INFO6007 Chap.4 Schedule Management: Networks, PERT and Critical Path
Schedule Management: Networks, PERT and Critical Path
Schedule management defines and sequences activities, estimates duration, develops a dependency-based schedule and controls it. PERT uses (O + 4M + P) / 6. This chapter develops Six schedule processes, Define activities, Sequence activities, AON and AOA, PDM dependencies, PERT estimate, Analogous and parametric estimates, Critical path, Gantt chart, Control schedule.
Each idea is framed as a management decision: what evidence is needed, who owns the decision, which baseline or service outcome changes, and how the result is communicated.
Draw predecessors before dates, calculate complete path durations, retain the longest as critical, and recompute after duration or logic changes. The method is deliberately connective.
Scope choices affect dependencies and estimates; resource choices affect schedule and cost; governance choices affect escalation and benefit ownership; service choices affect operating value. A strong answer names those links rather than reproducing an isolated framework.
Start-to-Finish means B cannot finish until A starts.
The A–J path solution must be labelled AskSia-computed because the source provides the table but not the answer. The chapter uses direction checks, boundary cases and original scenarios to make those errors visible. Where a supplied figure is reproduced third-party material, the guide rebuilds it on new dimensions.
Where an answer is independently computed from a published table, it is labelled AskSia-authored rather than attributed to the University.
For assessment, start with a one-sentence definition, apply it to the stated facts, explain the consequence for objectives or constraints, and finish with the controlled action. Quantitative work must show the formula, substituted values, result, direction and management meaning.
Qualitative work must identify the decision owner and the evidence that would change the recommendation.
Study this chapter through retrieval. Rebuild the central artefact from a blank page, test it against a changed assumption, then check it against one neighbouring plan or practice.
That routine prepares for explanations, comparisons, scenarios and calculations without inventing a past-paper format or per-question mark scheme.
What this chapter covers
- 01
Six schedule processes
- 02
Define activities
- 03
Sequence activities
- 04
AON and AOA
- 05
PDM dependencies
- 06
PERT estimate
- 07
Analogous and parametric estimates
- 08
Critical path
- 09
Gantt chart
- 10
Control schedule
Free worked application: Schedule Management: Networks, PERT and Critical Path
- FrameIdentify the objective, decision owner and evidence available at the decision point.
- MethodApply the chapter rule and keep assumptions, units and direction words explicit.
- IntegrateTrace effects into at least one connected plan, baseline, stakeholder or service outcome.
- ActState the recommendation and the change, control or communication action that follows.
- VerifyCheck the result against the chapter trap and explain why the conclusion is reproducible.
Key terms
- Six schedule processes
- A chapter concept used to make the relevant scope, flow, responsibility, measure or outcome explicit. Interpret it in the scenario rather than from its label alone.
- Define activities
- A chapter concept used to connect evidence to a controlled project or service decision. Interpret it in the scenario rather than from its label alone.
- Sequence activities
- A chapter concept used to make the relevant scope, flow, responsibility, measure or outcome explicit. Interpret it in the scenario rather than from its label alone.
- AON and AOA
- A chapter concept used to connect evidence to a controlled project or service decision. Interpret it in the scenario rather than from its label alone.
- PDM dependencies
- A chapter concept used to make the relevant scope, flow, responsibility, measure or outcome explicit. Interpret it in the scenario rather than from its label alone.
- PERT estimate
- A chapter concept used to connect evidence to a controlled project or service decision. Interpret it in the scenario rather than from its label alone.
Schedule Management: Networks, PERT and Critical Path FAQ
What is the correct PERT formula?
PERT = (O + 4M + P) / 6, where O is optimistic, M most likely and P pessimistic. The extracted slide corrupts O and separates the divisor, so the formula is re-derived from those definitions.
What is the main decision rule for Schedule Management: Networks, PERT and Critical Path?
Draw predecessors before dates, calculate complete path durations, retain the longest as critical, and recompute after duration or logic changes.
What is the most common trap in Schedule Management: Networks, PERT and Critical Path?
Start-to-Finish means B cannot finish until A starts. The A–J path solution must be labelled AskSia-computed because the source provides the table but not the answer.
How should I structure a written answer on Schedule Management: Networks, PERT and Critical Path?
Define the concept, apply it to specific facts, explain the effect on an objective or constraint, identify the decision owner, and state the next controlled action.
Are the worked scenarios for Schedule Management: Networks, PERT and Critical Path official answers?
No. They are AskSia-authored learning examples derived independently from the concepts and stated inputs. They are not official questions, marking schemes or university solutions.
Exam move
Begin with the chapter map: Six schedule processes, Define activities, Sequence activities, AON and AOA, PDM dependencies, PERT estimate, Analogous and parametric estimates, Critical path, Gantt chart, Control schedule. Write the purpose of each item in your own words and connect it to a decision, an artefact and an owner. Then rebuild the worked application without looking at the answer.
Use this governing rule: Draw predecessors before dates, calculate complete path durations, retain the longest as critical, and recompute after duration or logic changes. Create two variations by changing one assumption, dependency, rating, probability, duration or stakeholder priority. Explain what changes and what remains stable. Keep an error ledger headed direction, boundary, authority, precision and integration.
The chapter's highest-risk mistake is: Start-to-Finish means B cannot finish until A starts. The A–J path solution must be labelled AskSia-computed because the source provides the table but not the answer. For quantitative work, write symbols and units before arithmetic, keep intermediate precision visible and translate the result into under/over, ahead/behind, faster/cheaper or selected/not selected as appropriate.
For qualitative work, write claim, scenario evidence, causal reasoning and controlled action. Finish by checking one neighbouring plan or practice. Review operational assessment details on Canvas; this learning chapter does not invent dates, a viva rubric, past-paper questions or a per-question university mark scheme.
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