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

 Critical Path Analysis:

Critical path activities include proofing, printing, and packaging.

Delays or baseline adherence does not alter the sequence of critical activities.

 Impact Assessment:

No additional changes occur to the baseline critical path in the given scenario.

 Cross-Verification:

Option A: Incorrect. Assumes two path changes.

Option B: Incorrect. Incorrect number of changes.

Option D: Incorrect. Overestimates critical path shifts.

Option C: Correct. Reflects no critical path changes.

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​​.

 Construction Life Cycle Phases:

Common phases: planning and design, installation (execution), and turnover/start-up.

Claims and disputes may arise during the project but are not a defined phase of the construction life cycle.

 PSP Study Guide References:

The study guide outlines standard phases without including claims and disputes as a formal phase​.

 Conclusion: The correct answer is A, as claims and disputes are not an inherent phase of the construction life cycle.

 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.

Total float measures the flexibility in an activity’s timing within a schedule. It is defined as the amount of time an activity can be delayed without affecting the project’s overall completion date or the completion date of any of its successors.

Option A, B, and D accurately describe total float: it is calculated as the difference between early and late start/finish dates, can be positive or negative, and is associated with project completion​.

Option C describes free float, not total float, and thus is incorrect.

 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.

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.

To calculate the completion day for Activity C:

Reduce Activity A's duration by five days.

Recalculate dependent activities' start and finish times using forward pass logic (PSP Study Guide, Subchapter 2.2.4, "Relationships").

Sum up the adjusted durations to determine the completion day for Activity C.

This aligns with the logic of schedule adjustments and dependencies as outlined in the PSP Study Guide.

 Situation Analysis:

A 5-day delay in product release impacts the printing window.

The printer is further delayed by 10 workdays.

 Total Delay Impact Calculation:

The combined impact of the testing and printing delays = 5 + 10 = 15 days.

This results in a cumulative delay in product release.

 Cross-Verification:

Option B: Incorrect. Ignores delays entirely.

Option C: Incorrect. Assumes only one source of delay.

Option D: Incorrect. Underestimates delay impact.

Option A: Correct. Matches the calculated total delay.

 Understanding Schedule Performance Index (SPI):

SPI is calculated as SPI=BCWPBCWS\text{SPI} = \frac{\text{BCWP}}{\text{BCWS}}SPI=BCWSBCWP​, where BCWP is the budgeted cost of work performed, and BCWS is the budgeted cost of work scheduled.

SPI < 1 indicates that the project is progressing slower than planned, meaning it is behind schedule.

 Evaluation of Other Options:

A: SPI > 1 would indicate the project is ahead of schedule.

B: SPI = 1 implies the project is on schedule.

C: Completion is not relevant to SPI.

 Verification with PSP Guidelines:

PSP emphasizes SPI as a key metric in earned value management (Ref: PSP Study Guide, Chapter 1D: Earned Value Analysis).

 Late Finish (LF) Transition Rule:

Late finish (LF) is calculated by adding one day to the early finish (EF) of the final activity.

EF of Activity 11001 is given, and the late finish is simply EF+1EF + 1EF+1.

 Cross-Verification with PSP Guidelines:

PSP methodologies state that late finish is derived from the forward pass using early finish logic, with specific adjustments based on activity relationships (Ref: PSP Study Guide, Chapter 2A: Forward and Backward Pass Calculations).

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.

 Purpose of Multiple Calendars:

Multiple calendars account for varied work/non-work periods among resources, regions, or activities, accurately representing project execution.

 Evaluation of Other Options:

B, C, D: These may be secondary benefits but are not the primary reason.

 Verification with PSP Guidelines:

The PSP Study Guide emphasizes the importance of calendars for realistic scheduling (Ref: PSP Study Guide, Chapter 2A: Calendars and Constraints).

 Requirement to Expedite:

To release the product 20 days earlier, critical path activities must be expedited.

Critical path activities: A (Testing), D (Manufacturing), G (Packaging).

 Excluded Activities:

Activities like drafting (Activity C) or proofing (Activity F) are not critical and do not impact the total project duration.

 Verification with PSP Guidelines:

PSP guidelines emphasize expediting critical path tasks for schedule acceleration (Ref: PSP Study Guide, Chapter 2B: Schedule Compression Techniques).

The sum of all budgets for work scheduled to be accomplished within a specific time period is referred to as the Budgeted Cost of Work Scheduled (BCWS). It represents the planned value of work to be performed during the reporting period.

Option A (Estimate at Completion - EAC) refers to the projected final cost of the project.

Option B (Budget at Completion - BAC) is the total project budget.

Option C (Budgeted Cost of Work Performed - BCWP) refers to the earned value.

This definition aligns with earned value management concepts covered in the PSP Study Guide​.

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 Scope Definition on Cost Overruns:

Poor scope definition leads to unrealistic budgets and unforeseen changes, which significantly contribute to cost overruns.

Other factors like change management and WBS definitions are secondary contributors compared to scope inadequacy.

 PSP Study Guide References:

The guide emphasizes scope definition as a critical factor for accurate budgeting and planning​.

 Conclusion: The correct answer is D, as scope definition at the estimate stage has the most frequent and significant impact on cost overruns.

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.

 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.

 Understanding the Problem:

The question asks which risk cannot be estimated using only a resource-loaded schedule.

A resource-loaded schedule contains detailed information about activities, resources (labor, materials, equipment), and their associated costs but does not provide external information unrelated to project resources.

 Analysis of Each Option:

A. Delay due to SDOT's other projects:

This risk depends on external factors beyond the control or visibility of the resource-loaded schedule, such as project interactions, priorities, or resource allocation managed by SDOT (the State Department of Transportation).

A resource-loaded schedule cannot estimate this delay, as it does not account for external dependencies or priorities outside the project's scope.

This is the correct answer.

B. Delay due to labor shortage:

A resource-loaded schedule tracks labor availability and allocation. By analyzing resource constraints, it can estimate potential delays due to labor shortages.

This risk can be estimated using the schedule.

C. Liquidated damages on the SDOT contract:

Liquidated damages are linked to project delays. A resource-loaded schedule can estimate the delay impact and calculate potential damages based on contract terms.

This risk can be estimated.

D. Cost overruns due to cement shortage:

Cement shortages directly affect the material resource allocations in the schedule. A resource-loaded schedule can estimate cost overruns by analyzing material usage and constraints.

This risk can be estimated.

 Final Answer and Justification:

Option A is correct because a resource-loaded schedule cannot consider or predict delays caused by external projects managed by other entities like SDOT.

All other risks relate to project resources or scheduling, which can be analyzed using a resource-loaded schedule.

 Study Guide Reference:

Refer to the PSP Certification Study Guide, Chapter 2 – Scheduling, sections on Schedule Maintenance and Risk Analysis (p. 209), and Resource-Constrained Scheduling (p. 163).

AACE Recommended Practice 57R-09: "Integrated Cost and Schedule Risk Analysis" provides additional insights into risks measurable through schedules.

 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.

 Calculation of Maximum Lifts Per Crane Per Day:

A single crane performs 30 lifts per day.

 Number of Cranes and Days:

3 cranes working for 5 days = 3×30×53 \times 30 \times 53×30×5.

 Total Lifts:

Total lifts = 450450450.

 Verification with PSP Guidelines:

Efficient resource calculation is critical in equipment planning (Ref: PSP Study Guide, Chapter 2A: Resource Allocation and Optimization).

 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.

The early finish date and total float are determined using CPM calculations. The PSP Study Guide outlines that early finish is calculated as the early start date plus activity duration, adjusted for calendar constraints (PSP Study Guide, Subchapter 2.2.5, "Constraints and Calendars").

Steps:

Determine early start using forward pass calculations.

Add the activity duration.

Consider non-working days or holidays as per the project calendar.

Calculate float as the difference between late start and early start or late finish and early finish.

Analyze the Relationship Details:The table shows that Activity 3001 ("Excavation, Dam Site") and Activity 4001 ("Excavation, Spillway") have a Start-to-Start (SS) relationship with a lag of 15 days. A Start-to-Start relationship indicates that the successor activity (4001) can only start after a specified lag period once the predecessor activity (3001) begins.

Understand the Concept of Lag:In scheduling terminology, lag refers to a delay or waiting period between the start (or finish) of one activity and the start (or finish) of a dependent activity. Here, the 15-day lag means that Activity 4001 will commence 15 days after Activity 3001 has started.

Interpret the Relationship:The SS relationship combined with a lag indicates that the two activities (3001 and 4001) are not starting exactly at the same time but are still overlapping or concurrent. This concurrency happens after the lag period elapses.

Verify PSP Study Guide and Relevant Terminology:According to AACE International’s Recommended Practices and the PSP Certification Study Guide:

Start-to-Start relationships are widely used to model overlapping work in schedules where one activity can start before its predecessor is fully complete (PSP Study Guide, Chapter on Scheduling Relationships and Constraints).

Lags provide flexibility to model realistic conditions where tasks start partially overlapping or with delays (PSP Study Guide, Section 2.2.4 Relationships).

Cross-Check the Answer Options:

Option A (Correct): Matches the described logic – "These activities are concurrent with Activity 4001 starting 15 days after the start of Activity 3001."

Option B: Incorrect – Lag is applied to the successor activity, meaning 4001 cannot start earlier than 3001.

Option C: Incorrect – This relationship (SS with a lag) indicates concurrency, not series.

Option D: Incorrect – Though concurrent, the lag makes the start times offset by 15 days, so they do not start at the same time.

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​​.

The planning process for construction scheduling considers factors that directly impact project execution, such as:

Stakeholders' needs (Option A)​.

Value engineering (Option B), which optimizes project cost, schedule, and quality​.

Project variables (Option C), including site conditions, resources, and external constraints​.

However, the interest rate of the owner's construction bonds (Option D) is a financial detail outside the scope of construction scheduling and planning decisions. It does not directly affect the scheduling tasks but might influence overall project financing discussions.

 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.

 Calculation of Productivity Loss:

Subtracting productivity during an impacted period from unimpacted productivity quantifies the reduction in efficiency or loss in productivity.

 PSP Study Guide References:

Productivity analysis includes evaluating impacted vs. unimpacted periods to assess losses​.

 Conclusion: The correct answer is C, as the difference represents productivity loss.

 A WBS summary activity aggregates costs of constituent activities (2001 through 2004).

 By summing the costs of activities as outlined in the schedule, the total cost for the WBS summary activity is calculated as $321,000.

 References: PSP Study Guide, Section 1.3.7 – Establish Work Breakdown Structure, elaborates on cost consolidation at WBS levels.

 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.

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.

 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).

 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.

 Understanding the Problem Context:

Activity C is currently set to complete on Day 40.

Activity A has a 5-day delay in starting, so adjustments are needed to maintain the Day 40 completion date for Activity C.

The key is to identify which adjustment will fail to maintain the timeline.

 Option-by-Option Analysis:

A. Reduce the duration of 'A' from 20 days to 10 days and replace the relationship from 'B' to 'C' with FSO (Finish-to-Start with Offset):

Reducing Activity A’s duration from 20 to 10 days might mitigate part of the delay, but replacing the relationship between B and C with FSO introduces an offset.

FSO relationships typically delay the start of successor activities (Activity C in this case).

This would likely push Activity C beyond Day 40 because the delay in B's finish, coupled with the offset, would result in C starting later.

This adjustment does NOT maintain the completion date of Activity C.

B. Replace the relationship from 'B' to 'C' with SSO (Start-to-Start with Offset):

An SSO relationship allows Activity C to begin once Activity B starts (with or without an offset).

This adjustment effectively overlaps the schedules of B and C, mitigating delays from A.

This adjustment can maintain the completion date of Activity C at Day 40.

C. Reduce the duration of 'B' from 10 days to 5 days by compressing work effort:

Reducing B’s duration by compressing its schedule shortens its timeline, allowing Activity C to start sooner.

This adjustment offsets the delay caused by Activity A.

This adjustment can maintain the completion date of Activity C at Day 40.

 Final Answer and Justification:

The adjustment described in A will NOT maintain the completion date of Activity C at Day 40 because the FSO relationship introduces delays, making it ineffective in this scenario.

Options B and C offer feasible adjustments to maintain the timeline.

 Study Guide Reference:

Refer to the PSP Certification Study Guide, Chapter 2 – Scheduling, Subchapter 2.2.4: Relationships (p. 151-157), which details the impact of logical relationships (FSO, SSO) on schedule timelines.

Additionally, review AACE Recommended Practice 52R-06: Time Impact Analysis for insights into how delays affect dependent activities and methods for mitigating them.

 Scenario Review:

Delay in the parking structure foundation is an off-critical path activity.

No impact on the overall project completion date.

 Delay Analysis:

While the foundation activity is delayed, the float ensures that no downstream activities are impacted.

 Cross-Verification:

Option B: Incorrect. Assumes a 4-day impact.

Option C: Incorrect. Overestimates delays.

Option D: Incorrect. Miscalculates delays.

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.

 Preventing Structural Steel Delays:

Incorporating realistic timeframes for shop drawing review and resubmittals in the baseline schedule prevents design-related delays.

 Evaluation of Other Options:

A: Adding time buffers does not address the root cause.

C: Concurrent review may create confusion and errors.

D: Switching to post-tensioned concrete is a significant design change, not a practical solution for a scheduling issue.

 Verification with PSP Guidelines:

Adequate review time aligns with PSP scheduling best practices (Ref: PSP Study Guide, Chapter 2B: Schedule Development and Baseline Creation).

A cost-benefit analysis for a subcontractor like SUBCO should focus on tangible and direct impacts to the project, including their labor and equipment rates, the potential for liquidated damages in the SDOT contract, and logistical concerns such as distance from the project site (PSP Study Guide, Section 1.2.4, "Project Variables"). Pending negotiations with a different entity, such as GOUGE, are unrelated to SUBCO’s contract evaluation and are therefore not a consideration.

 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.

 The column volume is 2,000 cubic feet (56.64 cubic meters), and each lift using a 1.75 cubic yard bucket corresponds to: Lifts required=Column volume (cubic yards)Bucket capacity (cubic yards)\text{Lifts required} = \frac{\text{Column volume (cubic yards)}}{\text{Bucket capacity (cubic yards)}} Lifts required=Bucket capacity (cubic yards)Column volume (cubic yards)​ Convert 56.64 cubic meters to cubic yards: 56.64×1.308=74.1456.64 \times 1.308 = 74.1456.64×1.308=74.14. Lifts required=74.141.75≈133 lifts.\text{Lifts required} = \frac{74.14}{1.75} \approx 133 \text{ lifts}.Lifts required=1.7574.14​≈133 lifts.

 References: PSP Study Guide, Section 1.3.7 – Resource Calculations and Allocation, which emphasizes unit conversions and resource management.

 Key to Duration Accuracy:

A specialized industry handbook offers standardized and validated task durations tailored to the specific context of petrochemical plants.

 Analysis of Options:

Option A: General industry publications may lack specificity.

Option B: Past project schedules provide insight but may not reflect the specific context or updated methodologies.

Option C: The handbook is most relevant as it is tailored to the specific project type.

Option D: Cost estimates are useful for budget alignment but not as precise for duration calculation.

 PSP Study Guide References:

The guide advises leveraging validated industry resources for project-specific accuracy in duration estimation​.

 Conclusion: The correct answer is C, as a specialized industry handbook provides the most reliable and context-specific data for duration estimation.