Podcast – Architect Exam Prep – ARE Prep Courses

By David Doucette & Eric Corey FreedBusiness Entrepreneurship Education Arts Courses Design

Podcast – Architect Exam Prep – ARE Prep Courses episodes

April 08093. ARE Technical: Top 5 Tips for Project Development & Documentation (PDD)
In this episode, David and Eric focus on the ARE PDD (Project Development & Documentation) exam, framing it as the construction documents phase in contrast to PPD’s schematic design and PA’s programming. They emphasize that PDD is less about memorizing content and more about using judgment, coordination, and decision-making at a detailed scale, and while it’s often seen as the most technically demanding division, they argue it’s best understood as an exam about “details and decision making.”
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Show Notes
Key Concept: Scale & Phase Differences
PA: Programming phase – big-picture, site plan / 1⁄16″ scale.
PPD: Project planning & design – floor plan scale (1⁄8″, 1⁄4″), schematic design.
PDD: Project development & documentation – detail scale (1⁄2″, 1″, 3″), full detail level.
Same topics (structure, ADA, waterproofing, cost, etc.) appear across PA/PPD/PDD, but:
The phase and scale determine the right decision, not the topic itself.
Tip 1: PDD Is a Coordination Exam Before a Detailing Exam
Architects act as coordinators (“master conductors”) among disciplines:
Making sure sprinklers, beams, and ducts don’t clash, and that it all looks good.
On PDD, the emphasis is:
Integration of building materials & systems (~1/3 of exam).
Construction documentation (~1/3 of exam).
These domains show that PDD is fundamentally about coordination, not just isolated details.
Context is critical:
Example: vapor barrier placement can’t be memorized as “always on the warm side” – climate, building type, and other conditions change the correct answer.
The test is a judgment test, not a pure memorization or math test.
Tip 2: Know What Level of Detail Is Appropriate
Distinguish what is under the architect’s responsible control vs. contractor’s:
Architects do not dictate means and methods.
Architects review shop drawings only for design/esthetic intent, not for buildability.
Shop drawings and submittals:
Shop drawings = detailed drawings (e.g., custom cabinets) by subs.
Submittals = cut sheets, product data, samples, mockups, etc., provided by contractor.
Architect reviews/approves for design intent, but doesn’t create them.
Avoid over‑detailing or chasing hyper‑specific local practices:
The exam assumes a general North American standard of care, not one office’s or one region’s quirks.
Use rules of thumb, but always understand the why:
Foundations below frost line → top of footing must be at or below frost depth (to avoid freeze–thaw heave).
Expansive clay → generally go deeper or adjust foundation type.
Understanding the reason behind rules allows you to adapt in different scenarios.
Tip 3: Systems Questions Are About Selection & Sizing, Not Heavy Calculations
Modern ARE format:
No calculus or full engineering design.
Possible light calculations: CFM, board feet, simple area comparisons, etc.
Focus on:
Selecting appropriate systems for building type and use.
Example: Big-volume church used weekly → CAV system is reasonable.
Elementary school with many small zones → CAV would be inefficient.
Relative sizing, not exact engineering numbers.
Example: Duct sizing based on approximate areas:
If 12″×12″ (144 in²) doesn’t fit, 10″×15″ (150 in²) is “good enough.”
Use common sense and elimination, not perfectionism.
Strategy:
Know a handful of basic formulas as backup.
Understand how to apply them and what the quantities represent.
Adopt a “reasonable and works in practice” mindset rather than “exact to three decimals.”
Tip 4: Construction Documents Communicate, They Don’t Explain
CDs are meant to:
Be bid, permitted, and built from.
Communicate design intent, not act as step‑by‑step instructions.
Good CDs:
Use coordinated plans, sections, details, schedules, and keys to convey information clearly and consistently.
Avoid long explanatory paragraphs; if a detail needs a paragraph to explain it, it’s probably a bad or overly complex detail.
Varying levels of completeness:
Permit sets: Only enough for code review and approval; minimal extras.
Bid sets: More detail on scope and quantities so contractors can price.
Construction sets: May go further for clarity, but still aren’t “assembly manuals.”
CD standard: Clarity over cleverness; communicate efficiently and consistently.
Tip 5: Codes and Costs Are Filters at the Detail Level
Architects are not cost estimators:
Costs fluctuate daily; the exam expects conceptual understanding, not dollar-accurate pricing.
Example: Galvanized < Stainless < Copper in relative cost; exact numbers not needed.
Code and ADA at the detail level:
Aim for detailed‑level compliance (meeting intent within real‑world tolerances).
Buildings are not built to 1/32″; materials move, contractors shim and adjust.
In AIA B101:
Architect provides an “estimate of the Cost of the Work” at the end of each phase (SD, DD, etc.), often by:
SF costs, historical data, similar projects.
This is not a guaranteed construction cost.
Core idea:
If a detail violates code or blows the budget, it’s wrong, no matter how elegant.
On exams, think: “Does this choice reasonably satisfy code intent and cost constraints at the detail level?”
How PDD Mindset Differs from PPD
PPD:
Schematic design, larger scale.
Broader systems and layout questions.
PDD:
Project architect mindset, reviewing and redlining a CD set.
Calm, methodical, systems-aware coordination across drawings and disciplines.
Emphasis on:
Coordination over isolated details.
Judgment over perfection.
Using the clues in the question (climate, use, code, cost) to choose the most reasonable option.
You will not know everything on test day:
That’s expected.
Success comes from handling uncertainty well, using rules of thumb, understanding the “why,” and demonstrating standard of care.

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42 min
March 27092. ARE Technical: Top 5 Tips for Project Planning & Design
David and Eric discuss how PPD fits into the ARE sequence, how it differs from other divisions (especially PDD), and five key mindset/strategy tips for candidates. The main emphasis: PPD is about integration and judgment, not memorizing formulas or hyper‑detailed systems data.
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Show Notes
Candidates often see PPD as “the big one” and psych themselves out.
Compared to exams like PcM, PjM, CE, PA, PPD and PDD:
Are longer and more technically demanding.
Test how “architect‑like” a candidate thinks.
Other divisions feel more siloed (e.g., contracts, firm types, corporate structures).
PPD throws in multiple dimensions at once: cost, aesthetics, structure, codes, ADA, systems, site, climate, etc.
→ The challenge is the breadth and integration, not obscure content.
Tip 1 – PPD is an Integration Exam, Not a Systems Exam
PPD’s biggest module is Project Integration, and that’s where many struggle.
The architect is the “conductor”:
Coordinates structural, mechanical, electrical, code, and owner requirements.
No one else on the team is integrating all of this.
On questions:
Don’t fixate on missing info (“that depends…”).
Focus on the one or two key clues NCARB gives you.
You’re not picking the perfect answer, you’re picking the best answer among several “good” ones.
This requires adopting a realistic architect mindset (compromise, “good enough,” best fit).
Tip 2 – Let Site and Climate Drive Design Decisions
PPD is basically the schematic design phase:
Programming is done; spaces and relationships are known.
Now you must actually place and shape the building on its site.
Candidates often underuse:
Sun path, wind, micro vs. macro climate, orientation.
Example:
If the question says “Phoenix, Arizona,” that’s a huge clue: hot, dry climate → certain orientations and shading strategies are clearly better.
Many candidates:
Treat climate as secondary.
Have never used a sun chart or don’t know they vary by latitude.
Key message: If your design ignores the site and climate, it’s likely wrong – and NCARB is explicitly testing that.
Tip 3 – Codes Shape Design; They Don’t Kill It
Code thinking evolves across phases:
Programming/PA: basic occupancy type, rough allowable height/area (e.g., table 503).
PPD / schematic design: feasibility and layout:
Allowable building height & area.
Occupancy separations.
Egress requirements and egress strategy.
Codes aren’t “copy‑paste” details:
Architects interpret the code and its intent.
Egress, ADA, etc., are designed experiences, not just diagrams.
Relationship to PDD:
In PPD you decide: building type, heights, separations, general strategy.
In PDD you detail and carry out those decisions.
Bonus point:
When codes conflict, it’s not either/or:
You must comply with both; practically, you follow the more restrictive so both are satisfied.
Tip 4 – Systems Questions Are Conceptual, Not Calculational
PPD = still schematic design → things are fluid, nothing is sized to the last CFM.
You might see very light “back‑of‑the‑envelope” math, but:
Focus is on choosing appropriate systems conceptually, not crunching numbers.
Example:
Church used mainly on Sundays → large volume, infrequent use → CAV system makes sense.
Music studio with small rooms:
CAV could be noisy and inappropriate.
Hydronic or quieter solutions may be more suitable.
You use:
Use type, occupancy pattern, acoustics, flexibility, climate as clues.
Again: there is no “perfect” system, only the most appropriate given the clues.
Don’t silo PPD vs. PDD:
PPD‑style conceptual questions can show up on PDD, and vice versa.
NCARB expects flexible knowledge application.
Tip 5 – Budget Is a Design Constraint, Not a Math Problem
In schematic design you do not:
Produce detailed cost estimates or exact per‑unit pricing.
You do:
Understand relative costs:
Brick vs. CMU: similar order of magnitude but different roles.
Core‑ten vs. ACM panel vs. stucco.
Marble countertop vs. plastic laminate.
Recognize major cost drivers:
Deep underground parking.
High water tables and hydrostatic pressure.
High‑performance envelopes for hurricane/tornado zones.
As per B101 (Bonus Tip):
Architect provides an estimate of the Cost of the Work at each phase (SD, DD, CD).
Detailed cost estimates are typically done by a third‑party cost estimator or contractor, or as an additional service.
Exam wise:
If the owner wants a detailed cost estimate at SD, that’s unrealistic.
PPD focuses on: “Given this budget constraint, which design move is more appropriate?”
Closing Points from the Episode
PPD vs. PDD distinction:
PPD: concept, integration, “we’ll figure that out later.”
PDD: “there is no later” – now you must detail and make it buildable.
Candidates must:
Stop chasing perfect answers and precision they don’t have at schematic phase.
Work with clues, appropriateness, standard of care, and integrated thinking.
You closed by recapping the five tips and heading to your Monday Round Table call for Platinum coaching members.

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34 min
March 20091. ARE Technical: Top 5 Tips for Programming & Analysis (PA)
David and Eric discuss five tips for passing the programming and analysis (PA) division of the Architect Registration Examination (ARE). They emphasize that PA is about evaluation, not design, and highlight the importance of using highlighting tools for long, wordy questions. They stress that programming focuses on constraints before opportunities, using codes and zoning as filters, and that economics matter at a high level. Programming is about relationships and feasibility, not just square footage. They also note that PA questions are longer, providing more clues for candidates to use.
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Show Notes
A. Setup & Mindset Shift
Why PA feels so different from PCM / PJM / CE and PPD / PDD
PA = gray area, long wordy questions, more about judgment than memorization
Bonus: practice using the exam highlighter—critical for PA’s long questions
B. What PA Is Really About
Programming phase = problem seeking, not problem solving
No design yet: you’re evaluating constraints, feasibility, and relationships
You’re analyzing inputs: site, climate, soils, codes, zoning, owner’s program
C. Five Core Tips
Stop Designing – Evaluate, Don’t Solve
You haven’t designed anything yet
Compare options, surface risks, and recommend feasibility
Bubble diagrams and big‑picture fit, not plans and details
Start With Constraints Before Opportunities
Environment + context: sun, wind, soils, climate, topography, neighbors
Look for what cannot be done first, then what could be done
Treat this as due diligence at the very start of a project
Codes & Zoning Are Filters, Not Afterthoughts
Use setbacks, easements, FAR, occupancy, construction type as early filters
Goal: define the buildable area / envelope and check viability
You’re not doing deep PPD/PDD code work—just feasibility‑level analysis
Programming = Relationships More Than Square Footage
Quantitative: room sizes, totals
Qualitative: adjacencies, privacy, sound, light, experience
Residential example: public vs. private zones, don’t dump a powder room on the kitchen
Good programs describe how spaces relate and feel, not just how big they are
Economics Matter, But Only at a High Level
Rough cost per SF or per unit to test viability, not detailed estimates
Don’t blindly pick the cheapest option; PA is not a bid
Think: “Is this project basically viable on this site with this program?”
D. How PA Connects to PPD & PDD
PA, PPD, PDD as three views of the same project at different scales
Studying PPD can make a PA retake easier (you see the “other side” of programming)
E. Big Takeaway
You pass PA by thinking like an architect at the very beginning of a project:
curious, constraint‑driven, feasibility‑focused, and comfortable in the gray area.

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43 min
March 13089. ARE Technical: Top 5 Tips for Construction & Evaluation (CE)
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.
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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.
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31 min
March 10088. ARE Mentor: Course Correcting After Failure
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.
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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
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17 min
March 06087. ARE Technical: Top 5 Tips for Project Management (PjM)
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.
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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.
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32 min
March 03086. ARE Mentor: Schedule the Exam Before You Feel Ready
In this episode, David emphasizes the importance of scheduling the your first or next Architect Registration Examination (ARE) before feeling fully ready. He shares his personal experience, noting it took seven years to complete due to procrastination. He then highlights the psychological barriers, such as fear of failure and the desire to feel confident, that delay scheduling. Finally he advises setting specific dates and maintaining consistent momentum. David also suggesst taking eight to ten exams a year to complete the six divisions within 12 to 24 months. The key is to schedule exams to create urgency and focus, transforming study into structured training.
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Show Notes
Scheduling the Exam Before Feeling Ready
David emphasizes that waiting to feel completely confident before scheduling an exam is unrealistic and leads to prolonged preparation.
He shares that it took him seven years to finish the exams largely because he kept delaying scheduling.
Common excuses include:
“I’ll schedule once I’m scoring higher on the exam simulator.”
“I’ll schedule once I get through more content.”
“I’ll schedule when work slows down.”
“I’ll schedule when I feel more confident.”
David argues that readiness is not a feeling; it’s a decision.
Without a test date, there’s no pressure, no urgency, and no forcing function.
Challenges of Scheduling an Exam
David tells a story from 2013–2014 when he started an online study group for the CSE:
Out of about 14 people, only one scheduled their exam in the first week.
This revealed deeper reasons why candidates avoid scheduling.
Scheduling makes the process real:
Now there’s a clock.
Now there’s a risk.
Now there’s the possibility of failing.
As a result, people stay in “preparation mode”:
It feels productive but is ultimately safe.
David notes that “safe studying” doesn’t pass exams—deadlines do.
He explains the “deadline effect”:
A real date changes how we prioritize.
We shift from over-highlighting and passive study to practice and performance.
David stresses the importance of being specific:
“I’ll take it in April” is vague.
“I’m taking it on April 25” is specific and creates focus and accountability.
Fear of Failure and the Importance of Deadlines
A major reason candidates avoid scheduling is: “What if I fail?”
David points out that if you never schedule, you never have to confront failure—but you also never move forward.
He frames failure as:
A normal part of life and growth.
Central to every success story.
David notes that we often learn more from failures than successes.
He clarifies that there’s no real-life risk in failing an ARE exam:
The true risk is dragging the process out for years and constantly resetting momentum.
He shares his experience with general structures:
Studied for it three separate times over two years.
Each time he got close, didn’t take the exam, then had to restart later.
Ultimately passed because he knew the material so well—but paid a heavy price in energy and time.
Impact of Life and Consistency on Exam Preparation
David acknowledges that life gets in the way—work, projects, and responsibilities.
In his coaching program, many candidates:
Are in and out of the process for years.
Have taken prior versions of the exam (3.0, 4.0) and lost credits.
He emphasizes:
The importance of consistency.
Not letting life continually derail progress.
David notes that NCARB removed the five-year rolling clock, which:
Removes external urgency.
Makes it easier to stretch the process out unnecessarily.
Beginning with the End in Mind
David recommends scheduling the exam first, before deep-diving into content:
“Begin with the end in mind.”
This approach:
Creates urgency, focus, and discipline.
Prevents endless, drifting study.
He advises:
If you start studying today, schedule the exam today.
Aim for 6–8 weeks out, not more.
David encourages taking exams consistently:
Pass or fail, keep moving to the next division.
Don’t wait to pass one division before starting to study the next.
Building Momentum: Exam Strategy and Timeline
In his program, David encourages candidates to plan for 8–10 exam attempts per year:
That covers all six divisions plus retakes.
Typical path:
Take an exam roughly every two months.
Fit retakes in between if needed.
With this momentum:
Many candidates can be licensed in 12 months.
For others, 18–24 months should be enough if they’re consistent.
Psychological Shift and Empowerment
When you schedule, you shift from studying to training:
You now have intention, structure, and stakes.
Training ends on test day, then you move on to the next division.
David emphasizes that scheduling is an act of empowerment:
You decide: “I’m in control of this process.”
You commit to your license and refuse to be “wishy-washy” about your goals.
He encourages adopting a determined mindset:
You want your license.
You will get your license.
No one is going to stop you—especially not your own hesitation.
Conclusion and Core Message
David urges listeners who have been saying “I’m almost ready” for months to take this episode as their sign.
The practical call to action:
Hit pause.
Book your exam for 6–8 weeks from today—especially if you don’t feel ready.
Key takeaway:
“We don’t schedule because we’re ready. We schedule to become ready.”
By consistently scheduling and taking exams, the license becomes a byproduct of:
Repeated action,
Sustained momentum,
And a clear, committed process.
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20 min
February 27085. ARE Technical: Analyzing the Score Report
In this episode, David and Eric discuss how to realistically interpret NCARB ARE score reports without overthinking them. They explain why content area percentages and “low” scores often look worse than they are, and how weighting and test design affect what the report really means. They also share healthier retake strategies, focusing on fuzzy topics, mindset, and holistic studying rather than obsessing over every data point.
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Show Notes
The NCARB ARE score report is vague and often over‑interpreted by candidates.
Its only real purpose: lightly point you toward weak content areas after a fail—not to precisely diagnose everything that went wrong.
How Score Reports Work
Tests are divided into content areas/modules, but:
There is one overall cut score for the exam, not for each module.
You do not need to “pass” every content area to pass the exam.
Content areas are weighted very differently:
Example (PDD):
Content Area 1 ~ 37% of the test (~37 questions on a 100‑question exam)
Content Area 5 ~ 2–8% (as few as 2 questions)
So getting 100% in a tiny area doesn’t mean much; missing a lot in a big area matters more.
Common Misinterpretations
Candidates often:
Lay out multiple reports like a detective wall, trying to decode patterns that aren’t really there.
Think: “I got 40%, I need 80%, I’m only halfway there.”
In reality, that might mean they were only ~10 questions away from passing.
Believe online calculators that say, “You missed by 1 question,” which Eric says is mathematically almost never true—most are off by 5–15 questions, still very close, but not “one.”
Two Main Score Report Scenarios
Low in one content area
This is actually good news:
You were close to passing.
You likely just need to tighten knowledge in that specific area.
Use the report as a pointer: “Study more in this content area,” not as a judgment of your overall ability.
Low across the board
Usually not about content gaps in one topic.
More about test behavior:
Overthinking, second‑guessing, misreading questions
Rushing or running out of time
Not picking up clues in the scenarios
Many candidates feel like they “bombed it,” but Eric often finds they’re still only around 10–15 questions away.
Flip‑Flopping Scores (Multiple Attempts)
After 3+ attempts, candidates often see:
Content areas that were strong become weak, and vice versa.
Over many attempts, they’ve “passed” every section at some point—just never all in the same sitting.
This indicates:
They’re capable of passing.
But they’re now fighting their past attempts, changing answers based on what they did last time rather than calmly applying standard of care and good reasoning.
Eric’s coaching focuses on:
Mindset, test‑taking biases, and a “standard of care” mental model to get out of their own way.
How (and How Not) to Use the Score Report
Good uses:
Spend a few minutes with it:
Note if one or two areas are clearly weaker.
Let that inform where to get a bit more clarity.
Pair it with your own reflection:
Ask: Was I rushing? Misreading? Did I run out of time? Was I confused by the question wording?
Bad / unhelpful uses:
Over‑analyzing multiple reports, building big collages and trying to decode hidden meanings.
Letting the “% correct” vs “passing candidate %” convince you you’re farther from passing than you really are.
Using it as an emotional verdict: “I bombed, I don’t know anything.”
Better Strategy After a Fail
Write down your “fuzzy topics” immediately after the exam:
Any concept where you thought, “I’m not totally sure.”
That list becomes your real study roadmap.
Study holistically, not just one tiny module:
Yes, give extra attention to weaker content areas.
But keep reviewing all modules, because questions are integrated and pulled randomly from large banks.
If you ran out of time and left many blanks:
The score report is basically useless in that situation—it’s mostly reflecting unanswered questions, not your knowledge.
Coaching / Tools Mentioned
Eric has a score report tool in the Platinum coaching program:
Takes the NCARB percentages from a score report.
Estimates how many questions away from passing a candidate likely was.
He also does five free coaching calls per day to:
Interpret reports.
Re‑frame how close people actually are.
Build a realistic study and mindset plan.
Their coaching provides a daily study plan, organized by content areas, to remove overthinking about “what to do next.”
Big Takeaways
The score report is not an oracle (and not the Grim Reaper either).
It’s a blunt, limited tool:
Use it quickly, unemotionally.
Let it lightly guide you, then move on to studying and retaking.
Practically, a failing score report mostly just means:
You need to take the exam again, with slightly better content clarity and a much better test‑taking mindset.
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25 min
February 24084. ARE Mentor: Build Your Weekly Study System
In this episode, David introduces the new ARE Mentor format — short, direct Tuesday episodes focused on mindset, structure, and execution — alongside the ongoing ARE Technical episodes released on Fridays.
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Show Notes
The core message: most candidates don’t struggle because they lack knowledge. They struggle because they lack structure. Studying only when motivated, cramming on weekends, or starting and stopping repeatedly leads to inconsistency — and inconsistency kills momentum. The ARE does not reward intensity. It rewards consistency.
David shares lessons from his own seven-year journey through the exams and emphasizes the need for a frictionless, repeatable weekly system. The recommendation: study six days per week, 60–90 minutes per day, at the same time each day, with one scheduled day off. Focus on one division at a time, build rhythm, and aim to test every six weeks.
He also highlights the importance of:
Avoiding marathon study sessions
Committing to one primary study resource
Incorporating a weekly review day
Reducing decision fatigue
Treating the process like a professional commitment
The takeaway is simple: build a system you can repeat week after week. Show up consistently. Stop restarting. Create momentum — and keep moving forward toward your next exam.
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19 min
February 20 083. ARE Technical: Top 5 Tips for Practice Management (PcM)
In Episode 83 of the ARE Podcast, David and Eric break down the five most important strategies for passing the Practice Management (PcM) division.
We begin with a critical mindset shift: PcM is not about thinking like an employee. It’s about thinking like a principal. Many candidates miss questions because they answer from their personal job experience rather than from the perspective of a firm owner making business decisions. On this exam, you have to think like the boss.
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Show Notes
We also address a common mistake — relying too heavily on personal experience. The ARE tests the standard of care and textbook principles, not how your specific firm happens to operate. Experience can actually hurt you if it introduces bias.
Another key clarification: you are not supposed to memorize the Architect’s Handbook of Professional Practice. It is a reference guide, not a traditional textbook. The exam tests judgment and understanding, especially in areas like accounting and firm management.
Accounting fundamentals are a major focus of this episode. Understanding credits, debits, and the accrual method is essential for PcM. These questions are often more straightforward than candidates expect once the concepts are clear.
We also break down corporate legal structures — including sole proprietorships, LLCs, S Corps, C Corps, and professional corporations (PCs). The correct answer on the exam depends on tax liability, ownership requirements, flexibility, and state-specific rules — not personal preference.
Finally, we recommend using the Wiley guide to the Architect’s Handbook as a tool to quickly locate relevant topics. It’s not about memorizing the Handbook. It’s about knowing how to navigate it efficiently.
If you’re starting with PcM or struggling to pass it, this episode provides strategic clarity on what actually matters — and what doesn’t.
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20 min

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