Gantt chart and Scheduling techniques

Abstract

Scheduling is about "determining when an activity should start or end, depending on its (1) duration, (2) predecessor activity (or activities), (3) predecessor relationships, (4) resource availability, and (5) target completion date of the project."

In this article, a review of scheduling techniques Gantt chart and Critical path method (CPM) will be presented. The Gantt chart is one of the oldest scheduling tools and is a graphical way to explain and display the schedule-related information. The tool displays each activity and the duration, and clarify what should have been achieved at a certain point in the time. The limitation with the Gantt chart it that the tool does not show the critical activities, which the Critical path method (CPM) does. The CPM is an algorithm for scheduling a set of project activities in the project. In the CPM a Network diagram needs to be developed. The Network diagram is about identifying the component activities and their relation to each other.
This article will provide a step-by-step guide on how to create and use the different scheduling techniques. Furthermore, this article will explain how the different scheduling techniques can supplement each other, and what the limitations in each scheduling tool are.

Project Time Management

Figure 1: Scheduling overview. Received from:

Project Time Management provides the processes that are required in a project with timely completion. The Project Time Management includes six processes which are described below :

1. Define Activities - Identify the activities and actions to be performed to produce the deliverables of the project.

2. Sequence Activities - Identify and document the connections between the activities in the project.

3. Estimate Activity Resources - Estimate the amounts and types of the material, people, equipment, or supplies needed to perform the activities in the project.

4. Estimate Activity Durations - Approximate the number of work periods required to perform individual activities with the expected resources.

5. Develop Schedule - Analyse the activity durations, sequences, resource requirements, and schedule restrictions to produce the project schedule.

6. Control Schedule - Control the status of the project to update project development and managing the changes in the project schedule.

Scheduling A plan can only show the practicability of accomplishing its objectives when the actions and activities in the plan are put together in a schedule that illustrates when each action or activity will be carried out. Today there is many different methods and approaches to scheduling. It can either be by computer-based planning tools or done manually. The scheduling method dictates the procedures and rules for the scheduling process in the project. Tools like Gantt chart and Critical Path Method (CPM) are tools often used in the planning process of a project. By combining the scheduling tool or method and using the outputs from the processes in the Project Time Management; define activities, sequence activities, estimate activity resources, and estimate activity, the project schedule can be produced. Figure 1 describes how the scheduling methodology, scheduling tool, and outputs are interacting with each other and in the end creates the project schedule.

The Gantt Chart

Gantt Chart is the oldest form of a formal scheduling tool. The Gantt chart was developed in the 1910s by Henry Gantt, and today used widely as a scheduling tool in projects. A Gantt chart keeps track of the progress of the multiple activities there often is in a project.

Definition

"A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars.".

Gantt charts are especially useful when scheduling one-time projects. Projects like construction buildings to making films are all projects that. (which project can you use gantt chart?) Overall, however, Gantt chart advantages have been realized by all types of organizations for applicable applications.
1. Avoid Completion Confusion
2. Keep Everyone on the Same Page
3. Understand Task Relationships:
4. Effectively Allocate Resources:
5. Get a Handle on the Future:

Use Gantt Charts More Effectively Using Creately: remeber to use the right tool - then it is easyere to make a gantt chart.

How to create a Gantt chart?

Developing a Gantt chart takes some steps. In the scoping phase determines the level of details and the activities identifies in the project. There are many ways to create a Gantt chart and in the end, it depends on the project and the working style. In the table below some general steps to developing a Gantt chart are described.

How to create a Gantt chart. Received from: [1]

Creating a Gantt chart step by step

Step 1 - Creating the axes: Create a sheet with vertical and horizontal axes. The vertical axis represents the activities, and the horizontal axis represents the timescale. To make the Gantt chart more clear and get and an idea of the total time that needs for each activity, adding the calendar time in timescale is a good idea, see figure 1. Step 2 - Creating the bars: Create bars representing each activity. The length of the bars should be proportional to the duration time. If there are multiple activities it is a good idea to create a summary or hammock activity, see figure 1. By using hammock activities the project can be summarized in fewer activities, which gives a better overview of the project, but in the same time, you can still go into the level of detail with the activity group in the hammock. The bar of the hammock activity begins when the earliest activity in the group starts and end when the latest activity in the group ends, see figure 2. Figure 2: How to create a Gantt chart. Reproduced from: [2] Step 3 - Revise til Gantt chart: Have a look at the Gantt chart again. Are all the important activities there and are they logically placed in the chart? What about the timescale? Are the durations reasonable? Make the necessary changes in the chart.

Critical Path Method (CPM)

The Critical Path Method Develop in the 1950s by Morgan R. Walker and James E. Kelley. CPM is very similar to PERT(Program evaluation and review techniques), but represent information in a different way.

What is the difference between CPM and PERT?

Definition

"A schedule network analysis technique used to determine the amount of scheduling flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates are calculated by means of a forward pass, using a specified start date. Late start and finish dates are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project early finish date determined during the forward pass calculation.”

How to create the Critical path

Creating the Critical path step by step

Step 1 - Specify each activity: All activities need to be specified. The activities are usually drawn from the work breakdown structure. Step 2 - Sequence the activities: The understanding of the dependencies of the activities is important when creating a critical path method. Therefore you should make a table describing which activities are affecting which. Step 3 - Creating a Network Diagram: There are two techniques ways to construct a network diagram. It can either be represented by an Arrow Diagram or a Precedence Diagram. Both techniques include the basic elements of the activities, that need to be performed. Like in the Gantt chart each activity is given a duration within a time limit to complete the task. The network can like in the Gantt chart also be divided into sub-networks, which are the smallest unit that can be processed and can be linked into larger networks. Figure 3: Arrow diagram. Reproduced from: Arrow diagram Figure 3 shows how an arrow diagram looks like. The circles represents the events and are connected to arrows which indicate the activities of the project. The time period of each activity is also indicated on the arrow. Each event represent the activity start and finish. An event is finish when its preceding activities are done. It is important to be accurate when creating the arrow diagram because it is the base of the analysis that is performed. The order of the activities must also be placed logically. In figure 3 Building Section cannot be performed before Prepare Site has finished. The activities in the project may affect the way the network is worked out in the end. The different activities types are described below: Dummy Activities - this activity is not an actual task, but more a link between the networks paths, read more in the section Event types and activity. Ladder Activities - are activities which describe the overlapping activities in the project, read more in the section Event types and activity. Hammock Activities - as described in the Gantt chart, hammock activities can be used to summarised multiple activities in a project, which is a good way to make the project more manageable. Figure 4: Precedence diagram. Reproduced from: Figure 4: Precedence diagram. Reproduced from: Precedence Diagram Figure 4 shows how an example of how a precedence diagram can look like. The boxes represent here the activities in the network and the arrows/lines are the dependencies in the precedence network. As the arrow diagram, an activity cannot start before finishing the one before, but two or more parallel activities can be worked out the same time, this is also the case in the arrow diagram. In the precedence diagram the activities are identified as A1, A2, A3 etc. see figure 5. The different activities durations is depended on the time that is required to perform the task. The dependencies in the presence network are generally more flexible than the arrow network. The dependencies are divided into four types, see figure 5: - Finish-to-start - Finish-to-finish - Start-to-start - Start-to-finish Like in the arrows diagram, it is important to have an accurate representation of the project. The dependencies is also important to ensure that the placement of the activities are logical. Step 4 - Estimate activity durations: How long each activity will take. Step 5 - Identify the critical path: The critical path is the longest rout to the trough the network. It is critical because of any... Delay the project. Step 6 - Use and update:

Event types and activity

Each activity in the project may have a set of properties which in the end effects the network whether the network is represented by an arrow or perceived diagram. These properties are offend called types and are:
- Dummy activities
- Hammock activities
For arrow network only, is there also types like:
- Ladder activities
- All event types
For precedence networks only:
- Start activities
- End activities

The Importance of the Gantt Chart and the Critical Path for Project Management

How to connect Gantt chart and CPM

For complex, time-critical projects, the CPM/PERT charts might be useful in providing a clear indication of the critical sequences of tasks necessary to keep the project on schedule. However, the Gantt chart—especially when augmented by notations to show dependencies—is easier to produce and update, and is a good all-around project planning tool.

Pros and cons

	Pros	Cons
Gantt chart	An easy way to schedule all tasks and track them in the project progress next to the deadline(s) Strong visual communication and scheduling tool Readable for the stakeholders.	Does not show the dependency of the tasks to each other Does not show which tasks are ‘critical’ to finish the project on time. Constant updates of the chart Does not shows enough details about the subactivities that must be performed to accomplish each primary activity.
CPM	Identifying critical activities	more...

Annotated Bibliography

Milosevic, D. Z., & Martinelli, R. J. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons. Provides a step-by-step guide of when and how to construct a Gantt chart, it also provides real-world examples.

Guide, A. (2008). Project management body of knowledge (pmbok® guide). In the Project Management Institute.

A good basis for understanding the different terms and tools in project management.

Carson, Christopher Oakander, Peter Relyea, Craig. (2014). CPM Scheduling for Construction - Best Practices and Guidelines. Project Management Institute, Inc. (PMI)