AACE-PSP Online Practice Questions

Explanation:
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.

Explanation:
Late Finish Analysis for Activity C (Develop Plans and Specs): Activity C duration is 5 months, starting after Activity A (3 months). Late finish = Early start of successor (Activity E) = 10 months.
Cross-Verification:
Based on backward pass calculations, Activity C must end by month 10 to not delay its successor.
Verification with PSP Guidelines:
Late finish values are calculated during backward pass (Ref: PSP Study Guide, Chapter 2A: Backward Pass and Float Calculations).

Explanation:
Proceeding without completing environmental studies introduces compliance risks, such as legal challenges or project shutdowns. This is not a feasible method for reducing the overall completion time as it contradicts environmental regulations and ethical standards.
Methods like subcontracting (A) or reallocating resources (B) are feasible, as they leverage resource management.
Reference: PSP Study Guide, Section 1.2.3 C Stakeholder Considerations, and Section 1.3.13 C Risk and Recovery Planning, which emphasize compliance with regulations and avoiding unmanageable risks.

Explanation:
An earned value management (EVM) system can base its calculations on labor hours or monetary values, depending on the nature of the project. Both methods are valid for tracking performance and forecasting outcomes.
Option B (direct or indirect cost) does not align with EVM's focus on performance metrics.
Option C confuses timeframes with budgeting principles.
Option D (linear feet or dollars) applies to physical progress tracking but not directly to EVM systems.
This is consistent with EVM principles as outlined in project control methodologies within the PSP materials.

Explanation:
Available Work Time:
A workday consists of 8 hours.
Deduct time for preparation, cleanup, and lunch:
Prep: 1 hour
Lunch: 1 hour
Cleanup: 1 hour
Total unavailable time: 3 hours.
Total available work time: 8 - 3 = 5 hours (300 minutes).
Determine Lifts per Day:
Cycle Time: 10 minutes per lift.
Lifts per day = Available time ÷ Cycle Time = 300 ÷ 10 = 30 lifts.
Cross-Verification:
Option A (36 lifts): Incorrect. Assumes more time.
Option B (24 lifts): Incorrect. Assumes less efficiency.
Option D (48 lifts): Incorrect. Overestimates possible lifts.
Option C (30 lifts): Correct.