Projects usually require a schedule for people to understand the phases and inputs required to complete the overall task. GANTT charts were created by Henry Gannt, an engineer and social scientist around 1910. They have had a good run too, being used on projects such as the Hoover Dam.
Since the GANNT/GANTT chart is very versatile and can be used in many contexts, it is an important asset to project managers, and was described in 1999 as one of the most widely used management tools for project scheduling and control.
GANTT (or also called GANT) Charts visualise schedules by using horizontal bars that last from the start date of a piece of work, until an end date. These outline each stage of a project, or bucket or work. All of these buckets of work are listed on the vertical axis of the chart. This helps workers to communicate the status of a project as well as the fact that the project will remain on track until the end date.
What a GANTT Chart can, and can’t do.
The GANNT/GANTT Chart is all about the ‘big picture’, meaning that the smaller details of each specific task only contribute to the GANTT/GANNT chart if it works within the context of the larger task itself. GANNT/GANTT charts show what resources for tasks needed at a which date.
By displaying the layout of a project, the GANNT/GANTT chart shows stakeholders a way to monitor progress. Identifying specific milestones that are achieved or should be achieved within a certain timeframe.
While the use of a GANNT/GANTT chart may provide valuable insight for the project at a strategic level before it is executed. it cannot provide any information on the difficulties that may be experienced when the project is carried out. Issues which may in turn impact the timing of other tasks.