Free Practice Questions for AACE International CCP Exam

Given Scenario:

You need to determine the minimum amount to invest today for a $10,000 payout in 5 years with a 10% interest rate.

The problem requires calculating the present value of a future sum. The present value (PV) is calculated using the formula:

PV=FV(1+r)nPV = \frac{FV}{(1 + r)^n}PV=(1+r)nFV​

where FVFVFV is the future value, rrr is the interest rate, and nnn is the number of years.

FV=10,000FV = 10,000FV=10,000

r=10%=0.10r = 10\% = 0.10r=10%=0.10

n=5n = 5n=5

PV=10,000(1+0.10)5=10,0001.61051≈6,209PV = \frac{10,000}{(1 + 0.10)^5} = \frac{10,000}{1.61051} \approx 6,209PV=(1+0.10)510,000​=1.6105110,000​≈6,209

The backward pass is a technique used in project scheduling to calculate the latest possible start and finish dates for each activity without delaying the project. It starts from the project's end date and works backward through the network diagram. This calculation helps identify the critical path and determine the amount of float (slack) available for non-critical activities.

Option A: Loop calculationsrefer to iterative processes within network diagrams but do not specifically relate to late date calculations.

Option C: Forward passcalculates the earliest possible start and finish dates for activities.

Option D: Floatis the amount of time that a task can be delayed without affecting the project's end date, not a calculation method.

Therefore,B. Backward passis the correct answer as it is used to determine a schedule’s late dates.

Facilitative listeningis a form of listening where the listener not only pays attention to what each member of a group or audience is saying but also summarizes or interprets the information to facilitate understanding among the group. This type of listening is crucial in group settings, such as meetings or discussions, where it helps to ensure that all perspectives are considered and that the conversation remains productive and focused.

TheNominal interest rateis the rate of interest before adjusting for compounding within the year. It disregards the effects of compounding periods that occur more frequently than annually. For instance, a nominal rate of 12% compounded monthly would still be referred to as 12%, without taking into account the fact that the effective annual rate would be higher due to monthly compounding. The other options, such as continuous compounding, simple interest, and minimum attractive rate of return (MARR), do account for compounding or are specific types of interest. Therefore, the correct answer isD. Nominal interest rate.

Schedule Performance Index (SPI):This measures schedule efficiency and is calculated as:

SPI = Earned Work Hours / Scheduled Work Hours

SPI = 105,000 / 100,000 = 1.05 (indicating the project is ahead of schedule)

Cost Performance Index (CPI):This measures cost efficiency and is calculated as:

CPI = Earned Work Hours / Actual Work Hours Paid

CPI = 105,000 / 110,000 = 0.955 (indicating cost overrun)

Even though the project is slightly ahead of schedule, the cost performance is poor, resulting in a bad cost status despite a seemingly good schedule status. Thus, the overall interpretation should be cautious, but with cost considered primary, the correct conclusion is that the schedule is good, but cost is bad.

TheFunction Analysis Phaseis the primary activity that separates Value Methodology (VM) from other improvement practices. This phase focuses on understanding the essential functions of a project or system and identifying ways to improve them, making it a key component of VM. This distinguishes VM from other methodologies that might focus more on costs, benefits, or lifecycle considerations without a detailed analysis of function. Therefore, the correct answer isC. Function Analysis Phase.

The Cost Performance Index (CPI) is a crucial metric in project management, particularly within the realm of cost control. According to the Association for the Advancement of Cost Engineering (AACE) International, the CPI is calculated as:

CPI = BCWP / ACWP

Where:

BCWP (Budgeted Cost of Work Performed):Also known as Earned Value (EV), BCWP represents the budgeted cost for the work that has actually been completed by a specific point in time.

ACWP (Actual Cost of Work Performed):This is the actual cost incurred for the work completed by that same point in time.

The CPI is an index that measures the cost efficiency of budgeted resources for a project. A CPI of 1.0 indicates that the project is on budget, as the actual cost matches the earned value. A CPI greater than 1.0 suggests that the project is performing well in terms of cost (i.e., it is under budget), while a CPI less than 1.0 indicates that the project is over budget.

This metric is vital in cost estimating and control, as it provides project managers with a quantifiable indicator of cost performance, helping them make informed decisions to maintain or correct the project's financial trajectory.

When comparing two alternatives with different useful lives, the most appropriate method is to use theEquivalent Uniform Annual Value (EUAV). This method converts the net present worth (NPW) or the total cost of each alternative into an equivalent uniform annual cost or value over their respectivelives. By converting the costs into a common annual value, it allows for a straightforward comparison between alternatives with differing lifespans, ensuring that all costs (including maintenance, operation, and initial costs) are considered over a consistent time period.

The weighted average unit cost takes into account both the cost and the quantity:

Weighted Average=∑(Unit Cost×Quantity)∑Quantities\text{Weighted Average} = \frac{\sum (\text{Unit Cost} \times \text{Quantity})}{\sum \text{Quantities}}Weighted Average=∑Quantities∑(Unit Cost×Quantity)​

Multiplying each unit cost by the respective quantity:

(55.00×147)+(34.50×143)+(37.30×462)+(55.00×530)+(40.00×308)+(26.78×45)+(46.59×256)+(75.00×176)+(65.00×80)(55.00 \times 147) + (34.50 \times 143) + (37.30 \times 462) + (55.00 \times 530) + (40.00 \times 308) + (26.78 \times 45) + (46.59 \times 256) + (75.00 \times 176) + (65.00 \times 80)(55.00×147)+(34.50×143)+(37.30×462)+(55.00×530)+(40.00×308)+(26.78×45)+(46.59×256)+(75.00×176)+(65.00×80)

Summing these and dividing by the total quantity:

Weighted Average=20941.6+4933.5+17247.6+29150.0+12320.0+1205.1+11926.1+13200.0+5200.02147\text{Weighted Average} = \frac{20941.6 + 4933.5 + 17247.6 + 29150.0 + 12320.0 + 1205.1 + 11926.1 + 13200.0 + 5200.0}{2147}Weighted Average=214720941.6+4933.5+17247.6+29150.0+12320.0+1205.1+11926.1+13200.0+5200.0​

This gives a weighted average of approximately$47.63, makingB. $47.63the correct answer.

Earned Value (EV)is a key concept in project management, particularly in cost management and performance measurement. It is defined as the budgeted amount for the work actually completed by a specific point in time. This is calculated as the budget for the cost (work) account multiplied by the percentage of completion for that account.

For example, if a work package has a total budget of $100,000 and is 50% complete, the earned value for that work package would be $50,000. EV is essential in performance measurement because it allows project managers to assess how much of the planned work has been completed at a certain cost, providing a clear indicator of project progress and efficiency.