to end. The learners will have the opportunity to examine some commonly-used delivery models such as Design-Bid-Build, CM-at-Risk, Design-Build, IPD, EPC, and Public-Private Partnerships, and understand how these models impact risk allocation, CM responsibilities, and contract administration. The session will also cover procurement vehicles, from price-based and qualifications-based selections, to multiple-award contract vehicles, with a specific emphasis on how procurement planning has an impact on budget budgetary control, the critical path schedule, and the need for compliance with respective laws. The role of the CM as an advisor, facilitator, and prequalification agent is presented as an important key function that aligns the original project plan and objectives with the final project delivery and contractual obligations.

This lecture will cover the major contract types and conditions utilized within the construction phase and how the pricing scenarios (fixed price, cost-plus, time and material, unit price, and Guaranteed Maximum Price) influence risk allocation, performance expectation, and flexibility. The learners will be examined the standard forms of agreement made available by Professional Organizations, and will also examine the differences between CM roles listed in CMAA and AIA forms. In addition, the session will describe important contractual terminology such as addenda, change orders, liquidated damages, bonds, and insurance, and sustainability, and the value of legal clarity and effective contract administration in construction management.

This lecture will offer a deep understanding of contract administration as a continuous and evolving function throughout all phases of a construction project. Participants will learn how the Construction Manager (CM) supports the owner from project pre-design through post-construction using the above mentioned roles, establishing procurement strategies, and holding all parties accountable to the contracts. The lecture will provide an overview of key responsibilities through contract administration including developing management plans, conducting design reviews, administering bid processes, monitoring quality control, processing invoices and payments, and administering commissioning and closeout. This lecture will continue to emphasize the importance of proactive communication, documentation control and sustainability. This session serves to reinforce the CM’s role as a strategic steward to project success.

This lecture will investigate the concept of time management as a discipline within construction management, and one of the three measurable foundations for construction management, along with cost and quality, in achieving successful outcomes. Students will understand how professional scheduling techniques are applicable to every phase from planning and designing to construction and transition, and the significance of being on time with spending within the established budget. The lecture will cover scheduling being done in advance or proactively resulting in tracking key milestones and critical paths, clarifying that time management is as much a strategic function as it is operational, in meeting owners objectives, and as a function to avoid delays.

This lecture considers time management as an essential area of emphasis in the discipline of construction management, specifically how cost overruns and disputes can often be avoided if the project on which a CM is working has been scheduled. As a participant in this lecture, you will explore why the Construction Manager (CM) is a leader of the scheduling process, taking the owner's goals and putting them into an operational plan, and leading the team through the process of anticipating and planning, addressing problems as they arise, and continually adjusting the schedule. Useful practices will be identified, including adjusting schedules to respond to old and new problems, assessing whether delays will affect ability to deliver on time, and creating a specification that captures rules of communication and coordinated action applicable to every phase.

In this lecture, participants will be introduced to the Critical Path Method in construction management (CPM) - one of the basic scheduling methods that identifies the shortest duration of a project and its critical activities that affect that duration. Participants will learn about the essential aspects of CPM - Activities, Durations, Logical relationships, constraints, float and critical path - and how every aspect can be seen as the inputs to develop a network that visually represents a time-focussed view of the project. The lecture will introduce the concept of sequence of activities, to help participants to be explicit using dependency logic about project requirements and perform float analysis to manage schedule risk to build confidence about projected dates before they are finalized.

In this lecture, you will learn how to create a CPM schedule with an emphasis on how activity sequencing and duration data are converted into a schedule timeline. The learners will learn how forward and backward passes are used to determine the earliest and latest start and finish dates, how to identify the critical path, and how to determine float for each activity. This lecture will champion CPM as a planning process that can provide the best project duration estimate, performance dates, precision measuring of schedule risk, and can be useful when trying to estimate durations and timelines for the various project stages throughout construction.

This lecture explores the evolution of principles of time management throughout each of the five phases of a construction project - Pre-Design, Design, Procurement, Construction, and Post-Construction - within the context of the Construction Manager's role in converting strategic objectives into actionable schedules. Learners will understand how Master and milestone schedules inform early planning, how detailed design and pre-bid schedules facilitate procurement readiness, and how contractor baseline schedules are monitored and adjusted during the construction phase. This lecture will also delineate the closeout scheduling activities, commissioning, and sustainability verification to ensure a smooth transition into occupancy and operational effectiveness.

In this lecture, we will look at time as another aspect of the multi-faceted impact to construction project schedules. Delays, scope changes, and risk events can all disrupt project progression, impact of work, and result in the first project constraints of budget and claims, including disputes. Students will be looking at the CM's responsibilities associated with considering extension of time claims, managing time risk events, and retention of quality and sustainable standards with time. The lecture will consider how important it is to make timely decisions, leverage forward-thinking with proactive planning, and to execute recovery strategies through revised schedules and adjustments of crews to mitigate delays while accomplishing project stated objectives as defined in the form of the Integrated Project Management concept, Triple Constraint.

This lecture describes Building Information Modeling (BIM) as a disruptive process that enables the development and evolution of a digital representation of the physical and functional characteristics of a facility. The student will see how BIM acts as a single source of knowledge that can be leveraged for smarter decisions throughout the lifecycle of the facility from concept and design, through construction, operations and ultimately decommissioning. The lecture will highlight BIM's role in improving coordination, reducing risk, and improving results via data-rich modeling and joint workflows.

In this lecture, Building Information Modeling (BIM) is presented as an advanced and multidimensional digital process for the coordination of design, construction, and lifecycle management to improve outcomes by integrating intelligent information. Participants will examine BIM as an evolving technology from 3D parametric modeling to additional dimensions of data like 4D scheduling, 5D costing, and sustainability-based data. The lecture also covers BIM's uses for collision detection, quantity take-off, facility operations, safety planning, and lean construction. Moreover, the lecture emphasizes BIM's wide application in the process of Virtual Design and Construction (VDC) allowing for pre-construction coordination, reduced errors, and matching built conditions to the design tolerances and performance objectives.

This lecture will examine how the construction manager (CM) uses Building Information Modeling (BIM) strategically to enhance planning, coordination, and control of the eight base competencies of construction management. The students will learn how the CM incorporates BIM processes into contract documents, advises owners on the capabilities and constraints of BIM, and helps integrate models from design to construction to final handoff. The lecture will explain the leadership role of the CM in advocating for BIM adoption, ensuring model interoperability, and participating in training for facilities management (FM). The CM and BIM will also support and engage collaboratively across the entire project lifecycle to drive quality, efficiency, and value.

This lecture looks at the role of Building Information Modeling (BIM) as it has developed through all phases of a construction project, from pre-design to post construction, while emphasizing BIM’s strategic incorporation into planning, coordination, and lifecycle management. Students will consider the parameters of BIM as defined by the Construction Manager (CM) in early planning documents, as the CM provides coordination and clash detection during the design phases, includes BIM in procurement and contract language with vendors, before the CM supports field execution with 4D scheduling and mobile integration. The lecture will then look at how BIM has grown into a 7D facility management tool, and the long term benefits of using BIM to support operations, and management of physical assets as well as commissioning documentation.

This presentation provides an introduction to quality management (QM) as a systematic and integrated discipline that is critical to the accomplishment of project outputs and the delivery of owner expectations. Learners will engage with concepts of QM in relation to cost, time, scope, and safety, and how QM enables the Construction Manager (CM) to meet contractual and regulatory requirements at all project phases. The presented material is focused on conformance (planned and measured), planful, proactive, continuous awareness, monitoring, and good documentation practices that support both quality assurance and quality control. The material also reiterates CM's responsibility to involve quality experts, integrate quality issues in all decisions and processes, and become the quality leader on each of deliverable throughout the project.

This lecture defines some fundamental terms necessary when understanding and implementing quality management for construction projects. Learners will examine the key terms as quality, Quality Management (QM), Quality Control (QC), and Quality Assurance (QA), while maintaining clarity of how each term is applicable to project conformance and satisfaction to the owner. The lecture also provides essential tools such as the Quality Management Plan (QMP), and the Quality Management System (QMS), and explains the importance of organizational Quality Culture in establishing quality as everyone’s responsibility. When students leave the lecture they will possess the vocabulary to discuss, coordinate and implement each word into the life cycle of project delivery.

This lecture serves as an overview of the Quality Management Plan (QMP), which serves as the central document that dictates the Construction Manager's (CM) approach to quality in all phases of the project. Learners will reflect on the QMP and how it outlines quality policies, procedures, and responsibilities from constructability reviews and validating the estimate to performing testing, commissioning, and integrating sustainability. Learners will be introduced to critical components of a QMP, including decision trees and acceptance criteria, and whether a QMP corresponds with related documents (e.g., CMP, PMP, PPM) during the quality management framework. The learners were also reminded of the CM's responsibility in managing quality as a dynamic and traceable process, so that consistent conformance can be demonstrated, and stakeholders can have confidence in the project from planning through final acceptance.

The focus of this lecture is quality management (QM) as a and in a continuous phase integrated discipline that Facility Managers can apply from the time there is a need until a building is occupied and turned over to an owner. The learners will gain perspective on how the Construction Manager (CM) would determine quality goals for the project early on, develop and execute a Quality Management Plan (QMP), and how the CM must continually verify that design, procurement, construction, and closeout activities all aligned in delivering the project quality goals. The content also focuses on useful tools such as constructability reviews, quality audits, commissioning, and sustainable measurements. Most importantly, this lecture reinforces the CM's role in consolidating and coordinating the QA/QC process, managing related documentation, and capturing the lessons learned to improve quality performance on future projects.

In this lecture, we analyze the Pre-Design Phase as the Construction Manager's (CM) first chance to lay the groundwork for quality at the project level and to show value in how they can plan strategically. The learners will see how the CM can help the owner align on quality concepts early on by covering the owners' quality requirements—sometimes referred to as sustainability, commissioning, and technology requirements—and start to develop the Quality Management Plan (QMP). The lecture will examine the CM's role in pre-design conferences, preparing scopes of work, and selecting design teams based on quality standards to ensure everyone has a commitment to delivering quality from the start.

This lecture will discuss the Design Phase of the project and will show the reader how to convert the owner’s goals and quality expectations into construction documents. The reader will get an opportunity to study the Construction Manager’s (CM) role to verify the design consultants’ Quality Management Systems (QMS), manage day-to-day Quality Control (QC), and provide independent Quality Assurance (QA). This lecture will identify important processes, such as constructability reviews, value engineering, quality audits, and document control, and will clarify the CM's obligation to review and develop inspection criteria, commissioning strategies, and specification strategies, that integrate quality into every decision by the designer and define the project performance and expectations for execution.

This lecture discusses the Procurement Phase as a strategic opportunity to incorporate quality into construction projects through the acquisition of providers, products, services, etc. that meet agreed upon standards. Learners will examine the Construction Manager's (CM) responsibility related to quality-centric procurement planning, such as facilitating pre-bid and pre-award conferences as well as validating the contractor and ensuring appropriate documentation is received. This lecture discusses the CM role to embed QA/QC programs, warranties and material approvals into the procurement documents that turn quality from an objective into a contractual requirement. By aligning procurement and the expectations of quality, project success is grounded in compliance, accountability and performance.

This lecture will discuss the construction phase as the stage of implementation, where the intended quality achieves conformance and is evident by specification, procedures and supervision. Students will investigate the Construction Manager, (CM) role in relation to quality assurance and construction quality control (QA/QC) such as contractor QA/QC monitoring, quality audits, and ensuring that schedules allow adequate time for the proposed inspections, testing and sustainability considerations. The main topics will include the CM role relating to non-conforming work, the coordination of progress payments for the quality threshold(s), and the final review or commissioning activities or tasks. This will reinforce the CM's role in taking the intended project design and leading it to construction success.

This lecture considers the Post Construction Phase to be a key moment to verify quality outcomes and ensure lessons learned have been integrated into the subsequent projects moving, forward. The learners will review how the Construction Manager (CM), as the Owner’s representative, will regularly conduct formal quality checks, create the final project report and warranty management using various checklists, and work schedules. It will also stress the significance of retaining documentation, starting with commissioning and sustainability certifications, with the Quality Management Plan (QMP) being the permanent record of the project legacy. The legacy record should also support further project reference by the Owner and be ready for audit should the occasion arise, and use this for continuous improvement for the Owner’s future projects.

This lecture discusses the important role of the Construction Manager (CM) in embedding sustainability in all steps of the project lifecycle ride, from the conceptual development to the use and operation as well as the post-occupancy part of the project. After exploring how the CM embeds environmental, social, and economic goals into each phase of the lifecycle, the learners will also use research to consider how the CM identifies and adapts management instruments, aligns project delivery with sustainability goals. This lecture considers the CM’s planning responsibilities for procurement of sustainable materials, integration of energy systems, ensuring the project management and implementation of certification (LEED, etc.), and preparing for a pathway to long-term performance, realizing the owner priorities alongside global sustainability principles.

This lecture will provide an introduction to the defining features of sustainable construction projects with a commitment to knowing the strategies to meet present needs while considering our long-term environmental, social, and economic responsibility. Learners will be introduced to the primary features of sustainable practice—water and energy efficiency, renewable systems, healthy indoor environments, reducing consumable waste, and resilience to climate changes. The lecture will illustrate how integrated design elements and high-performance building practices align with sustainable rating systems such as LEED and Green Globes. The lecture will also identify the Construction Manager's (CM) role regarding tailored quality management systems thas enable a focus on sustainability objectives throughout the preparation, design, and construction phases of project delivery.

The lecture will review the Construction Manager's (CM) leadership role in implementing sustainability throughout all phases of the project, focusing on the purposeful integration of environmental, social, and regulatory objectives. These will include how a CM educates stakeholders, how they set sustainability expectations at the beginning, selecting competent teams to achieve sustainability goals (including qualified/certified professionals), and ensuring they deliver high-performance outcomes. The experience will emphasize the role of a CM in managing the multidisciplinary teams, complex mix of requirements to coordinate, addressing project risks associated with sustainability, and building quality and compliance into all processes. The lecture will emphasize a path to create performance, value, and a sustainability culture through stakeholder engagement, communication, documentation, and readiness for certification, and through stakeholder engagement.

In this lecture, we will investigate how the Construction Manager (CM) tailors generic project tools to incorporate sustainability targets for the construction lifecycle. The learner will examine the improvements made to the Construction Management Plan (CMP), Quality Management Plan (QMP), Project Procedures Manual (PPM), and Management Information System (MIS) to include tracking sustainability requirements, certification requirements, and as-built sustainable performance monitoring. The session will demonstrate the use of design modeling (BIM) for credit verification and modeling, the use of scheduling tools to plan for sustainable procurement, and value engineering strategies based on lifecycle value approaches. We will emphasize quality assurance audits, stakeholder partnering sessions, and measurement and verification (M&V) strategies to ensure sustainability is not only designed—but also achieved and recorded.

In this lecture, we talk about the Strategic role of the Construction Manager (CM) in sustainability implementation across the five phases of a construction project, including Pre-design, Design, Procurement, Construction, and Post-Construction. The learner will understand how the CM defines each sustainability goal, that goal gets written into management plans or the contract language, and how the CM is able to document, manage and monitor ongoing implementation through design reviews, procurement plans, construction administration, etc. We will also highlight the need for repetitive documentation of our management of sustainability as part of the coordination on commissioning and certification and monitoring (including post-occupancy evaluations and lifecycle monitoring). Sustainability in construction management is possible, measurable, and achievable through disciplined, sustainable leadership by built environment professionals, along with sustainable management tools.

This lecture presents cost management as an integral sub-discipline of construction management. Cost management in construction concerns itself with managing the undertaking within an approved budget while providing lifecycle value to the owner. Students will unpack the Construction Manager's (CM) role in facilitating financial planning, cost estimation, and the ongoing monitoring of cost throughout the various project stages and phases. This lecture emphasizes budget development, proactive management, risk-based decision-making, and documenting financial costs that support financial responsibility. With cost control activities in place, CMs are responsible for ensuring expenditures and commitments occur within budget allocations that align with scope, schedule, and quality expectations.

This lecture presents cost management as an ongoing and strategic process that is crucial for delivering construction projects when they are completed within the approved owner's budget. Participants will learn that the Construction Manager (CM) acts as the cost management specialist for the project and is the key person in charge of forecasting, estimating, budgeting, and tracking cost performance through all the stages. The topics will cover the importance of detecting cost risks early, managing any scope growth, and aligning cost decisions to lifecycle value. The lecture will also explore the interconnectedness of cost, time, scope, and quality which roles reinforces cost management even more as part of the an integrated success project foundation.

The lecture introduces preliminary budgeting as an essential cost management activity that is initiated during the pre-design phase to help align project scope within a financial framework. Throughout the lecture, learners will learn how the Construction Manager (CM) develops a working document to establish the Cost Management Plan (CMP)—the “project money plan”—in order to view and project costs, to manage cash flow, and establish assumptions, risks, and contingencies. The lecture will discuss high-level conceptual budgeting approaches, in addition to the cost components of a total project cost, the impact of procurement strategies, and typical organization tools in budgeting such as - Work Breakdown Structure (WBS). The lecture will emphasize realistic proposal forecasting, risk-informed contingency planning, and the role of the CM to manage optimism bias and help the owner make informed decisions.

This lecture introduces the Cost Management System (CMS), where we describe the CMS as the organized practices that allow project teams to deliver construction projects under budget using a structured planning, forecasting, and controlling process. Learners will examine how the Construction Manager (CM) created as part of CMS the processes for resource planning, cost estimating, budgeting, and cost control framework under a Work Breakdown Structure (WBS) and cash flow. The session will provide a description of standard monitoring models that the CMS utilizes, such as planned versus actual costs, cost trend, and earned value analysis (EVA and EVM) to promote the CM's role in financial awareness and transparency, enabling informed decisions to be made for the project.

This lecture is an introduction to cost estimating as a process relative to Construction Management's role. The Construction Manager (CM) will explore and develop the estimated quantity, cost and scope of the project elements for the purposes of developing a reliable budget in the Construction Programme. The learner will examine estimated techniques, processes and protocols, including benchmarking, scale of the operation, range estimating and detailed estimating for the different stages of the project. Other key cost aspects covered will include labour, materials, systems, mark-ups, and the role the Quantity Surveyor plays by verifying progress payments, contractor applications and facilitating disputes on cost. Cost estimating creates financial clarity and provides the framework for the entire cost management process.

This lecture will consider cost management as an evolving fiscal responsibility held by the Construction Manager (CM) based on the project phase. Costs begin with "budgeting" in Pre-Design and ultimately conclude with "final reporting" and "lessons learned" in Post-Construction. Learners will examine how the CM communicates cost expectations up front, manages estimates during the design phase phase and the impacts of any changes, and maintains budget integrity during procurement. The lecture will cover "cost controls" in the construction phase including contingency, completion of progress payments, and claims review, while noting that cost is always linked with schedule, quality, and overall project scope. The CM's approach requires balancing costs with added "value" for the construction project while simultaneously maintaining a dictated degree of fiscal discipline, often referred to as "fiscal prudency," throughout the project life.

This lecture provides an introduction to Value Engineering (VE) as a formalized and documented cost control method that focuses on increasing the value of a project through lifecycle assessment and creative problem-solving. Participants will learn how VE identifies important functions in the project, measures alternative approaches, and weighs cost, performance, and sustainability, with the potential to harm quality. The lecture will cover the Construction Manager's (CM) role in leading VE reviews around the 30% design completion mark, the ability to use trade-off studies to evaluate the potential to minimize one cost to increase another, and the importance of maintaining value over the long-term, while minimizing cost, and not swapping long-term value for short-term cost savings. The lecture will emphasize the use of VE in multi-disciplinary collaboration and keeping sustainability objectives intact.

This lecture emphasizes project safety as a non-negotiable pillar of quality in professional construction management. Learners will explore how the Construction Manager (CM), regardless of delivery method or contractual structure, must lead and support a project safety culture over the course of the project. The session will focus on the CM's role in integrating safety into both planning and level of implementation, as well as coordinating and maintaining the stakeholders' level of safety so that owners, contractors, and field level workers all understand the importance of maintaining a safe, compliant jobsite. When the CM regards safety as the third strategic imperative on every project decision (following cost and time), the CM ensures quality outcomes and is directly supporting success on project outcomes.

This lecture highlights project safety as an essential element of quality in construction management. Participants will be exposed to how the Construction Manager (CM) leads safety initiatives as a conductor of team safety, and instill the idea of risk forward, in advance and mitigation actions to his team, team safety versus individual safety, it doesn't matter whether you are a constructor, design-bid-build, CM at risk or some other contractual arrangement to convey to the owner. The lecture also aims to highlight that safety is something included in planning, execution and communications done by the CM, explaining why all, from the owner to the people in the field, have a responsibility for a safe, compliant and quality producing job site.

This lecture will address the CM's (Construction Manager) legal responsibilities from the example of federal OSHA regulations and the wider possible safety-based liability for construction projects. Attendees will review OSHA's requirements on incident recording including Forms 300, 300A, and 301; and explore how state and local regulations integrate with the federal regulations. The session will illustrate a CM's possible liability exposure arising from contract terms, assumption of duties, statutory compliance, and third-party claims. There will be specific focus on indemnification clauses, insurance clauses, and the need for decidedly defined safety obligations, as these contractual tools will provide protection for all parties and compliance with regulations.

This lecture explains the Construction Manager's (CM) changing responsibilities for safety in all aspects of a construction project, from pre-design to post-construction. Learners will examine how the CM and the owner, outline their safety commitment to the worker and general public, incorporate safety planning into the central management documents, and hold contractors accountable through submittals and an extensive audit process. The lecture will also address how to proactively mitigate risk, coordinate emergency response, and that the CM has the authority to stop work in situations of safety risk. Additionally, we will discuss how to promote a safety-first culture to maintain regulatory compliance and a mechanism to capture lessons learned to improve future projects.

The lecture illustrates the delivery of a fully integrated project safety plan as part of the requirements of the Construction Manager (CM) to minimize hazards and prevent incidents. The learners will learn how the CM evaluates contractor safety programs, conducts safety assessments, and prepares site specific safety and emergency response plans. The lecture reinforces the role of the CM to thoroughly coordinate all safety meetings, safety inspections, and Job Hazard Analysis (JHA) while recognizing the need to provide adequate training and monitor compliance with Personal Protective Equipment (PPE). The CM can emphasize safety as a fundamental component in project execution and quality assurance through the establishment of a structured management and documentation process.

The purpose of this lecture is to show how "lessons learned" are used in construction management as a vehicle for continuous improvement. The learner will review how the Construction Manager (CM) prepares a post-completion report that records cost variances, rationales for decision making, safety occurrences relating to loss control and details which can enrich future projects and audit preparation. This lecture also outlines the reflective process in which the CM engages to create transparency and knowledge retention within the organization, while also supporting a general review of the CM's abilities to refine cost control and risk mitigation measures. Learners will see how the CM updates lessons learned in their final project report, which further enhances their accountability and long-term return on investment for the owner.

This lecture provides an overview of risk management as a formal and proactive process that is necessary for protecting a project’s schedule, cost, quality, and safety risks. Participants will understand how the Construction Manager (CM) identifies, analyzes, and responds to risk from project start to project closeout, using the Risk Management Plan (RMP), Risk Breakdown Structure (RBS), and Risk Register. The lecture will also cover risk management and risk responses during the construction period, how to communicate risk to stakeholders, and how to monitor risk. It will also cover how risks can circumscribe the project or be transferred to a third party. The lecture will help participants to see how risk management aligns with quality, cost, and time control initiatives, whether these are risk management, or the managing risks based on the RMP. The CM takes uncertainty and changes it into planned work through solid plans and accountability. The CM delivers projects that are more certain, and resilient to unexpected and unwanted events.