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PERT and CPM MCQ Test

  1. Does PERT stand for Program Evaluation Review Technique?
  2. What is the PERT and CPM?
  3. What does CPM stand for?
  4. Which of the following colour is used to show the actual progress in bar charts?
  5. A PERT network is activity oriented while a CPM network is event oriented.
  6. Who introduced bar chart in CPM?
  7. What does PERT analysis based on?
  8. CPM is the
  9. CPM was developed in which country?
  10. What is difference between PERT and CPM?
  11. The earliest start time rule
  12. Slack time in PERT analysis
  13. Choose the correct option from the following statements?
  14. PERT technique of network analysis is mainly useful for
Last Updated: Sep 08, 2021,
Posted in Interview Questions,
34 Questions
PERT and CPM MCQ

Take PERT and CPM MCQ Test & Online Quiz to Test Your Knowledge

Practice Below the Best PERT and CPM MCQ Questions that checks your basic knowledge of PERT and CPM. This PERT and CPM MCQ Test contains 20 Multiple Choice Questions. You have to select the right answer to the question to check your final preparation for your Exams/Interviews. Apart from this, you can also download below the PERT & CPM MCQ PDF Completely Free.

  • Yes
  • No
  • Network techniques
  • Assignment techniques
  • Project evaluation techniques
  • None of the above
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  • Control Path Method
  • Critical Path Method
  • Critical Plan Management
  • Control Path Management
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  • Jane Gantt
  • Henry Gantt
  • Williams henry
  • Joseph henry
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  • Most likely time
  • Optimistic time
  • Pessimistic time
  • All of the above
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  • Time oriented technique
  • Event oriented technique
  • Target oriented technique
  • Activity oriented technique
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  • PERT is a probabilistic model while CPM is a deterministic model
  • PERT is an event-oriented technique while CPM is an activity-oriented technique
  • PERT is Project Evaluation and Review Technique while CPM is Critical Path Method
  • All of the above
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  • Directs when a project can start
  • Regulates when a project must begin
  • Compares the activities end time for an activity predecessor
  • Compares the activities starting time for an activity successor
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  • Can never be less than zero
  • Is minimum for critical events
  • Can never be less than zero
  • Can never be greater than zero
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  • CPM analysis is activity oriented
  • In CPM, the time is related to cost
  • PERT analysis is event oriented
  • All of the above
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  • Small projects
  • Deterministic activities
  • Large and complex projects
  • Research and development projects
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  • Optimistic time
  • Most likely time
  • Pessimistic time
  • All of the above
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  • Is the longest path
  • Is the shortest path
  • Is a mixture of all paths
  • Is a path that operates from the starting node to the end node
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  • Costly delay
  • Deadlines exist
  • Independent activities
  • Too many workers may be required
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  • normal time
  • most likely time
  • pessimistic time
  • optimistic time
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  • managers define the project activities.
  • highlight relationships among project activities.
  • point out who is responsible for various activities.
  • pinpoint activities that need to be closely watched.
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  • Gantt charts are expensive
  • Gantt charts give a timeline and precedence relationships for each activity of a project
  • Gantt charts are visual devices that show the duration of activities in a project.
  • None of the above
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  • marks the start or completion of a task.
  • is a task or subproject that must be completed.
  • is the latest time an activity can be started without delaying the entire project.
  • is the amount of time a task may be delayed without changing the overall project completion time.
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  • Critical path is determined in PERT only
  • PERT deals with events and CPM with activities
  • Costs are considered on CPM only and not in PERT
  • Guessed times are used in PERT and evaluated times in CPM
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  • straightforward concept
  • not mathematically complex
  • It does not handle the scheduling of resource allocation
  • Both straightforward concept & not mathematically complex
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  • Every network has only one critical path.
  • Some activities on the critical path may have slack.
  • The shortest of all paths through the network is the critical path.
  • On a specific project, there can be multiple critical paths, all with exactly the same duration.
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  • They can be used only to monitor schedules
  • There is the inherent danger of placing too much emphasis on the critical path.
  • They are applicable to only a narrow variety of projects and industries
  • The graphical nature of a network delays comprehension of the activity list's interrelatiomships
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  • Prioritizes tasks
  • Allows you to compare the planned and the actual progress.
  • Helps the team stay focused on the main thing.
  • All of the above
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  • PERT and CPM are useful in monitoring costs.
  • Time estimates are subject to fudging by managers.
  • Managers only need to closely monitor the critical path.
  • PERT and CPM are useful when controlling large projects.
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  • Each activity has three estimates of its duration.
  • Only critical activities contribute to the project variance.
  • Project variance is the sum of all critical activity variances.
  • The most likely time is different from the expected activity time.
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  • identify all the project tasks
  • determine the status of all tasks
  • identify the graphical planning aids to use
  • determine the logical order of project tasks
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  • The probable time estimate is calculated as t = (a + 4m + b)/6.
  • Optimistic time estimate is an estimate of the maximum time an activity will require.
  • Optimistic time estimate is an estimate of the minimum time an activity will require.
  • None of the above
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