CONSTRUCTION

MANAGEMENT
FOUNDATIONS
COMPREHENSIVE
PROFESSIONAL
PREPARATORY COURSE

FULL COURSE
WORKBOOK &
STUDY GUIDE
THIS CONSTRUCTION
MANAGEMENT FOUNDATIONS
COURSE IS A 70-HOUR SELF-PACED
PROGRAM WITH:
 10 Units in 4 Modules
 Video Lessons
 Quizzes & Tests
 Coursework
 Community Discussions
 Monthly Live Sessions for PRO
Practitioner Plan Subscribers
 Welcome to the
CONSTRUCTION
MANAGEMENT FOUNDATIONS
Dear Student,

Congratulations for making that bold move in your career!

Becoming a Construction Management Professional is by

no means an easy task. Considering the array of knowledge,
skills, and competencies you need to develop to be an expert
in this unpopular career path, complicated by the fact that good
quality construction management education is scarce and
challenging to come by, you have not backed out in taking the
first big step of pursuing your dream to become a Certified
Construction Management Professional.

This Construction Management Foundations course is your

first step to becoming a full-fledged and Certified Construction
Management Professional.

We have developed this course for professionals like you who

are looking to develop a fulfilling and profitable career as in the
construction industry. As the construction industry continues to
expand beyond the challenges brought about by the global
pandemic, the Philippines and the rest of the world will be in
greater need of highly qualified professionals to advance the
Construction Industry in the new normal.

This course has been designed with busy professionals like

you in mind. We have invested much time and resources in
both the curriculum development and strategic content delivery
to give you the best learning content and experience you
deserve.

The Build Quotient Team looks forward to your professional

growth and progress as you expand your horizons and deepen
your roots in this construction industry that we are all a part of.
SCAN TO GO TO
COURSE PAGE
Keep Learning!

BRIAN ERNEST L. REGALADO

Lead Educator
 PLEDGE OF COMMITMENT
I, _______________________, an ____________________ by profession commit to
become a FULL-FLEDGED CERTIFIED CONSTRUCTION MANAGEMENT
PROFESSIONAL .

I commit to set aside _________ hours a week to complete all the lessons, take
the assessments, participate in the monthly discussions, and writing my
coursework to ensure timely completion and skillful mastery of the
Construction Management Foundations.

I will try my best to remove all distractions and give my a100% attention to
each study sessions.

Lastly, I commit to successfully completing this course by date not later than
__________________.

Name:_________________________ Signature:_____________________

Date signed____________________

SCAN TO GO TO THE
CMF COURSE PAGE
 COURSE OUTLINE AND PLANNER
The CONSTRUCTION MANAGEMENT FOUNDATIONS is divided into four
modules namely:
• Module 1: Introduction to Construction Management
• Unit 01 – Introduction to Construction Management
• Unit 02 – Project Leadership
• Module 2: Project Contracts and Controls
• Unit 03 – Contract Administration
• Unit 04 – Cost Management
• Unit 05 – Time Management
• Module 3: Field Management and Operations
• Unit 06 – Quality Management
• Unit 07 – Safety Management
• Unit 08 – Sustainability Management
• Module 4: Building Information Management and Risk Management.
• Unit 09 – BIM for Project Managers
• Unit 10 – Risk Management

The detailed course outline below can be used as a course

planner/tracker for you to better manage your time as you purse this
path of becoming a full-fledged Construction Management
Professional.

START END
LESSONS DATE DATE
UNIT 1 INTRODUCTION TO CONSTRUCTION
MANAGEMENT
5 Lessons, 4 Quizzes, 1 Assignment
Lesson 1: Introduction to Construction Management
Quiz U01-Q01
Lesson 2: The Professional Practice of Construction Manager
Quiz U01-Q02
Assignment U01-A02: Reflection on Professional Ethics
Lesson 3: Project Management Fundamentals Part 1
Quiz U01-Q03
Lesson 3: Project Management Fundamentals Part 2
Quiz U01-Q04
Lesson 4: Program Management
UNIT 2 PROJECT LEADERSHIP
1 Lesson, 1 Quiz
Lesson 1: Leadership in Project Management
Quiz U02-Q01
UNIT 3 CONTRACT ADMINISTRATION
 START END
LESSONS DATE DATE
UNIT 3
1 INTRODUCTION TO CONSTRUCTION
CONTRACT ADMINISTRATION
3 Lessons, 3 Quizzes, 1 Assignment
Introduction to Contract Administration for Construction Management Professionals
Lesson 1: Project Delivery Methods
Quiz U03-Q01
Lesson 2: Forms of Contract and Procurement Strategies
Quiz U03-Q02
Lesson 3: Procurement Method & Selection Process
Quiz U03-Q03
Assignment U03-A01
UNIT 4 COST MANAGEMENT
7 Lessons, 5 Quizzes, 4 Assignments
Lesson 1 Cost Management Overview and Lesson 2 Cost Concepts
Quiz U04-01
Assignment U04-A01
Lesson 3 Preliminary Budgets
Quiz U04-Q02
Assignment U04-A02
Lesson 4 Cost Management Systems
Quiz U04-Q03
Lesson 5 Cost Estimating
Quiz U04-Q04
Assignment U04-A03
Lesson 6 Cost Control during Construction Phase
Lesson 7 Value Engineering
Quiz U04-Q05
Assignment U04-A04
UNIT 5 TIME MANAGEMENT
5 Lessons, 4 Quizzes, 2 Asssignments
Lesson 1 Scheduling Fundamentals
Quiz U05-Q01
Lesson 2 Schedule Develpoment
Quiz U05-Q02
Lesson 3: Precedence Diagramming Method and Critical Path Method
Quiz U05-Q03
Lesson 05 Earned Value Analysis
Quiz U05-Q04
Assignment U05-A01
Assignment U05-A02
BONUS: Time Management Laboratory
UNIT 6 QUALITY MANAGEMENT
 START END
LESSONS DATE DATE
UNIT 16INTRODUCTION TO CONSTRUCTION
QUALITY MANAGEMENT
4 Lessons, 2 Quizzes, 3 Assignments
Lesson 1 Quality Fundamentals
Quiz U06-Q01
Assignment U06-A01
Lesson 2 Quality Management Systems
Quiz U06-Q02
Assignment U06-A02
Lesson 3 Quality Tools in Construction
Lesson 4 Project Procedures Manual and Quality Control
Assignment U06-A03
UNIT 7 SAFETY MANAGEMENT
4 Lessons, 2 Quizzes, 2 Assignments
Introduction to Safety Management for Construction Management Professionals
Lesson 1 Safety Management Fundamentals
Quiz U07-Q01
Assignment U07-A01
Lesson 2 Construction Safety and Health Program in the Philippines
Quiz U07-Q02
Lesson 3 Construction Safety and Health Program Best Practices
Assignment U07-A02
Lesson 4 Qualities and Responsibilities of a safety officer
Quiz U07-Q03
UNIT 8 SUSTAINABILITY MANAGEMENT
5 Lessons, 2 Quizzes

Introduction to Sustainability Management for Construction Management Professionals

Lesson 1: The Philippine Green Building Code
Quiz U08-Q01
Lesson 2: Green Product Selection and Evaluation Criteria
Lesson 4: GREEEN Overview
Lesson 5 EDGE Overview
Quiz U08-Q02
UNIT 9 BUILDING INFORMATION MANAGEMENT
1 Lesson
Building Information for Project Managers
UNIT 10 RISK MANAGEMENT
1 Lesson, 1 Quiz
Lesson 1 Risk Management
Quiz U10-Q01
Course Evaluation
1 Lesson
 REFERENCES
CMAA BOOKS (Available at the CMAA Bookstore)
1. CMAA Standards of Practice
2. Capstone Course: An Introduction to the CM Profession
3. Contract Administration Guidelines
4. Cost Management Guidelines
5. Time Management Guidelines
6. Quality Management
7. Sustainability Management Guidelines

AACEI PUBLICATIONS
1. Cost Engineering Terminologies (FREE COPY)
2. Recommended practice guides (Available in AACEI)

OTHER REFERENCES
Other references are provided in the course.

TIPS IN TAKING THE COURSE

1. Treat the course just like how you would treat any on-premise
in-person classes by setting aside days of the week to “attend”
the classes. Ideal frequency is two 3- hour sessions per week .

2. Stick to your schedule. Use this workbook to take down notes.

3. Turn off distractions or minimize them.

4. Use the discussion/community feature to ask questions.

5. Attend the monthly live sessions to interact with course mates.

Best to have your questions ready when attending the monthly
live events.

SCAN TO GO TO THE
CMF COURSE PAGE
 BASIC TERMINOLOGIES
A supplement to documents, issued prior to taking receipt of bids, for the purpose of clarifying,
1 Addendum
correcting, or otherwise changing bid documents previously issued.
Services provided in addition to those specifically designated as basic services in the agreement
2 Additional Services
between the owner and CM. Also known as supplemental services.
A legal relationship by which one party is empowered and obligated to act on behalf of another
3 Agency
party.
Agency A form of Construction Management performed in a defined relationship between the CM and
4 Construction owner. The agency form of Construction Management establishes a specific role of the CM acting
Management as the owner’s principal agent in connection with the project/program.
A document setting forth the relationships and obligations between two parties, as the CM and
5 Agreement
owner or Contractor and owner It may incorporate other documents by reference.
Apparent Law The bidder who has submitted the lowest bid for a division of work described in bid documents, a
6
Bidder proposal form, or proposed contract.
Approved Bidders The list of contractors that have been prequalified for the purpose of submitting responsible,
7
List competitive bids.
Changes in the contract documents that have been subjected to an agreed upon change approval
8 Approved Changes process and have been approved by the party empowered to approve such changes. See
“Change Order”.
9 As-Built Drawings Drawings (plans) that show the work, as actually installed. Also known as record drawings.
A delivery method that entails a commitment by the Construction Manager to deliver the project
within a Guaranteed Maximum Price (GMP). The Construction Manager acts as consultant to the
At-Risk Construction owner in the development and design phases, but as the equivalent of a general contractor during
10
Management the construction phase. When a construction manager is bound to a GMP, the most fundamental
character of the relationship is changed. In addition to acting in the owner’s interest, the
Construction Manager also protects himself/herself.
Scope of service as defined in the original agreement between the owner and CM as basic
11 Basic Services
services.
Beneficial
12 The use of the constructed facility by the owner prior to final completion of the construction.
Occupancy
13 Bid An offer to perform the work described in contract documents at a specified cost.
The degree to which a set of bid documents could be reasonably expected to permit a bidder to
14 Biddability
establish a competitive price to perform the work as defined in the bid documents.
A formal review of the contract documents, addendum, and reference documents to be
accomplished with respect to the local construction marketplace and the bid packaging strategy so
15 Biddability Review
as to eliminate ambiguities, errors, omissions, and contradictions, for the purpose of minimizing
bid prices in the procurement phase and disputes during construction.
The documents issued to the contractor(s) by the owner which describe the proposed work and
16 Bid Documents contract terms. Bid documents typically include drawings, specifications, contract forms, general
and supplementary general conditions, proposal or bid forms, and other information.
A pledge from a surety to pay the bond amount to the owner in the event the bidder defaults on its
17 Bid Bond commitment to enter into a contract to perform the work described in the bid documents for the bid
price.
A pledge from a surety guaranteeing the performance of the obligation defined in the bond,
including the completion of work or payment of the bond amount to the obligee (owner or
18 Bond
contractor) in the event of a default, or non-payment by a principal (contractor or subcontractor), as
with bid, performance and labor and material bonds.
Additional compensation paid or to be paid to the contractor by the owner as a reward for
19 Bonus accomplishing predetermined objectives that are over and above the basic requirements of the
contract between the owner and contractor.
20 Budget The dollar amount allocated by the owner for a project/program.
An estimate of the cost of work based on preliminary information, with a qualified degree of
21 Budget Estimate
accuracy.
Conditions or circumstances, physical or otherwise, which differ from the conditions or
22 Changed Conditions
circumstances on which the contract documents were based.
A written agreement or directive between contracted parties which represents an addition,
23 Change Order deletion, or revision to the contract documents, identifies the change in price and time and
describes the nature (scope) of the work involved. Also known as contract modification.
A formal demand for compensation, filed by a contractor or the owner with the other party, in
24 Claim
accordance with provisions of the contract documents.
The owner’s written description of the cost elements of the project, used for the owner’s accounting
25 Code of Accounts
purposes.
 BASIC TERMINOLOGIES
26 Commissioning Startup, calibration, and certification of a facility.
27 CM Fee A form of contractual payment for services, where the CM is paid a fee for services performed.
An amount of money reserved by the owner to pay for unforeseen changes in the work or increases
28 Contingency
in cost.
The ease with which a project can be built, based upon the clarity, consistency, and completeness
29 Constructability of the contract documents for bidding, administration, and interpretation to achieve overall project
objectives.
Constructability The process of evaluating the construction documents for clarity, consistency, completeness, and
30
Reviews ease of construction to facilitate the achievement of overall project objectives.
The sum established, normally during the pre-design or design phase, as available for construction
31 Construction Budget
of the project.
32 Construction Cost See “Cost of Construction”.
Construction A professional management practice applied to construction projects from project inception to
33
Management completion for the purpose of controlling time, cost, scope, and quality.
Construction The written document prepared by the CM, which clearly identifies the roles, responsibilities and
34
Management Plan authority of the project team and the procedures to be followed during construction.
Construction An organization or individual with the expertise and resources to provide Construction
35
Manager (CM) Management services.
Construction A graphic, tabular or narrative representation or depiction of the time of construction of the project,
36
Schedule showing activities and duration of activities in sequential order.
Contract The function of implementing the terms and conditions of a contract, based upon established
37
Administration systems, policies, and procedures.
The organization or individual who undertakes responsibility for the performance of the work, in
38 Contractor accordance with plans, specifications and contract documents, providing and controlling the labor,
material and equipment to accomplish the work.
The documents which provide the basis for the contract entered into between parties. They typically
Construction
39 include the bid documents updated to reflect the agreement between the owner and the
Contract Documents
contractor(s).
The function of limiting the cost of the construction project to the established budget based upon
40 Cost Control
owner-approved procedures and authority.
The act of managing all or partial costs of a planning, design, and construction process to remain
41 Cost Management
within the budget.
All costs attributed to the construction of the project, including the cost of contracts with the
42 Cost of Construction Contractor(s), construction support items, general condition items, all purchased labor, material
and fixed equipment.
A scheduling technique used to plan and control a project. CPM combines all relevant information
into a single plan defining the sequence and duration of operations, and depicting the
Critical Path Method interrelationship of the work elements required to complete the project. The critical path is defined
43
(CPM) as the longest sequence of activities in a network which establishes the minimum length of time for
accomplishment of the end event of the project. Arrow Diagramming Method (ADM) and
Precedence Diagramming Method (PDM) are both common forms of CPM scheduling.
Critical Date
44 See "Milestone Schedule".
Schedule
A project delivery method which combines architectural and engineering design services with
45 Design-Build
construction performance under one contract agreement.
The individual or organization that performs the design and prepares plans and specifications for
46 Designer the work to be performed. The designer can be an architect, an engineer, or an organization which
combines design services with other professional services.
Traditionally the first stage of the designer’s basic services. In the schematic stage, the designer
47 Design-Schematic ascertains the requirements of the project and prepares schematic design studies consisting of
drawings and other documents illustrating the scale and relationships of the project.
The transition from the schematic stage to the completion of design development. During this stage
ancillary space is developed and dimensions are finalized. Outline specifications are developed
48 Design-Preliminary
into technical specifications; sections are delineated and elevations are defined. Also known as
design development.
The stage of the design process when drawings and specifications are completed for construction
bid purposes. It is preceded by the preliminary design stage, and followed by the procurement
49 Design-Final
phase. The designations used by designers for the last part of the design process prior to
procurement.
 BASIC TERMINOLOGIES
The field costs directly attributed to the construction of a project, including labor, material,
50 Direct Costs
equipment, subcontracts and their associated costs.
Graphic representations showing the relationships, geometry and dimensions of the elements of
51 Drawings
the work.
Estimated Cost to
52 The current estimate of the remaining costs to be incurred on a project at a specific point in time.
Complete
The anticipated cost of a project or project element when it is complete. The sum of the cost to date
53 Estimated Final Cost
and the estimated cost to complete.
The process of dividing the design of a project into sub-phases in such a manner as to permit
54 Fast Track construction to start before the entire design phase is complete. The overlapping of the
construction phase with the design phase.
An order issued at the site by the owner or CM to clarify and/or require the contractor(s) to perform
55 Field Order work not included in the contract documents. A field order normally represents a minor change not
involving a change in contract price or time and may or may not be the basis of a change order.
56 Final Completion The date on which all the terms of the construction contract have been satisfied.
Contingency time that exists on a scheduled activity. It represents the amount of time that activity
57 Float may be delayed without effecting the end date of the schedule. It is measured by comparing the
early start and late start, or early finish and late finish dates, of an activity.
Directed work accomplished by the contractor outside of the contract agreement usually paid for on
58 Force Account
a time and material basis.
A section of general clauses in the contract specifications that establish how the project is to be
59 General Conditions administered. Included are obligations such as providing temporary work, insurance, field offices,
etc.
A legally enforceable assurance by the contractor and/or a third party of satisfactory performance
60 Guarantee
of products or workmanship during a specific period of time stated and included in the contract.
Guaranteed A contractual form of agreement wherein a maximum price for the work is established based upon
61
Maximum Price an agreed to scope.
A claim, encumbrance, or charge against or an interest in property to secure payment of a debt or
62 Lien
performance of an obligation.
All costs incident to the planning, design, construction, operation, maintenance and demolition of a
63 Life Cycle Cost
facility, or system, for a given life expectancy, all in terms of present value.
An amount of money usually set on a per day basis, which the contractor agrees to pay the owner
64 Liquidated Damages
for delay in completing the work in accordance with the contract documents.
Material or equipment having an extended delivery time. Such items may be considered for early
65 Long Lead Item
procurement and purchase under separate contract to facilitate on time completion of the project.
66 Long Lead Time The extended time interval between purchase and delivery of long lead items.
The responsible bidder who has submitted the lowest bid, which is determined to be responsive to
67 Low Bidder
the request for bids for a division of work described in a bid document, proposal form or contract.
A fixed amount that includes the cost of overhead and profit paid, in addition to all other direct and
68 Lump Sum Fee
indirect costs of performing work.
A schedule representing important events along the path to project completion. All milestones may
69 Master Schedule not be equally significant. The most significant are termed “major milestones” and usually represent
the completion of a group of activities.
Multiple Prime Separate Contractors contracting directly with the owner for specific and designated elements of
70
Contracts the work.
Non-Conforming
71 Work that does not meet the requirements of the contract documents.
Work
72 Notice of Award A formal document informing an individual or organization of successfully securing a contract.
A formal document and/or point in the project’s life cycle authorizing an individual or organization to
73 Notice to Proceed commence work under its contract. The issuance of the notice to proceed typically marks the end
of the Procurement Phase.
A form of Construction Management that does not use an independent Construction Management
Owner Construction
74 organization as a team member. The owner performs all required Construction Management
Management
services with in-house staff.
Owner's
75 The individual representing the owner on the project team.
Representative
 BASIC TERMINOLOGIES
Representative
76 Penalty A punitive measure, usually associated with failure to fulfill a contractual obligation.
A pledge from a surety guaranteeing the performance of the work or payment of the bond amount
77 Performance Bond to the obligee (owner or contractor) in the event of a default in performance of contractual
obligations.
Phased An incremental approach to construction or design and construction. Each overlapping or
78
Construction sequential phase or element has a defined work scope and is considered as a separate project.
79 Plans See "Drawings".
Post-Construction
80 The period following substantial completion.
Phase
The period before schematic design commences during which the project is initiated and the
81 Pre-Design Phase
program is developed; the planning and conceptual phase.
A direct contract with an owner. It can be a single contract and/or include the work specified for
82 Prime Contract
several contracts depending upon division of work.
83 Prime Contractor A contractor who has a contract with an owner.
Services provided by a professional or by an organization that has specific competence in a field
Professional
84 of endeavor that requires professional (and technical) knowledge and capabilities and that meets
Services
recognized standards of performance.
The practice of professional Construction Management applied to a capital improvement program
of one or more projects from inception to completion. Comprehensive Construction Management
Program
85 services are used to integrate the different facets of the construction process -- planning, design,
Management
procurement, construction and activation -- for the purpose of providing standardized technical and
management expertise on each project.
86 Progress Meeting A meeting dedicated to the subject of progress during any phase of project delivery.
Partial payment of the contract amount periodically paid by the owner, upon approval by the CM,
87 Progress Payment
verifying that portions of the work have been accomplished.
The total effort required in all phases from conception through design and construction completion
88 Project
to accomplish the owner’s objectives.
The sum or target figure established to cover all the owner’s costs of the project. It includes the cost
89 Project Budget of construction and all other costs such as land, legal and consultant fees, interest, and other
project-related costs.
90 Project Cost The actual cost of the entire budget.
As applied to a construction project, the use of integrated systems and procedures by the project
91 Project Management team to accomplish design and construction. Project management is an integral function of
Construction Management.
A document prepared by the CM, and approved by the owner, which defines the owner’s goals and
Project Management
92 expectations including scope, budget schedule, and quality and the strategies to be used to fulfill
Plan
the requirements of the project.
Project Team A meeting dedicated to all aspects of the project, involving the project team members [owner,
93
Meeting designer, CM, contractor(s)].
Project Procedures A detailed definition of the project team responsibilities and authority, project systems, and
94
Manual procedures to be used for all phases of the project.
Initially consists of the owner, designer, and CM. Thereafter, as prime contractors are engaged for
95 Project Team
construction they are added to the team.
A list made near the completion of the construction work indicating items of work that remain
96 Punch List unfinished, do not meet quality or quantity requirements as specified or are yet to be performed
and which must be accomplished by the contractor prior to completing the terms of the contract.
The degree to which the project and its components meet the owner’s expectations, objectives,
97 Quality standards, and intended purpose; determined by measuring conformity of the project to the plans,
specifications, and applicable standards.
Quality Assurance The application of planned and systematic methods to verify that quality control procedures are
98
(QA) being effectively implemented.
The continuous review, certification, inspection, and testing of project components, including
persons, systems, materials, documents, techniques, and workmanship to determine whether or
99 Quality Control (QC)
not such components conform to the plans, specifications, applicable standards, and project
requirements.
The process of planning, organization, implementation, monitoring and documenting of a system of
100 Quality Management policies and procedures that coordinate and direct relevant project resources and activities in a
manner that will achieve the desired quality.
 BASIC TERMINOLOGIES
manner that will achieve the desired quality.
Drawings (plans), prepared after construction is complete, that represent the work accomplished
101 Record Drawings
under the contract.
The schedule that depicts action(s) and special effort(s) required to recover lost time in the
102 Recovery Schedule
approved schedule. It can depict activities of any member of the project team.
A written document issued by the CM to the contractor that describes a proposed change to the
Request for Change
103 contract documents for purposes of establishing cost and time impacts. May also be known as a
Proposal
bulletin or request for quote.
A list of basic contract segments, in both labor and material, where each line item consists of a
104 Schedule of Values description of a portion of work and a related cost and the sum of the line items equals the total
contract price. Generally used to determine progress payments to the Contractor(s).
105 Scope Identification of all requirements of a project or contract.
106 Scope Changes Changes that expand or reduce the requirements of the project during design or construction.
Drawings typically prepared by the contractor, based upon the contract documents and provided in
107 Shop Drawings sufficient detail that indicate to the designer that the contractor intends to construct the referenced
work in a manner that is consistent with the design intent and the contract documents.
The planning and scheduling of prime contractor(s) activities on site, for the short duration of
Short-Term
“foreseeable future” usually developed on a week-by-week basis using milestones for planning
108 Construction Activity
intervals coordinated by the CM. Also known as a rolling schedule, “look ahead” schedule, or short
Plan
interval schedule.
Special Conditions
109 (of the Contract for See “Supplementary General Conditions”.
Construction)
The designation for various professionals, including engineers, architects, designers and other
110 Special Consultants
experts, who provide expertise in specialized fields.
The detailed written descriptions of materials, equipment, systems, and required workmanship and
111 Specifications
other qualitative information pertaining to the work.
The period prior to occupancy when systems are activated and checked out, and the owner’s
112 Start-Up
operating and maintenance staff assumes the control and operation of the systems.
113 Subcontractor A contractor who has a contract with a prime contractor to perform work.
The date, certified by the designer or CM or both, that the contractor has reached that stage of
Substantial
114 completion when the facility may be used for its intended purposes, even though all work is not
Completion
completed.
115 Submittals Transmittals of information as required by the contract documents.
Supplementary Additions and/or modifications to the general conditions, which are part of the bid documents
116
General Conditions and/or contract documents.
The application of specific procedures to determine if work has been completed in the prescribed
117 Testing
manner and at the required levels of workmanship. See “Non-Conforming Work”.
Construction contractors who specialize in providing and/or installing specific elements of the
118 Trade Contractors
overall construction requirements of a complete project.
The study to define the comparative values and risks of a substitution or exchange of a design
119 Trade-Off Study component. The trade-off can identify both monetary and functional values. Also known as an
alternatives analysis.
A specialized cost control technique, which utilizes a systematic and creative analysis of the
120 Value Engineering functions of a project or operation to determine how best to achieve the necessary function,
performance, and reliability at the minimum life cycle cost.
121 Warranty Assurance by a party that it will assume stipulated responsibility for its own work.
122 Work The construction, to include all labor, material and equipment, required by the contract documents.
 CONSTRUCTION MANAGEMENT FOUNDATIONS

Unit 01 Introduction to Construction Management

Lesson 01: KEY POINTS

1.1 The Construction Industry
• Characteristics
• Scope
• Sectors
• Principal player
• Direct players
• Indirect players
• Organization
• Projects in Construction
• Project life cycle
• PM life cycle
• Project Environment
• Interacting Constraints

Study Guide Questions

1. What is the context where

construction projects happen?

2. How important is it to understand the

context of construction projects.

3. Do you agree that it is logically more

organized to use project life cycles
than pm life cycles in arranging the
phases or stages of construction
projects?

4. What is the most important concept

being taught by the triple constraint
model?

List Down or Draw the Practical Steps for YOU TO

MASTERY ACTION PLAN MASTER THE KNOWLEDGE shared in this chapter.

SCAN TO GO
TO THE CMF
COURSE PAGE

Join our Seminars

and Courses
Warning: This workbook can not be used as proof for any self-directed cpd program application without the digitally verifiable
certificates issued by Build Quotient AEC Training Institute.
 Unit 01 Introduction to Construction Management

Lesson 01 KEY POINTS

1.2 Introduction to Construction
Management
• The Value of a Construction
Management Professional
• Practice, People, Process
• Functional Areas
• The Goal
• The Focus
• Project vs Construction Management

Study Guide Questions

1. Project management, construction
project management and
construction management, are they
all the same?

2. Why is construction management

interchangeable with construction
project management?

3. If the nature and characteristics of

projects are determined by the
industry/ contextual domain where
they take place, will there be a
substantial difference between the
terms construction management and
construction project management?

List Down or Draw the Practical Steps for YOU TO

MASTERY ACTION PLAN MASTER THE KNOWLEDGE shared in this chapter.

SCAN TO GO
TO THE CMF
COURSE PAGE

Join our Seminars

and Courses
Warning: This workbook can not be used as proof for any self-directed cpd program application without the digitally verifiable
certificates issued by Build Quotient AEC Training Institute.
 Unit 01 Introduction to Construction Management

Lesson 01 KEY POINTS

1.3 Professional Practice of a
Construction Manager
• What is professional ethics?
• The Construction Management
Professional’s obligations to the:
• Public
• Client
• Profession
• Environment
• Potential Liabilities
Note: This will be discussed in more
detail in Unit 01 Lesson 02.

Study Guide Questions

1. How important is professional ethics
in the practice of a profession?

2. Can one be a professional and not

subscribe to any ethical codes or
standards?

3. What potential liabilities does one

have as a practicing construction
management professional that is not
present those practicing as design
professionals?

List Down or Draw the Practical Steps for YOU TO

MASTERY ACTION PLAN MASTER THE KNOWLEDGE shared in this chapter.

SCAN TO GO
TO THE CMF
COURSE PAGE

Join our Seminars

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 Unit 01 Introduction to Construction Management

Lesson 02 KEY POINTS

Professional Practice of a
Construction Manager
• What is professional ethics?
• The Construction Management
Professional’s obligations to the:
• Public
• Client
• Profession
• Environment
• Potential Liabilities
Note: This will be discussed in more
detail in Unit 01 Lesson 02.

Study Guide Questions

1. How important is professional ethics
in the practice of a profession?

2. Can one be a professional and not

subscribe to any ethical codes or
standards?

3. What potential liabilities does one

have as a practicing construction
management professional that is not
present those practicing as design
professionals?

4. Review your notes in Unit 01 Lesson

1

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 Unit 01 Introduction to Construction Management

Lesson 03 Part 1 KEY POINTS

Project Management
Fundamentals
• Definition of Projects
• Project Outcomes
• Characteristics
• Complexity of Projects
• EEF
• OPA
• OSS
• Project Management Definitions
• Leadership and Management
• The Goals of Project Management
• Relationships of Constraints

Study Guide Questions

1. What characterizes a project and
how does it differ from
operations?

2. Can one be a professional and

not subscribe to any ethical
codes or standards?

3. How is management different

from leadership?

4. How do constraints work? How

does a change in one constraint
affect the other constraints and
the project?

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 Unit 01 Introduction to Construction Management

Lesson 03 Part 2 KEY POINTS

Project Management
Fundamentals
• The Key players
• Qualifications of a project manager
• Contextual Expertise
• Behavioral Competencies
• Technical Competencies
• 5 Top Key roles
• Project life cycles
• Project Management life cycles
• PM Tools and Documents

Study Guide Questions

1. What should be the common
mindset of all project players?

2. Why are qualifications important. The

construction industry is known for
low barrier entry requirements for
both labor and professional
workforce. How do you think
upskilling and higher barrier entry
requirements will impact the
construction industry?

3. What are the logical stages of the

projects that is consistent with the
nature and characteristics of the
construction industry?

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 Unit 01 Introduction to Construction Management

Lesson 04 KEY POINTS

Program Management
• Definition of Programs
• Goals of Program Management (PgM)
• Project vs Program Management
• Focus of PgM
• Construction Packaging
• Program Complexity
• Program Life Cycle
• Program Evaluation

Study Guide Questions

1. What are the differences and
similarities of PM and PgM?

2. If program produce strategic

benefits, why then is it important to
manage projects in a coordinated
matter ?

3. How do projects increase program

complexity?

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 Unit 02 Project Leadership

Lesson 01: KEY POINTS

Project Leadership
• Leadership vs Management
• Definition
• Goals
• Portfolio of Skills
• Priorities
• Fundamentals of Leadership: Vision,
Passion and Teamwork
• Project Leader Types: Transactional vs
Transformational
• Situational Leadership Styles
• Steps to Transformational Leadership

Study Guide Questions

1. Why is project leadership needed on
top of or along with project
management?

2. What kind of leader are you? What

kind of leader do you want to be?

3. Transactional or transformational
leadership? Which should it be?

4. Reflect on how you can be a better

project leader in your current
sphere/s of influence?

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 Unit 03 Contract Administration

Lesson 01: KEY POINTS

Project Delivery Methods (PDM)
• Four Main PDM:
• Design-Bid-Build (DBB)
• Multi-Prime Contracts
• Design-Build (DB)
• Construction Management-At-
Risk (CMAR)
• Emerging PDM:
• Integrated Project Delivery
(IPD)
• Alliancing/Partnering
• Engineering Procurement and
Construction (EPC)

Study Guide Questions

1. Why is the a CMP needed regardless

of the project delivery method

2. Think of circumstances where each

PDM is ideal by thinking of the
clients and their needs, requirements,
constraints, as well as market
conditions.

3. What PDM do you think will work

best in this new normal?

4. What PDM are you most familiar

with? Reflect on how it has been
advantageous or disadvantageous to
you and your clients.

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 Unit 03 Contract Administration

Lesson 02: KEY POINTS

Contract Types
• Firm-Fixed Price/Lump-sum
• Guaranteed Maximum Price (GMP)
• Cost Reimbursement Cost Plus
• Unit Price
• Remeasurement
• Target Price
• Time and material
• Project Delivery Method and Contract
Type Compatibility

Study Guide Questions

1. Why is selecting a contract type as
important as selecting the correct
project delivery methods?

2. What contract type are you most

familiar with. Do you think you have
been employing the correct one with
the project delivery method you have
been using?

3. How does contract type impact the

risks for the project owner and the
project team?

4. What contract type would be most

ideal in the new normal?

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 Unit 03 Contract Administration

Lesson 03: KEY POINTS

Procurement Methods and
Selection Process
• Procurement documents
• Request for Proposal (RFP)
• Request for Information (RFI)
• Invitation for Bid (IFB)
• Request for Quote (RFQ)
• Contracting Fundamentals
• Contracting Legalities
• Contracting Documents
• Standard Forms of Contracts
• CMAA, AIA, DBIA, UAP
• CIAP Document 102
• Approaches to modifications

Study Guide Questions

1. Why is it important to know the
differences among procurement
documents?

2. Why use standard forms instead of

fully customized ones?

3. How important is it to have complete

procurement and contracting
documents when conducting a bid
conference?

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 Unit 04 Cost Management

Lesson 01: KEY POINTS

Cost Management Overview
• Goals of Cost Management
• Project Team Roles and
Responsibilities
• Cost Management Methods
• Cost Estimating
• Cost Trending
• Cost Forecasting
• Lifecycle costing
• Cost Management Processes
• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control
• Role of the Construction Manager
• Stages of Control
Study Guide Questions
1. What value does a construction
management professional bring to
the project in terms of cost
management?

2. How important is it to understand

cost management methods and
process?

3. In your understanding what is the

difference between cost management
methods and cost management
processes.

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 Unit 04 Cost Management

Lesson 02: KEY POINTS

Cost Concepts
• Definition of Costs
• Conversion of Resources to Project
Results
• Price Vs. Costs
• Cost Elements
• Total Cost Management
• Cost Structuring
• Direct and Indirect Costs
• Fixed and Variable Costs
• Cost Centering

Study Guide Questions

1. What is the difference between costs
and prices?

2. How important is it to have a clear

understanding of how resources are
converted to costs?

3. How well can you structure your

costs? Think of how you can improve
your cost structuring and cost
centering in your projects by applying
the lessons in this course.

4. How do cost centering and cost

structuring work side by side in
managing costs?

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 Unit 04 Cost Management

Lesson 03: KEY POINTS

Preliminary Budgets
• Conceptual Budgeting Parameters
• Budgeting Methods
• Work Breakdown Structure (WBS)
• Analogous Estimates
• Parametric Estimate
• By Element
• By Material
• Detailed Estimate
• Triangulation and Three Point
Methods
• Total Project Cost
• Project Owner Objectives and
Constraints
• Procurement Strategies
• Resource Availability
• ASTM E1557/Uniformat II
• Contingency in Pre Design
Study Guide Questions
1. How important is a WBS in
budgeting, structuring and centering,
and controlling costs?

2. How does budgeting methods

impact accuracy and reliability of
budgetary estimates.

3. What are triangulation and three

point methods used for?

4. What role do owner objectives and

constraints play in establishing
budgets?

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 Unit 04 Cost Management

Lesson 04: KEY POINTS

Cost Management Systems
• Cost Management Systems
• Focus
• Purpose and Objectives
• Processes and Steps
• Resource Planning
• Project Feasibility Studies
• Cost Models and Cash Flow
• Curves
• Earned Value Management
• External Economic Factors
• Project Funding

Study Guide Questions

1. Why use cost management systems?

2. What CMS are you most familiar with.

Think of how the different CMS can
be used in your projects.

3. What are curves for? How do they

help us control costs?

4. How accurate should project

feasibilities be?

5. How do project funding and external

economic factors affect costs?

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 Unit 04 Cost Management

Lesson 05: KEY POINTS

Cost Estimates
• Cost estimating and budgeting
• Goals
• Applications
• Cost Estimating Classifications
• Classes 1-5
• Cost Estimating Methodology
• Contingency
• Inclusions and Exclusions
• Approach to estimating
• Application
• Range
• Estimating Formats
• Uniformat II/ASTM E1557
• Masterformat
• Building the Estimate
Study Guide Questions

1. Estimating and budgeting are terms

that are almost interchangeable .
What makes them similar and what
makes them different from one
another?

2. Why is cost per sqm estimating not

effective even for early project
stages?

3. Why are cost estimating

classifications important?

4. How does format impact cost

estimating accuracy?

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 Unit 04 Cost Management

Lesson 06: KEY POINTS

Cost Control
• Schedule of Values
• Cost Loaded CPM
• Conditions that necessitate change
• Change is inevitable
• Change Order
• System
• Pricing Methods
• Pricing Considerations
• Procedures

Study Guide Questions

1. How important is cost control?

2. Can you escape change in projects?

How can you mitigate the potential
negative impacts of change in your
projects?

3. Why is it important to have a change

order pricing before work starts?
Why is post pricing disadvantageous?

4. Are all changes automatically

additive?

5. How much of the contract (in %) do

you think is a fair deductive limit?

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 Unit 04 Cost Management

Lesson 07: KEY POINTS

Value Engineering
• Value Engineering definitions and
objectives
• Elements of Value
• VE success
• The value of value
• VE Process
• Basic Steps
• Impacts
• When to apply
• Team approach
• Unnecessary Costs
• Reasons
• Removal
• Value Planning
• Value Tree/Weighed Value Tree
• Forms
• VE Workshops

Study Guide Questions

1. When is the best time to initiate

value engineering? Explain why.

2. In your practice, or to what you have

been exposed can you say that VE is
being done correctly? How can it be
corrected or enhanced?

3. How will you apply VE in your

practice as a construction
management or design professional?

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 Unit 05 Time Management

Lesson 01: KEY POINTS

Scheduling Fundamentals
• Project Schedules
• Schedule Types
• Master
• Milestones
• Baseline
• Major Schedule Processes
• Schedule Development Workflow
• Scheduling Factors
• Constraints
• Assumptions
• Activity
• Work Package
• Work Breakdown Structure
• Progressive Elaboration
• Rolling Wave Planning

Study Guide Questions

1. What makes each of the three

schedule types unique from one
another?

2. What schedule type should be the

basis of the contractor/bidders for
their detailed construction schedule?

3. What are the three elements you

need to produce a project schedule?

4. Is it efficient to use the Masterformat

as the WBS? Why and why not?

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 Unit 05 Time Management

Lesson
Lesson
02:
02: KEY POINTS
Schedule
ScheduleDevelopment
Development
• • Process
Characteristics
• Define
• Sequence
• Estimate Resources
• Estimate Duration
• Develop the schedule model

Study Guide Questions

1. Why is it important to make

scheduling a team effort? What
happens when scheduling is done by
a personnel who has not been to site
and has no experience working the
labor crew?

2. How important are the factors

affecting productivity? Why should
they be considered

3. Why is it important to name you

activity properly? Is the syntax or
naming convention important?

4. Evaluate the Masterformat and

Uniformat as WBS in light the need
to decompose work package to
activities?

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 Unit 05 Time Management

Lesson 03: KEY POINTS

Scheduling Methods
• Scheduling Methods
• Critical Path Method
• Definition
• Features and Importance
• Example
• Network Logic Diagrams
• Creating NLD in a CPM
• Schedule Development Workflow

Study Guide Questions

1. How important is it to establish the

critical path? What benefits do we
derive from an NLD-CPM schedule?

2. Is it possible to develop a schedule

without floats? Why or why not?

3. How does one’s knowledge of

construction site productivity and
construction methodology impact
the development of the schedule?

4. How do lags enhance project

schedules?

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 Unit 05 Time Management

Lesson 04: KEY POINTS

Earned Value Analysis
• Standish Group Report
• Risks and Probabilities
• Earned Value Analysis
• Definition
• Purpose
• Benefits
• Elements, Indices and Formulas
• EV Metrics
• Practice Problems

Study Guide Questions

1. How important is it control the

project?

2. How are costs and time interrelated

as shown by EVA? How does EVA
affirm the principles behind triple
constraints?

3. Compute the examples provided in

the lesson.

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 Unit 06 Quality Management

Lesson 01: KEY POINTS

Quality Fundamentals
• Quality Definitions
• Common Characteristics
• Concept of Quality in Construction
• Relationships to productivity, value,
costs, and cycle time
• Achievement of Quality
• Quality Management
• Quality Stages
• Quality Framework
• Deming Cycle

Study Guide Questions

1. What definition of quality stands out.

How would you define it in your own
words?

2. Does high end construction mean

higher quality construction than low-
cost?

3. How does the quality framework help

in the achievement of quality?

4. Is the Deming Cycle relevant to

construction?

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 Unit 06 Quality Management

Lesson 02: KEY POINTS

Quality Management Systems
• Standards
• Organizations
• Audits
• Types and Categories
• Costs
• Cost of Conformance
• Cost of Non Conformance

Study Guide Questions

1. Why is it important to do things right

the first time in light of the cost of
quality?

2. Does the cost of non-conformance

negatively impact the cost of quality?
How and why?

3. How do quality management systems

help achieve quality?

4. Does the cost of putting up a quality

management system help control
total actual project cost?

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 Unit 06 Quality Management

Lesson 03: KEY POINTS

Quality Tools in Construction
• Quality Toolbox
• Project Implementation tools
• Construction Management
Plan
• Project Procedure Manual
• Quality Management Plan
• Construction Management Plan
• Purpose, scope, project
information and organization
• Budget and cost management
approach
• Planning and Design Approach
• Bid Procedures
• Field Management Procedures
• Project Meetings and
Communications
• QA/QC Audits and Testing
• Uniform filing system

Study Guide Questions

1. Create a table of quality tools that

you can use in your projects and
divide them into project life cycles
stages.

2. Why is a construction management

plan important?

3. Which should come first the

construction management plan or
the project manual? Why do you say
so?

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 Unit 06 Quality Management

Lesson 04: KEY POINTS

Project Procedures Manual and
Quality Control
• Types of Procedures
• Project cost estimates
• Quality assurance program
• Project schedule
• Change order control
• Correspondence control
• Safety Program
• Documentation for
sustainability
• Sustainability requirements
• Document control
• Project Management
Information System

Study Guide Questions

1. Up to what level of detail should you

include in you project procedures
manual?

2. Where do you draw the line between

general procedures and special
procedures?

3. Download the sample project

procedures manual sample and try to
create a procedure based on your
understanding of the process in your
current or past work.

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 Unit 06 Quality Management

Lesson 04: KEY POINTS

Project Procedures Manual and
Quality Control
• Types of Procedures
• Project cost estimates
• Quality assurance program
• Project schedule
• Change order control
• Correspondence control
• Safety Program
• Documentation for
sustainability
• Sustainability requirements
• Document control
• Project Management
Information System
• Contractor’s Quality Control Plan
Study Guide Questions
1. Up to what level of detail should you
include in you project procedures
manual?

2. Where do you draw the line between

general procedures and special
procedures?

3. Download the sample project

procedures manual sample and try to
create a procedure based on your
understanding of the process in your
current or past work.

4. How are the quality management

procedures in the ppm related to the
contractors quality management
plan?

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 Unit 07 Safety Management

Lesson 01: KEY POINTS

Safety Management
Fundamentals
• Hazard, vulnerability, exposure, risk
and safety
• Goals of safety management
• Construction Hazards and accidents
• Top 10 hazards
• Types
• Construction Illness
• Accident Metrics
• Health hazards
• Control of hazards
• Direct & indirect costs of safety
• Impacts of safety

Study Guide Questions

1. What hazards do you see in your

projects? How are they being
controlled? What does that say
about the value of safety
management in your practice or in
your current workplace?

2. How do you budget for safety

management in light of the most
common hazards?

3. The indirect costs of safety beats the

direct cost by a ratio of 4:1. How
would you justify your budget for
safety based on this?

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 Unit 07 Safety Management

Lesson 02: KEY POINTS

Construction Safety and Health
Program in the Philippines
• OSH Legal Framework
• CSHP in the Philippines: DOLE
Department Order 13
• Definitions, jurisdiction,
delegation of authority and
coverage.
• CSHP & PPE
• Safety Personnel
• Emergency occupational health
personnel & facilities
• Safety Signages
• Safety on heavy equipment
• CSH Committee
• Safety & health information
• Training & reports
• Workers skills & welfare facilities
• Cost, violations & penalties

Study Guide Questions

1. If safety is a constitutional right, are

there projects that can be exempted
from following the safety
requirements?

2. How is safety related to quality?

What key metric of labor production
do they affect?

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 Unit 07 Safety Management

Lesson 03: KEY POINTS

Construction Safety and Health
Best Practices
• Core elements of a CSHP
• Management leadership
• Worker participation
• Hazard identification &
assessment
• Hazard prevention and control
• Education & training
• Program evaluation &
improvement
• Communication & coordination
for employers on multi-employer
worksites.

Study Guide Questions

1. Which core element do you think is

most lacking in field operations and
management of construction
projects in the Philippines? In your
work?

2. How important is management

leadership. Is it possible to have the
best practices in all other elements
yet still fail in actual implementation
because od management leadership
issues? Why do you say so?

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 Unit 08 Sustainability Management

Lesson 01: KEY POINTS

The Philippine Green Building
Code
• The context requiring green building
programs
• Green buildings
• The Philippine Green Building Code
• Which buildings are required?
• PS01: Energy efficiency
• PS02: Water efficiency
• PS03: Material sustainability
• PS04: Solid waste management
• PS05: Sustainable sites
• PS06: Indoor Air Quality

Study Guide Questions

1. Regardless of size, do you think

sustainability should be a goal in
every project?

2. Singe family homes are not required

to comply with the Philippine Green
Building Code. Considering that
residential construction is 35% of all
building construction, how do you
think does this collectively impact
the environment? As a CMP what
commitment can you make to
address this?

3. Clients say they don’t want to green

their building because of additional
upfront costs. How would you
respond to that?

List Down or Draw the Practical Steps for YOU TO

MASTERY ACTION PLAN MASTER THE KNOWLEDGE shared in this chapter.

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 Unit 08 Sustainability Management

Lesson 02: KEY POINTS

Green Product Selection and
Evaluation Criteria
• The challenge of selection
• Green Product Considerations
• Steps to Product Selection
• Identify Product Criteria
• Determine Preferred Material
Attributes
• Evaluate Sustainability Options
• Identify Impact of Choice

Study Guide Questions

1. Green products are as crucial as the

green processes. To be able to select
the correct one, we need to go
beyond the “green” labels. How can
you keep yourself from falling into
the trap of greenwashing?

2. Why is life cycle analysis important as

a material attribute?

3. What are your challenges in

consistently applying green product
select and evaluation criteria? How
can you improve on this? How can
you encourage everybody else to do
the same?

List Down or Draw the Practical Steps for YOU TO

MASTERY ACTION PLAN MASTER THE KNOWLEDGE shared in this chapter.

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 Unit 08 Sustainability Management

Lesson 03: KEY POINTS

Geared for Resiliency and Energy
Efficiency for the Environment
(G.R.E.E.En)
• Objectives
• Major Criteria and Strategies
• Criteria
• New Construction
• Existing Buildings
• Homes
• Certification Process
Lesson 04:
Excellence in Design for Greater
Efficiency (E.D.G.E) Overview
• What is EDGE
• Performance Criteria
• Energy Efficiency
• Water Efficiency
• Material Sustainability
• Process of Certification

Study Guide Questions

1. Comparing the two-rating system,
what do you think is the bottom line
performance criteria for achieving
sustainability?

2. EDGE looks simpler than other rating

systems. Considering that it only has
3 performance measurements, do
you think it will have significant
impact on sustainable
developments? How?

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 Unit 09 Building Information Management

Lesson 01: KEY POINTS

Building Information Modelling
• Object-based information
management
• Building information management
• BIM for increased efficiency and
greater productivity.
• BIM as the digital twin
• BIM Standards
• Processes
• Deliverables
• Commercial Legal Issues
• BIM Levels
• Information Asset
• Emerging Digital Technologies

Study Guide Questions

1. What is the context where

Study Guide Questions

1. Why is Building Information
Management a better term than
Building Information Model?

2. Are all building information object-

based? What problems will we
encounter if we treat all building
information as object-based?

3. How is construction different from

manufacturing? How can we benefit
from lessons learned from
manufacturing processes?

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 Unit 10 Risk Management

Lesson 01: KEY POINTS

Risk Management
• What is risk and risk
management.
• Risk
• Terminologies
• Attributes
• Attitudes
• Categories
• Risk Management Process
• Risk factors
• Risk analysis
• Risk response
• Risk monitoring
• Risk Register
• Risk Management Plan
• Risk Report

Study Guide Questions

1. Risk is often seen as something that
can lead to a negative result or
circumstances. Is that view correct?
Why or why not?

2. Should we always avoid risk? What

should be our attitudes based on risk
response options available to us?

3. Can anything good come out of

uncertain events? How?

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Congratulations!

You have reached the end of the workbook and study guide. As an enrolled
student, the only way to move towards certification, is to complete and pass
your coursework. After successfully completing this course, you can now
claim your Level 1 and Level 2 Credentials as well as your digital certificate
to apply to get certified as an Associate Construction Management
Professional (ACMP) .

Though this study guide was primarily created for students of the
Construction Management Foundations (CMF) Course, anyone who
studies on his own using the references in the list provided using this
guide, will benefit from it.

Enrolling in the CMF will definitely unlock more benefits for any serious
practitioner in the Construction Industry. If you have not enrolled, I
encourage you to do so. If you have already studied on your own, using
this study guide, and feel that you are ready to be certified as ACMP
submit a copy of this with your own notes and email it to
[email protected]. We will evaluate this and for a minimal fee
let you complete the requirements (assessments and coursework) for the
sake of completing your application for the certification exam.

Again, Congratulations !

Keep Learning!

The BUILD QUOTIENT Team

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