Benchmarking and Gantt chart

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Benchmarking and Gantt chart

  1. 1. BENCHMARKING & GANTT CHART BY- ASHISH MAHAJAN ABHIJEET MALKAR ANKIT MALDE BHAGYASHREE MANKIKAR CHANDAN MANUJA KETAN LAD PANKAJ LALCHANDANI
  2. 2. WHAT IS BENCHMARKING…?o Continuous, Systematic process of measuring one’s output and/or work process against the toughest competitors.o Organization evaluate various aspect of the process in relation to best practicing companies.o Dimensions measured are Quality, Time & Cost.
  3. 3. STAGES IN BENCHMARKING.o Decide what to Benchmark.o Gather Information.o Analyze.o Implement.
  4. 4. BENCHMARKING PROCESSo Planningo Collection of informationo Data analysiso Implementationo Monitoring
  5. 5. COSTS Visit costs Time costs Benchmarking database costs
  6. 6. TYPES Financial benchmarking performing a financial analysis comparing the results Performance benchmarking allows the initiator firm to assess their competitive position Product benchmarking process of designing new products or upgrades to current ones
  7. 7. TYPES Strategic benchmarking involves observing how others compete Operational benchmarking involves staffing and productivity to office flow and analysis of procedures performed Best-in-class benchmarking involves studying the leading competitor
  8. 8. GANTT CHARTA GANTT chart is a type of bar chart that illustrates a project schedule. It was introduced by Henry Gantt around 1910 – 1915. Re-allocate resources and Re-schedule if necessary. Work breakdown structure. 8
  9. 9. GANTT CHARTGantt Charts(G) are useful tools for analyzing and planning complex projects. It includes:- planning Scheduling Allocation of resources Help you to work out the critical path for a project where you must complete it by a particular date. Monitoring 9
  10. 10. GANTT CHART Characteristics:  The bar in each row identifies the corresponding task  The horizontal position of the bar identifies start and end times of the task  Bar length represents the duration of the task  Task durations can be compared easily  Good for allocating resources and re-scheduling  Precedence relationships can be represented using arrows  Critical activities are usually highlighted  Slack times are represented using bars with doted lines  The bar of each activity begins at the activity earliest start time (ES)  The bar of each activity ends at the activity latest finish time (LF). 10
  11. 11. GANTT CHART Advantages  Simple  Good visual communication to others  Task durations can be compared easily  Good for scheduling resources Disadvantages  Dependencies are more difficult to visualise  Minor changes in data can cause major changes in the chart 11
  12. 12. CONSTRUCTING GANTT CHART The steps to construct a GANTT chart are: 1. Schedule the critical tasks in the correct position. 2. Place the time windows in which the non- critical tasks can be scheduled. 3. Schedule the non-critical tasks according to their earliest starting times. 4. Indicate precedence relationships between tasks. 12
  13. 13. CONSTRUCTING GANTT CHART Example of an early GANTT chart construction: Step 1. Schedule critical tasks. Step 2. Place time windows for non-critical tasks. 13
  14. 14. CONSTRUCTING GANTT CHARTStep 3. Schedule non-critical tasksStep 4. Indicate precedence relationships: 14
  15. 15. STAFFING & RE-SCHEDULING Once the project schedule, (e.g. GANTT chart), has been constructed, take into account  available staff hours  slack times and  the project schedule Resource Smoothing is a technique used to re- allocate resources and re-schedule activities. In resource smoothing, non-critical tasks are re- scheduled within their time window. Staff Utilization:(duration of activity x staff required for each activity, all added together) / (maximum staff required x duration of project) 15
  16. 16. STAFFING & RE-SCHEDULINGExample1 16
  17. 17. STAFFING & RE-SCHEDULINGThe original schedule (constructed above) for thisproject is as shown below.1. Staff utilisation =(3x2+4x4+5x1+7x3+2x1+4x2+3x5)/(14x6) = 0.857 = 85.5% 17
  18. 18. STAFFING & RE-SCHEDULING2. Work out the Staff Profile 18
  19. 19. STAFFING & RE-SCHEDULING Now, assume that there are 6 people available for working in this project but one of them returns from holidays at time=2. So re-scheduling is needed because activities A and B cannot be carried out in parallel until time=2. 19
  20. 20. CONCLUSION As is clearly apparent, benchmarking can add value to the organizations workflow and structure, by identifying areas for improvement and rectification. Gantt chart tools make project manager’s life easy. Therefore, Gantt chart tools are important for successful project execution.

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