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NEW QUESTION # 119
Which of these letters, symbols or words best approximates the graphical shape of a project's cumulative BCWS?
- A. S
- B. Bell curve
- C. _
- D. /
Answer: A
NEW QUESTION # 120
What method would be the best way to determine the most likely as-built critical path of a project that is underway, and the schedule of which has been partially progressed?
- A. Use the forward-looking critical path of the most current updates.
- B. Interview the project personnel for their perceptions and opinions because the schedule is usually inadequate.
- C. Use the progressed portion of the critical path of the baseline schedule.
- D. Use the progressed portion of the critical path of all the updates previous to the current update.
Answer: A
NEW QUESTION # 121
A driving relationship is _____________________.
- A. The link between a predecessor and the activity whose dates it controls.
- B. The link between two related activities.
- C. A critical relationship.
- D. A finish-to-start relationship.
Answer: A
Explanation:
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.
NEW QUESTION # 122
There is only enough room for a maximum of 4 cranes to be placed on-site. Assuming that a single crane can perform 35 lifts per day and that a column pour requires 60 lifts, what is the minimum number of tower cranes that should be used for the above described column pours?
- A. 3 cranes
- B. 1 crane
- C. 2 cranes
- D. 4 cranes
Answer: C
NEW QUESTION # 123
Why does activity 1001 have two successor activities?
- A. Because the late finish of 1001 and the late start of 7001 require two successors
- B. Because the problem could not effectively work with only one successor
- C. Because there are two defined logic paths for the work
- D. Because the duration of activities 2001, 2002 and 200.f require two successors
Answer: C
NEW QUESTION # 124
What owner action could have mitigated the late completion of the project?
- A. Self-perform more of the work.
- B. Prepare better structural steel drawings.
- C. Hire a more senior project manager.
- D. Use a procurement agent to monitor and expedite equipment deliveries.
Answer: D
NEW QUESTION # 125
What is the free float for Activity F?
- A. 3 months.
- B. 1months.
- C. 2month.
- D. 0months.
Answer: D
NEW QUESTION # 126
The amount of time that an activity can be delayed from its early start date without delaying project completion is called:
- A. Negative float.
- B. Free float.
- C. Total float.
- D. Interfering float.
Answer: C
Explanation:
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.
NEW QUESTION # 127
Each column must be poured in one day. Each column requires 2,000 cubic feet of concrete. The lift bucket has a capacity of 40 cubic feet. How many lifts will be required per column pour?
- A. 20 lifts
- B. 5 lifts
- C. 80 lifts
- D. 50 lifts
Answer: D
NEW QUESTION # 128
What is a critical path method schedule?
- A. A network diagram of logically interconnected activities
- B. A graphical means of showing the important work
- C. The timeline of the riskiest work
- D. List of work to be accomplished by responsible party and when it is to be accomplished
Answer: A
Explanation:
* Definition of a Critical Path Method (CPM) Schedule:
CPM schedules are based on network diagrams that logically link activities, showing the sequence and dependencies between them.
These schedules identify the critical path, which is the longest path through the network, determining the project's shortest possible duration.
* Evaluation of Options:
Option A: Incorrect. While CPM schedules do include tasks and timelines, the defining feature is the logical interconnection of activities.
Option B: Incorrect. CPM schedules are not limited to "risky" work; they show all activities.
Option C: Incorrect. CPM schedules use network diagrams, not just graphical representations.
Option D: Correct. The network diagram is the key characteristic of CPM schedules.
NEW QUESTION # 129
A good change management plan___________.
- A. involves only the project controls team
- B. tracks minor decisions
- C. is detailed during the planning phase
- D. is provided to stakeholders after it is created
Answer: C
Explanation:
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.
Reference:
PSP Study Guide (2019), Sections on Critical Path Analysis, Float Management, and Change Management.
AACE Recommended Practices, RP 10S-90.
NEW QUESTION # 130
Midway through the project you received an executed change order for this project, adding thirty-three days to the contract for weather delays. In its simplest form, how would your next project update display the changed condition?
- A. After Activity 1000, add a new Activity 1010 with a finish-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-start relationship to the final activity of the project.
- B. After Activity 1001, add a new Activity 1011 with a finish-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-start relationship to the final activity of the project.
- C. After Activity 1000, add a new Activity 1050 with a start-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-finish relationship to the final activity of the project.
Answer: B
NEW QUESTION # 131
Which is NOT an industry-recognized methodology for quantifying critical delay?
- A. Collapsed As-Built.
- B. Periodic Windows.
- C. Time Impact.
- D. Gantt Chart.
Answer: D
Explanation:
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.
NEW QUESTION # 132
If someone wanted to constrain a project's end date so that any project slippage would cause negative float, they would do so by using
- A. Finish-no-earlier constraint on the first activity
- B. Start-no-later constraint on the first activity
- C. Finish-no-earlier constraint on the last activity
- D. Finish-no-later constraint on the last activity
Answer: D
Explanation:
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.
NEW QUESTION # 133
Theoretically construct a summary activity for activities 2001 through 2004. Using the "normal" schedule, what is the cost of the hammock?
- A. $289,000
- B. $271,000
- C. $299,000
- D. $139,000
Answer: B
Explanation:
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.
Reference:
PSP Study Guide (2019), Section on Summary and Hammock Activities.
AACE Recommended Practices, RP 10S-90.
NEW QUESTION # 134
What is the actual duration as of the status date or data date of Activity B?
- A. 4.
- B. 7.
- C. 0.
- D. 3.
Answer: D
NEW QUESTION # 135
At a minimum, periodic reporting must be done at what interval?
- A. Monthly.
- B. As requested by the owner.
- C. As requested by the project manager.
- D. As specified in the contract documents.
Answer: D
NEW QUESTION # 136
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