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PSP Paper – 1
PS.1 During what Time Management Process are the specific activities that must
be performed to produce the deliverables in the WBS identified and documented?

A. Activity Sequencing
B. Activity Definition
C. Schedule Development
D. Activity Duration Estimating

PS.2 A period of time in work weeks which includes non-working days is called:

A. Elapsed Time
B. Duration
C. Effort
D. Earned Time

PS.3 The amount of time that an activity can be delayed from its early start
without delaying the project end date is called:

A. Negative Float
B. Free Float
C. Total Float
D. Available Float

PS.4 What are you likely to see as a project progresses in a schedule with must fix
dates and little or no slack?

A. Lots of free float

B. Idle resources
C. Negative float
D. Positive float

PS.5 Given the following estimates: Optimistic 3 days, Pessimistic 9 days, and
most likely 6 days, what is the PERT weighted average?

A. 6
B. 4
C. 6.3
D. 6.1

PS.6 What is the standard deviation for the estimates in the above problem?

A. 0.6
B. 2
C. 1.5

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D. 1

PS.7 In crashing the schedule, you would focus on:

A. Accelerating as many tasks as possible

B. Accelerating just the non-critical tasks
C. Accelerating the performance of tasks on the critical path
D. None of the above

PS.8 To calculate the late start and late finish dates for a set of tasks, you must do:

A. An analysis of the critical path

B. A forwards pass
C. A backwards pass
D. All of the above

PS.9 An activity that consumes no time or resources and shows only that a
dependency exists between two activities is called:

A. A milestone
B. A hammock
C. A dummy activity
D. A and C

PS.10 A modification of a logical relationship that allows an acceleration of the

successor task is represented by:

A. Lead time
B. Lag time
C. Negative Lag
D. A and C

PS.11 Assuming a PERT weighted average computation, what is the probability of

completing the project within plus-or-minus 3 standard deviations of the mean?

A. 68%
B. 99.74%
C. 95%
D. 75%

PS.12 Schedule variance can be determined by:

A. BCWP - ACWP
B. ACWP - BCWP
C. EAC - ACWP
D. BCWP - BCWS

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PS.13 What is critical path?

A. The shortest path through the network, which represents the longest
amount of time in which a project can be completed.
B. The path with zero float.
C. The longest path through the network, which represents the shortest
amount of time in which a project can be completed.
D. Both B and C.

PS.14 The Time Management Process that involves identifying and documenting
interactivity dependencies is called:

A. Activity Sequencing
B. Activity Duration Estimating
C. Activity Dependencies
D. Activity Definition

PS.15 A network diagram that uses nodes to represent activities and arrows to
show the activity dependencies and allows no loops is called:
A. AOA
B. AON
C. ADM
D. GERT

PS.16 The overall Project duration is not influenced by which of the following
factors?

A. The resource availability

B. The productivity of the resources
C. Use of Constraints
D. Changing ADM to PDM

PS.17 The overall Project duration is not influenced by which of the following
factors?

A. Changing from AOA to AON

B. The use of LAG
C. The use of LEAD
D. Both A and B above

PS.18 The overall Project duration is not influenced by which of the following
factors?

A. Changing the dependency

B. The use of Milestones
C. Fast tracking the schedule
D. Crashing of the Schedule
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PS.19 The overall Project duration is not influenced by which of the following
factors?

A. Resource leveling
B. Changing the project Calendar
C. Resource loading
D. Both A and C above

PS.20 Both ADM and PDM are Critical Path Method for network scheduling
technique. The major difference between them is:

A. ADM uses a conceptual time estimate while PDM uses a deterministic time
estimate to compute the activity duration.
B. PDM is more accurate and so Computer soft ware is available.
C. The shape of the activity in the network diagram
D. PDM can have milestones while ADM do not use milestones.

PS.21 In order to reduce the project duration you decide to mobilize three
contractors to perform a major excavation operation. This strategy would tend to:

A. Increase the productivity.

B. Make the project easy to manage.
C. Decrease the productivity.
D. The project cost would be reduced due to reduction of the duration.

PS.22 The activity duration defines _________ type of activity relationship?

A. Network logic.
B. Dependency.
C. Finish to start.
D. Start to finish.

PS.23 Which of the following is not a part of the project time management?

A. Work breakdown structure.

B. Activity definition.
C. Activity sequencing
D. Activity duration estimation

PS.24 Likely schedule durations for activity duration estimating are available from
historical information that is derived from the following sources except:

A. Commercial productivity database.

B. Project team.
C. Historical information
D. Outside consultants

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PS.25 Which of the following statement is true regarding the resource pool
description:

A. It states what resources are available and their unit cost

B. It states what resources are available and their productivity
C. It states what resources are available in what pattern at what time
D. It states what resources are available and their source

PS.26 Resource leveling allocates the scarce resources to activities based on:

A. The cost of the resource as it impact the project cost

B. The performance of the resource as it impact the project duration.
C. The float of the activity for it dictate the criticality of the activity
D. The source of the resource because the cost of each source may vary

PS.27 Your most recent project status report contains the following information:
BCWP = 3,000, ACWP = 3,500, and BCWS = 4,000. The schedule variance is:

A. + 1000.
B. - 1000.
C. + 500.
D. – 500.

PS.28 The learning curve theory has an effect on the project and it states that:

A. The cost of production would depend largely on the cost of the resources.
B. The total cost of production would increase in proportion to the quantity
produced.
C. The unit cost of production would increase as more units are produced.
D. More qualified resources would be more productive

PS.29 Rearranging resources in order to maintain constant resource pattern is

known as:

A. Resource allocation
B. Resource histogram
C. Converting the resource cost from variable cost to a fixed cost.
D. Resource leveling

PS.30 The _______________ is a time-phased budget that will be used to measure

and monitor cost performance in the project:

A. The approved project budget

B. The cost baseline
C. The baseline schedule
D. BAC the budget at completion

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PS.31 Activity duration estimate require all of the following as inputs except:

A. The constraints
B. The activity list
C. The productivity of the resources
D. The basis for the estimate

PS.32 A Work Breakdown Structure (WBS) numbering system should allow project
staff to:

A. Provide package justification.

B. The WBS dictionary
C. The cost breakdown structure
D. Identify the level at which the WBS element can be found

PS.33 During __________ the resources are coordinated to carry out the plan.

A. The project execution.

B. The resource allocation
C. The resource leveling
D. The resource coordination

PS.34 Contingency planning means ___________ of the risks in a project through a

formal process and provide resources to meet the event in case of its occurrence.

A. The classification.
B. The mitigation
C. The identification
D. The evaluation

PS.35 A major assumption for all network scheduling technique is that activity
duration must be _____________________.

A. Statistically independent.
B. Statistically dependent
C. Deterministic.
D. A discrete number.

PS.36 For which of the following project process is the make-or-buy analysis
related to procurement usually performed?

A. Project planning.
B. Procurement planning
C. Detail scheduling.
D. A supplier negotiation

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PS.37 The project team has created a plan for how they will implement the quality
policy. If this changes during the project, it will also be a change to?
A. Project plan.
B. Quality control plan
C. Quality assurance plan.
D. Quality management plan

PS.38 An Activity-On-Node (AON) project diagram shows the following activities on

two critical paths, D-E-J-L and D-E-G-I-L. Each activity is at least three days in
duration, except for the activity L that is one day in duration. If you are directed to
reduce the project by one day, which activities are MOST likely to change?

A. Activity L.
B. Activity E or J
C. Activity D or E
D. Activity G or I

PS.39 You are a project manager on a US $5,000,000 software development

project. While working with your project team to develop a network diagram, you
notice a series of activities that can be worked in parallel but must finish in a
specific sequence. What type of activity sequencing method is required for these
activities?

A. PERT network
B. CPM network
C. PDM network
D. Network diagram

PS.40 While planning the project, you discover that an expert resource might be
available to work on your project. However, the resource manager will not commit
to the resource being on your team at the present time. The BEST thing to do
would be to estimate the task:

A. As if the expert resource is available.

B. Using the Delphi method.
C. As if you had an inexperienced resource.
D. Use weighted average estimate

PS.41 The requirement to complete the project within three months using only
four resources is an example of:

A. Resource estimation
B. Resource planning
C. Resource allocation.
D. Constraints

PS.42 Activities in activity definition should be defined to meet the:

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A. Cost incentives
B. Project objectives
C. WBS layout
D. Activity duration

PS.43 A resource histogram shows resources by:

A. Project phase
B. Project task
C. Unit of time
D. Cost structure

PS.44 A project manager needs to determine the resources needed for the project.
Select the primary tool which could be assistance to him from the following
choices.

A. Project charter
B. The senior management
C. Resource calendar
D. The WBS

PS.45 A new testing center is going to be constructed over the next two years. The
project sponsor has identified the project manager and a high-level estimate has
begun. It is expected that the project can be completed within budget and on
schedule. The only difficulty is in acquiring the number of resources with the
correct expertise to complete the work. Under these circumstances, the project
manager should spend more time creating a:

A. Work breakdown structure

B. Resource limited schedule
C. Risk matrix
D. Responsibility matrix

PS.46 A project manager is taking over a project from another project manager
while the project is in planning. If the new project manager wants to see what the
previous project manager's plans for managing changes to the schedule were, she
would look at the:

A. Schedule management plan

B. Baseline schedule
C. Communication plan
D. Project management plan

PS.47 Based on historical data, the amount of overtime associated with the design
effort of a project is estimated at 100 hours with 0.40 probability, 200 hours with
0.40 probability, and 300 hours with 0.20 probability. What is the expected value
of the amount of overtime?
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A. 100 hours
B. 160 hours
C. 180 hours
D. 260 hours

PS.48 A project has the following risks: 20% probability of a 14 day delay in the
receipt of customer requirements; 10% probability of a 21 day delay in the
procurement process; 50% probability the integration will take 14 days longer.
What is the expected value of these events?

A. 11.9 days
B. 35.8 days
C. 7 days
D. 49 days

PS.49 When should a schedule baseline be created?

A. At the beginning of the project and is used to compare schedule performance

on status reports
B. At the beginning of the project and used during the project to gauge
performance
C. Throughout the project life
D. At the beginning of the project and updated every month

PS.50 To manage a project effectively, work should be broken into small pieces.
Which of the following does NOT describe how far to decompose the work?

A. Until it can be done by one person

B. Until it has a meaningful conclusion
C. Until it can be realistically estimated
D. Until it cannot be further subdivided

PS.51 The project manager has analyzed the project, compressed the schedule,
and completed a Monte Carlo analysis. What should be done NEXT?

A. Schedule updates
B. Activity duration estimate
C. Resource leveling
D. Resource requirement updates

PS.52 Which technique allows a project manager to indicate the number of

resources used each month?

A. Resource estimates
B. An order of magnitude estimate
C. Resource histogram
D. Resource leveling
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PS.53 When the project manager completes the initial project schedule, it would
be MOST important to get it approved by the:

A. All the functional managers

B. Project sponsor
C. The customer
D. The project team

PS.54 The project manager has decided to make some changes to the work
breakdown structure. This would have the LEAST impact on:

A. Resource planning
B. Cost estimating
C. The schedule development
D. The procurement planning

PS.55 Scope decomposition involves subdividing the major project deliverables

into smaller pieces to:

A. create more tasks so that more resources could be assigned.

B. improve accuracy of estimates, define a baseline for performance, and to
assist responsibility assignments.
C. assist in stakeholder assignment to project tasks.
D. develop the project duration, provide project control, and assign control
charts.

PS.56 Which of the following BEST describes how a work breakdown structure
can be used to determine resources?

A. The task that the WBS provides breaks the project into one-person tasks.
B. It lists the names of the resources to be used.
C. It enables management to list the resource hierarchy.
D. The small tasks that the WBS provides make it easier to determine what
expertise is needed.

PS.57 The critical path provides the project manager with information about:

A. where extra resources should not be placed.

B. what tasks the project manager needs to focus on while managing the
project.
C. where stakeholders need to be assigned to the project.
D. the longest time the project will take.

PS.58 While performing fast tracking to a project schedule the impact to the
project is usually:

A. Reduce the project risk.

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B. Increase the project cost.

C. Reduce the critical path duration.
D. Retain the task dependencies.

PS.59 Which of the following BEST explains why the team needs to approve the
final schedule?

A. To improve communications.
B. To enhance team buy-in and loyalty.
C. To have an effective organization.
D. To ensure there is team effort and tasks can be completed as scheduled.

PS.60 A plan for managing schedule variances and identifying schedule change
control procedures and performance measures is part of:

A. Communication management plan.

B. schedule management plan.
C. Project management plan.
D. Management information system.

PS.61 A heuristic rule is most beneficial during which project process:

A. Planning phase.
B. Scheduling phase.
C. Control phase.
D. Initiation phase.

PS.62 A discretionary dependency is one that is based on:

A. the needs of someone outside the project.

B. the nature of the work being done.
C. the needs of the project sponsor.
D. experience.

PS.63 You are planning a project. The functional managers will not commit any
particular people to your project, because it will not begin for a few months. All of
the following methods could be used to handle this situation EXCEPT?

A. Use the average productivity factor for each department.

B. Use the average daily rate of the resources in each department times the
number of resources needed of each resource type.
C. Use the results of the Delphi technique for the number of hours.
D. Use the average probability of successful completion multiplied by the
number of resources needed each day.

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PS.64 You are given a new project to manage and a brief scope of work. Your
manager tells you that there is no required completion date for the project. The
BEST thing to do is to:

A. ask for better definition of the scope of work before accepting the project.
B. accomplish the project as time allows.
C. plan the project as you would a normal project, but build in schedule
flexibility.
D. make a list of tasks that need to be done.

PS.65 You have a project with four tasks as follows. Task 1 can start immediately
and has an estimated duration of one. Task 2 can start after Task 1 is completed
and has an estimated duration of four. Task 3 can start after Task 2 is completed
and has an estimated duration of eight. It can start after Task 1 is completed.
Both Task 3 and Task 4 must be completed before the project is complete. What
is the critical path of the project?

A. Task 1, task 2, task 3.

B. Task 1, task 4, task 3.
C. Task 1, task 4.
D. Task 1, task 2, task 3, task 4.

PS.66 You have a project with four tasks as follows: Task 1 can start immediately
and has an estimated duration of one. Task 2 can start after task 1 is completed
and has an estimated duration of four. Task 3 can start after Task 2 is completed
and has an estimated duration of five. Task 4 can start after Task 1 is completed
and must be completed when Task 3 is completed. The estimate for Task 4 is ten.
What is the shortest amount of time in which the project can be completed?

A. 10.
B. 9.
C. 11.
D. 18.

PS.67 A project has seven activities: A, B, C, D, E, F, and G. A, B, and D can start

anytime. A takes three weeks, B takes five weeks, and D takes 11 weeks. A and B
must be completed before C can start. C takes six weeks. B, C, and D must be
completed before E can start. E takes two weeks. F can start as soon as C is
completed and requires four weeks. E must be completed before G can start. G
takes three weeks. F and G must be completed for the project to be completed.
What activities have slack available?

A. Activity A has two weeks slack, and activity F has one week.
B. Activity F has one week slack.
C. There is no slack available in the project.
D. Activity A has eight weeks slack.

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PS.68 You have a project with the following tasks: Task A takes 40 hours and can
start after the project starts. Task B takes 25 hours and should happen after the
project starts. Task C must happen after Task A and takes 35 hours. Task D
must happen after Task C and takes 10 hours. Task F takes place after Task E
and takes 22 hours. Which of the following is TRUE if Task B actually takes 37
hours?
A. The critical path is 67 hours.
B. The critical path changes to tasks B, D.
C. The critical path is A, C, E, F.
D. The critical path increases by 12 hours.

PS.69 Which of the following is a basic rule or guideline for creating a work
breakdown structure?
A. The first row should describe the products of the project.
B. Each level of a work breakdown structure is a smaller segment of the level
above.
C. A work breakdown structure should be like a to-do list, listing every task in
chronological order that needs to be done to complete the project.
D. A work breakdown structure should be organized by functional areas.

PS.70 Which of the following is the MOST likely outcome if you decide to crash the
project?
A. The project cost would decrease.
B. The risk of rework would increase.
C. The network would have more parallel activities.
D. A logical relations would remain unchanged.

PS.71 Which of the following is the BEST method to make reward systems most
effective?
A. Pay a large salary increase to the best workers.
B. Give the team a choice of rewards.
C. Make the link between performance and reward clear.
D. Present notification of rewards within the company.

PS.72 A project manager is assigned to an environmental engineering project in

Oregon chartered to build a reverse flow fish ladder on the Columbia River. An
environmental group is performing the project. This type of project has never been
done before. The project manager has decided to build a basic project schedule
and to detail the work of each phase as the current phase nears completion. What
BEST describes what the project manager is doing?
A. The controlling process of ensuring that project objectives are met by taking
corrective action when necessary.
B. The process of planning change control.
C. The progressive process of rolling wave planning.
D. The core planning process of reiterating a plan in the same order from
project to project.

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PS.73 You have a project with the following tasks: Task 1 can start immediately
and has an estimated duration of four. Task 2 can start after Task 1 is completed
and has an estimated duration of eight. Task 3 can start after Task 2 is completed
and has an estimated duration of three and must take place concurrently with
Task 3. It can start after Tasks 4 and 2. What is the duration of the critical path
of this project?

A. 15.
B. 18.
C. 12.
D. 17.

PS.74 A responsibility assignment matrix shows all of the following EXCEPT?

A. Task.
B. Time.
C. Name.
D. Resource

PS.75 What does a resource Gantt chart show that a responsibility matrix does
not?

A. Task.
B. Interrelationship.
C. Person in charge.
D. Time.

PS.76 What should be done with non-critical risks?

A. Document them for historical use on other projects.

B. Document them and revisit during project execution.
C. Ignore as they are not significant to the project completion.
D. Reduce the resource allocation as they have float.

PS.77 A project manager decides to bring expected future schedule performance in

line with the project plan. What is this a definition of?

A. Lessons learned.
B. Corrective action.
C. Re-estimating.
D. Scope change management.

PS.78 Which of the following BEST describes the process of comparing the actual
dates with the planned dates?

A. Resource verification.
B. Variance analysis.
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C. Corrective action.
D. Project controlling.

PS.79 You are required to start the construction work immediately to meet the
deadline. What type of contract should you sign to start construction?

A. Lump sum contract as the owner has no risk.

B. Re-measured contract as you would only pay for the actual work executed
C. Cost plus incentive contract.
D. Time and materials basis contract.

PS.80 Two people on the same project team have just found out they are working
on the same scope of work. This is an example of a lack of:

A. good work breakdown structure.

B. Matrix organization.
C. Co-ordination meeting.
D. Job specification.

PS.81 You are the project manager on a project that has a total slack of -20. What
should you do FIRST?

A. Request for a change to the project completion date.

B. Use less experiences resources.
C. Increase the resource allocation to the critical path.
D. Consider fast tracking.

PS.82 As a project manager, what is a disadvantage of using progress reports over

watching the actual progress of the project?

A. Progress reports include time and cost information about the project.
B. Progress reports include information from all the project stakeholders.
C. Progress reports publish much confidential project information.
D. Progress reports generally show problems after they have occurred.

PS.83 The project team is working on a project when the buyer asks the project
manager for the status of the project. What is the BEST way to determine the
status of a project?

A. Compare the project performance against the project baseline.

B. Compare the earned value management to the planned value management.
C. Compare the project performance against the integrated change control plan.
D. Compare the number of people used on each task to the planned number to
be used.

PS.84 There have been numerous changes on your project. All approved changes
should be reflected in the:
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A. performance measurement baseline.

B. change management plan.
C. project plan.
D. Quality plan.

PS.85 A project manager has made a change to the project. What should you do
NEXT?

A. Increase the resources.

B. Increase the project budget.
C. Revise the project plan.
D. Evaluate the impact.

PS.86 A project has a schedule reserve of four weeks when the team makes a
major change approved by the customer. The change has a 40% chance of
delaying the project by two weeks. What should be done?

A. Add two weeks to the schedule.

B. Reduce two weeks from another task.
C. Plan for two weeks of overtime.
D. Add 2.8 days to the schedule reserve.

PS.87 When should the project baseline be changed?

A. On a monthly basis.
B. For all implemented changes.
C. Prior to every project team meeting.
D. As and when directed by the project manager.

PS.88 When it comes to changes, the project manager's attention is BEST spent
on:

A. For making project changes.

B. Tracking and recording all changes as and when they happen.
C. Preventing unnecessary changes.
D. Updating the management of all changes from time to time.

PS.89 The carpeting subcontractor has, without prior approval, installed carpet
that is a slightly different pattern from the pattern selected for the project. The
difference in cost per square yard saves approximately US $10,000. Upon learning
of the change, the BEST course of action for the project manager is to:

A. Instruct the removal of this carpet and install the original carpet.
B. Determine the overall impact on the project.
C. Inform the owner about this saving to the project.
D. Document the changes for scope verification.

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PS.90 A stakeholder wants to make a change to the work breakdown structure

that does not affect the time or cost of the project. What is the BEST thing to do?
A. Allow the change to be done as there is no impact.
B. Inform the stakeholder that changes to the approved WBS could only be
done with management approval.
C. Changes to WBS to be allowed after making necessary changes to the project
plan.
D. Look for other impacts to the project.

PS.91 You are a project manager and your project was budgeted for US $72,000
over a six-week period. As of today, you've spent US $22,000 of your budget to
complete work that you originally expected to cost US $24,000. According to your
schedule, you should have spent US $30,000 by this point. Based on these
circumstances, your project could be BEST described as:
A. Ahead of schedule.
B. Behind schedule.
C. On schedule.
D. Below budget.

PS.92 A project manager for a large information technology consulting firm is

assigned to manage a software integration project for a large client. He was
assigned after the schedule was already established. Management at the client site
responsible for the project explained to the project manager that the project
duration was too long. Changing market pressures required the project to be
brought in one month earlier than scheduled. They have already reviewed the
scope of the project and nothing can be cut. They explained to the project manager
that if each task was cut by 10% in duration, that should accomplish the goal.
What would be the MOST appropriate thing for the project manager to do in this
situation?

A. Initiate change control processes, explain that the project schedule needs to
stand, and review the risks involved.
B. Meet with the team and evaluate how each task can be cut by 10% to
accomplish the goal.
C. Do more critical path tasks in parallel.
D. Meet with management to review the original project plan and discuss scope
changes that would reduce project timeline.

PS.93 Your organization is having a difficult time managing all of its projects. You
have been asked to help senior management understand this. Which of the
following types of reports would help provide summary information to senior
management?
A. Detailed cost estimates.
B. Project Plan.
C. GHAANT Chart.
D. Milestone Schedule.

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PS.94 While evaluating the Gantt chart, the project manager determines that the
project is behind schedule. What should she do?
A. Obtain approval from the customer to slip the project.
B. Report findings to management.
C. Evaluate the alternatives with the team.
D. Evaluate the alternatives with the customer.

PS.95 When should a project baseline be changed?

A. When a major delay occurs.
B. When an official change is made.
C. When a cost increase occurs.
D. Changes should never be made in the baseline.

PS.96 All of the following is true for a project baseline EXCEPT?

A. It is the original approved plan.
B. It includes approved scope changes.
C. It is useful in detecting project variances.
D. It is useful in preparing the WBS.

PS.97 All An analysis shows that you will have a cost overrun at the end of the
project. Which of the following should you do?
A. Crash and fast track the project and then evaluate options.
B. Meet with management to find out what to do.
C. Meet with the team to look for costs to eliminate.
D. Add a reserve to the project.

PS.98 Which of the following does NOT need to be done if there is a major delay on
a non-critical path activity?
A. Change the project schedule.
B. Review slack time for the task.
C. Reevaluate which path is critical.
D. Investigate the delay.

PS.99 A major construction project has been having a lot of schedule changes due
to unanticipated weather problems. Who should be notified of these changes?
A. The Owner.
B. The stakeholders.
C. The project team.
D. The customers.

PS.100 Which of the following will help the project manager verify assumptions
and evaluate the alternatives?
A. Corrective action.
B. Historical information.
C. The project plan.
D. The company policy.

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Correct Answers

PS.1 – B
PS.2 – A
PS.3 - C
PS.4 - C
PS.5 - A
PS.6 - D
PS.7 - C
PS.8. - C
PS.9. - C
PS.10 - D
PS.11. - B
PS.12 - D
PS.13 – D
PS.14 – A
PS.15. – B
PS.16. – D
PS.17. – A
PS.18. – B
PS.19. – C
PS.20. – C
PS.21. – C
PS.22 – D
PS.23 – A
PS.24. – D
PS.25 – C
PS.26. – C
PS.27 – B
PS.28. – C
PS.29 – D
PS.30 – B
PS.31 – D
PS.32. – D
PS.33 – A
PS.34. – C
PS.35. – A
PS.36 – B
PS.37. – A
PS.38. – C

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PS.39. –C
PS.40. –B
PS.41. –D
PS.42. –B
PS.43. –C
PS.44. –D
PS.45. –B
PS.46. –A
PS.47. –C
PS.48. –A
PS.49. –B
PS.50. –A
PS.51. –D
PS.52. –C
PS.53. –A
PS.54. –D
PS.55. –B
PS.56. –D
PS.57. –B
PS.58. –C
PS.59 –D
PS.60. –B
PS.61. –A
PS.62. –D
PS.63. –D
PS.64. –C
PS.65. –A
PS.66. –C
PS.67. –A
PS.68. –C
PS.69. –B
PS.70. –D
PS.71. –C
PS.72. –C
PS.73. –D
PS.74. –B
PS.75. –D
PS.76. –B
PS.77. –B
PS.78. –B
PS.79. –D

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PS.80. – A
PS.81. – C
PS.82. – D
PS.83. – A
PS.84. – C
PS.85. – C
PS.86. – D
PS.87. – B
PS.88. – C
PS.89. – B
PS.90. – D
PS.91. – B
PS.92. – C
PS.93. – D
PS.94. – C
PS.95. – B
PS.96. – D
PS.97. – C
PS.98. – A
PS.99. – B
PS.100. – B

PSP PS1 AACEI-UAE