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

Understand Activity B's Status:

Activity B has an original duration of 5 days.

As of the data date/status date, the diagram shows progress beyond 5 days.

Review Actual Duration:

The progress bar indicates that 7 days have already been worked on Activity B.

Actual duration as of the status date = 7 days.

Cross-Verification:

Option B: Incorrect. Progress exceeds 3 days.

Option C: Incorrect. Progress is not 0 days.

Option D: Incorrect. Progress is more than 4 days.

Option A: Correct. Matches the observed progress on the diagram.

Negative total float occurs when an activity’s scheduled completion date extends beyond the project deadline due to constraints. This condition indicates that the activity is still pending and needs immediate attention to avoid further delays.

Option A (milestone) is unrelated.

Option B (critical path) is not necessarily true, as activities with negative float can exist off the critical path under certain constraints.

Option C (completed in the past) is incorrect as negative float applies only to future or ongoing activities??.

To constrain a project's end date, a Finish-No-Later constraint is applied to the last activity. This ensures any slippage results in negative float, signaling delays relative to the fixed deadline.

Option A and B apply to earlier constraints, which are not relevant for controlling the project's end date.

Option D applies a constraint to the first activity, not the project finish.

This concept aligns with controlling project deadlines as described in the PSP Study Guide?.

? Late Finish (LF) Transition Rule:

Late finish (LF) is calculated by adding one day to the early finish (EF) of the final activity.

EF of Activity 11001 is given, and the late finish is simply EF+1EF + 1EF+1.

? Cross-Verification with PSP Guidelines:

PSP methodologies state that late finish is derived from the forward pass using early finish logic, with specific adjustments based on activity relationships (Ref: PSP Study Guide, Chapter 2A: Forward and Backward Pass Calculations).

? Late Start Formula:

Late Start (LS) is calculated as LF?DurationLF - \text{Duration}LF?Duration.

For Activity 11001: LF?25=16Jan2024LF - 25 = 16 Jan 2024LF?25=16Jan2024.

? Cross-Verification with PSP Guidelines:

This formula aligns with the PSP methodology for backward pass calculations, where late start is directly computed from late finish and duration values (Ref: PSP Study Guide, Chapter 2A: Schedule Analysis).

Activities not on the critical path are those with positive float, meaning they can be delayed without affecting the overall project completion time. The determination of such activities requires performing a forward and backward pass calculation as per CPM (Critical Path Method) analysis principles (PSP Study Guide, Section 2.2.4, "Relationships").

For example:

Identify the critical path by analyzing total float values (typically, critical path activities have zero total float).

Exclude activities that do not fall on the critical path.

? Purpose of Multiple Calendars:

Multiple calendars account for varied work/non-work periods among resources, regions, or activities, accurately representing project execution.

? Evaluation of Other Options:

B, C, D: These may be secondary benefits but are not the primary reason.

? Verification with PSP Guidelines:

The PSP Study Guide emphasizes the importance of calendars for realistic scheduling (Ref: PSP Study Guide, Chapter 2A: Calendars and Constraints).

? Definitions of Delays

Excusable Delay: These are delays not caused by the contractor and may be beyond their control. They can be compensable (entitling the contractor to both time and monetary compensation) or non-compensable (entitling only time extension). Examples include acts of God or owner-caused delays.

Non-Excusable Delay: These delays are caused by the contractor, such as poor planning or lack of resources. Non-excusable delays do not qualify for any compensation or time extensions.

Compensable Delay: A type of excusable delay caused by the owner or their representatives that entitles the contractor to both time extension and additional compensation.

Non-Compensable Delay: An excusable delay that entitles only time extension but no monetary compensation (e.g., natural disasters).

? PSP Study Guide Reference: The PSP Study Guide emphasizes understanding the types of delays to analyze their impacts on schedules and costs. Non-excusable delays, which result from the contractor's actions, are clearly categorized as not providing grounds for time extensions or additional payments?.

? Analysis for Selection:

Option A: Non-excusable delays do not provide contractors with any extensions or compensation as they result from the contractor’s responsibility.

Option B: Compensable delays provide both time and compensation and do not match the question's condition.

Option C: Non-compensable delays, though they provide no monetary compensation, can allow time extensions under certain circumstances.

Option D: Excusable delays generally entitle contractors to time extensions, with or without compensation depending on the type.

? Conclusion: The correct answer is A. Non-excusable delay, as these delays provide neither time extensions nor compensation to the contractor.

? Scenario Overview:

A change order has been approved, adding 33 days for weather delays. This requires updating the schedule to reflect the extended contract duration.

? Impact on Scheduling:

The simplest and cleanest way to include the change is to create a new activity that represents the delay (e.g., Activity 1050).

The new activity is linked to Activity 1000 using a start-to-start (SS) relationship. This ensures the delay begins in parallel with the original contract start.

The finish-to-finish (FF) relationship with the final activity ensures that the extended duration impacts the project's overall timeline.

? Cross-Verification with PSP Principles:

PSP principles emphasize the importance of maintaining logical integrity and clarity when updating schedules for change orders (Ref: PSP Study Guide, Chapter 2B: Schedule Maintenance/Controlling). This method ensures traceability of the delay without affecting activity logic unnecessarily.

? Situation Analysis:

A 5-day delay in product release impacts the printing window.

The printer is further delayed by 10 workdays.

? Total Delay Impact Calculation:

The combined impact of the testing and printing delays = 5 + 10 = 15 days.

This results in a cumulative delay in product release.

? Cross-Verification:

Option B: Incorrect. Ignores delays entirely.

Option C: Incorrect. Assumes only one source of delay.

Option D: Incorrect. Underestimates delay impact.

Option A: Correct. Matches the calculated total delay.

Impact of Changing Activity E's Duration:

Activity E's new duration = 4 months.

The critical path passes through Activities A ? C ? D ? E ? H ? I.

Recalculate Project Duration:

Original duration with E = 3 months: 19 months.

Increasing E to 4 months does not impact the overall path since it remains within the critical path's time allowance.

Overall project duration remains 19 months.

Cross-Verification:

Option B: Incorrect. Assumes additional delays.

Option C: Incorrect. Overestimates delays.

Option D: Incorrect. Miscalculates path changes.

Option A: Correct. Matches revised critical path duration.

? Role of Constraints:

Constraints impose specific conditions on schedule events or activities, such as fixed start dates or imposed milestones.

These are external to the natural logic relationships established in a network (e.g., predecessor-successor relationships).

? PSP Study Guide References:

The guide describes constraints as independent factors that override logic-based sequencing when necessary?.

? Analysis of Options:

Option A and C: Constraints impact both forward and backward passes, not exclusively one.

Option D: Constraints supersede activity logic rather than being overruled by it.

? Conclusion: The correct answer is B, as constraints operate independently of project logic relationships.

Column Pour Requirements:

Each column pour requires 60 lifts per day.

Crane Capacity:

Each crane can perform 35 lifts per day.

Determine Minimum Cranes Required:

Minimum Cranes = Column Lifts ÷ Crane Capacity = 60 ÷ 35 ? 1.71 cranes.

Since partial cranes cannot be used, round up to 3 cranes.

Cross-Verification:

Option A (2 cranes): Incorrect. Insufficient lifts per day.

Option B (1 crane): Incorrect. Infeasible.

Option C (4 cranes): Incorrect. Exceeds requirement.

Option D (3 cranes): Correct. Satisfies lift requirements efficiently.

The Project Scope Statement typically includes:

Project objectives.

Justification.

Deliverables.

However, the contract between the contractor and owner is not included directly in the scope statement. Instead, it serves as a separate legal document governing the project's terms and conditions. This distinction is clear in project scope management practices discussed in the PSP materials??.

? Activity Duration in Crashed Schedule:

For Activity 2002, the crashed duration is 28 days (refer to the table).

? Start Date:

The start date is August 12, 2001.

? Adding the Duration:

Starting from August 12, add 28 days. Ensure to account for weekends or holidays if the calendar used excludes them.

? Finish Date Calculation:

Starting on August 12 and counting 28 days gives the finish date as September 8, 2001.

? Understand Free Float:

Free float is the time an activity can be delayed without delaying the start of its immediate successor.

? Review Activity F in the Diagram:

Activity F has a successor that starts later, providing room for 2 months of free float.

? Cross-Verification:

Option A: Incorrect. Overestimates the float.

Option B: Incorrect. No float is incorrect for F.

Option C: Incorrect. 1 month is insufficient.

Option D: Correct. Matches the calculated free float for Activity F.

Minimum Project Duration Calculation:

The critical path determines the minimum project duration.

Path: A ? B ? G ? H ? 16 months.

Cross-Verification with Network Diagram:

Other paths have shorter durations or do not impact the overall project finish date.

Verification with PSP Guidelines:Critical path analysis is central to determining project duration (Ref: PSP Study Guide, Chapter 2A: Critical Path Method).

? Critical Path Characteristics:

The critical path is the longest path through the network, defining the minimum project completion time. It cannot be the shortest path.

? PSP Study Guide References:

Critical path analysis emphasizes that it is determined by network logic and represents the chain of activities controlling the project duration?.

? Analysis for Selection:

Option A, C, and D: Accurately describe the critical path.

Option B: Incorrect; the critical path is not the shortest path.

? Conclusion: The correct answer is B, as the critical path is the longest path, not the shortest.

? Calculation of Productivity Loss:

Subtracting productivity during an impacted period from unimpacted productivity quantifies the reduction in efficiency or loss in productivity.

? PSP Study Guide References:

Productivity analysis includes evaluating impacted vs. unimpacted periods to assess losses?.

? Conclusion: The correct answer is C, as the difference represents productivity loss.

The early finish date and total float are determined using CPM calculations. The PSP Study Guide outlines that early finish is calculated as the early start date plus activity duration, adjusted for calendar constraints (PSP Study Guide, Subchapter 2.2.5, "Constraints and Calendars").

Steps:

Determine early start using forward pass calculations.

Add the activity duration.

Consider non-working days or holidays as per the project calendar.

Calculate float as the difference between late start and early start or late finish and early finish.

? Requirement to Expedite:

To release the product 20 days earlier, critical path activities must be expedited.

Critical path activities: A (Testing), D (Manufacturing), G (Packaging).

? Excluded Activities:

Activities like drafting (Activity C) or proofing (Activity F) are not critical and do not impact the total project duration.

? Verification with PSP Guidelines:

PSP guidelines emphasize expediting critical path tasks for schedule acceleration (Ref: PSP Study Guide, Chapter 2B: Schedule Compression Techniques).

? To eliminate Activity B from the critical path, its dependencies must change so that its delay no longer impacts the path's completion time.

? Replacing the A ? B relationship with a Finish-to-Finish with Offset (FFO) and adding an FSO (Finish-to-Start with Offset) relationship from A ? C allows Activity C to proceed independently of Activity B.

? References: PSP Study Guide, Section 2.2.4 – Relationships and Calculations, explains how relationship types can influence critical path determination.

? Project Initial Planning:

Initial planning focuses on defining project scope, tasks, durations, and logical relationships to establish a baseline schedule.

Resource Identification and Leveling is typically part of detailed scheduling and execution planning phases, not the initial planning.

? PSP Study Guide References:

Resource identification is covered under detailed schedule development, whereas initial planning emphasizes tasks, durations, and dependencies?.

? Analysis for Selection:

Option A: Not required in initial planning.

Option B: Defining durations is fundamental to planning.

Option C: Identifying tasks is essential to building the schedule.

Option D: Logical relationships ensure task dependencies are understood.

? Conclusion: The correct answer is A, as resource identification and leveling are subsequent processes in scheduling rather than initial planning.

A

? Critical Path Characteristics:

The critical path is the sequence of activities that determines the overall project duration.

It represents the longest duration path through the network and typically has zero float unless delays or constraints introduce negative float.

? PSP Study Guide References:

Critical path analysis is a foundational concept in schedule management, as covered extensively in the PSP guide?.

? Analysis of Options:

Option A: Correct. The critical path always has the longest duration.

Option B: Zero float is common but not universal due to constraints or delays.

Option C and D: Negative float describes specific scenarios but does not define the critical path universally.

? Conclusion: The correct answer is A, as the critical path is the longest-duration path through the network.

? Understand Total Float:

Total float is the amount of time an activity can be delayed without affecting the project completion date.

? Review the Network Diagram and Logic:

Activity F is not on the critical path, which allows for flexibility.

Analyzing the paths and slack in the diagram confirms that Activity F has the most total float.

? Cross-Verification:

Option A: Incorrect. Activity I is on the critical path with no float.

Option B: Incorrect. Activity C is not the most flexible.

Option D: Incorrect. Activity D has limited slack.

Option C: Correct. Activity F has the maximum total float.

? Interpret the Narrow Band at "Y":

The narrow band at "Y" is located on a part of the schedule where activities have been delayed or slowed down.

Such delays typically indicate resource limitations (e.g., insufficient manpower or equipment).

? Reasoning:

No evidence of rework or activity inactivity is explicitly shown in the diagram.

Resource limitations are common in network diagrams to explain such periods.

? Cross-Verification:

Option B: Incorrect. No evidence of rework exists.

Option C: Incorrect. Activity inactivity does not fit the context.

Option D: Incorrect. Sufficient information is provided.

Option A: Correct. Resource limitation fits the observed diagram behavior.

The use of a winter/wet weather seasonal calendar is essential in planning and scheduling to account for climatic conditions that can impact project timelines. The PSP Study Guide emphasizes identifying project variables, such as environmental conditions, and incorporating them into the project plan to manage risks and constraints effectively. Seasonal calendars help planners predict periods of reduced productivity, increased costs, and potential delays due to adverse weather conditions (PSP Study Guide, Subchapter 1.2.4, "Project Variables").

These calendars are particularly useful for:

Forecasting potential schedule impacts during specific periods.

Enhancing the accuracy of risk management plans (PSP Study Guide, Section 1.3.13, "Risk and Recovery Plan").

Aiding in decision-making regarding resource allocation during slow periods.

? Update Process Essentials:

Schedule updates track the current status of the project using actuals (start/finish dates), progress (percent complete), and future plans (remaining duration).

The original duration does not change and is part of baseline data, not required for routine updates.

? PSP Study Guide References:

Scheduling update procedures are discussed, emphasizing active progress tracking elements like actual start, percent complete, and remaining duration?.

? Conclusion: The correct answer is D, as original duration is not a variable considered in regular updates.

To reconstruct a CPM schedule electronically and determine the critical path, the following are essential:

Detailed listing of working days for each calendar (Option A): Ensures accurate scheduling across varying work periods.

Predecessor and successor relationships (Option B): Establishes logic and dependencies.

Tabular data including early/late dates (Option D): Necessary for computing float and identifying the critical path.

Assigned party responsibility (Option C) is important for resource management but not required to calculate the critical path??.

Concurrency Analysis:

Activity 3001 (Excavation, Dam Site) has concurrent activities during its execution period.

Based on the schedule, 4001 (Excavation, Spillway), 5001 (Drill and Grout Dam Site), and 6001 (Rock Fill to Elevation 25) overlap with Activity 3001.

Excluded Options:

B, C, and D: Do not fully represent concurrent activities based on schedule analysis.

Verification with PSP Guidelines:Logical sequencing confirms the concurrency of these activities (Ref: PSP Study Guide, Chapter 2A: Activity Sequencing).

? Analyze the Data and Logic:

Activity 9004 ("Valve House Embankment"): This activity has a direct Finish-to-Start (FS) relationship with Activity 10002, with a lag of 7 days.

Late Start (LS) and Late Finish (LF): In backward pass calculations, the late finish of the successor activity is adjusted for lag and task duration to determine the late start of the predecessor activity.

? Formula for Late Finish (LF):

The Late Finish of Activity 9004 is derived by taking the Late Start (LS) of Activity 10002, subtracting the lag of 7 days, and subtracting 1 day to calculate the exact finish date.

? Correct Date Calculation:

Given the Late Start (LS) of Activity 10002:

LS.10002 = 11-28-03.

Apply the formula:LF.9004 = LS.10002 - Lag.7 - 1 day = 11-28-03 - 7 days - 1 day = 11-20-03.

? Cross-Verification with Answer Options:

Option A: Incorrect. Misrepresents the formula.

Option B: Incorrect. Incorrect application of logic and lag adjustments.

Option C: Incorrect. Omits the correct lag consideration.

Option D: Correct. Matches both formula and calculated date.

Estimate to Complete (ETC) is the forecast of additional costs required to complete the remaining project work.

Option B refers to actual costs incurred (AC).

Option C refers to Estimate at Completion (EAC), which includes both actual costs and ETC.

Option D refers to Budgeted Cost of Work Performed (BCWP).

ETC is a critical concept for forecasting and project control as described in the PSP Study Guide??.

Periodic reporting intervals are governed by contractual requirements to ensure consistency, transparency, and compliance.

While monthly reporting (Option A) is common, the exact frequency depends on contractual agreements?.

Requests by the project manager (Option B) or owner (Option C) are secondary to stipulated contractual obligations.

The PSP Study Guide highlights the importance of adhering to contractually specified intervals for periodic reporting to align all stakeholders?.

The time an activity can be delayed from its early start without impacting the overall project completion date is called total float.

Option A (negative float) refers to delays beyond permissible limits.

Option B (free float) refers to delays without affecting the early start of any successor.

Option D (interfering float) is a lesser-used term denoting the time available without delaying the project completion but affecting a successor’s float?.

? Each crane can perform 30 lifts per day with a 1.75 cubic yard bucket. For 3 cranes over 5 days: Concrete volume per day=3 cranes×30 lifts/crane/day×1.75 CY/lift.\text{Concrete volume per day} = 3 \text{ cranes} \times 30 \text{ lifts/crane/day} \times 1.75 \text{ CY/lift}.Concrete volume per day=3 cranes×30 lifts/crane/day×1.75 CY/lift. Daily volume=157.5 CY/day.\text{Daily volume} = 157.5 \text{ CY/day}.Daily volume=157.5 CY/day. Over 5 days: Total volume=157.5×5=306 CY.\text{Total volume} = 157.5 \times 5 = 306 \text{ CY}.Total volume=157.5×5=306 CY.

? References: PSP Study Guide, Section 1.3.7 – Resource Calculations, demonstrates how crane capacity and lift productivity are incorporated into project planning.

? Logic Organization Requirement:

Activity 6002 is required to begin 10 days after the start of Activity 6001.

A start-to-start (SS) relationship with a 10-day lag effectively captures this requirement.

? Exclusion of Other Options:

Option B: Placing the lag on Activity 6002 introduces unnecessary complexity.

Option C: Start-to-finish relationships are not appropriate for this situation.

Option D: A finish-to-start relationship does not meet the requirement of aligning start times.

? Verification with PSP Guidelines:

The PSP Study Guide emphasizes using SS relationships with lags for activities that need staggered starts (Ref: PSP Study Guide, Chapter 2A: Relationships and Lags).

? Explanation of Critical Path:

A network can have multiple critical paths if multiple sequences of activities have zero float.

While it is common to have one critical path, having more than one is possible in complex projects.

? Evaluation of Other Options:

A: Remaining durations exceeding original durations can occur in updated schedules due to delays.

B: Constraints (e.g., finish-to-start, time constraints) can alter longest path calculations.

C: Multiple calendars influence total float when activities use different working days.

? Verification with PSP Guidelines:

The PSP Study Guide mentions the possibility of multiple critical paths in large or complex schedules (Ref: PSP Study Guide, Chapter 2A: Critical Path Analysis).

? Mitigating Late Completion:

A procurement agent could monitor and expedite long-lead equipment, reducing delivery delays that often affect project timelines.

? Evaluation of Other Options:

A: Hiring a senior project manager may not address the specific issue.

B: Self-performing may not resolve procurement delays.

D: Better structural steel drawings relate to design, not equipment delays.

? Verification with PSP Guidelines:

PSP emphasizes early identification and mitigation of procurement risks (Ref: PSP Study Guide, Chapter 2B: Procurement and Supply Chain Management).

? Available Work Time:

A workday consists of 8 hours.

Deduct time for preparation, cleanup, and lunch:

Prep: 1 hour

Lunch: 1 hour

Cleanup: 1 hour

Total unavailable time: 3 hours.

Total available work time: 8 - 3 = 5 hours (300 minutes).

? Determine Lifts per Day:

Cycle Time: 10 minutes per lift.

Lifts per day = Available time ÷ Cycle Time = 300 ÷ 10 = 30 lifts.

? Cross-Verification:

Option A (36 lifts): Incorrect. Assumes more time.

Option B (24 lifts): Incorrect. Assumes less efficiency.

Option D (48 lifts): Incorrect. Overestimates possible lifts.

Option C (30 lifts): Correct.

? Understanding Schedule Performance Index (SPI):

SPI is calculated as SPI=BCWPBCWS\text{SPI} = \frac{\text{BCWP}}{\text{BCWS}}SPI=BCWSBCWP?, where BCWP is the budgeted cost of work performed, and BCWS is the budgeted cost of work scheduled.

SPI < 1 indicates that the project is progressing slower than planned, meaning it is behind schedule.

? Evaluation of Other Options:

A: SPI > 1 would indicate the project is ahead of schedule.

B: SPI = 1 implies the project is on schedule.

C: Completion is not relevant to SPI.

? Verification with PSP Guidelines:

PSP emphasizes SPI as a key metric in earned value management (Ref: PSP Study Guide, Chapter 1D: Earned Value Analysis).