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The Journal of Professional CM/PM Practice

TABLE OF CONTENTS Board Chair Tim Murchison, JD, CCM President and Chief Executive Officer Andrea S. Rutledge, CAE


Editor Colleen R. Fishter


Phoenix Sky Harbor International Airport enjoys a reputation as “America’s Friendliest Airport.” More than a marketing slogan, this

CMAA Advisor, published quarterly by the CMAA, reports on and follows the industry as a service to its members. Submission of articles, ideas and suggestions is appreciated and encouraged.

focus on delivering the best possible passenger experience is the mantra driving the Airport’s $2 billion Capital Improvement Program (CIP). Hill International, Inc. (Hill) is assisting the Airport in delivering the CIP’s complex, concurrent projects, leveraging aviation best practices to support the Airport’s in-house team.

The Mission of CMAA is to promote the profession of construction management and the use of qualified construction managers on projects and programs.


The Vision of CMAA is that all owners will realize project and program success by using professionally qualified construction managers.


2018 – 2019 Leadership CMAA Board of Directors and CMCI Board of Governors

10 7926 Jones Branch Drive, Suite 800 McLean, Virginia 22102-3303 USA Phone: 703-356-2622 Fax: 703-356-6388 Email: info@cmaanet.org Web: www.cmaanet.org CMAA© Copyright 2018, ISSN 1084-75327

Building America’s Friendliest Airport Takes a Team of Experts

2018 Project Achievement Award Winners 2018 Project of the Year – Newtown Creek Wastewater Treatment Plant When you hear the word construction upgrade, what comes to mind - towering skyscrapers, sprawling bridges, enormous sports centers, or new urban downtown areas? One thing it probably does not bring to mind is a landmark wastewater treatment facility. But it should.


Reproduction or redistribution in any form is forbidden without written permission of the publisher.

Year in Review 2018 was, for many of us, the Year of Discovery. The arrival of a new staff leader in any membership organization is an opportunity to look at everything; from how bills are paid to members’ benefits, and the

Advertising opportunities are available for each issue.

role and purpose of events to governance operations. The arrival of a new CEO into a stable, well-supported, high-functioning organization

For subscription or advertising information, contact Mark Gedris at mgedris@cmaanet.org.

is an exceptional, even rare, opportunity. What better time to ask hard questions about everything than when “things are going well?”


Celebrating a Year of Achievement CMAA honored the best of the best at our National Conference & Trade Show in October.




What Makes a Good Construction Manager? We often think of a good construction manager as someone with years of experience in construction and who knows construction, materials, costs and practices. Consider, however, that we have trade craftspersons, subcontractors, contractors, architects, engineers, and many others who are experts in each of those subjects. What then makes a good construction manager? When the room is full of these experts, aren’t the project’s best interests served by maximizing the interaction and collaboration between them? Too often these days the experts are working in their own silos. They develop their part of the project, like mechanical systems, and throw it back to the architect to react and finish the design. Or, once the design is finished, the architect sends it over the fence to the contractor to build. This is especially true in this time of emails, file transfer protocol sites, and the rare conference call. I posit that a good construction manager is one who can lead all of these experts to maximize the best interests of the project including cost, schedule, quality, safety, and the owner’s goals. Leadership: The action of leading a group of people or an organization. Leadership skills are the top-tier abilities we should be teaching and seeking in a good construction manager. The best construction manager Continued on page 15

ON THE COVER Newtown Creek Wastewater Treatment Plant, Brooklyn, NY 2018 Project of The Year Award Winner Water/Wastewater: Construction Value Greater Than $50 Million CM: Michael Baker Engineering, Inc./APTIM Engineering/Gannett Fleming Owner: NYC Department of Environmental Protection

TIM MURCHISON, JD, CCM Tim Murchison is owner of Murchison Builders, providing construction management and general contracting to clients in northern California. A senior manager for leading construction management and general contractors for 38 years, his expertise is in Alternative Project Delivery. Mr. Murchison earned his Bachelor of Science degree in Civil Engineering from Santa Clara University, and Juris Doctor from McGeorge School of Law. A CCM, he is a board member for the University of California, Davis, Construction Management Extension Program. He is the past president of the CMAA Northern California Chapter.

TH 53 Relocation Project, Virginia, MN 2018 Project Achievement Award Winner Transportation: Construction Value Greater Than $50 Million CM: Kiewit Infrastructure Co. Owner: Minnesota Department of Transportation

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enjoys a reputation as “America’s Friendliest Airport.” More than a marketing slogan, this focus on delivering the best possible passenger experience is the mantra driving the Airport’s $2 billion Capital Improvement Program (CIP). Hill International, Inc. (Hill) is assisting the Airport in delivering the CIP’s complex, concurrent projects, leveraging aviation best practices to support the Airport’s in-house team. INTERNATIONAL AIRPORT

Having overseen more than $500 million in total projects for the City of Phoenix (City) at Sky Harbor since 1999, Hill enhances the Airport’s in-house team by providing the current and accurate information needed to make informed decisions. Hill’s experience supporting aviation clients with similarly ambitious programs also provides the Airport’s team with access to lessons learned, best management practices, and tactics to capitalize on the latest industry trends. “Part of what sets us apart is our ability to apply the lessons learned and best practices from our worldwide aviation portfolio and narrowing it down to address the CIP’s specific needs,” said Hill Vice President Robert Valerio. “We understand the unique requirements of aviation projects. From landside and airside facility requirements, security and technology demands, accommodating the Airbus A380, and maintaining around-the-clock operations, the Hill team provides the Airport with the resources they need to deliver the CIP’s projects as-planned.”

As Hill’s project executive at Sky Harbor, Valerio is leading a joint venture with Red Brick Consulting to provide staff augmentation, project management, construction management, and construction consultant services for the $2 billion CIP. “For Sky Harbor, we selected a team of subject matter experts from our decades of service at the Airport, as well as others from similarly complex aviation programs,” Valerio continued. “These individuals are trained and focused on Hill’s foundational principles of client service, budget and schedule adherence, risk management, and quality control. At Sky Harbor, Hill’s success is directly correlated to providing staff with international aviation experience who also possess an in-depth understanding of the local issues, Sky Harbor itself, and the City’s policies, procedures, and staff.” Currently, Sky Harbor is undergoing three major projects as part of the CIP. These projects are the Terminal 3 Modernization, construction of an eighth and final concourse at Terminal 4, and the PHX Sky Train® extension to the Rental Car Center.

TERMINAL 3 MODERNIZATION “The Terminal 3 Modernization Program will enhance the customer experience in several ways,” Kurtenbach explained. “It will consolidate security checkpoints, add ticket counters and baggage claim carousels, expand concessions, add gates, and increase drop-off and pick-up areas.

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“Becoming America’s Friendliest Airport is a mission everyone at Sky Harbor is committed to,” said Anne Kurtenbach, special projects administrator, City of Phoenix Aviation Department Design and Construction Services Division. “From state-ofthe-art technology to expanding the PHX Sky Train® to modernizing and improving the efficiency and movement of our passengers and air carriers, every decision comes down to improving customer service.”


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“Terminal 3 is one of our original terminals. It opened in 1979 and was designed and built for the air travel needs of that time. Over the years, passenger carrier demands have increased, the industry has changed, and technology has changed. As built, Terminal 3 was inefficient and unable to react to the changes in the industry. We had to modernize the facility and technology to meet current and future needs.


“The first improvement was processing: improving the ticketing and baggage handling operations,” Kurtenbach said. “We also consolidated the security checkpoints. In the previous facility, both the North and South concourses each had a security checkpoint, so you could not go between them without passing through security again. We consolidated them to allow passengers more freedom to move.” Improvements also support carriers. Sky Harbor installed common use technology, which allows each ticketing counter to accommodate any carrier. “In the event a new carrier enters service at Sky Harbor, it is

simply plug-and-play for their operations,” Kurtenbach said. The $590 million Terminal 3 modernization involved three phases to maximize operational flexibility and minimize impacts to travelers. These phases are the Terminal Processor, South Concourse, and Terminal Passenger Flow Reconfiguration and Concessions Enhancement. The first phase, which is operational, is the Terminal Processor. This phase created a new, consolidated security checkpoint to reduce wait times and move travelers to their gates faster. It also overhauled HVAC and vertical circulation systems and added airline ticket counters and more baggage handling capacity. The second phase is the South Concourse. Expected to open in early 2019, the South Concourse will feature 15 new gates to accommodate additional growth. Other improvements include new food and retail concessions and large airline hold rooms. “We utilized our knowledge gained from serving Sky Harbor to provide efficient and effective applications for

several of the improvements, including the common use technology, wayfinding signage, and the holding area upgrades, including carpeting, gate improvements, and new seating areas,” said Patrick McGarry, CCM, deputy manager of Hill’s Phoenix Operations. The third phase of the project is the Terminal Passenger Flow Reconfiguration and Concessions Enhancement. This focuses on improving the customer experience for passengers using the North Concourse, including food and beverage opportunities and new interior and exterior finishes. It will open at the end of 2020. “Whereas with the South Concourse we demolished the whole building and built new, at the North Concourse we are taking it down to the studs, opening it to more natural light, improving the electrical and mechanical systems, and consolidating the food and beverage area in the center of the concourse so concessions are equidistant from both ends,” said Kurtenbach. “This again makes things easier and more convenient for our passengers. It

TERMINAL 4 CONSTRUCTION The new $310 million Terminal 4, eighth concourse (S1 Concourse), scheduled to open in 2022, is the last planned concourse at Terminal 4 at Sky Harbor. “We currently have four concourses to the north and three to the south, and this will be the final concourse for Terminal 4, with exclusive rights going to Southwest Airlines,” Kurtenbach said. “This project will employ the same design principles from the Terminal 3 Project. From focusing on the passenger experience to the technology selected and having lots of open space and natural light to enhancing the baggage handling system, it is all to accommodate the passengers and carrier at the new gates.” “This project has two big differences from the Terminal 3 Project,” added Valerio. “On the north side, there are four arms and on the southwest side there are only three. This fourth arm will be added to match the south side for capacity reasons.”

Valerio said the other major difference at Terminal 4 was the presence of the PHX Sky Train®.

PHX SKY TRAIN® EXPANSION Currently, the PHX Sky Train® moves 14,000 passengers each day, connecting the Airport’s terminals, East Economy Parking, and the regional public transit system at Valley Metro Rail’s 44th Street/Washington Street Station. The Phase 2 Extension, which is under construction, will add 2.5 miles of track to the line and connect directly to the Rental Car Center. “This is one of my soft spots,” said Kurtenbach. “Many years ago, I started as the PHX Sky Train® project manager and have been around since it was just a line on a map. This is the final stage that will extend the system from Terminal 3 to our Rental Car Center. Portions are at-grade, below grade, and above grade. There will be two new stations added. In addition to the station at the Rental Car Center, a station will be located at 24th Street where there will be ground transportation, access to drop-off and pick-up passengers, and short- and long-term parking options.

This station will bookend the Airport, providing equal ground transportation and parking opportunities for customers on the east and west sides of the Airport.” Among the benefits the City envisions for this $740 million project are improved accessibility, including for customers using wheelchairs, and reducing traffic on Sky Harbor Boulevard. Once the train is operational in 2022, the Airport will eliminate all bus service. “You can imagine how much space a bus takes up,” Kurtenbach said. “Once the train comes online, the buses will be phased out, significantly reducing curb congestion and traffic issues. At that point, the train will link all airport facilities, providing connectivity for parking, terminals, and rental car centers.” The Phoenix Airport System had more than 43 million passengers last year – an average of roughly 120,000 each day. As the largest economic engine in Arizona, it generates $38 billion and supports approximately 269,000 jobs. “We have been involved in the transformation of Sky Harbor during the last 15 years as the Airport has expanded facilities, supported increased passenger activity of nearly 50%, and spurred significant economic growth,” Valerio said. “This is the kind of assignment where Hill excels: supporting a client’s vision, no matter how bold, and delivering the support they need to execute.” Robert Valerio is Hill International’s Project Executive on the project. He can be reached at RobertValerio@ hillintl.com. Patrick McGarry, CCM, is Hill International’s Deputy Manager of Phoenix Operations. He can be reached at PatrickMcGarry@hillintl.com.

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really is all about the passenger experience for us.”


2018 – 2019 LEADERSHIP CMAA Board of Directors Chair Tim Murchison, JD, CCM, Murchison Builders Immediate Past Chair Chris Payne, PE, CCM, MBP Chair Elect Iraj Ghaemi, PE, Atkins/SNC Lavalin Secretary/Treasurer Agnes Weber, PE, Vali Cooper & Associates Vice Chairs Luciana Burdi, PhD, Intl Assoc. AIA, Massport Tom Haid, PE, CCM, HDR Brian McCarthy, PE, CCM, CDM Smith

Your 2018-2019 Board of Directors.

Brian Ott, CCM, Whiting-Turner Contracting Company

Bruce Risley, RA, CCM, ARCADIS

General Counsel Hugh Webster, Esq., Webster Chamberlain & Bean President & CEO Andrea Rutledge, CAE, CMAA Directors David Crosson, PE, HNTB Corporation Paul Foster, CCM, Foster CM Group, Inc. Alan Johanson, San Francisco Public Utilities Commission Kathleen Langan, McKissack & McKissack

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John Manning, PE, CCM, KMI International


Dennis Milsten, CCM, U.S. Department of Veterans Affairs Khaled Naja, Dallas/Fort Worth International Airport Christine Oates, CCM, Jacobs Edward Pogreba, STV Ray Ribeiro, PE, CCM, The LiRo Group

Heather Shinn, CCM, Parsons Judith Wallace, CCM, Vanir Construction Management, Inc. Director Emeritus Ron Price, CCM, FCMAA, C.L. Price Ex-Officio Ben Farrow, PhD, Auburn University Eric Hirani, CCM, Infinite Consulting Corporation Candice Johnson, Amazon Laura Stagner, AIA, US General Services Administration Drew White, PE, CCM, US Army Corps of Engineers

CMCI Board of Governors Chair Katie Choe, CCM, City of Boston Vice Chair Robert Gries, PE, CCM, U.S. General Services Administration

Secretary DJ Mason III, PE, CCM, FCMAA, Keville Enterprises Governors Cynthia Moore, CCM, HKA Michael Houston, CCM, Ardmore Associates Raoul D. Ilaw, PE, CCM, STV Construction Management Greg Henion, PE, CCM, Virginia Department of Transportation Jim Morris, CCM, HDR Anthony Sanger, CCM, Turner & Townsend Charles Wm. Collins, Sr., CCM, AMT Engineering Bill Johal, CCM, Kitchell Kara Lentz, PE, CCM, HNTB Corporation Don Young, PE, CCM, MBP JD Harrison, CCM, Jacobs

2018 PROJECT ACHIEVEMENT AWARD WINNERS Todds Lane/Big Bethel Road Intersection Improvements, Hampton, VA CM: MBP Owner: City of Hampton

Transportation: Construction Value Less Than $50 Million Runway 4R-22L Rehabilitation and Light Pier Replacement, Boston Logan International Airport, Boston, MA CM: Stantec Owner: Massport

Transportation: Construction Value Greater Than $50 Million TH 53 Relocation Project, Virginia, MN CM: Kiewit Infrastructure Co. Owner: Minnesota Department of Transportation

Education: Construction Value Less Than $50 Million Visual Culture, Arts, and Media Project, Haverford College, Haverford, PA CM: Whiting-Turner Contracting Co. Owner: Haverford College

Education: Construction Value Greater Than $50 Million San Diego State University Engineering & Interdisciplinary Sciences (EIS) Complex, CA CM: O’Connor Construction Management/Clark Construction (Design-Builder) Owner: San Diego State University

Water/Wastewater: Construction Value Greater Than $50 Million Newtown Creek Wastewater Treatment Plant, Brooklyn, NY CM: Michael Baker Engineering, Inc./ APTIM Engineering/Gannett Fleming Owner: NYC Department of Environmental Protection

Healthcare: Construction Value Less Than $50 Million Culinary Health Center, Las Vegas, NV CM: O’Connor Construction Management Owner: Culinary Health Fund

Commercial/Sports/ Entertainment/Hospitality: Construction Value Less Than $50 Million Ritz-Carlton Chicago, IL CM: JLL Owner: JMB Financial Advisors

Commercial/Sports/ Entertainment/Hospitality: Construction Value Greater Than $50 Million Alamodome, San Antonio, Texas Owner/CM: City of San Antonio Department of Transportation & Capital Improvements

Government: Construction Value Less Than $50 Million Sidney R. Yates Federal Building Exterior Restoration Project, Washington, DC CM: AFG Group Owner: U.S. General Services Administration


Government: Construction Value Greater Than $50 Million Minnesota State Capitol Historic Preservation, St. Paul, MN CM: MOCA Systems Owner: State of Minnesota/MN Department of Administration

Residential/Mixed-Use: Construction Value Greater Than $50 Million Worth Hills Greek Village Phase 5, Texas Christian University, Fort Worth, TX CM: HOAR Program Management (HPM) Owner: Texas Christian University

Environmental: Construction Value Less Than $50 Million New York City Subway Stairwell Protection Devices, Manhattan, NY CM: AECOM Owner: New York City Transit

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Transportation: Construction Value Less Than $10 Million





struction upgrade, what comes to mind - towering skyscrapers, sprawling bridges, enormous sports centers, or new urban downtown areas? One thing it probably does not bring to mind is a landmark wastewater treatment facility. But it should.



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The Newtown Creek Wastewater Treatment Plant (NC-WWTP), named CMAA’s 2018 Project of the Year and winner of a 2018 CMAA Project Achievement Award, is a prime example of such a project done right. Located in Brooklyn’s Greenpoint neighborhood, Newtown Creek Wastewater Treatment Plant, owned and operated by the New York City Department of Environmental Protection (NYCDEP), is the largest of NYC’s 14 wastewater treatment facilities. The plant serves more than 1 million people in parts of Brooklyn, Queens, and Manhattan. On average, the facility treats about 18 percent of New York City’s wastewater, or 310 million gallons, each day. When it rains, the capacity more than doubles.

Aggressive benchmarks established by the consent order and the requirement for the facility to maintain 24/7 operation, necessitated innovative measures to stay on track and within budget, all while focusing on safety and quality. The successful completion of four major construction contracts with 12 prime contractors in a constrained urban area was a daunting challenge. The team leveraged 4D building information modeling to overcome

the challenges. The CM team evaluated several programs for compatibility and ultimately modified the 3D AutoCad modeling to tie in the more than 14,000 activities in the critical path method schedule.

As a contribution to the community, the NYCDEP and CM team developed a quarter-mile of Newtown Creek waterfront into a nature walk with unique architectural features, plantings, and a stunning view of New York City. The team also developed and implemented a plan that addressed air pollution, odor control, noise, and truck traffic volume.

Using 4D modeling, the team successfully delivered this complex project with only a 1.2 percent change order rate.

“Through effective and proactive management techniques, such as utilizing 4D Modeling, facilitating project partnering sessions, and anticipating potential project pitfalls, the CM drove and motivated the four prime contractors to achieve and exceed anticipated NC-41 project schedules and goals.”

Another complex aspect of the project involved the inspection of the most dramatic elements of the project — eight, stainless steel-clad, one-ofa-kind, 140-foot-high, egg-shaped anaerobic digesters at the top of the plant, which process up to 1.5 million gallons of sludge every day.

In the end, the projects were delivered under budget and the team achieved all consent order milestones, allowing $71.7 million to be returned to the city. Congratulations to the Construction Management team on this remarkable undertaking.

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The project cost $1.1 billion and took almost 10 years to complete. It more than doubled the plant’s wet weather capacity. The joint venture teams Michael Baker Engineering, Inc., APTIM Engineering New York, PC, and Gannett Fleming provided comprehensive construction management (CM) services for the final phase that included project management, constructability reviews, resident engineering inspection, schedule management, delay/claims analysis, partnering, and community outreach.



2018 BY A N D R E A S . R U T L E D G E , C A E


arrival of a new staff leader in any membership organization is an opportunity to look at everything; from how bills are paid to members’ benefits, and the role and purpose of events to governance operations. The arrival of a new CEO into a stable, well-supported, high-functioning organization is an exceptional, even rare, opportunity. What better time to ask hard questions about everything than when “things are going well?” Working from the premise that the first step in the transition is to escape the normal, the staff and volunteer leaders accepted the challenge of using FY18 as a year of discovery and analysis in several key areas, including member benefits, with the expectation of making recommendations that will have an impact well into the next three to five years. These initiatives include:

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• A review and recommendations


on the form and format of the national conference. • Revising the process for nomination and selection of individual award recipients. • Exploration of three new potential members’ benefits. • Evaluation of the best methods for engaging recent graduates and early-career professionals.

• A new structure for the professional development team.

• Adding resources for support of

CMAA chapters. • Identifying a new future for the CMAA Foundation. CMAA was able to meet these objectives, while still delivering the programs and services members value. These included delivering more than 16 PCM courses around the country, transitioning the CCM exam to a new test vendor and launching a new exam, publishing the new Claims Management Guidelines and a revised edition of the Cost Management Guidelines, completing and releasing the 2018 CM Salary Survey, modifying the way Standards of Practice are produced, and proposing a new future for the CMAA Foundation.

Meanwhile, the Board of Directors approved three new program concepts for professional development, including making CMIT free to activeduty military, reservists, and members of the National Guard beginning in 2019. They also approved CMAA’s new Policy Framework, which states CMAA’s positions on a variety of topics that are important to the profession. And finally, the Board affirmed the strategic direction of the organization: advance the profession, increase professionalism, address workforce needs, and operate effectively. Next, CMAA launched a new website and began taking a hard, open-eyed look at how we communicate with you with the goal of streamlining and more efficiently coordinating communication, marketing, and content. What does that mean? It means we are examining ways to merge newsletters and The Advisor into a more efficient and effective delivery system. Finally, we implemented a new structure for the Professional Development team. Under the leadership of Nick Soto, professional practice and certification were combined, which brought together the collective wisdom of the staff already in place, assuring strong leadership for both areas of work, eliminating redundancies and bottlenecks, and creating greater alignment between Certification and Professional Development. This represented a cultural shift for the organization and called on all of us to respect the bright lines between professional continuing education and the exam, while simultaneously leveraging resources, programs, and activities toward achieving strategic objectives for the members and

Membership in CMAA remains strong with an as-of-October 31 membership of 15,840, of which nearly 30% are owners; a first for CMAA. The CCM rolls have grown to more than 4,300 and the Construction Managerin-Training certificate program remains CMAA’s fastest growing program with more than 550 new CMITs this year, bringing the total to more than 3,600 certificate holders. Now turning to CMAA’s financial performance. For the year ending December 31, 2017, membership and meetings were the largest revenue streams, followed by certification. Total program revenues for 2017 were $4.99 million dollars. Total expenses were $4.74 million with an overall net of almost $250,000. 2017 year-end total assets were $2.81 million dollars; an increase of 19% over 2016. For year-to-date as of August 31, 2018, again membership and meetings are our largest revenue streams. Our year-end revenue projection for 2018 is $5.08 million and expenses are projected at $4.99 million, for an anticipated net of $90,000. CMAA continues to enhance its membership value, while contributing a healthy bottom-line to our future.

PERCENTAGE OF TOTALS Fiscal Year Ending December 31, 2017 Membership Meetings Certification Professional Development General & Admin Publications Communications Leadership Chapters 0%












Fiscal Year 2018 as of August 31, 2018 Membership Meetings Certification Professional Development General & Admin Publications Communications Leadership Chapters 0%





CMAA’s bylaws require the immediate past chair of CMAA’s Board of Directors to lead the nominating committee each year. This year that responsibility fell to Stephen Ayers, FAIA, CCM, the Architect of the Capitol. Stephen worked closely with the committee and volunteer leadership to identify candidates for directors and officers for the coming year. For a complete list of your 20182019 leadership, see page 8. CMAA is deeply grateful for the support of its sponsors and this year is no exception; they were central to the success of the 2018 Capital Projects Symposium and National








Conference & Trade Show: PMWeb, eBuilder, Projectmates, Vanir Construction Management, AECOM, Jacobs, Autodesk, STV, HDR, WSP, Michael Baker International, Turner & Townsend, MWH Constructors, Safework, Stantec, Hill International, Bentley, CDM Smith, MBP, Lydon Solutions, PlanGrid, Kahua, APSI, PMA Consultants, APTIM, Keville Enterprises, and Foster CM Group. We are working hard and doing great things for you. On behalf of CMAA staff and our Board of Directors, thank you for your support in 2018. Onward!

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the profession. With the addition of Rick Panos, AIA, CCM as the first Visiting CCM, Carly Trout as the senior manager for online learning, and Laura Hailey as the associate, this team has already transformed our ability to deliver quality educational experiences. One of the early keys to that transformation is the agreement between CMAA and Brent Darnell International (BDI) to make Brent’s webinars and other learning opportunities available at reduced rates to CMAA members. Visit our website at cmaanet.org to browse sessions now available to you.


FRANCES M. KEVILLE MEMORIAL SCHOLARSHIP Marissa Bischoff, Clemson University

EDUCATOR OF THE YEAR Pardis Pishdad-Bozorgi, PhD Georgia Institute of Technology

PERSON OF THE YEAR Sam Sleiman, PE, CCM, FCMAA Director of Capital Programs and Environmental Affairs, Massachusetts Port Authority

CELEBRATING A YEAR OF ACHIEVEMENT CMAA honored the best of the best at our National Conference & Trade Show in October. The 2018 honorees include:

Frances M. Keville Memorial Scholarship Marissa Bischoff Clemson University

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Educator of the Year


Bruce D’Agostino Award for Owner Outreach Phil Angelides, PE, FSAME, FACEC President, Alpha Corporation

Distinguished Owner Award David Ferrara, CCM Director of Construction, Maryland Transportation Authority

Distinguished Service Award

Pardis Pishdad-Bozorgi, PhD Georgia Institute of Technology

Ken Orgel, CCM President, Orgel Construction Management

CCM Champion Coins of Excellence

Distinguished Young Professional

Eric Hammerschmidt, CCM Markon Solutions Heidi Obie, CCM Jacobs Dennis Wong, CCM Swinerton Builders

Eric Hirani, CCM President, Infinite Consulting Corp.

Mehdi Heydari Culture of Certification Award Bill Johal, CCM Kitchell Corporation

COLLEGE OF FELLOWS WELCOMES THREE NEW MEMBERS Sandy Hamby, AIA, CCM, FCMAA, President, MOCA Systems Rebecca Jones, MBA, FCMAA, President and CEO, Safework Palmina Whelan, CCM, FCMAA, Managing Director Corporate Real Estate, Facilities, American Airlines

Person of the Year Sam Sleiman, PE, CCM, FCMAA Director of Capital Programs and Environmental Affairs, Massachusetts Port Authority

Chair’s Award for Innovation

Leader in Sustainability Award




Chair’s Award for Safety

CM A A NEWS CHAPTERS HONORED 2018 marked an exciting year for each of our 29 chapters. Five were recently honored for their outstanding work over the past year. Division 1 Chapter Winner Less than 150 Members Southern Nevada Chapter Division 2 Chapter Winner 150-300 Members Connecticut Chapter Division 3 Chapter Winner 300-500 Members North Texas Chapter Division 4 Chapter Winner 500-1,000 Members South Atlantic Chapter Division 5 Chapter Winner More than 1,000 Members Southern California Chapter

CMAA FOCUS19 Now it’s time to look toward spring. The Capital Projects Symposium has a new name: CMAA Focus19. The objective is to establish a brand and format that gives CMAA the flexibility to choose themes and topics in response to members’ needs and interests. In 2019, the theme is “Making Connections. Leading the Future” and the focus will be on the challenges faced by those who lead teams and firms. As we advance into leadership roles, we spend less and less time on the core tasks of construction management. Instead, our knowledge base begins to include HR, financing, business development, construction law, and contract administration, to name but a few. If you’re a leader with a desire to expand your leadership knowledge, this event is for you. Plan to attend CMAA Focus19 March 31 – April 2, 2019 in Boston, MA. For more information, visit www.cmaanet.org/cmaafocus.


Why renew? Because CMAA provides you, your organization, and your staff with unprecedented professional development, education and training, networking, business development, advocacy, and professional


Continued from page 3

is able to lead a team like the conductor of a finely-tuned orchestra: Creating an atmosphere wherein all the musicians together achieve the perfect sound. Some of the qualities I’ve found in the best construction managers I’ve worked with are:

resources. Membership in CMAA will also improve staff performance, enhance your firm’s capabilities, and put cutting-edge construction and project management best practice information at your fingertips. CMAA membership provides a “goto” resource for training and professional development and ensures that you and your staff are utilizing

• Humility – always open to learning • Listen like you mean it – each team

member should feel his/her input is important • Strong work ethic – when others see the leader work hard, they are inspired to as well • Consensus builder – there are many opinions and they ultimately need

best practices to complete projects on-time and on-budget. And you can join as an organization or as an individual… just select the membership category that best fits your needs. If you have any questions, contact the CMAA membership department at membership@cmaanet.org.

to focus on one decision through consensus. At CMAA we are committed to teaching leadership skills as one of the core competencies of our members; we need to help you create the next generation of excellent construction managers to lead us into the future.

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The 2019 CMAA Membership Renewal Campaign is now underway. All members should be on the lookout for their renewal notice.


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Building America’s Friendliest Airport Takes a Team of Experts 2018 Project of the Year Year in Review 2018

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Winter 2018 Advisor  

Published by the Construction Management Association of America.

Winter 2018 Advisor  

Published by the Construction Management Association of America.

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