AACE International PSP - Planning & Scheduling Professional (PSP) Exam

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‚· 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).

ï‚· Situation Analysis:

Proofing of the product manual requires 15 additional days.

This impacts the Print Product Manual (Activity F), which is a critical path activity.

ï‚· Maintaining the Availability Date:

To prevent delays in the product release (Activity H), the additional 15 days for proofing must be offset.

Reducing the printing duration (Activity F) by 5 days ensures the schedule stays on track.

Expediting other activities like manufacturing or packaging would not directly compensate for the proofing delay.

ï‚· Cross-Verification:

Option A: Incorrect. Delaying product release impacts availability.

Option B: Incorrect. Packaging is not a direct predecessor of the product release.

Option D: Incorrect. Delaying manufacturing has no impact on proofing.

Option C: Correct. Expedites the critical path by compensating for the delay.

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​.

ï‚· 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).

ï‚· Determine Lifts per Day:

Cycle Time: 10 minutes per lift.

Lifts per day = Available time ÷ Cycle Time = 300 ÷ 10 = 30 lifts.

ï‚· 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.

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.

Periodic reporting intervals are governed by contractual requirements to ensure consistency, transparency, and compliance.

While monthly reporting (Option A) is common, the exact frequency depends on contractual agreements​.

Requests by the project manager (Option B) or owner (Option C) are secondary to stipulated contractual obligations.

The PSP Study Guide highlights the importance of adhering to contractually specified intervals for periodic reporting to align all stakeholders​.

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​.

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.

ï‚· Input Data for Construction Planning:

Construction planning relies on data from the owner, contractor, and contract terms to establish project parameters.

Bonding capacity is not typically part of the planning inputs but rather a procurement and contractual concern.

ï‚· PSP Study Guide References:

Key inputs include project requirements, constraints, and stakeholder inputs as outlined in the PSP guide​.

ï‚· Conclusion: The correct answer is C, as bonding capacity is not a direct input to the construction planning process.