Pass the AACE International Professional Level Certifications PSP Questions and answers with ValidTests

 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).

 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.

 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.

 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 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).

Hammock Cost for Activities 2001–2004:

Activity 2001: Cost = $150,000.

Activity 2002: Cost = $25,000.

Activity 2003: Cost = $20,000.

Activity 2004: Cost = $96,000.

Calculate Total Cost:

Total cost = $150,000 + $25,000 + $20,000 + $96,000 = $271,000.

Cross-Verification with Answer Options:

Option B: Incorrect. Overstates cost.

Option C: Incorrect. Understates cost.

Option D: Incorrect. Overstates cost.

Option A: Correct. Matches the calculated cost.

 Owner’s total project cost is calculated by summing all direct and indirect costs, including any adjustments for delays or bonuses.

 Using the normal schedule, the provided cost aligns with $12,990,000 after applying standard rates and durations.

 References: PSP Study Guide, Section 1.3.10 – Cost Estimate Development, which highlights cost aggregation methods.

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​.