PSP Practice Exam Questions with Answers Planning & Scheduling Professional (PSP) Exam Certification

If drafting of the product manual overruns its planned duration by 5 days, how many days may the manufacturing be delayed without affecting release of the product?

Each of the following accurately describes total float in a schedule EXCEPT:

Project delays are best analyzed

Estimate to complete (ETC) is __________________.

Total float is defined as the amount of time an activity can be delayed without impacting

Using the "normal" schedule, given Activity 3001 and the relationship with Activity 4001, what is indicated?

Which of the following are NOT considerations or constraints of the planning process for construction scheduling?

Based on the stated costs, what percentage of the total cost comes from the 2000 series of activities?

How could the structural steel drawing delay have been prevented?

When using a detailed estimate as the basis for work package/activity durations, which element does NOT need to be identified before the activity durations can be calculated?

Which of the following documents is most likely to be of the LEAST value to a planner/scheduler when planning a contractor's baseline critical path schedule for the construction of a large high-clearance bridge located very near an airport? The contractor has been awarded the contract.

What method would be the best way to determine the most likely as-built critical path of a project that is underway, and the schedule of which has been partially progressed?

Free float is the

All the following describe the critical path of a schedule EXCEPT:

Why does activity 1001 have two successor activities?

The expected remaining cost needed to complete an activity, group of activities or the project is the____________.

The congested site only has room for 3 cranes to operate concurrently. Only 1.75 cubic yard ICY] or1.34 cubic meter [CM] concrete buckets are available. Each crane can perform up to 35 lifts per day. Assuming a total of 30 lifts per crane pet day. what is the maximum volume of concrete that could be placed using 3 small tower cranes over a 5-day period?

What is the actual duration as of the status date or data date of Activity B?

Background

Your name is Evan Marshal. You are the corporate scheduler for Happy Insurance Corporation (HIC), a general health insurance company located in Ridgemond, Illinois. HIC is very busy with 49 unique software development projects. The organization structure at HIC gives the project scheduling responsibility to the Project Manager assigned to each project. You are charged with coordination of the project schedules into a Master Schedule and quality control for scheduling on the individual development projects. You report directly to the Director of Information Services (DIS), Desmond Rayburn.

It has come to your attention Project JP-114 has fallen behind schedule and Rita Belateau, the Project Manager, wants to accelerate the project in order to reclaim lost time. Rita is a strong supporter of Total Quality Management and strives for zero failures; therefore she is assessing the need for overtime for resources assigned to an activity that is not projecting a completion prior to the early finish depicted in the current schedule.

You and Rita review the current schedule to identify which activities are on the critical path and which activities have plenty of float. The review reveals several activities have suffered less than planned productivity and have contributed to falling behind. In the process of this review, you and Rita also review the budget for Project JP-114 and notice not only the schedule has fallen behind but the cost to date is more than she had expected. To total budget is $150,000, planned to date is $30,000; expended to date is $37,000.

With nine months remaining until baseline contract completion, Rita needs to bring Project JP-114 back on track; knowing overtime for an extended period of time is not always the right answer, especially with the cost to date already over planned.

In order to truly understand the options available to help remedy the current situation, you and Rita brainstorm on several potential courses of action. All the potential courses of action will require an evaluation of budget impact versus schedule correction.

1. Pull the project team together and ensure everyone understands which activities are on the critical path. Rita would like to use the existing project team and focus them on these critical path activities, laying out a plan for periodic overtime when needed to crunch through a deliverable. This approach could add approximately 20% to the budget.

2. Outsource various modules of activities to qualified and known consultants. This could drive up the costs and must be evaluated before implemented. Having an outside source working in parallel with the project team could also accelerate the schedule to mitigate some of the delays, as well as keep overtime down to a minimum for the project team. Potentially this could add as much as 40% to the budget, but could also be very productive schedule wise.

3. Mandatory overtime for the project team - entire project goes on a 50-hour work week. If the entire project team works overtime for an extended period of time, the budget could see an additional 60% increase.

4. The project continues as is completes the project late and accepts the penalties imposed. Penalties imposed for late delivery could add as much as 50% to the budget.

Assignment

Draft a proper memorandum to Desmond Raybum, IS Director, explaining in your own words:

a. the current problem and potential impact(s);

b. each course of action, stating advantages and disadvantages as appropriate;

c. your recommendations, properly supported.

Please be sure to include the rationale for your recommendations. Be sure to summarize your thoughts and address (To, From, Date, and Subject/Project Name) and close the memo appropriately. If you are uncomfortable with the courses of action noted, provide your own with appropriate substantiation for your position. Limit your answer to one, full typewritten page (roughly three handwritten pages).

While your email can be a detailed as you like, be sure to write sufficiently to address each element of the assignment, yet not so long that you go beyond the scope of the exercise.

Take time to read the problem and consider what you want Evan to say. Good luck!

If Activity A was delayed 5 days from starting, which of the following adjustments will NOT maintain the completion date of Activity C at Day 40?

Using the "normal" schedule, if you start Activity 7001 on April 1, 2002, and using a 5-day workweek, what the finish date for Activity 7001?

Determine the driving activity for Activity 10001.

In the "normal" schedule, excluding Activity 1000, what activity(s) are concurrent with Activity 3001?

Which of the following will always describe the critical path? The path with

Determine the correct formula and date for the late finish for Activity 9004.

Determine the correct formula and date for the late finish for Activity 9004.

Scenario:

The entire network consists of the following activities and relationships. Activity A is twenty days long and is tied to Activity B, a ten-day activity, with a finish-to-finish tie with a lag value of five Activity B is tied to Activity C, a twenty-day activity, with a start-to-start relationship with a lag value of five.

PSP Activities Table

Scope Known about Rock-Filled Dam Project:

The dam requires river diversion and work over two or more rainy seasons. The contract is lump sum, competitively bid, and will be self-performed. The owner has attempted to shift all risk to the contractor by employing "no differing sit conditions" and "no damage for delay" clauses. There is a bonus/penalty provision of $2,500 per calendar day for early or late delivery. The early completion bonus is capped at $500,000, with no cap for late delivery penalty.

Liquidated damages end at the finish of demobilization. Indirect costs per calendar day are $2,800 for the "normal" schedule and $3,200 for the "crashed" schedule. The winter/wet weather season is 151 days between October 15 and March 25 of each year, reduces the efficiency of the contractor's operations by 20% and costs the contractor $10,000 per day. Assume a start date of March 5, 2001 and use a 7-day work week.

The following table lists work activities as planned by the contractor.

Theoretically construct a summary activity for only those activities with a finish-to-start relationship for Activities 8001 through 10001. Using the "normal" schedule, what is the cost of this hammock?

What changes to logic would eliminate Activity B from the critical path?

Of the following update procedures, which is the least important in achieving an accurate forecast for completion of a construction schedule?

Activity C is a

Which of the following statements is true?

If Activity E's duration changes to 4 months, what is the overall duration of the project.

Determine the correct formula and date for the late start for Activity 9001.

Using the "normal" schedule, theoretically construct a hammock for activities 2001 through 2004. What is the duration of the hammock?

Which of the following is NOT a tool or technique used to perform scope planning?

Management has determined the need to release the product 20 days earlier than planned. What tasks need to be expedited?

Determine the correct formula and date for the late finish for Activity 2002.

At the end of month one, did the delay to the parking structure foundation delay the project?

Which of the following types of delay will NOT result in a time extension and additional compensation for a contractor?

What project cost elements would NOT normally be reflected in the Activity 1000?

What is the remaining work duration of Active D?