Gantt Chart Scheduling
(Created page with "== Abstract == <ref name="NMMT"> 2006 R. Züst, P. Troxler. No More Muddling Through</ref> <ref name="BMS"> 2017 J. Geraldi, C. Thuesen, J. Oehmen, V. Stingl. Doing Projects</...") |
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== Abstract == | == Abstract == | ||
| + | Gantt Charts are the foundation of planning and scheduling, thus perhaps being the most important element in project, portfolio and program management. The Gantt Chart is tool that allows managers to boil project parts and phases down to simple visual blocks based on the planned and expected duration, which can then be arranged according to interdependencies. Furthermore, as a visualisation tool, it provides overview of planned processes, in order for managers or stakeholders to keep track of what progress should be obtained at certain point in a process. | ||
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| + | This article sheds light on the overall concept of Gantt Charts and the story behind, hence how and why it was developed. Furthermore, it will clarify why Gantt Charts are relevant both as a concept which is applied in several settings and as scheduling tool within Project, Program and Portfolio Management. | ||
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| + | With an established reasoning on why to apply Gantt Charts to Project, Program and Portfolio scheduling, the article will continue by addressing how they are created. The creation is however not sufficient as the tool must be utilised and maintained actively and continuously within the timeframe projects, programs and/or portfolios, in order to provide the expected value. | ||
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| + | Though, Gantt Charts are somewhat limitless with regards to the sizing and extent of the application, they themselves do not solve scheduling issues. The article therefore addresses the limitations of Gantt Charts and challenges that may occur when applying them, as well as opportunities that stems from them. | ||
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<ref name="NMMT"> 2006 R. Züst, P. Troxler. No More Muddling Through</ref> | <ref name="NMMT"> 2006 R. Züst, P. Troxler. No More Muddling Through</ref> | ||
<ref name="BMS"> 2017 J. Geraldi, C. Thuesen, J. Oehmen, V. Stingl. Doing Projects</ref> | <ref name="BMS"> 2017 J. Geraldi, C. Thuesen, J. Oehmen, V. Stingl. Doing Projects</ref> | ||
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== Overall Concept == | == Overall Concept == | ||
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== Limitations == | == Limitations == | ||
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| + | == Opportunites == | ||
Revision as of 20:55, 14 February 2021
Contents |
Abstract
Gantt Charts are the foundation of planning and scheduling, thus perhaps being the most important element in project, portfolio and program management. The Gantt Chart is tool that allows managers to boil project parts and phases down to simple visual blocks based on the planned and expected duration, which can then be arranged according to interdependencies. Furthermore, as a visualisation tool, it provides overview of planned processes, in order for managers or stakeholders to keep track of what progress should be obtained at certain point in a process.
This article sheds light on the overall concept of Gantt Charts and the story behind, hence how and why it was developed. Furthermore, it will clarify why Gantt Charts are relevant both as a concept which is applied in several settings and as scheduling tool within Project, Program and Portfolio Management.
With an established reasoning on why to apply Gantt Charts to Project, Program and Portfolio scheduling, the article will continue by addressing how they are created. The creation is however not sufficient as the tool must be utilised and maintained actively and continuously within the timeframe projects, programs and/or portfolios, in order to provide the expected value.
Though, Gantt Charts are somewhat limitless with regards to the sizing and extent of the application, they themselves do not solve scheduling issues. The article therefore addresses the limitations of Gantt Charts and challenges that may occur when applying them, as well as opportunities that stems from them.
