Gantt
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Henry Gantt’s charts were originally applied to production planning in industrial factories. During the first world war Henry Gantt was appointed to consult in the manufacturing of ordnance by General William Crozier in 1917. As larger orders were placed, the productions quantities had increased ten thousand-fold, and the conventional charts were deemed inadequate as they did not emphasize time <ref name="Wallace Clark"> Wallace Clark (1922), The Gantt chart: A Working Tool of Management ",’Argument' </ref>. General William Crozier found that Gantt’s charts were useful, to “fix responsibility for action or lack of action” <ref name="Wallace Clark"> Wallace Clark (1922), The Gantt chart: A Working Tool of Management ",’Argument' </ref>. The following year, the chart was adopted throughout the United states arsenals and other naval production facilities. | Henry Gantt’s charts were originally applied to production planning in industrial factories. During the first world war Henry Gantt was appointed to consult in the manufacturing of ordnance by General William Crozier in 1917. As larger orders were placed, the productions quantities had increased ten thousand-fold, and the conventional charts were deemed inadequate as they did not emphasize time <ref name="Wallace Clark"> Wallace Clark (1922), The Gantt chart: A Working Tool of Management ",’Argument' </ref>. General William Crozier found that Gantt’s charts were useful, to “fix responsibility for action or lack of action” <ref name="Wallace Clark"> Wallace Clark (1922), The Gantt chart: A Working Tool of Management ",’Argument' </ref>. The following year, the chart was adopted throughout the United states arsenals and other naval production facilities. | ||
| + | After the war, Henry Gantt proceeded with his civilian consulting practice and his charts became widely recognised in the years between the first and second world war<ref name=”Wilson”> Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’ </ref>. By implementation of the Gantt Chart in production planning, managers were enabled to focus on overcoming productivity issues and avoiding hold ups. In cases where delays were unavoidable the manager would be able to inform costumers in advance<ref name=”Wilson”> Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’ </ref>. | ||
| + | Contemporary literature discussed how Gantt charts could be applied not only to production planning, but also for project management<ref name=”Wilson”> Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’ </ref>. In the 1950s Gantt charts fell out of popular use in production planning as large-scale productions were deemed too complex<ref name=”Wilson”> Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’ </ref>. | ||
| + | The concern of Gantt charts not being able to handle over complex issues, was however remedied by modern personal computers. Instead of re-drawing charts by pen and paper, if changes to the schedule occurred, interactive software now enabled managers to easily update and re-evaluate charts. | ||
== Big idea == | == Big idea == | ||
Revision as of 21:30, 21 February 2021
Contents |
Abstract
The Gantt chart is a helpful tool that can be used to visualize project scheduling. The chart takes it name from its inventor, Henry Gantt (1861-1919)[1]. The chart can be used to simplify complex situations and problems by shedding light on actions that should be taken to avoid idleness[2]. Gantt charts are a type of bar chart where the activities that a project consist of are plotted on the vertical axis and time is plotted on the horizontal axis[1].The activities are shown as bars with length and position relative to their duration and timing respectively. Traditionally Gantt charts would be plotted by hand using pen and paper. This limited the usability of Gantt charts as they required to be remade if unexpected changes in the planning schedule occurred. However, this issue has subsequently been addressed by the use of modern computers. This has made Gantt charts much more flexible as they can easily be altered if a situation prompts changes in the schedule. Originally Gantt charts were applied to mostly to industrial production processes but it can be applied to any planned human activity[2]. This article will discuss the Gantt chart as a project management tool and go over its applications, limitations and implementation.
Historical perspective
The Gantt chart is named after Henry Gantt (1861-1919), an American engineer and consultant who developed the chart between 1910 to 1915. A similar chart was however developed in 1896, around 15 years prior, by Karol Adamiecki, a polish engineer[3]. Although Karol Adamiecki, developed a similar tool to the Gantt chart prior to Henry Gantt, he did not publish his work until 1931[4], and did not gain the same international recognition as Gantt’s.
Henry Gantt’s charts were originally applied to production planning in industrial factories. During the first world war Henry Gantt was appointed to consult in the manufacturing of ordnance by General William Crozier in 1917. As larger orders were placed, the productions quantities had increased ten thousand-fold, and the conventional charts were deemed inadequate as they did not emphasize time [2]. General William Crozier found that Gantt’s charts were useful, to “fix responsibility for action or lack of action” [2]. The following year, the chart was adopted throughout the United states arsenals and other naval production facilities. After the war, Henry Gantt proceeded with his civilian consulting practice and his charts became widely recognised in the years between the first and second world war[5]. By implementation of the Gantt Chart in production planning, managers were enabled to focus on overcoming productivity issues and avoiding hold ups. In cases where delays were unavoidable the manager would be able to inform costumers in advance[6]. Contemporary literature discussed how Gantt charts could be applied not only to production planning, but also for project management[7]. In the 1950s Gantt charts fell out of popular use in production planning as large-scale productions were deemed too complex[8]. The concern of Gantt charts not being able to handle over complex issues, was however remedied by modern personal computers. Instead of re-drawing charts by pen and paper, if changes to the schedule occurred, interactive software now enabled managers to easily update and re-evaluate charts.
Big idea
Application
Limitations
Annotated bibliography
References
- ↑ 1.0 1.1 Richman, Larry L. (2002), “Project Management Step-by-Step",’'
- ↑ 2.0 2.1 2.2 2.3 Wallace Clark (1922), The Gantt chart: A Working Tool of Management ",’'
- ↑ Duke, Roger (2021), “Gantt.com",’'
- ↑ Marsh, Edward R. (1974), “The Harmonogram of Karol Adamiecki. Academy of Management Proceedings — 1974, Volume 1974, Issue 1, 32-32",’'
- ↑ Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’
- ↑ Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’
- ↑ Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’
- ↑ Wilson, James M. (2003), Gantt charts: A centenary appreciation. European Journal of Operational Research 149 (2003) 430–437 ”,’’
