2025 Updated ASIS PSP Certification Study Guide Pass PSP Fast
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NEW QUESTION # 30
In a "crashed" schedule, which is a chain of activities that precede activity 2004?
- A. 2001, 2002, 2003, 2007
- B. 1001, 2002, 2003
- C. 1001, 2001, 2002, 2003
- D. 1001, 2002, 2002, 2003, 3001
Answer: C
NEW QUESTION # 31
The primary determination of schedule detail is:
- A. The number of subcontractors working on a work package
- B. The frequency of update periods
- C. The staffing of planners and schedulers
- D. The contract specifications
Answer: D
NEW QUESTION # 32
Which of the following is NOT input data to the construction planning process?
- A. The contract
- B. Input from the contractor
- C. Bonding capacity of subcontractors
- D. Input from the owner
Answer: C
Explanation:
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.
PSP Study Guide References:
* Key inputs include project requirements, constraints, and stakeholder inputs as outlined in the PSP guide.
Conclusion: The correct answer is C, as bonding capacity is not a direct input to the construction planning process.
NEW QUESTION # 33
Activity durations are normally estimated in an intuitive and subjective way. All of the following will improve duration accuracy EXCEPT
- A. Look at each activity independently and don't follow specific logic paths when assigning activity durations.
- B. Use gross building square footages. The pluses and minuses all average out.
- C. Divide activities into smaller activities. This will increase activity detail and duration estimate accuracy.
- D. Use the people responsible for performing the work as a resource to assign activity durations.
Answer: D
Explanation:
Activity Duration Estimation Techniques:
* Accurate estimation methods include detailed breakdowns, using experienced personnel, and analyzing specific factors for individual activities.
* Relying on gross estimates or averages (as in A) introduces significant inaccuracies.
PSP Study Guide References:
* The PSP Study Guide emphasizes the importance of detailed and specific input to improve estimation accuracy.
Analysis for Selection:
* Option A: Incorrect method, as averages do not provide accurate results for individual activities.
* Option B: Misguided suggestion; focusing independently on activities without logic paths introduces potential errors.
* Option C: Correct. Dividing activities enhances detail and estimation precision.
* Option D: Correct. Involving the executors ensures realistic and experienced-based durations.
Conclusion: The correct answer is A, as using gross estimates is not an effective method for improving accuracy.
NEW QUESTION # 34
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. 2 cranes
- B. 4 cranes
- C. 1 crane
- D. 3 cranes
Answer: D
Explanation:
* 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.
References:
* PSP Study Guide (2019), Sections on Equipment Productivity and Resource Allocation.
* AACE Recommended Practices, RP 10S-90.
NEW QUESTION # 35
Who developed Ethernet?
- A. IBM
- B. Xeror Corporation
- C. None of the above
- D. Microsoft
Answer: B
NEW QUESTION # 36
How many workdays occur from the start of the Product Testing to the Product Available milestone?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: C
NEW QUESTION # 37
Which of the following is NOT required when performing weekly or monthly schedule updates?
- A. Percent complete.
- B. Remaining duration of activities.
- C. Original duration of activities.
- D. Actual finish of activities.
Answer: C
NEW QUESTION # 38
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. Finish-no-earlier constraint on the last activity
- C. Finish-no-later constraint on the last activity
- D. Start-no-later constraint on the first activity
Answer: C
NEW QUESTION # 39
If all other work proceeds according to the Baseline plan, how many times will the critical path change?
- A. 2.
- B. 3.
- C. Does not change.
- D. 1.
Answer: C
NEW QUESTION # 40
The Scope of Work divides the major deliverables into smaller more manageable components for all of the following EXCEPT to:
- A. define a baseline for performance measurement and control
- B. facilitate clear responsibility assignments
- C. establish the Performance Measurement Baseline values
- D. improve the accuracy of cost, time, and resource estimates
Answer: C
NEW QUESTION # 41
Background
Your name is Evan Marshal. You are the corporate scheduler for Happy Insurance Corporation (HIC), a general health insurance company located in Ridgemond, Illinois. HIC is very busy with 49 unique software development projects. The organization structure at HIC gives the project scheduling responsibility to the Project Manager assigned to each project. You are charged with coordination of the project schedules into a Master Schedule and quality control for scheduling on the individual development projects. You report directly to the Director of Information Services (DIS), Desmond Rayburn.
It has come to your attention Project JP-114 has fallen behind schedule and Rita Belateau, the Project Manager, wants to accelerate the project in order to reclaim lost time. Rita is a strong supporter of Total Quality Management and strives for zero failures; therefore she is assessing the need for overtime for resources assigned to an activity that is not projecting a completion prior to the early finish depicted in the current schedule.
You and Rita review the current schedule to identify which activities are on the critical path and which activities have plenty of float. The review reveals several activities have suffered less than planned productivity and have contributed to falling behind. In the process of this review, you and Rita also review the budget for Project JP-114 and notice not only the schedule has fallen behind but the cost to date is more than she had expected. To total budget is $150,000, planned to date is $30,000; expended to date is $37,000.
With nine months remaining until baseline contract completion, Rita needs to bring Project JP-114 back on track; knowing overtime for an extended period of time is not always the right answer, especially with the cost to date already over planned.
In order to truly understand the options available to help remedy the current situation, you and Rita brainstorm on several potential courses of action. All the potential courses of action will require an evaluation of budget impact versus schedule correction.
1. Pull the project team together and ensure everyone understands which activities are on the critical path.
Rita would like to use the existing project team and focus them on these critical path activities, laying out a plan for periodic overtime when needed to crunch through a deliverable. This approach could add approximately 20% to the budget.
2. Outsource various modules of activities to qualified and known consultants. This could drive up the costs and must be evaluated before implemented. Having an outside source working in parallel with the project team could also accelerate the schedule to mitigate some of the delays, as well as keep overtime down to a minimum for the project team. Potentially this could add as much as 40% to the budget, but could also be very productive schedule wise.
3. Mandatory overtime for the project team - entire project goes on a 50-hour work week. If the entire project team works overtime for an extended period of time, the budget could see an additional 60% increase.
4. The project continues as is completes the project late and accepts the penalties imposed. Penalties imposed for late delivery could add as much as 50% to the budget.
Assignment
Draft a proper memorandum to Desmond Raybum, IS Director, explaining in your own words:
a. the current problem and potential impact(s);
b. each course of action, stating advantages and disadvantages as appropriate; c. your recommendations, properly supported.
Please be sure to include the rationale for your recommendations. Be sure to summarize your thoughts and address (To, From, Date, and Subject/Project Name) and close the memo appropriately. If you are uncomfortable with the courses of action noted, provide your own with appropriate substantiation for your position. Limit your answer to one, full typewritten page (roughly three handwritten pages).
While your email can be a detailed as you like, be sure to write sufficiently to address each element of the assignment, yet not so long that you go beyond the scope of the exercise.Take time to read the problem and consider what you want Evan to say. Good luck!
Answer:
Explanation:
See the Explanation for complete Solution for this.
Explanation:
To: Desmond Rayburn, Director of Information ServicesFrom: Evan Marshal, Corporate SchedulerDate:
[Insert Current Date]Subject: Mitigation Plan for Project JP-114 Delays Current Problem and Potential ImpactsProject JP-114 has experienced schedule delays and cost overruns.
The project has expended $37,000 against a planned budget of $30,000 to date, exceeding the planned budget by 23%. Additionally, productivity issues have impacted critical path activities, further delaying progress.
With nine months remaining, failing to address these issues could result in penalties, further cost increases, and client dissatisfaction.
* Focus Existing Team on Critical Path with Periodic Overtime
* Advantages: Uses team familiarity; incurs a moderate budget increase (20%).
* Disadvantages: Risks resource strain and potential burnout if overtime is prolonged.
* Outsource Work to Consultants
* Advantages: Accelerates schedule by parallel work streams; minimizes internal team overtime.
* Disadvantages: Higher budget impact (up to 40%); requires effective integration of external deliverables.
* Mandatory Overtime (50-Hour Work Week)
* Advantages: Ensures rapid progress across the project.
* Disadvantages: Extremely high cost (60% increase); risks significant employee fatigue and declining morale.
* Continue as Is and Accept Late Delivery Penalties
* Advantages: No immediate resource strain.
* Disadvantages: Significant penalties (50% budget increase); damages stakeholder confidence and corporate reputation.
Courses of Action
RecommendationI recommend Option 1, combined with selective outsourcing (Option 2), to achieve the best balance of cost control and schedule recovery.
* Focus the internal team on critical path activities with targeted use of periodic overtime. This ensures efficient allocation of resources and minimizes strain while addressing the most urgent delays.
* Outsource select non-critical tasks to experienced consultants. This parallel effort reduces the workload on the internal team, limits overtime, and accelerates overall progress.
Rationale:This hybrid approach keeps the budget increase to approximately 30-35% while effectively addressing schedule delays. It balances cost efficiency, resource management, and stakeholder satisfaction.
Proper coordination will ensure smooth integration between internal and external teams.
ConclusionThis plan provides the most feasible path to bringing Project JP-114 back on track. It mitigates risks of extended delays while maintaining budget discipline. I am available for further discussions to outline a detailed implementation plan.
Best Regards,Evan MarshalCorporate Scheduler
NEW QUESTION # 42
What problems can a soils engineer deal with on a project?
- A. Survey error.
- B. Archeological findings.
- C. Hidden subsurface conditions.
- D. Toxic soils.
Answer: C
Explanation:
Role of Soils Engineer:
* Soils engineers address subsurface conditions, such as soil stability, unexpected geology, and underground obstacles.
Evaluation of Other Options:
* A: Survey errors are typically addressed by surveyors.
* C: Archeological findings involve specialists in historical preservation.
* D: Toxic soils are typically handled by environmental engineers.
Verification with PSP Guidelines:The PSP Study Guide includes subsurface investigations as a key responsibility for geotechnical professionals (Ref: PSP Study Guide, Chapter 1A: Site Conditions).
NEW QUESTION # 43
As a change to the network for the current update, activity 6002 is required to begin ten days after the beginning of activity 6001. Which is the simplest logic organization?
- A. A start-to-start to relationship for both activities 6001 and 6002 with a ten-day lag assigned to activity
6002. - B. A finish-to-start relationship with a ten-day lag assigned to activity 6002; activity 6001 will be dependent on activity 6002
- C. A start-to-start relationship with a ten-day lag assigned to activity 6001; activity 6002 will be dependent on activity 6001
- D. A start-to-finish relationship with both activities 6001 and 6002 having a ten-day lag
Answer: C
NEW QUESTION # 44
What is the cycle time?
- A. 5 minutes
- B. 17 minutes
- C. 14 minutes
- D. 6 minutes
Answer: B
Explanation:
Understanding the Cycle Time:
* A cycle time includes all the operations needed for one complete lift:
* Sling Up: 5 minutes
* Hoist Up: 4 minutes
* Discharge: 3 minutes
* Clear Unload Area: 3 minutes
* Hoist Down: 2 minutes
Calculate Total Cycle Time:
* Cycle Time = 5 + 4 + 3 + 3 + 2 = 17 minutes.
Cross-Verification:
* Option A (5 minutes): Incorrect. Excludes operations.
* Option C (14 minutes): Incorrect. Underestimates.
* Option D (6 minutes): Incorrect. Miscalculation.
* Option B (17 minutes): Correct.
NEW QUESTION # 45
In a "crashed" schedule, which is a chain of activities that precede activity 2004?
- A. 2001, 2002, 2003, 2007
- B. 1001, 2002, 2003
- C. 1001, 2001, 2002, 2003
- D. 1001, 2002, 2002, 2003, 3001
Answer: C
Explanation:
Crashed Schedule Predecessors to Activity 2004:
* Activity 2004 (River Diversion to Pipeline) depends on completion of:
* 1001 (Preliminary Civil Work).
* 2001 (River Diversion Stage 1).
* 2002 (River Diversion Stage 2).
* 2003 (River Diversion Dam).
Exclusion of Other Activities:
* Activity 2007 is not part of the crashed schedule's direct predecessor chain.
* Other options include duplicated or incorrect entries.
PSP Study Guide Reference:Logical sequence analysis confirms these predecessors (Ref: PSP Study Guide, Chapter 2A: Activity Sequencing and Critical Path Analysis).
NEW QUESTION # 46
What is the relationship depicted between Activity G and Activity H?
- A. Finish-to-start.
- B. Finish-to-finish.
- C. You cannot tell with the supplied information.
- D. Start-to-start.
Answer: D
NEW QUESTION # 47
Which of the following is Correct?
- A. in 51 percent rule of comparative negligence, the plaintiff's acts must have contributed less than 50 percent of the situation in order to collect damages.
- B. in 51 percent rule of comparative negligence, the plaintiff's acts must not have contributed less than 49 percent of the situation in order to collect damages.
- C. in 51 percent rule of comparative negligence, the plaintiff's acts must not have contributed less than 51 percent of the situation in order to collect damages.
- D. in 51 percent rule of comparative negligence, the plaintiff's acts must not have contributed less than 48 percent of the situation in order to collect damages.
Answer: D
NEW QUESTION # 48
Which of the following is NOT required when initially planning a project?
- A. The duration of each task.
- B. A schedule that identifies tasks required on a project.
- C. Logical relationships between the tasks.
- D. Resource Identification and leveling.
Answer: D
NEW QUESTION # 49
Using the crashed schedule, if you start Activity 2002 on 12 August 2021. what is the finish date for Activity
2002?
- A. 09 Sep 2021
- B. 08 Sep 2021
- C. 27 Aug 2021
- D. 19 Sep 2021
Answer: A
Explanation:
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).
NEW QUESTION # 50
Which of the following parties is NOT a stakeholder of the Spring Highway project?
- A. DEVCO
- B. ALPHA
- C. BILCO
- D. GOUGE
Answer: D
Explanation:
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.
NEW QUESTION # 51
The project team must communicate the project plan, goals and objectives to all stakeholders to ensure the stakeholders understand the plan, goals and objectives and then continue this communication throughout the project life Which statement below would stakeholders NOT be expected to contribute?
- A. Stakeholder communication should be the single most Important objective of a program of key cost and schedule performance indicators (KPls)
- B. The key to successful acceptance by all stakeholders is a set of well-defined goals and objectives which should be Identified early in the planning process
- C. Early in the planning process, a set of well-defined goals and objectives is reviewed by the stakeholders
- D. Stakeholders review the basis the schedule after the schedule is developed
Answer: D
NEW QUESTION # 52
The individual who commits a tort is called a tort-feasor, where as the injured party is called the plaintiff.
- A. True
- B. False
Answer: A
NEW QUESTION # 53
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