CHAPTER NO.

01 (THE PROJECT MANAGER’S WORLD)

1. Projects and their problems:
a. Optimistic project costing (Inaccurate and limited know how)
b. Excessive delays in appraisal, approval and implementation of project (Gap between project
should have started and started actually)
c. Unforeseen situation (Flood, earthquakes)
d. Mishandling of project (Administrative and organization setup)
e. Inflation (Unrealistic costing)
f. The policy environment (Not adequate incentive to teachers and students)
g. The governmental administrative process (Slow decision making, financial authorization and
disbursement, ill defined organizational arrangement, lack of coordination, the power
structure, delegation of power)
h. Unstable currency exchange disparities (Prices of imported goods)
i. Inaccurate demand forecasts (Inaccurate data and statistics)
j. Organizing farmer (Ignoring teachers, students, community members and people)
k. Technology and project design (Use of modern technology)
l. Personnel administration (Right type of skilled HR)
m. Procurement (Delays in supplies)
n. Inappropriate planning
o. Approval of economically and financial non-viable projects
p. Wrong location of projects
q. Need for HR training (Capital for training)
r. Award of contracts to non-deserving parties
2. Suggestion to improve the implement ability of education project:
a. Use of modern methods and techniques
b. Sound planning is necessary
c. Use of modern methods for monitoring
d. Modification and adaptation
e. Must have knowledgeable employees
f. Skilled employees to use advanced technology
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 CHAPTER NO.02 (FUNDAMENTALS OF AN EDUCATIONAL PROJECT)
1. The Plan
➢ Planning is the function of management that involves setting objectives and determining a
course of action for achieving those objectives.
➢ Planning is the process by which managers establish goals and specify how these goals are to
be attained. Plans have two basic components: outcome or goal statements and action
statements. Outcome or goal statements represent the end state—the targets and outcomes
managers hope to attain.
2. Types of Plan
1. Strategic Plan: (5 or more than 5 years) Strategic planning is an organization's process of
defining its strategy or direction, and making decisions on allocating its resources to attain
strategic goals. It may also extend to control mechanisms for guiding the implementation of
the strategy. Strategic plan includes:
a. Objectives and goals
b. Broad rules and means
c. Strategy statement required to move the organizational posture to desired future
position
d. Standard organizational planning
e. Qualitative and quantitative data basis
f. Environmental assumptions and predictions
2. Development Plan: (1 to 5 years) The project development plan is the creation of the final
project plan. It involves the integration of the every single plan created at different stages or
processes, and the integration into the final project document. The project team should use
Work Breakdown Structure (WBS) for the project plan development process. Development
plan includes:
a. Strategy for new programmes and services
b. Organizational conditions necessary for new environment and services
c. Divestiture of obsolete programmes and services
d. Future resources identification
e. Functional plan guidance
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f. Individual, sector plan
3. Operational Plan: (For 1 year) A project operations plan prevents any unplanned action
that may not succeed in accomplishing project goals. The plan includes a predetermined and
documented course of action on the project, which allows the effected government agencies
to review the project goals and determine the effectiveness of the plan
4. Long-Term Plan: (For 20 or more) A long-term plan is a document that acts as a map or
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guidance, clearly establishing where you are headed and how you are going to get there. It
allows you to accurately prioritize works, and monitor your progress towards the end-goals.
This process liberates you from the troubling cycle of day-to-day planning.
3. Types of Plan in Pakistan
1. Five-Year Plan: (Mid-term plan) Five-Year Economic Plans for the National Economy,
were the series of nationwide centralized economic plans and targets as part of the
economic development initiatives in the Pakistan like:
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a. To develop resources of the country

b. To promote the welfare of the people
c. Provide adequate living standards
d. Social services, Secure social justice, Equality of opportunity
e. Equal distribution of income
2. Mid-Term Plan: (For 3 years) Adjustment in 5 year plan based on unforeseen situation and
adjustment in priorities
3. Rolling Plan: Where five year plan fail to achieve their targets, get roll over for upcoming
years
4. Annual Plan: Started in 1972-78, for one year, In the absence of 5 year plan (war),
implementational instrument of 5 year plan, evaluates annual performance of 5 year plan,
provide basis for modification.
5. Sectoral Plan: Prepared for various ministries, general guidelines, target and policies. All
plans are usually aims to bring about development.
4. The Programme
➢ A program is a collection of projects that are managed as a group to achieve efficiencies of
scale. Just as project management involves the coordination of individual tasks, program
management is the coordination of related projects that are grouped together.
➢ A program is created to manage a number of related projects, each contributing to the
overall business objective, where it's efficient to manage them together to get the desired
outcome. A project is a single initiative where a team works to deliver a particular output.
5. Types of Programme
1. Sectoral Programme: Vocational teachers could be a sectoral programme with in
educational plan
2. Regional Programme: Development of sectoral services at national or regional level
3. Inter-sectoral Programme: (Integrated) Between two sectors
6. The Project
➢ A project is any undertaking, carried out individually or collaboratively and possibly
involving research or design, that is carefully planned to achieve a particular aim
➢ Project are activities undertaken for achievement of developmental objectives derived from
plan.
 ➢ Non-routine activities undertaken to achieve the objectives of the plan. Project have starting
and ending points
7. Types of Projects
1. Simple project: Aims to achieve a particular objective by accomplishing a single task like
room in a school.
2. Complex project: Multiphase, multivariate and long term project like university
3. Short term project: Ends with the completion of work, could be simple and complex
4. Long term project: Took longer period of time
5. Pilot project: Small project to test a developmental project
6. Research project: Investigative a situation to contribute to existing knowledge
7. Investment project: For the sake of investing capital in fixed assets
8. Technical cooperation project: To cover the shortage of technical assistance
9. Institutional building project: Universities, libraries, colleges, schools
8. Project Cycle
The project life cycle includes the steps required for project managers to successfully manage a
project from start to finish.
1. Project Identification: Project identification is the process of selecting a topic to be
developed further into a project concept. At minimum, project identification outlines the
location where the project will occur, the broad approach the project will take and the
problem to be addressed.
2. Feasibility: Resources, Financial, Benefits weighs costs, benefits to the people
3. Project Formulation: Project formulation is a process by which one obtains a complete
picture about the project being undertaken without really arriving at a detailed feasibility
study. The information collected through this exercise can be used for preliminary
evaluation and screening of projects. Like executing organization, identification of resources,
project location and size, Estimates of the quantitative and qualitative benefits etc.
4. Project Appraisal: Project appraisal is the process of assessing, in a structured way, the
case for proceeding with a project or proposal, or the project's viability. It often involves
comparing various options, using economic appraisal or some other decision analysis
technique. Like financial soundness, managerial soundness, outcome and field assessment
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5. Project Approval: Project Approval means the initial official action of the Local Entity
declaring its intent with respect to the financing of the Project Facilities
6. Project Implementation: Project implementation (or project execution) is the phase where
visions and plans become reality. This is the logical conclusion, after evaluating, deciding,
visioning, planning, applying for funds and finding the financial resources of a project.
Technical implementation is one part of executing a project
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7. Project Operation: Operations management deals with approaching day-to-day as well as
strategic business issues systematically. Project management deals with planning,
organizing, motivating, and controlling resources to achieve specific goals.
8. Project Evaluation: Project evaluation is a systematic and objective assessment of an
ongoing or completed project. The aim is to determine the relevance and level of
achievement of project objectives, development effectiveness, efficiency, impact and
sustainability.
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9. Project Planning
➢ Project plan is a combination of objectives, policies, procedures, budgets and other elements
necessary to carry out a predetermined specific objectives.
➢ Project planning is part of project management, which relates to the use of schedules such as
Gantt charts to plan and subsequently report progress within the project environment.
Project planning can be done manually or by the use of project management software.
➢ Depending upon the time and nature of the project, there are three different time scales for
project plans which are short project plan, intermediate project plan and long range
10. Project Planning information
1. Title of the project: (Definition, name, title)
2. Objectives and Targets: (Increase income, increase in productivity)
3. Objectives of a project: (According to the plan)
4. Justification: (Size, scope and location)
5. Linkages with development plan: (Must have linkages with other development plans)
6. Organization and Management: (Time, materials, and personnel)
7. Budgeting: (Estimates of future income and expenditures)
8. Resources Identification: (Financial, HR, Materials and Supplies)
9. Feasibility Analysis: (Practicable and viable)
10. Detailed project design stage: (How the resources will be marshaled and deployed)
11. Project design: (Project design is translating a project plan into a workplan by the project
manager)
11. PC-I (Project Plan form)
1. Part-I: Name of project, location, cost, expenditure etc.
2. Part-II: Estimates and source of financial resources
3. Part-III: Detail of Manpower, physical facilities etc.
 CHAPTER NO.03 (THE PROJECT CYCLE IN PAKISTAN)
1. The Project cycle in Pakistan
1. Sources of Project: From where the project has been take (ADP, NDP, Sector plan, Personal
initiative, Internal assistance programme, local and community needs
2. Project generation and design: The project generation process is perhaps best viewed as
having two components i.e. The coverage time towards the achievement of development
objective and the solution of a development problem. (Elimination of alternatives,
Elaboration of details, Project generation, identification of project idea, preliminary selection
of project concept, project preparation, feasibility study and detailed design)
3. Origin of project ideas: Can be taken from the country, international sector, national sector
or regional plans, unsatisfied demand, problems or constraints in the development process,
unused or under utilized material or HR and the need to implement over investment
4. Recognition of project idea: The first step in identifying a project consists of the
recognition and selection of one, or several ideas originating from one or more of the
sources. This requires a quick decision and professional people
5. Selection criteria: The criteria for screening or modifying project ideas and later on design
alternatives will be very broad initially and become more specific as the preparation work
progresses
6. Project formulation: determine feasibility and worthwhileness of the project
7. Project appraisal: It facilitate decision regarding the approval of a project for
implementation. This will assist the investors and other stakeholders in decision taking
2. Problems of project appraisal
a. Time and resources availability
b. Political and administrative pressure
c. Local and foreign commitments to national development sectors
d. Uncertainties about approval of project and project financing
e. Lack of expertise in project formulation
f. The format of the present PC-I form
g. Non-availability of project data
h. Unrealistic cost estimates
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i. Adhocism in project planning
3. Problems of project planning in Pakistan
a. Pre-implementation review
b. Heavy dependency on foreign consultants rather than locals
c. Must need to be adapted to the general condition of primary schools
d. Strong monitoring team
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e. The encouragement of project manager
f. The scope of the project should be redefined if there is lack of HR and other
g. Cost is much more than the profit
4. Planning Gaps:
In the context of a project, the planning included defining the objectives, setting up the targets,
estimating the time required for completion of the project, and the cost of the project, assessing the
personnel and material requirements, selection of monitoring the project and evaluating its
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outcomes
a. Identification of goals (Objectives are not clear, not according to NDP)
b. Targets
c. Time estimation
d. Project cost
e. Assessment of personnel requirement
f. Material requirements
g. Methods and techniques of monitoring
h. Project evaluation
5. Why do Planning Gaps occurs:
a. Lack of collaboration and coordination among planning and implementation
departments
b. Preparation of project plans by non-professionals
c. Non-availability of HR and other resources for project planning
d. The format of PC-I form
e. Uncertainties about the project approval and financing
6. The project managers job:
To remove the above mentioned gaps
 CHAPTER NO.04 & 05 (LOGICAL FRAMEWORK)
1. Logical framework:
➢ It is intended to provide project planners guidelines for preparing a good project plan which
ensures high degree of implement ability within the speculated time and cost estimates.
➢ A Log frame is another name for Logical Framework, a planning tool consisting of a matrix
which provides an overview of a project's goal, activities and anticipated results. It provides
a structure to help specify the components of a project and its activities and for relating
them to one another.
➢ The logical framework has both a vertical and a horizontal logic. Its vertical logic defines the
series of causative linkages which is intended to transform project input into development
changes at the sector of program. Its horizontal logic encourages the evaluator to measure
progress and verify planning assumptions at each level (Output, purpose and goals)
2. Components/Elements of Logical Framework
A logical framework is a concise document that outlines the key features that lead to a project
achieving its goas. A logical framework consists of 4 column by 4 or 5 row matrix.
Narrative summary Objectively Verifiable Means of Verification Important Assumptions
Indicators (OVI)
Project Goal
Project Purpose
Outputs
Activities
Components of Vertical Part:
a. Project Goal: The goal constitute long term vision for the project
b. Project Purpose: States the expected outcomes or direct effects of the project. (Benefits)
c. Output: States the services that the beneficiaries will receive from the project
d. Activities/Inputs: Constitutes the means to achieve the goals.
Components of Horizontal Part:
a. Narrative summary: This term use to describe the text that narrates the objectives. It could
have been given the title because the bottom cell in the column is a summary of activities.
b. OVI: Specify the performance standard to be reached in order to achieve the goal, the
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purpose and the outputs of the project. It must be SMART
c. Means of verification: Indicate what sources of information will be used to verify progress
towards or achievement of indicators. It describe where and in what form the necessary data
will be obtained.
d. Important assumptions: States the assumptions relating to the goal, outcome, outputs and all
the activities of the project.
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3. Importance of Logical Framework
a. Reduce planning confusion
b. Determine responsibility management
c. Approving evaluation process
d. Accessibility and straightforwardness
e. Recitation of important questions: Like from where and what resources
f. Formulation of project appraisal
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g. Complementary/supportive ideas (Complementary among the project information’s and

proceedings)
h. Increase acceptability of the project (Success)
i. Future guidelines
j. Role in achieving the Aim of the project
4. Limitations/weaknesses of Logical Framework
a. A logframe is fundamentally a static tool
b. A Logframe is drawn up after the project has already been designed
c. A logframe is ethically neutral (No guidance on socio-economic or income distribution)
d. A logframe is programmatically and technically neutral(No guidance on strategies and
techniques)
e. The methodology permits but does not require cost/benefit analysis
f. A clear distinction should be made between the logical framework concept and the logical
framework matrix format
g. Its just a visual representation and can be communicable
h. A distinction should be made between the logical framework matrix forma and the project
paper (PROP)
i. A logframe is objective oriented and does not describe actions, activities or process which
transform means into ends
5. Uses of Logical Framework
a. Project planning stage: (Essential process of formulation, sectoral plans, programs,
identification of objectives, target outputs and planned inputs)
b. Project Appraisal stage: (Used to provide an objective basis for a systematic assessment of
the logical consistency of the project plan)
c. Prior to implementation stage: (A project plan can be translated to logical framework before
its implementation, if project logical framework is not prepare at the start)
d. Project implementation stage: (Monitor the flow of resources in accordance with the target
set and levels of project implementation)
e. Project Evaluation stage: (Evaluation during implementation and after completion)
i. Criteria for evaluation ii. Basis for evaluation
ii. iii. Provide test for assumptions iv. Brings out the degree of the relevance
of the project
CHAPTER NO.06 (IMPLEMENTABILITY OF PROJECTS: PROJECT ENVIRONMENT)
1. What is Project Environment:
A project environment is all the internal and external forces that exert on your project management.
These are things from inside and outside the project that can impact your schedule, budget, team
morale and much more.
Internal: Plans and policies, Value proposition, HR, Financial and Marketing resources, Corporate
Image and brand equity, Physical assets, labour management and inter-personal relationship with
employees
External: Technological, economic, political, legal, social, competitive, global, ethical, physical,
technical, international, incidental
2. The system approach
The term systems approach emerged in the 1950s to describe a holistic and analytical approach to
solving complex problems that includes using a systems philosophy, systems analysis, and systems
management. Systems are sets of interacting components that work within an environment to fulfill
some purpose. Organizations are also systems, with people in various roles working together
to design, develop, deliver, and sell various products and services. A systems philosophy is an overall
model for thinking about things as systems.
Even though projects are temporary and intended to provide a unique product or service, you cannot
run projects in isolation. If project managers lead projects in isolation, it is unlikely that they will ever
truly serve the needs of the organization. Therefore, projects must operate in a broad organizational
environment, and project managers need to consider projects within the greater organizational
context. To handle complex situations effectively, project managers need to take a holistic view of a
project and understand how it relates to the larger organization. Systems thinking describes this
holistic view of carrying out projects within the context of the organization.
Systems analysis is a problem-solving approach that requires defining the scope of the system, dividing
it into components, and then identifying and evaluating its problems, opportunities, constraints, and
needs. Once this is completed, the systems analyst then examines alternative solutions for improving
the current situation; identifies an optimum, or at least satisfactory, solution or action plan; and
examines that plan against the entire system. Systems management addresses the business,
technological, and organizational issues associated with creating, maintaining, and modifying a system.
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3. Force-Field Analysis
➢ The Force Field Analysis is a framework used to aid business decisions, often in the context
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of strategic planning, implementation or change management. The framework assumes

there are forces in favour of the decision and forces against the decision.
➢ Force field analysis is a basic tool for root cause analysis that can help you take action once
the root cause has been identified. The technique is based on the assumption that any
situation is the result of forces for and against the current state being in equilibrium.
Applications:
a. To identify the enablers and barriers that promote change and impede change, respectively.
b. To assist in activity analysis and redesign.
c. To facilitate the adoption of change, and help identify factors to include in an enterprise's
system of merit and recognition.
Procedure/How to use the tool:
Step1: Describe our plan or proposal for change (Define your goal or vision for change, and
write down in the middle of the page)
Step2: Identify forces to change (These can be internal or external)
Step3: Identify forces against change (Internal resistors and retainers)
Step4: Assign scores (One for weak and five for strong)
Step5: Analyse and apply (To decide whether or not to move forward with the decision or
change)
4. A multifactor approach
a. Social Factors: General social philosophy, rate of literacy, religious attitudes, Social
stratification, Residential mobility, Occupational mobility and local traditions
b. Political Factors: National governments education, National priorities, power & Authority
structure, Party manifestos, political bargaining, Leadership influences, Project exploitation
c. Economic Factors: Type of economy, condition of economy, inflation, changes in the prices,
Fluctuations in the foreign exchange, govt budge
d. Physical Factors: Land, location, climate
e. Technical Factors: Environment of project, language and quality of plans, HR and structural
organization of project, allocation and releasing of funds, power and authority structure
f. International Factors: Embargo, taxes, quotas, technological advancement
g. Accidental Factors: Death of staff members, labour strikes, fire, flood
 CHAPTER NO.07 (WORK PLAN FOR IMPLEMENTING THE PROJECTS)
1. Gantt Chart:
➢ A Gantt chart is a horizontal bar chart developed as a production control tool in 1917 by
Henry L. Gantt, an American engineer and social scientist. Frequently used in project
management, a Gantt chart provides a graphical illustration of a schedule that can be used to
plan, coordinate and track tasks in a project.
➢ A Gantt chart is a commonly used graphical depiction of a project schedule. It's a type of bar
chart showing the start and finish dates of a project's elements such as resources, planning
and dependencies.
2. Uses of Gantt Chart:
a. Gantt charts used for visually representing the Project Schedules.
b. We can make the Project Plans to understand clearly
c. It helps visually representing the Tasks
d. We can use this for understanding the Due date and Deadline of activities
e. It can be used as a simple and easily understood model for communication information
f. It can be used as a tool for monitoring the progress of the project
g. The Gantt chart makes it possible to graphically record and present on a single sheet
h. It singles out the activities that are either behind or ahead of schedule
i. It leads to management by exception
j. Used for scheduling and execution of various activities
3. Advantages of Gantt Chart:
a. It is to represent the Project schedules and Activities
b. Easy to represent Tasks, Sub-tasks, Milestones and Projects Visually on a Graph
c. Clear visibility of Dates and Time Frames
d. It helps to see the Plans by Day, Week, Month, Quarter and Year
e. Helps to effectively manage the Team
f. And it helps in efficient Time Management
g. Easy to group all sub tasks under a main task
h. Also, we can see the Team Members and their responsible tasks
i. Easy to Check the Project Status
j. We can See the Completed % of Tasks
k. Tasks in Progress and Pending work is clearly visible on Stacked Bars
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l. Helps Managers to easily coordinate with the teams
m. Gantt chart is good tool for presenting in Team Meetings
4. Limitations/Disadvantages of Gantt Chart:
a. Require more efforts for Creating and Managing the Chart
b. Updating a Chart is Very Time Consuming
c. All Tasks are not visible in a single view of a Gantt
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d. Need to scroll and Click additional buttons to view remaining items

e. Stacks represents only the time and not the hours of the work
f. Not easy to re align the tasks from on section to another
g. Not easy to calculate the aggregates
5. Steps/Structuring of Gantt Chart:
a. Broke down the project in discrete component activities
b. Sequence of execution of these activities
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c. The duration of these activities

d. List of activities in sequence of time and determine those could be caried out simultaneously
6. Critical Path Method (CPM):
➢ The critical path method (CPM) is a technique where you identify tasks that are necessary
for project completion and determine scheduling flexibilities. A critical path in project
management is the longest sequence of activities that must be finished on time in order for
the entire project to be complete.
➢ The critical path method, or critical path analysis, is an algorithm for scheduling a set of
project activities. It is commonly used in conjunction with the program evaluation and
review technique.
7. Steps in Critical Path Method (CPM):
1. Specify each activity
2. Establish dependencies (Activity sequence)
3. Draw the network diagram
4. Estimate activity completion time
5. Identify the critical path
6. Update the critical path diagram to show progress
8. Advantages of Critical Path Method (CPM):
1. Enhance scheduling
2. Improved project management
3. More efficient distribution of HR
4. Cost/Budget control
5. It figures out the activities which can run parallel to each other.
6. It helps the project manager in identifying the most critical elements of the project.
7. It gives a practical and disciplined base which helps in determining how to reach the
objectives.
8. CPM is effective in new project management.
9. CPM can strengthen a team perception if it is applied properly.
10. CPM provides demonstration of dependencies which helps in the scheduling of individual
activities.
11. It shows the activities and their outcomes as a network diagram.
12. It gives a fair and concise procedure of documenting of project.
13. It helps in determining the slack time.
14. An explicit and clear approach of communicating project plans, schedules, time and cost
performance is developed.
15. It is extensively used in industry.
16. It helps in optimization by determining the project duration.
9. Disadvantages of Critical Path Method (CPM):
1. Poor adaptation to change
2. Inability to determine the exact duration of tasks
3. A lot of time and effort required
4. Constant resource planning required
5. The scheduling of personnel is not handled by the CPM.
6. In CPM, it is difficult to estimate the completion time of an activity.
7. The critical path is not always clear in CPM.
8. For bigger projects, CPM networks can be complicated too.
9. It also does not handle the scheduling of the resource allocation.
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10. In CPM, critical path needs to be calculated precisely
10. Programme Evaluation and Review Techniques (PERT):
➢ The program evaluation and review technique is a statistical tool used in project
management, which was designed to analyze and represent the tasks involved in completing
a given project.
➢ Program evaluation and review technique (PERT) is a technique adopted by organizations to
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analyze and represent the activity in a project, and to illustrate the flow of events in a
project. PERT is a method to evaluate and estimate the time required to complete a task
within deadlines.
11. Steps in PERT:
1. Identify the specific activities and milestones.
2. Determine the proper sequence of the activities.
3. Construct a network diagram.
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4. Estimate the time required for each activity.

5. Determine the critical path.
6. Update the PERT chart as the project progresses
12. Advantages of PERT:
1. Planning For Large Projects
2. Visibility of Critical Path
3. Analysis of Activities
4. Coordinating Ability
5. The What-if -Analysis (Various level of uncertainties)
13. Disadvantages of PERT:
1. Time Focused Method (Take too long time)
2. Subjective Analysis (The activities for a project are identified based on the data available)
3. Inaccuracy due to Prediction
4. Expensive
5. Other Issues (Labour intensive, increase in project activities, large and complicated
network)
14. Advantages of PERT over CPM:
1. The PERT gives the project management or the project manage the ability to plan the best
possible use of resource to achieve goals
2. PERT enables the executives to manage (one of a kind) programs, as opposed to repetitive
production situations. It means that each project is taken as a project of its own kind
3. PERT helps the project manager handle the uncertainties involved in programs where no
standard time data of the is available
4. PERT diagram utilize a so called “Time network Analysis” as a basic method of approach to
determine manpower, material and capital requirements
 CHAPTER NO.08 (SCHEDULING OF RESOURCES)
1. Use of Gantt Chart for Resource scheduling:
a. Multiple resource need
b. Single resource need
2. Resource scheduling by Gantt Chart (Manpower, Material/Equipment and Financial)
a. List the project activities which would require finance, manpower and material resources on
the project activities
b. Separate and list the activities or elements according to the resources they should require
c. Prepare a resource scheduling chart

3. Resource scheduling by CPM Method: (Manpower, Material/Equipment and Financial)

a. Prepare a list of activities
b. List the resources required for each activity
c. Draw a CPM network diagram
d. List the resources required to complete each activity
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4. Advantages of CPM Method for Resource scheduling:

1. It facilitates monitoring of resource requirements with reference to project task and
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activities
2. It helps make adjustment of resources with the project activities or sub projects
3. It clearly shows the slack times of project activities so that it is possible to make easy
adjustment of resources
4. Supplemented by the activity time, the CPM network scheduling of resources affords a
project manager greater control over project resource management
5. It helps resource scheduling adjustment with a view to accommodate slack time, crash time
or normal time activities