Principally speaking, it is not the number of the linkages but the logic that should drive one's behavior in developing and managing a schedule as an effective management tool. 

It seems pretty odd to have that many number of successors and processors at multiple points, but it is not in violation of any scheduling standard.

If I saw a schedule like this, it would prompt a lot of questions at the Integrated Baseline Review (IBR). Can all of these over 400 tasks start currently as soon as the contract award? Do you have enough resources (people, material, etc.) to perform all these tasks simultaneously? Are there truly no other missing dependencies? 

The best option for the government is to objectively evaluate and document the contractor baseline risks during the IBR (technical risk, cost risk, resource risk, schedule risk, and management process risk). This baseline schedule may be rated high in one or more of these risk categories.