CCM (Certified Construction Manager) Cheat Sheet

Program & Project Management

20% of exam
Delivery Methods Project Phases Program Mgmt Stakeholder Mgmt

Cost Management

10% of exam
Estimating & Budgeting Earned Value Mgmt GMP Contingency

Time Management

10% of exam
CPM Scheduling Schedule Formats Float Fast-Tracking

Contract Administration

10% of exam
Contract Types Contract Administration RFI Change Orders

Quality Management

10% of exam
QA and QC Mock-Ups Commissioning Non-Conformance

Safety Management

10% of exam
Safety Program OSHA JHA PPE

Risk Management

10% of exam
Risk Management Process Insurance and Bonds Risk Register Mitigation

Professional Practice

10% of exam
Ethics and Roles CMAA Standards RIC Experience Fiduciary Duty

Sustainability

5% of exam
Sustainability Practices LEED Life-Cycle Assessment Waste Mgmt

Technology

5% of exam
CM Technology Tools BIM Clash Detection Digital Twin

Quick Facts

Exam CCM
Credential Certified Construction Manager
Questions 175 total (150 scored)
Time 240 min (4 hrs)
Pass Score 72%
Format CBT via PSI
Level Advanced (RIC experience req.)
Blueprint CMCI Handbook v4.1 (2021)

Delivery Method Risk Spectrum PP

DBB -> CMAR -> Design-Build -> IPD
DBB: most separation CMAR: CM joins early DB: single responsibility IPD: shared risk and reward

CMAR vs Design-Build PP

CMAR

CM at risk
Separate designer contract
GMP set after design

Design-Build

Single combined contract
Design and build merged
One point of responsibility
Two contracts versus one

Delivery Method Picker PP

Owner wants fixed price → DBB ( Design finished first )
Need speed and GMP control → CMAR ( CM joins during design )
Single point of responsibility → DB ( One contract, one entity )
Max collaboration and shared risk → IPD ( Multi-party shared agreement )
Owner self-manages trade contracts → Multi-Prime ( Separate direct contracts )

Delivery Methods PP

DBB Sequential design-bid-build
DB Single design-build contract
CMAR CM-at-risk with GMP
CM Agency CM acts as agent
IPD Shared risk and reward
Multi-Prime Owner holds separate contracts
DBOM Design-build-operate-maintain

Project Phases PP

Pre-Design Feasibility and programming
Schematic Design Early concept design
Design Development Refine design details
Construction Documents Bid-ready drawings and specs
Procurement Bid and award
Construction Phase Build and control
Closeout Punch list and turnover
Post-Occupancy Warranty and evaluation

Program and Stakeholder Mgmt PP

Program Mgmt Multi-project oversight
PMP Project management plan
WBS Work breakdown structure
Stakeholder Mgmt Engage all parties
Owner's Rep Acts for owner

EVM Core Formulas CO

CV=EV-AC | SV=EV-PV | CPI=EV/AC | SPI=EV/PV
CV: cost variance SV: schedule variance CPI: cost efficiency SPI: schedule efficiency

CPI vs SPI CO

CPI

Measures cost efficiency
EV divided by AC

SPI

Measures schedule efficiency
EV divided by PV
Cost versus schedule

Cost Variance Response CO

CPI below 1.0 → Investigate cost overrun ( Spending more than earned )
SPI below 1.0 → Investigate schedule slip ( Behind planned progress )
CPI and SPI both low → Escalate to owner ( Recovery plan needed )
EAC exceeds approved budget → Request change order ( Reforecast completion cost )

Estimating and Budgeting CO

ROM Estimate Rough order of magnitude
Conceptual Estimate Early, low detail
Detailed Estimate Quantity takeoff based
GMP Guaranteed maximum price
Contingency Reserve for unknowns
Life-Cycle Cost Total ownership cost

Earned Value Management CO

PV Planned value (BCWS)
EV Earned value (BCWP)
AC Actual cost (ACWP)
CPI Cost performance index
SPI Schedule performance index
CV EV minus AC
SV EV minus PV
EAC Forecast final cost

Schedule Levels TI

Master -> Baseline -> Look-ahead -> Daily
Master: whole project Baseline: approved plan Look-ahead: two to six weeks Daily: field execution

Critical Path vs Float TI

Critical Path

Zero float
Longest duration path
Delay delays whole project

Float

Slack time available
Can delay safely
Non-critical activities only
No slack versus slack

Schedule Delay Response TI

Owner-caused delay occurs → Time extension granted ( Excusable and compensable )
Contractor-caused delay occurs → No time extension ( Non-excusable delay )
Weather beyond normal range → Excusable, non-compensable delay ( Time only, no cost )
Need faster completion date → Crash or fast-track ( Adds cost or risk )

CPM Scheduling TI

CPM Critical path method
Critical Path Longest, zero-float path
Float Slack before delay
Free Float Delay without successor impact
Total Float Delay without finish impact
Predecessor Must-precede activity
Milestone Zero-duration marker
Fast-Tracking Overlap sequential phases
Crashing Add resources, shorten

Schedule Formats TI

Gantt Chart Bar chart timeline
PDM Precedence diagram method
Look-Ahead Schedule Short-term 2-6 weeks
Baseline Schedule Approved original plan
Schedule Update Progress versus baseline
Delay Analysis TIA or as-built

RFI vs Submittal CO

RFI

Clarifies design intent
A question, not approval

Submittal

Shop drawings or product data
Confirms spec compliance
Ask versus confirm

Contract Types CO

Lump Sum Fixed total price
Unit Price Price per unit
Cost-Plus-Fee Cost plus fixed fee
GMP Contract Cost-plus with a cap
T&M Time and materials

Contract Administration CO

RFI Request for information
Submittal Shop drawing review
Change Order Approved scope or cost change
PCO Potential change order
ASI Architect's supplemental instruction
Notice to Proceed Start authorization
Punch List Final defect list
Retainage Withheld payment percent

QA vs QC QU

QA

Process-focused
Prevents defects
Ongoing procedures

QC

Product-focused
Detects defects
Inspection and testing
Prevent versus detect

QA and QC QU

QA Process-focused prevention
QC Product-focused inspection
Mock-Up Sample for approval
Commissioning Verify systems perform
Non-Conformance Work fails specification
ITP Inspection and test plan

Safety Program SA

OSHA Federal safety regulator
JHA Job hazard analysis
Competent Person OSHA-authorized hazard identifier
Toolbox Talk Daily safety briefing
PPE Personal protective equipment
OSHA 300 Log Injury and illness log
Fall Protection Required above six feet

Risk Response Options RI

Avoid, Transfer, Mitigate, or Accept
Avoid: eliminate exposure Transfer: insurance or contract Mitigate: reduce impact Accept: retain and monitor

Bid Bond vs Performance Bond RI

Bid Bond

Guarantees bid is honored
Protects before contract award

Performance Bond

Guarantees full completion
Protects after contract award
Before award versus after

Risk Response Selection RI

Risk is high and avoidable → Avoidance ( Eliminate the exposure )
Risk transferable to third party → Transfer ( Insurance or subcontract )
Risk manageable in-house → Mitigation ( Reduce likelihood and impact )
Risk is low impact → Acceptance ( Retain and monitor )

Risk Management Process RI

Risk ID Find potential risks
Risk Register Log of tracked risks
Mitigation Reduce likelihood and impact
Transfer Insurance or contract
Avoidance Eliminate the exposure
Acceptance Retain known risk
Contingency Reserve Cost and time buffer

Insurance and Bonds RI

Builder's Risk Property damage coverage
GL Insurance General liability coverage
Bid Bond Guarantees bid commitment
Performance Bond Guarantees contract completion
Payment Bond Guarantees sub and supplier pay
Indemnification Shifts liability by contract

Ethics and Roles PR

CCM Ethics Conditions and Conduct agreement
RIC Responsible-in-charge experience
Fiduciary Duty Act in owner's interest
Standard of Care Reasonable professional skill level
CMAA SOP Standards of Practice

Sustainability Practices SU

LEED USGBC green building rating
Life-Cycle Assessment Environmental impact review
Commissioning Agent Verifies green performance
Waste Mgmt Plan Reduce and recycle debris
Energy Modeling Predicts building performance

CM Technology Tools TE

BIM 3D model coordination
Clash Detection Model conflict check
CDE Common data environment
PM Software Procore, e-Builder, etc.
Drone Survey Aerial progress monitoring
Digital Twin Virtual asset replica

Common Traps

QA ≠ QC

QA prevents defects proactively ≠ QC detects defects reactively

Float ≠ Critical Path

Float allows scheduling slack ≠ Critical path has zero slack

CMAR ≠ Design-Build

CMAR keeps designer separate ≠ Design-Build merges into one contract

RFI ≠ Submittal

RFI asks a question ≠ Submittal confirms spec compliance

Mitigation ≠ Avoidance

Mitigation reduces risk impact ≠ Avoidance eliminates risk entirely

CPI ≠ SPI

CPI measures cost performance ≠ SPI measures schedule performance

Bid Bond ≠ Performance Bond

Bid bond covers pre-award ≠ Performance bond covers post-award

Last Minute

1. Ten domains, PPM heaviest at 20%
2. 175 questions total, 150 scored
3. 240 minutes, 72% passing score
4. CBT delivered via PSI, not Prometric
5. CPI or SPI below 1.0 warns
6. Critical path activities have zero float
7. QA prevents; QC detects defects
8. CMAR joins early; Design-Build merges roles
9. RFI asks; submittal confirms compliance
10. Avoid, transfer, mitigate, or accept risk
11. Retainage withholds a payment percentage
12. CCM recertifies every three years

CCM Certified Construction Manager

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