A Work Breakdown Structure (WBS) and project network are often confused despite being two distinct items. AWBS is a description of the various tasks being undertaken in a project, the people response, and the command structure. On the other hand, a project network is a flowchart showing the relationships between various project's terminal elements (Maylor, H, 2010). Both tools are important to a project and are related to each other because they in different ways help the carrying out of the project; they guide project performance. Though creating a project network is easier and it displays all the elements of a project, a WBS is necessary as it shows the work relationships, various tasks, and the division of work which a project network lacks.
Recently, construction of a business park in Orlando in Florida began and I was actively involved. The project manager was well conversant of the dynamics of projects and took advantage of his understanding of the critical path and delayed the project for two weeks. His delay will not delay the completion of the project because it is slack. His taking advantage of the slack was appropriate as it helped the owner secure more partners for the project. From the project manager's action, it is clear that a project can be delayed for a given time without incurring additional costs, but that requires wide knowledge in project management.
After delaying the project for two weeks, a problem in execution of the project occurred later as the critical path had to be followed leading to additional time being spent on one activity. The project manager with his knowledge took time and studies the critical path and ordered several activities be carried out concurrently to ensure that the project would not spend more time than expected. In my view, the project manager's decision was appropriate because the activities he used would be done together without interfering with the quality of the project. Initially, the project had lost one week but using the manager's intervention it managed to save two weeks. It is clear that activities that are mutually exclusive can be done concurrently hence saving a lot of project time (Maylor, H, 2010).
Ethically, building a slack in a project is wrong as some will argue that the project will still be paid for the slack period and again if one is not careful they might end up compromising the quality (Maylor, H, 2010). In my view, therefore, a project manager should often disclose his or her intention to use a slack to ensure that every party involved is aware.
References
Maylor, H. (2010). Project management. Harlow: Financial Times Prentice Hall.
