Identifying Professional CMs in America
Edward A. Bond Jr., CCM
Bond Brothers, Inc.
ebondjr@bondbros.com

“Construction Management” sometimes seems like a fairly vague term. Yet defining the profession, and what should be expected of its practitioners, is critical if project owners, designers, engineers and contractors are to realize the full value of professional construction and program management.

Dr. W. Edwards Deming once said, “There are two kinds of organizations: those that are getting better and those that are dying.  If you are standing still, you’re dying – you just don’t know it yet.”

In 1995, the Construction Management Association of America (CMAA) established the Construction Manager Certification Institute (CMCI) to administer a program to certify individuals who meet a stringent set of criteria to assist owners with construction projects. The Certified Construction Manager (CCM) designation has become the preferred way to identify professional construction managers in the United States.

On the CMAA web site under the CM Certification header, you will see the CCM Registry containing over 675 certified construction managers.  Even more impressive –
many of these individuals are clients that purchase construction management services. At last count, more than 30 large clients were listed in the registry, some with numerous CCMs on their team.  These include the U.S. Army Corps of Engineers, General Services Administration (GSA), Department of Veterans Affairs, Mayo Clinic, and Wentworth Institute of Technology.

CMCI is also the first built environment ANSI/ISO/IEC 17024 Personnel Certification Accreditation Program that has been accepted by the American National Standards Institute (ANSI).  ANSI is the U.S. representative to the International Organization for Standardization (ISO).

Any business that involves the delivery of complex services by individuals has a huge stake in the quality of those services. Everyone recognizes a badly run project; disasters are conspicuous. But what are the reliable indicators that a project is going well? It’s fair to say that one of the surest predictors of a successful project or program is the involvement of experienced professionals who have met consensus standards and earned recognition from their peers.

Moving on Up
Professional construction managers are always learning. One of their primary roles is to look out for the client’s best interest.  In order to do so, we must take our duty of care diligently.  As our client’s business changes, we need to keep our knowledge, skills and abilities (KSAs) up to date – a certified construction manager does this on a regular basis.

Today’s construction managers provide more head power (smart equity) than back power in today’s construction market.  We strategize, plan, and execute to get the best investment for our client’s dollars. This level of expertise emerges from concrete understanding of what gets done, how it gets done, and why it gets done that way. Such practical understanding underpins an ability to help clients and team members make Value Informed Decisions (VID) during all phases and functions of the construction management process.

Clients Know CCM
Forget what people say and watch what they do, or as Guy Kawasaki, author of Rules for Revolutionaries, states, “eat your own dog food” – if it’s important to your clients, it best be important to you.

The many clients and professional service firms whose employees are becoming certified has increased over the past few years.  Its growth has been driven by the recognition of value that CCMs are adding to capital projects where solid up-front input is delivered and solid measurable outcomes are achieved.

Construction management is not a one trick pony.  Construction is but one phase of a five phase process.  Owners and buyers for construction projects realize that many of the complexities involved in developing programs and projects extend across phases.  These phases are Pre-Design, Design, Procurement, Construction, and Post-Construction.

Construction managers do not operate for just one phase of the project or perform just one of many functions: project management, cost management, time management, quality management, safety management, and contract administration. We must be capable of handling different levels of problems and challenges along the project’s path. A key ability is to see the “big picture” and provide value informed decisions throughout the entire project process.  A well-rounded construction manager requires a professional with the commitment, competence, and desire to develop their career.

The Right Framework
Clients are standing up and making it known that CCMs are an important part of their success, whether it be a Construction Manager Advisor or a Construction Manager at Risk. 

We should be impressed when clients walk their own talk. And as the CMCI website shows, many clients are taking the steps to get through the certification process as well. Not only bringing their wealth of knowledge and expertise, but reaching out to others to become certified. Just as the GSA has noted in an RFP, “CM firms are encouraged to provide staff certified as construction managers by the Construction Manager Certification Institute sponsored by CMAA.” 

The certification process offers a framework that can provide value to you, your firm, the industry, and your client. According to Robert C. Hixon Jr., CCM, FCMAA, Architect of the Capitol, “CMAA and CMCI maintain a high quality, well respected certification program. When a construction manager or potential employee shows up with the CCM designation, I know that person has good, relevant experience and knowledge to be an effective construction manager.”

Others in our industry revealed that the CMAA body of knowledge and framework of material is organized and synthesized in a succinct and professional manner that provides valuable content and application.  Certification not only offers an excellent, tangible model for developing areas of one’s profession, but also provides a greater career model to help one rise within a professional firm through displaying responsibility and accountability.

New Opportunities
What value does the certification process provide? Certainly, it establishes a framework of competence in the process and skills necessary for a successful construction manager.  It reassures clients that you have demonstrated a high level of knowledge and hands-on experience providing these services. Certification shows the public that your experience is broad, deep, and practical. It can provide your firm with additional opportunities with the public and private markets. As Jeff Fry, CCM, Accura Resources International states, “I know of at least one major building project that I received because I’m a certified CM.  That’s not why I chose to become certified, but it certainly helps my bottom line.”

To become a CCM, the process entails a number of steps:
1. Relevant education and/or years of experience in the construction environment
2. 48 months of Responsible-in-Charge (RIC) experience
3. Reference letters from clients
4. Approval from the CMCI Board of Governors
5. Passing the all day, closed book exam
6. Continued professional development and ethical behavior

In today’s environment, professionals take responsibility for their actions. Many people in the public and private sectors are taking the initiative to get their certification. As a seasoned professional looking to develop your career, certification provides a clear path. The CCM program demonstrates your level of commitment and accomplishment. In addition, the program not only reviews your educational and work experience, but also invokes a broader knowledge to assist your total development. So move on up and become a qualified professional by getting your CCM designation.  As Garson Kanin said, “Amateurs hope, professionals work.”  Join the best.