Gantt Charts: How to Use Gantt Charts in Your Agile Project

The Agile method was created to address inefficiencies in traditional project management methods, such as the Waterfall, in the software development industry. Agile techniques might be useful for certain types of projects.
There is no rule that says you have to choose one method and stay with it. Let’s look at the differences between Agile and Waterfall and then show you how to combine both using a Gantt chart.
Understanding Agile and Waterfall processes
Agile project management is based on iterations, in which planning, design and implementation are completed in short time frames. Agile projects are more flexible because planning is part of the entire project lifecycle. This allows for quicker decisions.
Software development projects can be prevented from becoming bigger problems by catching bugs early. This approach is based on the idea of planning for the inevitable changes that will be required as the product evolves.
It is easy to see how Agile and Waterfall processes differ from one another.
Here’s a generic Waterfall process:
Here’s how to use Agile for a generic project.
Agile was something I was excited to learn about when I first discovered it. I was lucky enough to have worked with a Scrum Master. Although I quickly learned the basics, I realized that an Agile approach was not the best for most of my projects.
Turns out, gantt charts are still beneficial for things like meeting deadlines, managing workloads, and providing project status reports to clients and stakeholders–especially if your organization isn’t 100% Agile.
Common drawbacks to Agile project management
Some of the Agile drawbacks that I have experienced are ones you and your team might encounter when using a hybrid Agile approach within a traditional organization.
Pure Agile requires a dedicated team, product owner, and dedicated team. A product owner is your sole stakeholder in Agile. They are involved in every decision that is made as your product develops. Unless you are working with an internal team that is solely focused on developing a product or a project that requires traditional organizational support, it is likely you are applying Agile principles to a project. Multiple stakeholders, such as executives, department managers and subject matter experts, can muddy up the process.
Stakeholders may be uneasy if there are unclear projects and delivery dates. Agile teams create user stories and not requirements. The user story format allows the team to uncover requirements and evolve as the project moves forward. This could mean that the final product may differ from the original vision. However, stakeholders should be involved in the decision-making process. Uneasy feelings can be redirected by establishing clear processes and roles.
There is no one-size-fits-all deadline for completing a project. Agile is a process of iterations that allows you to continuously improve your product. This can be a good thing for business but can also frustrate stakeholders who expect a strict deadline. Stakeholders may complain that the project seems to never end if there is no clear scope. These same people may also request changes or add features to the product.
Your estimates are not weighty. Agile is fluid and it can be difficult to communicate timing with stakeholders. Stakeholders who require a set number of milestone dates are more likely than those who can do without them. People love timing estimates and dates. This is something I have not been able to avoid. It just adds stress when I use an Agile approach.
Burndown charts are a measure of sprint productivity, not project status. Agile is great for blue-sky ideas that you create together. If you work in an organization that requires specifics about when and where things will be, agile is a great choice.