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75 <br />nization with a strong financial statement that a general <br />contractor would typically have. The opportunity exists for <br />too many "lightweights" to enter the business.125 <br />Thorough screening can help alleviate this problem. <br />5. Parties involved in the process do not always have a <br />clear understanding of their contractual relationships. CM <br />contract forms are produced by the AIA, AGC, and the CMAA. <br />Each contract outlines different duties and responsibilities <br />for the parties involved. It is important that people read, <br />clarify, and understand the relationship established by <br />these documents.126 <br />6. CM's may not be experienced in dealing with public <br />sector entities. During our review of the history of con- <br />struction management, we learned that GSA had problems with <br />construction managers who were not experienced in dealing <br />with federal rules and regulations. The same can hold true <br />at the local government level. While CM's may have experi- <br />ence in dealing with private sector entities; familiarity <br />with bidding requirements, sales tax exemption, payment <br />processing, and liability issues that face a public sector <br />organization pose nuances that can result in problems if not <br />125 Thomsen, "Construction Management: What's <br />Happened To It ?" op. cit., 39. <br />126 <br />Thomas Sweeney to Joel Hanson, Interview, <br />March 23, 1992. <br />24 <br />