http://www.gantthead.com/discussions/discussion...

I've also had a difficult time with the traditional gantt chart and software project management. I didn't like being held to a single point estimate and found the gantt chart very hard to work with as we got deep into the project and things got complicated. I found LiquidPlanner (they actually found me) and I've found their application was the solution to all of the problems I was having.

One of my favorite books is by Steve McConnell – Software Estimation, Demystifying the Black Art. After reading this book I couldn't imagine making software/web task work estimates in anything but ranges. Of course, clients and/or upper management don't always buy into it, but I do it when I can.

I been thinking about other potential flaws in using gant charts to manage projects. One of them is the lack of visibility. I keep the discussion in Linkedin and ganthead

At ganthead: http://www.gantthead.com/discussions/discussion...

At Linkedin : http://www.linkedin.com/groupAnswers?viewQuesti...

The first issue is because most project managers worry about finishing the project in time and with as few resources as possible. What usually happens is that as things are delayed in between, the time for doing the rest becomes shorter and shorter, driving everyone insane and angry because there's not time to do things propersly.

The second issue is simply because it avoids people having different versions of the project's gantt graphic. It really causes miscommunication.