How to master the gateway to project management, Gantt?

Suddenly, what is scheduled management used in your day-to-day operations?


In any case, i think that the events and operations for the last 1 to 2 weeks, the work list and submissions related to it, and the period calculated from the required amount of work are written.
spitting out all the schedules managed by each of them, and sharing it with everyone involved is the gantt chart.

In other words, in project

management, the Gantt chart represents the preparation tasks and work tasks of deliverables for the milestones of the last week or two of the project, as well as the quantity and duration required for it, as a bar chart, and shared by all project members.

In addition, since the schedule of all project members is a Gantt chart in project management, it is necessary to properly assign project members to the bar chart.

There are three main evaluation indicators for project management: quality, cost, and delivery time (QCD).

• Project members start by managing the "D" (delivery date) so that their schedules are not delayed.
• "D" indicates delivery date and schedule management as described
• above.
• That's right, the Gantt chart was the gateway to project management.
• (Hereinafter, it is written as Gantt)

project management: how do i master gantt?

• purpose of use of gantt
• the purpose of creating a gantt is to use it as a tool to determine the validity of the schedule during the planning phase of starting project management.

the criteria for determining the validity of the schedule are as follows:

• are there any omissions or errors in the work?
• is there an error in the order of work?
• is the work period sufficient for the amount of work?
• are there overlaps at the large schedule level?
• is it a schedule that is conscious of acceptance and inspection?
• items to manage in gantt
• the basic items for gantt management are as follows.

WBS（Work Breakdown Structure）

once the project scope (terms and conditions, deliverables, etc.) is clarified, the necessary tasks are identify, deployed, and detailed according to the development and work process.
the tasks that you deploy and refine don't have to be very detailed.
the point is to make the task configuration so that anyone can see it, with the scope, the tasks to configure it, and the three levels of tasks up to one level below.

start date

this is the start date (expected start date) for the task to start.

end date

the task is due (expected to end date).

person in charge of work

you are the person responsible for performing the task. if you have more than one person, you can manage them by registering the primary person responsible or assigning the workers in parallel with the tasks.
whether to manage it as one task or as multiple tasks, if it is good to grasp the situation at the task level, it will be managed in one task, and if you want to grasp the work situation for each person in charge, it will be managed by multiple tasks.

end-of-work-start relationship

It is a dependency of each work.
In general, there are FS (end-to-start), SS (start-start), FF (end-to-end), and SF (start-end).

progress actuality (work progress) also, to clarify the status of work on the plan, we manage the following information.

start actual date

actual date corresponding to the start date (expected start date).
by clarifying the start date, it is possible to pre-manage, and later evaluation is possible.

to actual date

actual date corresponding to the end date (expected end date).
by clarifying the finished actual date, it is possible to pre-operate, and later evaluation is possible.

• progress actual (work progress)
• it is a % or degree indicating the volume of work.
• how to manage progress performance is to formulate operational rules in the project.
• for example, when completion is set to 100%, 10% start, 50% intermediate acceptance, 80% final acceptance ... manage as.
• in addition, you can visualize the progress by managing the "inazuma line" that connects the progress between tasks with lines on the delay and progress of each task with respect to the progress of the schedule that must be progressed at
• present.

project management: what are the benefits of gantt?

we summarized three benefits of using gantt in project management.

(1) the validity of the schedule can be understood at the proposal and planning stage of the project
is it a schedule that assumes overtime work or holiday work from the beginning? are there assignments or work periods for tasks that take into account member skills? you can also visually see.

(2) visualize plans (planned dates) and actual results (actual days, progress results)
for example, it is useful for determining the cause of work delays.
in addition, by utilizing inazuma lines, it is useful to visualize the list of tasks that are lagging behind.

(3) schedule and progress can be shared with members
sharing gantt with all members not only gives everyone visibility into the overall state of the project, but also helps you understand the impact of delaying progress on other tasks and raising awareness of delivery times.

project management: what can you devise when creating gantt?
gantt shows you the difficulty of project management, how you manage it, how you work, and where the mountain range is likely to be.
in order to share them firmly with all members, there are four points to devise when creating gantt.

(1) ALL WBS MUST BE WASHED OUT.

There is no basis at all even if the Gant is drawn by making a large schedule suddenly according to the development process.
To make your project management a success, first clarify the scope of your project.
The trick in finding out WBS is to identify not only your own tasks, but also yours.
There are tasks that should be carried out in agreement with the customer even if one contract process is taken, and in the manufacturing and delivery process, it is necessary as WBS because it leads to delivery through the task of receiving and inspecting by the customer.

(2) task management is not too detailed

Assign a person to each task when you drop it into the Gantt.
Therefore, it is easy to detail the task level for management because you want to tell the person in charge in detail and manage the progress in detail, but I think that it is not necessary to deepen the hierarchy so much and Gantt management.
As the hierarchy level of task management that constitutes the Gantt, we devise task configuration assuming management up to three levels for the required deliverables.

For more detailed tasks, it's a good idea to rule them to be managed as a TODO list of field personnel.

(3) do not duplicate multiple tasks with the same person in charge

It is natural, but surprisingly, when sorted and displayed by the person in charge, overlapping periods may be scattered at the planning stage.
When I interviewed PL, I received an answer that it was because I think about member skills and pull the task line with plenty of time.
It is certainly important to pull the task line with member skills in mind, but if so, you should assign other members so as not to overlap, or divide the tasks so that duplication does not occur.
Members also assemble a schedule as a due date even if the PL draws a line for a period of
time.
If you want to have a buffer (preliminary period), it is better to first consider assembling the schedule without a buffer and adjusting the schedule within the buffer range each time while watching the progress.

(4) clarify the work manager

The person assigned to the task is the work performer, but in reality, there are members who explain the purpose of the task and the expected output. The member may be PL, but it should be clear.
In project communication management, there is an idea of RACI .

The person in charge of "A:Accountable" explains the task, purpose, and expected output, and the person responsible for performing "R:Responsible" performs the task and reports on progress. The information necessary to complete the task is provided by the "I:Inform" information provider, and the point of consultation on how to proceed is to create a gant with these in mind, which is conducted by the "C:Consult" consultation responder.

Summary - how to master the gateway to project management, gantt? if you summarize the past, it is as follows.

Gantt: quantitative effects

by accurately entering the amount of work, man-hours planned at the time of planning, and the progress actual and progress rate, three effects can be revealed.

(1) the remaining work until the due date can be understood by quantity
example: as of march 16, remaining tasks by due date: 40 (completed tasks: 60)

(2) evaluation of the plan can be judged numerically
example: scheduled start date: 3/14 start date: 3/16

(3) measures for troubles and delays can be understood by quantity
example: as of march 16, progress rate: 10%, 3 days late

Gantt: qualitative effects

by sharing information with all members of the gantt, there are four effects.

(1) it is easy for all members to grasp the overall schedule of the project
it's easy to figure out what the situation is
in our project, when we're going to get over the mountain, and whether we're going to get over it.

(2) increased awareness that members comply with schedules
the context of your tasks shows the scope and importance of your progress delays and other factors

(3) schedule management can be left as experience
PL: Know the tips
for managing schedules Members: Understand how to assemble schedules for due dates

(4) understand the path to completion and goal
PL: Know what to focus on next for completion and goal: Visibility
into the process to completion

what are the tips for mastering gantt?

• It is common for any project to have problems and problems that affect some of the schedules to resolve them.
• It is important not only to ensure the appropriateness of the measures to be resolved, but also to be able to scrutinize the tasks and to have a clear stakeholder (RACI). I think it is important to share them firmly with Gantt.
• In addition, I think that there is something to be learned from the failure
• experience.
• The next time we start project management, I think it will be important to create gantt in a form that provides feedback.
• After that, I think that the trick is to always modernize it according to the actual situation while sharing Gantt with all
• members.

Instead of leaving the schedule table created during the project planning phase, update to the latest schedules and task management tables for each member to improve project management.
Make your project management a success while mastering Gantt and growing your
members!