AACE International PSP Dumps

 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.

 Understanding Stakeholders:

A stakeholder is any individual, group, or entity that has an interest or is affected by the project's outcome, whether directly or indirectly.

Stakeholders typically include the owner, contractors, subcontractors, suppliers, designers, public agencies, and other entities directly involved in or impacted by the project.

 Analysis of the Options:

A. ALPHA:

ALPHA appears to be one of the stakeholders involved in the Spring Highway project, likely as a contractor, subcontractor, or project participant.

B. GOUGE:

GOUGE does not appear to be directly associated with the Spring Highway project based on the provided context. It may be a separate entity unrelated to the stakeholders participating in or impacted by the project.

GOUGE is NOT a stakeholder in this project.

C. BILCO:

BILCO is likely involved as a contractor, subcontractor, or another project-related entity with direct involvement in delivering the Spring Highway project.

D. DEVCO:

DEVCO could be the project developer or a significant stakeholder involved in managing, funding, or overseeing the Spring Highway project.

 Stakeholder Determination:

Based on the definitions and principles of stakeholder analysis in project management, GOUGE is not identified as a party involved in or affected by the project.

Therefore, GOUGE is NOT a stakeholder.

 Final Answer and Justification:

The correct answer is B. GOUGE, as it is the only option that does not align with the definition of a stakeholder based on involvement in the Spring Highway project.

 Study Guide Reference:

Refer to the PSP Certification Study Guide, Chapter 1 – Planning, Subchapter 1.1.2: Identification of Stakeholders (p. 23-26), which outlines the roles and impacts of stakeholders in project planning.

Also, refer to AACE Recommended Practice 119R-21: Stakeholder Management in Project Controls, which discusses stakeholder identification and roles.

 Each crane can perform 30 lifts per day with a 1.75 cubic yard bucket. For 3 cranes over 5 days: Concrete volume per day=3 cranes×30 lifts/crane/day×1.75 CY/lift.\text{Concrete volume per day} = 3 \text{ cranes} \times 30 \text{ lifts/crane/day} \times 1.75 \text{ CY/lift}.Concrete volume per day=3 cranes×30 lifts/crane/day×1.75 CY/lift. Daily volume=157.5 CY/day.\text{Daily volume} = 157.5 \text{ CY/day}.Daily volume=157.5 CY/day. Over 5 days: Total volume=157.5×5=306 CY.\text{Total volume} = 157.5 \times 5 = 306 \text{ CY}.Total volume=157.5×5=306 CY.

 References: PSP Study Guide, Section 1.3.7 – Resource Calculations, demonstrates how crane capacity and lift productivity are incorporated into project planning.

 Update Process Essentials:

Schedule updates track the current status of the project using actuals (start/finish dates), progress (percent complete), and future plans (remaining duration).

The original duration does not change and is part of baseline data, not required for routine updates.

 PSP Study Guide References:

Scheduling update procedures are discussed, emphasizing active progress tracking elements like actual start, percent complete, and remaining duration​.

 Conclusion: The correct answer is D, as original duration is not a variable considered in regular updates.

The use of a winter/wet weather seasonal calendar is essential in planning and scheduling to account for climatic conditions that can impact project timelines. The PSP Study Guide emphasizes identifying project variables, such as environmental conditions, and incorporating them into the project plan to manage risks and constraints effectively. Seasonal calendars help planners predict periods of reduced productivity, increased costs, and potential delays due to adverse weather conditions (PSP Study Guide, Subchapter 1.2.4, "Project Variables").

These calendars are particularly useful for:

Forecasting potential schedule impacts during specific periods.

Enhancing the accuracy of risk management plans (PSP Study Guide, Section 1.3.13, "Risk and Recovery Plan").

Aiding in decision-making regarding resource allocation during slow periods.

 Understanding the Problem Context:

Activity C is currently set to complete on Day 40.

Activity A has a 5-day delay in starting, so adjustments are needed to maintain the Day 40 completion date for Activity C.

The key is to identify which adjustment will fail to maintain the timeline.

 Option-by-Option Analysis:

A. Reduce the duration of 'A' from 20 days to 10 days and replace the relationship from 'B' to 'C' with FSO (Finish-to-Start with Offset):

Reducing Activity A’s duration from 20 to 10 days might mitigate part of the delay, but replacing the relationship between B and C with FSO introduces an offset.

FSO relationships typically delay the start of successor activities (Activity C in this case).

This would likely push Activity C beyond Day 40 because the delay in B's finish, coupled with the offset, would result in C starting later.

This adjustment does NOT maintain the completion date of Activity C.

B. Replace the relationship from 'B' to 'C' with SSO (Start-to-Start with Offset):

An SSO relationship allows Activity C to begin once Activity B starts (with or without an offset).

This adjustment effectively overlaps the schedules of B and C, mitigating delays from A.

This adjustment can maintain the completion date of Activity C at Day 40.

C. Reduce the duration of 'B' from 10 days to 5 days by compressing work effort:

Reducing B’s duration by compressing its schedule shortens its timeline, allowing Activity C to start sooner.

This adjustment offsets the delay caused by Activity A.

This adjustment can maintain the completion date of Activity C at Day 40.

 Final Answer and Justification:

The adjustment described in A will NOT maintain the completion date of Activity C at Day 40 because the FSO relationship introduces delays, making it ineffective in this scenario.

Options B and C offer feasible adjustments to maintain the timeline.

 Study Guide Reference:

Refer to the PSP Certification Study Guide, Chapter 2 – Scheduling, Subchapter 2.2.4: Relationships (p. 151-157), which details the impact of logical relationships (FSO, SSO) on schedule timelines.

Additionally, review AACE Recommended Practice 52R-06: Time Impact Analysis for insights into how delays affect dependent activities and methods for mitigating them.

 Understand Total Float:

Total float is the amount of time an activity can be delayed without affecting the project completion date.

 Review the Network Diagram and Logic:

Activity F is not on the critical path, which allows for flexibility.

Analyzing the paths and slack in the diagram confirms that Activity F has the most total float.

 Cross-Verification:

Option A: Incorrect. Activity I is on the critical path with no float.

Option B: Incorrect. Activity C is not the most flexible.

Option D: Incorrect. Activity D has limited slack.

Option C: Correct. Activity F has the maximum total float.

 Precedence Diagramming Method (PDM):

PDM allows for Start-to-Start (SS), Finish-to-Start (FS), Start-to-Finish (SF), and Finish-to-Finish (FF) relationships between activities.

This flexibility makes PDM distinct from Arrow Diagramming Method (ADM), which uses arrows to depict dependencies.

 Evaluation of Options:

Option A: Incorrect. This describes ADM, not PDM.

Option B: Incorrect. Both PDM and ADM can represent multiple critical paths.

Option C: Incorrect. Late start and finish calculations apply to both methods.

Option D: Correct. PDM uniquely allows multiple relationship types.

 Early Start Constraint:

An early start constraint specifies the earliest date on which an activity can begin, aligning with project constraints or milestones.

It is a planning input and does not dictate actual or remaining durations.

 PSP Study Guide References:

Scheduling constraints, including early start, are critical for establishing realistic schedules and milestones​.

 Conclusion: The correct answer is C, as an early start constraint refers to the planned start date of an activity.

 A hammock activity encompasses a group of tasks (6001 through 6003), connecting them to a governing predecessor (4001) and successor (9004).

 The governing predecessor and successor are determined by examining logical dependencies in the schedule network.

 References: PSP Study Guide, Section 2.2.8 – Schedule Quality Analysis, addresses hammock activities and their integration into logical networks.

 The column volume is 2,000 cubic feet (56.64 cubic meters), and each lift using a 1.75 cubic yard bucket corresponds to: Lifts required=Column volume (cubic yards)Bucket capacity (cubic yards)\text{Lifts required} = \frac{\text{Column volume (cubic yards)}}{\text{Bucket capacity (cubic yards)}} Lifts required=Bucket capacity (cubic yards)Column volume (cubic yards)​ Convert 56.64 cubic meters to cubic yards: 56.64×1.308=74.1456.64 \times 1.308 = 74.1456.64×1.308=74.14. Lifts required=74.141.75≈133 lifts.\text{Lifts required} = \frac{74.14}{1.75} \approx 133 \text{ lifts}.Lifts required=1.7574.14​≈133 lifts.

 References: PSP Study Guide, Section 1.3.7 – Resource Calculations and Allocation, which emphasizes unit conversions and resource management.

 Position Analysis:

Activity C (Develop Draft Plans and Specifications) has a duration of 5 months and is preceded by Activity A.

The diagram positions Activity C incorrectly since it starts simultaneously with Activity B, but Activity C should start after the completion of Activity A.

 Cross-Verification:

Based on the dependencies, Activity C’s incorrect positioning violates the logical sequencing rule.

 Verification with PSP Guidelines:

Correct logic representation is critical for network diagrams (Ref: PSP Study Guide, Chapter 2A: Logical Sequencing).

 Calculation of Total Lifts Required:

3 column pours = 28×3=8428 \times 3 = 8428×3=84.

Additional lifts = 150150150.

Total lifts = 84+150=23484 + 150 = 23484+150=234.

 Lifts Per Day with One Crane:

1 crane performs 30 lifts per day.

 Required Duration:

Minimum planned working duration = ⌈234÷30⌉=18\lceil 234 \div 30 \rceil = 18⌈234÷30⌉=18.

 Verification with PSP Guidelines:

Aligning workload with equipment capacity ensures practical schedule planning (Ref: PSP Study Guide, Chapter 2B: Workload Balancing).

A cost-benefit analysis for a subcontractor like SUBCO should focus on tangible and direct impacts to the project, including their labor and equipment rates, the potential for liquidated damages in the SDOT contract, and logistical concerns such as distance from the project site (PSP Study Guide, Section 1.2.4, "Project Variables"). Pending negotiations with a different entity, such as GOUGE, are unrelated to SUBCO’s contract evaluation and are therefore not a consideration.

Activity Overview and Dependencies:

From the provided schedule data, Activity 3001 (Excavation, Dam Site) starts with multiple logical relationships:

Successor activities include SS (Start-to-Start) and FS (Finish-to-Start) dependencies with other tasks.

Specifically, these relationships link 3001 to 4001 (Excavation, Spillway) and 5001 (Drill and Grout, Dam Site).

Normal Schedule Context:

Excluding Activity 1000, we focus on Activity 3001's logical relationships to determine which activities are concurrent.

In the "Normal Schedule", Activity 3001 has a duration of 152 days and overlaps with Activities 4001 (152 days) and 5001 (102 days). Both activities share similar dependencies and durations with Activity 3001, making them concurrent.

Schedule Dependency Analysis:

Concurrent activities are identified by overlapping durations and logical relationships that align their schedules.

Activity 4001 is linked via SS and FF dependencies, ensuring simultaneous start and finish points.

Activity 5001 starts as 3001 progresses (SS and FS dependencies).

Final Answer Validation:

Other listed activities, such as 2003 and 7001 (Answer A) or 2004 (Answer B), are not logically or temporally concurrent based on their dependencies and durations.

Only 4001 and 5001 have concurrent schedules aligning with Activity 3001.

Study Guide Reference:

Planning and Scheduling Professional Certification Study Guide, Chapter 2 – Scheduling, sections on "Dependencies and Constraints" (p. 157) and "Sequencing Activities" (p. 151).

For further insights into identifying concurrency using logical relationships, refer to AACE's Recommended Practice 10S-90: Cost Engineering Terminology.

This structured approach ensures alignment with PSP standards and principles in evaluating concurrent activities in complex schedules.

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.

 Key to Duration Accuracy:

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

 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.

 PSP Study Guide References:

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

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

 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).

 PSP Study Guide References:

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

 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.

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

When detailed estimates are unavailable, historical production rates can provide reliable data for estimating durations based on past projects with similar work.

Option A (Eichleay formula) is for overhead cost allocation.

Option C (Time impact analysis) evaluates delay impacts, not durations.

Option D (Black-Scholes model) is irrelevant in this context.

Historical data usage is a recognized method in project planning and scheduling practices​​.

The planning process for construction scheduling considers factors that directly impact project execution, such as:

Stakeholders' needs (Option A)​.

Value engineering (Option B), which optimizes project cost, schedule, and quality​.

Project variables (Option C), including site conditions, resources, and external constraints​.

However, the interest rate of the owner's construction bonds (Option D) is a financial detail outside the scope of construction scheduling and planning decisions. It does not directly affect the scheduling tasks but might influence overall project financing discussions.

 Total Float Analysis:

Total float = Late Finish (LF) - Early Finish (EF) or Late Start (LS) - Early Start (ES).

Activity C (Draft Product Manual) lies on the critical path, so its float is 0.

 Verification with PSP Guidelines:

The PSP Study Guide defines total float as the amount of time an activity can be delayed without delaying the project (Ref: PSP Study Guide, Chapter 2A: Float Analysis).

 Preventing Structural Steel Delays:

Incorporating realistic timeframes for shop drawing review and resubmittals in the baseline schedule prevents design-related delays.

 Evaluation of Other Options:

A: Adding time buffers does not address the root cause.

C: Concurrent review may create confusion and errors.

D: Switching to post-tensioned concrete is a significant design change, not a practical solution for a scheduling issue.

 Verification with PSP Guidelines:

Adequate review time aligns with PSP scheduling best practices (Ref: PSP Study Guide, Chapter 2B: Schedule Development and Baseline Creation).

 Activity 2002 in the Crashed Schedule:

Activity 2002 duration in the crashed schedule is 28 days.

Start Date: 12 August 2021.

Finish Date = Start Date + Duration (excluding non-working days).

 Calculation:

12 August + 28 days = 09 September 2021 (excluding weekends or non-working days based on typical calendars).

 Verification with PSP Guidelines:

Accurate calculation of start and finish dates aligns with scheduling best practices (Ref: PSP Study Guide, Chapter 2A: Schedule Development).

 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.

 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.

 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.

 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.

 Estimating Activity Durations:

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

Cost estimation is not directly required to calculate durations.

 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

Crashing increases direct costs as additional resources, equipment, or expedited delivery methods are employed to shorten the project duration. The PSP Study Guide (Section 2.3.5, "Acceleration") highlights that crashing involves trade-offs between time and cost, often resulting in higher demobilization costs due to the increased deployment of equipment and resources.

The Project Scope Statement typically includes:

Project objectives.

Justification.

Deliverables.

However, the contract between the contractor and owner is not included directly in the scope statement. Instead, it serves as a separate legal document governing the project's terms and conditions. This distinction is clear in project scope management practices discussed in the PSP materials​​.

 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.

 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.

 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).

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​​.

Activity Details (9001 - "Spillway - Concrete"):

Duration: 175 days in the Normal schedule.

To calculate Late Start (LS), the Late Finish (LF) is required. LS is calculated by subtracting the activity's duration from the LF.

Formula for Late Start (LS):LS = LF.9001 - Dur.9001.

Date Calculation:

Late Finish (LF.9001) = 11-20-02 (given or derived).

Apply the formula:LS.9001 = LF.9001 - Dur.9001= 11-20-02 - 175 days.

Cross-Verification of Dates:

After subtracting 175 days, LS.9001 = 11-20-02.

Cross-Verification with Answer Options:

Option A: Incorrect. EF (Early Finish) is not needed for this calculation.

Option B: Incorrect. Uses LS and Dur incorrectly without connecting to LF.

Option C: Incorrect. Data provided is sufficient.

Option D: Correct. Matches both the formula and the date calculation.

 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.

 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.

 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.

 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.

Analyze the Relationship Details:The table shows that Activity 3001 ("Excavation, Dam Site") and Activity 4001 ("Excavation, Spillway") have a Start-to-Start (SS) relationship with a lag of 15 days. A Start-to-Start relationship indicates that the successor activity (4001) can only start after a specified lag period once the predecessor activity (3001) begins.

Understand the Concept of Lag:In scheduling terminology, lag refers to a delay or waiting period between the start (or finish) of one activity and the start (or finish) of a dependent activity. Here, the 15-day lag means that Activity 4001 will commence 15 days after Activity 3001 has started.

Interpret the Relationship:The SS relationship combined with a lag indicates that the two activities (3001 and 4001) are not starting exactly at the same time but are still overlapping or concurrent. This concurrency happens after the lag period elapses.

Verify PSP Study Guide and Relevant Terminology:According to AACE International’s Recommended Practices and the PSP Certification Study Guide:

Start-to-Start relationships are widely used to model overlapping work in schedules where one activity can start before its predecessor is fully complete (PSP Study Guide, Chapter on Scheduling Relationships and Constraints).

Lags provide flexibility to model realistic conditions where tasks start partially overlapping or with delays (PSP Study Guide, Section 2.2.4 Relationships).

Cross-Check the Answer Options:

Option A (Correct): Matches the described logic – "These activities are concurrent with Activity 4001 starting 15 days after the start of Activity 3001."

Option B: Incorrect – Lag is applied to the successor activity, meaning 4001 cannot start earlier than 3001.

Option C: Incorrect – This relationship (SS with a lag) indicates concurrency, not series.

Option D: Incorrect – Though concurrent, the lag makes the start times offset by 15 days, so they do not start at the same time.

The early finish date and total float are determined using CPM calculations. The PSP Study Guide outlines that early finish is calculated as the early start date plus activity duration, adjusted for calendar constraints (PSP Study Guide, Subchapter 2.2.5, "Constraints and Calendars").

Steps:

Determine early start using forward pass calculations.

Add the activity duration.

Consider non-working days or holidays as per the project calendar.

Calculate float as the difference between late start and early start or late finish and early finish.

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​.

 Shape of Cumulative BCWS:

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

 Explanation of the S-Curve:

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

 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).

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​​.

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​.

 Volume of Concrete per Column:

Each column requires 2,000 cubic feet of concrete.

 Lift Bucket Capacity:

Each lift bucket holds 40 cubic feet.

 Calculate Number of Lifts per Column:

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

 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.

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​.

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​.

Given Data

Start Date: April 1, 2002.

Duration of Activity 7001 (Normal Schedule): 48 days.

Workweek: 5-day workweek (Monday to Friday).

No holidays are mentioned in the problem.

Step 1: Calculate Total Working Days

Using a 5-day workweek:

Determine the number of full weeks in 48 days:48÷5=9 weeks with 3 additional workdays.48 \div 5 = 9 \, \text{weeks with 3 additional workdays.}48÷5=9weeks with 3 additional workdays.

Total work period = 9 weeks + 3 workdays = 45 weekdays.

Step 2: Calculate Calendar End Date

Starting from April 1, 2002 (Monday):

Add 9 full weeks: April 1 + 9 weeks = May 31, 2002 (Friday).

Add the remaining 3 workdays:

Monday, June 3.

Tuesday, June 4.

Wednesday, June 5, 2002.

Step 3: Validate Answer

The finish date for Activity 7001 is June 5, 2002.

Concurrency Analysis:

Activity 3001 (Excavation, Dam Site) has concurrent activities during its execution period.

Based on the schedule, 4001 (Excavation, Spillway), 5001 (Drill and Grout Dam Site), and 6001 (Rock Fill to Elevation 25) overlap with Activity 3001.

Excluded Options:

B, C, and D: Do not fully represent concurrent activities based on schedule analysis.

Verification with PSP Guidelines:Logical sequencing confirms the concurrency of these activities (Ref: PSP Study Guide, Chapter 2A: Activity Sequencing).

Understanding As-Built Critical Path Analysis:

Determining the as-built critical path of a project involves identifying the sequence of activities that actually dictated the completion of the project. This is especially important in projects that are underway, as schedules often deviate from the original baseline due to progress updates and unplanned changes​​.

Explanation of Each Option:

A. Use the progressed portion of the critical path of all the updates previous to the current update:This is correct. To determine the most likely as-built critical path, analyzing the progressed portion of the critical path from all previous updates provides the most accurate representation of the project’s actual execution. By reviewing the progression over time, you can piece together the actual sequence of critical activities​​.

B. Use the progressed portion of the critical path of the baseline schedule:This is incorrect. The baseline schedule reflects the original plan, which may no longer be accurate due to progress deviations, delays, or changes in logic. Using the baseline alone does not account for the dynamic nature of the project​.

C. Interview the project personnel for their perceptions and opinions because the schedule is usually inadequate:This is incorrect. While project personnel may provide insights, relying solely on subjective opinions introduces biases and inconsistencies. A properly maintained and updated schedule is far more reliable for determining the critical path​.

D. Use the forward-looking critical path of the most current updates:This is incorrect. The forward-looking critical path only reflects what is expected to happen from the current point onward. It does not provide an accurate representation of the as-built critical path up to the current point​.

 Study Guide References:

The PSP Study Guide emphasizes the importance of analyzing progress updates to trace the actual sequence of critical activities. Section 2.3.2 (Tracking Schedule Progress) discusses the role of historical updates in understanding project performance​.

The guide also highlights that a proper as-built analysis requires a review of all updates to identify shifts in the critical path over time​.

 Scenario Review:

Delay in the parking structure foundation is an off-critical path activity.

No impact on the overall project completion date.

 Delay Analysis:

While the foundation activity is delayed, the float ensures that no downstream activities are impacted.

 Cross-Verification:

Option B: Incorrect. Assumes a 4-day impact.

Option C: Incorrect. Overestimates delays.

Option D: Incorrect. Miscalculates delays.