Presentation 25 January 2006 Presentation Agenda

1
CMAAPresentation

• 25 January 2006

2
Presentation Agenda

• Introductions
• The role of the Construction Manager
• All about CMAA
• CMCI and the Certified Construction Manager
• CMAA Professional Development
• FMI/CMAA 6th Annual Survey of Owners
• Questions and Answers

3
Todays Reality...

• Construction is risky, complex and challenging.
• Delays, changes, disputes and accidents are
  costing more than ever.
• Owners dont have the expertise or the staff to
  stay on top of their projects and programs.
• Success demands collaboration, communication and
  leadership!

4
Where Does the CM Fit In?

• Augments or represents the owner in todays
  complex contracting environment
• Provides the expertise necessary to achieve
  project goals
• Provides critical project/program leadership

5
Construction Management

• A professional practice that applies effective
  management techniques to the planning, design,
  and construction of a project from inception to
  completion for the purpose of controlling time,
  cost and quality.

6
Professional CM Pays Off In

• Speed of project completion
• Quality of finished job
• Quality of the construction process
• Cost savings
• Project safety
• Claims and dispute avoidance

7
The Role of the CM is Expanding

• Quality of Design Docs Decreasing
• Tech Support Decreasing
• Project/Program Complexity Increasing
• Regulatory Requirements Increasing
• Design Phase Services Increasing
• Green Requirements Increasing
• Risk of Claims Increasing

8
CM and Delivery Systems

• Professional Construction Management is delivery
  system neutral and fills a vital role in all
  widely used delivery systems.
• A CM can help assess and select the best delivery
  method for every project.

9
The Agency CM Always Acts in the Owners
Best Interests
CONSTRUCTION MANAGER
10
Construction Management Association of America

• North America's only organization dedicated
  exclusively to the interests of professional
  program and construction management.

11
CMAA Board of Directors

• Tom Bishop
• URS Construction Services
• Gary Cardamone
• Port of Long Beach, CA
• David Conover, CCM
• HDR, Inc.
• Robert Fraga
• U.S. Postal Service
• Jerry Gallagher
• Gallagher Construction Services
• Kurt Goddard
• ARCADIS

• Robert Hixon Jr., CCM, FCMAA
• Capitol Visitor Center
• James Hobbs Jr.
• Wright Robinson Osthimer Tatum
• Bill Hoy
• B. F. Saul Company
• Raoul Ilaw
• Parsons
• Ron Kerins, CCM
• Hanscomb Faithful Gould
• Randy Larson
• PBSJ

12
CMAA Board of Directors

• Charles Levergood
• Jacobs
• Steve Margaroni
• PSOMAS
• D. J. Mason
• Keville Enterprises, Inc.
• James Mitchell, CCM
• DMJM Management
• James Moynihan
• Heery International
• Dave Rathmann, CCM
• 3D/I

• David Richter
• Hill International, Inc.
• Steve Routon
• HNTB Corporation
• Porie Saikia-Eapen
• MTA New York City Transit
• Joseph Seibold
• PinnacleOne
• Brian Stover, CCM
• Urban Engineers, Inc.
• William Van Wagenen, CCM
• CH2M HILL
• Robert Wilson, FCMAA
• Parsons Brinckerhoff Construction Services

13
About CMAA

• 3,300 member Industry Association comprised of
  organizations, individual practitioners, owner
  practitioners and academia.
• 25 regional chapters serving local needs of
  members and their clients.
• Incorporated in 1982.

14
CMAAs Mission and Vision

• Mission
• To promote professionalism and excellence in
  the management of the construction process.
• Vision
• To be the recognized authority in the management
  of the construction process.

15
The Goals of CMAA

• Promote international recognition and
  understanding of professional CM services for
  capital project execution.
• Provide CM Industry advocacy at all levels of
  government.
• Promote professional development of CMAA
  membership to assist members in marketing
  themselves and their companies.
• Promote research development of CM practices.
• To represent all segments in the CM industry.

16
CMAA Code of Ethics

• Client Service
• Representation of Qualifications
• Standards of Practice
• Fair Competition
• Conflicts of Interest

• Fair Compensation
• Release of Information
• Public Welfare
• Professional Development
• Integrity

17
Standing Committees

• Executive
• Ethics
• Audit
• Nominating
• Rules and Resolution

18
Committees

• Budget and Finance
• Business Development
• Government Affairs
• International
• Leadership Resource

• Membership Marketing / Member Satisfaction
• Professional Development
• Project Achievement Award
• Regional Chapters
• Research and Development
• Standards of Practice and Documents

19
CMAA History
20
History . . . the Beginnings

• A group of 37 individuals representing diverse
  A/E/C firms meet in Indianapolis on October 28,
  1981 to explore the formation of a national
  construction management association. 
• CMAAs first annual meeting takes place in Denver
  in October 1982.  Theme Tailoring Professional
  Services to Meet a Changing Marketplace.

21
History . . . the 1980s

• In December 1982 CM Advisor newsletter is
  published to address the increasing complexity of
  building projects, the desire by owners to reduce
  construction time and costs, and the emerging new
  concepts in construction methods, organization
  and management. 
• The first edition of the CM Standards of Practice
  is published in1986, and the Board of Directors
  begins the development of a certification program
  for professional construction managers.
• CMAA forms regional chapters in Los Angeles,
  Minnesota, Chicago and Washington, DC.

22
History . . . the 1990s

• CM Certification begins in 1996 as CMCI
  administers exams to 20 candidates. 
• In 1997, CMAAs state of affairs declines.
• CMAA transitions from a trade association to an
  industry association focusing on its individual
  members and their needs as construction
  management professionals.  Subsequently, CMAA
  creates a new mission, vision, and strategic
  plan, and hires its first staff executive
  director.

23
History . . . the 1990s . . . continued

• The Code of Professional Ethics for the
  Construction Manager is adopted and published to
  guide professional practitioners providing CM
  services to owners.  
• The CMAA Foundation is established to fund
  student scholarships and fund research.
• First Annual Survey of Owners published in
  conjunction with FMI.
• Idaho becomes the first state to license Agency
  CMs using CMCIs certification exams.

24
History . . . the 2000s

• The CM eJournal is created to examine technical
  issues within the CM industry.
• A Government Affairs Department is established.
• The CMAA Foundation begins its first research
  efforts.
• GSA becomes the first public owner to include the
  CCM as a preference in an RFQ.
• A Diversity Policy is approved by the Board of
  Directors.
• The CMAA University is created to provide
  professional development programs.

25
History . . . the 2000s . . . continued

• CMAA/FMI Ethics Study reveals that construction
  industry is tainted by unethical activities.
• Cleveland becomes CMAAs 25th regional chapter.
• The Construction Manager in Training (CMIT)
  program is created to guide and mentor young
  professionals.
• CMCI applies for ANSI Accreditation.

26
CMAA 10-Year Growth
27
3343 Members

• Corporate Alternate 751
• Founder 5
• Retiree 12
• Sole Proprietor 139
• Additional Associate 34
• Owner Organization 13
• Owner Additional 104
• Honorary Members 13

• Large Corporation 55
• Mid-Size Corporation 42
• Small Corporation 254
• Associate Membership 85
• Academic Member 40
• Student Member 109
• Additional Corporate 863
• CM Practitioner 276
• Owner Practitioner 548

28
Owner Organization Members

• MTA New York City Transit Authority
• United States Postal Service
• U.S. General Services Administration
• Los Angeles Unified School District
• Architect of the Capitol
• MTA Capital Construction
• Ohio School Facilities Commission
• Catholic Diocese of Arlington
• Washington Mutual Bank
• University of California, San Diego
• Hillsborough County Aviation Authority
• City of Long Beach
• BJC Healthcare

29
Spring Conference Leadership
ForumPhiladelphia, PennsylvaniaMay 7 9,
2006Leading the Revolution in Capital Projects
Delivery

• Our theme seeks to recognize and advance new
  roles and methods that have a revolutionary
  effect on the way capitol projects are being
  delivered. It also addresses the issue that
  although neither the industry nor owners are open
  to sudden change, new economic forces are again
  accelerating the rate of change.

30
CMAA National Conference Trade ShowTampa,
FloridaOctober 15 17, 2006

• Breakthroughs in Project Efficiency
• 32 Education Sessions for CMs, PMs and their
  clients
• Trade show filled with companies offering the
  newest products and services
• Keynote speakers
• Annual Owners Panel session discussing the
  latest CMAA/FMI owner survey
• Foundation golf tournament at Lone Palm Course

31
Contract Documents Publications

• CMAA Standards of Practice
• Standard Forms of Agreement for Agency CM and CM
  At-Risk
• Time Management, Quality Management, Cost
  Management, Program Management, and Leadership
• Contract Administration Procedures

32
Government Relations

• CM related communications with appropriate state
  regulatory agencies and legislative officials.
• Development of an Internet-based state-by-state
  resource on CM related laws regulations.
• Continued relationship building with Congress,
  public owners, and allied associations.
• Advocacy on federal, state, and local CM-related
  legislative regulatory actions.

33
New Programs

• Construction Manager in Training (CMIT)
• Compensation Study
• Summer Intern Database
• Capstone Online
• Virtual Chapter, Owner Member Listserv
• Best Practices in School Building Summit 06
• January 07 Summit planned for Transportation
• June 07 Summit planned for Water/Wastewater

34
Military Transition Assistance

• CMAA and CMCI can provide assistance to
  practitioners transitioning from the military
  through our online employment center,
  professional development programs and through the
  professional credibility that the CCM designation
  provides.

35
CMAA Foundation

• CMAAs Foundation has awarded more than 50,000
  in scholarship support to students enrolled in
  college level programs in Construction
  Management.
• The Foundation recently funded three research
  projects
• Comparative Analysis of Total Project Costs with
  vs. without a CM, conducted by a joint research
  team from the University of Southern California
  and California State Univ. at Long Beach.
• Schedule Acceleration Techniques Using a CM,
  awarded to Virginia Tech.
• Owners Risk Reduction Techniques Using a CM,
  awarded to Northeastern University.

36
CMAA/CMCI Partnerships

• American Subcontractors AssociationAssociation
  for the Advancement of Cost EngineeringConstructi
  on Financial Management AssociationNational
  Inst. for Certification in Eng.
  TechnologiesNational Society of Professional
  EngineersNorthwest Council of Construction
  ConsumersSociety for Marketing Professional
  ServicesWestern Council of Construction
  ConsumersWomen's Transportation Seminar

37
CMCI

• And the
  Certified Construction Manager

38
What is CMCI?Construction Manager Certification
Institute

• Oversees the CM Certification Program
• Independent from, but sponsored by CMAA
• Governed by 12 governors CCMs from public and
  private sectors
• Responsible for policies and procedures
• Review and evaluate applications

39
CMCI Board of Governors

• Edward Bond Jr, CCM Chairman
• Bond Brothers Inc.
• Mani Subramanian, CCM Vice Chair
• Vanir Construction Management, Inc.
• Ed Field, CCM Secretary
• Port District of South Whidbey Island
• Robert L. Black, CCM
• Capital Performance Management, LLC
• Sid Hymes, CCM
• Parsons
• Bill Ingles, CCM
• CH2M HILL

40
Board of Governors cont

• Joe Lawton, CCM
• DMJMHN
• George Lea Jr, CCM
• Washington Metropolitan Area Transit Authority
• Blake Peck, CCM, FCMAA
• McDonough Bolyard Peck
• Linda Phillips, CCM
• GSA
• Rick Rye, CCM
• Fluor Corporation
• Carl Sciple, CCM
• Massachusetts Port Authority

41
The Certified Construction Manager (CCM)

• A recognized professional in our industry,
  certified by both experience and exam.
• Someone who has voluntarily met the prescribed
  criteria of the CCM program with regard to
• Formal education
• Actual CM experience
• Demonstrated capability and understanding of the
  CM Body of Knowledge

42
Value of Certificationto the Employee

• Tells owners, employers and peers that you are a
  professional
• Could be worth a salary increase, career
  advancement
• Recognition from CMAA networking with other CCMs

43
Value of Certificationto the Employer

• Independent assessment of employees knowledge
  and skills
• Measurement tool for training
• Improved marketability of company
• Mobility of certified workforce across state lines

44
Value of Certificationto the Industry

• Linkage between standards of the profession and
  individual practice
• Assurance of competency
• Adherence to ethical standards (per the Code of
  Ethics)

45
Certification Eligibility Requirements

• 4 years CM/PM responsible-in-charge experience as
  represented by the Qualifications Matrix
• Current employment as a CM/PM
• One of the following
• Degree in CM-related accredited course of study
  (BS, MS level), or
• An AA degree and 4 additional years of industry
  experience, or
• 8 additional years construction industry
  experience

46
Qualifications Matrix
47
Responsible in Charge

• CMCIs definition of Responsible in Charge
• Did the decisions that the candidate was
  empowered to make directly impact the successful
  completion of the project and was the candidate
  directly responsible in charge of construction
  management services and for protecting the
  interests of the project and the owner?

48
Letters of Reference, Resume Exam

• Upon receiving an application, all references
  will be contacted by CMCI and given a reference
  letter to complete. These forms must be sent
  directly back to CMCI.
• Submit a current professional resume documenting
  specific responsibilities on each project, not
  simply a description of the project.
• Comprehensive 6 hour exam based on experience and
  knowledge.

49
CCM Recertification

• Initial certification is good for 5 years
  thereafter renewal every 3 years is required
• 3 renewal categories with a total of 24 points
  achieved in
• Involvement/Commitment to the profession
• Contribution to the profession
• Professional development

50
CMCI Fees

• Application 275
• Exam 275
• Annual Fee 75

51
Total CCMs by Year
52
American National Standards Institute (ANSI)

• A non-profit organization that administers and
  coordinates the U.S. voluntary standardization
  and conformity assessment system.
• Affiliated with the International Organization
  for Standardization (ISO).
• Administers the ISO/IEC 17024 Personnel
  Certification Accreditation Program, designed to
  harmonize the personnel certification process
  worldwide and create a more cost-effective global
  standard for workers.  

53
ISO/IEC 17024 now an American National Standard

• ASTM International has adopted 17024 as an
  American National Standard.
• American Standards are often adopted by state and
  federal government.
• American Standards ensure
• Balance
• Due Process
• Consensus

54
Government Support of ANSI 17024

• DOD Directive 8570.1 requires ISO/IEC 17024
• Demonstration to Congress of an affiliation with
  a program they can be comfortable with knowing
  the individuals performing services are
  qualified.
• Government Inquiries to ISO/IEC 17024
• Department of Homeland Security
• OSHA
• GSA
• Transportation Security Administration

55
Owners Supporting CCM

• General Services Administration
• U.S. Army Corps. of Engineers (Baltimore Dist.)
• Department of Veterans Affairs
• Los Angeles Unified School District
• Metropolitan Washington Airport Authority
• Washington Metropolitan Area Transit Authority
• New York City Transit

56
Testimonials

• "When you're managing a large public program you
  need the public's confidence that tax dollars are
  being spent wisely.  By encouraging certified
  construction managers (CCM) we have one more
  measure of professionalism and competence in a
  discipline that is vital to our success."
•             -Jim McConnell, Chief Facilities
  Executive, Los Angeles Unified School District
•  "When I hire a GC do I ask for a CCM, no, why
  not? I see a CCM being more than just a person
  who can manage the construction process. I want
  my CMa to be a CCM because it assures me they can
  manage the entire process but they also know
  where I am coming from as an owner."
•            -Linda Phillips, CCM, General Services
  Administration

57
Certification Issues

• ANSI Accreditation
• Veterans Affairs pending RFQ
• Interest from Transportation Owners
• New York City Transit
• Federal Highway Administration
• Illinois Toll Authority
• Regional Chapter Support

58
CMAA Professional Development
59
Overview

• CM industrys only source for professional
  education and training
• Developed within the CM profession
• Organized in curriculum-based structure
• Available through
• Seminars
• Workshops
• Customized training
• Webinars
• CMAA conferences

CMAAs professional development program offers
CMs and owners valuable training and tools to
excel. In addition, CMAA does a tremendous job of
making their program accessible in many different
formats, and they offer variety in their programs
to suit professionals at all levels. - Chuck
Levergood, PE Jacobs Facilities
60
Comprehensive Curriculum

• Professional Practice Ethics
• Contract Administration
• Time Management
• Value Engineering
• Leadership

• Project/Program Management
• Cost Management
• Quality Management
• Safety Risk Management

61
Certification Exam Prep Course

• Designed to prepare the certification candidate
  to sit for the six-hour CM certification exam
• Seven domains covered
• Contract Administration
• Professional Practice
• Project Management
• Cost Management
• Time Management
• Quality Management
• Safety/Risk Management
• Certificates of completion and educational credit
  transcripts are provided to each attendee

I recommend that everyone planning to sit for
the CCM exam take the Certification Exam Prep
Course. I wouldnt have passed the exam the first
time without it. - Catherine Clifford, CCM
project manager Turner Construction Company
Disclaimer The CCM program is governed by the
Construction Manager Certification Institute
(CMCI), the independent certifying body of CMAA.
Neither CCM volunteers nor CMCI staff are
involved in the development of any preparatory
program. No preparatory program is endorsed or
required by the CMCI to earn the CCM.
62
CM Standards of PracticeIn-House Training

• CMSP in-house training service may be presented
  in two different versions
• Standard presentation
• All eight modules
• Twenty contact-hours of instruction
• Three-day course
• Customized seminars
• Any of the CM module topics
• Targeted to an organizations specific needs

63
CM Seminars and Workshops

• Public and private group educational events are
  presented on major CM-specific topics
• Leadership
• Scheduling
• Risk Assessment
• Latest market sector trends and industry issues
• Led by subject matter experts and/or CM
  practitioners

64
US Forces KoreaProgram Management Workshop

• Workshop for 25 South Korean, US military, and
  civilian personnel
• Collaboration of CMAA and several teams
• Korean Government (Korean Army)
• US Army Engineer District Far East
• US Forces Korea
• CMAK
• Program Goals
• Develop a common understanding of CMAAs Project
  and Program Management concepts
• Develop and rank a list of criteria that are
  important to the program
• Discuss benefits of program management for each
  criterion

65
New York CityMetropolitan Transit Authority

• Customized Project Management Course
• Goals
• Update the CM Standards for the Transit engineers
• Comply with the mandate for advanced staff
  training
• Certification Exam Prep Course
• Goal Support the Transit Authoritys move toward
  enforcing the CCM credential for their qualified
  staff

66
US Army Corps of EngineersBaltimore District

• Certification Exam Prep Course
• Goal Provide a vehicle through which the Corps
  members could receive training in preparation for
  CCM exam

67
Web Assisted Learning

• Uses the Internet to deliver education programs
  (CMs TalkLive!)
• Education and CCM recertification credits earned
• Convenient
• Cost-effective
• Accessible

Web Assisted Learning allows our firm to stay
current with the industry and helps us to serve
our clients more effectively. Investment in the
education of personnel is essential to improved
performance and employee retention. - Monique
Cayle CM Construction Services, LLC
68
Conferences

• National Conference Tradeshow
• Spring Leadership Forum
• Best Practices Summit

CMAAs Professional Development Programs and
Conferences are an excellent vehicle for owners
and their representatives to learn about the best
practices and real world information that
owners can apply to their own capital
improvements programs. - Bob Fraga United
States Postal Service
69
Chapter Review Course

• Delivered to local chapters for their members as
  a turn-key program

The educational and professional programs
offered by CMAA are the best in the industry.
Whether you are new to the profession or a
seasoned veteran, there are opportunities for
learning available from CMAA. - Bruce W.
Palmer, CCM, FCMAA United Properties, LLC
70
Chapter Education

• 25 Regional Chapters offering Education Programs
  throughout the year on topics including
• Risk Management The Owner Surety Working
  Together
• Estimating for Construction Costs Market
  Fluctuations
• Homeland Security Issues for the Construction
  Manager
• CM Agency/CM At-Risk What do Owners Want
• Effective Risk Management/Site Safety for
  Construction Managers
• Dispute Resolution and Partnering for
  Construction Managers
• What Owners Want CMs and the Construction
  Industry To Do Better
• Constructive Acceleration
• Mechanics Liens, Stop Notices Bonds
• Improving the Quality of Design Documents
• Storm Water Management and Erosion
  Control Techniques

71
Construction Manager in Training

• CMIT designation is for
• New and recent graduates of construction
  management and related career programs
• Experienced professionals just embarking on the
  path to become professional construction managers
• Mid-career newcomers to the CM profession
• Gives the individual a structured career path
• Demonstrates early competence in construction
  management practice
• Increases the awareness in a CMIT individual of
  the body of CM knowledge

72
Online Catalog, Registrar and Credit

• Course descriptions and registration are
  available online
• Early bird discounts
• Group discounts
• Education credit and transcripts are available
  for all professional development offerings
• CMAA is a registered provider with AIA Continuing
  Education Services

73
Bookstore

• Array of professional development products and
  publications
• Electronic format Latest topics of interest in
  ten education tracks are available on CDs.
  Updated monthly.
• Print format Wide range of publications on the
  practice of CM
• CM Standards of Practice Study Kit Capstone,
  Standards of Practice, Agency CM and CM At-Risk
  model contracts, Contract Administration, Time
  Management, Cost Management, and Quality
  Management

74
Client List

• Architect of the U.S. Capitol
• CM Standards of Practice Course
• Los Angeles Unified School District
• Certification Exam Prep Course
• New York City Department of Design and
  Construction
• Project Management Course customized
• New York City Transit Authority
• Project Management Course customized
• Certification Exam Prep Course
• Port of Los Angeles
• CM Standards of Practice Course

• University of Maryland
• CM Standards of Practice Course
• U.S. Army Corps of Engineers
• Certification Exam Prep Course
• U.S. Forces Korea
• Program Management Workshop customized
• U.S. General Services Administration
• Professional Review Course
• Washington Metropolitan Area Transit Authority
• Certification Exam Prep Course
• Western Federal Lands Highway Division
• CM Standards of Practice Course

75
CMAA/FMI Owners Study
76
CMAA/FMI Owners Survey

• The sixth annual survey has revealed that owners
  are making changes that are revolutionizing the
  construction process.
• These changes result from a clear realization
  that rather than the costs of raw materials like
  steel and concrete or the cost of labor, the
  biggest cost impacting construction today is that
  of inefficiencies built into the way projects are
  run.

77
CMAA/FMI Owners Survey

• Owners are beginning to see how their own
  approaches to construction can actually foster
  inefficiency and raise costs -- or, in contrast,
  how the right strategy can create the kind of
  collaborative and open working environment in
  which jobs are done quickly and done right

78
CMAA/FMI Owners SurveyOwners Top Concerns

• Trust and Integrity in the Construction Process
• Coordination-Collaboration among team members
• Improved relationships among team members
• A/E aware of the cost to build their design
• Bring team members together during design phase
• Communicate and control a clear scope of work
• Provide more complete drawings
• Owners accept responsibility for process
• Owners need to be more responsive in decision
  making
• Attain good project definition

79
Industry Trend?

• FMI/CMAA 5th Annual Survey had similar results
• 74 of owners- decline in quality
• 63 of owners- incomplete designs, Subs are
  completing designs
• Architects need to be held responsible.

80
Who Participated

• Construction Users Roundtable (CURT)
• Construction Owners Assn. of America (COAA)
• Northwest Council of Construction Consumers
  (NWCCC)
• CMAA Owner Members
• FMI Owner Clients

81
Who Responded

• Municipal 27
• State 21
• Public Corporation 17
• Federal 15
• Private Company 12
• Quasi-Public 8

82
CMAA/FMI Owners Survey

• 66 of respondents use the design-bid-build
  delivery method most often, but only 23 believe
  that this method offers the best value.
• Between 40 and 50 of all construction projects
  are running behind schedule.  This finding is
  consistent with previous years surveys. There is
  increasing recognition that much of this delay
  results from inefficiencies built into the way
  projects are managed.

83
CMAA/FMI Owners Survey

• Commissioning runs longer than planned 47 of the
  time, in part because many of those surveyed do
  not have a formal commissioning requirement. 
• Timelier decision making by owners is the single
  most urgent improvement needed in the
  construction process, a factor cited by 80 of
  all survey respondents.

84
CMAA/FMI Owners Survey

• Trust and integrity are required ingredients for
  improving communications and collaboration, the
  survey says, in contrast to the frequently
  adversarial or arms length relationships
  common in the past.
• Only 37 of owners use standard contract
  documents provided by CMAA, AIA or other groups,
  while the majority use their own modified or
  proprietary contracts.

85
CMAA/FMI Owners Survey

• More than a third of owners said they felt their
  project controls were not adequate, citing
  project management and cost controls as areas
  most in need of improvement.
• There is a clear trend among government and
  quasi-public owners to break out of the
  design-bid-build pattern and explore other
  options, judging these options on the basis of
  which best meets the needs of a specific project.

86
Questions?
87
For More Information

• 7918 Jones Branch Drive, Suite 540
• McLean, Virginia 22102 USA
• Tel [phone] Fax [phone]
• www.CMAAnet.org
• www.CMcertification.org

88
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