PMI-CP — PMI Construction Professional Quick Reference

Last revised: June 29, 2026

Compact PMI-CP quick reference for construction project management processes, controls, contracts, changes, claims, schedule, cost, risk, quality, and stakeholder decisions.

Exam-Use Orientation

This Quick Reference supports independent preparation for the PMI Construction Professional (PMI-CP) exam from PMI, exam code PMI-CP. Use it to review construction project management decision points, artifacts, controls, and scenario patterns.

PMI-CP scenarios commonly test judgment: what to do next, which artifact controls the decision, who should be involved, and how to protect safety, value, contract alignment, and stakeholder trust.

High-Yield Decision Priorities

When several answers look reasonable, prioritize in this order unless the scenario states otherwise:

Priority	What to do	Exam trap to avoid
1. Safety and public protection	Stop or secure unsafe work, notify the right parties, investigate, document, and correct	Continuing work to protect schedule when there is imminent danger
2. Contract and governance	Check contract, approved plans, delegated authority, notice requirements, and change process	Relying on verbal direction without documentation
3. Facts before action	Inspect, measure, analyze impacts, verify assumptions, and use current project records	Escalating, blaming, or approving before understanding cause and impact
4. Stakeholder alignment	Engage owner, designer, contractor, subcontractors, authorities, and affected users as appropriate	Solving in isolation when interfaces are affected
5. Baseline control	Protect scope, schedule, cost, quality, risk, and procurement baselines	Treating RFIs, meeting notes, or field conversations as approved changes
6. Timely communication	Use issue logs, meeting minutes, daily reports, formal notices, and dashboards	Surprising stakeholders after impacts become unavoidable
7. Lessons and prevention	Update risk register, quality plan, procurement strategy, or interface plan	Fixing only the symptom and leaving the process weakness

Construction Lifecycle Reference

Stage	Primary focus	Key artifacts	Common PMI-CP scenario cues
Initiation / business need	Define value, feasibility, governance, funding assumptions	Business case, project charter, stakeholder register, high-level risk register	Unclear success criteria, weak sponsorship, unrealistic expectations
Planning / preconstruction	Convert intent into executable scope, budget, schedule, risk, procurement, and controls	Project management plan, WBS, baseline schedule, cost baseline, procurement plan, quality plan, safety plan, BIM/VDC plan, communications plan	Incomplete design, long-lead items, constructability issues, permitting risks
Procurement / buyout	Select suppliers and subcontractors, lock commercial terms, align scope packages	RFQ/RFP/IFB, bid tabs, contracts, purchase orders, submittal register, procurement log	Ambiguous scopes, missing exclusions, substitutions, supplier delays
Execution / construction	Coordinate work, manage interfaces, control change, verify quality, protect safety	Daily reports, lookahead schedules, RFIs, submittals, inspection records, issue log, change log	Field conflicts, unsafe conditions, design clarification, productivity losses
Monitoring and control	Compare actuals to baseline and forecast outcomes	Progress reports, EVM metrics, schedule updates, cost reports, risk reviews, NCRs, trend logs	Slippage, cost growth, rework, unresolved decisions, claims risk
Commissioning / turnover	Verify performance, complete documentation, transfer asset to operations	Punch list, commissioning records, as-builts, O&M manuals, warranties, training records	Incomplete closeout, failed tests, late owner training, missing approvals
Closeout / lessons learned	Final acceptance, contract closure, claims resolution, organizational learning	Final account, release documents, lessons learned, archive	Disputes, retained documents, unresolved change orders, warranty transition

Role and Responsibility Reference

Role	Typical responsibility	PMI-CP exam distinction
Owner / client	Defines business need, funding, acceptance criteria, major approvals	Owns value and strategic decisions; should not bypass formal change control
Sponsor	Provides authority, removes organizational barriers, supports governance	Escalate to sponsor for strategic or authority issues, not routine field issues
Construction project manager / CM	Integrates scope, schedule, cost, risk, stakeholders, contracts, and controls	Coordinates decisions; does not personally solve every technical issue
Design professional	Interprets design intent, reviews certain submittals, responds to design RFIs	Contractor generally controls means and methods; designer controls design intent
General contractor / prime contractor	Manages construction execution and subcontractor coordination	Responsible for field coordination within contracted scope
Superintendent	Directs daily field operations, sequencing, crews, logistics, site coordination	Key source for daily status and constructability impacts
Subcontractor / trade contractor	Executes specific work package	Interface risks often arise between trades, not only between owner and contractor
Scheduler / planner	Develops and maintains CPM, lookahead, progress updates, delay analysis	Schedule must be credible, logic-driven, and updated with actuals
Cost engineer / quantity surveyor	Estimates, forecasts, tracks commitments, payments, and changes	Forecasts should reflect approved and pending changes, not only original budget
Contract administrator	Manages notices, correspondence, change records, payment applications	Formal recordkeeping is essential for entitlement and dispute prevention
Quality manager / inspector	Plans and verifies conformance to requirements	QA prevents; QC detects
Safety manager	Leads hazard controls, training, incident response, compliance processes	Safety overrides cost and schedule pressure
Authority having jurisdiction / inspectors	Reviews permits, inspections, code-related approvals	Do not assume internal approval replaces required external approval
End users / operations team	Define operational needs and accept maintainable asset	Late involvement causes turnover and usability problems

Delivery Method Selection

Delivery method	Best fit	Advantages	Risks / exam traps
Design-bid-build	Clear design before construction, price competition desired	Familiar roles, competitive bidding, owner design control	Longer sequence; constructability issues may emerge late
Design-build	Faster delivery, single point of design/construction responsibility desired	Integration, potential speed, reduced owner coordination burden	Owner must define performance requirements clearly; less direct design control
Construction management at risk / CMAR	Early contractor input and price certainty are both desired	Constructability input, phased packages, GMP-type structure may be used	Scope maturity and contingency allocation must be clear
Agency construction management	Owner wants professional management support but holds trade contracts	Strong owner control and transparency	Owner retains more contractual interface risk
Integrated project delivery / collaborative model	Complex projects needing high collaboration and shared incentives	Early alignment, reduced adversarial behavior, innovation	Requires mature team, trust, clear governance
EPC / turnkey	Industrial or infrastructure-style project with performance responsibility	Single point for engineering, procurement, construction	Owner must define output/performance expectations and acceptance criteria

Contract Pricing Reference

Pricing approach	When useful	Main owner risk	Main contractor risk	PMI-CP scenario cue
Lump sum / fixed price	Scope is well defined	Paying for risk premium; change disputes	Underestimating scope, quantities, productivity	Contractor requests change for work arguably included in scope
Unit price	Quantities uncertain but unit scope measurable	Final cost varies with quantities	Unit rates may not cover actual conditions	Excavation, paving, utilities, repetitive measurable work
Cost reimbursable / cost-plus	Scope uncertain, speed needed, collaboration desired	Cost growth if controls are weak	Fee limitations, audit burden	Need transparency, open-book records, cost verification
Guaranteed maximum price	Owner wants cost ceiling with collaborative preconstruction	Ambiguous contingency and allowance use	Scope gaps within GMP assumptions	Dispute over whether cost belongs to contingency, allowance, or change
Target cost / incentive	Alignment on shared savings or overruns	Poorly designed incentives distort behavior	Shared overrun exposure	Scenario emphasizes value and behavior alignment
Time and materials	Small, uncertain, urgent, or hard-to-define work	Inefficient labor or weak documentation	Disallowed costs if records are poor	Field directive or emergency repair

Artifact Selection Matrix

Need	Use this artifact	Not this artifact	Key exam point
Clarify design intent	RFI	Change order	RFI response may trigger a change, but the RFI itself is not usually approval to change scope/cost/time
Approve change in scope, cost, or time	Change order / contract modification	Meeting minutes alone	Baselines change only through authorized approval
Track unresolved project problems	Issue log	Risk register only	Issue has occurred; risk may occur
Track uncertain future events	Risk register	Issue log only	Include owner, trigger, response, contingency
Verify materials/equipment meet requirements	Submittal / shop drawing / product data	RFI	Submittal review is not a redesign request
Record daily field facts	Daily report	Monthly summary only	Daily records support delay, productivity, safety, and claim analysis
Control field execution sequence	Lookahead schedule / work plan	Contract milestone list only	Short-interval planning converts baseline intent into work coordination
Measure project progress	Updated CPM, physical progress, earned value, quantity tracking	Verbal percent complete	Use objective rules of credit where possible
Validate completed work	Inspection and test records	Payment approval alone	Payment does not necessarily equal final acceptance
Close the project	Punch list, commissioning records, as-builts, O&M manuals	Progress report	Turnover requires technical, contractual, and operational completeness

Construction Change Control Workflow

    flowchart TD
	    A[Potential change event] --> B{Immediate safety or asset risk?}
	    B -- Yes --> C[Stabilize work and document conditions]
	    B -- No --> D[Give required notice and log event]
	    C --> D
	    D --> E[Identify basis: scope, directive, design issue, condition, code, owner need]
	    E --> F[Analyze cost, schedule, quality, risk, procurement, and interface impacts]
	    F --> G{Authorized approval exists?}
	    G -- Yes --> H[Issue approved change order or directive per contract]
	    G -- No --> I[Submit proposal or change request]
	    I --> J{Decision}
	    J -- Approved --> H
	    J -- Rejected or disputed --> K[Reserve rights and follow dispute process]
	    H --> L[Update baselines, logs, forecast, drawings, procurement, and communications]
	    K --> L

Change Scenario Decision Table

Scenario	Best next action	Avoid
Owner verbally asks for extra work	Confirm in writing, check authority, submit/obtain formal change approval	Starting work with no record or price/time agreement unless contract allows directive work
Differing site condition discovered	Stop affected work if needed, document condition, notify, protect evidence, assess impact	Covering the condition or proceeding without notice
RFI response adds scope	Treat as potential change, price/schedule impact, route through change control	Assuming RFI response automatically authorizes extra cost/time
Designer correction creates rework	Document cause and installed work status, assess cost/schedule, submit change or claim per process	Assigning blame before entitlement and causation analysis
Subcontractor caused coordination conflict	Review coordination responsibilities, correct plan, mitigate delay, manage subcontractor performance	Passing every trade conflict to owner as a change
Owner requests acceleration	Analyze feasibility, cost, safety, quality, and risk; obtain written direction and compensation basis	Adding overtime without approval or burning out crews
Material substitution proposed	Verify technical equivalence, schedule benefit, warranty, approvals, cost impact	Accepting “or equal” without required review
Permit or inspection delay	Identify cause, update schedule, engage authority through proper channel, mitigate	Assuming all external delays are automatically compensable
Weather event affects critical work	Document actual conditions, affected activities, contract criteria, mitigation	Claiming delay without critical path impact analysis
Field directive issued	Follow contract directive process, track labor/equipment/materials daily, reserve rights if needed	Treating directive work as informal and undocumented

Claims and Disputes Quick Reference

A construction claim generally needs four practical elements:

Element	Question to prove	Evidence examples
Entitlement	Is there a contractual or project basis for relief?	Contract clauses, drawings, specifications, directives, RFI responses
Causation	Did the event cause the claimed impact?	CPM updates, daily reports, photos, correspondence, inspection records
Damages / impact	What cost, time, or performance effect resulted?	Cost records, labor reports, equipment logs, invoices, productivity analysis
Notice and mitigation	Were required notices given and reasonable steps taken to reduce impact?	Notices, meeting minutes, recovery plans, alternate sourcing records

Delay Types

Delay type	Meaning	Likely result
Excusable	Delay beyond contractor control under contract terms	May justify time extension
Compensable	Owner-risk delay that affects contractor cost/time	May justify time and money
Non-excusable	Contractor-risk delay	Usually no time or cost relief
Concurrent	Owner-risk and contractor-risk delays overlap on critical path	Requires careful analysis; outcome depends on facts and contract
Critical delay	Affects project completion or contractual milestone	More significant than noncritical delay
Noncritical delay	Consumes float but does not affect completion	May still create coordination or cost issues

Schedule Control Reference

Term	Meaning	Exam-use distinction
WBS	Deliverable-oriented breakdown of scope	Foundation for estimating, scheduling, procurement, and control
Activity	Scheduled unit of work	Must have duration, logic, resources, and progress rules
Milestone	Zero-duration marker	Useful for contractual or decision points, not actual work
Critical path	Longest path controlling finish date	Delay on critical path can delay project completion
Total float	Time activity can slip without delaying project finish	Float ownership depends on contract/governance; do not assume
Free float	Time activity can slip without delaying successor early start	Useful for trade coordination
Lead	Acceleration overlap between activities	Can create quality/rework risk if overused
Lag	Waiting time between activities	Should represent real constraints, not hide weak planning
Baseline schedule	Approved reference schedule	Compare actual progress and forecast to baseline
Updated schedule	Current schedule with actuals and forecast	Must reflect real progress, not desired progress
Lookahead schedule	Short-term field planning horizon	Coordinates constraints, crews, materials, inspections
Pull planning	Work planned backward from milestone by those doing the work	Supports commitment reliability and interface coordination

Schedule Formulas

\[ \begin{aligned} \text{Total Float} &= LS - ES = LF - EF \\ \text{Free Float} &= \text{Successor } ES - \text{Current } EF \end{aligned} \]

Schedule Recovery Options

Option	Use when	Watch for
Resequencing	Logic can change without violating constraints	Trade stacking, safety, access conflicts
Crashing	Add resources to shorten duration	Higher cost, diminishing returns, productivity loss
Fast tracking	Overlap design/procurement/construction activities	Rework and quality risk
Overtime / shift work	Short-term recovery needed	Fatigue, safety, premium cost, supervision limits
Prefabrication / modularization	Work can move offsite or parallelize	Design freeze, logistics, quality verification
Expediting procurement	Long-lead item threatens path	Premium freight, supplier capacity, substitution risk
Scope reduction / deferral	Owner accepts changed value or phasing	Requires formal approval and stakeholder alignment

Cost and Earned Value Reference

Metric	Formula	Interpretation
Planned Value	PV = budgeted value of planned work	What should have been earned by now
Earned Value	EV = budgeted value of completed work	Value of work actually completed
Actual Cost	AC = actual cost of completed work	What was spent
Cost Variance	CV = EV - AC	Positive is under budget; negative is over budget
Schedule Variance	SV = EV - PV	Positive is ahead of planned value; negative is behind
Cost Performance Index	CPI = EV / AC	Above 1.0 favorable; below 1.0 unfavorable
Schedule Performance Index	SPI = EV / PV	Above 1.0 favorable; below 1.0 unfavorable
Estimate at Completion	EAC = forecast total cost	May use several methods depending on assumptions
Estimate to Complete	ETC = EAC - AC	Forecast remaining cost
Variance at Completion	VAC = BAC - EAC	Positive means forecast underrun; negative means overrun

\[ \begin{aligned} CV &= EV - AC \\ SV &= EV - PV \\ CPI &= \frac{EV}{AC} \\ SPI &= \frac{EV}{PV} \\ ETC &= EAC - AC \\ VAC &= BAC - EAC \end{aligned} \]

Cost Control Traps

Trap	Better exam answer
Reporting only actual cost without earned progress	Compare cost to physical progress and budgeted value
Using percent complete without objective basis	Use measurable quantities, milestones, rules of credit, or inspection-verified progress
Ignoring pending changes	Track approved, pending, disputed, and forecast changes separately
Treating contingency as a free budget	Use reserves according to governance and risk/change process
Paying for defective work to preserve cash flow	Verify conformance and contractual payment requirements
Combining allowances, contingency, and changes	Keep each category distinct and traceable

Risk, Issue, and Opportunity Management

Concept	Use when	Key fields / actions
Risk	Uncertain future event	Cause, event, effect, probability, impact, owner, trigger, response
Issue	Event has occurred	Owner, due date, action plan, escalation path, status
Opportunity	Uncertain event with positive effect	Exploit, enhance, share, or accept
Residual risk	Risk remaining after response	Monitor and assign owner
Secondary risk	New risk created by a response	Add to register and plan response
Contingency plan	Preplanned action if trigger occurs	Link to risk trigger and reserve
Fallback plan	Backup if primary response fails	Use for high-priority risks

Expected monetary value is often useful for comparing risk responses:

\[ EMV = Probability \times Impact \]

Construction risk	Typical response
Unknown utilities	Survey, potholing, utility coordination, contingency plan
Geotechnical uncertainty	Site investigation, allowances, differing-condition process
Long-lead equipment	Early procurement, expediting, alternate suppliers
Labor shortage	Workforce planning, subcontract strategy, productivity monitoring
Design incompleteness	Design review, constructability review, RFI discipline
Interface congestion	BIM coordination, pull planning, zone planning
Community disruption	Stakeholder communication, access plan, noise/dust controls
Safety hazards	Job hazard analysis, training, permits, supervision, stop-work authority

Quality, Safety, and Environmental Controls

Area	Prevention-focused controls	Detection-focused controls	Exam distinction
Quality assurance	Quality management plan, procedures, audits, training, supplier qualification	Process audits	QA improves the system
Quality control	Inspection and test plans, checklists, sampling, mock-ups	Inspections, tests, NCRs	QC verifies the product/work
Safety	Hazard analysis, toolbox talks, permits, method statements, competent supervision	Observations, incident reports, audits	Unsafe work requires immediate control
Environmental	Erosion controls, spill prevention, waste handling, protected-area controls	Monitoring, inspections, incident records	Environmental issues can affect permits, reputation, and shutdown risk
Commissioning	Commissioning plan, start-up procedures, functional test scripts	Functional testing, performance verification	Turnover is not complete until asset performs as required

Nonconformance Response

Step	Action
1. Identify	Record the defect or deviation clearly
2. Contain	Prevent further affected work or use
3. Notify	Engage quality, contractor, designer, owner, or authority as required
4. Evaluate	Determine cause, extent, safety impact, schedule/cost impact
5. Decide disposition	Rework, repair, reject, or accept as-is if authorized
6. Correct root cause	Update process, training, supplier control, or inspection point
7. Verify	Reinspect and close the NCR with evidence

RFIs, Submittals, and Design Coordination

Item	Purpose	Good practice	Common trap
RFI	Clarify ambiguity, conflict, omission, or field condition	Ask clear question, cite documents, include proposed solution if appropriate	Using RFIs to redesign or shift means-and-methods responsibility
Submittal	Show how contractor proposes to meet requirements	Track dates, dependencies, review status, resubmittals	Treating review as approval of deviations not clearly identified
Shop drawing	Detailed fabrication/installation information	Coordinate with adjacent trades before submission	Submitting uncoordinated drawings
Product data	Manufacturer data and compliance evidence	Highlight selected options and deviations	Sending generic catalog pages without clear selection
Sample / mock-up	Physical or visual standard	Obtain approval before mass installation	Proceeding before acceptance criteria are clear
BIM / VDC coordination	Detect clashes, sequence work, coordinate systems	Define model uses, responsibilities, LOD expectations, issue resolution	Assuming model governs over contract documents unless contract says so

Procurement and Supply Chain Controls

Step	Key concern	PMI-CP scenario focus
Package planning	Scope boundaries, interfaces, exclusions	Prevent gaps and overlaps between trade packages
Prequalification	Capability, capacity, safety, financial and technical fit	Lowest price is not always best value
Solicitation	Clear requirements, evaluation criteria, schedule needs	Ambiguous bid documents create disputes
Bid evaluation	Commercial, technical, risk, exceptions	Normalize bids before selection
Award	Authority, contract terms, insurance/bonding if required	Do not rely on informal commitments
Expediting	Long-lead tracking, factory progress, shipping	Procurement delays can become critical path delays
Receiving	Verify quantity, condition, compliance, storage	Damaged or wrong material affects quality and schedule
Supplier performance	Monitor submittals, fabrication, delivery, corrective actions	Late submittals can cause late deliveries

Stakeholder and Communication Reference

Situation	Communication approach	Why it matters
High-impact change	Formal notice, impact analysis, decision meeting, change log	Protects authority and baseline integrity
Field coordination issue	Daily huddle, lookahead review, issue owner	Fast resolution prevents compounding delays
Executive concern	Dashboard with trends, risks, decisions needed	Sponsors need decision-grade information, not raw detail
Community impact	Planned notices, access updates, complaint response process	Maintains trust and reduces disruption
Regulatory inspection issue	Clear records, corrective action, reinspection plan	Avoids unauthorized work and closeout delays
Dispute emerging	Fact-based correspondence, preserve records, follow escalation process	Reduces emotion and protects position
End-user turnover	Training plan, O&M documentation, phased acceptance	Asset value depends on operational readiness

Meeting Types

Meeting	Purpose	Output
Kickoff	Align scope, roles, procedures, controls	Responsibility matrix, communication rules, initial risks
OAC / progress meeting	Owner-designer-contractor coordination	Decisions, action items, status, risks, changes
Subcontractor coordination	Trade sequencing and constraints	Lookahead commitments, access plans, issue resolution
Safety meeting	Hazard awareness and controls	Actions, training records, observations
Quality meeting	Inspection readiness and nonconformance trends	ITP updates, NCR closure, root-cause actions
Change review	Evaluate proposed changes	Approval, rejection, negotiation, or additional analysis
Commissioning / turnover meeting	Readiness for testing and handover	Punch list, test status, documentation gaps

Lean, Agile, and Hybrid Practices in Construction

Practice	Construction use	Exam point
Pull planning	Team plans backward from milestone	Improves commitment and exposes constraints
Last Planner-style commitments	Crews commit to near-term achievable work	Reliability matters more than optimistic plans
Constraint log	Tracks blockers to planned work	Remove constraints before work is promised
Percent plan complete	Measures reliability of planned commitments completed	Use to improve planning, not punish teams
Visual management	Boards, dashboards, zone plans, issue maps	Makes workflow and bottlenecks visible
BIM/VDC coordination	Digital clash detection, sequencing, quantity support	Supports integration but does not replace governance
Iterative design coordination	Progressive resolution of uncertainty	Helpful when design evolves, but changes still need control
Hybrid lifecycle	Predictive baselines with adaptive coordination	Common in construction: baseline control plus rolling-wave field planning

“What Should the Manager Do Next?” Patterns

If the scenario says…	Strong next action
“The team does not know who approves…”	Check governance, authority matrix, contract, or responsibility assignment
“A stakeholder is surprised…”	Review communications plan, engage stakeholder, correct information flow
“A subcontractor is late…”	Verify facts, assess critical path, require recovery plan, update forecast
“The owner wants a cheaper option…”	Analyze value, lifecycle impact, quality, risk, and formal change requirements
“A defect is found…”	Contain, document, evaluate, correct, verify, and prevent recurrence
“The team disagrees about interpretation…”	Use contract documents, RFI process, escalation path, and documented decision
“A risk occurred…”	Move to issue management, execute response, update forecasts and lessons
“Costs are trending over budget…”	Analyze variance drivers, forecast EAC, identify corrective options, communicate decisions needed
“Schedule is slipping…”	Confirm critical path, identify causes, evaluate recovery options, update stakeholders
“Work was performed without approval…”	Document facts, assess entitlement, follow contract process, strengthen controls

Common Exam Traps

Trap answer	Why it is weak
Immediately escalate every problem to the sponsor	Managers should first understand facts and use defined processes
Ignore contract language because collaboration is preferred	Collaboration and contract control are both needed
Approve change to keep goodwill	Unauthorized approval creates scope, cost, and governance risk
Use contingency without analysis	Reserves are controlled and tied to risk or governance decisions
Treat all delays as compensable	Delay type, cause, notice, mitigation, and critical path matter
Focus only on lowest bid	Best value includes capability, risk, safety, quality, and schedule
Accept verbal updates as project records	Construction decisions need traceable documentation
Compress schedule without considering safety and quality	Recovery must be feasible and responsible
Wait until month-end to report major variance	Timely communication enables corrective action
Close the contract before unresolved changes and turnover items	Closeout requires technical and commercial completeness

Quick Final Review Checklist

Before exam day, be able to answer these quickly:

Which document controls: contract, drawing, specification, RFI, submittal, change order, schedule, or quality record?
Is the event a risk, issue, change, claim, defect, or normal coordination matter?
Who has authority to decide?
Is safety or regulatory approval involved?
Has notice been given if required?
What is the cost, schedule, quality, risk, and stakeholder impact?
Is the impact on the critical path?
Is the work approved, directed, disputed, or merely discussed?
What evidence supports the decision?
What baseline, log, forecast, or communication must be updated?

Next Step

Use this Quick Reference to build timed PMI-CP scenario drills: read a short construction situation, identify the controlling artifact, choose the best next action, and explain why the tempting alternatives are weaker.

Scenario Guide

Contracts Management