PDF問題（2026年最新）実際のAACE International AACE-PSP試験問題
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質問 # 117
A KPI is an acronym for:
- A. Keep Parameter Integrity
- B. Key Performance Indicator
- C. Key Planning Index
- D. Known Planning Impediments
正解：B
質問 # 118
Background
Your name is Evan Marshal. You are the corporate scheduler for Happy Insurance Corporation (HIC), a general health insurance company located in Ridgemond, Illinois. HIC is very busy with 49 unique software development projects. The organization structure at HIC gives the project scheduling responsibility to the Project Manager assigned to each project. You are charged with coordination of the project schedules into a Master Schedule and quality control for scheduling on the individual development projects. You report directly to the Director of Information Services (DIS), Desmond Rayburn.
It has come to your attention Project JP-114 has fallen behind schedule and Rita Belateau, the Project Manager, wants to accelerate the project in order to reclaim lost time. Rita is a strong supporter of Total Quality Management and strives for zero failures; therefore she is assessing the need for overtime for resources assigned to an activity that is not projecting a completion prior to the early finish depicted in the current schedule.
You and Rita review the current schedule to identify which activities are on the critical path and which activities have plenty of float. The review reveals several activities have suffered less than planned productivity and have contributed to falling behind. In the process of this review, you and Rita also review the budget for Project JP-114 and notice not only the schedule has fallen behind but the cost to date is more than she had expected. To total budget is $150,000, planned to date is $30,000; expended to date is $37,000.
With nine months remaining until baseline contract completion, Rita needs to bring Project JP-114 back on track; knowing overtime for an extended period of time is not always the right answer, especially with the cost to date already over planned.
In order to truly understand the options available to help remedy the current situation, you and Rita brainstorm on several potential courses of action. All the potential courses of action will require an evaluation of budget impact versus schedule correction.
1. Pull the project team together and ensure everyone understands which activities are on the critical path. Rita would like to use the existing project team and focus them on these critical path activities, laying out a plan for periodic overtime when needed to crunch through a deliverable. This approach could add approximately 20% to the budget.
2. Outsource various modules of activities to qualified and known consultants. This could drive up the costs and must be evaluated before implemented. Having an outside source working in parallel with the project team could also accelerate the schedule to mitigate some of the delays, as well as keep overtime down to a minimum for the project team. Potentially this could add as much as 40% to the budget, but could also be very productive schedule wise.
3. Mandatory overtime for the project team - entire project goes on a 50-hour work week. If the entire project team works overtime for an extended period of time, the budget could see an additional 60% increase.
4. The project continues as is completes the project late and accepts the penalties imposed. Penalties imposed for late delivery could add as much as 50% to the budget.
Assignment
Draft a proper memorandum to Desmond Raybum, IS Director, explaining in your own words:
a. the current problem and potential impact(s);
b. each course of action, stating advantages and disadvantages as appropriate; c. your recommendations, properly supported.
Please be sure to include the rationale for your recommendations. Be sure to summarize your thoughts and address (To, From, Date, and Subject/Project Name) and close the memo appropriately. If you are uncomfortable with the courses of action noted, provide your own with appropriate substantiation for your position. Limit your answer to one, full typewritten page (roughly three handwritten pages).
While your email can be a detailed as you like, be sure to write sufficiently to address each element of the assignment, yet not so long that you go beyond the scope of the exercise.
Take time to read the problem and consider what you want Evan to say. Good luck!
正解：
解説：
Pending
質問 # 119
The project team must communicate the project plan, goals and objectives to all stakeholders to ensure the stakeholders understand the plan, goals and objectives and then continue this communication throughout the project life Which statement below would stakeholders NOT be expected to contribute?
- A. The key to successful acceptance by all stakeholders is a set of well-defined goals and objectives which should be Identified early in the planning process
- B. Stakeholders review the basis the schedule after the schedule is developed
- C. Early in the planning process, a set of well-defined goals and objectives is reviewed by the stakeholders
- D. Stakeholder communication should be the single most Important objective of a program of key cost and schedule performance indicators (KPls)
正解：B
質問 # 120
All the following describe the critical path of a schedule EXCEPT:
- A. Determined by network logic and is the chain of activities that controls the overall project completion time.
- B. The series of activities having the least amount of total float.
- C. Changed by redefining the network logic or changing activity durations or both.
- D. Frequently defined as the shortest path through the schedule.
正解：D
解説：
* Critical Path Characteristics:
The critical path is the longest path through the network, defining the minimum project completion time. It cannot be the shortest path.
* PSP Study Guide Reference:
Critical path analysis emphasizes that it is determined by network logic and represents the chain of activities controlling the project duration.
* Analysis for Selection:
Option A, C, and D: Accurately describe the critical path.
Option B: Incorrect; the critical path is not the shortest path.
* Conclusion: The correct answer is B, as the critical path is the longest path, not the shortest.
質問 # 121
SIMULATION
Background
Your name is Evan Marshal. You are the corporate scheduler for Happy Insurance Corporation (HIC), a general health insurance company located in Ridgemond, Illinois. HIC is very busy with 49 unique software development projects. The organization structure at HIC gives the project scheduling responsibility to the Project Manager assigned to each project. You are charged with coordination of the project schedules into a Master Schedule and quality control for scheduling on the individual development projects. You report directly to the Director of Information Services (DIS), Desmond Rayburn.
It has come to your attention Project JP-114 has fallen behind schedule and Rita Belateau, the Project Manager, wants to accelerate the project in order to reclaim lost time. Rita is a strong supporter of Total Quality Management and strives for zero failures; therefore she is assessing the need for overtime for resources assigned to an activity that is not projecting a completion prior to the early finish depicted in the current schedule.
You and Rita review the current schedule to identify which activities are on the critical path and which activities have plenty of float. The review reveals several activities have suffered less than planned productivity and have contributed to falling behind. In the process of this review, you and Rita also review the budget for Project JP-114 and notice not only the schedule has fallen behind but the cost to date is more than she had expected. To total budget is $150,000, planned to date is $30,000; expended to date is $37,000.
With nine months remaining until baseline contract completion, Rita needs to bring Project JP-114 back on track; knowing overtime for an extended period of time is not always the right answer, especially with the cost to date already over planned.
In order to truly understand the options available to help remedy the current situation, you and Rita brainstorm on several potential courses of action. All the potential courses of action will require an evaluation of budget impact versus schedule correction.
1. Pull the project team together and ensure everyone understands which activities are on the critical path. Rita would like to use the existing project team and focus them on these critical path activities, laying out a plan for periodic overtime when needed to crunch through a deliverable. This approach could add approximately 20% to the budget.
2. Outsource various modules of activities to qualified and known consultants. This could drive up the costs and must be evaluated before implemented. Having an outside source working in parallel with the project team could also accelerate the schedule to mitigate some of the delays, as well as keep overtime down to a minimum for the project team. Potentially this could add as much as 40% to the budget, but could also be very productive schedule wise.
3. Mandatory overtime for the project team - entire project goes on a 50-hour work week. If the entire project team works overtime for an extended period of time, the budget could see an additional 60% increase.
4. The project continues as is completes the project late and accepts the penalties imposed. Penalties imposed for late delivery could add as much as 50% to the budget.
Assignment
Draft a proper memorandum to Desmond Raybum, IS Director, explaining in your own words:
a). the current problem and potential impact(s);
b). each course of action, stating advantages and disadvantages as appropriate; c. your recommendations, properly supported.
Please be sure to include the rationale for your recommendations. Be sure to summarize your thoughts and address (To, From, Date, and Subject/Project Name) and close the memo appropriately. If you are uncomfortable with the courses of action noted, provide your own with appropriate substantiation for your position. Limit your answer to one, full typewritten page (roughly three handwritten pages).
While your email can be a detailed as you like, be sure to write sufficiently to address each element of the assignment, yet not so long that you go beyond the scope of the exercise.
Take time to read the problem and consider what you want Evan to say. Good luck!
正解：
解説：
See the Explanation for complete Solution for this
Explanation:
To: Desmond Rayburn, Director of Information Services
From: Evan Marshal, Corporate Scheduler
Date: [Insert Current Date]
Subject: Mitigation Plan for Project JP-114 Delays
Current Problem and Potential Impacts
Project JP-114 has experienced schedule delays and cost overruns. The project has expended $37,000 against a planned budget of $30,000 to date, exceeding the planned budget by 23%. Additionally, productivity issues have impacted critical path activities, further delaying progress. With nine months remaining, failing to address these issues could result in penalties, further cost increases, and client dissatisfaction.
Courses of Action
Focus Existing Team on Critical Path with Periodic Overtime
Advantages: Uses team familiarity; incurs a moderate budget increase (20%).
Disadvantages: Risks resource strain and potential burnout if overtime is prolonged.
Outsource Work to Consultants
Advantages: Accelerates schedule by parallel work streams; minimizes internal team overtime.
Disadvantages: Higher budget impact (up to 40%); requires effective integration of external deliverables.
Mandatory Overtime (50-Hour Work Week)
Advantages: Ensures rapid progress across the project.
Disadvantages: Extremely high cost (60% increase); risks significant employee fatigue and declining morale.
Continue as Is and Accept Late Delivery Penalties
Advantages: No immediate resource strain.
Disadvantages: Significant penalties (50% budget increase); damages stakeholder confidence and corporate reputation.
Recommendation
I recommend Option 1, combined with selective outsourcing (Option 2), to achieve the best balance of cost control and schedule recovery.
Focus the internal team on critical path activities with targeted use of periodic overtime. This ensures efficient allocation of resources and minimizes strain while addressing the most urgent delays.
Outsource select non-critical tasks to experienced consultants. This parallel effort reduces the workload on the internal team, limits overtime, and accelerates overall progress.
Rationale:
This hybrid approach keeps the budget increase to approximately 30-35% while effectively addressing schedule delays. It balances cost efficiency, resource management, and stakeholder satisfaction. Proper coordination will ensure smooth integration between internal and external teams.
Conclusion
This plan provides the most feasible path to bringing Project JP-114 back on track. It mitigates risks of extended delays while maintaining budget discipline. I am available for further discussions to outline a detailed implementation plan.
Best Regards,
Evan Marshal
Corporate Scheduler
質問 # 122
The sum of all budgets for work scheduled to be accomplished within a given time period is the ____________.
- A. Estimate at completion (EAC)
- B. Budget at completion (BAC)
- C. Budgeted cost of work scheduled (BCWS)
- D. Budgeted cost of work performed (BCWP)
正解：C
解説：
The sum of all budgets for work scheduled to be accomplished within a specific time period is referred to as the Budgeted Cost of Work Scheduled (BCWS). It represents the planned value of work to be performed during the reporting period.
Option A (Estimate at Completion - EAC) refers to the projected final cost of the project.
Option B (Budget at Completion - BAC) is the total project budget.
Option C (Budgeted Cost of Work Performed - BCWP) refers to the earned value.
This definition aligns with earned value management concepts covered in the PSP Study Guide.
質問 # 123
Which activity is drawn in the incorrect position?
- A. Activity C.
- B. Activity G.
- C. Activity D.
- D. Activity E.
正解：C
質問 # 124
Using the "normal" schedule, theoretically construct a hammock for activities 6001-6003. What is the duration of the hammock?
- A. 267 days
- B. 255 days
- C. 407 days
- D. 362 days
正解：D
解説：
* Understand the Concept of a Hammock Activity:
A hammock activity spans over multiple activities and reflects the cumulative duration from the earliest start to the latest finish of the grouped activities.
* Activities in the Hammock (6001-6003):
Activity 6001: Duration = 102 days, FS relationship with successor.
Activity 6002: Duration = 140 days, FS with 6001.
Activity 6003: Duration = 115 days, FS with 6002.
* Calculate the Duration:
Earliest Start of Activity 6001 → Latest Finish of Activity 6003.
Total duration = 102 + 140 + 115 = 362 days.
* Cross-Verification with Answer Options:
Option A: Incorrect. Overestimates.
Option C: Incorrect. Underestimates.
Option D: Incorrect. Underestimates.
Option B: Correct. Matches the calculated duration.
質問 # 125
Using the normal schedule and excluding general conditions, which activities are NOT on the critical path?
- A. 5001,7001.8001,9001,9004,9005
- B. 6001, 8001, 9001. 9002, 9004. 9005
- C. 7001, 8001, 9001. 9003. 9004. 10002
- D. 2003,8001.9001.9002,9005,10001
正解：B
質問 # 126
Midway through the project you received an executed change order for this project, adding thirty-three days to the contract for weather delays. In its simplest form, how would your next project update display the changed condition?
- A. After Activity 1001, add a new Activity 1011 with a finish-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-start relationship to the final activity of the project.
- B. After Activity 1000, add a new Activity 1050 with a start-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-finish relationship to the final activity of the project.
- C. After Activity 1000, add a new Activity 1010 with a finish-to-start relationship to Activity 1000, and tie the end of this new activity with a finish-to-start relationship to the final activity of the project.
正解：A
質問 # 127
An early start constraint dictates
- A. The planned start of an activity.
- B. The actual start of an activity.
- C. The planned start of a successor activity
- D. An activity's remaining duration.
正解：B
質問 # 128
Activity 2003 started during the current reporting period and proceeded as planned with the normal schedule. If the remaining duration at the end of this period is ten workdays, then what is the earned value assignable to Activity 2003 in the pay estimate for this reporting period?
- A. $6,000
- B. $10.000
- C. $5,000
- D. $8,000
正解：B
質問 # 129
If all other work proceeds according to the Baseline plan, how many times will the critical path change?
- A. 1.
- B. Does not change.
- C. 2.
- D. 3.
正解：B
質問 # 130
If a contractor has robust planning and scheduling processes, should those company processes supersede client contract specifications?
- A. Proceed with company processes even if they conflict with the client
- B. The client contract specifications always have priority
- C. Suggest that the client issue a change order, accepting the contractor's processes
- D. Review any differences and negotiate workable specifications
正解：D
質問 # 131
In analyzing a logical chain of activities in a critical path method (CPM) schedule, what do differing total float values within that chain typically indicate?
- A. The schedule is projecting an "early completion".
- B. Certain activities in the critical path have no successors.
- C. The schedule has too much detail to reflect an accurate critical path.
- D. Different calendars are assigned to certain activities in the logical chain.
正解：A
質問 # 132
The amount of time that an activity can be delayed from its early start date without delaying project completion is called
- A. Negative float.
- B. Total float.
- C. Free float.
- D. Interfering float.
正解：B
質問 # 133
Is activity 7001 pictured correctly in the precedence diagram?
- A. Yes, the duration is 48 days.
- B. No, the start-to-start and finish-to-finish relationships are backwards.
- C. No, the total float is not shown correctly.
- D. Yes, except the early finish date is not shown.
正解：A
質問 # 134
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