Pass the AACE International Planning & Scheduling Professional (PSP) Exam PSP Questions and answers with ValidTests

 If the duration of Activity B is reduced to zero, the completion of Activity C is determined solely by its own duration and predecessor relationships.

 Without knowing the explicit network logic, it is inferred that reducing Activity B to zero does not affect Activity C’s finish on Day 50, as its relationship with other activities remains intact.

 References: PSP Study Guide, Section 2.2.4 – Relationships and Calculations, highlights how relationships and durations impact completion dates.

 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).

 Workweek Period Analysis:

Based on standard construction scheduling practices and project data, the workweek includes six days, with Sunday as a non-working day.

 Verification in Project Details:

The PSP Study Guide suggests that assumptions on workweeks must align with labor calendars and schedule configurations (Ref: PSP Study Guide, Chapter 2A: Calendars and Constraints).

Definition of Data/Status Date:

The data or status date represents the point in time to which the schedule reflects actual progress.

Evaluation of Options:

Option A: Incorrect. It’s not tied to monthly updates.

Option B: Incorrect. The status date is not when the project manager submits updates.

Option C: Incorrect. It’s not just a system-calculated date.

Option D: Correct. The status date reflects the date progress is measured.

To calculate the duration:

Total hours required: 240 hours.

Daily work hours per crew: 5 workers × 8 hours/day = 40 hours/day.

Duration = Total hours ÷ Daily work hours = 240 ÷ 40 = 6 days.

This calculation aligns with standard resource planning principles​.

 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 sum of all budgets for work scheduled to be accomplished within a specific time period is referred to as the Budgeted Cost of Work Scheduled (BCWS). It represents the planned value of work to be performed during the reporting period.

Option A (Estimate at Completion - EAC) refers to the projected final cost of the project.

Option B (Budget at Completion - BAC) is the total project budget.

Option C (Budgeted Cost of Work Performed - BCWP) refers to the earned value.

This definition aligns with earned value management concepts covered in the PSP Study Guide​.

 The Late Finish (LF) for an activity in CPM is determined by adding the activity’s duration to its Late Start (LS).

 For Activity 9004, if its Late Start is known, adding the activity’s 72-day duration gives the Late Finish date.

 References: PSP Study Guide, Section 2.2.4 – Relationships and Calculations, highlights the importance of forward and backward pass calculations to determine ES, EF, LS, and LF.

A driving relationship is the dependency link where the predecessor activity directly governs the dates of the successor activity.

Option A confuses "driving" with critical path relationships.

Option B oversimplifies by focusing on one type of relationship.

Option C is vague and does not specify the control aspect.

The driving relationship determines schedule flow and is essential for maintaining logical dependencies in CPM scheduling​.