PSP Questions and Answers

The number of workdays between two milestones, such as Product Testing and Product Available, is calculated by considering the activity durations, dependencies, and any calendar constraints (PSP Study Guide, Subchapter 2.2.3, "Durations"). If the activities are continuous and there are no interruptions such as holidays, the total duration would sum to 100 days based on the provided schedule.

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).

 Delay Analysis:

Analyzing delays contemporaneously ensures accurate understanding of their causes and effects, helping stakeholders mitigate impacts in real time.

Waiting until after the project introduces risks of incomplete or inaccurate records.

 PSP Study Guide References:

Contemporary delay analysis is highlighted as a best practice for effective delay resolution and management​.

 Conclusion: The correct answer is B, as contemporaneous analysis is the most effective way to address project delays.

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.

 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).

 Position Analysis:

Activity C (Develop Draft Plans and Specifications) has a duration of 5 months and is preceded by Activity A.

The diagram positions Activity C incorrectly since it starts simultaneously with Activity B, but Activity C should start after the completion of Activity A.

 Cross-Verification:

Based on the dependencies, Activity C’s incorrect positioning violates the logical sequencing rule.

 Verification with PSP Guidelines:

Correct logic representation is critical for network diagrams (Ref: PSP Study Guide, Chapter 2A: Logical Sequencing).

The cumulative cost baseline typically forms an "S" curve, reflecting slow initial expenditures, accelerating progress during peak activities, and tapering off as the project concludes.

Option A, B, and D do not represent the characteristic shape of a project's cost curve.

The PSP Study Guide highlights the "S" curve as a standard graphical representation of cumulative project costs over time​.

 Understanding the Cycle Time:

A cycle time includes all the operations needed for one complete lift:

Sling Up: 5 minutes

Hoist Up: 4 minutes

Discharge: 3 minutes

Clear Unload Area: 3 minutes

Hoist Down: 2 minutes

 Calculate Total Cycle Time:

Cycle Time = 5 + 4 + 3 + 3 + 2 = 17 minutes.

 Cross-Verification:

Option A (5 minutes): Incorrect. Excludes operations.

Option C (14 minutes): Incorrect. Underestimates.

Option D (6 minutes): Incorrect. Miscalculation.

Option B (17 minutes): 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).

Scheduling Professional Study Guide and Documents References:

Total float is the amount of time an activity can be delayed without delaying the project's overall completion date.

Option B (buoyancy) and Option D (end of that activity) are irrelevant.

Option C refers to free float, not total float.

This definition is fundamental in critical path analysis​​.

 Cost for 2000 Series Activities:

Activity 2001: $150,000.

Activity 2002: $25,000.

Activity 2003: $18,000.

Activity 2004: $96,000.

Total: 150,000+25,000+18,000+96,000=289,000150,000 + 25,000 + 18,000 + 96,000 = 289,000150,000+25,000+18,000+96,000=289,000.

 Total Project Cost:

Total cost: $7,308,000 (sum of all activities in "normal" schedule).

 Percentage Contribution:

289,0007,308,000×100≈3.95%\frac{289,000}{7,308,000} \times 100 \approx 3.95\%7,308,000289,000​×100≈3.95%.

 Verification with PSP Guidelines:

The PSP Study Guide emphasizes accuracy in percentage-based cost contributions as a critical analysis tool in project cost management (Ref: PSP Study Guide, Chapter 1B: Cost Breakdown Structure).

 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).

 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.

 The Critical Path comprises the sequence of activities that directly impact the project’s completion time.

 If only the last half of Activity B delays the subsequent activities, then this portion lies on the critical path.

 References: PSP Study Guide, Section 2.4.3 – Schedule Analysis, emphasizes identifying segments of activities that are critical due to dependencies and float values.

 Crashed Schedule Predecessors to Activity 2004:

Activity 2004 (River Diversion to Pipeline) depends on completion of:

1001 (Preliminary Civil Work).

2001 (River Diversion Stage 1).

2002 (River Diversion Stage 2).

2003 (River Diversion Dam).

 Exclusion of Other Activities:

Activity 2007 is not part of the crashed schedule's direct predecessor chain.

Other options include duplicated or incorrect entries.

 PSP Study Guide Reference:

Logical sequence analysis confirms these predecessors (Ref: PSP Study Guide, Chapter 2A: Activity Sequencing and Critical Path Analysis).

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).

 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.

When detailed estimates are unavailable, historical production rates can provide reliable data for estimating durations based on past projects with similar work.

Option A (Eichleay formula) is for overhead cost allocation.

Option C (Time impact analysis) evaluates delay impacts, not durations.

Option D (Black-Scholes model) is irrelevant in this context.

Historical data usage is a recognized method in project planning and scheduling practices​​.

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​​.

The planning process for construction scheduling considers factors that directly impact project execution, such as:

Stakeholders' needs (Option A)​.

Value engineering (Option B), which optimizes project cost, schedule, and quality​.

Project variables (Option C), including site conditions, resources, and external constraints​.

However, the interest rate of the owner's construction bonds (Option D) is a financial detail outside the scope of construction scheduling and planning decisions. It does not directly affect the scheduling tasks but might influence overall project financing discussions.

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​​.

 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.

 Early Finish Date Calculation:

Duration of Activity 10002: 7 days.

Assuming the start date aligns with project calendars, calculate the early finish by adding the duration to the early start, considering working days.

Early finish date: 12-17-03.

 Float Calculation:

Total float is the difference between the late finish and early finish dates or derived by backward pass calculations.

Total float: 4 days.

 Verification with PSP Guidelines:

Float and early finish calculations are foundational in the PSP framework and involve analyzing forward and backward pass data (Ref: PSP Study Guide, Chapter 2A: Calculations and Float Analysis).

 Precedence Diagramming Method (PDM):

PDM allows for Start-to-Start (SS), Finish-to-Start (FS), Start-to-Finish (SF), and Finish-to-Finish (FF) relationships between activities.

This flexibility makes PDM distinct from Arrow Diagramming Method (ADM), which uses arrows to depict dependencies.

 Evaluation of Options:

Option A: Incorrect. This describes ADM, not PDM.

Option B: Incorrect. Both PDM and ADM can represent multiple critical paths.

Option C: Incorrect. Late start and finish calculations apply to both methods.

Option D: Correct. PDM uniquely allows multiple relationship types.

To maintain the product availability date while accommodating a 15-day delay in proofing corrections, the best course of action is to expedite another activity on the critical path. The PSP Study Guide outlines methods for schedule recovery and acceleration (Section 2.3.5, "Acceleration"). Expediting the Draft Product Manual by 5 days helps redistribute the time lost, aligning subsequent tasks to achieve the original completion milestone without delaying the overall schedule.

 Understand the Concept of a Hammock Activity:

A hammock activity spans over multiple activities and reflects the cumulative duration from the earliest start to the latest finish of the grouped activities.

 Activities in the Hammock (6001–6003):

Activity 6001: Duration = 102 days, FS relationship with successor.

Activity 6002: Duration = 140 days, FS with 6001.

Activity 6003: Duration = 115 days, FS with 6002.

 Calculate the Duration:

Earliest Start of Activity 6001 → Latest Finish of Activity 6003.

Total duration = 102 + 140 + 115 = 362 days.

 Cross-Verification with Answer Options:

Option A: Incorrect. Overestimates.

Option C: Incorrect. Underestimates.

Option D: Incorrect. Underestimates.

Option B: Correct. Matches the calculated duration.

Total float is influenced by factors like multiple calendars, start/finish constraints, and preferential logic because these directly affect the calculation of early and late dates.

Option D (front end loading), which involves distributing work to earlier project phases, does not inherently affect float calculations as it primarily pertains to resource or phase management strategies​​.

 Activity 2002 in the Crashed Schedule:

Activity 2002 duration in the crashed schedule is 28 days.

Start Date: 12 August 2021.

Finish Date = Start Date + Duration (excluding non-working days).

 Calculation:

12 August + 28 days = 09 September 2021 (excluding weekends or non-working days based on typical calendars).

 Verification with PSP Guidelines:

Accurate calculation of start and finish dates aligns with scheduling best practices (Ref: PSP Study Guide, Chapter 2A: Schedule Development).

 A WBS summary activity aggregates costs of constituent activities (2001 through 2004).

 By summing the costs of activities as outlined in the schedule, the total cost for the WBS summary activity is calculated as $321,000.

 References: PSP Study Guide, Section 1.3.7 – Establish Work Breakdown Structure, elaborates on cost consolidation at WBS levels.

A logic loop occurs when a circular dependency is introduced, creating a scenario where activities cannot progress in a linear or logical manner.

Adding a relationship between F and I would create such a loop if existing dependencies between these or related activities already establish mutual dependencies.

 Understanding the Requirement:

The "normal" schedule duration is 1072 days for Activity 1000 (General Conditions).

Billing occurs at the end of each month for the previous month.

Partial months are included in billing cycles.

 Total Project Duration in Months:

Total days: 1072.

Convert to months: 107230.44≈35.2\frac{1072}{30.44} \approx 35.230.441072​≈35.2 months.

Include partial months, which adds 1 additional invoice.

 Total Invoices:

Full months: 35.

Partial months: 7 (assuming each partial month is rounded up to include invoicing).

Total invoices = 35+7=4235 + 7 = 4235+7=42.

 PSP Principles Cross-Verification:

PSP guidelines emphasize accurate conversion of schedule durations into calendar billing periods for effective cash flow management (Ref: PSP Study Guide, Chapter 2B: Schedule Output and Deliverables).

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.

To calculate the completion day for Activity C:

Reduce Activity A's duration by five days.

Recalculate dependent activities' start and finish times using forward pass logic (PSP Study Guide, Subchapter 2.2.4, "Relationships").

Sum up the adjusted durations to determine the completion day for Activity C.

This aligns with the logic of schedule adjustments and dependencies as outlined in the PSP Study Guide.

Scheduling Professional Study Guide and Documents References

Forward Pass Calculation:

A forward pass determines the earliest start (ES) and earliest finish (EF) dates for all activities, progressing from project start to finish.

Total float is calculated later by comparing early and late dates.

PSP Study Guide References:

Forward and backward pass calculations are core elements of CPM scheduling methodology​.

Conclusion: The correct answer is B, as forward pass provides ES and EF for activities.

 Critical Path Analysis:

Critical path activities include proofing, printing, and packaging.

Delays or baseline adherence does not alter the sequence of critical activities.

 Impact Assessment:

No additional changes occur to the baseline critical path in the given scenario.

 Cross-Verification:

Option A: Incorrect. Assumes two path changes.

Option B: Incorrect. Incorrect number of changes.

Option D: Incorrect. Overestimates critical path shifts.

Option C: Correct. Reflects no critical path changes.

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.

 Activity Duration Estimation Techniques:

Accurate estimation methods include detailed breakdowns, using experienced personnel, and analyzing specific factors for individual activities.

Relying on gross estimates or averages (as in A) introduces significant inaccuracies.

 PSP Study Guide References:

The PSP Study Guide emphasizes the importance of detailed and specific input to improve estimation accuracy​.

 Analysis for Selection:

Option A: Incorrect method, as averages do not provide accurate results for individual activities.

Option B: Misguided suggestion; focusing independently on activities without logic paths introduces potential errors.

Option C: Correct. Dividing activities enhances detail and estimation precision.

Option D: Correct. Involving the executors ensures realistic and experienced-based durations.

 Conclusion: The correct answer is A, as using gross estimates is not an effective method for improving accuracy.

 Time-Scaled Logic Diagrams:

Represent activities with respect to a time scale (e.g., a calendar).

Show logical relationships and durations in a visually aligned manner, aiding in analysis and reporting.

 Common Misconceptions:

They are not the same as pure logic diagrams (B).

While often created using computer software, manual versions are also possible, so (A) is incorrect.

They are not specifically for calculating activity durations (C).

 PSP Study Guide References:

The guide identifies time-scaled logic diagrams as a tool for better visualization of schedules, where activities align with calendar dates​.

 Conclusion: The correct answer is D, as time-scaled logic diagrams are drawn to align activities with a calendar.

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​​.