Heh Folks:

You’ve all provided quite some reading; I was tempted to just get by; but Gantt charts are a little more tempting than the don’t give a damn attitude.

Simply put, haven’t had much experience dealing with Gantt charts; but what they are conjures quite a few ideas in my mind that I am willing to shared. I do agree with most that has been said.
– Hetal, the topic initiator, attempts to outline what a Gantt Chart is to him before throwing the
topic up for this discussion; to begin the discussion, Saadi, serially numbered 1246, doesn’t
hesitate to add that a Gantt chart could provide as a guideline and suggests it should, therefore,
be realistically drawing out. With similar fairmindedness, other interesting suggestions are made by
almost everyone else that came after Saadi. In fact, ia14 – serially numbered 1236 – even outlines
the 4 stages to constitute the design of a Gantt chart and then neb2, serially numbered 1256, comes
up with the suggestion that a contingency plan to back up a Gantt chart should be made to take care
of un-expected occurrences that could delay the project.

Nothing is wrong with any of these suggestions; they’ve well thought out. We only have to be careful not get too spread out – grabbing at too many ideas as we lay out a Gantt chart just so things don’t go wrong. We must avoid being filled with fear that things will go wrong. The fear could make things go wrong. What I suggest we do is ensure care in choosing our contingency plans – they could become more expensive than the project itself.

I believe the person to design the Gantt chart is the manager; to design the Gantt chart there must be clarity of thought as to what the project entails. Knowing these details, a plan out the details of the needed tasks. With this clarity of thought the various units of the project can then be defined. If the company isn’t a new company, leaders of project units may then be defined in the mind. Otherwise, advise on unit leaders may be sought from the known leader of the department.

We can then pursue the following steps:
– We lay out the project in the form of the Gantt chart
– along with this we define the accompanying PERT chart
– consider the budget to fit
– an extra provision of approximately 10% of the budget is allocated for unexpected project
disabling contingencies. Such budget provision will be designed to counter the unexpectedness of
eventualities.
– After consulting with the department head and our idea – as portrayed by the Gantt chart – is approved, we
may then consult with all we need to use as unit supervisors, disclose the intention to have them
supervise specific project units making sure they feel trusted.