Project management involves forecasting, programming, and controlling crucial task activities to attain their aims. Project management is achieved via the integration and application of procedures of initiating, designing, applying, tracking, and foreclosing the work breakdown structure (Al-Hajj, 2018; Worgu & Wordu, 2018). Program managers adopt a task management program as an information source that offers recommendations based on the project’s critical paths and network diagrams (Cerezo-Narváez et al., 2020). The WBS provides detailed information and variables about project deliverables and achievements. Network diagrams are visual illustrations of a project’s program. A network diagram in the project direction is useful for organizing and monitoring the task from start to finish. The network diagram signifies the critical path and scope of a project. A concise project network diagram is populated with boxes visualizing responsibilities, obligations, and path arrows to map the program and the arrangement of events. Network diagrams reveal the critical path and describe the maximum series of tasks. Thus, managers use the WBS, network diagram, and critical path to control, monitor, and achieve project success.
The concepts of project management use terminologies such as WBS, critical paths, and network diagrams to define each task. Equipped with all the contents of the work breakdown structure, such as network diagrams and critical paths, program managers concentrate on specifying the chain of events required to finish the undertaking. Program managers use crucial characteristics or deliverables identified from the range of variables at the start point and build different project avenues (Hein Soe et al., 2018). The case example of construction work can describe the concept and relationship between the network diagram and critical paths of a project. A building construction task requires foundation mapping, digging, farming, building, and roofing. Based on the series of events, a program manager must obtain the ideal sequence of events, which permits the project to move smoothly without major consequences. Based on the sequence of events, the program manager must produce a network diagram with critical paths. A project’s critical paths are represented with nodes for each identification (Hein Soe et al., 2018). Using the time quotes, the program manager applies project management tools to compute each work breakdown structure’s start and end times. The procedure identifies activities or events in the order of time and delay.
The route that defines the maximum length or slacks via the network diagram is the project’s critical path. Although there could be several critical paths within a network diagram, program managers operate on fixing the chain of events to mitigate the likelihood of anomalies. Thus, the project concentrates on adjusting and monitoring these tasks. When a job within the critical path is delayed, the supervisor may redistribute funds and inputs to speed up its completion. The program manager could adjust a node that conflicts with another node within the network diagram. While the extended time duration and slacks define a non-critical activity, delays with such events cannot affect project completion (Worgu & Wordu, 2018). However, to compensate for possible critical path delays, project managers reorganize inputs from non-critical activities, enjoying the comfort of slack for these events.
The factors that affect project management include a task deadline, stakeholders, budget, cost, supply, and demand. These variables can be identified in the project’s network diagram and its critical path allotted to avoid delays and improve efficiency. Project planning begins with a work breakdown structure, associated tasks, innovative precedence associations, network diagram, task duration, and activity schedules. A WBS is a hierarchical identification of tasks and subtasks of a project. Managers use the WBS, network diagram, and critical path to control, monitor, and achieve project success.
References
Al-Hajj, A. (2018). The impact of project management implementation on the successful completion of projects in construction. International Journal of Innovation, Management, and Technology, 9(1), 21-27. Web.
Cerezo-Narváez, A., Pastor-Fernández, A., Otero-Mateo, M., & Ballesteros-Pérez, P. (2020). Integration of cost and work breakdown structures in the management of construction projects. Applied Sciences, 10(4), 1386. Web.
Hein Soe, P., Min Htike, T., & Hamontree, C. (2018). Critical path analysis programming method without network diagram. MATEC Web of Conferences, 192(1), 1-4. Web.
Worgu, F., & Wordu, A. (2018). Project network analysis model to dredging operations in Niger Delta. American Journal of Engineering Research, 7(12), 150-165.