A. bar chart method
B. milestone chart
C. critical path method (CPM)
D. programme evaluation and review technique (PERT)
E. none of the above
A. shows the inter dependences of various jobs
B. depicts the delay of jobs, if any
C. points outgoing ahead of schedule of jobs, if any
D. all of the above
E. none of the above
A. that can’t be analysed mathematically
B. involving multistage queuing
C. to verify mathematical results
D. all of the above
E. none of the above
A. sales
B. inspection time
C. waiting time
D. production time
E. inventory
A. inventory problems
B. traffic congestion studies
C. job-shop scheduling
D. all of the above
E. none of the above
A. PERT deals with events and CPM with activities
B. critical path is determined in PERT only
C. costs are considered on CPM only and not in PERT
D. guessed times are used in PERT and evaluated times in CPM
E. PERT is used in workshops and CPM in plants
A. organisation performance x motivation = profits
B. knowledge x skill = ability
C. ability x motivation = performance
D. attitude x situation = motivation
E. performance x resources
A. MTM (method time measurement)
B. WFS (work factor systems)
C. BNTS (basic motion time study)
D. all of the above
E. none of the above
A. activities and events are clearly shown
B. early start and late finish of an activity are clearly marked
C. activity times are clear
D. critical path can be easily determined
E. inter-relationship among activities is clearly shown
A. latest allowable time and the normal expected time
B. latest allowable time and the earliest expected time
C. proposed allowable time and the earliest expected time
D. normal allowable time and the latest expected time
E. project initiation tune and actual starting time