Time
9 hours 53 minutes
Difficulty
Intermediate
CEU/CPE
10

Video Transcription

00:00
Welcome back, guys. I'm Katherine MacGyver, and today we're going to go over Gant charts.
00:05
So in this module introduction to Gant charts which are probably the most recognizable of all of the traditional project management tools,
00:15
I will have been shocked if at some point in your career, you have not bumped up against again chart. But a gang char is simply
00:25
a graphical representation of the timeline to complete your project. So on your y axis, you're gonna have your timeframes on your X axis. You're going tohave your project activities as you look through across your calendar. You're going to see that on July 15th
00:43
we should have completed all of these activities on the left. Some
00:49
graphical representation, Very important to note, uses your time frame. We're talking about this after the critical path method because first, there's a lot of synergy, and second, this tends to be a sequential activity. So we do our critical path method. Now we know how long things were going to take,
01:08
um, and what things we need to do because we have done our work breakdown structure.
01:14
And now we congratulate all out so that we can all take a peek and be on the same page as faras. What's going on with our project? So to create a Gant chart, you're going to want to use your milestones and goals from your project charter. Also super helpful. If you have your critical path technique,
01:34
you already know the chunks that need to be done.
01:36
Independent of that, you're going to want to list all of the tasks that need to be performed. So everything that needs to get done, um, you're going toe. Wanna have broken out the work breakdown structure convenient from the critical path that you already did it. You can use a work breakdown structure independent
01:56
of your critical path technique.
01:59
It really is. What is the big things and how do we break that out into the little chunks so we can get things done?
02:06
We want things done at an individual level because we contract for accountability. What is on track, what is off track. If you have multiple things in your work breakdown packet. It's hard to say what your completion is, who you need to do. Follow up with
02:22
how you need to get your sponsor, our champion involved to get these things taking care of.
02:27
So we really want this to be one task, one work breakdown, structure or packet. You were going to estimate the task duration. So how long is it going to take for us to finish this packet? So if you remember in critical path, I said, if you don't have a duration for it,
02:46
um, it's usually we trunk it out in one week, one week measurements. But,
02:52
for example, it should take me one day to complete a project charter If I don't have my project charter done in one day than we need to look at whether or not we need to do an intervention. So estimate your task duration. You're also going to need to identify dependencies between tasks.
03:10
So going back to my egg example,
03:15
I can't cook the egg before I whisk it, um, and get everything ready to go into the pan. However, I can heat the oil independent of the eggs. So you want to identify dependencies and these air, both going to be predecessors and successors.
03:30
So things that have to happen before and things that have to happen after and then you also want to look at things that things that can be done in conjunction or in parallel with each other. So, for example,
03:43
if I am writing my Project Charter and I need input from key stakeholders, I can also be building my team at the same time because those key stakeholders are the same people. So you're gonna want to identify dependencies between tasks Really heavy focus
04:00
on predecessors and successors.
04:02
So what are the things that I can't start until this is done? And what are the things that I must complete? Before I can start my next task, you're going to create your project schedule. So that's that timeframe along the y axis. We're going tohave these things done by this time.
04:21
So it's taking your critical path technique
04:26
and souping it up a little bit where you are now putting riel dates and there So I can say that I'm going to have this done by the end of next month or I'm going toe have this done in two weeks. Then at the end of that, you're going to draw your graph. It should look like
04:45
a waterfall, which is where when we start talking about waterfall project management Or if you've heard that term,
04:51
that's where it comes from. Gant charts look like Waterfall. We complete the tasks and move on. We do document interdependencies, and this is a linear process. So both the critical Path and the Gant charts. We expect to be linear, so you have a start and an end and the steps that need to happen within it
05:12
to get to that point.
05:14
So with that today, we really, really fast went over. Gant charts how to complete them, how to read them. Remember, why accesses time frame? It's going to have real dates in there. X axis is tasks that need to be done.
05:30
We like Gant charts because we can hold people accountable. And when our tasks aren't done by their date
05:35
and in our next module, we're gonna go over per or program evaluation and review technique. I will see you guys there

Up Next

Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

Instructor Profile Image
Kathryn McIver
Lead Instructor at Evidence-Based Management Association
Instructor