The design of project charts appears to have regressed to Microsoft mediocrity that is, nothing excellent and nothing completely useless. See all the time/activity schedules in Envisioning Information, particularly on pages 45, 101-119.
The graphical timetable might be an alternative model. How could all those big projects in the last 3,000 years ever been done without a Gantt chart? Very complex things can be done without the aid of the central authority of the Gantt chart. What are the deep principles and how can they show up in the design and organization of a project? That is, have some real analytical thinking behind the chart, not the guesses and generic thinking about project management made by those who write Project-type charting programs.įind out what the very best project managers do. Project management must have a vast literature presumably business schools teach this all the time. For a start on clear thinking in this regard, see the great book by Fred Brooks, The Mythical Man-Month,which is about managing large programming projects. Maybe tasks should be organized differently. The column of tasks too often is organized in an elaborately baroque hierarchy, emulating the organization chart. Other problems are all-caps, poorly chosen fonts, mysterious acronyms. The practice of first-initial-caps makes every word read a proper noun. Degrid! See The Visual Display of Quantitative Information on chartjunk, Envisioning Information on layering and separation, and Visual Explanations on the ghost-grid graph paper. No explicitly expressed grid is necessary-or use the ghost-grid graph paper. For these charts the main visual statement is the administrative grid prison, not the actual tasks contained by the grid. Costs might also be included in appropriate cells of the table.Ībout half the charts show their thin data in heavy grid prisons. At a minimum, the charts should be annotated-for example, with to-do lists at particular points on the grid.
Most of the Gantt charts are analytically thin, too simple, and lack substantive detail. That is, the chart should show actual dates of achieved goals, evidence which will continuously reinforce a reality principle on the mythical future dates of goal achievement. The chart might be retrospective as well as prospective. Thus, for large projects, print out the sequence on a big roll of paper and put it up on a wall. Horizontal and vertical scrolling are necessary to see more than about 40 horizontal time lines for a reasonable period of time. OpenOffice.Project Management Graphics (or Gantt Charts), by Edward TufteĬomputer screens are generally too small for an overview of big serious projects. Internet Explorer Partially Downloaded File پسوند فایلĪdobe Photoshop Render Settings Preset File
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