1.

PLANNING

OPTIONAL QUESTIONS

1
Section 1A – Planning Development
Subchapter 1.1 Input and Data
1.1.1 Contract Requirements
1. The traditional governmental contracting process in the United States is:
A. Design, build, and operate
B. Design, bid, build
C. EPC
D. Design, build

2. Critical delivery dates are referred to as

A. Milestones.
B. Phases.
C. Substantial completion.
D. Flags.

3. When a planner-scheduler is collecting information about the project during the initial planning
cycle, which information is of GREATEST value?
A. Contract specifications.
B. The contractor’s pre-bid site visit meeting minutes and notes.
C. The contract’s Changes clause.
D. A detailed scope of work statement

1.1.2 – Identification of Stakeholders

4. Project architects are:
A. Stakeholders
B. Developers
C. Activists
D. Special interest groups
5. Which is NOT normally considered a stakeholder on a Greenfield chemical plant project?
A. Shop owners in an enclosed mall three miles downwind of the project.
B. The owner’s project banker’s engineer.
C. A third-tier electrical subcontractor.
E. The employee-owned contractor.

6. All project stakeholders provide input data and information during the initial planning process
to set the overall project duration?
A. Absolutely true.
B. Absolutely false.
C. Only by analyzing the contract can one determine if a change in duration is allowed.
D. Only the project owner-client may set the overall duration, and this is often driven by
marketing and business considerations. .

2
1.1.3 Constructability Methods
7 Which should not be a reason why superintendent and subcontractors are included during
planning phase?
A. They have more immediate “buy-in” to project plan.
B. Planning phase is a theoretical exercise and their input is not needed until the
execution phase.
C. Accuracy of a resultant plan is improved through “brainstorming.”
D. Management expectations regarding plan are transmitted to the team (alignment).
8. Constructability, in terms of schedule modeling, is best defined as:

A. Understanding how the contractor’s plan defines overall project duration.

B. Understanding how the owner’s arbitrary completion milestones will drive resource
utilization.
C. How the contract specifies all aspects and phasing of work.
D. The input data necessary to understand the various means and methods alternatives to
accomplish and execute a project.

9. Constructability takes into account all but:

A. Location, logistics, and resource availability analysis.
B. The average price of general labor in the area.
C. Quality inspections and compliance.
D. Labor productivity studies from previous similar projects in the area.

10. True or False: During a constructability analysis, the availability of specified materials is
determined?

11. True or False: A constructability analysis is only performed during the initial planning stage
Of design?

3
Subchapter 1.2 Considerations and Constraints
1.2.1 Identification of Resources
12. During the planning process for a capital project, which is NOT a consideration?
A. Religious holidays.
B. Local country language.
C. Education and skill level of local craft labor.
D. None of the above.
13. Material resource considerations include all except:
A. Availability
B. Installation
C. Crew skills
D. Timing of delivery
14. Which of the following is NOT a constraining resource?
A. Labor availability
B. Scheduling software
C. Material delivery
D. Craft skill levels
15. True or False: On construction projects, labor and equipment are considered limitless
resources?
16. True or False: The physical constraints of a jobsite can impose a limit on the amount of
simultaneous equipment usage?
1.2.2 Value Engineering
17. Implemented VE provides the contractor with the following, except:
18. Among the six phases of the VE process are all except:
19. True or False: The VE process starts with the submittal of bid price?
20. True or False: The information phase of VE occurs during design development?
1.2.3 Stakeholder Considerations
21. Which of the following documents is probably of LEAST value when planning a contractor’s
baseline critical path schedule for construction of a high-rise building on a remote South
Pacific Resort Island for a private developer? The contract has been awarded.
A. Specifications – as found in the contract document.
B. The local government’s report on future resort projects on the island.
C. International Building Codes – as referenced in the contract document.
D. A project-specific geotechnical report.
22. Which of the following is NOT normally considered a project stakeholder?
A. Project supplier to a subcontractor.
B. Client or owner.
C. Project consultant or engineer.
D. Non-governmental organizations (NGOs)
E. Local news media

*1.2.4 Project Variables

4
Section 1B Planning Product

Subchapter 1.3 Planning Output and Deliverables

1.3.1 Define Scope of Work

23. When reporting progress and completion forecasts to the client’s management, a schedule that
is organized by the projects work breakdown structure (WBS) structure provides ___________.
A. A useful reporting tool that meets the client’s project team special needs.
B. An “early finish” constraint with a 20 day negative lag on the last activity.
C. A “late start” constraint on the first activity with a 20 day negative lag.
D. A “late finish” constraint on the last activity.

24. When gathering data to document activity progress and observed trends, the activity’s
reported percent complete ______________.
A. Is all that is necessary to forecast remaining duration for that activity?
B. Is used as part of the 6/10 rule to determine the remaining duration for that activity.
C. Must be analyzed in conjunction with all observed activity data (actual start dates,
trends, etc.) to estimate the remaining duration for the activity.
D. Provides sufficient information necessary to determine the activity’s earned value.

25. True or False: Contract deliverables are defined in the scope of work?

26. True or False: Drawings and specifications augment the written scope of work narrative?

*1.3.2 Define Project Goals

*1.3.3 Define Project Plan

1.3.4 Phase Definition

27. Which is not a phase?

A. Engineering
B. Concrete
C. Conceptual engineering
D. Pre-construction

1.3.5 Establish Work Breakdown Structure (WBS)

28. Which of the following is untrue?

A. OBS intersects with WBS to define a project cost account.
B. Different managers might structure a WBS differently for the same project.
C. A WBS can include design, procurement, and construction activites.
D. None of the above.

29. True or False: WBS is a system by which work activities are organized and summarized into
like activities?

30. True or False: WBS may be organized as a result of capital costing requirements

5
1.3.6 Establish Organizational Breakdown Structure (OBS)

31. When reporting progress and completion forecasts to the client’s management, a schedule that
is organized on the project’s OBS provides ______.
A. A list of all equipment resources utilized on the project.
B. A baseline for change management reporting.
C. A useful reporting tool that meets the client’s project team special needs.
D. Identifies resource utilization, and identifies gaps, utilization variances, and areas of
management attention.

1.3.7 Cost Breakdown Structure (CBS)

32. A CBS:
A. Should generally not include indirect costs.
B. Is not absolutely essential for effective management of a large project.
C. Allows ready comparison of actual versus planned costs.
D. All of the above.

*1.3.8 Sequencing and Phase Relationships

1.3.9 Review by Stakeholders

33. Which is not a key component or characteristic of review by stakeholders?
A. Cyclical
B. Scheduled
C. Managed
D. Estimated

34. Stakeholder review is:

A. Critical and divided into multi-groups.
B. Not important
C. One-dimensional
D. Not considered

*1.3.10 Cost Estimate Development

1.3.11 Baseline Plan

35. The baseline plan is an end result of the planning process. What is not a basic step in the
planning process that results in the baseline plan?
A. Identification of the project goals and objectives.
B. Scope of work definition.
C. Phase identification and sequencing result in the baseline plan.
D. Identification of the schedule specification.

36. Which is not a characteristic of the baseline plan?

A. Serves as the basis for the initial schedule.
B. Serves as the basis for the cash flow model.
C. Provides the basis for progress measuring, evaluating and reporting.
D. Is critical for schedule change management.

6
37. The baseline plan is a fixed document and should be changed only if the following occurs:
A. Contract modifications result due to significant changes in the work.
B. Change is allowed whenever one of the primary stakeholders thinks it appropriate.
C. Never
D. Once a year

38. A new baseline should:

A. Never be approved
B. Be agreed to by all primary stakeholders who have that right and responsibility.
C. Only be approved by the contractor.
D. Be approved by the public.

1.3.12 Periodic Forecasts

39. When performing a periodic forecast what should not be considered?

A. The plan
B. The project scope
C. Contract requirements
D. The WBS and OBS

40. Periodic forecasts are key to the following:

A. Basis for control
B. Reporting against project deliverables and milestones
C. Based on trends and variances
D. All of the above

41. What are three key components of periodic forecasts?

A. Defining forecasting requirements, frequencies and timetables.
B. Recovery schedules, scheduling change management and acceleration.
C. Constructability methods, project variables and defining project goals.
D. Sequencing and phase relationships, risk and recovery plans and schedule basic
documentation.

1.3.13 Risk and Recovery Plan

42. Which of the following is not an effect of change on a contract?

A. Increase in time for the work to be completed.
B. Decrease in time for the work to be completed.
C. Neutral as it affects time for the work to be completed.
D. Articulate as it relates to time for the work to be completed.

43. Which of the following types of plans is not associated with risk and recovery?
A. Baseline contingency plan.
B. Budget contingency plan.
C. Recovery plan.
D. Schedule contingency plan.

7
44. Which one of the following is an important processing during planning for risk and recovery?
A. Detailed cost evaluation.
B. Planning for change.
C. Using only the contract.
D. Plan reevaluation for change.
45. Plan recovery is:
A. Always part of the planning process.
B. Sometimes part of the planning process.
C. Usually required during planning.
D. Always used during construction evaluation.

8
 1. PLANNING

OPTIONAL QUESTIONS-ANSWERS

9
Section 1A – Planning Development
Subchapter 1.1 Input and Data

1.1.1 Contract Requirements

1. B. Design, bid, build

2. A. Milestones
3. D A detailed scope of work statement.

1.1.2 – Identification of Stakeholders

4 A. Stakeholders
5. A. Shop owners on an enclosed mall three miles downwind of the project.
6. B. Absolutely false.

1.1.3 Constructability Methods

7. B. Planning phase is a theoretical exercise, and their input is not needed until execution phase.
8. D. The input data necessary to understand the various means and methods alternatives to
accomplish and execute a project.
9. C. Quality inspections and compliance
10. True
11. False

1.2.1 Identification of Resources

12. D. None of the above.
13. C. Crew skills.
14. B. Scheduling software.
15. False
16. True

1.2.2 Value Engineering

17. C. Labor costs
18. D. Scheduling
19. False
20. True

1.2.3 Stakeholder Considerations

21. B. The local government’s report on future resort projects on the island.
22. E. Local news media

10
Section 1B Planning Product

Subchapter 1.3 Planning Output and Deliverables

1.3.1 Define Scope of Work

23. D. A “late finish” constraint on the last activity.
24. C. Must analyze in conjunction with all observed activity data (actual start dates, trends, etc.)
to determine an estimated remaining duration for the activity.
25. True
26. True

1.3.4 Phase Definition

27. B. Concrete is an activity, not a project phase.

1.3.5 Establish Work Breakdown Structure (WBS)

28. D. None of the above.
29. True – A WBS is a hierarchy division of work scope elements of a project to be performed.
30. True

1.3.6 Establish Organizational Breakdown Structure (OBS)

31. D. Identifies resource utilization and identifies gaps, utilization variances, and areas for
Management attention.

1.3.7 Cost Breakdown Structure (CBS)

32. C. Allows ready comparison of actual versus planned costs.

1.3.9 Review by Stakeholders

33. D. Estimated
34. A. Critical and divided into multi-groups.

1.3.11 Baseline Plan

35. D. Identification of the schedule specification.
36. D. Is critical for schedule change management.
37. A. Contract modifications result, due to significant changes in the work.
38. B. Be agreed to by all primary stakeholders who have that right and responsibility

1.3.12 Periodic Forecasts

39. D. The WBS and OBS

40. D. All of the above.
41. A. Defining forecasting requirements, frequencies and timetables.

1.3.13 Risk and Recovery Plan

42. D. Articulate as it relates to time for the work to be completed.

43. A. Baseline contingency plan.
44. B. Planning for change.
45. A. Always part of the planning process

11
 1. PLANNING

THEORY QUESTIONS

12
Section 1A – Planning Development
Subchapter 1.1 Input and Data

1.1.1 Contract Requirements

1. Describe the difference between contract types and delivery methods.
2. Describe what milestones are.

1.1.2 – Identification of Stakeholders

3. Name the three levels of government or public agencies in the US.

1.1.3 Constructability Methods

4. What are some different methods of constructability enhancement?

5. What is the purpose of a constructability analysis?
6. When is the optimum time to perform constructability analysis?

Subchapter 1.2 Considerations and Constraints

1.2.1 Identification of Resources

7. List three types of resources.
8. Describe how resources can influence a project.

1.2.2 Value Engineering

9. Implemented VE provides the contractor with the following, except:

10. Among the six phases of the VE process are all except:
11. True or False: The VE process starts with the submittal of bid price?
12. True or False: The information phase of VE occurs during design development?
13. Describe the VE process, especially as it relates to the planning and scheduling process.
14. List the six phases of VE.

1.2.3 Stakeholder Considerations

15. What should one do with stakeholder considerations?
16. What are some examples of considerations that should be evaluated?

*1.2.4 Project Variables

17. All assumptions made by the planning team ______________.

18. List five common project variables.
19. How do project variables affect a project?
20. True or False: The project size may require additional constraints on the project?
21. True or False: Local climatological conditions may result in a restricted work schedule for
various construction activities?

13
Section 1B Planning Product

Subchapter 1.3 Planning Output and Deliverables

1.3.1 Define Scope of Work

22. What does the scope of work influence during the planning process?
23. Who is responsible to develop the conceptual scope of work?
24. Define the differences between an asset or functional scope of work and the project scope of
work.

*1.3.2 Define Project Goals

25. What is a project goal?
26. Can a project have multiple goals?
27. Can each stakeholder have a different view of what the project goal may be?

*1.3.3 Define Project Plan

28. What is the purpose of a project plan?
29. Once the project plan becomes the baseline plan, how is it utilized?
30. When does the project plan get modified?

1.3.4 Phase Definition

31. What is a phase?
32. Why is the identification of phases an essential product of the planning process?

1.3.5 Establish Work Breakdown Structure (WBS)

33. How are the scope of work and the WBS related?
34. How are the WBS and the project schedule related?
35. Describe the difference between a work package and a cost account

1.3.6 Establish Organizational Breakdown Structure (OBS)

36. What is an OBS?

1.3.7 Cost Breakdown Structure (CBS)

37 What is a CBS?
38. How is the CBS related to the WBS and OBS?
39. Can the CBS be broken down between direct and indirect costs?

*1.3.8 Sequencing and Phase Relationships

40. What is the difference between phases and sequencing?
41. What is a phase relationship?
42. What process does sequencing or phase relationships provide a framework for?

1.3.9 Review by Stakeholders

43. To what may stakeholders’ decisions lead during the planning process?
44. Why is stakeholder review critical during the planning phase of a project?
45. Why should stakeholders be managed

*1.3.10 Cost Estimate Development

46. How do resource constraints and considerations affect cost estimate development?

14
47. Why are budgets often revised?
48. The budgetary process provides the basis for what?

1.3.11 Baseline Plan

49. The baseline plan results from the planning process. What are the basic steps in the planning
process that result in the baseline plan?

1.3.12 Periodic Forecasts

50. Why is it important to have periodic forecasts?
51. Forecasts fall into two categories. Name both and discuss their differences.

1.3.13 Risk and Recovery Plan

52. Why is it important to develop a risk and recovery plan?

53. What is the difference between a risk and a recovery plan?
54. Are risk and change the same/

15
 1. PLANNING

THEORY QUESTIONS-ANSWERS

16
Section 1A – Planning Development
Subchapter 1.1 Input and Data

1.1.1 Contract Requirements

1. Contracts define the financial terms of a relationship between an owner and a contractor, while
the delivery method describes the method of management the contractor will use to perform the
work.

2. Milestones are interim completion dates that are either contract driven or contractor self-
imposed to measure progress or trigger subsequent work activities. Their achievement may earn
progress payments for the contractor.

1.1.2 – Identification of Stakeholders

3. Federal, state and local.

1.1.3 Constructability Methods

4. Modularization, pre-fabrication, pre-assembly.

5. Reduce time and cost to construct a project.
6. Constructability can be performed throughout the project, but the most favorable impact is
from constructor input during the planning phase to best enable a constructible design.

Subchapter 1.2 Considerations and Constraints

1.2.1 Identification of Resources

7. Labor, equipment and materials.
8. Resources can influence a project due to availability, labor skill level, and social aspects

1.2.2 Value Engineering

9. C. Labor costs
10. D. Scheduling
11. False
12. True
13.. VE provides functional and project alternatives that are part of the strategic planning process.
14. Information, function analysis, creativity, evaluation, development, and evaluation.

1.2.3 Stakeholder Considerations

15. Determined, evaluated, and resolved.
16. Cash flow, timeframe, resource availability, contractor or designer workload.

*1.2.4 Project Variables

17 C. Should be documented and clearly communicated to the appropriate parties.
18. Project size, site location, project delivery methods, productivity, and infrastructure.
19. Project variables can have either a positive or negative influence on a project. It is the project
team’s responsibility to identify and mitigate the negative aspects of project variables and utilize
the positive aspects of variables.
20. True
21. True

17
Section 1B Planning Product

Subchapter 1.3 Planning Output and Deliverables

1.3.1 Define Scope of Work

22. Scope of work influences the execution strategy, development of work packages, project
goals and objectives, and milestones.
23. The owner is responsible for the conceptual scope of work.
24. An asset or functional scope of work defines the process, for which the facility is constructed,
while the project scope of work defines the scope of work to be physically constructed.

*1.3.2 Define Project Goals

25. A project goal is a concept that is identified and expressed as an achievable project and
product. The goal may or may not be a contractually specified requirement.
26. Yes
27. Yes

*1.3.3 Define Project Plan

28. A project plan provides a roadmap for the project team during the planning process. The
project plan is the basis for the baseline plan.
29. The baseline plan becomes the benchmark for performance and reporting.
30. The project plan is modified when there are significant changes to the scope of work. The
new plan should be agreed upon by the stakeholders.

1.3.4 Phase Definition

31. A phase is a significant period of time or grouping of related activities with the project. A
phase I derived from the scope of work, sequence of work, phase relationships, and the WBS.
32. As the scope of work evolves into greater detail, phases are identified. A phase may
encompass several stages of planning and work.

1.3.5 Establish Work Breakdown Structure (WBS)

33. The WBS breaks down the scope of work into manageable parts of work that correspond to
deliverables, phases or milestones.
34. The WBS begins the process of breaking down the scope of work into project phases and
work packages whose parts can be further segregated to create schedule activities.
35. A work package is a WBS component, while a cost account is the intersection of the WBS
and OBS. The work package is a discretely identifiable element of work, whereas the cost
account captures the time-phased resource cost required to execute a work package, as
planned.

1.3.6 Establish Organizational Breakdown Structure (OBS)

36. The OBS is a structure that breaks down the scope of work into organization functions. The
OBS identifies who performs specific scope of work elements.

1.3.7 Cost Breakdown Structure (CBS)

37. A CBS is a structure that breaks down into cost types such as labor, material, equipment,
subcontractor for cost forecasting purposes.
38. The CBS is the intersection of the WBS and OBS.
39. Yes

18
*1.3.8 Sequencing and Phase Relationships

40 Phases are a significant period of time or grouping of activities within the project. The logical,
chronological sequencing of the phases begins the process that builds phases into a schedule.
41. A phase relationship identifies how major work elements will be completed in a logical
manner.
42. Progress monitoring, analyzing, controlling and reporting.

1.3.9 Review by Stakeholders

43. Additional planning and potentially significant cost and impacts to the program or project.
44. Stakeholder decisions may require favorable or unfavorable actions that require re-planning
or stoppage of the project and create significant cost impacts.
45. Stakeholders should be managed to ensure all interests and concerns are considered and if not
managed could have negative cost and schedule impacts to a project.

*1.3.10 Cost Estimate Development

46. Resources can influence the scheduling timeline and budgeting process. The end result is the
basis for the initial schedule and cash flow models.
47. Stakeholder expectations can influence decisions during the budget development. The budget
is often revised to be in agreement with project goals, objectives and timeline.
48. The budget is the basis for cost and schedule baselines used for monitoring, controlling and
reporting.

1.3.11 Baseline Plan

49. Identification of the project goals and objectives; scope of work definition; and phase
identification and sequencing result in the baseline plan.

1.3.12 Periodic Forecasts

50. Periodic forecasts provide information on the health of a project and assist in the prediction of
future conditions and report against project deliverables and milestones
51. The two forecast types are (a) periodic and (b) special. Periodic are done on a specific time
interval, while special are performed, as needed, to satisfy a particular purpose or to identify a
specific problem.

1.3.13 Risk and Recovery Plan

52. Change and risk are inevitable on projects. There must be a plan developed to identify and
manage risk as well as a plan to mitigate negative impacts and exploit positive affects.
53. A risk plan defines how to identify and minimize the effect of risks, whereas a recovery plan
is an array of means or methods to eliminate or reduce undesirable impacts of changes.
54. Maybe and maybe not. Risk might derive, in part, from the possibility of undesirable changes,
but some changes might reduce risk and not increase it.

19
 2. SCHEDULING

OPTIONAL QUESTIONS

20
Chapter 2.0 Scheduling
Section 2A. Schedule Development
Subchapter 2.1 Input and Data (from Planning)
2.1.1 Define Schedule Scope
1. If a plan estimates that 5,184 labor-hours will be expended on a series of related construction
activities, and the projected number of construction worker equivalents expected to perform that
activity is 12 personnel working a 12-hour day, what is the calculated overall duration for those
activities? Assume the work is performed sequentially.
A. 6 work weeks
B. 35 calendar days
C. 5 work weeks
D. 36 work days

2. The primary source of information that defines the scope of work that the planner-scheduler
relies upon to create a schedule model is what?
A. Contract specifications.
B. Contract provisions that define scope along with the contractor’s execution plan and
related assumptions.
C. Contract special conditions and specifications.
D. Pre-bid site visit and planning meetings.

*2.1.2 Breakdown Structures (WBS/OBS/CBS)

*2.1.3 Schedule Specification
*2.1.4 Feedback from Stakeholders
*2.1.5 Cost Estimate Model

21
Subchapter 2.2 Creating Schedule

*2.2.1 Types of Schedules

3. What are three requirements that determine what type of schedule should be utilized on a
project?
A. Cost estimate, number of stakeholders, reporting requirements.
B. Project size, scope, complexity.
C. Project size, project variables, phases definition.
D. Risk and recovery plan, milestones, durations.

4. List four different types of schedules most commonly used?

A. Bar and Gantt charts, Critical Path Method and network schedules, linear or line-of-
balance, milestone.
B. Critical Path Method and network schedules, hammocks, rolling wave, milestone.
C. Gantt chart, linear or line of balance, level of effort, work lists.
D. Flags, constraints, estimate, bar chart.

2.2.2 Activities

5. Which is not a characteristic of an activity?

A. Has a duration
B. Should have at least one predecessor successor
C. Is assigned to a calendar
D. Is constrained in time

6. When activities are logically linked they become?

A. Constraints
B. The schedule
C. Resources
D. Milestones

2.2.3 Durations

7. Pick the least accurate statement concerning schedule activity durations:

A. They are often determined by examining the quantity of work and the resources that
will be applied to perform that work.
B. Work is always performed continuously from start to finish.
C. There is a “rubber band” for overall duration, depending upon the quantity of work
actually performed and the number of hours of work expended.
D. Planned and assumed productivity factors, location factors, and other considerations
are applied against the optimum duration, to determine a planned duration.

8. Durations are not derived from the following:

A. Cost estimate
B. Resource loading
C. Activity ID
D. Cost

22
9. Durations may include the following:
A. Multiple elements of the scope of work.
B. Relationships
C. Risk plan
D. Scheduling specification
10. In combining multiple logically tied activities with the duration provides the basis for the
following:
A. Cost estimate model
B. Defines the schedule scope
C. A fragnet schedule duration
D. The baseline schedule

2.2.4 Relationships

11. In addition to relationships and lags, which of the following should not be considered when?
building a schedule?
A. Constraints
B. Calendars
C. Stakeholders
D. Durations

2.2.5 Constraints and Calendars

12. Constraints are factors that affect an activity’s start, finish and/or duration. Which of the
following is not an example of a constraint?
A. Calendar
B. Date restraint
C. Stakeholder
D. Weather
13. Which is not a characteristic of typical project calendars?
A. Multiple
B. Weather, environmental, seasonal
C. Workday
D. Based on the type of schedule used.
14. Project calendars are formulated:
A. For estimates
B. To reflect specific, long-running conditions or circumstances.
C. For relationships
D. For resource loading

15. Calendars along with durations provide the basis for an activity’s estimated:
A. Resources
B. Cost
C. Timeframe
D. Relationships

23
2.2.6 Cost / Resource Loading

16. What may be a limit for a number of resources assigned to an activity?

A. Resources assigned to other activities on the project.
B. Availability of resources as a result of external constraints.
C. Stakeholder driven.
D. All of the above.
17. Which of the following would limited resources not affect on a project?
A. Extend the project schedule.
B. No impact.
C. Modify the critical path.
D. Increase the cost of the project.

2.2.7 Milestones

18. When should milestones be developed?

A. Prior to identifying the project scope.
B. When defining the schedule scope.
C. Prior to baselining the schedule.
D. When performing schedule updates.

2.2.8 Schedule Quality Analysis and Compliance Review

19. Schedule quality analysis is performed?

A. At the beginning of the project.
B. At changes of phases.
C. Throughout the duration of the project.
D. At the beginning and end of a project.
20. The three interactive relationships in a schedule quality analysis are?
A. Safety, quality, time.
B. Cost, safety, time.
C. Time, quality, cost.
D. Safety, cost, time.
21. The end result of a schedule quality analysis is?
A. Continual improvement in the schedule.
B. Schedule acceleration.
C. Tracking schedule progress.
D. Identification of constraints.
22. Schedule quality analysis should be performed by?
A. The scheduler only.
B. The scheduler and project manager.
C. All stakeholders.
D. Only the client

2.2.9 Schedule Basis Documentation

23. Which is not an example of critical aspect of schedule documentation?
A. Project scope definition.
B. Contract specifications.
C. Type of schedule used.
D. Project cost estimate.

24
24. The schedule basis documentation narrative includes the following:
A. Baseline schedule development and schedule change management procedures.
B. Baseline schedule development and critical/near critical path activities.
C. Critical and near-critical path activities and cost estimate model.
D. Schedule change management procedures and cost and resource management
guidelines.

25. If the baseline schedule is revised and rebaselined, what should one do to the schedule basis
documentation?
A. Leave it as is.
B. Revise the document as necessary when the rebaseline has been approved.
C. Revise the document at the completion of the project.
D. Revise the document monthly.

Section 2B Schedule Maintenance / Controlling

Subchapter 2.3 Maintain Schedule

2.3.1 Baseline Schedule

26. The baseline schedule does all of the following, except?
A. Measure progress
B. Identify trends
C. Identify milestones
D. Identify changes
27. Important concepts for use of baseline schedules include?
A. Updating
B. Realigning
C. Dumping
D. Impacts
28. The baseline schedule is a fully developed schedule for construction with all of the following
attributes, except?
A. Activities with durations.
B. Activities with all appropriate attributes.
C. Activities that are linked.
D. Activities that solve logic issues.

2.3.2 Tracking Schedule Progress

29. Important considerations when tracking schedule progress include all but which of the
following?
A. Deductive documentation.
B. Future change management.
C. Historical documentation.
D. Summary reporting.
30. All but one of the following requirements is likely to be spelled out in the contract
requirements for CPM periodic updates?
A. Time period for updates.
B. Number of copies to be submitted.
C. Supporting data.
D. List of completed change orders.

25
31. From the following list of requirements that an owner might specify for a baseline submittal,
which one is most likely not a requirement?
A. Time for submittal after Notice-to-Proceed.
B. Time for submittal after construction is initiated.
C. Time as a requirement for completion of the work.
D. Time length for increments of long duration activities.

2.3.3 Cost and Resource Management

32. Which of the following principals is not used in cost and resource management?
A. Effective and efficient data gathering.
B. Accurate data creation and manipulation.
C. Schedule performance evaluation.
D. Variance evaluation.
33. Which of the following acronyms does not apply to cost and resource management?
A. SPI
B. VE
C. SV
D. BCWP
34. Cost and resource management is a process to optimize all but?
A. The accurate collection of data.
B. Careful monitoring of field activities.
C. Ensuring that reporting is correct.
D. Back-checking home office costs.
35. Recommendations, resulting from effective cost and resource management, include which of
the following?
A. Changes in means and methods.
B. Scope of work effort used.
C. Changing in the pay estimates.
D. Schedule manipulation.
36. Cost and resource management is a process that accomplishes all of the following goals
except?
A. Collecting accurate data.
B. Monitoring field activities and progress.
C. Analysis of conditions found versus the schedule.
D. Determining new activity duration.

2.3.4 Schedule Change Management

37. When should a change be incorporated into the schedule?

A. During the planning phase.
B. After it is approved.
C. As soon as it is identified.
D. Never

38. Which of the following is an important characteristic of schedule change management?

A. Doing nothing
B. Time impact analysis
C. Baseline delineation
D. Two-week look-ahead schedule

26
2.3.5 Acceleration
39. Which of the following is not a form of acceleration?
A. Crashing
B. Compression
C. Constructive baselining
D. Directive acceleration
2.3.6 Schedule Maintenance Feedback
40. Which is not a resultant of schedule maintenance feedback?
A. Recovery schedules
B. Schedule acceleration
C. Constructability review
D. Control level schedules
41. Stakeholder schedule maintenance feedback includes?
A. Documentation
B. Management
C. Project team
D. All of the above
42. Feedback to the scheduler is not received as?
A. Written responses to previous update reports.
B. Stakeholder meetings
C. Comments from the project team.
D. Contract request for change.

Subchapter 2.4 Schedule Output and Deliverables

2.4.1 Control Level Schedules
43. Which one is not a schedule control measure?
A. Identification or notice of change.
B. Analysis of change on schedule.
C. Management of change to mitigate impacts.
D. Management summary report.

2.4.2 Variances and Trends

44. Which of the following is not a progress indicator?
A. Variances
B. Objectives
C. Trends
D. Total float

2.4.3 Schedule Analysis

45. Which of the following is not an element of critical path analysis?
A. Evaluating activity relationships.
B. Ensuring that change orders have been properly integrated into the schedule.
C. Deleting milestones.
D. Evaluating performance against the baseline.

27
2.4.4 Schedule Forecasts
46. The following earned value concepts are included in schedule forecast development?
A. Actual costs
B. Estimate-to-complete (ETC)
C. Schedule variance (SV)
D. All of the above
47. Important factors in developing schedule forecasts do not include?
A. Historical information, along with staffing and manning levels.
B. Future productivity factors.
C. Negative float.
D. Baseline schedule.
48. Why is it important to perform “what-if” scenarios for significant pending change
orders?
A. Impact to schedule and cost.
B. Equipment and material delivery lead time implications.
C. Evaluation of available resources.
D. All of the above.
49. Which of the following is not an element of schedule forecasts?
A. Prediction of future work.
B. Planned sequence of activities.
C. Baseline schedules.
D. Labor and material utilization.
2.4.5 Constructability Review
50. All of the following conditions predicate a constructability review, except which one?
A. Schedule progress
B. Trends
C. Stakeholders
D. Forecasts
2.4.6 Progress Reports and Reviews
51. For what can a progress report be used?
A. Become the basis for historical data.
B. Used to estimate and schedule future work.
C. Convey information concerning the project progress.
D. All of the above.
52. True or False: The progress report includes the following?
A. Status of impacts and delays.
B. Descriptive analysis of progress since last reporting period.
C. Brief statements on short term and long term future work.
D. Various types of progress, trend, and variance graphs and charts.
53. Which is not a characteristic of progress reports?
A. Reliable
B. Fixed
C. Credible
D. Accurate

28
2.4.7 Recovery Schedules
54. What are some common types of recovery schedule techniques?
A. Acceleration, schedule compression, overtime, multiple shifts, or additional
resources.
B. Extending the schedule duration.
C. Reducing manpower or subcontracts.
D. Deceleration of critical activities in order to have non-critical path activities
reaches a par with critical path activities.

55. How is recovery schedules triggered?

A. By contractual requirement
B. By the prime contractor
C. By the owner
D. By the project plans

2.4.8 Management Summary

56. What is a management summary?

A. A detailed report
B. A set of construction documents
C. A concise summary of key points and issues
D. A report that excludes problem areas
57. The summary report is directed towards?
A. Superintendents
B. Project controls staff
C. Management and owners
D. Subcontractors
58. The management summary assists in?
A. Making decisions about risk
B. Giving detailed advice to the owner
C. Procurement of third party equipment and materials
D. Developing operating procedures
59. What type of information does management require?
A. Concise and accurate with no surprises
B. General information about the project
C. Graphs and presentations on similar projects
D. Detailed schedule analysis

29
 2. SCHEDULING

OPTIONAL QUESTIONS-ANSWERS

30
2.1.1 Define Schedule Scope

1. D. 36 workdays
2. B. Contract provisions that define scope along with the contractor’s execution plan and related
assumptions.

*2.2.1 Types of Schedules

3. B. Project size, scope, complexity.

4. A. Bar and Gantt charts; Critical Path Method and network schedules; linear or line-of-balance;
milestone.

2.2.2 Activities

5. D. Is constrained in time.
6. B. The schedule

2.2.3 Durations
7. B. Work is always performed continuously from start to finish.
8. C. Activity ID
9. A. Multiple elements of the scope of work.
10. D. The baseline schedule.

2.2.4 Relationships
11. C. Stakeholders

2.2.5 Constraints and Calendars

12. C. Stakeholder
13. D. Based on the type of schedule used.
14 B. To reflect specific, long-running conditions or circumstances.
15. C. Timeframe

2.2.6 Cost / Resource Loading

16. D. All of the above.

17. B. No impact

2.2.7 Milestones

18. C. Prior to baselining the schedule

2.2.8 Schedule Quality Analysis and Compliance Review

19. C. Throughout the duration of the project.

20. C. Time, quality, cost.
21. A. Continual improvement in the schedule.
22. C. All stakeholders.

31
2.2.9 Schedule Basis Documentation

23. C. Type of schedule used.

24. B. Baseline schedule development and critical and near-critical path activities.
25. B. Revise the document as necessary when the new baseline has been approved

Section 2B Schedule Maintenance / Controlling

Subchapter 2.3 Maintain Schedule

2.3.1 Baseline Schedule

26. C. Identify milestones.
27. D. Impacts
28. D. Activities that solve logic issues.

2.3.2 Tracking Schedule Progress

29. A. Time period for updates.
30. B. Number of copies to be submitted.
31. D. Time length for increments of long duration activities.

2.3.3 Cost and Resource Management

32. A. Effective and efficient data gathering.
33. B. VE
34. D. Back-checking home office costs.
35. A. Changes in means and methods.
36. D. Determining new activity duration.

2.3.4 Schedule Change Management

37. B. After it is approved.
38. B. Time impact analysis.

2.3.5 Acceleration
39. C. Constructive baselining

2.3.6 Schedule Maintenance Feedback

40. D. Control level schedules
41. D. All of the above
42. D. Contract request for change

Subchapter 2.4 Schedule Output and Deliverables

2.4.1 Control Level Schedules

43. D. Management summary report.

2.4.2 Variances and Trends

44. B. Objectives

2.4.3 Schedule Analysis

45. C. Deleting milestones.

32
2.4.4 Schedule Forecasts
46. D. All of the above.
47. A. Historical information, along with staffing and manning levels.
48. D. All of the above.
49. C. Baseline schedules.

2.4.5 Constructability Review

50. C. Stakeholders

2.4.6 Progress Reports and Reviews

51. D. All of the above.
52. True
53. B. Fixed

2.4.7 Recovery Schedules

54. A. Acceleration, schedule compression, overtime, multiple shifts, or additional
resources.
55. A. By contractual requirement.

2.4.8 Management Summary

56. C. A concise summary of key points and issues.

57. C. Management and owners.
58. A. Making decisions about risk.
59. A. Concise and accurate with no surprises.

33
 2. SCHEDULING

THEORY QUESTIONS

34
Chapter 2.0 Scheduling
Section 2A. Schedule Development
Subchapter 2.1 Input and Data (from Planning)
2.1.1 Define Schedule Scope
1. What are three key elements in defining the schedule scope?
2. The basis for the schedule model should include identification of what components?

*2.1.2 Breakdown Structures (WBS/OBS/CBS)

3. Why is it important to understand how the WBS and OBS are related?

*2.1.3 Schedule Specification

4. What is the general purpose of a scheduling specification?
5. The schedule specification may be the basis for what?
6. Who is responsible for schedule development and approval?

*2.1.4 Feedback from Stakeholders

7. Why is it important to get feedback from stakeholders during schedule development?

*2.1.5 Cost Estimate Model

8. For what is the cost estimate model used?

9. What does the project execution plan identify?

Subchapter 2.2 Creating Schedule

*2.2.1 Types of Schedules

10. Explain why planner-scheduler would choose a linear schedule instead of a network schedule.
11. Explain why different schedules can and should sometimes be used within one project.

2.2.2 Activities

12. What is an activity, and what are its primary characteristics?

13. What should the level of detail be for activities in the schedule?
14. What are the different activity types?

2.2.3 Durations
15. Why is it important to understand the interconnectivity between an activity’s duration,
constraints, and calendar?
16. What is a key element in determining the duration of an activity?

2.2.4 Relationships
16. Name and describe the different types of schedule relationships that are used in scheduling
software tools based on the Precedence Diagram Method (PDM).
17. Describe the function of relationship lags.
18. What is a schedule relationship?

35
2.2.5 Constraints and Calendars
19. Why are multiple calendars used on a project?

2.2.6 Cost / Resource Loading

20. What are the two key fundamental elements of cost and resource loading?
21. Cost and resource loading incorporate what two major elements into the schedule model?
22. What are two outputs of cost and resource loading?

2.2.7 Milestones
23. Name six examples of milestones.
24. What is a milestone?
25. True or False: Milestones can be tied to payments?
26. True or False: Milestones should be agreed by principal stakeholders?

2.2.8 Schedule Quality Analysis and Compliance Review

27. What does a schedule quality analysis and compliance review accomplish?

2.2.9 Schedule Basis Documentation

28. Why is it important to develop schedule basis documentation?
29. If significant changes impact the critical path or completion date, what is used for analysis?
30. Be prepared to develop a detailed outline for a typical schedule baseline for a mid-sized
project.

Section 2B Schedule Maintenance / Controlling

Subchapter 2.3 Maintain Schedule
2.3.1 Baseline Schedule
31. True or False: The baseline schedule is the foundation for progress reporting?
32. The baseline schedule is the foundation and basis for what?
33. If there are significant variances to the baseline schedule, what should occur?

2.3.2 Tracking Schedule Progress

34. Name six methods to measure progress.
35. What forms the basis for trending, forecasting and change management?
36. What should one consider when updating the schedule?

2.3.3 Cost and Resource Management

37. Described planned work.
38. Described earned value.
39. What is the SPI?
40. What is a schedule variance?
41. What is resource leveling?

2.3.4 Schedule Change Management

42. What elements of change should be integrated into the schedule model?
43. What are key elements of the change process that need to be fully understood by the project
team?
44. Why is it important to identify and incorporate changes early?
2.3.5 Acceleration
45. What is the difference between directive and constructive acceleration?
46. Schedule acceleration is a result of ________.

36
47. When accelerating a schedule, what should be considered?
48. Why is it important to document and communicate actions, when implementing schedule
acceleration?

2.3.6 Schedule Maintenance Feedback

49. Why is stakeholder feedback important in maintaining and updating the schedule?

Subchapter 2.4 Schedule Output and Deliverables

2.4.1 Control Level Schedules
50. Why are different levels of schedules developed?
51. What is the hierarchy of schedule types?

2.4.2 Variances and Trends

52. Why are variances and trend reporting important?
53. What can variance and trends influence?
54. Explain how Earned Value concepts affect variances and trends.
55. The current progress report indicates that electrical conduit installation is 5 work days behind
the baseline schedule, 65% complete, and driving the critical path. The previous monthly
update showed this activity to be on schedule and was 15% complete. The baseline indicates
the task should be complete in two weeks (remaining planned duration when at 55%
complete)
and the current update requires three weeks to complete the task using a 5 day workweek.
A. What is the current trend?
B. Describe the current variance.
C. If you add an additional crew with the same capability as the current work effort, will
the task be completed on time or early?

2.4.3 Schedule Analysis

56. What is the primary focus of the critical path analysis?
57. Why is it important for the scheduler to understand the mechanics of scheduling
software when performing analysis?
58. What is a key process in schedule analysis?
2.4.4 Schedule Forecasts
59. From what do schedule forecasts result?
60. With what must forecasts align?

2.4.5 Constructability Review

61. What factors could affect the constructability of a project?
62. Why should constructability be continually reevaluated?
63. Why would encountering a differing site condition result in constructability review?
2.4.6 Progress Reports and Reviews
64. Should one report be used for all stakeholders? Explain.
2.4.7 Recovery Schedules
65. Recovery schedules are a result of what?
66. For what are recovery schedules used?

*2.4.8 Management Summary

37
 2. SCHEDULING

THEORY QUESTIONS-ANSWERS

38
2.1.1 Define Schedule Scope
1. The scope of work; computer applications and limitations; and ability to communicate the plan
into a workable schedule.
2. Deliverables, milestones, timing, phasing, sequencing requirements, resources and interface
points.

*2.1.2 Breakdown Structures (WBS/OBS/CBS)

3. During schedule development the WBS and OBS define the overall work scope and the work
packages.

*2.1.3 Schedule Specification

4. The schedule specification identifies the planning and scheduling requirements, level of
required detail, reporting requirements, software requirements, milestones, change
management and the responsible parties.
5. Project reporting.
6. Yes

*2.1.4 Feedback from Stakeholders

7. It is important to get stakeholder “buy-in” for the schedule. If they do not buy into the
schedule, there may be no sense of ownership. Disagreements will increase, maybe resulting
in delays or impacts.

*2.1.5 Cost Estimate Model

8. The cost estimate model is the basis for baseline scheduling, progress measurement, reporting,
and change management.
9. The project execution plan identifies the means, methods, and activities that the schedule
module should represent.

*2.2.1 Types of Schedules

10. A linear schedule is typically used on a project where there are multiple series of repetitive
tasks, as with highway construction or construction of multiple, similar houses. A network
schedule is used when non-repetitive activity arrays are determined. The network is derived
from logical relationships among activities based on their time sequencing.

11. Different schedules should be used within one project based on the phase, system, timeframe,
and complexity of the project. Different schedules are used based on the need of the project
at the time or phase and the need to control that aspect of the project.

2.2.2 Activities
12. An activity is an individual element of work that is logically linked to other activities to form
the schedule. Its primary characteristics include an overall duration based upon the resources
applied to it (manpower, materials and equipment), a start and completion date that is tied to
a work calendar and has relationships to other activities (predecessor and successors).

13. The level of detail must be appropriate for managing the project with concern to duration,
complexity, methodology, cost and risk.

14. Tasks, milestones, flags, and summary or hammocks.

39
2.2.3 Durations
15. The relationship between an activity’s duration, calendar assignment, and constraints form the
basis for determining the overall timeframe required to complete an activity. One must
understand the how constraints and the activity’s calendar directly affect the activity’s
duration, based on the calendar and constraints imposed on either the start or finish of the
activity.

16. A key element in determining the duration of an activity is understanding the scope of the
activity.

2.2.4 Relationships
17. Relationship lags delay start-finish relationships. One should be careful in determining the lag
duration, since preparation time and the actual delay between activities should be considered.

18. A schedule relationship is a logic link between activities that becomes the fundamental tool in
building a schedule network.

2.2.5 Constraints and Calendars

19. Multiple calendars are used to depict various workday scenarios or conditions that can occur
on a project. For example a project may have the following calendars: 5-day work week, 7-
day work week, and exterior calendar to reflect weather days, seasonal, and weekend only
work.

2.2.6 Cost / Resource Loading

20. The WBS and OBS.
21. Cost estimate and project execution plan.
22. Resource leveling and initial cash flow.

2.2.7 Milestones
23. Start milestone.
Finish milestone.
Start no sooner than (constraint).
Start no later than (constraint).
Finish no sooner than (constraint).
Finish no later than (constraint).

24. A milestone is a key event (without duration) that serves to indicate that an interim project
requirement has been achieved. A milestone may be a contractual or functional requirement in
the schedule.
25. True.
26. True.

2.2.8 Schedule Quality Analysis and Compliance Review

27. It provides a means to resolve issues between stakeholders and proves the representation of
the scope of work.

40
2.2.9 Schedule Basis Documentation
29. This documentation provides the assumptions, constraints and parameters that the
development of the baseline schedule is derived. It also provides the foundation for schedule
change or delay and impact identification.
30. The baseline schedule is the significant document used for identifying and analyzing schedule
change.

Section 2B Schedule Maintenance / Controlling

Subchapter 2.3 Maintain Schedule

2.3.1 Baseline Schedule

31. True
32. Trending, progress measuring and reporting, and change management.
33. A new baseline schedule should be created and used for progress measurement and change
management.
.

2.3.2 Tracking Schedule Progress

34. Level-of-effort (LOE), physical progress, incremental milestones, activity start/finish,
Substantial start/finish, supervisor judgment.
35. Accurate progressing of the schedule.
36. One should consider the contract requirements for cost and payment loading into the schedule
model.

2.3.3 Cost and Resource Management

37. The scheduled value of work for a given time.
38. The value of work that was completed in a specific time period.
39. SPI is the ratio of worked performed divided by work scheduled.
40. Schedule variance is the difference between work schedule and work performed.
41. Leveling is the smoothing of resources is to better allocate use of resources and avoid peaks
or valleys and will utilize the available float of the activity.

2.3.4 Schedule Change Management

42. Schedule suspension, delay and disruption.

43. Extensive knowledge of and attention to the scope of work and contractual requirements.
44. To minimize the affect of change on the project schedule and cost.

2.3.5 Acceleration
45. Directive is when it is directed versus a stakeholders inaction or action in advance of
direction.
46. Delay, increase in work scope, maintaining the current completion date, or expediting the
completion date is an example of acceleration.
47. Effect of multiple shifts, overlapping of activities, overtime, modifying work methods,
increasing or changing of resources, and cost among other elements.
48. Schedule acceleration is often a contractual issue, therefore it is important to communicate the
means, methods, and assumptions used in revising the execution plan.

41
2.3.6 Schedule Maintenance Feedback
49. Continual reassessment is important to the overall success. Feedback may also identify
failures in alignment with the execution plan.

Subchapter 2.4 Schedule Output and Deliverables

2.4.1 Control Level Schedules
50. Different schedule levels are developed to communicate the schedule to various stakeholders
to reflect their specific interests. The control level schedules incrementally “drop down” from
the master schedule.

51. Schedule hierarchy types are:

Level 1 – Milestone/Executive summary
Level 2 – Contract master/Detailed integrated
Level 3 – Area master/Control
Level 4 – Control /2-3 Week look-ahead
Level 5 – Daily/Hourly

2.4.2 Variances and Trends

52. Variances and trends are progress indicators that assist in determining the status and health of
a project. The earlier variances and adverse trends are recognized, the easier it is to take
corrective action.

53. Variance and trends can influence the end result of the project. Variances and trends provide
the basis for revisions to the baseline plan, corrective action, alternatives and
recommendations or potential change orders.

54. Earned value concepts assist in the analysis of variances and trends that lead to schedule
forecasts.

55. A. The schedule critical path activity is slipping and impacting completion for the entire
project.

B. The current variance is negative and may continue to grow, based on the difference
between the previous and current reports unless corrective action is taken.

C. 5-day workweek = 20 days in a month

Current 5-day delay = 25% productivity loss (5 days behind in 20 workdays last period).
Existing crew created the 5-day delay during the month, therefore = 75% variance.
Adding the new crew should finish the activity on time, assuming the same conditions.
The activity will not finish earlier than originally planned by adding a second crew.

2.4.3 Schedule Analysis

56. The primary focus of the critical path analysis is to evaluate the longest path of the
project and identify critical or near-critical activities.
57. It is important to understand how the software tool calculates start and finish dates,
float,constraints, and durations. All of these impact calculations that determine the
critical path.
58. Gathering accurate information about schedule progress and analyzing trends to
properly forecast the remaining work in the schedule model.

42
2.4.4 Schedule Forecasts
59. Schedule forecasts are a result of actual performance and the analysis of variances
and trends.
60. Contract requirements while meeting the reporting needs of stakeholders.

2.4.5 Constructability Review

61. Specifications, location, climatic conditions, site conditions, maintainability, progress
and interim and final completion dates.
62. Means and methods initially considered feasible may now be considered
inappropriate.
63. Latent or patent conditions are different from existing contract requirements and,
therefore, result in the need to reevaluate current construction means and methods and
calculate possible impacts on the schedule.

2.4.6 Progress Reports and Reviews

64. No, reports should be adapted to meet the needs and purposes of the intended
stakeholder.

2.4.7 Recovery Schedules

65. Variances and trends, delays, or revisions to the scope of work.
66. Bringing the schedule and cost back into alignment with contract requirements and
stakeholder needs.

2.4.8 Management Summary

43