What Is a Bar Chart Schedule? How to Build One, and Its Advantages and Drawbacks
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Category: Campaign Management
Published:
Last Updated:
Category: Campaign Management
Authors: Shusaku Yosa
Set out to build a schedule and you meet several formats: bar chart, network diagram, S-curve. The bar chart is the most widely used of them, and what it does well and badly is clearly defined. This article covers the characteristics of the bar chart schedule by setting it against the other formats.
A schedule that lists activities down the vertical axis, runs dates along the horizontal axis, and shows each activity's duration as a horizontal bar. It is widely used in construction, and takes its name from its resemblance to a bar graph.
It is essentially the same format as what IT teams and marketers call a Gantt chart. Treating them as the same thing under different industry names is accurate enough.
Because it reads without explanation. The left end of the bar is the start, the right end is the finish. Knowing that much, anyone seeing it for the first time can take in the content.
A schedule gets looked at not only by the person who drew it but by the people doing the work, the client, and subcontractors — all with different vantage points. A diagram that requires training to read stops being used at that moment.
The bar chart's character becomes clear when set beside the other two.
What it tells you is which activity runs from when to when. It conveys the content and duration of work intuitively.
What it does not tell you is how activities connect. When one slips, which others are affected cannot be read from the chart.
A format that links activities with arrows to express what comes before what. It makes explicit which activity must finish before the next can start.
Its greatest advantage is that the path governing the overall duration becomes visible. An activity on that path slipping by a day means the whole project slips by a day. Conversely, everything off that path has some slack.
The drawback is that reading it takes practice. The sense of workload and dates also comes across less intuitively than in a bar chart.
A format with time on the horizontal axis and percent complete on the vertical, expressing overall progress as a curve. Some versions add upper and lower limit lines, forming what is known in Japanese construction practice as a banana curve.
Whether the whole is ahead or behind is visible at a glance, but what is happening to individual activities is not. It is a format usually paired with a bar chart rather than used alone.
The first matters most in practice. However much information a diagram carries, it is not shared if it cannot be read.
The central weakness. Bars sitting side by side give no indication of whether one "cannot start until the previous finishes" or simply "happens to come next in the list."
That difference becomes decisive when something slips. If the activities are linked, everything downstream gets dragged along; if they are unrelated, the impact stops at that row.
Every activity is drawn as the same kind of bar, so activities that govern the overall duration cannot be told apart from those that can slip without consequence. The result is that deciding where to add people becomes harder.
Since it holds no dependencies, pushing one activity back means adjusting everything downstream yourself. The more activities there are, the more that effort accumulates.
There are ways to improve a bar chart without switching formats.
Draw every connection and you have produced a network diagram, losing the bar chart's advantage. Limit the arrows to the handful of places where "a slip here stops everything."
Mark the checkpoints where "we are in trouble unless we have reached this point by this date" with a vertical line or a diamond. This partly compensates for importance being invisible.
Distinguish activities that govern the duration from those that can be pushed back, using bar colour. Even two colours speed up the decision when something slips.
Within one sheet, having "foundation work" sitting next to "get the drawings stamped" makes it hard to read. As a guide, keeping the difference between the shortest and longest bar within a factor of ten produces a balanced chart.
Sorting by earliest start date is the default. The bars then run from upper left to lower right, and the overall progression reads as a flow.
Sorting by contractor or trade is also possible, but then the bars scatter vertically and the overall flow becomes hard to follow. Decide which you are prioritising.
Adding a little slack to every activity produces a large aggregate buffer, and each activity then consumes its own share of it. Placing the slack in blocks at phase boundaries results in a shorter overall duration.
A guide to the decision.
In practice, the bar chart usually serves as the base with other formats added as needed: work out the duration with a network at the estimating stage, then run day-to-day management on the bar chart.
Essentially the same thing. Construction tends to say bar chart schedule; IT and general project management tend to say Gantt chart. Some tools let you draw dependency arrows on a Gantt chart, in which case it takes on the character of a network diagram too.
It depends on the complexity of the dependencies rather than the row count. If activities simply run in sequence, fifty rows are fine on a bar chart. Conversely, twenty rows with parallel activities tangled together is worth considering a network for.
Yes. Any project whose activities and durations can be identified qualifies, regardless of industry. The same format is used in event operations, website builds, and product development.
Two bars stacked within the same row is the usual approach: plan on top, actual below, in different colours. The row count doubles, so for reporting it helps to produce a separate version limited to the major phases.
Whichever format you choose, the chart only represents the plan. It becomes a management instrument only when set beside actual progress. A schedule that is never updated after being drawn falls out of use regardless of format.
Where you are overseeing several projects in parallel in particular, a separate schedule per project makes it impossible to see where the overall risk sits. Xtrategy manages campaign schedules alongside budget and KPIs on a single screen.
The bar chart is widely used not because it is superior but because it costs the reader so little. Knowing its weaknesses and covering the gaps by other means is the practical way to use it.
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