Podcast – Architect Exam Prep – ARE® Prep Courses

This episode of the ARE podcast gives five key tips for passing the ARE Construction & Evaluation (CE) exam. The focus is on thinking like an architect under the AIA contracts, emphasizing standard of care, observation vs. construction, administrative procedures, question-reading strategy, and performance-focused closeout/post-occupancy work. Throughout, they stress judgment, restraint, documentation, and staying within professional/contractual boundaries. Listen to the Audio Show Notes Main Tips (1–5) 1. Answer from the Architect’s Contractual Role (Standard of Care) Always answer exam questions from the standpoint of the architect’s contractual role, not your personal or local practice. Think in terms of standard of care: What would any reasonably prudent architect do in this situation, based on the information given? Deep or specialized experience can hurt you on the exam if you override the “standard” approach with niche real-world habits. CE is a national, standardized test, not region-specific. Focus on: Roles, responsibilities, and authority during construction. Who has/produces/reviews which documents. Who can stop the work, what “observe” means vs. “inspect,” etc. 2. Construction Observation (Architect as Observer, Not Builder) In CE/Contract Administration, the contractor’s job: Build in conformance with the contract documents. The architect’s job: Observe whether work conforms to the contract documents and report findings to the owner. Key boundaries: Do not dictate means and methods—that’s the contractor’s domain. Shop drawings: Produced by the contractor, not by the architect. Architect reviews them only for design/esthetic intent, not for how to build. They are not part of the contract documents. Nonconforming work: The owner has the right to accept nonconforming work (A201). Architect must inform the owner of implications so they can make an informed decision. Field reports and site visits: Document date, time, weather, observed conditions. Not a guarantee or full inspection of all work. Architect only visits as frequently as the contract requires, often at agreed milestones (e.g., foundation completion, framing completion). 3. Administrative Procedures (The “AIA Way”) CE is less about technical minutiae (e.g., OSB vs. plywood) and more about admin processes and AIA contracts. Critical procedures and documents: Submittals & shop drawings RFIs Applications for payment Lien release forms Change Orders (COs) Construction Change Directives (CCDs) Project Manual Substantial Completion & Project Closeout Core contracts: A201 – General Conditions (owner/architect/contractor relationships and responsibilities). B101 – Owner–Architect Agreement A101 – Owner–Contractor Agreement Why the architect reviews applications for payment: Owner is not expected to understand construction. Since architect observes the work, they can verify claims like “50% framing complete.” Also logical for architect to review lien waivers in relation to paid work. “There’s the right way, the wrong way, and the AIA way”: For the exam, the AIA way is what matters, and it usually aligns with industry practice. Deviating from it in practice can increase liability. 4. Reading Questions for Timing & Keywords (First / Best / Most Appropriate) Many wrong answers come from misreading or reacting too quickly, not from ignorance. Pay close attention to timing/context words: “First” thing you should do “Best” action “Most appropriate” response Always ask: What phase are we in? (Construction admin? Multi-phase project? Pre-bid?) What logically happens next in the process? Exam traps: Fake urgency: e.g., owner is on vacation and unreachable, contractor “needs” a decision. Your roles and responsibilities do not change. If the owner hasn’t appointed a representative, you wait. Multiple answers may be true statements, but: You must pick the one that actually addresses the question asked and fits the given context and timing. In their coaching sessions, candidates rarely reach consensus on answers at first, showing how easily people: Justify multiple answers as “true,” but Miss what the question really asked. 5. Post-Occupancy Evaluation & Closeout – Focus on Performance, Not Blame Post-Occupancy Evaluation (POE), substantial completion walk-throughs, punch lists, and final closeout are about performance: Does the building perform as intended? Are systems functioning properly? Are design goals (e.g., better test scores via daylight and ventilation) being met? It is not about blame or combative architect vs. contractor dynamics. POE is not part of the basic services in B101: Basic services end when the architect signs the final application and certificate for payment (changed from “60 days after substantial completion” in 2007). Contracts (B101 and A101) are the framework: They define what each party has promised to do. Failure to perform can become a contractual/legal issue. Key Mindset & Professional Boundaries Think like a licensed architect: Ground your decisions in contracts, standard of care, and professional boundaries. Respond, don’t react: Stay calm about changes, delays, or change orders—these are normal, not crises. Scope and additional services: Contract defines your scope. When clients request items outside scope, treat them as additional services: Explain calmly. Provide cost implications and seek approval. Observe how experienced project managers and principals handle construction meetings: They don’t blow up or panic; they manage, delegate, and document. Practical advice: If you’re studying for CE, ask to join job-site meetings at your office to see real construction administration in action. Ultra-Concise Exam Takeaways Answer as an architect under AIA contracts, not as a contractor or local expert. You observe and report; you do not build or dictate means and methods. Know A201, B101, A101 and how submittals, pay apps, RFIs, COs, CCDs, and closeout flow between parties. Read the whole question carefully, paying attention to phase, timing, and words like first/best/most appropriate. View CE as testing your judgment, restraint, documentation, and professional boundaries, with a focus on performance rather than blame. Please Subscribe Receive automatic updates when you subscribe below! Please rate us on iTunes! If you enjoyed the show, please rate it on iTunes and write a review. It would really help us spread the word about the ARE Podcast. Thanks!

This episode of the ARE podcast gives five key tips for passing the ARE Construction & Evaluation (CE) exam. The focus is on thinking like an architect under the AIA contracts, emphasizing standard of care, observation vs. construction, administrative procedures, question-reading strategy, and performance-focused closeout/post-occupancy work. Throughout, they stress judgment, restraint, documentation, and staying within professional/contractual boundaries. Listen to the Audio Show Notes Main Tips (1–5) 1. Answer from the Architect’s Contractual Role (Standard of Care) Always answer exam questions from the standpoint of the architect’s contractual role, not your personal or local practice. Think in terms of standard of care: What would any reasonably prudent architect do in this situation, based on the information given? Deep or specialized experience can hurt you on the exam if you override the “standard” approach with niche real-world habits. CE is a national, standardized test, not region-specific. Focus on: Roles, responsibilities, and authority during construction. Who has/produces/reviews which documents. Who can stop the work, what “observe” means vs. “inspect,” etc. 2. Construction Observation (Architect as Observer, Not Builder) In CE/Contract Administration, the contractor’s job: Build in conformance with the contract documents. The architect’s job: Observe whether work conforms to the contract documents and report findings to the owner. Key boundaries: Do not dictate means and methods—that’s the contractor’s domain. Shop drawings: Produced by the contractor, not by the architect. Architect reviews them only for design/esthetic intent, not for how to build. They are not part of the contract documents. Nonconforming work: The owner has the right to accept nonconforming work (A201). Architect must inform the owner of implications so they can make an informed decision. Field reports and site visits: Document date, time, weather, observed conditions. Not a guarantee or full inspection of all work. Architect only visits as frequently as the contract requires, often at agreed milestones (e.g., foundation completion, framing completion). 3. Administrative Procedures (The “AIA Way”) CE is less about technical minutiae (e.g., OSB vs. plywood) and more about admin processes and AIA contracts. Critical procedures and documents: Submittals & shop drawings RFIs Applications for payment Lien release forms Change Orders (COs) Construction Change Directives (CCDs) Project Manual Substantial Completion & Project Closeout Core contracts: A201 – General Conditions (owner/architect/contractor relationships and responsibilities). B101 – Owner–Architect Agreement A101 – Owner–Contractor Agreement Why the architect reviews applications for payment: Owner is not expected to understand construction. Since architect observes the work, they can verify claims like “50% framing complete.” Also logical for architect to review lien waivers in relation to paid work. “There’s the right way, the wrong way, and the AIA way”: For the exam, the AIA way is what matters, and it usually aligns with industry practice. Deviating from it in practice can increase liability. 4. Reading Questions for Timing & Keywords (First / Best / Most Appropriate) Many wrong answers come from misreading or reacting too quickly, not from ignorance. Pay close attention to timing/context words: “First” thing you should do “Best” action “Most appropriate” response Always ask: What phase are we in? (Construction admin? Multi-phase project? Pre-bid?) What logically happens next in the process? Exam traps: Fake urgency: e.g., owner is on vacation and unreachable, contractor “needs” a decision. Your roles and responsibilities do not change. If the owner hasn’t appointed a representative, you wait. Multiple answers may be true statements, but: You must pick the one that actually addresses the question asked and fits the given context and timing. In their coaching sessions, candidates rarely reach consensus on answers at first, showing how easily people: Justify multiple answers as “true,” but Miss what the question really asked. 5. Post-Occupancy Evaluation & Closeout – Focus on Performance, Not Blame Post-Occupancy Evaluation (POE), substantial completion walk-throughs, punch lists, and final closeout are about performance: Does the building perform as intended? Are systems functioning properly? Are design goals (e.g., better test scores via daylight and ventilation) being met? It is not about blame or combative architect vs. contractor dynamics. POE is not part of the basic services in B101: Basic services end when the architect signs the final application and certificate for payment (changed from “60 days after substantial completion” in 2007). Contracts (B101 and A101) are the framework: They define what each party has promised to do. Failure to perform can become a contractual/legal issue. Key Mindset & Professional Boundaries Think like a licensed architect: Ground your decisions in contracts, standard of care, and professional boundaries. Respond, don’t react: Stay calm about changes, delays, or change orders—these are normal, not crises. Scope and additional services: Contract defines your scope. When clients request items outside scope, treat them as additional services: Explain calmly. Provide cost implications and seek approval. Observe how experienced project managers and principals handle construction meetings: They don’t blow up or panic; they manage, delegate, and document. Practical advice: If you’re studying for CE, ask to join job-site meetings at your office to see real construction administration in action. Ultra-Concise Exam Takeaways Answer as an architect under AIA contracts, not as a contractor or local expert. You observe and report; you do not build or dictate means and methods. Know A201, B101, A101 and how submittals, pay apps, RFIs, COs, CCDs, and closeout flow between parties. Read the whole question carefully, paying attention to phase, timing, and words like first/best/most appropriate. View CE as testing your judgment, restraint, documentation, and professional boundaries, with a focus on performance rather than blame. Please Subscribe Receive automatic updates when you subscribe below! Please rate us on iTunes! If you enjoyed the show, please rate it on iTunes and write a review. It would really help us spread the word about the ARE Podcast. Thanks!

David discusses how to course correct after failing an ARE exam. He explains why one failed division shouldn’t create a negative narrative and reminds candidates that failure simply means retaking the exam. He also covers how to review the score report, keep momentum by scheduling the next exam about eight weeks out, and use practice exams to better understand the format. The focus is simple: adjust your strategy and keep moving forward. Listen to the Audio Show Notes Introduction & Purpose Addressing listeners who recently failed an ARE exam Brief on ARE Mentor vs. ARE Technical episodes Main goal: protect momentum and prevent derailing after a failure Mindset: Don’t Turn One Failure Into a Story How we create negative narratives after failing (imposter syndrome, “I’m bad at tests,” etc.) Core reframe: a failed exam only means you have to take it again Warning against letting a single result become your identity or long-term story Using the Score Report (But Not Overusing It) Look at the score report briefly to see: Where you were weakest Where you were strongest Reference to Episode 85 – ARE Technical: Analyzing the Score Report Emphasis that the score report: Doesn’t mean as much as people think Should be reviewed for a few minutes, then filed away Encouragement to rely on honest self-assessment of weak areas Staying in the Exam Cycle & Avoiding the “Same Division Loop” Personal story: failing Programming & Analysis (3.0) and waiting two years for the next exam Advice: Don’t take months off Don’t pause studying Don’t delay scheduling the next exam The “same division loop”: Example: fail PCM, wait 60 days, insist on retaking PCM before moving on Result: loss of momentum Strategy: Schedule the next division immediately after a fail Aim for about 7–8 weeks out Momentum Analogy: Flat Tire on a Road Trip Failure = flat tire, not the end of the journey You don’t turn around and go home; you: Change the tire Continue the cross-country trip Same idea with the exam process: fix, adjust, move forward Strategic Use of the 60-Day Retake Window General pattern: Schedule a new division ~8 weeks out Take that new-division exam Fit the retake shortly after: PCM, PJM, CE, PA: about 1 week PPD, PDD: about 2 weeks After the retake, jump into the next division Rationale: protect and extend momentum, avoid long study gaps Self-Analysis: Identifying What Actually Happened Go beyond the score report into self-awareness: Where did the exam start feeling hard? Case studies? Technical questions? Time pressure? Unfamiliar topics? Use these questions to pinpoint weak areas Common Patterns & What They Mean Questions felt unfamiliar (even though you studied) Often means you studied too narrowly Usually clustered in specific modules, not the whole exam Running out of time / feeling rushed Time management is a major hurdle, especially after long gaps You don’t fix time management in theory; it requires real exam reps Backpacking analogy: You become a better backpacker by going backpacking Day hikes and training help, but can’t replace multi-night trips Same for exams: practice actual NCARB exams to build timing skills Making the Most of NCARB Practice Exams NCARB practice exams as: A window into how NCARB thinks about questions Especially crucial in the final week before the exam How to use them: Don’t treat them just as a percentage score Reverse engineer: Handwrite notes and diagrams Mark why wrong answers are wrong Circle keywords and patterns Treat them as a guide to NCARB’s logic, not a mere score predictor Emotional Recovery & Course Correction Normal emotional reaction to failing: Imposter feelings “I’m never going to finish” “I’m not ready” Advice: Allow yourself to feel those emotions Then course correct rather than stay stuck Reframing the episode: It’s about course correcting after a failure Focus on protecting your momentum Core Process & Closing Message Core rhythm promoted in the coaching program: Study → Test → Analyze → Repeat Protecting momentum: Stay in a rhythm rather than stop-start cycles Closing encouragement: Think consciously about how to protect your momentum this week Keep moving through the cycle until you get your license Please Subscribe Receive automatic updates when you subscribe below! Please rate us on iTunes! If you enjoyed the show, please rate it on iTunes and write a review. It would really help us spread the word about the ARE Podcast. Thanks!

David discusses how to course correct after failing an ARE exam. He explains why one failed division shouldn’t create a negative narrative and reminds candidates that failure simply means retaking the exam. He also covers how to review the score report, keep momentum by scheduling the next exam about eight weeks out, and use practice exams to better understand the format. The focus is simple: adjust your strategy and keep moving forward. Listen to the Audio Show Notes Introduction & Purpose Addressing listeners who recently failed an ARE exam Brief on ARE Mentor vs. ARE Technical episodes Main goal: protect momentum and prevent derailing after a failure Mindset: Don’t Turn One Failure Into a Story How we create negative narratives after failing (imposter syndrome, “I’m bad at tests,” etc.) Core reframe: a failed exam only means you have to take it again Warning against letting a single result become your identity or long-term story Using the Score Report (But Not Overusing It) Look at the score report briefly to see: Where you were weakest Where you were strongest Reference to Episode 85 – ARE Technical: Analyzing the Score Report Emphasis that the score report: Doesn’t mean as much as people think Should be reviewed for a few minutes, then filed away Encouragement to rely on honest self-assessment of weak areas Staying in the Exam Cycle & Avoiding the “Same Division Loop” Personal story: failing Programming & Analysis (3.0) and waiting two years for the next exam Advice: Don’t take months off Don’t pause studying Don’t delay scheduling the next exam The “same division loop”: Example: fail PCM, wait 60 days, insist on retaking PCM before moving on Result: loss of momentum Strategy: Schedule the next division immediately after a fail Aim for about 7–8 weeks out Momentum Analogy: Flat Tire on a Road Trip Failure = flat tire, not the end of the journey You don’t turn around and go home; you: Change the tire Continue the cross-country trip Same idea with the exam process: fix, adjust, move forward Strategic Use of the 60-Day Retake Window General pattern: Schedule a new division ~8 weeks out Take that new-division exam Fit the retake shortly after: PCM, PJM, CE, PA: about 1 week PPD, PDD: about 2 weeks After the retake, jump into the next division Rationale: protect and extend momentum, avoid long study gaps Self-Analysis: Identifying What Actually Happened Go beyond the score report into self-awareness: Where did the exam start feeling hard? Case studies? Technical questions? Time pressure? Unfamiliar topics? Use these questions to pinpoint weak areas Common Patterns & What They Mean Questions felt unfamiliar (even though you studied) Often means you studied too narrowly Usually clustered in specific modules, not the whole exam Running out of time / feeling rushed Time management is a major hurdle, especially after long gaps You don’t fix time management in theory; it requires real exam reps Backpacking analogy: You become a better backpacker by going backpacking Day hikes and training help, but can’t replace multi-night trips Same for exams: practice actual NCARB exams to build timing skills Making the Most of NCARB Practice Exams NCARB practice exams as: A window into how NCARB thinks about questions Especially crucial in the final week before the exam How to use them: Don’t treat them just as a percentage score Reverse engineer: Handwrite notes and diagrams Mark why wrong answers are wrong Circle keywords and patterns Treat them as a guide to NCARB’s logic, not a mere score predictor Emotional Recovery & Course Correction Normal emotional reaction to failing: Imposter feelings “I’m never going to finish” “I’m not ready” Advice: Allow yourself to feel those emotions Then course correct rather than stay stuck Reframing the episode: It’s about course correcting after a failure Focus on protecting your momentum Core Process & Closing Message Core rhythm promoted in the coaching program: Study → Test → Analyze → Repeat Protecting momentum: Stay in a rhythm rather than stop-start cycles Closing encouragement: Think consciously about how to protect your momentum this week Keep moving through the cycle until you get your license Please Subscribe Receive automatic updates when you subscribe below! Please rate us on iTunes! If you enjoyed the show, please rate it on iTunes and write a review. It would really help us spread the word about the ARE Podcast. Thanks!

In Episode 87 of the ARE Podcast, David and Eric  break down the five most important strategies for passing the Project Management (PjM) division and how to think like a project manager on exam day. We begin with discussing the top five tips for project management, focusing on the AIA Contracts B 101 and A 201, which outline the roles and responsibilities of the owner, architect, and contractor. We emphasize the importance of understanding these documents for both the ARE exam and real-world practice. We also cover accounting in project management, which involves tracking changes and staff utilization, and the nuances of project delivery methods. Additionally, we discuss the differences between owner’s consultants and architect’s consultants, the significance of bonds and insurance, quality assurance and control processes, and the distinction between billable and direct labor rates. Listen to the Audio Show Notes Understanding the AIA Contracts David introduces the episode, focusing on the top five tips for project management, specifically the AIA Contracts B101 and A201. Eric emphasizes the importance of familiarizing oneself with these documents, noting that they are readily available online and through NCARB. David explains the B101 (Owner–Architect Agreement) and its significance in understanding architect services and roles during contract administration. They discuss A201 (General Conditions of the Contract for Construction) as covering applications for payment, schedule of values, and the different ways to handle changes (change orders, CCDs, ASIs). Accounting in Project Management They discuss accounting in project management as different from accounting in practice management. Focus is on: Tracking changes to contracts. Tracking schedules and fees. Staff allocation and hours. David notes it is more staff / personnel related: allocating hours, making sure the team doesn’t exceed budgeted hours. Eric stresses thinking like a project manager, not an employee: Don’t always pick the most “qualified” staff person if their utilization is already very high. Look for underutilized staff and opportunities for mentoring and growth. Project Delivery Methods They review the main project delivery methods: Design–Bid–Build (DBB) Design–Build (DB) Progressive Design–Build Construction Manager at Risk (CMAR) CM as Contractor and CM as Agent Fast-track as a modifier to multiple methods Eric explains: exam questions are usually asking for the most appropriate method given a specific context, not just “a method that could work.” David notes that for public work, NCARB tends to see Design–Bid–Build as the default because: It is traditional. It supports fairness and transparency. Eric expands on CM at Risk: Contractor is on board early. Provides continuous pricing and helps maintain a GMP. Good for complex projects and for controlling cost and risk. They briefly mention Integrated Project Delivery (IPD) as an advanced form often used for highly complex buildings (e.g., labs). Owner vs. Architect Consultants Architects’ typical consultants: Mechanical, electrical, plumbing engineers. Structural engineer. Landscape architect. These are architect’s consultants: Their fees are included in the architect’s proposal. Architect manages and coordinates them. Owner’s consultants (e.g., AV consultant, security consultant, drapery consultant): Hired and paid directly by the owner. Architect still must coordinate their work with the project, but does not manage them. David gives the example of a drapery consultant: Architect provides floor plans, door/window schedules, head and jamb details. Architect is not calling to check orders, delivery, and installation—that is the owner’s role. Under B101, MEP and structural are part of the architect’s basic services, even though the actual work is done via consultants. Bonds and Insurance Eric frames bonds as a form of insurance for the owner. Key bond types to know: Bid Bond – assures the contractor will honor its bid. Performance Bond – assures the contractor will complete the work per contract. Payment Bond – assures subs, suppliers, and labor are paid. Many other bond types exist, but exam focus is on the major ones. David notes that under B101, the architect typically carries five types of insurance: Workers’ compensation Automobile insurance Professional liability insurance General liability insurance Employers’ liability insurance (added in 2017) Distinction between: What states require (e.g., only workers comp and auto in some states). What B101 contractually requires if not amended. Quality Assurance (QA) and Quality Control (QC) QA/QC processes in offices: Checklists, internal reviews, “red team” reviews. Standard procedures to ensure a consistent standard of care. For complex projects (e.g., with specialized or “wacky” equipment): Extra coordination, double- and triple-checking. Use of equipment/appliance schedules keyed to plans. Eric stresses: this is not about memorizing definitions, but about understanding what any reasonable architect would do. David ties QA/QC to standard of care and basic services: If your firm regularly does a certain project type (e.g., labs), coordinating that complexity is part of your basic scope, not an additional service. If the specialty work is unusual for the project type, it may be an additional service if not in the original scope. Billable vs. Direct Labor Direct labor rate: What the firm actually pays you, including salary plus benefits and employment-related costs (taxes, PTO, insurance, etc.). Billable rate: What the firm charges the client for your time. Typically a multiplier of the direct rate (often around 3x to ~3.8x, but can be higher). Covers: Your direct cost. Overhead (office, software, marketing, legal, etc.). Profit. Example: If direct cost is $20/hour, billable might be $60/hour. Discussion on: Exploitation risk: if multiplier is very high (e.g., 6x) without corresponding pay. Importance of knowing your billable rate when negotiating raises, especially after getting licensed. They talk about whether employees can/should ask their boss about their billable rate: It’s usually not secret, but also not posted publicly. Can be approached via the lens of learning for the ARE or by reviewing proposals if accessible. Firms avoid publishing everyone’s rates because it makes base salaries easy to infer and can cause internal friction. Fee Structures and Proposals Common fee structures: Straight hourly (pure time & materials) – less common. Hourly, not-to-exceed – hourly billing capped at a maximum. Fixed/scope-based fee – set fee for defined scope; firm must manage hours to stay profitable. Importance for project managers: Understanding team members’ billable rates. Estimating and tracking hours vs. fee. Managing scope and changes so the project remains profitable. Final Thoughts and Next Steps Emphasis throughout: ARE exams are not memorization tests. Goal is understanding concepts deeply enough to apply them to both the exam and real-world practice. Encouragement to: Use the ARE study process as a reason to ask questions at work (about fees, billing, contracts, jobsite visits, etc.). Reinforcement of mindset: Think like a project manager (or principal), not a task-level employee. Always consider roles, responsibilities, risk, money, and standard of care in decision-making. Please Subscribe Receive automatic updates when you subscribe below! Please rate us on iTunes! If you enjoyed the show, please rate it on iTunes and write a review. It would really help us spread the word about the ARE Podcast. Thanks!