![]() ![]() When asked how the project is going, they say "fine" because the chart looks fine. I've seen a number of cases where the project manager creates a beautiful Gantt chart showing the project being completed on time, with nice neat task relationships, sends it out to all the people involved - and then they sit back and leave it at that. Updating ProgressĬharts should be seen as snapshots of the current project situation: they should be dynamic and change as circumstances change, particularly as work is carried out on the tasks. ![]() Summary Gantt charts showing higher levels in the WBS may also be useful. It's also helpful if you can produce separate Gantt Charts for different WBS levels or stages/products, as they will have fewer tasks in them. It's often best not to show the dependencies (links) on this chart, especially if there are a large number of tasks and complex dependencies between them. ![]() Once the logic has been defined and the schedule has been calculated, the result can be displayed on the Gantt chart. You can concentrate on the logic of the task relationships: the software should do the scheduling for you, including calculating the critical path. Now's the time for the PERT or network chart software to be used. These tasks will have dependencies and durations and hence can be scheduled. Having defined the breakdown, you should have a list of tasks which need to be completed in order to produce the desired outcomes. Project Management Methodologies such as PRINCE2 also seek to analyse the project in terms of deliverables, "Products," although there is more of a sequence involved in the definition of the stages: in particular, there is a process of sign-off for each stage, sometimes called "Gateways", before the project is allowed to move on to the next. This method of breakdown does not necessarily imply any dependencies (logic) or sequence, hence neither the Gantt chart nor the PERT chart are suitable tools for carrying out this analysis. This concentrates on analysing the scope of the project according to its outcomes or deliverables. Part of the problem is that there isn't a clear understanding of how to break the project down in the first place, and using Gantt chart software to do this isn't necessarily the best way of going about it.Ī common method of breaking a project down is using a Work Breakdown Structure (WBS). In addition, the ease with which they can be created using software applications makes them open to misuse and misinterpretation. Gantt charts and PERT charts are useful tools for visualising and communicating information about projects, but they have a number of limitations. ![]()
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