Project Management Gantt Chart the Gantt Chart

Project Management GANTT chart The GANTT chart presented below is a representation of the work plan for a landscaping assignment. The chart presentation gives a schedule of work targeting completion of a specific project Wysocki, 2009. The time taken for the completion of each task is given by a rectangular that stretches to the time period a scheduled task will take. The case of the landscaping project there are a total of twelve tasks expected to be undertaken in thirty four (34) days towards the completion of the project.

The Gantt simply gives a representation of the time -- when an activity will start and when it will end -- it does not concern itself with optimal use of resources Wysocki, 2009() The first set of mile stones for the landscaping project comprises of four activities that are interrelated and critical for the initiation of the project. These are designing the backyard, setting the time lines, obtaining quotes for purchases and getting quotes from contractors.

The planning of these activities has risks since subsequent project activities will use these activities as the standing point for continuation. In the event that the design of the backyard is not undertaken within the set time limit, the project will be delayed to kick off. Should the purchase quotes be delayed or be undertaken in a hastily uncoordinated manner the project may end up being costly than planned for or even unfinanced Metzger, 2006() Failure to set time limits is a plan to fail Jones, 1988.

Any project has to be given a time plan. This will guide the managements and those involved in the activities of their targets and will contribute to coordination and smooth running of the activities Lewis, 2006. If the quotes are not receives in line with the set budget it is likely to compromise the kickoff of the project. Should the purchase quotations be delayed in delivery the subsequent activities of the project are likely to be delayed also thus, bringing the overrun effect.

Task 5 -- renting dustcart, clear space and remove full dustcart are interlinked in the sense that they run sequentially after the other in the given order. This implies that they run a risk of holding each other back if one task takes too long to kick off of finish. The time management risk in this case is apparent since failure to rent the dustcart on time will delay space clearance activity that will compromise the start time for tasks that follow in the next time line.

Tasks 8 and 10 are interlinked where task 10 -- level back yard - is dependent upon successful and timely hiring of contractor to level back yard (task 8). Failure in any of the aspects will lead to delaying in the project and task such as paving, digging holes and planting trees will be derailed. The risk in this milestone can also extend to the budget limits where need may arise to other contracted parties may increase costs due to arising delays.

Similarly task 17 is dependent on timely undertake of task 9 (hiring a contractor to pave parking area). These two tasks are marked as third mile stone for the project. The forth mile stone in the landscaping project is the purchase of items such as patio stones, two trees and bench are made possible after the successful and timely acceptance and choice of quotations. Any delay in obtaining the quotes is a risk in meeting the project time line.

Haste in obtaining and accepting quotes can also lead to high costs than budgeted for. The fifth mile stone in the project entails laying the walk stones, lay asphalt and setting up the bench. These activities came as the final activities towards the completion of the project. This activity will determine the final payment to contractors and the opening even activities. The risk involved in this entails causing delays in management official opening day and delay in finalizing payment.

The activities are critical towards the completion of the activities and their termination will reflect the overall project success. Inadequate attention from the key personnel towards the completion stage may lead to haphazard work indicating fatigue and eagerness to getting paid. The final mile stone comes after the payment of the activities contractors and successful assessment of the task. The opening event marks the end of the project and will contribute to successful closure of the project engagements.

The delay of the opening event means an extension on project life line that indicates improper management of time in the project life time. Risk management plan To safe guard the mentioned risks there will be time deadline for completing each task. The time deadlines will be overseen through strict monitoring and evaluation and report presentation that will mainly weigh the project real undertaking against budgeted time lines.

These monitoring activities will also be checked to ensure that there is no unnecessary rush through a project that compromises the quality aspect of the projects activities. Project Progress report The landscaping project kicked off to a good start with.