The article contains some pretty poor examples of how people use gantt charts - some I’ve seen, a lot I haven’t (like a PM squeezing a task to “fit it in” wtf?)

The article contains some pretty poor examples of how people use gantt charts - some I’ve seen, a lot I haven’t (like a PM squeezing a task to “fit it in” wtf?) I think one thing it didn’t touch on unless I missed it was that gantt charts shouldn’t be seen as set in stone. You must recognise things change and you adapt the chart as you go by re-baselining it. Yes it’s tedious, but I save my sanity by keeping a Gantt chart at a high to medium level, and use other tools to track low level activities (particularly if delivery teams are agile(-ish) e.g. kanban/scrum boards) The company leadership is referenced a few times and I have to say that imo the general success of projects and a PMO fall within the range of success the leadership of the company can drive, that is to say, you also need good leadership. I’ve seen simple projects fail with poor sponsors, and difficult projects succeed with great sponsors.