質問 1：Determine the correct formula and date for the late start for the Activity 11001:
A. LF of 11001 less 25 days plus 1 day equaling 16 Jan 2024
B. LF of 1000 less 25 days equaling 16 Jan 2024
C. LF of 11001 less duration of 11001 equaling 16 Jan 2024
D. LF of 11001 less 27 days plus 1 day equaling 14 Jan 2024
正解：C
解説: (Topexam メンバーにのみ表示されます)
質問 2：Using the "normal" schedule, if you start Activity 7001 on April 1, 2002, and using a 5-day workweek, what the finish date for Activity 7001?
A. 06-11-02.
B. 06-18-02.
C. 06-04-02.
D. 06-05-02.
正解：D
解説: (Topexam メンバーにのみ表示されます)
質問 3：Prior to the beginning work on Activity 6001, the scope is changed by executed change order to increase the activity duration by thirty days and rock fill by 100.000 cubic meters If the project has progressed as scheduled up to the point of the executed change order, what activities would be changed on the next project update?
A. 9001 and 6002 and 6002
B. 1000. 1001. and 6001
C. 1000 and 6001
D. 1001 and 6001
正解：C
解説: (Topexam メンバーにのみ表示されます)
質問 4：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：
See the Explanation for complete Solution for this.
Explanation:
To: Desmond Rayburn, Director of Information ServicesFrom: Evan Marshal, Corporate SchedulerDate:
[Insert Current Date]Subject: Mitigation Plan for Project JP-114 Delays Current Problem and Potential ImpactsProject 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.
* 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.
Courses of Action
RecommendationI 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.
ConclusionThis 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 MarshalCorporate Scheduler
質問 5：Which statement is true?
A. Where compensability cannot be established, excusability is a given.
B. Where compensability can be established, excusabltity cannot be assumed.
C. Where compensability cannot be established, excusability is assumed.
D. Where compensability can be established, excusability is assumed.
正解：D
解説: (Topexam メンバーにのみ表示されます)
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| トピック | 出題範囲 |
|---|
| トピック 1 | - Physical Security Assessment: For ASIS Physical Security Professional (PSP) exam candidates, this topic measures the ability to craft a comprehensive physical security assessment plan. It evaluates skills in identifying critical assets, assessing threats, and quantifying organizational vulnerabilities, crucial for determining overall risk. This ensures that ASIS Physical Security Professionals can effectively analyze and mitigate potential security breaches, demonstrating their competency in safeguarding an organization’s physical infrastructure.
|
| トピック 2 | - Implementation of Physical Security Measures: This topic covers skills such as conducting pre-bid meetings, developing procurement plans, and managing the implementation of security goods and services. Proficiency in these areas ensures that ASIS PSP exam candidates can oversee the deployment of physical security programs, maintaining operational integrity and meeting security objectives.
|
| トピック 3 | - Application, Design, and Integration of Physical Security Systems: In this topic, ASIS Physical Security Professionals are tested on their expertise in designing and integrating physical security systems. This topic assesses their capability to establish performance requirements, choose appropriate security countermeasures, and create detailed project documentation.
|
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