Gantt Charts as a Tool for Project Management - Revision history

Tkokotas at 15:07, 18 December 2018

2018-12-18T15:07:48Z

← Older revision		Revision as of 15:07, 18 December 2018
Line 1:		Line 1:
			''Developed by Leonora Charlotte Malabi Larsen''


	This article is written in connection with course '''42433 Advanced Engineering Project, Program and Portfolio Management''' at '''The Technical University of Denmark''' in the autumn of 2015.		This article is written in connection with course '''42433 Advanced Engineering Project, Program and Portfolio Management''' at '''The Technical University of Denmark''' in the autumn of 2015.

S112910: /* Annotated bibliography */

2015-09-25T07:08:00Z

Annotated bibliography

← Older revision		Revision as of 07:08, 25 September 2015
Line 149:		Line 149:
	If you are interested in other subjects relevant to Gantt Charts please have a look at the following articles from the course:		If you are interested in other subjects relevant to Gantt Charts please have a look at the following articles from the course:

	*[[~~Managing Uncertainty~~ and ~~Risk on the Project~~]]		*[[Minimizing Risk and Uncertainties in Construction Projects]]

	*[[Minimizing Risk and ~~Uncertainties in~~ Construction ~~Projects]]~~		This article adresses how uncertainties and risk are created and how they can be managed by the means of Lean Construction principles.

S112910: /* The Big idea */

2015-09-25T06:53:56Z

The Big idea

← Older revision		Revision as of 06:53, 25 September 2015
Line 8:		Line 8:
	= The Big idea =		= The Big idea =
	[[File:Fig6.jpg\|800px\|thumb\|right\|Figure 2: Karol Adamiecki (1866-1933), Source: http://projectmanagementhistory.com/The_Harmonogram.html]]		[[File:Fig6.jpg\|800px\|thumb\|right\|Figure 2: Karol Adamiecki (1866-1933), Source: http://projectmanagementhistory.com/The_Harmonogram.html]]
	[[File:Fig3.jpg\|300px\|thumb\|left\|Figure 1: Henry Gantt, Source: http://www.manufactura.mx/industria/2011/06/17/padre-de-la-gestin]]		[[File:Fig3.jpg\|300px\|thumb\|left\|Figure 1: Henry Gantt (1861-1919), Source: http://www.manufactura.mx/industria/2011/06/17/padre-de-la-gestin]]

	The earliest Gantt chart appeared in the 1890s. It was created by a Polish engineer by the name of Karol Adamiecki (Figure 2) who ran a steelwork in the southern Poland. He was in-terested in different ideas and techniques within management. But 15 years later an American engineer, Henry Gantt (Figure 1), came up with his own version of the chart during his work on the construction of Navy ships during world war one. His version of the chart eventually became widely known and popular and therefore Henry Gantt was the one who laid name to the chart. The Gantt chart has changed very little over the past 100 years and is still thought of as an essential project management tool because of the many advantages that the chart provides.		The earliest Gantt chart appeared in the 1890s. It was created by a Polish engineer by the name of Karol Adamiecki (Figure 2) who ran a steelwork in the southern Poland. He was in-terested in different ideas and techniques within management. But 15 years later an American engineer, Henry Gantt (Figure 1), came up with his own version of the chart during his work on the construction of Navy ships during world war one. His version of the chart eventually became widely known and popular and therefore Henry Gantt was the one who laid name to the chart. The Gantt chart has changed very little over the past 100 years and is still thought of as an essential project management tool because of the many advantages that the chart provides.

S112910: /* Challenges */

2015-09-25T06:37:08Z

Challenges

← Older revision		Revision as of 06:37, 25 September 2015
Line 66:		Line 66:
	Some tasks can overlap each other because they don't depend on each other but on the other hand some tasks may be dependent on one another and therefore it can be useful to use indications of dependencies that link related tasks together in the Gantt chart. Dependencies can be described in various ways: finish to start, start to start and finish to finish as shown on Figure 4. They are illustrated on the Gantt chart as small vertical arrows running between the tasks. The most common dependency is finish to start indicating that one task needs to be finished in order for the next to begin. Start to start dependencies means that two tasks are started at the same time however this does not mean that they are completed at the same time. Finish to finish dependencies indicates that the tasks are finished at the same time but the beginning of them can be initiated at different times.		Some tasks can overlap each other because they don't depend on each other but on the other hand some tasks may be dependent on one another and therefore it can be useful to use indications of dependencies that link related tasks together in the Gantt chart. Dependencies can be described in various ways: finish to start, start to start and finish to finish as shown on Figure 4. They are illustrated on the Gantt chart as small vertical arrows running between the tasks. The most common dependency is finish to start indicating that one task needs to be finished in order for the next to begin. Start to start dependencies means that two tasks are started at the same time however this does not mean that they are completed at the same time. Finish to finish dependencies indicates that the tasks are finished at the same time but the beginning of them can be initiated at different times.

	In the practical world when planning a project it can be difficult to rely on dependencies because of sudden changes in the project. To account for this there at two variations of dependency types that can be applied: dependencies with lag time and practical dependencies.		In the practical world when planning a project it can be difficult to rely on dependencies because of sudden changes in the project. To account for this there at two variations of dependency types that can be applied: dependencies with lag time and practical dependencies.
	<ref name=Orr/>		<ref name=Orr/>

Line 99:		Line 99:
	===Risk Mitigation===		===Risk Mitigation===

	Uncertainty or risk is always a part of project management and it is essential for the project manager to fully understand where problems might occur in order to plan ahead of them an avoid delays and expensive cost to try and make up for it or correct a mistake. Therefore it is a good idea to put in extra time in the schedule for things to go wrong.		Uncertainty or risk is always a part of project management and it is essential for the project manager to fully understand where problems might occur in order to plan ahead of them an avoid delays and expensive cost to try and make up for it or correct a mistake. Therefore it is a good idea to put in extra time in the schedule for things to go wrong.

	There are two ways to ad time for things to go wrong: float, which has been mentioned previously and contingency. These two methods are very different from one another. Contingency is planned time for things to go wrong whereas float is time that is available but if used this means that what was planned has not been achieved. However float does give the advantage of extra time if unplanned events should occur, but it is not a good idea to rely on float alone in the events of things going wrong. Project managers should include contingency in their planning of a project for each task where there is a significant amount of risk for the task not to precede as planned. How much contingency needs to be added depends on how big the risk is.		There are two ways to ad time for things to go wrong: float, which has been mentioned previously and contingency. These two methods are very different from one another. Contingency is planned time for things to go wrong whereas float is time that is available but if used this means that what was planned has not been achieved. However float does give the advantage of extra time if unplanned events should occur, but it is not a good idea to rely on float alone in the events of things going wrong. Project managers should include contingency in their planning of a project for each task where there is a significant amount of risk for the task not to precede as planned. How much contingency needs to be added depends on how big the risk is.

Line 107:		Line 108:
	===Monitoring and control===		===Monitoring and control===

	When the Gantt Chart is approved and the project is initiated it is important to monitor and control the progress of each task to successfully manage the project. This can be done by the project manager by simply asking the project team to report on their work continuously to get an idea of how many percentage of their task is complete. However making sure to get sufficient information about the progress of their work can be difficult if their statement is subjective and with no analysis of the real progress the project has achieved. Therefore it crucial to have a system where the reports have a standard template to ensure that the right information is gathered and up to date~~, but also~~ interpreted by the project manager to get the real picture of how the project is doing ~~to help~~ the project managers make timely actions whether it be to decide if new planning or corrective actions are needed for any of the tasks to avoid problems building up.		When the Gantt Chart is approved and the project is initiated it is important to monitor and control the progress of each task to successfully manage the project. This can be done by the project manager by simply asking the project team to report on their work continuously to get an idea of how many percentage of their task is complete. However making sure to get sufficient information about the progress of their work can be difficult if their statement is subjective and with no analysis of the real progress the project has achieved. Therefore it crucial to have a system where the reports have a standard template to ensure that the right information is gathered and up to date. But it is equally important that this infomation is interpreted by the project manager to get the real picture of how the project is doing. This helpt the the project managers make timely actions whether it be to decide if new planning or corrective actions are needed for any of the tasks to avoid problems building up.
	<ref name=Orr/>		<ref name=Orr/>

S112910: /* Application */

2015-09-25T06:33:08Z

Application

← Older revision		Revision as of 06:33, 25 September 2015
Line 29:		Line 29:
	[[File:Fig1.jpg\|600px\|thumb\|right\|Figure 3: Example of Gantt chart, Source: Orr, 2003]]		[[File:Fig1.jpg\|600px\|thumb\|right\|Figure 3: Example of Gantt chart, Source: Orr, 2003]]

	Gantt charts used to be prepared by hand and therefore the chart needed to be redrawn every time there was a change in the project which posed some limitations to the usefulness of the chart. However with the invention of the computer along came project management software which makes the tool much easier to handle and update when changes occur.		Gantt charts used to be prepared by hand and therefore the chart needed to be redrawn every time there was a change in the project which posed some limitations to the usefulness of the chart. However with the invention of the computer along came project management software which makes the tool much easier to handle and update when changes occur. This article will not go into details with the different tools related to making Gantt charts and will merely explain the use of this project management tool and what challenges and limitations a project manager is faced with when using the tool.
	<ref name=www.gantt.com/>		<ref name=www.gantt.com/>


	The Gantt Chart is build up around three key elements: the grid, the task bars and the time scale.		The Gantt Chart is build up around three key elements: the grid, the task bars and the time scale.
	The grid is built up as a matrix consisting of vertical and horizontal lines that cross with one another, creating a number of boxes that represent a single unit of time.		The grid is built up as a matrix consisting of vertical and horizontal lines that cross with one another, creating a number of boxes that represent a single unit of time. The time scale is placed on the horizontal axis and can be set to any time interval be it a day, a week or a month etc. The time interval is most likely to change as planning progresses but can with the use of computer software easily be adjusted.
	The time scale is placed on the horizontal axis and can be set to any time interval be it a day, a week or a month etc. The time interval is most likely to change as planning progresses but can with the use of computer software easily be adjusted.

	All activities are listed vertically to the left of the chart. In Figure 1 the tasks have been named: Task 1, Task 2, Task 3 etc. but in real Gantt charts the task description should be meaningful in order to clearly communicate the purpose of the task.		All activities are listed vertically to the left of the chart. In Figure 3 the tasks have been named: Task 1, Task 2, Task 3 etc. but in real Gantt charts the task description should be meaningful in order to clearly communicate the purpose of the task.

	The horizontal task bars are the heart of the Gantt chart. They show where an activity begins and ends. Simple, quick and with a clear visual impact they give a wealth of information.		The horizontal task bars are the heart of the Gantt chart. They show where an activity begins and ends. Simple, quick and with a clear visual impact they give a wealth of information.
Line 53:		Line 52:
	'''Step 2: Analyze tasks'''		'''Step 2: Analyze tasks'''

	Next up is performing a detailed analysis of the tasks to be undertaken in order to get an understanding of the attributes related with each task. This includes resources, timescale and dependencies. This is important due to the fact that all attributes are linked closely together – adjusting one will affect the other! An example of this could be adding human resources to a task which will result in saving time for completing the task but could increase the cost. The fact that all attributes are linked can make it difficult to know where to begin however the simplest place to start is the task duration.		Next up is performing a detailed analysis of the tasks to be undertaken in order to get an understanding of the attributes related with each task. This includes resources, timescale and dependencies. This is important due to the fact that all attributes are linked closely together – adjusting one will affect the other! An example of this could be adding human resources to a task which will result in saving time for completing the task but could increase the cost. The fact that all attributes are linked can make it difficult to know where to begin however the simplest place to start is the task duration. How long a task will take is often estimated by the people responsible for performing the task based on previous experiences with similar tasks from the past and what the requirements are for achieving the task. Having experiences with similar tasks is a huge benefit because it makes it possible to adjust the requirements for achieving the task based on any difficulties that they may have come across before, making the task run more smoothly.
	How long a task will take is often estimated by the people responsible for performing the task based on previous experiences with similar tasks from the past and what the requirements are for achieving the task. Having experiences with similar tasks is a huge benefit because it makes it possible to adjust the requirements for achieving the task based on any difficulties that they may have come across before, making the task run more smoothly.
	<ref name=Orr/>		<ref name=Orr/>

S112910: /* Limitations */

2015-09-24T20:21:00Z

Limitations

← Older revision		Revision as of 20:21, 24 September 2015
Line 118:		Line 118:
	The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.		The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.
	<ref name="www.brighthubpm.com"> [www.brighthubpm.com] ''What is a Work Breakdown Structure'' Available at:http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/ (Acessed: 24-09-2015, 10:19 pm)</ref>		<ref name="www.brighthubpm.com"> [www.brighthubpm.com] ''What is a Work Breakdown Structure'' Available at:http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/ (Acessed: 24-09-2015, 10:19 pm)</ref>


	Complexity is the biggest limitation because it is difficult to display them in the Gantt chart. An example could be a milestone that has multiple tasks that are required in order to achieve it. For each of those tasks has sub-tasks is required and this is difficult to explain well in the chart. For this reason the project managers should not rely exclusively upon the Gantt chart.		Complexity is the biggest limitation because it is difficult to display them in the Gantt chart. An example could be a milestone that has multiple tasks that are required in order to achieve it. For each of those tasks has sub-tasks is required and this is difficult to explain well in the chart. For this reason the project managers should not rely exclusively upon the Gantt chart.


	If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made. If the chart goes past one page the chart begins to loose its functionality which is why the chart works best for smaller projects.		If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made. If the chart goes past one page the chart begins to loose its functionality which is why the chart works best for smaller projects.

S112910: /* Limitations */

2015-09-24T20:20:22Z

Limitations

← Older revision		Revision as of 20:20, 24 September 2015
Line 117:		Line 117:

	The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.		The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.
			<ref name="www.brighthubpm.com"> [www.brighthubpm.com] ''What is a Work Breakdown Structure'' Available at:http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/ (Acessed: 24-09-2015, 10:19 pm)</ref>
	http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/

	Complexity is the biggest limitation because it is difficult to display them in the Gantt chart. An example could be a milestone that has multiple tasks that are required in order to achieve it. For each of those tasks has sub-tasks is required and this is difficult to explain well in the chart. For this reason the project managers should not rely exclusively upon the Gantt chart.		Complexity is the biggest limitation because it is difficult to display them in the Gantt chart. An example could be a milestone that has multiple tasks that are required in order to achieve it. For each of those tasks has sub-tasks is required and this is difficult to explain well in the chart. For this reason the project managers should not rely exclusively upon the Gantt chart.
Line 128:		Line 127:
	Depending on the project other tools than the Gantt chart that might suit the project better.		Depending on the project other tools than the Gantt chart that might suit the project better.

			<ref name="www.brighthubpm.com"> [www.brighthubpm.com] ''When Gantt Charts Aren't the answer'' Available at: http://www.brighthubpm.com/project-planning/52723-disadvantages-of-gantt-charts/(Acessed: 24-09-2015, 10:19 pm)</ref>
	When Gantt Charts Aren't the answer http://www.brighthubpm.com/project-planning/52723-disadvantages-of-gantt-charts/


	During the project the chart needs to be updatet because of progress or changes to the project		During the project the chart needs to be updatet because of progress or changes to the project

S112910: /* Limitations */

2015-09-24T20:16:45Z

Limitations

← Older revision		Revision as of 20:16, 24 September 2015
Line 117:		Line 117:

	The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.		The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.

			http://www.brighthubpm.com/templates-forms/2645-what-is-a-work-breakdown-structure/

			Complexity is the biggest limitation because it is difficult to display them in the Gantt chart. An example could be a milestone that has multiple tasks that are required in order to achieve it. For each of those tasks has sub-tasks is required and this is difficult to explain well in the chart. For this reason the project managers should not rely exclusively upon the Gantt chart.

			If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made. If the chart goes past one page the chart begins to loose its functionality which is why the chart works best for smaller projects.

			The Gantt charts main focus is time. Trying to ad time, cost and scope is very difficult because the chart is so limited.

	Depending on the project other tools than the Gantt chart that might suit the project better.		Depending on the project other tools than the Gantt chart that might suit the project better.

	If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made. If the chart goes past one page the chart begins to loose its functionality which is why the chart works best for smaller projects.

			When Gantt Charts Aren't the answer http://www.brighthubpm.com/project-planning/52723-disadvantages-of-gantt-charts/

S112910: /* Limitations */

2015-09-24T20:08:19Z

Limitations

← Older revision		Revision as of 20:08, 24 September 2015
Line 114:		Line 114:
	===Limitations===		===Limitations===

	Gantt charts can have a great benefit to project managers but they are however limited. The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.		Gantt charts can have a great benefit to project managers but they are however limited.

			The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.

	Depending on the project other tools than the Gantt chart that might suit the project better.		Depending on the project other tools than the Gantt chart that might suit the project better.

S112910: /* Limitations */

2015-09-24T20:07:52Z

Limitations

← Older revision		Revision as of 20:07, 24 September 2015
Line 114:		Line 114:
	===Limitations===		===Limitations===

	Depending on the project other tools than the Gantt chart that might suit the project better. If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made.		Gantt charts can have a great benefit to project managers but they are however limited. The Chart is based on the work breakdown structure. This method is used to breaking down a project into components or pieces that can be estimated and analyzed to make complex project more manageable. If a project has not gone through a breakdown structure process the Gantt chart cannot be used for the project schedule due to the risk of overseeing vital activities in the project making the Gantt chart useless.

			Depending on the project other tools than the Gantt chart that might suit the project better.

			If a project is very complex the Gantt Chart can become very extensive and confusing instead of creating an overview depending on how detailed the chart is made. If the chart goes past one page the chart begins to loose its functionality which is why the chart works best for smaller projects.



	During the project the chart needs to be updatet because of progress or changes to the project		During the project the chart needs to be updatet because of progress or changes to the project