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Real AACE International AACE-PSP Exam Dumps with Correct 218 Questions and Answers

NEW QUESTION # 66
The Organizational Breakdown Structure (OBS) is a hierarchical structure that does NOT include which of the following:

• A. project director
• B. sub-subcontractors
• C. subcontractors
• D. stakeholders

Answer: D

NEW QUESTION # 67
Scenario: You are providing construction management services for a small office building project. Your duties include reviewing and approving the contractor's baseline schedule. The contractor has submitted the first baseline schedule for the project.
The contractor's baseline schedule submittal includes a bar chart, but no CPM diagram. Which of the following is the most significant shortcoming to using a bar chart to review the baseline?

• A. A bar chart is always an oversimplified view of the project schedule
• B. A tor chart does not show all the activities required to construct the project
• C. A bar chart does not show whether the project with be completed within the allowable time
• D. A bar chart cannot accurately reflect the impact of changes in durations or logic to the baseline

Answer: D

NEW QUESTION # 68
The linear scheduling velocity diagram has the following two-axis:

• A. Time and location
• B. Time and rate of progress
• C. Time and crew size
• D. Location and crew size

Answer: A

Explanation:
The linear scheduling velocity diagram uses time on one axis and location on the other. This graphically represents the progression of work at various locations over time.
Option C (time and rate of progress) and Option D (time and crew size) refer to related concepts but do not accurately describe the axes.
Option A (location and crew size) is unrelated.
This aligns with graphical techniques discussed for construction scheduling​.

NEW QUESTION # 69
Identify the minimum project duration.

• A. 16 months.
• B. 20 months.
• C. 19 months.
• D. 21 months.

Answer: B

NEW QUESTION # 70
What is the primary difference between the arrow diagramming method (ADM) and the precedence diagramming method (PDM)?

• A. PDM is a bar chart with network logic, while ADM is a pure logic network.
• B. ADM uses arrows, while PDM uses boxes.
• C. ADM is manual CPM calculations, while PDM is computerized.
• D. ADM is limited to finish-to-start logic relationships, while PDM is not.

Answer: D

NEW QUESTION # 71
If Activity E's duration changes to 4 months, what is the overall duration of the project.

• A. 20 months.
• B. 19 months.
• C. 22 months.
• D. 21 months.

Answer: B

Explanation:
Impact of Changing Activity E's Duration:
Activity E's new duration = 4 months.
The critical path passes through Activities A → C → D → E → H → I.
Recalculate Project Duration:
Original duration with E = 3 months: 19 months.
Increasing E to 4 months does not impact the overall path since it remains within the critical path's time allowance.
Overall project duration remains 19 months.
Cross-Verification:
Option B: Incorrect. Assumes additional delays.
Option C: Incorrect. Overestimates delays.
Option D: Incorrect. Miscalculates path changes.
Option A: Correct. Matches revised critical path duration.
Reference:
PSP Study Guide (2019), Sections on Critical Path and Float Calculations.
AACE Recommended Practices, RP 10S-90.

NEW QUESTION # 72
What is the relationship depicted between Activity G and Activity H?

• A. Start-to-start.
• B. Finish-to-start.
• C. Finish-to-finish.
• D. You cannot tell with the supplied information.

Answer: A

NEW QUESTION # 73
If drafting of the product manual overruns its planned duration by 5 days, how many days may the manufacturing be delayed without affecting release of the product?

• A. 15 days.
• B. 10 days.
• C. 5 days.
• D. 0 days.

Answer: C

NEW QUESTION # 74
In a "crashed" schedule, which is a chain of activities that precede activity 2004?

• A. 2001, 2002, 2003, 2007
• B. 1001, 2002, 2002, 2003, 3001
• C. 1001, 2002, 2003
• D. 1001, 2001, 2002, 2003

Answer: D

NEW QUESTION # 75
What defines a KPI?

• A. Key discrete project final or interim goals
• B. Initiation of a weather risk window
• C. Phase milestones
• D. Interim milestones related to weather phasing

Answer: A

NEW QUESTION # 76
The schedule or budget at completion less the estimate at completion is___________.

• A. the profit or loss for the project
• B. the variance at completion
• C. the cost variance
• D. the schedule variance

Answer: B

NEW QUESTION # 77
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. 3 cranes
• B. 2 cranes
• C. 1 crane
• D. 4 cranes

Answer: B

NEW QUESTION # 78
Which of the following is NOT required when performing weekly or monthly schedule updates?

• A. Percent complete.
• B. Original duration of activities.
• C. Remaining duration of activities.
• D. Actual finish of activities.

Answer: C

NEW QUESTION # 79
Which of the following documents is most likely to be of the LEAST value to a planner/scheduler when planning a contractor's baseline critical path schedule for the construction of a large high-clearance bridge located very near an airport? The contractor has been awarded the contract.

• A. The regulations published by the government aviation agency
• B. The project plans and specifications
• C. The government's report on future high-clearance bridge projects
• D. The project geotechnical report

Answer: A

NEW QUESTION # 80
During proofing of the product manual, a problem was discovered requiring 15 days additional time to affect a correction. How can the date of availability be maintained?

• A. Expedite Draft Product Manual by 5 days
• B. Expedite Package Product by 5 days
• C. Delay Release for Manufacture by 5 days
• D. Delay Manufacture Product by 5 days

Answer: B

Explanation:
To maintain the product availability date while accommodating a 15-day delay in proofing corrections, the best course of action is to expedite another activity on the critical path. The PSP Study Guide outlines methods for schedule recovery and acceleration (Section 2.3.5, "Acceleration"). Expediting the Draft Product Manual by 5 days helps redistribute the time lost, aligning subsequent tasks to achieve the original completion milestone without delaying the overall schedule.

NEW QUESTION # 81
SIMULATION
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 Services
From: Evan Marshal, Corporate Scheduler
Date: [Insert Current Date]
Subject: Mitigation Plan for Project JP-114 Delays
Current Problem and Potential Impacts
Project 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.
Courses of Action
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.
Recommendation
I 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.
Conclusion
This 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 Marshal
Corporate Scheduler

NEW QUESTION # 82
Using the "crashed" schedule, if you start Activity 2002 on August 12, 2001, what is the finish date for Activity 2002?

• A. 09-28-01.
• B. 09-18-01.
• C. 09-08-01.
• D. 09-15-01.

Answer: C

Explanation:
* Activity Duration in Crashed Schedule:
For Activity 2002, the crashed duration is 28 days (refer to the table).
* Start Date:
The start date is August 12, 2001.
* Adding the Duration:
Starting from August 12, add 28 days. Ensure to account for weekends or holidays if the calendar used excludes them.
* Finish Date Calculation:
Starting on August 12 and counting 28 days gives the finish date as September 8, 2001.

NEW QUESTION # 83
Which activity is drawn in the incorrect position?

• A. Activity D.
• B. Activity G.
• C. Activity E.
• D. Activity C.

Answer: D

NEW QUESTION # 84
EBS is an acronym for:

• A. Eventual Base Structure
• B. Elongated Budget Synopsis
• C. European Basic Schedule
• D. Enterprise Breakdown Structure

Answer: D

NEW QUESTION # 85
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