What is the Construction Manager at Risk (CMAR) method?

What is the Construction Manager at Risk (CMAR) method?

• A. The construction manager is involved early and assumes cost risk, but the consultant does not direct work.
• B. The construction manager is involved only after bids.
• C. The CMAR eliminates any cost risk for the owner.
• D. The CMAR shifts all responsibility to the designer.

Answer: (A)

The idea behind Construction Manager at Risk is that a construction manager is brought on early to provide pre-construction services, help with budgeting and constructability, and then take on the risk of delivering the project within a guaranteed maximum price. This setup gives the owner a defined cost ceiling and input from the CM during design, while the design professionals still direct the actual design work and the owner retains control of the design. The statement that best fits this is the one that highlights early involvement and the CM assuming cost risk, with the understanding that the consultant (designer) does not direct construction work. It reflects the CMAR structure where the CM collaborates on planning and budgeting and then manages construction under a GMP. The other descriptions don’t fit CMAR: it isn’t only after bids, it does not eliminate cost risk for the owner (the CM bears the risk), and it does not transfer all responsibility to the designer.

The idea behind Construction Manager at Risk is that a construction manager is brought on early to provide pre-construction services, help with budgeting and constructability, and then take on the risk of delivering the project within a guaranteed maximum price. This setup gives the owner a defined cost ceiling and input from the CM during design, while the design professionals still direct the actual design work and the owner retains control of the design. The statement that best fits this is the one that highlights early involvement and the CM assuming cost risk, with the understanding that the consultant (designer) does not direct construction work. It reflects the CMAR structure where the CM collaborates on planning and budgeting and then manages construction under a GMP. The other descriptions don’t fit CMAR: it isn’t only after bids, it does not eliminate cost risk for the owner (the CM bears the risk), and it does not transfer all responsibility to the designer.