PSP AACE International Planning & Scheduling Professional (PSP) Exam Free Practice Exam Questions (2025 Updated)

 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.

 Delay Analysis:

Analyzing delays contemporaneously ensures accurate understanding of their causes and effects, helping stakeholders mitigate impacts in real time.

Waiting until after the project introduces risks of incomplete or inaccurate records.

 PSP Study Guide References:

Contemporary delay analysis is highlighted as a best practice for effective delay resolution and management​.

 Conclusion: The correct answer is B, as contemporaneous analysis is the most effective way to address project delays.

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.

 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.

To determine how many activities in the "normal" schedule would be affected by the constraint of no activity exceeding a two-month duration (approximately 60 days):

Review the "Normal Schedule Days" Column:Look for activities with a duration greater than 60 days in the "Normal Schedule Days" column of the table provided in the image.

Count the Affected Activities:Count all activities where the "Normal Schedule Days" value exceeds 60.

Activities with durations greater than 60 days:

Activity ID 1000: 1072 days

Activity ID 1001: 85 days

Activity ID 2001: 92 days

Activity ID 3001: 152 days

Activity ID 4001: 152 days

Activity ID 5001: 102 days

Activity ID 6001: 140 days

Activity ID 6002: 115 days

Activity ID 6003: 152 days

Activity ID 9001: 175 days

Activity ID 9002: 180 days

Activity ID 9005: 72 days

Total Count:

There are 12 activities in the "normal" schedule exceeding the 60-day duration constraint.

Verified Answer:

A. 12.

Detailed Explanation with References: The constraint specifies that no activity should exceed a two-month (60-day) duration. By examining the "Normal Schedule Days" column, any activity with a duration greater than 60 days is non-compliant and therefore affected. The PSP study guide emphasizes reviewing contract requirements to ensure schedules adhere to such administrative constraints​.

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​​.

 Purpose of Multiple Calendars:

Multiple calendars account for varied work/non-work periods among resources, regions, or activities, accurately representing project execution.

 Evaluation of Other Options:

B, C, D: These may be secondary benefits but are not the primary reason.

 Verification with PSP Guidelines:

The PSP Study Guide emphasizes the importance of calendars for realistic scheduling (Ref: PSP Study Guide, Chapter 2A: Calendars and Constraints).

Column Pour Requirements:

Each column pour requires 60 lifts per day.

Crane Capacity:

Each crane can perform 35 lifts per day.

Determine Minimum Cranes Required:

Minimum Cranes = Column Lifts ÷ Crane Capacity = 60 ÷ 35 ≈ 1.71 cranes.

Since partial cranes cannot be used, round up to 3 cranes.

Cross-Verification:

Option A (2 cranes): Incorrect. Insufficient lifts per day.

Option B (1 crane): Incorrect. Infeasible.

Option C (4 cranes): Incorrect. Exceeds requirement.

Option D (3 cranes): Correct. Satisfies lift requirements efficiently.

Minimum Project Duration Calculation:

The critical path determines the minimum project duration.

Path: A → B → G → H → 16 months.

Cross-Verification with Network Diagram:

Other paths have shorter durations or do not impact the overall project finish date.

Verification with PSP Guidelines:Critical path analysis is central to determining project duration (Ref: PSP Study Guide, Chapter 2A: Critical Path Method).

Retaining existing logic means preserving the original relationships and dependencies defined in the schedule. Even if progress is recorded out of sequence, calculations adhere to the pre-established logic unless explicitly changed.

Option B reflects adjustments for out-of-sequence progress but contradicts the original logic requirement.

Option C imposes restrictions that do not align with typical CPM calculations.

Option D is incorrect as the concept exists​​.

The PSP Study Guide discusses the importance of maintaining logic integrity in CPM scheduling​.

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​​.

 Scenario Overview:

A change order has been approved, adding 33 days for weather delays. This requires updating the schedule to reflect the extended contract duration.

 Impact on Scheduling:

The simplest and cleanest way to include the change is to create a new activity that represents the delay (e.g., Activity 1050).

The new activity is linked to Activity 1000 using a start-to-start (SS) relationship. This ensures the delay begins in parallel with the original contract start.

The finish-to-finish (FF) relationship with the final activity ensures that the extended duration impacts the project's overall timeline.

 Cross-Verification with PSP Principles:

PSP principles emphasize the importance of maintaining logical integrity and clarity when updating schedules for change orders (Ref: PSP Study Guide, Chapter 2B: Schedule Maintenance/Controlling). This method ensures traceability of the delay without affecting activity logic unnecessarily.

 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.