ABSTRACT
Risk analysis can address these two weaknesses in CPM scheduling. The scheduler must interact with both the team members and management to make sure that the schedule correctly represents the current plan and any changes therein. This means in particular that activity durations, logical relationships and the resulting critical path and total float values are examined for their realism. The scheduler also be asked to help plan the project with 'what if' scenarios, examining alternative approaches to the project to see which will best serve the project's objectives. It can be argued that the technical side of project scheduling is the easiest part of the job. Scheduling software packages, and manual methods, usually require the scheduler to supply activity durations, that is, the number of days the activity will take to complete. Schedule risk analysis at its most fundamental will allow us to investigate the uncertainty in activity durations and to derive their implications for the project schedule.
