The Planning & Scheduling Professional (PSP) Exam, offered by AACE International, validates your expertise in developing, managing, and optimizing project schedules across complex environments. This certification demonstrates competency in practical scheduling techniques, resource planning, and stakeholder communication, skills essential for project controls professionals and schedulers. This page guides you through the exam syllabus, question formats, and a focused preparation strategy to help you pass with confidence. Whether you're advancing your career or meeting organizational requirements, understanding the AACE-PSP exam structure is your first step toward success.
Use this topic map to guide your study for AACE International AACE-PSP (Planning & Scheduling Professional (PSP) Exam) within the PSP Certification path.
The AACE-PSP exam uses multiple item types to measure both foundational knowledge and the judgment required in real-world scheduling situations.
Questions progress in difficulty and emphasize practical application, ensuring you can apply scheduling knowledge to solve actual project challenges.
An effective study plan maps the four core topics to a structured timeline, balances concept review with practice, and builds confidence through realistic testing. Dedicate 4-6 weeks to preparation, allocating time proportionally to your weaker areas while reinforcing strengths.
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Basic Development Scheduling and Planning and Planning and Scheduling Applications typically represent the largest portion of the exam, as they form the foundation of practical scheduling work. However, all four topics are tested, and Communication questions often appear in scenario-based items where you must justify your scheduling decision to a stakeholder.
In practice, you begin with Basic Development Scheduling and Planning to define activities and build the schedule baseline. You then use Planning and Scheduling Applications tools to manage resources and track progress. Practical Exercise scenarios test your ability to adjust and optimize the schedule under changing conditions. Finally, Communication ensures stakeholders understand the schedule status and any impacts, all four are interdependent in actual project delivery.
Direct experience with scheduling software, such as Primavera, Microsoft Project, or similar tools, is valuable but not required. What matters most is understanding scheduling concepts, logic, and problem-solving. If you have access to software, practice building a simple schedule, adding resources, and running reports. If not, focus on mastering the concepts and working through scenario questions that simulate real decisions.
Candidates often misunderstand float and critical path calculations, confuse resource leveling with schedule compression, or overlook the importance of clear communication in scenario answers. Additionally, rushing through questions without carefully reading all options leads to careless errors. Slow down on scenario items, reread the question stem, and ensure your choice addresses the specific situation presented.
Spend the first 2-3 days reviewing weak topic areas and re-reading key definitions and formulas. Dedicate the next 2-3 days to a full-length timed practice test and a detailed review of missed items. In the final 1-2 days, do a light review of high-risk topics and get adequate rest. Avoid cramming new material; instead, reinforce what you've already learned and build confidence in your readiness.
For which of these delays should an owner grant a time extension?
Granting Time Extensions:
Differing site conditions are excusable delays under standard contract terms, requiring time extensions.
Centrifuge delays and shop drawings typically fall under the contractor's responsibility and are not excusable.
Excluded Options:
A & B: Shop drawing-related delays are the contractor's risk unless explicitly agreed otherwise.
D: Combining excusable and non-excusable delays does not entitle an extension.
Verification with PSP Guidelines: Granting time extensions aligns with contractual principles outlined in PSP-related contracts (Ref: PSP Study Guide, Chapter 1C: Delay Analysis and Claims).
When using a detailed estimate as the basis for work package/activity durations, which element does NOT need to be identified before the activity durations can be calculated?
Each of the following accurately describes total float in a schedule EXCEPT:
Total float measures the flexibility in an activity's timing within a schedule. It is defined as the amount of time an activity can be delayed without affecting the project's overall completion date or the completion date of any of its successors.
Option A, B, and D accurately describe total float: it is calculated as the difference between early and late start/finish dates, can be positive or negative, and is associated with project completion.
Option C describes free float, not total float, and thus is incorrect.
SUBCO is a potential concrete bridge contractor based in a metropolitan area 300 miles away from your project. They have offered to supply manpower and equipment t BILCO at a per diem rate of $3,000 above their direct labor and equipment rates. In doing a cost benefit analysis, which of the following is NOT a consideration?
A cost-benefit analysis for a subcontractor like SUBCO should focus on tangible and direct impacts to the project, including their labor and equipment rates, the potential for liquidated damages in the SDOT contract, and logistical concerns such as distance from the project site (PSP Study Guide, Section 1.2.4, 'Project Variables'). Pending negotiations with a different entity, such as GOUGE, are unrelated to SUBCO's contract evaluation and are therefore not a consideration.
The congested site only has room for 3 cranes to operate concurrently. Only 1.75 cubic yard ICY] or1.34 cubic meter [CM] concrete buckets are available. Each crane can perform up to 35 lifts per day. Assuming a total of 30 lifts per crane pet day. what is the maximum volume of concrete that could be placed using 3 small tower cranes over a 5-day period?
Each crane can perform 30 lifts per day with a 1.75 cubic yard bucket. For 3 cranes over 5 days: Concretevolumeperday=3cranes30lifts/crane/day1.75CY/lift.\text{Concrete volume per day} = 3 \text{ cranes} \times 30 \text{ lifts/crane/day} \times 1.75 \text{ CY/lift}.Concretevolumeperday=3cranes30lifts/crane/day1.75CY/lift. Dailyvolume=157.5CY/day.\text{Daily volume} = 157.5 \text{ CY/day}.Dailyvolume=157.5CY/day. Over 5 days: Totalvolume=157.55=306CY.\text{Total volume} = 157.5 \times 5 = 306 \text{ CY}.Totalvolume=157.55=306CY.
Reference: PSP Study Guide, Section 1.3.7 -- Resource Calculations, demonstrates how crane capacity and lift productivity are incorporated into project planning.
