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My Class - CCM > Time Management (26) > Flashcards

Time Management (26) Flashcards

1
Q

Early Finish =

A

Early Start + Duration - 1

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2
Q

Early Start =

A

Early Finish Predecessor + 1

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3
Q

Late Start =

A

Late Finish - Duration + 1

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4
Q

Late Finish =

A

Late Start Successor - 1

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5
Q

Free Float =

A

Early Start Successor - Early Finish - 1

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6
Q

Total Float =

A

Late Finish - Early Finish

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7
Q

When does Activity 1 start?

A

On day #1

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8
Q

With lag greater than zero, first calculate the link as if…

A

It has no lag and then add the lag time.

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9
Q

For the last activity that has no successor, Early Finish will equal =

A

Late Finish. (Early Finish = Late Finish = End of Project)

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10
Q

The duration difference between Late Finish and Early Finish is called

A

Total Float

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11
Q

Total Float is sometimes referred to as:

A

Slack

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12
Q

Free float is the amount of time an activity can be delayed without delaying:

A

The ES date of a successor activity.

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13
Q

Total float is the number of days an activity can be delayed without delaying:

A

The project end date

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14
Q

Free Float is calculated by comparing:

A

The activity’s EF to the ES of its Successor
FF = ESs – EF

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15
Q

Total Float is calculated by comparing:

A

The number of days between the late or early dates for each activity
TF = LF - EF = EF - ES

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16
Q
A
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17
Q
A
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18
Q
A
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19
Q
A
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20
Q
A
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21
Q

Schedule Performance Index measures the ratio of how much work was done to how much work was planned (scheduled).

SPI = Earned Hours (or $ to date) ÷ Budgeted Hours (or $ to date)

SPI = EV/PV

A

SPI = EV/PV

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22
Q

You are the program manager for a city’s public school system. Your budget is $5 million to renovate 11 elementary schools this year. Each school is approximately the same size and requires the same level of effort and materials. Halfway through the year, renovations are complete on 7 schools, but your schedule only anticipated 5 at this point. What is your current SPI?

SPI = Earned Hours (or $ to date) ÷ Budgeted Hours (or $ to date)

SPI = EV/PV

A

SPI = 7 schools complete / 5 schools = 1.4

Project is 40% ahead of schedule

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23
Q

SPI = EV/PV

The project is scheduled to last 8 months. During that 8 months, 200,000 units of a product must be made.

What is the PV? (200,000 units divided by 8 months = 25,000 units per month)

What is the PV at 2 months? By 2 months how much should be complete per PV? (2 mo x 25,000 units per month = 50,000 units)

EV = How much has the contractor actually done? (40,000 units after 2 months)

Formula: SPI = EV/PV

A

SPI = 40,000 / 50,000 = .8
SPI of .8 = (80%) performance

This indicates that the project is behind schedule and needs to increase production by 20%.

24
Q

Interpreting Schedule Performance Index (SPI)

A

Less than 1 is behind schedule

More than 1 is ahead of schedule

25
Q

Schedule Performance Index (SPI)

For example, there may be a 3-month project and the project manager is calculating the SPI at the end of month #1. There is a project budget of $1,500 and the work is 40% complete. The project manager planned for $500 worth of work to be done each month. Is this project behind schedule, on schedule, or ahead of schedule?

Formula: SPI = EV/PV

A

SPI = (40% of $1,500) / $500 = 1.2
SPI of 1.2 = (120%) performance

This indicates that the project is 20% ahead of schedule.

26
Q

Schedule Performance Index (SPI)

A 12-month project with a budget of $100,000, the project manager must determine the SPI at the 6-month mark. To date, $60,000 has been spent for 40% of the work completed; work was distributed evenly each month. Using the SPI formula, the project manager needs to determine how close to schedule the work is progressing.

Formula: SPI = EV/PV

A

PV = $100,000 / 12 months = $8,333 per month
EV = Its 6 months and $60,000 has been spent for 40% of the work

PV @ 6 months = $50,000 spent, 50% complete
EV @ 6 months = $60,000 spent, 40% complete

(Looks like they have over spent and under performed)

Schedule Performance Index (SPI) = EV/PV =
40% / 50% = 0.8 <– 20% behind schedule
Cost Performance Index (CPI) = EV / AC = $60,000/$50,000 = 1.2 <– 20% over budget

27
Q

If D is the duration, ES and EF are the earliest start and finish, LS and LF are latest start and late finish time, then which of the following relationships is valid?

a. EF = ES + D
b. D = LF – ES
c. LF = LS - D
d. LS = LF + D

A

EF = ES + D

28
Q

When a change order to the construction contract is required, the agency CM should:

a. Request that the contractor update the Milestone Schedule
b. Establish fixed schedule completion dates for the impacted work
c. Request a recovery schedule from the contractor
d. Request a schedule impact analysis and cost estimate from the contractor

A

Request a schedule impact analysis and cost estimate from the contractor

29
Q

Which of the following terms is defined as a decrease by the owner in the amount of time given to the contractor to complete the job?

a. Acceleration
b. Float
c. Change Order
d. Excusable delay

A

Acceleration

30
Q

The difference between the time available to do a job and the time required to do the job, is known as:

a. Event
b. Float
c. Constraint
d. Duration

A

Float

31
Q

The occupancy plan is a means to plan and coordinate the time frame between the construction phase and:

a. Demobilization
b. Final punchlist completion
c. Operation/use phase
d. Final payment

A

Operation/use phase

32
Q

In a construction contract, where not specifically stated, schedule float is owned by the:

a. CM
b. General Contractor
c. Owner
d. Project

A

Project

33
Q

When determining the appropriate scheduling systems and procedures, the CM should consider:

a. the client’s needs to share information with the public
b. the project budget available
c. limiting the complexity of the information based on project resources to maintain the schedule
d. size and complexity of the project

A

size and complexity of the project

34
Q

In a CM at-risk contract, who develops and controls the schedule?

a. CM
b. General Contractor
c. Owner
d. Architect

A

CM

35
Q

The CPM schedule helps a CM:

a. all the above
b. to concentrate his attention on critical activities
c. avoid any delay in the critical activities to avoid delay of the whole project
d. to divert the resources from non-critical advanced activities to critical activities

A

all the above

36
Q

The CPM schedule helps a CM concentrate his attention on _______ activities

A

critical

37
Q

The CPM schedule helps a CM avoid any delay in the critical activities to avoid delay of the whole project.

A
38
Q

The CPM schedule helps a CM to ___________ from non-critical advanced activities to critical activities

A

divert the resources

39
Q

A schedule recovery plan from the contractor is required by the CM if:

a. concurrent Contractor and owner delays arise
b. the owner’s scope of work changes
c. delays occur that are the responsibility of the Contractor
d. a time extension request is submitted

A

delays occur that are the responsibility of the Contractor

40
Q

If the Contractor causes delays, the Contractor is required to provide the CM with a _________

A

schedule recovery plan

41
Q

The budgeted resources (person-hours or costs) multiplied by the percent of work completed is referred to as:

a. Schedule Performance
b. Cost-to-Complete
c. Schedule Variance
d. Earned Value

A

Earned Value
= value of the completed work to date
= planned budget x % actual complete

42
Q

For a particular project, it is estimated that a 20,000 LF, 4-way, concrete encased duct-bank is to be installed. The budgeted production crew rate is 8 hours per 300 LF and at a cost of $250 per 100 LF. During a reporting period, 60% of the duct-bank has been installed and 300 crew hours have been expended at a cost of $30,000.

What is the schedule variance? Assume behind schedule is a negative (-).

a. -30
b. 0
c. 20
d. 30

A

20

total project: 20,000 LF
planned production rate: 8 HRs/300 LF
planned cost: $250/100 FL
planned total duration= 20,000 LF / 300 LF x 8 HRs = 533.333 HRs
period of time: 60%

based on the plan:
60% months = planned production would be 12,000 LF = 320 HRs = $30,000 cost

According to the problem, the crew is at 60% complete and have used 300 HRS at $30,000 cost. This means that the crew is ahead of schedule by 20 HRs.

43
Q

A construction schedule provided by the CM in the pre-design phase is intended to:

a. establish early start, late start, early finish, late finish, and total float for activities
b. define critical activities and the critical path for the project
c. show a reasonable estimate of the work sequence and constructibility constraints
d. show the subcontractor’s work activities and duration

A

show a reasonable estimate of the work sequence and constructibility constraints

44
Q

A construction schedule provided by the CM in the pre-design phase is intended to show a reasonable estimate of the ____________

A

work sequence and constructibility constraints

45
Q

Which statement addresses the scheduling results desired on a project?

a. A bar chart that shows the start of major tasks
b. Specification of the CPM tools to be utilized
c. Mitigation of time and resource crises
d. The date of the earliest possible project completion

A

Mitigation of time and resource crises

46
Q

The time by which activity completion time can be delayed without affecting the start of succeeding activities, is known as:

a. total float
b. free float
c. duration
d. interfering float

A

free float

47
Q

The critical path lies along the activities having a ________ total float.

a. negative
b. zero
c. positive
d. minimum

A

zero

48
Q

Which of the following statements is correct?

a. If the float of an activity is negative, delay in its performance will not delay the completion of project
b. If the float of an activity is zero, the activity is not critical and any delay in its performance will not delay the whole project
c. The float may not be negative
d. If the float is positive and the activity is delayed by a period equal to its total float, the completion of project is not delay

A

If the float is positive and the activity is delayed by a period equal to its total float, the completion of project is not delay

49
Q

What is the duty of the CM when managing time-sensitive work activities?

a. To act as the coordinator and catalyst for the activities of all team members
b. To keep the design requisite timeframes
c. To plan and execute the construction on time
d. To advise upper management of all potential delays

A

To act as the coordinator and catalyst for the activities of all team members

50
Q

When managing time-sensitive work activities, the CM should act as the coordinator and catalyst for:

A

the activities of all team members

51
Q

Which of the following scheduling errors prevents the calculation of a forward pass?

a. Unwarranted use of a constraint date
b. Use of hard logic instead of soft logic
c. A logic loop
d. Negative float

A

A logic loop

52
Q

What is the purpose of the pre-bid construction schedule developed by the agency CM?

a. It helps validate construction durations in contract documents
b. It establishes the contractor’s baseline schedule
c. It provides checks and balances used for contractor claims
d. It establishes resource criteria for the work

A

It helps validate construction durations in contract documents

53
Q

The pre-bid construction schedule developed by the agency CM is used to help validate the _________

A

construction durations in contract documents

54
Q
A

What is the Late Start for Activity A? 1

What is the Late Finish for Activity A? 10

55
Q
A

What is the Total Float (TF) for activity E? 6

what is the Free Float (FF) for activity E? 6

56
Q
A

What is the Free Float (FF) for activity F? zero

57
Q
A

What is the Early Start for Activity H? 29

What is the Early Finish for Activity H? 33

My Class - CCM (13 decks)

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