Project Control

A: A looks boring, and that’s why it fits. If durations were optimistic, you burn calendar without burning cash, dragging SPI while CPI stays healthy. B explains CPI behavior but doesn’t explain why SPI stays low once progress is physically measured. C would usually inflate EV and distort both indices unless the baseline was silently reset. D happens in real life, but you’d see inconsistent EV jumps, not a steady SPI trend below 1.

A: A bites teams all the time. Float is local; it doesn’t stop two paths from collapsing together. B sounds scary but zero float already assumes pessimistic duration. C is already exposed and obvious, not a protection gap. D isn’t a hazard at all, it’s a recovery lever, even if it often gets overestimated.

A: B is the quiet failure mode. Re-phasing shifts when money is planned, not how much, and it often slips through without MOC. A explains higher cost, not earlier intersection with equal BAC. C confuses total with timing; curves can cross early and still end at the same BAC. D happens, but it wouldn’t selectively move only the forecast.

A: A matches first-principles thinking: low definition, high entropy. B sounds disciplined but ignores uncertainty growth. C is emotional memory of bad projects, not control logic. D pretends there’s a magic constant; standards give ranges, not a single number.