A Gantt
chart is a type
of bar chart, developed by Henry Gantt, that illustrates
a project
schedule.
Gantt charts illustrate the start and finish dates of the terminal elements and
summary elements of aproject. Terminal elements
and summary elements comprise the work breakdown
structure of
the project. Some Gantt charts also show the dependency (i.e.,
precedence network) relationships between activities. Gantt charts can be used
to show current schedule status using percent-complete shadings and a vertical
"TODAY" line as shown here.
Although now regarded as a common charting technique, Gantt charts were
considered revolutionary when first introduced.In
recognition of Henry Gantt's contributions,
the Henry Laurence
Gantt Medal is
awarded for distinguished achievement in management and in community service.
This chart is also used in Information Technology to represent data that have
been collected.
Historical development
The first known tool of this type was reportedly developed in 1896 by Karol Adamiecki, who called it a harmonogram. Adamiecki only published his chart in 1931, however, in Polish, which limited both its take-up and recognition of his authorship. The chart is named after Henry Gantt (1861–1919), who designed his chart around the years 1910–1915.
One of the first major applications of Gantt charts was during World War I. On the initiative
of General
William Crozier, then Chief of Ordnance these included
that of the Emergency
Fleet, the Shipping Board, etc.
In the 1980s, personal computers allowed for widespread creation of complex and
elaborate Gantt charts. The first desktop applications were intended mainly for
project managers and project schedulers. With the advent of the Internet and
increased collaboration over networks at the end of the 1990s, Gantt charts
became a common feature of web-based applications, including
collaborative groupware.
Advantages and limitations
Gantt
charts have become a common technique for representing the phases and
activities of a project work breakdown
structure (WBS),
so they can be understood by a wide audience all over the world.
A common error made by those who equate Gantt chart design with project design is that they attempt to define the project work breakdown structure at the same time that they define schedule activities. This practice makes it very difficult to follow the 100% Rule. Instead the WBS should be fully defined to follow the 100% Rule, then the project schedule can be designed.
A common error made by those who equate Gantt chart design with project design is that they attempt to define the project work breakdown structure at the same time that they define schedule activities. This practice makes it very difficult to follow the 100% Rule. Instead the WBS should be fully defined to follow the 100% Rule, then the project schedule can be designed.
Although a Gantt chart is useful and valuable for small projects that fit on a
single sheet or screen, they can become quite unwieldy for projects with more
than about 30 activities.
Larger Gantt charts may not be suitable for most computer displays. A related
criticism is that Gantt charts communicate relatively little information per
unit area of display. That is, projects are often considerably more complex
than can be communicated effectively with a Gantt chart.
Gantt charts only represent part of the triple
constraints (cost,
time and scope) on projects, because they focus primarily on schedule
management. Moreover, Gantt charts do not represent the size of a project or
the relative size of work elements, therefore the magnitude of a
behind-schedule condition is easily miscommunicated. If two projects are the same number of days behind
schedule, the larger project has a larger effect on resource utilization, yet
the Gantt does not represent this difference.
Although project management software can show schedule dependencies as lines
between activities, displaying a large number of dependencies may result in a
cluttered or unreadable chart.
Because the horizontal bars of a Gantt chart have a fixed height, they can
misrepresent the time-phased workload (resource requirements) of a project,
which may cause confusion especially in large projects. In the example shown in
this article, Activities E and G appear to be the same size, but in reality
they may be different orders of magnitude. A related criticism is that all
activities of a Gantt chart show planned workload as constant. In practice,
many activities (especially summary elements) have front-loaded or back-loaded
work plans, so a Gantt chart with percent-complete shading may actually miscommunicate the true schedule
performance status.
Example
In the following example there are seven tasks, labeled A through G. Some tasks can be done concurrently (A and B) while others cannot
be done until their predecessor task is complete (C cannot begin
until A is
complete). Additionally, each task has three time estimates: the optimistic
time estimate (O),
the most likely or normal time estimate (M), and the pessimistic time estimate (P). The expected time
(TE) is computed using the beta probability distribution
for the time estimates, using the formula (O + 4M + P) ÷ 6.
Activity
|
Predecessor
|
Time
estimates
|
Expected
time
|
||
Opt.
(O)
|
Normal
(M)
|
Pess.
(P)
|
|||
A
|
—
|
2
|
4
|
6
|
4.00
|
B
|
—
|
3
|
5
|
9
|
5.33
|
C
|
A
|
4
|
5
|
7
|
5.17
|
D
|
A
|
4
|
6
|
10
|
6.33
|
E
|
B, C
|
4
|
5
|
7
|
5.17
|
F
|
D
|
3
|
4
|
8
|
4.50
|
G
|
E
|
3
|
5
|
8
|
5.17
|
No comments:
Post a Comment