Based on my observations of hundreds of architectural staff working on literally thousands of projects over the decades, I think it’s safe to say that of all the components of a building envelop, the roof is perhaps one of the “less popular” design elements to develop. The plans and elevations normally take the top spot in the interest category among the team, at least initially. After all, if the project has a “flat roof,” especially with a parapet, it’s not normally visible from adjacent grade. If it is a simple sloped roof, it is something that often fades away from street view at an angle, and not likely to draw much attention. 

These factors are among several that contribute to the delay of developing the roof design until a bit later in the project, which can cause problems down the line. As an example, I recall one municipal building project that had a simple shed roof over the entry, forming a sort of canopy. Because this portion of the roof was visible from the interior of the building, as the entry lobby was open to the second-floor level and had windows overlooking the front of the building, the designer wanted to use a standing seam metal roof for a clean appearance. 

The details were developed late in the project, and the project went out to bid. In the construction phase, the roofing subcontractor noted that the roof was “too flat” to comply with the warranty of the standing metal roof that was detailed and specified. With all the framing in place, the alternative was to use a standing seam membrane system that would look similar in appearance. The kicker was that it cost the client an additional $10,000! Since public projects have very tight—if not fixed—construction budgets, this situation resulted in much grief all around. 

In the situation above, had the designer done their homework early enough in schematic design, they could have used the originally specified standing seam metal roof if they adjusted the roof pitch just slightly. Having been in practice for well over 40 years, I have seen many roof issues that could have been resolved with the proper attention given to it early in design. 

In another example, I know of a flat-roof distribution center project that used perimeter roof scuppers, leader boxes, and downspouts to provide the proper roof drainage. This is actually a very common approach with industrial buildings, especially in wet climates. However, in this case, the roof design was developed a bit late in the project, and the downspout locations became a difficult challenge. Among the elements to coordinate for the positioning roof scuppers were rooftop equipment and overhead door locations along the building elevation. 

This became so difficult that the team decided to reduce the number of scuppers and downspouts required by instead opting to provide the needed capacity by upsizing fewer drainage components. That approach worked out well until the required bend in the upsized downspouts (now 10-inches in diameter instead of the standard 6- or 8-inch diameter) to coordinate with structural footings and connect with the lateral storm line created a condition where portions up to 6-feet in pipe length were exposed above-finished grade! It turns out that the “standard detail” for downspout bends at footing locations was developed for pipe sizes of 8-inches or fewer. 

This all could have been avoided had the roof drainage been thought about earlier in the project, and mechanical equipment, overhead doors, and footings could have all been coordinated to work with the number of 8-inch downspouts needed to provide the proper drainage. 

These are just two reminders of how important it is to consider the roof design early in the project. While a roof may not be the most exciting of architectural features, it is one that requires attention early on.

Getting your PMP certification is important for professional project managers and essential for consultants. For consulting, the PMP is often required to be eligible for consideration. Much like the CPA for accountants, the PMP represents a common level of understanding of concepts, standard principles, and vocabulary. Ample preparation for the exam is critical. 

Choosing the right approach for you is half the battle. For some, it may be as simple as getting the current Project Management Body of Knowledge (PMBOK) and reading it from cover to cover. However, this approach has a low probability of success in passing the exam for most examinees. 

You might buy a book that is designed for exam preparation. This is a low-cost approach with a reasonable chance for success for those who learn well by reading. However, this requires a lot of perseverance and discipline and may become problematic if you get stuck on or misunderstand something. In addition to the inherent risks of self-teaching, you also risk using information that may be out-of-date or not relevant to the exam. If the outcome is not a certification, you will need to determine what went wrong and how to take corrective action. 

The best approach for most people is to take an exam preparation course from a Registered Education Provider (REP). REPs provide the best opportunity for success for several reasons. They have access to the most current materials and experience in helping students successfully prepare. They also have resources proven effective in preparation, such as practice exams and study aids. Additionally, most REPs include remedial action if things don’t go well during the certification exam. We all have one of those days from time to time. Having someone in your corner if that happens during your exam is invaluable! 

So now that you’ve decided on the right approach for you, what’s next? 

First, establish your regimen for studying and preparation. If possible, set up an area where you can spend some time every day reading and practicing your preparation approach with everything you need, such as references, paper for notes, index cards (for flashcards), etc. Schedule when and where you will take the exam, allowing yourself plenty of time for preparation. 

If you take a preparation course, you should consider taking the exam shortly after the class is concluded, but probably not the very next day. You will want to spend some time taking practice exams. Do them as many times as it takes until you consistently pass with a comfortable margin. 

Avoid the urge to cram the night before your exam is scheduled. Like our muscles recover from working out to be stronger, your brain needs to de-stress for improved memory. The night before you take the exam, make sure you get some light exercise, eat something healthy, and get a good night’s sleep. 

During the exam, take advantage of the tools available to you along with a strategic approach. If you have memorized equations, images, phrases, or a mnemonic to recall useful terms or concepts, you can use the online whiteboard if taking an online exam. For onsite testing, you will not be permitted to bring calculators or scrap paper into the test site. However, according to the PMI handbook, the following items will be provided for you by the test center on the day of the exam: 

· Calculators are built into the CBT exam and will be provided to those candidates taking a PBT exam. 

· Writing materials for taking notes during the examination: either scrap paper and pencils or erasable board and markers 

On your first pass through the exam, read each question carefully and be sure to note any negatives, such as “Which of these are NOT…” Answer the questions you know and mark those of which you are less certain.

Next, go back to the unanswered questions. Resist the urge to change a prior answer unless you have a clear and specific reason to change it. Often, people change from the right answer to a wrong answer unless they realize they overlooked a “not” or come across another question that contradicts their first answer. 

Frequently we find that some questions in the exam may answer another question in the way the question is posed. Answer all the marked questions using the information you gathered from the rest of the exam. In some cases, you will find the answer outright, while others you will know enough to exclude one or more wrong answers. Using this process of elimination will help improve your odds of choosing the best answer from those remaining. 

Do NOT leave any questions unanswered. Even if you just guess, you still have a 25% chance of getting it right. Using the process of elimination can improve that to 33% or even 50%. An unanswered question is automatically wrong. 

Following the study approach with a REP and following these steps is the best way to achieve your desired outcome—becoming a certified Project Management Professional. EduMind is a REP that can help you achieve your goal with comprehensive exam review courses offered in a variety of formats. Click here for more information and to determine which option is best for you.

In A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition, there are 12 processes within the monitoring and controlling process group. These processes are performed throughout the project, from inception to completion, and are essential to managing and monitoring the progress of the project. Twenty-five percent of the questions on the PMP® exam will be from these 12 processes. 

As the project manager, you want to be diligent and proactive in understanding the health of your project and, thus, the importance of these monitoring and controlling processes. Monitoring and controlling provide the project manager and the team with critical insight to enable proactive decision-making versus succumbing to reactive actions. 

When planning the project, the project manager develops a plan that incorporates the subsidiary plans and the scope, schedule, and cost performance measurement baselines. These baselines represent the intended progress of the project and are the ideal tool for assessing any variances from realized risks or other unforeseen project events. The control scope, control schedule, and control cost processes will evaluate the project’s progress against these performance baselines to determine the need for any type of corrective or preventive actions. 

To calculate the impact of any variances, the project manager can use an earned value analysis to determine the cost variance and schedule variance of the project. This earned value analysis is conducted at set intervals throughout the project to reveal project trending data. 

In addition to an earned value analysis, several forecasting techniques can be used to determine the estimate to complete (ETC) the project work and the estimate at completion (EAC) forecast. When the EAC is compared to the budget at completion (BAC), the project manager can determine if there will be a negative variance at completion (VAC). A negative VAC indicates the project will exceed the given budget. 

Integrated Change Control 

Critical to the management of any project, is a defined and communicated change control process. Integrated change control is considered a component of project monitoring and controlling. While ideally changes to your project are limited, realistically, changes will be requested or necessary. The integrated change control process evaluates the change requests, leveraging a change control board (CCB). The CCB includes the key stakeholders and the project sponsor, and it is generally facilitated by the project manager. 

Effectively managing stakeholder expectations throughout the project increases the likelihood of project success and product acceptance. The work performance information generated throughout the monitoring and controlling processes is used to create the work performance reports (also known as status reports). Following the agreed-upon protocol in the communications management plan, the work performance reports are distributed to the appropriate parties on a consistent schedule. If, at any time, there is an indication that communication is not adequate, the communication processes should be revisited. 

The project manager is expected to be honest and transparent in their communications with the sponsor and stakeholders regarding the status of the project, any variances that have been identified, the impacts of those variances, and the recommended and implemented actions. 

Mature and skillful project managers understand the critical importance of project monitoring and controlling to gain insight into the health of their project. The information gained from monitoring and controlling, evaluating progress against the project baselines, and a strong change control process, enables the project manager to be proactive in making recommendations and changes. 

Organizations that predominantly operate using a project construct are undergoing a substantial shift to a product approach. In practice and theory, we more collectively refer to the flow of value through our organizations. This becomes a disruption driver in the digital reality unfolding before us. 

As this happens, there are several pertinent shifts in the landscape of our organizations. Efficiency is not king at the moment because we should first be aware of our relative effectiveness. To be efficient without effectiveness is to waste resources faster. Those who are digitally inclined will be those who reconsider their value propositions as value streams and manage them appropriately. 

This is apparent in several of our professional areas or domains—such as project managers, operations, technology, and even organizational structures—as we increasingly implement Agile, DevOps, or ITIL v4 in a cloud environment where essentially everything is available as a service (XaaS). 

Unfortunately, there may be fewer PMs in the future than we have today. The role is evolving to be closer to its roots as a means of developing and delivering a new product or capability, largely because of shifts in how work is defined and executed. 

The next step for most is to move from a matrixed functional organization to a team-based, iterative, value-focused organization with virtuous cycles that we can sustain indefinitely. Organizations that have done this have consistently disrupted their markets. This will mean a significant reduction in the number of projects that are needed. Most of the kinds of work we projectize will become managed as a product where we have the consistency of team and eliminate the start-stop inefficiencies in favor of a pull-based flow of value. 

Work item management shifts to teams and product owners via backlogs. Forecasting is replaced with projections and financial reporting is completely automated. Many project managers are perfect candidates for product owners. 

Product ownership is a leadership opportunity with an increasingly critical role as organizations grow and scale. Product owners are charged with understanding the current and future term needs of the consumers of their value and how we can best deliver that value in a mutually beneficial value exchange. PMs must have big-picture skills along with the ability to manage the details. Having experience and exposure in a wide range of domains is a strong indicator of the ability to manage the diverse demands in managing value streams. Look for product roles as increasingly occurring and in-demand opportunities for good PMs. 

US Navy Seals say, “The only easy day was yesterday.” Change is that way for everyone. The frequency and amplitude of change will only increase, with possible temporary plateaus. Understanding your resilience mechanisms and being prepared to adjust or evolve will be life-changing for the better. Like so many other things, awareness and maintaining situational awareness are key drivers. Keeping up to date professionally, especially from a technology perspective (DevOps, Site Reliability Engineering, Agile Product Owner, for example) will enable you to be proactive in recognizing the right role and opportunity. 

With the current COVID-19 crisis still in full swing, there is much doubt regarding what tomorrow may bring. Life will eventually go back to normal for some, but for many, the new normal will be a bumpy ride. What will prevail is impossible to know at this point. 

Having current training and certifications makes you more competitive in the marketplace over those who are still operating under the old model. During this time of pause, where most work is being done remotely, do your research and consider the “what if” of becoming part of the gig economy. 

Remember: 

“The best defense is a strong offense.”[1]

“Hope for the best, prepare for the worst.”[2]

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[1] https://en.wikipedia.org/wiki/The_best_defense_is_a_good_offense

[2] https://www.goodreads.com/quotes/180405-hoping-for-the-best-prepared-for-the-worst-and-unsurprised

One of the most common misunderstandings about building codes is that the requirements are always “black and white” and very clear to follow. That is simply not true. 

Let’s start with the perception that code is set, fixed, and 100 percent clear. While there are certainly some elements of the code that are clear and direct, there often is much room for interpretation. This makes sense if one considers that it would be nearly impossible to develop codes to govern each condition encountered in an architectural project. Instead, the code normally addresses the biggest issues, often those impacting or influencing the health, safety, and welfare of the site/building users. 

Sometimes, the design team finds itself in the position of not knowing exactly how to comply with code. Here is an example that I encountered a few years back: My project was a municipal government office building that included a strong, public-facing entry which was required to be part of the accessible path to the building. This meant (among other things) that wheelchair access needed to be provided from the front directly to the building entry. The grades were a bit challenging, but a switchback layout provided the needed compliance for maximum ramp slope and landings. 

One modest “bend” in the ramp was required to navigate around stormwater and landscape features close to the building entry. The bend was very slight, something close to a 15-degree pivot at a landing. The accessibility code for this project noted that 90-degree turns in ramps required a full 60 inches of clear wheelchair turning diameter. A very clear diagram was provided in the code to facilitate compliance. However, the design team considered the ramp pivot for our design as very minor, and not requiring the full 60-inch clearance at the landing. The thought process was that, while it made sense to have the 60-inch clearance for a wheelchair to safely navigate a hard 90-degree turn, the ramp as designed had only a 15-degree bend and would not require any special maneuver by someone in a wheelchair. As a result, the ramp was designed and submitted for permit review without the 60-inch clearance at the landing. 

When we received our plan check comments during building permit review, the issue was raised by the building official. He felt that a 60-inch-diameter turning clearance was required at the landing because the ramp had a bend. He agreed that the code didn’t address ramp landing width requirements beyond those that included 90-degree bends, but our ramp had “a bend,” so his interpretation was that we needed to provide the 60-inch turning clearance at the landing. 

OK, game over! The local building official stated his case and we needed to comply, right? Not exactly. The design team then submitted the issue for a state-level building code interpretation, and the state building official determined that our ramp, as designed, met the intent of the code. We presented our findings to the local building official and he accepted them. 

In the end, the design team did devise a simple tweak to one side of the ramp to create a slight “V” at the landing. This provided the 60-inch clearance anyway, while not compromising the design objectives. As I eluded to before, the building code is often “gray” as opposed to “black and white,” leaving many issues up for interpretation as a project is designed.

The Project Management Professional® exam is undeniably tough, and passing the exam requires dedicated attention and a focused study plan. But how do you know if you are ready to pass the exam? And can you predict a passing score? While a passing result cannot be guaranteed, there are some things that you can do to significantly increase the probability of success. 

Let’s start with understanding what it takes to pass the PMP exam, because it is not as simple as having a set score or percentage of questions correct. In the earlier years of the PMP exam, the Project Management Institute (PMI) assigned a passing score to the exam. This score was communicated to the candidates. 

At one point, PMI decided to increase the passing percentage, making the exam much more difficult. There was an adverse public reaction to this, and it was shortly after this situation that PMI made the decision not to release the passing score. To make it even more of a mystery to candidates, PMI did away with a defined percent score and moved to a weighted model. 

Today’s PMP exam is scored based on a weighted model that is applied to each candidate’s set of questions. There are hundreds of questions in PMI’s question bank, and each question has been evaluated and assessed for difficulty. Questions that are deemed to be more difficult will have a higher weight and vice versa. Hypothetically, if your exam has more difficult questions, the required passing score will be lower. If your exam has more straightforward questions, the required passing score will be higher. 

The best indicator of your success on the exam is going to be practice exams. But not just any practice exams. They must: 

· Be based on the most current version of the exam. Verify that the questions are reflective of the current version and are not out of date. PMI changes the PMP exam every few years. 

· Include lengthy and detailed questions. Get practice working through wordy questions, identifying the keywords and concepts. 

· Ask scenario-based or sequencing questions, such as “what’s the next thing / best thing / first thing you do?” or “how would you handle this situation?” This is an excellent reminder that the PMP exam is not a test of memorization, but rather an application of the concepts. 

· Have a timed element that corresponds to the timing of the actual exam. The exam is a 4-hour, 200-question exam, meaning you have less than a minute and a half per question. Practice working under time pressure! 

· Be provided by a reputable source. Using an unreliable set of questions can cause much more harm than good in your preparation. EduMind provides a comprehensive PMP exam review course taught by industry experts to help you prepare, practice, and pass your exam. 

· Include at least 100 questions in one sitting. The PMP exam is a marathon, not a sprint. Practice with an extended set of questions to replicate the exam experience. 

If the practice exams you are taking meet all of the above criteria, a score higher than 80% indicates that you are very well prepared and will most likely be successful on the actual exam. Now, even though you may have achieved a comfortable score, do not sabotage yourself on test day. To further improve your chances of success: 

· Take your test within a short timeframe after achieving a good practice test score. If you don’t use it, you’ll lose it. 

· Get a good night’s sleep the night before your exam. Forfeiting sleep for some last-minute studying is counterproductive. You will function at a much higher level when you are well rested. 

· Remember proper nutrition and hydration. Feed and hydrate your brain to tackle this 4-hour exam. 

· Employ proven strategies for dealing with exam anxiety, arrive early at your test center, and remember—most importantly—to breathe. 

With a focused and dedicated study plan, a wide variety of practice exams, and proper self-care, you can be successful on your PMP exam.