Gantt Chart creator Henry Gantt died in 1919, so it is unlikely that he was able to grasp the nature of the true impact his planning creation would prove to have in the future. A common feature of project planning in virtually every industry today, the Gantt chart originally was used for large infrastructure projects including construction of the Hoover Dam beginning in 1931 and America’s interstate highway system that was newly begun in 1956. It still is a common tool for large infrastructure projects and IT planners see it as being essential for IT projects. It isn’t limited only to large, complex projects however. It is equally as useful for planning a household move or any other activity that contains several layers.
Tips for Creating a Gantt Chart
There are several software packages available that aid in constructing an effective Gantt chart. Likely the most well known is Microsoft Project, but there are others as well. Though software simplifies layout, the planner still must define the project, determine what needs to be accomplished and specify the order in which steps must be completed to complete the project on schedule. For a very simple project, a Microsoft Word table or even a handmade chart on paper may suffice. In any case, these are the primary steps:
• Begin by defining and listing the largest components of the project. This is the beginning of the Work Breakdown Structure (WBS) of the standard project plan.
• Within each larger WBS component, define the activities contained within the category.
• Define the length of time expected by or devoted to all specific activities. Gantt chart software will compile a total time, but that task also can be manual if using non-project software such as Microsoft Excel or Microsoft Word.
• Assign personnel to each task. Software will create and maintain a total of labor hours required for the entire project. If using non-project software or preparing a Gantt chart manually, the user will need to track and total labor hours manually.
• Define antecedents! As example, for a project directing a move from one location to another, it will be necessary to secure a new property and prepare it before scheduling movers. Define and designate each of the obvious antecedents. Others may and likely will emerge; they can be added later.
The Process of Using the Gantt Chart
Consider the relatively simple task of moving into a new office building. This task is simple only when compared to a large IT project or a large infrastructure task! But for our purposes, the scenario is that ABC Company has employees working in two separate locations within the same city. The company is IT-dependent and must have full connectivity before employees begin work in the new facility. Company management has secured a larger facility within the same geographic area and wishes to accomplish its consolidating move over the weekends of two months.
Rule 1: build in time padding! Remember Murphy’s Law? Murphy’s Law states that if anything can go wrong, it will. Murphy’s Law never is in more direct effect than within any project plan, but an effective – and enforced – project plan can put Murphy on the run. The following plan allows a full month to schedule and complete cabling and moving services for ABC Company, which is far more time than should be required. The extra time provided in the project plan is an allowance for events that have not occurred and as yet are unforeseen, thus allowing time to address anything that Murphy’s Law creates during the process. If things go smoothly and the extra time is not required, then the move may be completed ahead of schedule.
Example of Gantt Chart Content
ABC Company secures a building that currently is under construction but is nearly finished. The building will need to be inspected, cabled and otherwise finished to accept both human and electronic services. Every step, of course, needs to be completed in the most efficient way possible. Aside from end date, the first task is to define the WBS, which will look something like this:
Complete construction
• Inspect the new facility
Schedule vendor services
• Computer cabling installation
• Copier relocation
Move library
• Pack books
• Move and prepare shelving
• Move books
• Shelve books
• Move filing cabinets
Move general corporate items
• Pack general corporate items
• Move those items
• Unpack and arrange
• Move safes
Move computers
• Pack to ensure safety
• Physical move
• Installation
Move personal effects
• Employees pack their own offices
• Movers deliver boxes
• Employees arrange their new offices
Next, assign antecedents. Scheduling vendor services is task number four, but it must follow task number two, which is completing construction. It makes no sense to schedule internal cabling if the internal space does not yet exist. Similarly, task number seven is moving the library, but that can be accomplished only after finishing task number three, which is inspecting the new facility.
Tasks and their antecedents can be widely separate within the WBS. An example is moving employees’ computers, which is number 19 on the WBS. Certainly employees’ computers can be moved nearly at any time, but there is little reason for moving computers if cabling hasn’t been completed, particularly if the company is striving to effect the move over a few weekends so the move doesn’t disrupt normal business services. So number five, completing computer cabling, is an antecedent for number 19, which is the physical move of employees’ computers. In turn, physically moving the computers – number 20 on the WBS – is the antecedent for task number 21 on the WBS, which is computer installation.
Identify the critical path. The critical path is an integral tool for all project management and planning. At its most basic, the critical path of any project consists of the activities that must be completed on schedule if the entire project can be completed on schedule. The critical path is the project pathway of longest duration, and it also affects the outcome of the entire project. As example, if a critical path activity is delayed by as little as a single day, then the entire project is at risk for being delayed unless that time can be recovered in another step, hence the “padding” that astute project managers build into their project plans. For our company relocation example, there are two concurrent critical paths:
Schedule vendor services
• Computer cabling installation
• Copier relocation
Move computers
• Physical move
• Installation
Though it’s important to get the books moved and shelved as well as getting corporate items moved and placed into their proper spaces, business can continue only when computers are functional and running. While it’s desirable for employees to be seated at work stations, they can stand for a short time if necessary. It will make no difference if everything else is finished but the company has no means of communicating electronically with its customers. Even the best designed project plans can slip their schedules. The astute project manager guards the critical path and ensures completion of its tasks even at the expense of other tasks listed in the WBS.
Conclusion
The Gantt chart truly is a miraculous planning tool that also enables project managers to see virtually at a glance if any specific project is on schedule or if any component needs managerial attention. Though Henry Gantt died very nearly a century ago, the highly useful planning tool he created remains highly relevant – and indeed necessary – in today’s business environment.
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