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Study Guide
Question 1.Which document translates the Work Breakdown Structure (WBS) into individual schedulable activities? A) Risk Register B) Scope Definition C) Stakeholder Register D) Change Log Answer: B Explanation: Scope Definition is the process of converting the WBS into detailed, schedulable activities that can be placed on a project schedule. Question 2.What is the primary purpose of identifying reporting cycles during the stakeholder requirements phase? A) To determine the project budget B) To establish the frequency and format of schedule updates for stakeholders C) To assign resources to activities D) To define the critical path Answer: B Explanation: Reporting cycles define how often and in what format schedule information will be communicated to stakeholders, ensuring expectations are met. Question 3.In schedule planning, “density” refers to: A) The number of resources assigned per activity B) The level of detail shown in the schedule for a given project phase C) The amount of float on the critical path D) The frequency of cost loading Answer: B Explanation: Density describes how granular the schedule is; higher density means more detailed activities and relationships.
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Question 4.The Schedule Basis Documentation primarily includes: A) A list of all subcontractors B) The narrative explaining assumptions, exclusions, and methodology used in building the schedule C) The final cost estimate D) The procurement schedule Answer: B Explanation: Schedule Basis Documentation provides the narrative that outlines the foundational assumptions and methods applied in schedule development. Question 5.Which relationship type dictates that an activity cannot finish until its predecessor starts? A) Finish‑to‑Start (FS) B) Start‑to‑Start (SS) C) Finish‑to‑Finish (FF) D) Start‑to‑Finish (SF) Answer: D Explanation: In a Start‑to‑Finish relationship, the successor cannot finish until the predecessor has started. Question 6.A “lag” in a schedule is best described as: A) An intentional delay inserted between two linked activities B) A resource constraint that forces an activity to start later C) A negative float value D) A type of constraint that forces an activity to finish on a specific date Answer: A Explanation: A lag is a deliberate time delay added to a relationship to model waiting periods or lead times. Question 7.Which of the following is an example of a “hard” constraint? A) Must Start On (MSO)
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D) Subtracting the activity’s duration from its Late Start (LS) Answer: B Explanation: ES is derived from the latest EF of predecessor activities, ensuring logical sequencing. Question 11.Total Float is zero for an activity that: A) Has no successors B) Is on the critical path C) Has a lag of zero days D) Uses a 7‑day calendar Answer: B Explanation: Activities on the critical path have zero total float because any delay directly impacts the project finish date. Question 12.Resource loading refers to: A) Assigning cost codes to activities B) Allocating labor, equipment, and materials to scheduled tasks C) Defining the project’s critical path D) Setting hard constraints on activity dates Answer: B Explanation: Resource loading is the process of assigning the required resources to each activity to make the schedule realistic. Question 13.Which technique is used to resolve overallocation by extending activity durations without changing logic? A) Resource Smoothing B) Resource Leveling C) Critical Chain Method D) Earned Value Analysis Answer: B
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Explanation: Resource leveling adjusts start/finish dates to eliminate overallocation while preserving logical relationships. Question 14.Cost loading in a schedule primarily supports which management process? A) Risk Management B) Earned Value Management (EVM) C) Procurement Management D) Stakeholder Management Answer: B Explanation: Cost loading aligns schedule activities with budgeted costs, enabling EVM calculations such as PV, EV, and AC. Question 15.Production rates are most useful when: A) Defining the critical path B) Calculating activity durations based on unit‑per‑hour output C) Setting hard constraints D) Performing Monte Carlo simulations Answer: B Explanation: Production rates (e.g., units per hour) allow conversion of quantity into duration for activities like concrete pours. Question 16.Progress overrides are used when: A) An activity is performed out of sequence and actual dates differ from the logical dates B) A resource is over‑allocated C) The schedule needs to be re‑baselined D) Float is negative Answer: A Explanation: Progress overrides let the schedule reflect actual performance when work occurs outside the planned logic.
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A) The project has achieved 100 % of its work B) There are minor changes that do not affect the critical path C) Significant scope changes or schedule drift make the original baseline no longer realistic D) The stakeholder requests a weekly status report Answer: C Explanation: Re‑baselining is warranted when substantial changes render the original baseline ineffective for performance measurement. Question 21.The DCMA 14‑Point Assessment is primarily used to: A) Evaluate the cost loading accuracy of a schedule B) Identify logic errors, excessive lags, and other schedule health issues C) Perform risk quantification through Monte Carlo simulation D) Develop a resource leveling algorithm Answer: B Explanation: The DCMA 14‑Point Assessment is a checklist that helps assess schedule integrity and health. Question 22.In Schedule Risk Analysis (SRA), Monte Carlo simulation is used to: A) Determine the optimal resource allocation B) Generate a probability distribution of project finish dates based on activity duration variability C) Calculate the critical path float D) Perform earned value forecasting Answer: B Explanation: Monte Carlo simulates many possible outcomes using probabilistic activity durations, yielding a probability curve for project completion. Question 23.A “fragnet” in change management refers to: A) A fragmented network that models the impact of a change order on the schedule B) A type of resource constraint
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C) A hard constraint that must finish on a specific date D) A free‑float calculation method Answer: A Explanation: Fragnets are partial network models that isolate and evaluate the effect of a change without rebuilding the entire schedule. Question 24.Excusable delays are characterized by: A) Delays caused by events outside the contractor’s control that can be compensated for in the schedule B) Delays that are the contractor’s responsibility and cannot be compensated C) Delays that occur concurrently with other delays D) Delays that are automatically excluded from claim analysis Answer: A Explanation: Excusable delays arise from external factors (e.g., weather) and may justify schedule extensions. Question 25.Concurrent delays occur when: A) Two or more independent delays overlap in time, making it difficult to assign responsibility to a single party B) A single delay is caused by both contractor and owner actions simultaneously C) The delay is caused by a change order only D) The delay is recorded in the project’s risk register Answer: A Explanation: Concurrent delays involve overlapping delays from multiple sources, complicating liability assessment. Question 26.Forensic scheduling often uses an “As‑Built vs. As‑Planned” comparison to: A) Determine the total cost of the project B) Identify the root cause of schedule delays for claim resolution C) Optimize resource leveling
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Answer: A Explanation: Free Float measures how much an activity can slip without affecting its immediate successors, thus being activity‑specific. Question 30.Which of the following best describes a “hard” constraint? A) Must Start As Soon As Possible (ASAP) B) Must Finish On (MFO) C) Start No Earlier Than (SNET) D) Finish No Later Than (FNLT) Answer: B Explanation: Hard constraints force a specific date regardless of logical relationships; “Must Finish On” is a classic example. Question 31.Which schedule attribute determines whether an activity follows a 5‑day or 7‑day work week? A) Activity Code B) Calendar C) Constraint Type D) Lag Time Answer: B Explanation: The calendar assigned to an activity defines its working days, holidays, and work‑time conventions. Question 32.In CPM, the Late Finish (LF) of an activity is derived by: A) Adding the activity’s duration to its Early Start (ES) B) Subtracting the activity’s duration from its Late Start (LS) C) Selecting the minimum Late Start of all immediate successors minus any lag D) Selecting the maximum Early Finish of all immediate predecessors plus any lead Answer: C
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Explanation: LF = Minimum of (LS of successors – lag). This ensures the activity finishes in time for successors. Question 33.What is the effect of assigning a “Start‑to‑Start with lag” relationship between two activities? A) The successor cannot start until the predecessor finishes plus the lag B) The successor starts after the predecessor starts plus the lag period C) The predecessor must finish before the successor starts D) Both activities must start simultaneously with no lag Answer: B Explanation: SS with lag means the successor’s start is delayed by the lag after the predecessor’s start. Question 34.When a schedule is “dense,” it typically: A) Contains many high‑level summary activities only B) Shows detailed, low‑level activities with many relationships, making it more granular C) Has a large amount of float on most activities D) Uses only hard constraints for dates Answer: B Explanation: A dense schedule includes many detailed tasks and relationships, increasing granularity. Question 35.Which of the following is the most appropriate use of a “lead” in a schedule relationship? A) To model a mandatory waiting period B) To accelerate a successor activity so it can start before its predecessor finishes C) To enforce a hard constraint on finish date D) To create negative float intentionally Answer: B Explanation: Leads (negative lag) allow a successor to start earlier than the logical predecessor finish, representing overlap.
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B) To enable Earned Value Management calculations for schedule and cost performance C) To eliminate the need for a baseline D) To simplify resource leveling Answer: B Explanation: Cost loading provides the data needed for EV, PV, AC, allowing integrated schedule‑cost performance analysis. Question 40.When calculating production rates, which formula is most appropriate? A) Duration = Quantity ÷ Production Rate B) Production Rate = Duration × Quantity C) Quantity = Duration × Production Rate × Float D) Duration = Production Rate ÷ Quantity Answer: A Explanation: Duration = Quantity ÷ Rate converts required output into time based on the unit‑per‑hour (or day) rate. Question 41.Progress overrides are typically recorded in which schedule field? A) Baseline Finish B) Actual Start/Finish dates C) Constraint Type D) Activity Code Answer: B Explanation: Overrides capture the real‑world start/finish dates that differ from calculated dates, stored in the actual date fields. Question 42.In Earned Value Management, a Schedule Variance (SV) of – 5 days indicates: A) The project is ahead of schedule by 5 days B) The project is behind schedule by 5 days C) The cost performance is 5 % over budget
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D) The SPI is greater than 1 Answer: B Explanation: Negative SV shows earned value is less than planned value, meaning the schedule is behind. Question 43.The Schedule Performance Index (SPI) greater than 1 indicates: A) Cost overrun B) Schedule is progressing faster than planned C) Negative float on the critical path D) Resource overallocation Answer: B Explanation: SPI = EV/PV; a value > 1 means earned value exceeds planned value, indicating ahead‑of‑schedule performance. Question 44.A TCPI value of 1.2 suggests that: A) Future cost performance must improve beyond the current rate to meet the budget B) The project is under budget C) The schedule is ahead of plan D) No change is required to meet the BAC Answer: A Explanation: TCPI > 1 indicates the remaining work must be performed more efficiently than the current cost performance to meet the budget. Question 45.Re‑baselining should be avoided unless: A) The schedule has less than 10 % float overall B) Stakeholders request weekly updates C) Significant scope changes or schedule drift make the original baseline unrealistic for performance measurement D) The project is ahead of schedule
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Question 49.Excusable delays are typically compensated by: A) Charging the contractor for additional costs B) Granting a schedule extension (time impact) to the responsible party C) Reducing the project budget D) Adding more resources to accelerate remaining work Answer: B Explanation: Excusable delays, caused by external factors, often result in a time extension to the affected party. Question 50.Concurrent delays require: A) Allocation of all delay time to the contractor B) Separate analysis of each delay’s impact and a combined assessment to determine responsibility C) Ignoring the delays if the project is ahead of schedule D) Immediate re‑baselining of the schedule Answer: B Explanation: Because multiple delays overlap, each must be evaluated individually and then combined to resolve liability. Question 51.Forensic scheduling commonly uses which of the following as a primary data source? A) Project charter B) As‑Built daily logs and field reports C) Procurement schedule D) Stakeholder register Answer: B Explanation: Forensic analysis relies on actual field data (daily logs, time sheets) to compare against the planned schedule.
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Question 52.Which float type is most directly impacted when a successor activity’s Early Start is delayed? A) Total Float of the predecessor B) Free Float of the predecessor C) Negative Float of the successor D) Resource Float of both activities Answer: B Explanation: Free Float measures the slack before the immediate successor; a delay in the successor’s ES reduces the predecessor’s free float. Question 53.Total Float for an activity is calculated as: A) Late Start – Early Start B) Late Finish – Early Finish – Duration C) Late Finish – Early Finish – (Duration – Lag) D) Late Start – Early Start – (Total Float of predecessor) Answer: A Explanation: Total Float = LS – ES (or LF – EF); it shows the allowable delay before affecting the project finish. Question 54.Negative Float on a non‑critical activity most often indicates: A) The activity is on the critical path B) A constraint or logic error forcing the activity to finish later than its latest allowable date C) Excessive resource overallocation D) That the schedule is ahead of plan Answer: B Explanation: Negative float signals that the activity’s constraints or logic are infeasible given the current schedule. Question 55.Which of the following best describes a “soft” constraint?
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C) Using only Finish‑to‑Start relationships D) Eliminating the need for a baseline Answer: B Explanation: Critical Chain inserts project and feeding buffers to manage uncertainty, shifting focus from activity float to buffer consumption. Question 59.What is the primary purpose of assigning activity codes? A) To calculate float automatically B) To enable filtering, grouping, and reporting of schedule data based on logical categories (e.g., discipline, phase) C) To set hard constraints on dates D) To determine resource leveling priority Answer: B Explanation: Activity codes provide metadata that facilitate sorting, filtering, and analysis of schedule elements. Question 60.In Earned Value Management, the term “Planned Value” (PV) is also known as: A) Budgeted Cost of Work Scheduled (BCWS) B) Budgeted Cost of Work Performed (BCWP) C) Actual Cost (AC) D) Cost Performance Index (CPI) Answer: A Explanation: PV = BCWS, representing the budgeted cost for work scheduled to date. Question 61.A schedule that shows a large amount of “free float” on many activities may indicate: A) The project is highly risk‑averse B) The schedule is overly conservative, possibly containing excessive lags or padding C) Resource overallocation is severe D) The critical path is too short
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Answer: B Explanation: Excessive free float often results from unnecessary lags or padded durations, reducing schedule realism. Question 62.Which of the following is a typical output of a Schedule Risk Analysis? A) A single deterministic finish date B) A probability distribution curve (e.g., S‑curve) showing likelihood of various finish dates C) A list of resource overallocations D) An updated Earned Value report Answer: B Explanation: SRA produces probabilistic outcomes, often displayed as an S‑curve indicating the probability of completing by various dates. Question 63.When performing a forensic schedule comparison, “As‑Planned” data is derived from: A) The project’s final cost report B) The baseline schedule that was approved before execution C) The daily logs of actual work performed D) The resource leveling algorithm output Answer: B Explanation: “As‑Planned” refers to the original baseline schedule representing the intended sequence and timing. Question 64.In a schedule, a “must finish on” constraint placed on a non‑critical activity will most likely: A) Have no effect because the activity is not on the critical path B) Potentially create negative float if the constraint date is earlier than the logical latest finish C) Automatically shift the critical path to include this activity D) Convert the activity relationship to Finish‑to‑Finish Answer: B
