CMIT Exam Questions and Answers (2026) |
Comprehensive Solutions with Step-by-Step
Rationales | A+ Verified
• FAR -✓✓Federal Acquisition Regulations. Regulates acquisition process in public
sector projects.
• CII -✓✓Construction Industry Institute of the University of Texas
• ABET -✓✓Accredidation Board for Engineering and Technology, est 1932
• ANSI -✓✓American National Standards Institute, accredited the certificate program in
2006
• AGC -✓✓Associated General Contractors of America, est 1918
• GSA -✓✓General Services Administration
one of the first owners willing to pioneer construction management in the public sector
• LEED -✓✓Leadership in Energy and Environmental Design
• CUAIR -✓✓Construction Users Anti-Inflation Roundtable est 1969 to counteract
unchecked inflation and union action.
• Open Procurement Process -✓✓1. projects publicly advertised
2. proposals are evaluated against pre-established criteria
3. selection based on price or best value
• Public contracting advantage -✓✓1. ability to direct consultants to perform work
beyond original scope
2. public owner has right to audit the service providers books at any time
3. civil and criminal penalties for program fraud
• Public socio-economic advantage -✓✓1. specify participation MWESB
2. payment and performance bonds required.
3. local labor participation
• P3s -✓✓private public partnerships
• Repeat builders -✓✓In order to support their core business functions are required to
build on a regular basis to expand or renovate a building portfolio (ex: colleges,
government agencies, housing developers, military....)
,• Public sector building types -✓✓highways, bridges, courthouses, military facilities,
schools...etc
• private sector building types -✓✓hospitality, retail, entertainment and gaming facilities
• IFMA -✓✓International Facilities Management Association
• OPM -✓✓The United States Office of Personnel Management (OPM) is an
independent agency of the United States government that manages the civil service of
the federal government.
• CMAA -✓✓Construction Management Association of America
• Construction Management -✓✓The planning, scheduling, evaluation, and controlling of
construction tasks and activities to accomplish specific objectives outlined in the
contract documents.
The practice of professional management applied to the planning, design, and
construction of projects from inception to completion for the purpose of successfully
managing time, scope, cost and quality.
A professional management practice consisting of an array of services applied to
construction projects and programs through the planning, design, construction, and post
construction phases for the purpose of achieving project objectives including the
management of quality, cost, time, and scope.
• Agency CM -✓✓A construction management option in which the construction manager
acts in the owner's best interests at every stage of the project from design through
construction. The construction manager offers advice and project management services
to the owner but is not financially responsible for the construction. (service method)
A form of construction management performed in a defined relationship between the
CM and owner. The agency for of construction management establishes a specific role
of the CM acting as the owner's principal agent in connection with the project / program.
• CM at risk -✓✓A construction management option where the CM's role includes a
construction performance function for an established price. The CM provides
professional management assistance to the owner prior to construction and advice on
constructability, budget, and schedule considerations and later converts to the
equivalent of a contractor during construction. (project delivery method)
• CM Ethics Don'ts -✓✓1. Do not sell people you do not have
2. Do not 'bait and switch' services or people
3. Do not sell what you cannot deliver
, 4. Compete fairly with your competitors
• CM Ethics Do's -✓✓1. Deliver what you promise
2. Balance your fees against resources needed and scope of services
3. Implement project controls that will maintain that balance
4. Maintain your professional standards
5. Do not compromise quality for schedule
6. Do not assign responsibility where the training or experience is not adequate
6. If you are wrong about something, take ownership
7. Be candid with your client.
• CODE -✓✓Code of Professional Ethics of the Construction Manager:
1. Client service with honesty, integrity, candor and objectivity
2. Representation of Qualifications and Availability.
3. Standards of Practice.
4. Fair Competition.
5. Conflicts of interest.
6. Fair Compensation
7. Release of Information
8. Public Welfare.
9. Professional Development.
10. Integrity of the Profession
• Roles of a leader -✓✓1. Envision the goal of the group
2. Communicate goal clearly to group
3. Inspire individuals to achieve goals of the group.
4. Ensure the group has the resources to achieve the goal.
5. Monitor the progress of the group and realign resources if necessary
6. commit to project success
• situational leader -✓✓One who understands employees and job requirements and
matches actions and decisions to the circumstances.
• transformational leader -✓✓a leader who is able to instill in the members of a group a
sense of mission or higher purpose, thereby changing the nature of the group itself
• Charismatic Leadership -✓✓the behavioral tendencies and personal characteristics of
leaders that create an exceptionally strong relationship between them and their
followers
• Transactional Leadership -✓✓leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
Comprehensive Solutions with Step-by-Step
Rationales | A+ Verified
• FAR -✓✓Federal Acquisition Regulations. Regulates acquisition process in public
sector projects.
• CII -✓✓Construction Industry Institute of the University of Texas
• ABET -✓✓Accredidation Board for Engineering and Technology, est 1932
• ANSI -✓✓American National Standards Institute, accredited the certificate program in
2006
• AGC -✓✓Associated General Contractors of America, est 1918
• GSA -✓✓General Services Administration
one of the first owners willing to pioneer construction management in the public sector
• LEED -✓✓Leadership in Energy and Environmental Design
• CUAIR -✓✓Construction Users Anti-Inflation Roundtable est 1969 to counteract
unchecked inflation and union action.
• Open Procurement Process -✓✓1. projects publicly advertised
2. proposals are evaluated against pre-established criteria
3. selection based on price or best value
• Public contracting advantage -✓✓1. ability to direct consultants to perform work
beyond original scope
2. public owner has right to audit the service providers books at any time
3. civil and criminal penalties for program fraud
• Public socio-economic advantage -✓✓1. specify participation MWESB
2. payment and performance bonds required.
3. local labor participation
• P3s -✓✓private public partnerships
• Repeat builders -✓✓In order to support their core business functions are required to
build on a regular basis to expand or renovate a building portfolio (ex: colleges,
government agencies, housing developers, military....)
,• Public sector building types -✓✓highways, bridges, courthouses, military facilities,
schools...etc
• private sector building types -✓✓hospitality, retail, entertainment and gaming facilities
• IFMA -✓✓International Facilities Management Association
• OPM -✓✓The United States Office of Personnel Management (OPM) is an
independent agency of the United States government that manages the civil service of
the federal government.
• CMAA -✓✓Construction Management Association of America
• Construction Management -✓✓The planning, scheduling, evaluation, and controlling of
construction tasks and activities to accomplish specific objectives outlined in the
contract documents.
The practice of professional management applied to the planning, design, and
construction of projects from inception to completion for the purpose of successfully
managing time, scope, cost and quality.
A professional management practice consisting of an array of services applied to
construction projects and programs through the planning, design, construction, and post
construction phases for the purpose of achieving project objectives including the
management of quality, cost, time, and scope.
• Agency CM -✓✓A construction management option in which the construction manager
acts in the owner's best interests at every stage of the project from design through
construction. The construction manager offers advice and project management services
to the owner but is not financially responsible for the construction. (service method)
A form of construction management performed in a defined relationship between the
CM and owner. The agency for of construction management establishes a specific role
of the CM acting as the owner's principal agent in connection with the project / program.
• CM at risk -✓✓A construction management option where the CM's role includes a
construction performance function for an established price. The CM provides
professional management assistance to the owner prior to construction and advice on
constructability, budget, and schedule considerations and later converts to the
equivalent of a contractor during construction. (project delivery method)
• CM Ethics Don'ts -✓✓1. Do not sell people you do not have
2. Do not 'bait and switch' services or people
3. Do not sell what you cannot deliver
, 4. Compete fairly with your competitors
• CM Ethics Do's -✓✓1. Deliver what you promise
2. Balance your fees against resources needed and scope of services
3. Implement project controls that will maintain that balance
4. Maintain your professional standards
5. Do not compromise quality for schedule
6. Do not assign responsibility where the training or experience is not adequate
6. If you are wrong about something, take ownership
7. Be candid with your client.
• CODE -✓✓Code of Professional Ethics of the Construction Manager:
1. Client service with honesty, integrity, candor and objectivity
2. Representation of Qualifications and Availability.
3. Standards of Practice.
4. Fair Competition.
5. Conflicts of interest.
6. Fair Compensation
7. Release of Information
8. Public Welfare.
9. Professional Development.
10. Integrity of the Profession
• Roles of a leader -✓✓1. Envision the goal of the group
2. Communicate goal clearly to group
3. Inspire individuals to achieve goals of the group.
4. Ensure the group has the resources to achieve the goal.
5. Monitor the progress of the group and realign resources if necessary
6. commit to project success
• situational leader -✓✓One who understands employees and job requirements and
matches actions and decisions to the circumstances.
• transformational leader -✓✓a leader who is able to instill in the members of a group a
sense of mission or higher purpose, thereby changing the nature of the group itself
• Charismatic Leadership -✓✓the behavioral tendencies and personal characteristics of
leaders that create an exceptionally strong relationship between them and their
followers
• Transactional Leadership -✓✓leadership based on an exchange process in which
followers are rewarded for good performance and punished for poor performance
