:

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.

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.

 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.

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.

 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).

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 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.

 Definitions of Delays

Excusable Delay: These are delays not caused by the contractor and may be beyond their control.

They can be compensable (entitling the contractor to both time and monetary compensation) or

non-compensable (entitling only time extension). Examples include acts of God or owner-caused

delays.

Non-Excusable Delay: These delays are caused by the contractor, such as poor planning or lack of

resources. Non-excusable delays do not qualify for any compensation or time extensions.

Compensable Delay: A type of excusable delay caused by the owner or their representatives that

entitles the contractor to both time extension and additional compensation.

Non-Compensable Delay: An excusable delay that entitles only time extension but no monetary

compensation (e.g., natural disasters).

 PSP Study Guide Reference: The PSP Study Guide emphasizes understanding the types of delays to

analyze their impacts on schedules and costs. Non-excusable delays, which result from the

contractor's actions, are clearly categorized as not providing grounds for time extensions or

additional payments.

 Analysis for Selection:

Option A: Non-excusable delays do not provide contractors with any extensions or compensation as

they result from the contractor’s responsibility.

Option B: Compensable delays provide both time and compensation and do not match the question's

condition.

Option C: Non-compensable delays, though they provide no monetary compensation, can allow time

extensions under certain circumstances.

Option D: Excusable delays generally entitle contractors to time extensions, with or without

compensation depending on the type.

 Conclusion: The correct answer is A. Non-excusable delay, as these delays provide neither time

extensions nor compensation to the contractor.

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.