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

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‚· Volume of Concrete per Column:

Each column requires 2,000 cubic feet of concrete.

ï‚· Lift Bucket Capacity:

Each lift bucket holds 40 cubic feet.

ï‚· Calculate Number of Lifts per Column:

Number of Lifts = Volume of Concrete ÷ Bucket Capacity = 2,000 ÷ 40 = 80 lifts.

ï‚· Cross-Verification:

Option B (50 lifts): Incorrect. Miscalculates required lifts.

Option C (5 lifts): Incorrect. Unrealistic for 2,000 cubic feet.

Option D (20 lifts): Incorrect. Underestimates.

Option A (80 lifts): Correct.

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.

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‚· Activity-specific costs in CPM schedules typically include direct expenses like materials (C), field-related overhead (D), and specific schedule management tasks (B).

ï‚· Home office expenses are classified as indirect costs and are not associated with any specific activity within the project schedule. They are accounted for in broader financial statements rather than in the activity-based budget.

 References: PSP Study Guide, Section 1.3.10 – Cost Estimate Development, explains how costs are categorized and assigned in schedules.

ï‚· 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.

ï‚· 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.

ï‚· 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).

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.

When planning a contractor's baseline critical path schedule for constructing a high-clearance bridge near an airport, a planner/scheduler must consider documents directly relevant to the project's execution and constraints. Here's the detailed reasoning:

Project Plans and Specifications (Option A):These documents contain the detailed design, materials, and methods necessary for construction. They are indispensable for planning the baseline critical path schedule.

Project Geotechnical Report (Option B):The geotechnical report provides critical information about soil conditions, foundational requirements, and potential challenges, which significantly influence construction sequencing and methods.

Regulations Published by the Government Aviation Agency (Option C):As the project is near an airport, these regulations will likely impose height restrictions, flight path considerations, and safety requirements. Compliance with these regulations is crucial to avoid project delays or legal issues.

Government's Report on Future High-Clearance Bridge Projects (Option D):This document provides information on future projects and does not pertain to the current construction project. It does not provide actionable data or constraints affecting the planning or execution of the baseline critical path schedule for the awarded project.

Conclusion: Option D is the least valuable document in this scenario as it does not contribute directly to the planning or scheduling of the current project.