Introduction
Geraldi. and Lechter (2012) define a Gantt chart as a key tool in project management that is used to illustrate work finished within a certain range of time relative to the planned time for the project. Gantt charts are mainly used to visualize projects since they graphically represent activities done against time and are thus useful in monitoring progress (Geraldi. and Lechter, 2012).
What do color codes represent?
Color codes are key essentials used to represent several things like task status, resource allocation, and task dependencies in project scheduling (Wilkens, 2006). From the given example, four color codes are used, representing different things. They easily indicate whether the schedule is slipping or improving. The yellow bars show the progress of the task from the former update cycle. The blue bars represent the completed tasks; for instance, activities A and B have been completed, with activity A completed after the planned date and B completed before the set date. The green bars show resource allocation, and the red bars represent the critical paths for the planned activities.
How would you handle an actual schedule and plan schedule deviation?
The actual schedule refers to the task’s timeline as they are finished in the actual period during the execution phase of the project (Maylor, 2010). In other words, it shows the real start and finish dates of activities as well as the present status of every activity. On the other hand, a planned schedule refers to the activity’s timeline as primarily planned and arranged in the planning phase (Maylor, 2010). Therefore, plan schedule deviation is experienced when the actual schedule differs from the planned schedule. At this point, activities are not completed as scheduled (Maylor, 2010). In order to handle the actual and planned schedule deviation, continuous tracking and monitoring of the project progress is needed. In cases where the actual schedule diverges from the planned schedule, the following factors should be considered. First, the project manager should identify what caused the deviation, and this could be due to poor planning or the occurrence of unexpected events (Maylor, 2010). The manager should then measure the effect of deviation on the timeline, scope, and budget.
Further, a corrective plan is required to return the project to its correct schedule. This may include the reallocation of resources, replan project schedule or involve stakeholders in a collective plan (Maylor, 2010). Finally, the project manager should update all members about the deviation and the corrective measures taken (Maylor, 2010). Keeping each member informed of every step in the project will keep the project moving on the right path.
How would you solve this if activities require different resources?
Project resources refer to the necessities needed for a project to be executed, and they include equipment, materials, and labor (Wilkens, 2006). Resources are available and limited at the same time. Thus, critical utilization of these resources is required. In cases where activities might require different resources, the following tasks are key areas to consider. First, the project manager should consider the availability of the resources needed (Wilkens, 2006). That is, these resources should be available for use when required. Allocation of the needed resources is another essential factor. The manager should ensure the resources are allocated based on the activity’s necessities. Further, the manager should ensure resources are levelled to avoid underutilization as well as overloading (Atan and Eren, 2018). Resources should be shared across all activities to fully maximize their effectiveness and efficiency. Finally, and most importantly, the manager should identify probable resource constraints during the scheduling stage to avoid cost overruns and delays.
Conclusion
From the above discussion, A Gantt chart is a key tool in project scheduling that gives project stakeholders a visual analysis of their project. Different color codes are used to show various tasks like completion level, resource allocation, and task dependencies. Any project can experience a deviation from its planned schedule. Thus, managers should identify any possible resource constraints and establish ways to curb them in case they occur during their project execution phase. These ways include proper planning, team collaboration, resource levelling, resource sharing, and resource availability.
Bibliography
Atan, T. and Eren, E. (2018) ‘Optimal project duration for resource leveling,’ European Journal of Operational Research, 266(2), pp. 508–520.
Geraldi, J. and Lechter, T. (2012) ‘Gantt charts revisited: A critical analysis of its roots and implications to the management of projects today,’ International Journal of Managing Projects in Business, 5(4), pp. 578–594.
Maylor, H. (2010) ‘Chapter 5: Initial Planning’, in Project Management. Harlow, UNITED KINGDOM: Pearson Education, Limited, pp. 96–128.
Maylor, H. (2010) ‘Chapter 6.1: Deconstruction of a project’, in Project Management. Harlow, UNITED KINGDOM: Pearson Education, Limited, pp. 132.
Wilkens, T. T. (2006). Fundamentals of scheduling & resource leveling. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
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