使用甘特圖來管理項目
There are many different techniques and tools that a project manager can use to control a project schedule on a day-to-day basis and for managing dependencies, change and risks. However, it is important to distinguish between techniques and tools so you understand the technique before using a software tool. The ability to use a software tool is not necessarily an indication of a detailed knowledge of, or effective use of, the technique behind it. You can also use Excel to make your own plan - even for something as 'simple' as organising your Christmas dinner prep.
對于項目經(jīng)理而言，在控制日常的項目進度與管理依附性、變更和風險方面，有很多不同的方法和工具。不過，我們需要區(qū)分方法和工具，這一點非常重要，以便在使用軟件工具之前了解該方法。使用軟件工具的能力，不一定是對其背后的技術(shù)的詳細了解，或者有效利用的了解。你也可以使用Excel來制定計劃—甚至做一些類似于圣誕晚餐準備一類簡單的事情。
The underlying concept of a Gantt chart is to map out which tasks can be done in parallel and which need to be done sequentially. If we combine this with the project resources we can explore the trade-off between the scope (doing more or less work), cost (using more or less resources) and the time scales for the project. By adding more resources or reducing the scope the project manager can see the effect on the end date.
甘特圖的基本概念是制定出哪些任務(wù)可以同步完成，以及哪些任務(wù)需要按序完成。如果我們將甘特圖與項目資源相結(jié)合，我們可以發(fā)現(xiàn)項目范圍（做多一些工作，或者做少一些）、項目成本（使用更多或者更少的資源）和項目時間三者之間的權(quán)衡。通過增加更多資源，或者縮小項目范圍，項目經(jīng)理可以看到其對項目結(jié)束日期的影響。
A Gantt chart displays information visually as a type of bar chart in a clear and easy-to-understand way and is used for the following activities:
甘特圖，以一種清晰易懂的條狀圖的方式目視化地顯示信息，并被用于以下活動：
創(chuàng)建初步項目計劃
分配資源
監(jiān)控及報告項目進度
控制并顯示項目計劃
顯示項目里程碑
識別并匯報項目問題
To create a chart you need to know all of the individual tasks required to complete the project, an estimate of how long each task will take and which tasks are dependent on others. The very process of pulling this information together helps a project manager focus on the essential parts of the project and begin to establish a realistic timeframe for completion.
想要創(chuàng)建甘特圖，你得知道完成項目所需的各個任務(wù)，評估每個任務(wù)需要多長時間，哪些任務(wù)是依賴于其他任務(wù)的。將所有這些信息整合到一塊的過程，有助于項目經(jīng)理關(guān)注項目的重要組成部分，并著手創(chuàng)建一個完成項目的切實可行的時間范圍。
甘特圖的缺點
But Gantt charts are not perfect and all too often they become overly complex with too many dependencies and activities. This is a trap many new project managers fall into when they start using planning tools. It is much better to produce a clear and simple plan that shows the main work packages in summary, than a plan with so much detail the overall impression of project progress is lost. Let the work package manager put together the day-to-day detail of the activities within a work package, while the project schedule concentrates on the interfaces between project teams.
不過，甘特圖并不是完美的，由于有太多的項目依賴和活動，往往會過于復雜，這是許多新的項目經(jīng)理在開始使用項目規(guī)劃工具時會陷入的陷阱。最好是拿出一個清晰而簡單的計劃來展示匯總的主要工作細目，而不是拿出涵蓋太多細節(jié)的計劃（如果這樣做，會讓整體項目進度丟失）。要讓工作細目的管理者把某個工作細目中的日常活動細節(jié)放在一塊，而項目進度則集中在項目團隊之間的接口上。
Neither are they good at showing the relative priorities of individual tasks and the resources expended on a task. Tasks are prioritised on the amount of float not their importance to the project. For example, they can clearly show the elapsed time of a task but cannot so easily communicate how many people may be needed to complete that task. So if not backed up by other data they can give a misleading impression to stakeholders. This is where using additional techniques such as a precedence diagram (sometimes called a PERT chart), for instance, becomes useful.
甘特圖，也太好顯示單個任務(wù)的相對優(yōu)先級，以及在某個任務(wù)上所花費的資源。任務(wù)優(yōu)先于提出量，而不是對項目的重要性。例如，甘特圖可以清楚地顯示出某個任務(wù)所用的時間，但卻無法輕易地告知需要多少人才能完成該項任務(wù)。因此，如果沒有其他數(shù)據(jù)來支撐，甘特圖則會給相關(guān)方帶來誤解。這就是使用其他的方法，例如優(yōu)先圖（有時稱為PERT圖），變得很有用之處。
A precedence diagram is another powerful project management technique which is particularly useful for identifying complex inter-dependencies and showing relative priorities of activities and, hence, highlighting the tasks most critical to project success.
優(yōu)先圖，是另一個強大的項目管理方法，尤其適用于識別復雜的相互依賴關(guān)系，并顯示活動的相對優(yōu)先級，因此，要重點突出對項目成功最重要的任務(wù)。
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