The Critical Path Method (CPM) is a step by step technique used in project management for scheduling a set of tasks. It identifies the longest path in a schedule to determine the shortest possible project duration, thus helping to prioritize tasks. The CPM allows project managers to visualize which tasks are critical to project completion along with tasks that can be delayed without postponing the project. Its primary goal is to prevent time-frame problems and process bottlenecks.

A Gantt Chart is a graphical representation of a project schedule, displaying the start, end, and duration of project activities, as well as their sequential relationships. It allows project managers and team members to visualize the state of projects, understand the order of tasks, and track progress. It's an essential scheduling tool as it facilitates communication, improves clarity, identifies task relationships, and assists in keeping the project on track.

Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. It breaks down the project into manageable chunks, allowing for more accurate estimation of cost, risk, and time. It helps in defining a clear scope and assigning responsibilities, and is a foundation for project schedule and budget.

Estimation Techniques in project scheduling involve the prediction of the amount of time, resources, and costs required to complete a project. Some popular methods include Expert Judgment, Analogous Estimation, Parametric Estimation, Three-point Estimation, and Bottom-Up Estimation. Good estimation provides a clear vision, enhances efficiency, and helps stakeholders to make informed decisions.

Resource Allocation in project management involves assigning the available resources in an economic way to the project tasks. It ensures that resources are utilized effectively and not over-allocated or under-allocated. This includes human resources, equipment, materials, time, and budget. Proper resource allocation is crucial in project scheduling as it helps in successful project completion without resource constraints.

Dependency Identification is imperative in Project Scheduling. A Dependent activity cannot commence until its predecessor(s) finishes. The main kinds of dependencies are Finish-to-Start (FS), Start-to-Start (SS), Finish-to-Finish (FF), and Start-to-Finish (SF). Identifying task dependency allows managers to prioritize work and allocate resources effectively. The Dependency Identification process also helps illustrate constraints and risks, ultimately reducing project scope creep, delays, and cost overrun.

Project Evaluation and Review Technique (PERT) is a tool that represents tasks and timelines in a graphic format. Unlike the CPM, the PERT Chart focuses on time variables and helps visualize the interrelation between different tasks and activities. It involves the critical examination of completed projects to gain insight for future projects. PERT charts enable project managers to calculate a realistic timeframe for project completion by considering the best-case, worst-case, and most likely case scenarios.

A Baseline Schedule is a fixed project schedule. It is the standard against which project performance is measured. The project schedule could change as the project progresses; however, the Baseline Schedule should only be modified if there is an approved change in scope, deliverables, or timeline. Baseline Schedules are used to analyze project progress and efficiency, identify delays, and provide insights to stakeholders about changes to the project plan.

Float or Slack refers to the total time that you can delay a task without delaying the project. More slack means more flexibility in scheduling. Understanding Floats/Slack can help Project Managers to wisely allocate resources, confidently make scheduling changes, and retain project timelines under changing circumstances without affecting the overall project schedule.

Schedule Compression involves techniques used to shorten the project schedule without changing project scope. The two most common techniques are Crashing (adding resources to activities to finish them faster) and Fast Tracking (performing activities in parallel that were initially planned in sequence). Managers use Schedule Compression when the project timeline has increased, but the deadline cannot change. These techniques require risk analysis as they could lead to rework or increased cost.