For each of the assumptions of classic scheduling theory, give an example of when it might be valid. Give an example of when each is not valid.

In this assumption, it is believed that the duration of each task is fixed and can be accurately predicted. Valid example: A well-established assembly line producing the same product repeatedly, where each task has a fixed duration of time to complete. Not valid example: A research and development project, where the duration of tasks can be unknown or subject to change due to unforeseen challenges.

This assumption states that tasks do not have any dependencies and can be started and performed in any order. Valid example: A team working on separate and distinct tasks that don't require cooperation and can be performed individually without any dependencies. Not valid example: Tasks in a construction project often have precedence constraints, as certain tasks (e.g., laying the foundations) must be completed before others (e.g., building the walls).

This assumption suggests that there is no limit to the resources available to perform the tasks, such as labor, machinery, or materials. Valid example: A digital content creation project where resources like storage and computing power can be expanded quickly at little to no cost. Not valid example: In the construction of a building, resources such as manpower, equipment, and building materials can be limited, both in quantity and availability.

This assumption means that tasks can be scheduled without considering the schedules of other tasks, and without any conflicts. Valid example: A software development project done using agile methodology might have independently schedulable tasks that can occur simultaneously without affecting each other. Not valid example: Projects where tasks depend on external factors, such as weather, environmental regulations, or shipping schedules, may not be independently schedulable. Understanding the assumptions of classic scheduling theory helps to determine their applicability and limitations in real-world projects. By knowing when these assumptions hold and when they don't, project managers can better account for potential risks and uncertainties.