PSP Planning & Scheduling Professional (PSP) Exam Questions and Answers

 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.

Compensability and Excusability:

Excusable delays are those beyond the contractor’s control, while compensable delays are excusable delays for which the owner bears responsibility.

If a delay is compensable, it inherently qualifies as excusable.

PSP Study Guide References:

The relationship between excusability and compensability is clarified in delay analysis discussions​.

Conclusion: The correct answer is D, as compensability implies excusability.

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​.

 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).

 Impact of Calendars on Total Float:

Differing calendars (e.g., working days, holidays, or shifts) assigned to activities can result in varying total float values within a logical chain.

Total float measures the flexibility of an activity and is calculated based on its calendar and logical dependencies.

 PSP Study Guide References:

The guide covers how calendar assignments influence float calculations and their potential to create disparities in a critical path​.

 Conclusion: The correct answer is B, as differing total float values typically indicate the use of different calendars for activities in the chain.

 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.

 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.

 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.

 Definition of a Critical Path Method (CPM) Schedule:

CPM schedules are based on network diagrams that logically link activities, showing the sequence and dependencies between them.

These schedules identify the critical path, which is the longest path through the network, determining the project's shortest possible duration.

 Evaluation of Options:

Option A: Incorrect. While CPM schedules do include tasks and timelines, the defining feature is the logical interconnection of activities.

Option B: Incorrect. CPM schedules are not limited to "risky" work; they show all activities.

Option C: Incorrect. CPM schedules use network diagrams, not just graphical representations.

Option D: Correct. The network diagram is the key characteristic of CPM schedules.

Definition of Data/Status Date:

The data or status date represents the point in time to which the schedule reflects actual progress.

Evaluation of Options:

Option A: Incorrect. It’s not tied to monthly updates.

Option B: Incorrect. The status date is not when the project manager submits updates.

Option C: Incorrect. It’s not just a system-calculated date.

Option D: Correct. The status date reflects the date progress is measured.

 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).

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​​.

The cumulative cost baseline typically forms an "S" curve, reflecting slow initial expenditures, accelerating progress during peak activities, and tapering off as the project concludes.

Option A, B, and D do not represent the characteristic shape of a project's cost curve.

The PSP Study Guide highlights the "S" curve as a standard graphical representation of cumulative project costs over time​.

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.

 Activity Details (7001 - "Permanent Roads"):

Duration: 48 days in the Normal schedule.

Precedence Diagram Information: The schedule correctly reflects the logic and relationships as FS (Finish-to-Start) with successors.

 Total Float and Dates Review:

No discrepancies are provided in the diagram.

Early Start (ES) and Early Finish (EF) align with the planned duration and dependencies.

 Validation:

Total float is not specified as incorrect.

Early Finish dates, while not explicitly displayed, do not contradict the sequence.

Start-to-Start and Finish-to-Finish relationships are correctly oriented.

 Conclusion:

The activity is correctly represented with a duration of 48 days.

Negative total float occurs when an activity’s scheduled completion date extends beyond the project deadline due to constraints. This condition indicates that the activity is still pending and needs immediate attention to avoid further delays.

Option A (milestone) is unrelated.

Option B (critical path) is not necessarily true, as activities with negative float can exist off the critical path under certain constraints.

Option C (completed in the past) is incorrect as negative float applies only to future or ongoing activities​​.

 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.

 Time-Scaled Logic Diagrams:

Represent activities with respect to a time scale (e.g., a calendar).

Show logical relationships and durations in a visually aligned manner, aiding in analysis and reporting.

 Common Misconceptions:

They are not the same as pure logic diagrams (B).

While often created using computer software, manual versions are also possible, so (A) is incorrect.

They are not specifically for calculating activity durations (C).

 PSP Study Guide References:

The guide identifies time-scaled logic diagrams as a tool for better visualization of schedules, where activities align with calendar dates​.

 Conclusion: The correct answer is D, as time-scaled logic diagrams are drawn to align activities with a calendar.

Defining the execution plan is the foundational step in creating a CPM schedule. This involves understanding the project's scope of work and outlining how it will be executed to meet project objectives.

Option A (bar chart) is a visualization step but does not address planning the sequence or scope execution.

Option C (resources) comes later in schedule development after the scope and plan are defined.

Option D (logic diagram) is a subsequent step that relies on the execution plan​​.

The PSP Study Guide emphasizes scope and execution planning as critical first steps​.

 Analyze the Data and Logic:

Activity 9004 ("Valve House Embankment"): This activity has a direct Finish-to-Start (FS) relationship with Activity 10002, with a lag of 7 days.

Late Start (LS) and Late Finish (LF): In backward pass calculations, the late finish of the successor activity is adjusted for lag and task duration to determine the late start of the predecessor activity.

 Formula for Late Finish (LF):

The Late Finish of Activity 9004 is derived by taking the Late Start (LS) of Activity 10002, subtracting the lag of 7 days, and subtracting 1 day to calculate the exact finish date.

 Correct Date Calculation:

Given the Late Start (LS) of Activity 10002:

LS.10002 = 11-28-03.

Apply the formula:LF.9004 = LS.10002 - Lag.7 - 1 day = 11-28-03 - 7 days - 1 day = 11-20-03.

 Cross-Verification with Answer Options:

Option A: Incorrect. Misrepresents the formula.

Option B: Incorrect. Incorrect application of logic and lag adjustments.

Option C: Incorrect. Omits the correct lag consideration.

Option D: Correct. Matches both formula and calculated date.

 Schedule Update Procedures:

Accurate schedule updates rely on entering actual data (start/finish dates, durations) and evaluating impacts of changes.

"Downstream" logic revisions may be needed but are less critical compared to ensuring accurate historical data and reflecting immediate changes.

 PSP Study Guide References:

Schedule updating emphasizes capturing accurate historical data and estimating remaining durations accurately​.

 Analysis of Options:

Option A and B: Key to progress tracking and forecasting.

Option D: Essential for reflecting impacts of delays and change orders.

Option C: While important, downstream logic revisions are less immediate compared to other procedures.

 Conclusion: The correct answer is C, as downstream logic revisions are less critical in achieving an accurate schedule forecast compared to other updates

 Interpret the Narrow Band at "Y":

The narrow band at "Y" is located on a part of the schedule where activities have been delayed or slowed down.

Such delays typically indicate resource limitations (e.g., insufficient manpower or equipment).

 Reasoning:

No evidence of rework or activity inactivity is explicitly shown in the diagram.

Resource limitations are common in network diagrams to explain such periods.

 Cross-Verification:

Option B: Incorrect. No evidence of rework exists.

Option C: Incorrect. Activity inactivity does not fit the context.

Option D: Incorrect. Sufficient information is provided.

Option A: Correct. Resource limitation fits the observed diagram behavior.

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.

 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

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​​.

 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.

 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.

A

 Critical Path Characteristics:

The critical path is the sequence of activities that determines the overall project duration.

It represents the longest duration path through the network and typically has zero float unless delays or constraints introduce negative float.

 PSP Study Guide References:

Critical path analysis is a foundational concept in schedule management, as covered extensively in the PSP guide​.

 Analysis of Options:

Option A: Correct. The critical path always has the longest duration.

Option B: Zero float is common but not universal due to constraints or delays.

Option C and D: Negative float describes specific scenarios but does not define the critical path universally.

 Conclusion: The correct answer is A, as the critical path is the longest-duration path through the network.

 Late Finish (LF) is calculated by adjusting the Late Start (LS) of the subsequent activity (2003) by the lag value.

 The formula, LS of 2003 - 1 day, aligns with CPM principles where the predecessor's LF must occur before the successor starts.

 The date calculation, considering lags and dependencies, results in 06 Oct 2021.

 References: PSP Study Guide, Section 2.2.4 – Relationships and Calculations, Appendix A – Sample Calculations for LF and LS relationships.

 Time-Scaled Value for Reporting Intervals:

BCWS (Budgeted Cost of Work Scheduled) is plotted over time to represent the planned expenditure at specific intervals.

BCWS provides the basis for schedule and cost performance comparisons.

 Evaluation of Other Options:

B: BCWP is used to track actual progress.

C: SPI is a ratio, not a time-scaled value.

D: Actual cost of work scheduled is not a standard metric in earned value analysis.

 Verification with PSP Guidelines:

The PSP Study Guide identifies BCWS as essential for time-scaled earned value analysis (Ref: PSP Study Guide, Chapter 1D: Earned Value Analysis).

 As-Planned vs. As-Built (APAB) Analysis:

A simple APAB compares the planned schedule to the actual schedule to identify deviations.

It does not involve inserting delaying events or re-forecasting the schedule, which makes it unsuitable for detailed analysis.

 Limitations of APAB:

Unsuitable for complex projects (A).

Inserting delays is not part of APAB (B).

Accuracy diminishes for long projects (C) or those requiring granular mid-project analyses (D).

 Conclusion: The correct answer is B, as inserting delays into the as-planned schedule is not a feature of simple APAB analysis.

Analyze Activity 2001 in the "Normal" Schedule:

Activity 2001 ("River Diversion Stage 1") has a duration of 92 days under the "Normal" schedule.

The logic column shows it has a Successor ID of 2002, and a Finish-to-Start (FS) relationship with no lag. This indicates that Activity 2002 will begin immediately after Activity 2001 finishes.

Identify Concurrent Activities Using the Schedule Logic:To determine concurrency, we need to look for activities that overlap in time with Activity 2001 during its duration. Concurrent activities must either:

Start before Activity 2001 finishes, or

Finish after Activity 2001 starts.

Review Activities in the Normal Schedule:

Activity 1001 ("Preliminary Civil Work"):

Has a duration of 85 days, starts before Activity 2001, and overlaps with it.

Logic: Its successor is Activity 2001 (Start-to-Start [SS] relationship), confirming the overlap.

Activity 1000 ("General Conditions"):

Duration is 1072 days. However, this is an overarching activity, and its inclusion is not specific to being concurrent with Activity 2001.

Activity 7001 ("Permanent Roads"):

Starts much later, after Activity 2001 ends, and thus is not concurrent.

Activity 2003 ("River Diversion Dam"):

Starts after Activity 2001 completes (FS relationship), so it is not concurrent.

Conclusion:The only activity that overlaps and runs concurrently with Activity 2001 in the "Normal" schedule is Activity 1001.

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​​.

 Project Initial Planning:

Initial planning focuses on defining project scope, tasks, durations, and logical relationships to establish a baseline schedule.

Resource Identification and Leveling is typically part of detailed scheduling and execution planning phases, not the initial planning.

 PSP Study Guide References:

Resource identification is covered under detailed schedule development, whereas initial planning emphasizes tasks, durations, and dependencies​.

 Analysis for Selection:

Option A: Not required in initial planning.

Option B: Defining durations is fundamental to planning.

Option C: Identifying tasks is essential to building the schedule.

Option D: Logical relationships ensure task dependencies are understood.

 Conclusion: The correct answer is A, as resource identification and leveling are subsequent processes in scheduling rather than initial planning.

Resource planning focuses on identifying and allocating the required materials, equipment, labor, and financial resources.

Option A, C, and D are integral to resource planning.

Option B (earned value techniques) is a project control mechanism, not a resource planning factor.

This is consistent with the scope of resource planning as described in the PSP Study Gu

A driving relationship is the dependency link where the predecessor activity directly governs the dates of the successor activity.

Option A confuses "driving" with critical path relationships.

Option B oversimplifies by focusing on one type of relationship.

Option C is vague and does not specify the control aspect.

The driving relationship determines schedule flow and is essential for maintaining logical dependencies in CPM scheduling​.

 The Late Finish (LF) for an activity in CPM is determined by adding the activity’s duration to its Late Start (LS).

 For Activity 9004, if its Late Start is known, adding the activity’s 72-day duration gives the Late Finish date.

 References: PSP Study Guide, Section 2.2.4 – Relationships and Calculations, highlights the importance of forward and backward pass calculations to determine ES, EF, LS, and LF.

 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.

 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.

 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.

 Arrow Diagramming Method (ADM):

Also known as Activity-on-Arrow (AoA).

Activities are represented as arrows, and only finish-to-start (FS) relationships are supported.

ADM has limitations in representing other relationships like start-to-start (SS), finish-to-finish (FF), or start-to-finish (SF).

 Precedence Diagramming Method (PDM):

Known as Activity-on-Node (AoN).

Activities are represented as nodes (boxes), allowing for flexibility in logic relationships, including FS, SS, FF, and SF.

 PSP Study Guide References:

The PSP Study Guide highlights that PDM has more advanced capabilities compared to ADM, particularly in defining diverse logical relationships​.

 Conclusion: The correct answer is A, as ADM is restricted to finish-to-start logic, while PDM offers more flexibility.

 The Critical Path comprises the sequence of activities that directly impact the project’s completion time.

 If only the last half of Activity B delays the subsequent activities, then this portion lies on the critical path.

 References: PSP Study Guide, Section 2.4.3 – Schedule Analysis, emphasizes identifying segments of activities that are critical due to dependencies and float values.

 Definition of a Summary Activity (Hammock):

A summary activity, also referred to as a hammock activity, spans multiple detailed tasks and is governed by the earliest start (ES) of the first task and the latest finish (LF) of the last task.

 Activities 6001 through 6003 Overview:

6001: Starts after 5001 (Drill and Grout Dam Site).

6003: Ends before 8001 (Rock Fill to elevation 50).

 Identifying Predecessor and Successor:

Predecessor: Activity 5001 (Drill and Grout Dam Site).

Successor: Activity 8001 (Rock Fill to elevation 50).

 Cross-Verification:

Logical and temporal dependencies confirm that Activity 5001 must precede the hammock, and Activity 8001 must succeed it (Ref: PSP Study Guide, Chapter 2A: Logical Sequencing and Activity Relationships

 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.

 Critical Path and Delays:

A delay must impact the critical path to qualify for a time extension or compensable delay, as the critical path determines the project's overall completion time.

If the critical path is not affected, the delay is considered to have "float," which means it does not affect the project's completion date and, therefore, may not be compensable.

 PSP Study Guide References:

Delays impacting the critical path are emphasized in the PSP Study Guide under schedule analysis and delay management sections. The claimant must demonstrate that the delay impacts key project milestones and overall project completion​.

 Analysis for Selection:

Option A: Correct. A delay that does not affect the critical path does not result in additional time or compensation.

Option B: Concurrent delays involve shared responsibility and may complicate claims for compensation but are not a strict requirement for delay consideration.

Option C: Monetary harm is not directly relevant to time extension entitlement.

Option D: While planned schedules are significant, the focus is on the project's critical path, not just the contractor's planned sequence.

 Conclusion: The correct answer is A because affecting the critical path is the key determinant for entitlement to a time extension or compensable delay.

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​.

 Impact of Overrun:

Drafting (Activity C) and manufacturing (Activity D) are critical path activities.

A 5-day overrun in drafting consumes all available time for manufacturing.

Therefore, manufacturing cannot be delayed without affecting the release of the product.

 Verification with PSP Guidelines:

The PSP Study Guide specifies that critical path activities have zero float, so delays propagate directly to the project finish (Ref: PSP Study Guide, Chapter 2A: Critical Path and Float).

 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.

 Late Finish Calculation Formula:

LF of 2002 = LS of 2003 - 1 day.

This accounts for the predecessor-successor logic and the sequence of activities.

 Date Calculation:

Late start of 2003 = 10-06-01.

Late finish of 2002 = 10-06-01 - 1 day = 10-05-01.

 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)

Scheduling Professional Study Guide and Documents References:

The Budgeted Cost of Work Scheduled (BCWS) is the planned value of all tasks scheduled during a specific period. It is a measure used in earned value management to assess schedule adherence.

Option A defines Budgeted Cost of Work Performed (BCWP).

Option B defines the total project budget (BAC).

Option C defines the expected total cost, which is Estimate at Completion (EAC).

This answer is consistent with earned value methodologies and their application in project controls​​.

 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.

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.

 Purpose of the Work Breakdown Structure (WBS):

The WBS organizes the project into manageable components, breaking it down to the smallest defined work packets or work packages.

These packages serve as the foundation for schedule and cost management.

 PSP Study Guide References:

The WBS is discussed as the primary organizational tool to define the scope, cost, and activities of a project​.

 Conclusion: The correct answer is D, as the WBS is used to organize the smallest work packages.

 Cost for 2000 Series Activities:

Activity 2001: $150,000.

Activity 2002: $25,000.

Activity 2003: $18,000.

Activity 2004: $96,000.

Total: 150,000+25,000+18,000+96,000=289,000150,000 + 25,000 + 18,000 + 96,000 = 289,000150,000+25,000+18,000+96,000=289,000.

 Total Project Cost:

Total cost: $7,308,000 (sum of all activities in "normal" schedule).

 Percentage Contribution:

289,0007,308,000×100≈3.95%\frac{289,000}{7,308,000} \times 100 \approx 3.95\%7,308,000289,000​×100≈3.95%.

 Verification with PSP Guidelines:

The PSP Study Guide emphasizes accuracy in percentage-based cost contributions as a critical analysis tool in project cost management (Ref: PSP Study Guide, Chapter 1B: Cost Breakdown Structure).