PSP Planning & Scheduling Professional (PSP) Exam Question and Answers

ï‚· 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.

ï‚· 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.

ï‚· 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.

ï‚· 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).

ï‚· Role of Soils Engineer:

Soils engineers address subsurface conditions, such as soil stability, unexpected geology, and underground obstacles.

ï‚· Evaluation of Other Options:

A: Survey errors are typically addressed by surveyors.

C: Archeological findings involve specialists in historical preservation.

D: Toxic soils are typically handled by environmental engineers.

ï‚· Verification with PSP Guidelines:

The PSP Study Guide includes subsurface investigations as a key responsibility for geotechnical professionals (Ref: PSP Study Guide, Chapter 1A: Site Conditions).

ï‚· The Late Finish (LF) of Activity 7001, when compared with dependencies in the precedence diagram, does not align with logical flow, indicating an error in its calculation.

ï‚· Validating LF involves backward pass calculations, which must respect lags and durations.

 References: PSP Study Guide, Section 2.3.4 – Schedule Change Management, and 2.4.3 – Schedule Analysis, focus on identifying and correcting logic or calculation errors in schedules.

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.

Resource planning focuses on identifying and allocating the required materials, equipment, labor, and financial resources.

Option A, C, and D are integral to resource planning.

Option B (earned value techniques) is a project control mechanism, not a resource planning factor.

This is consistent with the scope of resource planning as described in the PSP Study Gu

ï‚· SDOT, as the project owner or primary stakeholder, benefits most from a master schedule as it provides an overview of progress, resource allocation, and critical path analysis for the entire project.

ï‚· Contractors (e.g., BILCO) may rely on more detailed schedules specific to their scope rather than the overall master schedule.

 References: PSP Study Guide, Section 2.4.8 – Management Summary, which explains how master schedules are valuable to owners and stakeholders for overall project oversight.

ï‚· Resource Leveling:

Resource leveling adjusts start and finish dates of activities to resolve resource conflicts or constraints, balancing availability and demand.

In construction projects, breaks in continuity of work for subcontractors can result in increased costs due to remobilization and demobilization.

ï‚· PSP Study Guide References:

The PSP guide explains that resource leveling must be carefully analyzed to avoid disruptions in work continuity​.

ï‚· Conclusion: The correct answer is A, as the scheduler must account for potential cost implications of resource leveling on subcontractors.

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​.

Analyze Activity 2001 in the "Normal" Schedule:

Activity 2001 ("River Diversion Stage 1") has a duration of 92 days under the "Normal" schedule.

The logic column shows it has a Successor ID of 2002, and a Finish-to-Start (FS) relationship with no lag. This indicates that Activity 2002 will begin immediately after Activity 2001 finishes.

Identify Concurrent Activities Using the Schedule Logic:To determine concurrency, we need to look for activities that overlap in time with Activity 2001 during its duration. Concurrent activities must either:

Start before Activity 2001 finishes, or

Finish after Activity 2001 starts.

Review Activities in the Normal Schedule:

Activity 1001 ("Preliminary Civil Work"):

Has a duration of 85 days, starts before Activity 2001, and overlaps with it.

Logic: Its successor is Activity 2001 (Start-to-Start [SS] relationship), confirming the overlap.

Activity 1000 ("General Conditions"):

Duration is 1072 days. However, this is an overarching activity, and its inclusion is not specific to being concurrent with Activity 2001.

Activity 7001 ("Permanent Roads"):

Starts much later, after Activity 2001 ends, and thus is not concurrent.

Activity 2003 ("River Diversion Dam"):

Starts after Activity 2001 completes (FS relationship), so it is not concurrent.

Conclusion:The only activity that overlaps and runs concurrently with Activity 2001 in the "Normal" schedule is Activity 1001.

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​.

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​​.

ï‚· Relationship Analysis:

Activity 4001 starts 15 days after Activity 3001 begins, based on their logical dependency (SS +15).

This indicates partial concurrency, as both activities overlap in execution.

ï‚· Evaluation of Other Options:

A: Incorrect, as the statement refers to Activity 5001, not 3001.

C: Incorrect, as Activity 4001 does not start before Activity 3001.

ï‚· Verification with PSP Guidelines:

PSP guidelines stress precise interpretation of activity relationships (Ref: PSP Study Guide, Chapter 2A: Logical Relationships and Lags).

ï‚· Purpose of the Work Breakdown Structure (WBS):

The WBS organizes the project into manageable components, breaking it down to the smallest defined work packets or work packages.

These packages serve as the foundation for schedule and cost management.

ï‚· PSP Study Guide References:

The WBS is discussed as the primary organizational tool to define the scope, cost, and activities of a project​.

ï‚· Conclusion: The correct answer is D, as the WBS is used to organize the smallest work packages.

ï‚· Understanding Float:

Network Float: The shared amount of time that non-critical activities can be delayed without affecting the project completion date.

Float ownership is not exclusive unless explicitly stated in the contract.

ï‚· Evaluation of Options:

Option B: Incorrect. Total float does not belong solely to the contractor unless stated.

Option C: Incorrect. Total float is not exclusively owned by the owner unless stated in the contract.

Option D: Incorrect. Free float is tied to specific activities and not shared.

Option A: Correct. In the absence of specific contract terms, network float is generally shared.

The Estimate to Complete (ETC) quantifies the cost required to complete all remaining work.

Option A (Budget at Completion - BAC) is the total approved budget.

Option B (Budgeted Cost of Work Performed - BCWP) measures earned value.

Option D (Estimate at Completion - EAC) includes both actual costs to date and ETC.

ETC is used to forecast project completion costs as outlined in standard project management practices​​.

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.

ï‚· Shape of Cumulative BCWS:

The Budgeted Cost of Work Scheduled (BCWS) reflects a cumulative expenditure curve over time, typically shaped like an "S".

ï‚· Explanation of the S-Curve:

Initially slow expenditure, acceleration during peak work, and tapering off near completion.

ï‚· Verification with PSP Guidelines:

The PSP Study Guide discusses BCWS as part of earned value management (Ref: PSP Study Guide, Chapter 1D: Earned Value Analysis).

An effective schedule is one that is realistic, collaborative, and accepted by key stakeholders involved in project execution.

Gaining consent and agreement ensures buy-in, facilitates implementation, and minimizes disputes (Option B)​.

Frequent updates (Option A) are essential for tracking but are insufficient without team agreement.

Contract specifications (Option C) govern compliance but do not guarantee effective field use.

Large contingencies (Option D) may reduce accountability and create inefficiencies in project management.

Collaboration and stakeholder involvement, as emphasized in the PSP Study Guide, are essential for schedule usability​.

Best Practices for Change Management Plans:

Effective plans are developed in the planning phase, ensuring all stakeholders understand how changes will be managed.

Evaluation of Options:

Option A: Incorrect. Stakeholders are involved during development, not just after.

Option C: Incorrect. A change management plan focuses on significant changes, not minor decisions.

Option D: Incorrect. It involves all stakeholders, not just the project controls team.

Option B: Correct. Change management plans are part of project planning.

ï‚· Key to Duration Accuracy:

A specialized industry handbook offers standardized and validated task durations tailored to the specific context of petrochemical plants.

ï‚· Analysis of Options:

Option A: General industry publications may lack specificity.

Option B: Past project schedules provide insight but may not reflect the specific context or updated methodologies.

Option C: The handbook is most relevant as it is tailored to the specific project type.

Option D: Cost estimates are useful for budget alignment but not as precise for duration calculation.

ï‚· PSP Study Guide References:

The guide advises leveraging validated industry resources for project-specific accuracy in duration estimation​.

ï‚· Conclusion: The correct answer is C, as a specialized industry handbook provides the most reliable and context-specific data for duration estimation.

ï‚· Estimating Activity Durations:

The critical factors are crew size, labor hours, and the standard workday.

Cost estimation is not directly required to calculate durations.

ï‚· Evaluation of Options:

Option A: Incorrect. Crew size is needed for productivity estimation.

Option B: Incorrect. Labor hours are directly tied to durations.

Option C: Incorrect. Workday hours define the available time.

Option D: Correct. Cost is not directly linked to duration

Resource-leveling is used when resource constraints such as labor, materials, or equipment availability might prevent schedule logic from being followed.

Option A references float-banking, unrelated to resource leveling.

Option C suggests never performing leveling unless required, which overlooks the need to address actual resource limitations.

Option D is incorrect as a resource-loaded schedule may still need leveling for optimization.

Resource management principles in the PSP Study Guide discuss when and why to apply resource leveling​​.

The linear scheduling velocity diagram uses time on one axis and location on the other. This graphically represents the progression of work at various locations over time.

Option C (time and rate of progress) and Option D (time and crew size) refer to related concepts but do not accurately describe the axes.

Option A (location and crew size) is unrelated.

This aligns with graphical techniques discussed for construction scheduling​.

Industry-recognized methodologies for quantifying critical delays include:

Periodic Windows Analysis, which evaluates delays in defined time periods.

Collapsed As-Built Analysis, comparing completed work to a hypothetical as-built schedule without delays.

Time Impact Analysis, assessing the impact of delays based on scheduled activities​​.

A Gantt Chart (Option A) is a scheduling visualization tool, not a methodology for delay analysis. It lacks the analytical rigor and methodology required for critical delay quantification.

ï‚· 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).

ï‚· PSP Study Guide References:

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

ï‚· 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.

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

ï‚· 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

ï‚· Calculate Total Cycle Time:

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

ï‚· 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.

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​​.

ï‚· Impact of Calendars on Total Float:

Differing calendars (e.g., working days, holidays, or shifts) assigned to activities can result in varying total float values within a logical chain.

Total float measures the flexibility of an activity and is calculated based on its calendar and logical dependencies.

ï‚· PSP Study Guide References:

The guide covers how calendar assignments influence float calculations and their potential to create disparities in a critical path​.

ï‚· Conclusion: The correct answer is B, as differing total float values typically indicate the use of different calendars for activities in the chain.

Free float is a concept in Critical Path Method (CPM) scheduling that refers to the amount of time an activity's early start can be delayed without affecting the early start of any immediately succeeding activities.

Option A refers to total float, which considers early and late dates of an activity​.

Option C also points to total float.

Option D does not define free float.

Free float is critical for project planners as it provides flexibility in scheduling without impacting downstream activities​.

Original Completion Date (Normal Schedule):

Project completion is originally set for 03-01-04 (based on all durations and dependencies).

Slippage Details:

Activity 1001: Slipped by 10 days.

Activity 10002: Slipped by 35 days.

Remaining activities retain original durations.

Revised Completion Date Calculation:

Adjust original completion date for the cumulative slippage of 35 days (largest impact).

New completion date = 03-01-04 + 10 days = 03-11-04.

Cross-Verification with Answer Options:

Option A (02-19-04): Incorrect. Ignores slippage.

Option B (03-21-04): Incorrect. Overestimates slippage impact.

Option D (03-20-04): Incorrect. Does not align with the logical sequence.

Option C (03-11-04): Correct. Matches adjusted completion date.

A fundamental limitation of Critical Path Method (CPM) scheduling is its assumption of unlimited resources, meaning it does not account for resource constraints when calculating schedules.

Option A (backward pass) is a standard part of the CPM process.

Option C is incorrect as CPM considers activity dependencies.

Option D refers to flexibility in diagramming methods, not a drawback.

The PSP Study Guide highlights resource constraints as a significant challenge in CPM application​​.

ï‚· Calculation of Productivity Loss:

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

ï‚· PSP Study Guide References:

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

ï‚· Conclusion: The correct answer is C, as the difference represents productivity loss.

ï‚· Activity 11001 Characteristics:

Activity 11001 (Spillway - Concrete) is logically defined as the final activity in the project.

Final activities in a project typically do not have successor activities since they signify project completion.

ï‚· Exclusion of Other Options:

Option A: Circular logic does not apply since the scheduling logic is linear and follows standard precedence diagramming methods.

Option B: Activity 11001 is not penultimate but the final activity.

Option C: The scheduler's error is highly unlikely in a controlled environment following PSP principles.

ï‚· Verification with PSP Guidelines:

The PSP Study Guide explains that final activities represent the culmination of a project's logical sequence and typically lack successors (Ref: PSP Study Guide, Chapter 2A: Logical Sequencing).

ï‚· Proceeding without completing environmental studies introduces compliance risks, such as legal challenges or project shutdowns. This is not a feasible method for reducing the overall completion time as it contradicts environmental regulations and ethical standards.

ï‚· Methods like subcontracting (A) or reallocating resources (B) are feasible, as they leverage resource management.

 References: PSP Study Guide, Section 1.2.3 – Stakeholder Considerations, and Section 1.3.13 – Risk and Recovery Planning, which emphasize compliance with regulations and avoiding unmanageable risks.

ï‚· Critical Path Identification:

The critical path is the longest sequence of activities that determines the project’s minimum duration.

Path: A → B → G → H.

ï‚· Exclusion of Other Options:

Paths involving F, J, or non-critical activities do not align with the longest duration.

ï‚· Verification with PSP Guidelines:

The PSP Study Guide emphasizes identifying the critical path for schedule optimization (Ref: PSP Study Guide, Chapter 2A: Critical Path Analysis)

ï‚· Activity Details (2001 - "River Diversion Stage 1"):

Successor: 2002 ("River Diversion Stage 2").

Relationship: Finish-to-Start (FS) with no lag.

Normal schedule duration for Activity 2001 = 92 days.

ï‚· Backward Pass Calculation for Late Finish (LF):

The Late Finish (LF) of Activity 2001 is derived from the Late Start (LS) of its successor, Activity 2002.

Formula: LF.2001 = LS.2002 - 1 day.

ï‚· Date Calculation:

Given: LS.2002 = 08-30-01 (as per data in the schedule).

LF.2001 = LS.2002 - 1 day = 08-30-01 - 1 day = 08-29-01.

ï‚· Cross-Verification with Answer Options:

Option A: Incorrect. Misrepresents the Late Finish formula.

Option C: Incorrect. Adds 1 day instead of subtracting.

Option D: Incorrect. Incorrect date application.

Option B: Correct. Matches both formula and calculation.

ï‚· Scope Planning Tools and Techniques:

Tools for scope planning include methods to define and refine the project scope. These involve cost-benefit analysis, expert judgment, and alternatives identification.

Schedule performance indexing is a performance tracking tool used during execution and is unrelated to scope planning.

ï‚· PSP Study Guide References:

Scope planning methods are detailed in the PSP guide, emphasizing tools like expert judgment, alternatives analysis, and structured decision-making techniques​.

ï‚· Analysis for Selection:

Option A: A common method to analyze the costs and benefits of scope components.

Option B: Incorrect. This is a tracking tool, not a scope planning method.

Option C: Expert judgment is a key technique in defining project scope.

Option D: Alternatives identification supports exploring various approaches to project goals.

ï‚· Conclusion: The correct answer is B, as schedule performance indexing is not a scope planning tool.

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.

ï‚· Granting Time Extensions:

Differing site conditions are excusable delays under standard contract terms, requiring time extensions.

Centrifuge delays and shop drawings typically fall under the contractor's responsibility and are not excusable.

ï‚· Excluded Options:

A & B: Shop drawing-related delays are the contractor's risk unless explicitly agreed otherwise.

D: Combining excusable and non-excusable delays does not entitle an extension.

ï‚· Verification with PSP Guidelines:

Granting time extensions aligns with contractual principles outlined in PSP-related contracts (Ref: PSP Study Guide, Chapter 1C: Delay Analysis and Claims).

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.

ï‚· Critical Path and Delays:

A delay must impact the critical path to qualify for a time extension or compensable delay, as the critical path determines the project's overall completion time.

If the critical path is not affected, the delay is considered to have "float," which means it does not affect the project's completion date and, therefore, may not be compensable.

ï‚· PSP Study Guide References:

Delays impacting the critical path are emphasized in the PSP Study Guide under schedule analysis and delay management sections. The claimant must demonstrate that the delay impacts key project milestones and overall project completion​.

ï‚· Analysis for Selection:

Option A: Correct. A delay that does not affect the critical path does not result in additional time or compensation.

Option B: Concurrent delays involve shared responsibility and may complicate claims for compensation but are not a strict requirement for delay consideration.

Option C: Monetary harm is not directly relevant to time extension entitlement.

Option D: While planned schedules are significant, the focus is on the project's critical path, not just the contractor's planned sequence.

ï‚· Conclusion: The correct answer is A because affecting the critical path is the key determinant for entitlement to a time extension or compensable delay.

ï‚· Crashing is a technique to reduce project duration by allocating additional resources to critical path activities. The most critical factor when crashing a schedule often pertains to external constraints that could severely disrupt progress.

ï‚· Avoiding adverse weather conditions, such as the 2023-2024 winter/wet season, is paramount since such conditions can render activities impossible or highly inefficient.

ï‚· The PSP Study Guide emphasizes that constraints, such as environmental conditions, play a pivotal role in project planning and execution. Managing these constraints effectively through schedule adjustments like crashing is critical to project success.

 Financial incentives (bonus or penalties) and cost minimization, while important, typically take secondary priority when natural constraints risk derailing the project timeline entirely (PSP Guide, Section 1.2.4 – Project Variables and Constraints).

ï‚· Activity Relationships:

Activity 2002 is directly succeeded by Activity 2003 in the schedule.

The late start (LS) of Activity 2003 determines the late finish (LF) of Activity 2002, adjusted by any lags or additional constraints.

ï‚· Late Finish Calculation Formula:

LF of 2002 = LS of 2003 - 1 day.

This accounts for the predecessor-successor logic and the sequence of activities.

ï‚· Date Calculation:

Late start of 2003 = 10-06-01.

Late finish of 2002 = 10-06-01 - 1 day = 10-05-01.

ï‚· Verification:

PSP guidelines emphasize that late finish values are derived by subtracting any relevant time constraints from the successor's late start (Ref: PSP Study Guide, Chapter 2A: Backward Pass Calculations)

ï‚· Understanding the Problem:

The question asks which risk cannot be estimated using only a resource-loaded schedule.

A resource-loaded schedule contains detailed information about activities, resources (labor, materials, equipment), and their associated costs but does not provide external information unrelated to project resources.

ï‚· Analysis of Each Option:

A. Delay due to SDOT's other projects:

This risk depends on external factors beyond the control or visibility of the resource-loaded schedule, such as project interactions, priorities, or resource allocation managed by SDOT (the State Department of Transportation).

A resource-loaded schedule cannot estimate this delay, as it does not account for external dependencies or priorities outside the project's scope.

This is the correct answer.

B. Delay due to labor shortage:

A resource-loaded schedule tracks labor availability and allocation. By analyzing resource constraints, it can estimate potential delays due to labor shortages.

This risk can be estimated using the schedule.

C. Liquidated damages on the SDOT contract:

Liquidated damages are linked to project delays. A resource-loaded schedule can estimate the delay impact and calculate potential damages based on contract terms.

This risk can be estimated.

D. Cost overruns due to cement shortage:

Cement shortages directly affect the material resource allocations in the schedule. A resource-loaded schedule can estimate cost overruns by analyzing material usage and constraints.

This risk can be estimated.

ï‚· Final Answer and Justification:

Option A is correct because a resource-loaded schedule cannot consider or predict delays caused by external projects managed by other entities like SDOT.

All other risks relate to project resources or scheduling, which can be analyzed using a resource-loaded schedule.

ï‚· Study Guide Reference:

Refer to the PSP Certification Study Guide, Chapter 2 – Scheduling, sections on Schedule Maintenance and Risk Analysis (p. 209), and Resource-Constrained Scheduling (p. 163).

AACE Recommended Practice 57R-09: "Integrated Cost and Schedule Risk Analysis" provides additional insights into risks measurable through schedules.