MIT WPU

OPERATIONS MANAGEMENT – I

Unit 3: Basics of Project Management & Service Operations Management: (9 Sessions)

· Project-Definition, examples, characteristics

· Project Management-Concept, Triple Constraints

· Gantt Chart & Work Breakdown Structure (WBS)

· Network Analysis- CPM (Numericals expected)

· Classification of Services based on Role of customer – Pure, Mixed, Quasi-

manufacturing

· Service Blueprinting

· Relation between Service Capacity Utilization and Service Quality

Project management is the application of processes, methods, skills, knowledge and

experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters.

Project management has final deliverables that are constrained to a finite timescale and
budget.
A key factor that distinguishes project management from just 'management' is that it has this
final deliverable and a finite timespan, unlike management which is an ongoing process.
Because of this a project professional needs a wide range of skills; often technical skills, and
certainly people management skills and good business awareness. (Definition by APM Body
of Knowledge 7th edition)

What is a project?
A project is a unique, transient endeavour, undertaken to achieve planned objectives, which
could be defined in terms of outputs, outcomes or benefits. A project is usually deemed to be
a success if it achieves the objectives according to their acceptance criteria, within an agreed
timescale and budget. Time, cost and quality are the building blocks of every project.

Time: scheduling is a collection of techniques used to develop and present schedules that
show when work will be performed.
Cost: how are necessary funds acquired and finances managed?
Quality: how will fitness for purpose of the deliverables and management processes be
assured?

When do we use project management?

Projects are separate from business-as-usual activities and occur when an organisation wants
to deliver a solution to set requirements within an agreed budget and timeframe. Projects
require a team of people to come together temporarily to focus on specific project objectives.
As a result, effective teamwork is central to successful projects.

Project management is concerned with managing discrete packages of work to achieve

specific objectives. The way the work is managed depends upon a wide variety of factors.
The scale, significance and complexity of the work are obvious factors: relocating a small
office and organising the Olympics share many basic principles, but offer very different
managerial challenges. Objectives may be expressed in terms of:
 outputs (such as a new HQ building);
 outcomes (such as staff being relocated from multiple locations to the new HQ);
 benefits (such as reduced travel and facilities management costs);
 strategic objectives (such as doubling the organisation’s share price in three years).
Why do we use project management?
Project management is aimed at producing an end product that will effect some change for
the benefit of the organisation that instigated the project. It is
the initiation, planning and control of a range of tasks required to deliver this end product.

Projects that require formal management are those that:

 produce something new or altered, tangible or intangible;
 have a finite timespan: a definite start and end;
 are likely to be complex in terms of work or groups involved;
 require the management of change;
 require the management of risks.
Investment in effective project management will have a number of benefits, such as:
 providing a greater likelihood of achieving the desired result;
 ensuring efficient and best value use of resources;
 satisfying the differing needs of the project’s stakeholders.

From start to finish, every project needs a plan that outlines how things will get off the
ground, how they will be built, and how they will finish.

Characteristics of a Project :
Projects are not homogeneous. Each project is different in itself. The distinctive
characteristics of a project are as follows.

Characteristic of Project
1. Objectives –
Every project is started with some objective or goal viz. time, budget, quality, and
quantity, when objectives are fulfilled project cause exists. You can initially define the
objectives of the project and what actually need to achieve. Objectives are the key
characteristics of the project where you will see the progress of the project and time to
time analysis will show you the result of how much you have achieved.
2. Single entity –
A project is one whole thing. This means that in a project, although different people
contribute still is recognized as a single entity. The teams are often specifically
assembled for a single project.

3. Life Span –
No project can be ceaseless and indefinite. It must have one and beyond which it cannot
proceed. Every project is invariably time-bound. At the time of planning, you will see
the time phase of the project where the team can work independently on the project
modules. Let’s consider an example project that is divided into three modules let’s say
A, B, and C. If the total time span of a project is 5 months then you can set the time
span for modules independently like A can complete in 2 months and also B can
complete in 2 months and C can complete in 1 month as per requirement.

4. Require funds –
Every project needs funds to reach the endpoint. Without adequate funds, no project can
be successfully implemented. Cost estimation is one of the essential factors for any
organization. So, calculating in advance the required funds for the project will be very
impactful.

5. Life Cycle –
Each project has a life cycle with different stages like start, growth, maturity, and
decay. A project has to pass through different stages to get itself completed. Let’s
consider an example where the project is related to software development then you can
say SDLC (Software Development lifecycle) will be the life cycle of the project where
you will see many stages like planning, defining, designing, building, testing, and
deployment, etc.

6. Team Spirit –
Team spirit is required to get the project completed because the project constitutes
different members having different characteristics and from various disciplines. But to
achieve common goal harmony, missionary zeal, team spirit is necessary.

7. Risk and Uncertainty –

The project is generally based on forecasting. So risk and uncertainty are always
associated with projects. There will be a high degree of risk in those project which are
not properly defined. Only the degree of control over risk and uncertainty varies with
the project being conceived based on information available.

8. Directions –
Project is always performed according to the directions given by the customers with
regard to time, quality and quantity, etc. The convenience of the supply sides of
economics such as labor availability ore resources and managerial talent etc. are all
 secondary concerns, primary being the customer requirement.

9. Uniqueness –
Each project is unique in itself, and it’s having own features. No two projects are
similar even if the type of organization is the same. The uniqueness of the project can
measure by considering the many factors like objectives, features of the project,
application of the project, etc.

10. Flexibility –
Change and project are synonymous. A project sees many changes throughout its life
span. These changes can make projects more dynamic and flexible.

11. Sub-Contracting –
Subcontracting is a subset of every project and without which no project can be
completed unless it is a proprietary firm or tiny in nature. The more complexity of a
project the more will be the extent of contracting. Every project needs the help of an
outsider consultant, engineer, or expert in that field.

12. Cost –
If the quality of the project is to be changed there could be an impact on the cost of the
project. The cost could increase if more resources are required to complete the project
quicker.

Success Factors
CSFs (Critical Success Factors) are activities that adhere to a high standard of quality, help you
meet your project goals, and help you prioritize your tasks to meet your projected goals.
When implemented correctly, CSFs make it clear which steps your team needs to tackle first,
and what they should pay close attention to. They also allow for better collaboration between
team members.
Some critical success factor examples include:

Clearly Defining Project Goals

As a project manager, you have to make sure that everyone on your team is on the same page.
The crucial stage here is the project initiation stage, at which you should make sure that your
project team members understand what the project is set to accomplish, and which tasks are
crucial to success.

Experienced Project Teams

When you’re managing projects, what you’re really managing are people.
You have to make sure that your team members have the necessary skills to complete the
project.
1. Intensive Planning
Before starting a project, take the time to sit down for an extensive planning session, define
your performance targets, come to a consensus about what a completed project looks like, and
finalize your plan with your clients. Incorrect planning at project initiation may cause you to
miss underlying issues or details that will cause problems further down the road.
2. Strategy
It’s tempting to get caught up in new technology or methods and overlook the strategic goal of
the company and why you’re doing the project in the first place. Focus on best practices for
project management first and build your strategy from there.
3. Clear Communication
Even the best project management success factors will fail without proper communication.
Having candid and insightful conversations will increase buy-in from shareholders and
employees alike, so that they will participate in achieving the goals your CSFs have defined.
Take initiative and bring up any issues that arise with the project. Don’t leave them until the
client points an issue out.
4. Actionable Results
Forget the buzzwords and offer concrete solutions to your clients with measurable benchmarks,
performance targets, and a straightforward path to success that will be provided by the services
and products created by your project. Providing an accurate timeline and achievable results —
and then executing on those goals — will have a major impact on client satisfaction.
5. Collaboration
Thanks to today’s wealth of online communication tools, maintaining connections and reaching
out to other professionals has never been easier. As project managers, you should implement
collaboration right from the start, beginning at the planning stage of the project.
Teams that collaborate have better plans in place and are more engaged as they work towards
project success. Successful collaboration also involves acting in unison and tracking the project
to keep everyone on the same page, so make sure to leverage modern collaboration tools like a
shared digital workspace or Gantt chart to help everyone stay informed and working in unison.

Benefits of Project Management

When it comes to delivering a successful project outcome that meets or exceeds the
expectations of your stakeholders, the benefits of project management will not go unnoticed.
Here are six key benefits of project management for your organization.
1. Manage Budgets and Timelines
Strict budgets and timelines make it increasingly difficult for organizations to complete a
successful project. Interconnected at their core, if any small element threatens one, the other
is consequently affected.
With a devoted project management team, organizations gain the tools and experience needed
to create a budget and timeline strategy that supports project priorities. Juggling resources
and supplies with effective employee management helps project management teams manage
hard budgets and tight timelines.
2. Improve Productivity and Overall Quality of Work
Project managers work diligently to better define goals and optimize workflows to improve
productivity and project quality. With a clear roadmap in hand, teams can better navigate the
project and perform the required tasks, ultimately improving the overall quality of work and
producing a high-quality product.
3. Mitigate Project Risks
All projects pose a variety of risks that range from costs to schedules to performance.
Analyzing, communicating, and prioritizing project risks are all areas in which project
managers excel and support their organization. With a dedicated project management team,
you can mitigate risks before they cause lasting damaging effects to the project (or worse, to
the company).
4. Improve Relationships With Stakeholders
Working with a variety of stakeholders, from investors and executives to suppliers and
vendors, can often feel like there are too many cooks in the kitchen.
Creating a core project management team can improve the flow of communication to all
involved parties, manage mutual risks, and improve an organization’s relationship with all
stakeholders. A project manager must acknowledge the needs and interests of each
stakeholder to ensure the project outcome is an accurate reflection of the goals.
5. Increase Customer Satisfaction
Every project is completed to suit the needs of the consumer. A project management team
that keeps a project on task and develops a high-quality product or service will go miles to
increase your overall satisfaction of your customers.
6. Gain a Competitive Advantage
Chances are your organization is in a competitive marketplace, which means there’s often
little to no room for error. Leveraging the benefits of project management can help give you
an edge over the competition, improving your product and relationship with customers and
stakeholders alike.

Triple Constraint in Project Management

So, what is the triple constraint? That’s easy, it’s a model of the constraints inherent in
managing a project. Those constraints are threefold:
Cost: The financial constraints of a project, also known as the project budget
Scope: The tasks required to fulfill the project’s goals
Time: The schedule for the project to reach completion
Basically, the triple constraint states that the success of the project is impacted by its costs,
time, and scope.

How Does the Triple Constraint Work?

As stated above, project managers can increase or reduce the cost, time and scope of a project
with trade-offs to keep it on schedule and under budget. Let’s see how these project triangle
trade-offs work with some examples.

Time and Scope: You can reduce your project scope to also reduce your project duration if
you’re running behind schedule. In the opposite case, you can increase the length of your
project timeline in case the project stakeholders come up with extra project activities.

Cost and Scope: By reducing the project scope, you’ll need to execute fewer tasks, which
means lower costs. In the opposite case, a larger project scope means higher costs.
Cost and Time: In some projects, time and cost can be directly related. For example, the costs
of renting equipment or labor are directly proportional to the time you need them for.

All these scenarios apply the triple constraint for managing the project, but there are many
more possible trade-offs that can occur in a project, which also involve quality, risk and
benefit.
By using a project management dashboard, a manager can keep sight of the project as it
progresses. Metrics such as the schedule, cost and scope of the project are easy to track. With
this information, a project manager can identify issues and adjust the triple constraint to
prevent those issues from developing into problems.

How to Manage the Triple Constraint

The triple constraint appears simple, but that’s only on the surface. Each of the three points of
this triangle can be unpacked to reveal deeper meaning.
Cost
The financial commitment of the project is dependent on several variables. There are
the resources involved, from materials to people, which all include costs.
There are also the fixed and variable costs inherent in any project, such as equipment or
labor, which must be calculated. This can seriously come into play with the use of contract
workers or outsourcing.
This is what project managers do to control costs:
Estimate the costs for all the tasks in the project scope
Create a project budget based on the estimated costs of the project
Use the project budget as a cost baseline, which is employed to control costs during project
execution
Control all project costs to keep spending under the project budget
Adjust the project budget when necessary
Scope
As mentioned, the project scope refers to all the project work required to complete the
project. Managing that work is critical for project success. When managing scope it’s critical
that you prioritize your tasks, enabling you to plan and assign resources effectively.
To manage scope, project managers:
Use a scope management plan to clearly define what project activities will be done
Share the scope management plan with all stakeholders, so everybody is on the same page
Use change orders to avoid scope creep and keep track of all changes made to the project
scope
Manage stakeholder’s expectations to maintain the project scope
Use task management tools and techniques to keep track of all project activities in the scope
These scope management actions taken by project managers are all essential because the
amount of time each task will require is critical to the cost and quality of the final product.
This can have a great impact on schedule and cost, especially so if the project is on a large
scale.
Time
At its basic, the project schedule is the estimated timeline allotted to complete the project, or
produce the final deliverable. Usually, this is figured out by first estimating the time that each
project task will take.
A Work Breakdown Structure (WBS) is used to identify all the project activities. Then
project managers can use different scheduling techniques such as the critical path method or
PERT charts to determine the total duration of the project.

Here’s what project managers do to control the project schedule:

Use a Gantt chart to visualize the project schedule, define task sequences and monitor the
duration of each task
Create policies, procedures and documentation for planning, executing and monitoring the
project schedule
Allocate resources effectively using a resource schedule to avoid bottlenecks
Compare the schedule baseline to actual progress to determine if projects are on track

Understanding Service Operations Management

The ultimate aim of service operations management is to provide all the resources needed by
customer support and service teams. The service operations managers seek to improve the
capabilities of those professionals involved in improving customer experience. They also help
these teams to scale up their operations. The main responsibility of the management team is
to set up and maintain the infrastructure used by the support and service teams in the
company. This includes providing and upgrading the tools that help the teams create a
positive customer experience, monitor their feedback and take customer engagement
forward.

The service operations management team is also responsible for monitoring the teams that
provide customer support. They must develop the metrics necessary for evaluating the
performance of such teams. There must be accurate information about the quality of service
the firm provides to its customers. The service operations team will also track the time taken
to resolve issues, and the number of tickets closed in a specific period. They also collect data
about the usage of company services by the customers and the ROI of such services.

Classification of Services based on Role of customer – Pure, Mixed, Quasi-

manufacturing
Pure Services
Pure service includes the physical product and how it is served to consumers; traditional
service regards advertising and price adjustment as a form of service. Pure service is the
highest form of service due to the involvement of relationship management.

Pure services are services that do not involve the supply of any goods or the use of goods as a
material for rendering the service. Examples of pure services include consultancy, training,
software development, accounting, legal services, etc. Pure services are intangible and cannot
be touched, tasted, or seen.
Examples of pure service businesses include airlines, banks, computer service bureaus, law
firms, plumbing repair companies, motion picture theatres, and management consulting firms.
There are four characteristics of service: Intangibility, Inseparability, Variability, and
Perishability (Kotler and Keller, 2007). As service's nature is intangibility, therefore
manufacturing and service delivery is more complex than a product.

Quasi Manufacturing Services

An excellent example is an automated warehouse or a mail-order catalogue business. These
businesses have low customer contact and are capital intensive. They are most like
manufacturing organizations yet they provide a service. We call these companies quasi-
manufacturing organizations.

The type of process technology used in service industries in which there is high capital
investment and relatively low customer contact, e.g. postal services. These industries involve
a limited range of standardized services with a high level of reliability.

The U.S. Postal Service is an example of a quasi- manufacturing type of company. It provides
a service: speedy, reliable delivery of letters, documents, and packages. Its output is
intangible and cannot be stored in inventory.

Quasi-manufacturing suggests that services associated with the company's product are
inferior to physical goods. For this type of service operations, product quality, manufacturing
cost, and quick delivery are essential

Mixed
Mixed mode manufacturing means that combine make-to-stock (MTS) and make-to-order
(MTO) in one common supply chain. The value proposition of this is that it can strike a
balance between efficiency and flexibility across the product range by assigning different
supply models to different products.
What is mixed mode manufacturing?
In mixed mode manufacturing, it may have some high-volume products to produce using a
batch process, while making other low-volume items with discrete manufacturing methods,
such as make-to-stock or assemble-to-order. Yet still managing entire business under one
umbrella.

Advantages of mixed model production

The main benefit of mixed-model assembly is the ability to interact with flexibility.
Companies that can quickly change their production lines to meet the needs of their
customers and new revenue streams are better able to face new challenges and take hold of
new opportunities.
A mixed model allows the incorporation of both fixed and random variables within a
statistical analysis, enabling efficient inferences and more information to be gained from the
data.
Service Blueprint
Developing a new service based on the subjective ideas contained in the service concept can
lead to costly trial and error efforts to translate the concept into reality. When developing a
building, the design is captured on architectural drawings called blueprints, because the
reproduction is printed on special paper, creating blue lines. These blueprints show what the
product should look like and all the specifications needed for its manufacture.

Thus a blue print is an operational tool that describes the nature and the characteristics of the
service interaction in enough detail to verify, implement and maintain it. It is based on a
graphical technique that displays the process functions above and below the line of visibility
to the customer.

The development of a service blueprint needs to involve a variety of functional

representatives as well as information from consumers. There are steps involved into it.

1. Identify the process to be blueprinted

Blueprints can be developed at a variety of levels, and there needs to be agreement on the
starting point. Identifying the process to be mapped will be determined by the underlying
purpose for building the blueprint in the first place.

2. Identify the customer or customer segment experiencing the service

A common rationale for market segmentation is that each segment’s needs are different and
therefore will require variations in the service or product features. Thus, blueprints are most
useful when developed for a particular customer or customer segment, assuming that the
service process varies across segments.

3. Map the service process from the customer’s point of view

This step charting the choices and actions that he customer performs or experiences in
purchasing, consuming and evaluating the service. Identifying the service from the
customer’s point of view will help to avoid focusing on processes and steps that have no
customer impact.

4. Map contact employee actions. Both onstage and backstage

Distinguishing visible or onstage activities from invisible backstage activities.

5. Add evidence of service at each customer action step

It can be added to the blueprint to illustrate what it is that the customer sees and receives as
tangible evidence of the services at each step in the customer experience.

There are ample of benefits of service blueprints

1. Improvement of service system
2. Visual representation
3. Identification of customer contact points
4. identification of service failure points
5. excellent training tool
6. facilitate the services etc.

Service Capacity Management

Service Capacity Management focuses on management, control and prediction of end-to-end
performance of live IT services usage and workloads. It's about measuring performance and
comparing it to requirements that are set in Service Level Agreements (SLAs) or Service
Level Requirements (SLRs).

Capacity management is a strategy utilized by businesses to make the best use of production
efficiency with respect to the demand for a service or a product. The eventual goal of
capacity management is to: Identify and remove any bottlenecks that hinder the
manufacturing process, or service delivery process.

Service Capacity Management

Capacity management should understand the resources, working patterns, peaks, and lows of
the services. By doing so, they can contribute to the service by meeting its service level
agreement targets.

Service capacity management predicts, manages, and controls the end-to-end performance of
the operational services or any other services and their workloads.
The main focus is on managing the performance of the service as it is determined by targets
contained within the service level agreements or requirements.

Example of capacity management

If there's a demand for 700 sandwiches per day, and this demand is always met, this fast-food
company is working well — so this is an example of efficient capacity management. That
means this company has enough employees to cover daily demands during their working
hours.

Service capacity management focuses on monitoring live services and gathering data to
identify trends. Monitoring solutions help teams detect usage and performance problems in
order to prevent incidents from occurring.

Strategies for Managing Capacity

In IT companies - the software and hardware elements that should be monitored include:
cloud services, end-user devices, networks and related communications devices, servers, and
storage systems and storage network devices. In other service industries, managing the
resources including human and material.

Purpose of Capacity Management

The main purpose is to make sure that the capacity of the services and infrastructure is able to
meet the agreed-upon requirements of capacity and performance in a manner that is both
timely and cost-effective.
Objectives of Capacity Management
The objectives are as follows:
 Identify the requirements of service capacity in order to meet the present and
future workloads
 Generate and maintain a capacity plan which is accurate
 Provide guidance and advice on all issues related to capacity and performance.
 Make sure that the service performance achievements meet their agreed-upon
targets
 Measure and monitor capacity to support the service level management.
 Provide assistance with the diagnosis and resolution of incidents and problems.
 Analyse the impact which the changes have had on the capacity plan and take
proactive measures to improve the performance wherever it is cost-effective.

Scope of Capacity Management

Capacity management is a process that extends across the entire service lifecycle. It is a focal
point for all the issues related to service performance and capacity in an organization.
Different technical domains may carry out a majority of the day-to-day duties, but capacity
management still has the overall responsibility.

The capacity management process should cover the operational and development
environment which includes the hardware, networking equipment, peripherals, software, and
human resources, machines and other resources. Capacity management makes sure that the
service resources are planned and scheduled to deliver a level of service which is consistent
and matched to the present and future needs of the business.

Capacity Management Process

The primary activities of the whole process are carried out both proactively and reactively.
Usually, there is more emphasis placed on proactive capacity management as a lesser amount
of effort is required to react to incidents and problems which occur because of issues related
to capacity or performance.
The proactive activities of capacity management consist of the following:
 Pre-empting the issues related to the performance by implementing the corrective
actions before the problems can arise.
 Generating trends about the present level of utilization and estimating the
requirements of the future.
 Making models and trends based on the changes which are predicted in the
services.
 Making sure that all the upgrades are budgeted, planned, and implemented on
time.
 Creating capacity plans and maintaining them.
 Optimizing the performance of the services and the components to increase their
efficiency.
Gantt Chart & Work Breakdown Structure (WBS)
Work Breakdown Structure Gantt Chart: A Gantt chart is both a spreadsheet and a timeline.
The Gantt chart is a WBS that can do more than a static task list or tree diagram. With a
dynamic Gantt chart, you can link dependencies, set milestones, even set a baseline.

What is a WBS?
WBS stands for Work Breakdown Structure. It is a visual tool that helps you break down a
project into smaller, more manageable tasks. A WBS starts with the end goal of the project
and breaks it down into smaller and smaller pieces until each task is clearly defined.
A WBS can be created in a variety of formats, but it typically looks like a hierarchical tree
structure, with the end goal at the top and the smallest tasks at the bottom. Each level of the
tree represents a different level of detail, with the highest levels representing major
milestones and the lowest levels representing specific tasks.

Why use a WBS?

Using a WBS helps you:
 Break down a project into smaller, more manageable tasks
 Ensure that each task is clearly defined and understood
 Assign tasks to specific team members
 Track progress on each task
 Identify dependencies between tasks
 Estimate project timelines and costs

What is a Gantt Chart?

A Gantt chart is a visual tool that helps you track progress on a project over time. It is a bar
chart that shows the start and end dates of each task in the project, as well as the
dependencies between tasks.
A Gantt chart can be used to:
 Track progress on a project
 Identify delays or bottlenecks
 Determine which tasks are critical to the project timeline
 Communicate project timelines to stakeholders

Why use a Gantt Chart?

Using a Gantt chart helps you:
 Track progress on a project over time
 Identify dependencies between tasks
 Visualize the overall project timeline
 Communicate project timelines to stakeholders
 Adjust the project timeline as needed to account for delays or changes in scope

Core concepts
Gantt charts are an essential tool for project management, providing a visual representation of
a project's timeline and tasks. However, to effectively use Gantt charts, it is important to
 understand some of the key concepts, including dependencies, milestones, baselines, and
critical paths.

Dependencies
Dependencies refer to the relationship between different tasks in a project. For example, if one
task cannot be started until another task is completed, there is a dependency between the two
tasks. Dependencies can be classified into four types:

 Finish-to-start (FS): This is the most common type of dependency. It means that a task
cannot start until the previous task has finished.
 Start-to-start (SS): In this type of dependency, one task cannot start until another task has
started.
 Finish-to-finish (FF): This type of dependency means that a task cannot finish until another
task has finished.
 Start-to-finish (SF): This is the least common type of dependency. It means that a task cannot
finish until another task has started.

Milestones
Milestones are specific events or deadlines in a project that mark the completion of a
significant task or phase. Milestones can be used to track progress, communicate important
deadlines to stakeholders, and ensure that the project is on track. In a Gantt chart, milestones
are typically represented by a vertical line.

Baseline
A baseline is the original plan for a project's timeline and tasks. It is used as a reference point
for measuring progress and tracking changes to the project schedule. Once the baseline has
been established, any changes to the project schedule can be compared against it to determine
how the project is progressing.

Critical path
The critical path is the sequence of tasks in a project that must be completed on time for the
project to be completed on schedule. It is the longest sequence of tasks that have dependencies
and determine the overall duration of the project. Any delay in tasks on the critical path can
cause a delay in the project's completion.
In a Gantt chart, the critical path is typically represented by a bold line. Project managers can
use the critical path to identify potential delays, prioritize tasks, and make adjustments to the
project schedule as needed.

Understanding these key concepts is essential for effectively using Gantt charts in project
management. By understanding dependencies, milestones, baselines, and critical paths, project
managers can more accurately plan and track project progress, identify potential issues, and
make adjustments to the project schedule as needed. Gantt charts are a powerful tool for
project management, and mastering these concepts can help project managers to use them to
their full potential.
 Creating a Gantt Chart
Creating a Gantt chart can seem daunting at first, but with the right tools and knowledge, it
can be a straightforward process. Here are the key steps to creating a Gantt chart:

1. Identify Tasks: The first step is to identify all the tasks involved in the project. Make a list of
all the tasks that need to be completed, and group them into categories or phases as needed.
2. Determine Task Durations: Once you have identified all the tasks, determine how long each
task will take to complete. Be realistic in your estimates and consider factors such as task
complexity, available resources, and dependencies between tasks.
3. Establish Dependencies: Next, determine the dependencies between tasks. Identify which
tasks must be completed before others can begin and which tasks can be done simultaneously.
4. Determine Milestones: Identify key events or milestones in the project, such as the
completion of a phase or the delivery of a critical component.
5. Choose a Gantt Chart Tool: There are many Gantt chart tools available, both online and
offline. Choose a tool that meets your needs and is easy to use.
6. Input Data: Enter the task names, durations, dependencies, and milestones into the Gantt
chart tool.
7. Customize the Chart: Customize the chart to meet your needs. Add labels, adjust the font
size, and choose colors that make the chart easy to read and understand.
8. Share the Chart: Share the chart with stakeholders, such as team members, clients, and
suppliers. This will help everyone involved in the project to stay informed and on track.
9. Update the Chart: As the project progresses, update the Gantt chart to reflect changes in task
durations, dependencies, and milestones. This will ensure that the chart remains an accurate
reflection of the project's progress and helps you to stay on track.

By following these steps, you can create a Gantt chart that is a useful tool for project
management. A well-designed Gantt chart can help you to visualize the project's timeline,
track progress, and identify potential issues. By sharing the chart with stakeholders and
updating it regularly, you can ensure that everyone involved in the project is working towards
the same goals and is aware of the project's progress.

WBS Gantt Chart example

We have walked through the concepts of WBS Gantt Chart and now we will provide an
example of a WBS Gantt chart to illustrate how it can be used in project management. Here is
an example for Mobile App development project.

Work Breakdown Structure (WBS):

Project Management
1.1 Project planning
1.2 Project scheduling
1.3 Project budgeting
1.4 Project monitoring and controlling
Design
2.1 App concept and ideation
2.2 Wireframing and prototyping
2.3 User interface design
2.4 User experience design

Development
3.1 Front-end development
3.2 Back-end development
3.3 API development
3.4 Database development

Testing
4.1 Functionality testing
4.2 Performance testing
4.3 Security testing
4.4 Usability testing

Deployment
5.1 App store submission
5.2 Server setup and configuration
5.3 App launch and promotion

Start End Duratio

Task Predecessors
Date Date n

Project Management 22 days

Project planning 1-Jan 5-Jan 5 days

Project scheduling 6-Jan 10-Jan 5 days

Project budgeting 11-Jan 15-Jan 5 days

Project monitoring and

16-Jan 22-Jan 6 days
controlling

Design 34 days

App concept and

23-Jan 27-Jan 5 days
ideation
Wireframing and
28-Jan 5-Feb 7 days
prototyping

User interface design 6-Feb 12-Feb 7 days

User experience design 13-Feb 20-Feb 8 days

Development 70 days

Front-end development 21-Feb 12-Mar 16 days

Back-end development 13-Mar 2-Apr 16 days

Front-end development, Back-

API development 3-Apr 16-Apr 10 days
end development

Database development 17-Apr 30-Apr 10 days API development

Start End
Task Duration Predecessors
Date Date

Testing 28 days

Functionality testing 1-May 8-May 8 days Database development

Performance testing 9-May 16-May 8 days Functionality testing

Security testing 17-May 22-May 6 days Performance testing

Usability testing 23-May 30-May 8 days Security testing

Deployment 20 days

App store submission 31-May 6-Jun 5 days Usability testing

Server setup and

7-Jun 13-Jun 5 days App store submission
configuration

App launch and Server setup and

14-Jun 20-Jun 5 days
promotion configuration