Printable Flash Cards

10/24/23, 1:51 PM Printable Flash Cards
Term 1 Definition 1
Scheduling Method: the technique

selected for use in developing the
schedule model; CPM (ADM or PDM)f,
Scheduling Method
Critical Chain, etc (this is closely
aligned with the selection of
appropriate scheduling software).
Term 2 Definition 2
Schedule Model: the full set of data

used to develop the schedule with its
inherent logic, durations, resources,
calendars, etc. This is closely
integrated with the characteristics of
Schedule Model the scheduling software selected for
the project. The schedule model will
be developed and maintained in
accordance with the agreed schedule
design and specification as the project
progresses.
Term 3 Definition 3
The Baseline is a particular ‘instance’

of the schedule used for comparing
the current status with the approved
schedule objectives. The baseline
Baseline
should only be changed for variations
in scope and then only to the extent
necessary to properly adjust the
baseline for the scope change.
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Term 4 Definition 4
Instances of the Project Schedule: A

printed or stored version of the
schedule model ‘as at’ a point in time
or stage of development. ‘Instances’
do not change and should be uniquely
Instances of the Project Schedule named whereas the ‘Schedule Model’
is expected to be developed,
maintained, statused, updated and
revised as the project progresses (in
accord with the project’s change
management policies).
Term 5 Definition 5
Critical Path Method, this includes

CPM
ADM and PDM but not PERT
Term 6 Definition 6
Arrow Diagramming Method or

ADM
‘Activity-on-Arrow’
Term 7 Definition 7
Precedence Diagramming Method or

PDM
‘Activity-on-Node’
Term 8 Definition 8
WBS Work Breakdown Structure
Term 9 Definition 9
The number of working days in a

week.
The number of shifts to be worked
each day.
What do you have to take into account
The number of hours to be worked
for Project Calendars & Work Periods
each shift or day.
Any periods of scheduled ‘overtime’
work or non-working time (eg
holidays)
Term 10 Definition 10
Who will undertake the work

(resources)
What work is to be done
The Who, What, When, How
When is should be done
How to do the work is defined by spec
documents
A start date is assigned to the start
milestone and then moving
throughout the network from activity
to activity (from left to right) and in the
sequence defined by the logical
relationships start and finish dates are
Forward Pass calculated for each activity and
milestone as determined by their
defined durations. The start and finish
dates on each activity are called the
early dates and when the analysis
reaches the end of the network it
establishes the earliest possible finish
date for the project
Established by the Forward Pass. It is

Early Dates the earliest an activity can start/finish
based on the logic of the schedule
A finish date is assigned to the end
milestone (or last activity). This could
be the same date as the one
calculated by the forward pass or a
different date applied as a constraint.
The analysis process then works back
Backward Pass through the network, from right to left,
until it arrives back at the start
milestone and another set of start and
finish dates have been calculated for
each activity. This is called the
backward pass and establishes the
late dates for each activity and
milestone
Established by the Backward Pass. It

is the latest an activity can start/finish
Late Dates
based on the final activity and logic of
the schedule
Typically Total Float is calculated by

subtracting the early start date from
Total Float
the late finish date and then deducting
the duration ([EFT - EST] - Dur).
Free float is calculated by subtracting

the early finish date of the activity
Free Float from the earliest start date of any of its
successors. Free float is never
negative.
The traditional governmental

contracting process in the United
States is:
A. Design, build, and operate B. Design, bid, build
B. Design, bid, build
C. EPC
D. Design, build
Critical delivery dates are referred to

as
A. Milestones.
A. Milestones
B. Phases.
C. Substantial completion.
D. Flags.
When a planner-scheduler is
collecting information about the
project during the initial planning
cycle, which information is of
GREATEST value?
D. A detailed scope of work statement.
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
Contracts define the financial terms of

a relationship between an owner and a
contractor, while
Describe the difference between
the delivery method describes the
contract types and delivery methods
method of management the contractor
will use to perform the
work
Milestones are interim completion

dates that are either contract driven or
contractor self-imposed
Describe what milestones are. to measure progress or trigger
subsequent work activities. Their
achievement may earn progress
payments for the contractor.
Project architects are:

A. Stakeholders
B. Developers A. Stakeholders
C. Activists
D. Special interest groups
Which is NOT normally considered a

stakeholder on a Greenfield chemical
plant project?
A. Shop owners in an enclosed mall
A. Shop owners on an enclosed mall
three miles downwind of the project.
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
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 B. Absolutely false.
one determine if a change in duration
is allowed.
F. Only the project owner-client may
set the overall duration, and this is
often driven by
marketing and business
considerations
Name the three levels of government

Federal, state and local.
or public agencies in the US.
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
B. Planning phase is a theoretical exercise, and their input is not needed
exercise and their input is not needed until execution phase.
until the execution
phase.
C. Accuracy of a resultant plan is
improved through “brainstorming.”
D. Management expectations
regarding plan are transmitted to the
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 D. The input data necessary to
drive resource understand the various means and
utilization. methods alternatives to
C. How the contract specifies all accomplish and execute a project.
aspects and phasing of work.
D. The input data necessary to
understand the various means and
methods alternatives to
accomplish and execute a project
Constructability takes into account all

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

constructability analysis, the
True
availability of specified materials is
determined?
True or False: A constructability

analysis is only performed during the
False
initial planning stage of
design?
What are some different methods of Modularization, pre-fabrication, pre-

constructability enhancement? assembly
What is the purpose of a Reduce time and cost to construct a

constructability analysis? project
Constructability can be performed

throughout the project, but the most
When is the optimum time to perform favorable impact is from
constructability analysis? constructor input during the planning
phase to best enable a constructible
design.
During the planning process for a

capital project, which is NOT a
consideration?
A. Religious holidays.
D. None of the above.
B. Local country language.
C. Education and skill level of local
craft labor.
Material resource considerations

include all except:
A. Availability
C. Crew skills.
B. Installation
C. Crew skills
D. Timing of delivery
Which of the following is NOT a

constraining resource?
A. Labor availability
B. Scheduling software.
B. Scheduling software
C. Material delivery
D. Craft skill levels
True or False: On construction

projects, labor and equipment are False
considered limitless resources?
True or False: The physical

constraints of a jobsite can impose a
True
limit on the amount of
simultaneous equipment usage?
List three types of resources. Labor, equipment and materials.
Resources can influence a project due

Describe how resources can influence
to availability, labor skill level, and
a project.
social aspects.
Describe the VE process, especially as VE provides functional and project

it relates to the planning and alternatives that are part of the
scheduling process strategic planning process
Information, function analysis,

List the six phases of VE creativity, evaluation, development,
and evaluation.
True or False: The information phase

of VE occurs during design True
development?
True or False: The VE process starts

False
with the submittal of bid price?
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? B. The local government’s report on
The contract has been awarded. future resort projects on the island.
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
Which of the following is NOT

normally considered a project
stakeholder?
A. Project supplier to a subcontractor.
B. Client or owner. E. Local news media.
C. Project consultant or engineer.
D. Non-governmental organizations
(NGOs)
E. Local news media
What should one do with stakeholder

Determined, evaluated, and resolved.
considerations?
What are some examples of Cash flow, timeframe, resource

considerations that should be availability, contractor or designer
evaluated? workload.
Project size, site location, project

List five common project variables. delivery methods, productivity, and
infrastructure.
Project variables can have either a

positive or negative influence on a
project. It is the project
How do project variables affect a
team’s responsibility to identify and
project?
mitigate the negative aspects of
project variables and utilize
the positive aspects of variables.
True or False: The project size may

require additional constraints on the True
project?
True or False: Local climatological

conditions may result in a restricted
True
work schedule for
various construction activities?
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 D. A “late finish” constraint on the last
the client’s project team special activity
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
When gathering data to document
activity progress and observed trends,
the activity’s reported
percent complete ______________.
A. Is all that is necessary to forecast C. Must analyze in conjunction with all
remaining duration for that activity? observed activity data (actual start
B. Is used as part of the 6/10 rule to dates, trends, etc.) to
determine the remaining duration for determine an estimated remaining
that activity. duration for the 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
True or False: Contract deliverables

True
are defined in the scope of work?
True or False: Drawings and

specifications augment the written True
scope of work narrative?
Scope of work influences the

What does the scope of work
execution strategy, development of
influence during the planning
work packages, project goals and
process?
objectives, and milestones.
Who is responsible to develop the The owner is responsible for the

conceptual scope of work? conceptual scope of work
An asset or functional scope of work

Define the differences between an defines the process for which the
asset or functional scope of work and facility is constructed,
the project scope of while the project scope of work
work. defines the scope of work to be
physically constructed.
A project goal is a concept that is

identified and expressed as an
What is a project goal? achievable project and product.
The goal may or may not be a
contractually specified requirement.
Can a project have multiple goals? Yes
Can each stakeholder have a different

Yes
view of what the project goal may be?
A project plan provides a roadmap for

the project team during the planning
What is the purpose of a project plan?
process. The project
plan is the basis for the baseline plan.
The baseline plan becomes the

Once the project plan becomes the
benchmark for performance and
baseline plan, how is it utilized?
reporting.
The project plan is modified when

there are significant changes to the
When does the project plan get
scope of work. The new
modified?
plan should be agreed upon by the
stakeholders.
A phase is a significant period of time

or grouping of related activities with
the project. A phase I
What is a phase?
derived from the scope of work,
sequence of work, phase
relationships, and the WBS.
As the scope of work evolves into

Why is the identification of phases an
greater detail, phases are identified. A
essential product of the planning
phase may encompass
process?
several stages of planning and work.
Which is not a phase?

A. Engineering
B. Concrete is an activity, not a project
B. Concrete
phase.
C. Conceptual engineering
D. Pre-construction
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. D. None of the above
C. A WBS can include design,
procurement, and construction
activites.
True or False: WBS is a system by

True – A WBS is a hierarchy division of
which work activities are organized
work scope elements of a project to be
and summarized into like
performed
activities?
True or False: WBS may be organized

as a result of capital costing True
requirements?
The WBS breaks down the scope of

How are the scope of work and the work into manageable parts of work
WBS related? that correspond to
deliverables, phases or milestones
The WBS begins the process of

breaking down the scope of work into
How are the WBS and the project project phases and work
schedule related? packages whose parts can be further
segregated to create schedule
activities.
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
Describe the difference between a
identifiable element of work, whereas
work package and a cost account.
the cost account
captures the time-phased resource
cost required to execute a work
package, as planned.
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 D. Identifies resource utilization and
utilized on the project. identifies gaps, utilization variances,
B. A baseline for change management and areas for
reporting. management attention.
C. A useful reporting tool that meets
the client’s project team special
needs.
D. Identifies resource utilization, and
identifies gaps utilization variances
The OBS is a structure that breaks

down the scope of work into
What is an OBS? organization functions. The OBS
identifies who performs specific scope
of work elements.
A CBS:
A. Should generally not include
indirect costs.
B. Is not absolutely essential for
C. Allows ready comparison of actual
effective management of a large
versus planned costs.
project.
C. Allows ready comparison of actual
versus planned costs.
D. All of the above.
A CBS is a structure that breaks down

into cost types such as labor, material,
What is a CBS? equipment,
subcontractor for cost forecasting
purposes.
How is the CBS related to the WBS The CBS is the intersection of the
and OBS? WBS and OBS.
Can the CBS be broken down between

Yes
direct and indirect costs?
Phases are a significant period of time

or grouping of activities within the
What is the difference between phases project. The logical,
and sequencing? chronological sequencing of the
phases begins the process that builds
phases into a schedule.
A phase relationship identifies how

What is a phase relationship? major work elements will be
completed in a logical manner.
What process does sequencing or

Progress monitoring, analyzing,
phase relationships provide a
controlling and reporting
framework for?
Which is not a key component or

characteristic of review by
stakeholders?
A. Cyclical D. Estimated
B. Scheduled
C. Managed
D. Estimated
Stakeholder review is:

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

To what may stakeholders’ decisions
significant cost and impacts to the
lead during the planning process?
program or project.
Stakeholder decisions may require

Why is stakeholder review critical favorable or unfavorable actions that
during the planning phase of a require re-planning or
project? stoppage of the project and create
significant cost impacts
Stakeholders should be managed to

ensure all interests and concerns are
Why should stakeholders be
considered and if not
managed?
managed could have negative cost
and schedule impacts to a project.
Resources can influence the

How do resource constraints and scheduling timeline and budgeting
considerations affect cost estimate process. The end result is the
development? basis for the initial schedule and cash
flow models.
Stakeholder expectations can

influence decisions during the budget
Why are budgets often revised? development. The budget is
often revised to be in agreement with
project goals, objectives and timeline.
The budget is the basis for cost and

The budgetary process provides the schedule baselines used for
basis for what? monitoring, controlling and
reporting.
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 D. Identification of the schedule
and objectives. specification.
B. Scope of work definition.
C. Phase identification and
sequencing result in the baseline plan.
D. Identification of the schedule
specification.
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 D. Is critical for schedule change
flow model. management.
C. Provides the basis for progress
measuring, evaluating and reporting.
D. Is critical for schedule change
management.
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. A. Contract modifications result, due
B. Change is allowed whenever one of to significant changes in the work.
the primary stakeholders thinks it
appropriate.
C. Never
D. Once a year
A new baseline should:

A. Never be approved
B. Be agreed to by all primary B. Be agreed to by all primary
stakeholders who have that right and stakeholders who have that right and
responsibility. responsibility
C. Only be approved by the contractor.
D. Be approved by the public.
The baseline plan results from the Identification of the project goals and
planning process. What are the basic objectives; scope of work definition;
steps in the planning and phase
process that result in the baseline identification and sequencing result in
plan? the baseline plan.
When performing a periodic forecast

what should not be considered?
A. The plan
D. The WBS and OBS
B. The project scope
C. Contract requirements
D. The WBS and OBS
Periodic forecasts are key to the

following:
A. Basis for control
B. Reporting against project D. All of the above.
deliverables and milestones
C. Based on trends and variances
D. All of the above
What are three key components of

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

on the health of a project and assist in
Why is it important to have periodic
the prediction of
forecasts?
future conditions and report against
project deliverables and milestones
The two forecast types are (a) periodic

and (b) special. Periodic are done on a
Forecasts fall into two categories. specific time
Name both and discuss their interval, while special are performed,
differences as needed, to satisfy a particular
purpose or to identify a
specific problem.
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 D. Articulate as it relates to time for
completed. 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.
Which of the following types of plans

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

important processing during planning
for risk and recovery?
A. Detailed cost evaluation. B. Planning for change.
B. Planning for change.
C. Using only the contract.
D. Plan reevaluation for change.
Plan recovery is:

A. Always part of the planning
process.
B. Sometimes part of the planning A. Always part of the planning
process. process.
C. Usually required during planning.
D. Always used during construction
evaluation.
Change and risk are inevitable on

projects. There must be a plan
Why is it important to develop a risk developed to identify and
and recovery plan? manage risk as well as a plan to
mitigate negative impacts and exploit
positive affects.
A risk plan defines how to identify and

minimize the effect of risks, whereas a
What is the difference between a risk recovery plan is an
and a recovery plan? array of means or methods to
eliminate or reduce undesirable
impacts of changes
Maybe and maybe not. Risk might

derive, in part, from the possibility of
Are risk and change the same? undesirable changes,
but some changes might reduce risk
and not increase it.

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- D. 36 workdays
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
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
B. Contract provisions that define scope along with the contractor’s
scope along with the contractor’s execution plan and related
execution plan and related assumptions.
assumptions.
C. Contract special conditions and
specifications.
D. Pre-bid site visit and planning
meetings
The scope of work; computer

What are three key elements in applications and limitations; and
defining the schedule scope? ability to communicate the plan
into a workable schedule.
Deliverables, milestones, timing,

The basis for the schedule model
phasing, sequencing requirements,
should include identification of what
resources and interface
components?
points.
During schedule development the

Why is it important to understand how
WBS and OBS define the overall work
the WBS and OBS are related?
scope and the work packages.
The schedule specification identifies

the planning and scheduling
requirements, level of
What is the general purpose of a
required detail, reporting
scheduling specification?
requirements, software requirements,
milestones, change management
and the responsible parties.
The schedule specification may be the

Project reporting.
basis for what?
Who is responsible for schedule

Yes
development and approval?
It is important to get stakeholder “buy-

in” for the schedule. If they do not buy
Why is it important to get feedback
into the schedule,
from stakeholders during schedule
there may be no sense of ownership.
development?
Disagreements will increase, maybe
resulting in delays or impacts
The cost estimate model is the basis

For what is the cost estimate model for baseline scheduling, progress
used? measurement, reporting,
and change management.
The project execution plan identifies

What does the project execution plan the means, methods, and activities
identify? that the schedule module should
represent
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.
B. Project size, scope, complexity.
C. Project size, project variables,
phase definition.
D. Risk and recovery plan, milestones,
durations

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

a project where there are multiple
series of repetitive tasks,
as with highway construction or
Explain why planner-scheduler would construction of multiple, similar
choose a linear schedule instead of a houses. A network schedule is
network schedule. used when non-repetitive activity
arrays are determined. The network is
derived from logical relationships
among activities based on their time
sequencing.
Different schedules should be used

within one project based on the phase,
Explain why different schedules can system, timeframe, and complexity of
and should sometimes be used within the project. Different schedules are
one project. used based on the need of the project
at the time or phase and the need to
control that aspect of the project.
Which is not a characteristic of an

activity?
A. Has a duration
B. Should have at least one D. Is constrained in time.
predecessor successor
C. Is assigned to a calendar
D. Is constrained in time
When activities are logically linked

they become?
A. Constraints
B. The schedule.
B. The schedule
C. Resources
D. Milestones
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
What is an activity, and what are its upon the resources
primary characteristics? 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).
The level of detail must be appropriate

for managing the project with concern
What should the level of detail be for
to duration,
activities in the schedule?
complexity, methodology, cost and
risk.
Tasks, milestones, flags, and summary

What are the different activity types?
or hammocks

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
B. Work is always performed continuously from start to finish.
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
Durations are not derived from the

following:
A. Cost estimate
C. Activity ID
B. Resource loading
C. Activity ID
D. Cost
Durations may include the following:

A. Multiple elements of the scope of
work. A. Multiple elements of the scope of
B. Relationships work.
C. Risk plan
D. Scheduling specification
In combining multiple logically tied

activities with the duration provides
the basis for the
following:
D. The baseline schedule.
A. Cost estimate model
B. Defines the schedule scope
C. A fragnet schedule duration
D. The baseline schedule
The relationship between an activity’s

duration, calendar assignment, and
constraints form the
basis for determining the overall
timeframe required to complete an
Why is it important to understand the
activity. One must
interconnectivity between an activity’s
understand the how constraints and
duration, constraints, and calendar?
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
A key element in determining the

What is a key element in determining duration of an activity is
the duration of an activity? understanding the scope of the
activity.
In addition to relationships and lags,

which of the following should not be
considered when
building a schedule?
C. Stakeholders
A. Constraints
B. Calendars
C. Stakeholders
D. Durations

. Finish-to-Start; Activity A finishes
before Activity B starts.
Finish-to-Finish; Activity A finishes
when Activity B finishes. The activities
Name and describe the different types finish simultaneously
of schedule relationships that are after running concurrently, but they
used in scheduling software tools may start at different times.
based on the Precedence Diagram Start-to-Start; Activity A starts when
Method (PDM). Activity B starts. The activities begin
simultaneously and run
concurrently, both they may finish at
different times.
Start-to-Finish; Activity A starts before
Activity B finishes
Relationship lags delay start-finish

relationships. One should be careful in
Describe the function of relationship determining the lag
lags. duration, since preparation time and
the actual delay between activities
should be considered.
A schedule relationship is a logic link

between activities that becomes the
What is a schedule relationship?
fundamental tool in
building a schedule network.
Constraints are factors that affect an

activity’s start, finish and/or duration.
Which of the following
is not an example of a constraint?
C. Stakeholde
A. Calendar
B. Date restraint
C. Stakeholder
D. Weather
Which is not a characteristic of typical

project calendars?
A. Multiple
B. Weather, environmental, seasonal D. Based on the type of schedule used
C. Workday
D. Based on the type of schedule
used.
Project calendars are formulated:

A. For estimates
B. To reflect specific, long-running B. To reflect specific, long-running
conditions or circumstances. conditions or circumstances.
C. For relationships
D. For resource loading
Calendars along with durations

provide the basis for an activity’s
estimated:
A. Resources C. Timeframe
B. Cost
C. Timeframe
D. Relationships
Multiple calendars are used to depict

various workday scenarios or
conditions that can occur on a
project. For example a project may
Why are multiple calendars used on a
have the following calendars: 5-day
project?
work week, 7-day work
week, and exterior calendar to reflect
weather days, seasonal, and weekend
only work
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.
Which of the following would limited

resources not affect on a project?
A. Extend the project schedule.
B. No impact
B. No impact.
C. Modify the critical path.
D. Increase the cost of the project
What are the two key fundamental

elements of cost and resource The WBS and OBS
loading?
Cost and resource loading incorporate

Cost estimate and project execution
what two major elements into the
plan.
schedule model?
What are two outputs of cost and

Resource leveling and initial cash flow
resource loading?
When should milestones be

developed?
A. Prior to identifying the project
scope.
C. Prior to baselining the schedule.
B. When defining the schedule scope.
C. Prior to baselining the schedule.
D. When performing schedule
updates.
Start milestone.
Finish milestone.
Start no sooner than (constraint).
Name six examples of milestones
Start no later than (constraint).
Finish no sooner than (constraint).
Finish no later than (constraint).
A milestone is a key event (without

duration) that serves to indicate that
an interim project
What is a milestone? requirement has been achieved. A
milestone may be a contractual or
functional requirement in the
schedule.
True or False: Milestones can be tied

True
to payments?
True or False: Milestones should be

True
agreed by principal stakeholders?
Schedule quality analysis is

performed?
A. At the beginning of the project.
B. At changes of phases. C. Throughout the duration of the
C. Throughout the duration of the project.
project.
D. At the beginning and end of a
project.
The three interactive relationships in a

schedule quality analysis are?
A. Safety, quality, time.
C. Time, quality, cost.
B. Cost, safety, time.
C. Time, quality, cost.
D. Safety, cost, time.
The end result of a schedule quality

analysis is?
A. Continual improvement in the
A. Continual improvement in the
schedule.
schedule.
B. Schedule acceleration.
C. Tracking schedule progress.
D. Identification of constraints
Schedule quality analysis should be

performed by?
A. The scheduler only.
C. All stakeholders
B. The scheduler and project manager.
C. All stakeholders.
D. Only the client
It provides a means to resolve issues

What does a schedule quality analysis
between stakeholders and proves the
and compliance review accomplish?
representation of the scope of work.
Which is not an example of critical

aspect of schedule documentation?
A. Project scope definition.
C. Type of schedule used.
B. Contract specifications.
C. Type of schedule used.
D. Project cost estimate
The schedule basis documentation

narrative includes the following:
A. Baseline schedule development
and schedule change management
procedures.
B. Baseline schedule development
B. Baseline schedule development
and critical and near-critical path
and critical/near critical path activities.
activities.
C. Critical and near-critical path
activities and cost estimate model.
D. Schedule change management
procedures and cost and resource
management guidelines.
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
B. Revise the document as necessary when the new baseline has been
when the rebaseline has been approved.
approved.
C. Revise the document at the
completion of the project.
D. Revise the document monthly.
This documentation provides the

assumptions, constraints and
parameters that the development of
Why is it important to develop
the baseline schedule is derived. It
schedule basis documentation?
also provides the foundation for
schedule change or delay and impact
identification
The baseline schedule is the

If significant changes impact the
significant document used for
critical path or completion date, what
identifying and analyzing schedule
is used for analysis?
change.
The baseline schedule does all of the

following, except?
A. Measure progress
C. Identify milestones
B. Identify trends
C. Identify milestones
D. Identify changes
Important concepts for use of baseline

schedules include?
A. Updating
D. Impacts
B. Realigning
C. Dumping
D. Impacts
The baseline schedule is a fully

developed schedule for construction
with all of the following
attributes, except?
A. Activities with durations. D. Activities that solve logic issues.
B. Activities with all appropriate
attributes.
C. Activities that are linked.
D. Activities that solve logic issues
True or False: The baseline schedule

is the foundation for progress True
reporting?
The baseline schedule is the Trending, progress measuring and

foundation and basis for what? reporting, and change management.
A new baseline schedule should be

If there are significant variances to the
created and used for progress
baseline schedule, what should
measurement and change
occur?
management.
Important considerations when

tracking schedule progress include all
but which of the following?
A. Deductive documentation. A. Time period for updates.
B. Future change management.
C. Historical documentation.
D. Summary reporting.
All but one of the following

requirements is likely to be spelled out
in the contract requirements
for CPM periodic updates?
B. Number of copies to be submitted
A. Time period for updates.
B. Number of copies to be submitted.
C. Supporting data.
D. List of completed change orders

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-
D. Time length for increments of long
Proceed.
duration activities
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.
Level-of-effort (LOE), physical

Name six methods to measure progress, incremental milestones,
progress. activity start/finish, substantial
start/finish, supervisor judgment.
What forms the basis for trending,

Accurate progressing of the schedule.
forecasting and change management?
One should consider the contract

What should one consider when
requirements for cost and payment
updating the schedule?
loading into the schedule model
Which of the following principals is

not used in cost and resource
management?
A. Effective and efficient data
A. Effective and efficient data
gathering.
gathering.
B. Accurate data creation and
manipulation.
C. Schedule performance evaluation.
D. Variance evaluation
Which of the following acronyms does

not apply to cost and resource
management?
A. SPI B. VE
B. VE
C. SV
D. BCWP
Cost and resource management is a

process to optimize all but?
A. The accurate collection of data.
B. Careful monitoring of field D. Back-checking home office costs.
activities.
C. Ensuring that reporting is correct.
D. Back-checking home office costs.
Recommendations, resulting from

effective cost and resource
management, include which of the
following?
A. Changes in means and methods.
A. Changes in means and methods.
B. Scope of work effort used.
C. Changing in the pay estimates.
D. Schedule manipulation
Cost and resource management is a

process that accomplishes all of the
following goals except?
A. Collecting accurate data.
B. Monitoring field activities and D. Determining new activity duration.
progress.
C. Analysis of conditions found versus
the schedule.
D. Determining new activity duration
The scheduled value of work for a

Described planned work.
given time.
The value of work that was completed

Described earned value.
in a specific time period.
SPI is the ratio of worked performed

What is the SPI?
divided by work scheduled.
Schedule variance is the difference

What is a schedule variance? between work schedule and work
performed.
Leveling is the smoothing of

resources is to better allocate use of
What is resource leveling resources and avoid peaks or valleys
and will utilize the available float of the
activity
When should a change be

incorporated into the schedule?
A. During the planning phase.
B. After it is approved.
B. After it is approved.
C. As soon as it is identified.
D. Never
Which of the following is an important

characteristic of schedule change
management?
A. Doing nothing B. Time impact analysis.
B. Time impact analysis
C. Baseline delineation
D. Two-week look-ahead schedule
What elements of change should be Schedule suspension, delay and

integrated into the schedule model? disruption.
What are key elements of the change

Extensive knowledge of and attention
process that need to be fully
to the scope of work and contractual
understood by the project
requirements.
team?
Why is it important to identify and To minimize the affect of change on

incorporate changes early? the project schedule and cost
Which of the following is not a form of

acceleration?
A. Crashing
C. Constructive baselining
B. Compression
C. Constructive baselining
D. Directive acceleration
What is the difference between Directive is when it is directed versus

directive and constructive a stakeholder’s inaction or action in
acceleration? advance of direction.
Delay, increase in work scope,

Schedule acceleration is a result of maintaining the current completion
________. date, or expediting the completion
date is an example of acceleration.
Effect of multiple shifts, overlapping of

activities, overtime, modifying work
When accelerating a schedule, what
methods, increasing or changing of
should be considered?
resources, and cost among other
elements
Schedule acceleration is often a

Why is it important to document and contractual issue, therefore it is
communicate actions, when important to communicate the means,
implementing schedule acceleration? methods, and assumptions used in
revising the execution plan
Which is not a resultant of schedule

maintenance feedback?
A. Recovery schedules
D. Control level schedules
B. Schedule acceleration
C. Constructability review
D. Control level schedule
Stakeholder schedule maintenance

feedback includes?
A. Documentation
D. All of the above
B. Management
C. Project team
D. All of the above
Feedback to the scheduler is not

received as?
A. Written responses to previous
update reports. D. Contract request for change
B. Stakeholder meetings
C. Comments from the project team.
D. Contract request for change
Continual reassessment is important

Why is stakeholder feedback
to the overall success. Feedback may
important in maintaining and updating
also identify failures in alignment with
the schedule?
the execution plan.
Which one is not a schedule control

measure?
A. Identification or notice of change.
B. Analysis of change on schedule. D. Management summary report
C. Management of change to mitigate
impacts.
D. Management summary report
Different schedule levels are

developed to communicate the
schedule to various stakeholders to
Why are different levels of schedules
reflect their specific interests. The
developed?
control level schedules incrementally
“drop down” from the
master schedule.
Schedule types are:

- Level 1 – Milestone/Executive
summary
- Level 2 – Contract master/Detailed
What is the hierarchy of schedule
integrated
types?
- Level 3 – Area master/Control
- Level 4 – Control /2-3 Week look-
ahead
- Level 5 – Daily/Hourly
Which of the following is not a

progress indicator?
A. Variances
B. Objectives
B. Objectives
C. Trends
D. Total float
Variances and trends are progress

indicators that assist in determining
the status and health of a
Why are variances and trend reporting
project. The earlier variances and
important?
adverse trends are recognized, the
easier it is to take corrective
action.
Variance and trends can influence the

end result of the project. Variances
and trends provide the
What can variance and trends
basis for revisions to the baseline
influence?
plan, corrective action, alternatives
and recommendations or
potential change orders.
Earned value concepts assist in the

Explain how Earned Value concepts
analysis of variances and trends that
affect variances and trends
lead to schedule forecasts.

The current progress report indicates A. The schedule critical path activity is
that electrical conduit installation is 5 slipping and impacting completion for
work days behind the baseline the entire project.
schedule, 65% complete, and driving B. The current variance is negative
the critical path. The previous monthly and may continue to grow, based on
update the difference between the previous
showed this activity to be on schedule and current reports unless corrective
and was 15% complete. The baseline action is taken.
indicates the task should be complete C. 5-day workweek = 20 days in a
in two weeks (remaining planned month
duration when at 55% complete) and Current 5-day delay = 25% productivity
the loss (5 days behind in 20 workdays
current update requires three weeks to last period). Existing crew created the
complete the task using a 5 day 5-day delay during the month
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 C. Deleting milestones.
schedule.
C. Deleting milestones.
D. Evaluating performance against the
baseline.
The primary focus of the critical path

What is the primary focus of the analysis is to evaluate the longest
critical path analysis? path of the project and identify critical
or near-critical activities
It is important to understand how the

Why is it important for the scheduler software tool calculates start and
to understand the mechanics of finish dates, float,
scheduling software when performing constraints, and durations. All of these
analysis? impact calculations that determine the
critical path.
Gathering accurate information about

What is a key process in schedule schedule progress and analyzing
analysis? trends to properly forecast the
remaining work in the schedule model
The following earned value concepts

are included in schedule forecast
development?
A. Actual costs D. All of the above
B. Estimate-to-complete (ETC)
C. Schedule variance (SV)
D. All of the above
Important factors in developing

schedule forecasts do not include?
A. Historical information, along with
A. Historical information, along with
staffing and manning levels.
staffing and manning levels.
B. Future productivity factors.
C. Negative float.
D. Baseline schedule
Why is it important to perform “what-

if” scenarios for significant pending
change orders?
A. Impact to schedule and cost.
D. All of the above
B. Equipment and material delivery
lead time implications.
C. Evaluation of available resources.
D. All of the above
Which of the following is not an

element of schedule forecasts?
A. Prediction of future work.
C. Baseline schedules
B. Planned sequence of activities.
C. Baseline schedules.
D. Labor and material utilization
Schedule forecasts are a result of

From what do schedule forecasts
actual performance and the analysis
result?
of variances and trends.
Contract requirements while meeting

With what must forecasts align?
the reporting needs of stakeholders.
All of the following conditions

predicate a constructability review,
except which one?
A. Schedule progress C. Stakeholders
B. Trends
C. Stakeholders
D. Forecasts
Specifications, location, climatic

What factors could affect the conditions, site conditions,
constructability of a project? maintainability, progress
and interim and final completion dates
Means and methods initially

Why should constructability be
considered feasible may now be
continually reevaluated?
considered inappropriate
Latent or patent conditions are

different from existing contract
Why would encountering a differing requirements and,
site condition result in constructability therefore, result in the need to
review? reevaluate current construction means
and methods and calculate possible
impacts on the schedule
For what can a progress report be

used?
A. Become the basis for historical
data.
B. Used to estimate and schedule D. All of the above.
future work.
C. Convey information concerning the
project progress.
D. All of the above
True or False: The progress report

includes the following?
A. Status of impacts and delays.
B. Descriptive analysis of progress
since last reporting period. True
C. Brief statements on short term and
long term future work.
D. Various types of progress, trend,
and variance graphs and charts
Which is not a characteristic of

progress reports?
A. Reliable
B. Fixed
B. Fixed
C. Credible
D. Accurate
No, reports should be adapted to meet

Should one report be used for all the needs and purposes of the
stakeholders? Explain intended
stakeholder

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

A. By contractual requirement
B. By the prime contractor A. By contractual requirement.
C. By the owner
D. By the project plans
Recovery schedules are a result of Variances and trends, delays, or

what? revisions to the scope of work.
Bringing the schedule and cost back

For what are recovery schedules
into alignment with contract
used?
requirements and stakeholder needs.
What is a management summary?

A. A detailed report
B. A set of construction documents
C. A concise summary of key points
C. A concise summary of key points
and issues.
and issues
D. A report that excludes problem
areas
The summary report is directed

towards?
A. Superintendents
C. Management and owners
B. Project controls staff
C. Management and owners
D. Subcontractors
The management summary assists in?

A. Making decisions about risk
B. Giving detailed advice to the owner
A. Making decisions about risk.
C. Procurement of third party
equipment and materials
D. Developing operating procedures
What type of information does

management require?
A. Concise and accurate with no
surprises
A. Concise and accurate with no
B. General information about the
surprises.
project
C. Graphs and presentations on
similar projects
D. Detailed schedule analysis
AD – Activity Description
ACWP – Actual Cost of Work
Performed
ADM - Arrow Diagramming Method
ADR - Alternative Dispute Resolution
AE - Apportioned Effort
AF - Actual Finish date
ALAP - As Late As Possible
AOA - Activity on Arrow (method)
AON - Activity on Node (method)
AS - Actual Start (date)

ASAP - As Soon As Possible
BAC - Budget at Completion
BCWP - Budgeted Cost of Work
Performed
BCWS - Budgeted Cost of Work
Scheduled
CA - Control Account
CAC - Cost at Completion
CM - Construction Management
CPI - Cost Performance Index
CPM - Critical Path Method
C/SC2 - Cost/Schedule Control System
Criteria
CV - Cost Variance
CWBS - Contract Work Breakdown
Structure
DCN - Design Change Notice
DCR - Design Change Request
DD - Data Date
DDT&E - Design, Development, Test
and
Evaluation
DU / DUR – Duration
EAC - Estimate At Completion
ECN - Engineering Change Notice
ECR - Engineering Change Request
EF - Early Finish (date)
EH - Earned Hours
ES - Early Start (date)
ETC - Estimate To Complete
EV - Earned Value
EVMS - Earned Value Management
System
FF - Finish-to-Finish (logic tie)
FF - Free Float
FS - Finish-to-Start (logic tie)
GAAP - Generally Accepted
Accounting
Principles
ITC - Indicated Total Cost

KPI - Key Performance Indicators
KSI - Key Success Indicators
LF - Late Finish (date)
LOB - Line of Balance (method)
LOE - Level oOf Effort
LML - Lowest Management Level
LP - Longest Path
LS - Late Start (date)
LSB - Lowest Static Baseline
LSM - Linear Scheduling Method

MBM - Management bBy Methods
MBO - Management bBy Objectives
MBP - Management bBy Politics
MBR - Management bBy Rules
MBV - Management bBy Values
MBWA - Management bBy Walking
Around
MRP - Material Requirements Planning
MRP - Manufacturing Resource
Planning
MPS - Master Production Schedule

NTP - Notice To Proceed
OBS - Organizational Breakdown
Structure
OFFE - Owner Furnished Fixtures and
Equipment
OD - Original Duration
PC / PCT - Percent Complete
PDM - Precedence Diagramming
Method
PDS - Product Breakdown Structure
PERT - Project Evaluation and Review
Technique
PF - Planned Finish (date)
PM - Project Management

PM - Project Manager
PMIS - Project Management
Information System
PMO - Program / Project Management
Office
PMS - Performance Measurement
System
PS - Planned Start (date)
RAP - Resource Allocation Plan
RBS - Resource Breakdown Structure
RD - Remaining Duration
SF - Scheduled Finish (date)
SF - Start-to-Finish (logic tie)
SOW - Statement oOf Work
SPI - Schedule Performance Index /
Indicator
SS - Scheduled Start (date)
SS - Start-to-Start logic (tie)
SV - Schedule Variance
TC - Target Completion (date)
TCM - Total Cost Management
(process) (AACE
International)
TF - Target Finish (date)
TF - Total Float
TS - Target Start (date)
WBS - Work Breakdown Structure

WD – Workday
WH – Workhour
WW - Workweek
o Fixed price.
o Unit price.
o Cost plus (with fixed, incentive, or
award fees).
Basic types of contracts:
o Time and materials (T and M).
o Guaranteed maximum price (GMP).
Common delivery methods:
o Design-build.
Notice to proceed (NTP).

o Milestones.
o Phases.
Planning, scheduling and reporting
o Resources.
requirements:
o Costing.
o Substantial completion.
o Project completion
Development and coordination of

contract component elements:
- Specifications.
Delivery methods.
- Plans.
- Special requirements, e.g. permits.
- Contract formulation.
a. Labor.
b. Weather.
c. Equipment.
d. Material.
General and special conditions:
e. Environment.
f. Regional constraints.
g. Any other project-specific variables
and requirements.
- Federal.
- State.
- Local.
- Special purpose entity;
Public agencies stakeholders:
- School or university.
- Utility district.
- Special legislative, e.g., Tennessee
Valley Authority (TVA).
- Public agency
- Private entities
- Engineer-architects.
- Contractors.
Types of stakeholders:
- Subcontractors.
- Consultants.
- Vendors.
- General public
- Owner.
- Developer.
- Individuals.
- Social or political organizations.
Private entities stakeholders:
- Individuals and special interest
groups.
- Public agencies and private
enterprises.
- Land owner.
- Activist.
General public stakeholders:
- Investor.
- Concerned citizen
o Modularization.
Methods of constructability:
o Pre-fabrication.
o Design-build.
o Material alternatives.
o Means and methods analysis.
Pre-assembly:
o Design alternatives and constraints.
o Health, safety and environmental
(HSE) impacts.
o Time.
o Labor.
o Transportation.
o Storage.
Costing constructability: o Site access.
o Governmental requirements.
- Permitting.
- Accessibility.
- Inspections and compliance.
o Labor.
o Equipment.
Categories of resources: o Material.
o Human.
o Technology.
- Management.
- Technical.
Labor categories of resources: - Supervisory.
- Craft.
- Subcontract.
- Construction equipment.
Equipment categories of resources:
- Engineered (installed) equipment.
- Type.
- Availability.
- Deliverables.
Material categories of resources: - Timing and phasing (need-by dates
and logistics).
- Installation.
- Protection.
- Skill level.
- Social values.
Human categories of resources:
- Cultural impacts.
- Performance issues.
o Historical database.
Data sources:
o Program or project specific data.
- Type of program or project.

Historical database data sources: - Location.
- Prevailing conditions.
- Site survey.
Program or project specific data
- Local resource studies.
sources:
- Logistics and transportation.
Terms to Know
Value engineering (VE).
Cost effectiveness.
Materials selection.
Functional ability.
Constructability.
Design schedule.
Terms to Know
Owner
Suppliers
Contractors
Public agencies
Designers
Public groups
Third parties
Non-governmental organizations
(NGO’s)
a) Phase
b) Milestone
Timeframe:
c) Completion
d) Operations
o Resources (labor, material,

equipment, etc.)
o Location
- Urban
- Rural
- Remote
Site and local considerations:
o Project Type
- Undeveloped
- Reuse
- Renovation
o Local environment and climatic
conditions
o Design-bid-build 48
o Design-build
o EPC (engineering-procurement-
Delivery methods:
construction)
o Design-build-operate
o Variations of above
o Access
Infrastructure: o Utility availability
o Easements
o Labor
Productivity:
o Equipment
o Asset.
Scope of work: o Function.
o Program and project.
o Engineering and design.

Work packages: o Contract.
o Construction.
o Deliverables.
Considerations and constraints: o Milestones.
o Variables.
o Milestones.
Contractual obligations:
o Deliverables.
o Schedule.
o Budget and cost.
Baseline:
o Forecasts.
o Periodic reporting.
o Basic techniques.
- Top-down.
WBS development & OBS - Bottom-up.
development: - Template-based.
o Roll-up and summarization.
o Code or chart of accounts.
o Elements of cost.
o Labor.
o Materials.
o Direct costs.
Cost breakdown structure (CBS):
o Indirect cost.
o Work breakdown structure (WBS).
o Organization breakdown structure
(OBS).
o Periodic
- Weekly
- Monthly
9 Quarterly
Planning for forecasting:
o Special
- Change in conditions
- Added or deleted work
- Progress variance(s)
Estimate types and classes: o Class 5 – Screening or Feasibility.

o Class 5 – o Class 4 - Conceptual or Feasibility.
o Class 4 - o Class 3 – Budget, Authorization, or
o Class 3 – Control.
o Class 2 – o Class 2 – Control or Bid/tender.
o Class 1 – o Class 1 – Check or Bid/tender.
o Progress.
o Schedule.
o Cost.
Status reporting:
o Earned value.
o Change and configuration
management.
o Periodic.
- Weekly.
- Monthly.
- Quarterly.
Forecasts:
Special.
- Change in conditions.
- Added or deleted work.
- Progress variance(s).
o Level 1 – Milestone / Executive

Control level schedules: summary.
o Level 1 – o Level 2 – Contract master / Detailed
o Level 2 – integrated.
o Level 3 – o Level 3 – Area master / Contract.
o Level 4 – o Level 4 – Control – 2-3 Week Look-
o Level 5 – ahead schedules.
o Level 5 – Daily / Hourly.

a) Bar or Gantt charts.
b) Critical Path Method (CPM) and
network models:
- Arrow Diagramming Method (ADM) / i
– j Node, also known as Activity-on-
Arrow
Schedule development tools and (AOA).
techniques: - Precedence Diagramming Method
(PDM).
c) Program Evaluation and Review
Technique (PERT) and other risk
models:
- Parties.
- Transactions and considerations
o Work breakdown structure (WBS).

o Organization breakdown structure
Breakdown structures:
(OBS).
o Cost breakdown structure (CBS).
a. Defining WBS by levels and

elements.
b. Coding techniques.
Work Breakdown Structure (WBS):
c. Activity coding.
d. How WBS is used in schedule
modeling and control
a. Defining OBS by levels and

elements.
Organization Breakdown Structure b. Coding techniques.
(OBS): c. Activity coding.
d. How OBS is used in schedule
modeling and control
a. Intersection of WBS and OBS.

b. How CBS is used monitor, report,
Cost Breakdown Structure (CBS): and control costs as the work
progresses (actual and
forecasted schedule).
o Gantt charts.
o Critical Path Method (CPM).
o Project Evaluation and Review
Technique (PERT).
o Linear schedule.
o Line of balance.
Schedule types:
o Rolling wave.
o Baseline.
o Target.
o Schedule control level.
o Fragmentary and work schedule.
o Recovery.
o Finish-to-start (FS).
o Start-to-start (SS).
Relationships: o Finish-to-finish (FF).
o Start-to-finish (SF)
o Leads and lags.
o Start.
- No earlier than.
- No later than.
Date constraints:
o Finish.
- No earlier than.
- No later than.
o Milestones.
o Tasks.
o Hammocks and summaries.
o Level-of-effort (LOE).
Activity types: o Flags.
- WBS.
- Independent.
- Start.
- Finish.
o Tabular.
Reports:
o Graphic.
o Types.
Calendars:
o Lags.
o Owner.
o Local political and community
interests.
External stakeholders:
o Permitting and code enforcing
entities.
o Owner’s users and customers.
o Prime contractor and project

management contractor.
o Principal subcontractors.
o Second tier of subcontractors.
Internal stakeholders:
o Suppliers.
o Installers.
o Startup, testing, and compliance
support personnel.
Cost estimate types: o Class 5 – Screening or Feasibility.

o Class 5 – o Class 4 - Conceptual or Feasibility.
o Class 4 - o Class 3 – Budget, Authorization or
o Class 3 – Control.
o Class 2 – o Class 2 – Control or Bid/Tender. 138
o Class 1 – o Class 1 – Check or Bid/Tender.
o Alpha-numeric identifier systems148

Modeling Activity: o Descriptive names
o Duration
o Elements of work
o Related support work examples
- Ordering of long lead-time items
which impact the work.
Modeling Activity types: - Submittal processes: schedules,
submitting, approval, etc.
o Dividing of elements of work into
increments or units of work, which are
spaced over time.
o Date.
o Resource.
o Contractual.
Constraints: o Preferential.
o Calendars
o Weather
o External.
o Resource allocation
o Resource availability
Resource loading: o Resource management
o Front-end
o Back-end
o Total.
Float:
o Free.
• Budgeted cost of work scheduled /

planned work (BCWS).
• Budgeted cost of work performed /
earned progress or %-complete.
Earned value (EV) terminology related (BCWP).
to schedule progress: • Schedule performance index (SPI).
• Schedule variance (SV).
• Resource loading.
• Resource leveling.
• Cash flow.
o Positive change.
Scope variance:
o Negative change.
o Directed acceleration.
Schedule acceleration:
o Constructive acceleration.
o Identification and notice of change.

o Documentation and classification of
change.
o Analysis of change on schedule.
Schedule control measures:
o Management of change to mitigate
impacts.
o Resolve change orders, disputes
and claims in a timely manner.
o Schedule variance (SV).

Variance and index calculations:
o Schedule performance index (SPI).
o Retained
Logic calculation methods:
o Progress override

o Planned value (PV); Budgeted cost
of work scheduled (BCWS).
o Earned value (EV). Budgeted cost of
work performed (BCWP).
o Actual cost (AC). Actual cost of work
performed (ACWP).
Earned value concepts: o Budget-at-completion (BAC).
o Estimate-to-complete (ETC).
o Estimate-at-completion (EAC); some
organizations use indicated total cost
(ITC).
o Percent complete.
o Schedule variance (SV).
o Cost variance (CV)
o Narrative status
o Variance
- Percent duration
- Float
- Milestone analysis
Types of Reports: o Trend
o Tabular and written - Percent (%)-complete
- Period
o Forecast
o Float
o Target or baseline comparison
o Earned value
o Bar charts 242

o Time-scaled network diagram
o Time-scaled bar chart
o PERT diagram
o Progress curves
Types of Reports:
- Early and late curves (aka “S-curves”
o Graphic
and “banana curves”)
- Resource utilization (period and
cumulative)
o Earned value
o Target or baseline comparison
o Schedule acceleration
o Schedule compression
o Overtime
Recovery schedules:
o Multiple shifts
o Additional resources
o Schedule crashing

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Scheduling Method: the technique

Schedule Model: the full set of data

The Baseline is a particular ‘instance’

Instances of the Project Schedule: A

Critical Path Method, this includes

Arrow Diagramming Method or

Precedence Diagramming Method or

WBS Work Breakdown Structure

The number of working days in a

Who will undertake the work

Established by the Forward Pass. It is

Established by the Backward Pass. It

Typically Total Float is calculated by

Free float is calculated by subtracting

The traditional governmental

Critical delivery dates are referred to

Contracts define the financial terms of

Milestones are interim completion

Project architects are:

Which is NOT normally considered a

Name the three levels of government

Constructability takes into account all

True or False: During a

True or False: A constructability

What are some different methods of Modularization, pre-fabrication, pre-

What is the purpose of a Reduce time and cost to construct a

Constructability can be performed

During the planning process for a

Material resource considerations

Which of the following is NOT a

True or False: On construction

True or False: The physical

List three types of resources. Labor, equipment and materials.

Resources can influence a project due

Describe the VE process, especially as VE provides functional and project

Information, function analysis,

True or False: The information phase

True or False: The VE process starts

Which of the following is NOT

What should one do with stakeholder

What are some examples of Cash flow, timeframe, resource

Project size, site location, project

Project variables can have either a

True or False: The project size may

True or False: Local climatological

True or False: Contract deliverables

True or False: Drawings and

Scope of work influences the

Who is responsible to develop the The owner is responsible for the

An asset or functional scope of work

A project goal is a concept that is

Can a project have multiple goals? Yes

Can each stakeholder have a different

A project plan provides a roadmap for

The baseline plan becomes the

The project plan is modified when

A phase is a significant period of time

As the scope of work evolves into

Which is not a phase?

Which of the following is untrue?

True or False: WBS is a system by

True or False: WBS may be organized