TeamGantt Tip: We could write a whole book on this chapter alone... so we did! Download our Guide to Project Planning for more guidance on this topic
Every project tells a story about its goals, team, timing, and deliverables—and it requires detailed project planning and management to get the story right. Some of those stories are short and to the point while others are epic novels rife with twists and turns. No matter the length or level of drama, every story is based on a story arc or an outline—or as we call it in the project management world, a project plan.
Every project tells a story about its goals, team, timing, and deliverables.
Project planning is the process of establishing the scope and defining the objectives and steps to obtain them. It is one of the most important of the processes that make up project management. The output of the project planning process is a project management plan.
A project plan, also known as a project management plan, is a document that contains a project scope and objective. It is most commonly represented in the form of a gantt chart to make it easy to communicate to stakeholders.
Learning how to develop a project plan doesn’t need to be complicated. Keep reading to learn what project planning steps to follow to create a project plan that your team will love.
In a major time crunch? Watch our video: How to Create a Project Plan in 5 Easy Steps.
At its core, a project plan defines your approach and the process your team will use to manage the project according to scope. Every project needs a plan; not only does it go a long way toward keeping teams honest in terms of scope and deadlines, a plan communicates vital information to all project stakeholders. If you approach it as something more than a dry document and communicate that aspect of it differently to everyone involved, it can and will be seen as integral to your project’s success. The fact is, a plan is more than dates. It’s the story of your project, and you don’t want it to be a tall tale! Like any well-written story, there are components that make it good. In fact, any solid plan should answer these questions:
If your plan answers those questions and educates your team and clients on the project logistics, you’re creating a viable, strategic game plan for your project. Feel like you’ve written a work of fiction? Use those questions as a gut check after you’ve created your plan, and keep reading. There are a few steps you can take to ensure that your project plan goes down in history for being well-written and on target.
At its core, a project plan defines your approach and the process your team will use to manage the project to scope.
Before you start creating a project plan, you have to stop yourself and make sure you know all of the facts. Take a deep breath, then dive into the documents and communications relevant to the project. Print the scope of work and all details that come along with it (maybe an RFP or notes from sales calls or meetings with your client team) and read them end to end. Be thorough. Understand the details and ask thoughtful questions before you commit to anything. A good project manager is well-informed and methodical in the way he or she decides to write a project plan. At a minimum, you’ll be responsible for possessing a thorough understanding of:
Set time aside with your client to ask some tough questions about process, organizational politics, and risks.
In addition to all of your questions about your client team and their expectations, set some time aside with your main client contact and ask them some tough questions about process, organizational politics, and general risks before creating a project plan. Doing so will not only convey that your team has the experience to handle any type of difficult personalities or situation, it shows that you care about the project and want it to run smoothly from the start.
After getting the answers you need, take some time to think about the responses in in light of the project goals and how your team might approach a similar project. If you’re at a loss for where to start, take a look at the questions at the beginning of this chapter to outline the who, what, when, and how of the project. Think about the tasks that are outlined in the scope of work and try to come up with a project planning and management approach by sketching something very high-level on paper. Yes, paper. All you need is a calendar to check dates.
A first sketch can be very rough and might look something like a work breakdown structure, as noted in Chapter 2. Make sure your sketch includes:
Side Note: There will always be multiple ways to execute the work you’re planning, and it’s easy to focus on what the end product will do and what it will look like. Do yourself a favor and don’t go there. Think about the mechanics of how it will happen, not what it will look like when it’s complete. Getting tied up in the execution will only confuse you and likely make you feel unimpressed by the final product because it’s not what you envisioned. Remind yourself: You’re there to plan and guide the project, not create it.
Doing this will help you to organize your thoughts, formulate what might work for the project, and then transform everything into a discussion. Take this time to build a simple project plan outline—it doesn't have to have all the details just yet. It may seem like a lot, but it all leads to building a solid, sustainable plan.
If you’ve read Chapters 1 and 2, you know that project managers need to be in constant communication with their teams. Starting a project must begin with clear communication of the project goals and the effort required to meet them. This comes with understanding the fact that a project manager can’t be the only one writing a project plan. Sure, you could try—but if you’re interested in team buy-in, you won’t. The reason you won’t is because you don’t want to put yourself or your team in an awkward position by not coming to a consensus on the approach before presenting it to your client. Doing that would be like stabbing every single one of your coworkers in the back. Not so good for the old reputation.
Starting a project must begin with clear communication of the project goals and the effort required to meet them.
It’s also great to utilize the super-smart folks surrounding you to get their input on how the team can complete the tasks at hand without killing the budget and the team’s morale. As a project manager, you can decide on waterfall or agile approaches, but when it comes down to it, you need to know that the team can realistically execute the plan.
You can also use your project plan review time to question your own thinking and push the team to take a new approach to the work. For instance, if you’re working on a website design, can designers start creating visual concepts while the wireframes are being developed? Will it make sense for this project and for the team? Can you have two resources working on the same task at once?
Running ideas by the team and having an open dialogue about the approach cannot only help you with building a project plan, it’s also a big help in getting everyone to think about the project in the same terms. This type of buy-in and communication builds trust on a team and gets people excited about working together to solve a goal. It can work wonders for the greater good of your team and your project.
When you’ve got all the info you need and you’ve spoken to all parties, you should feel more than comfortable enough to put together a rock solid project plan using whatever tool works for you. (Ahem, TeamGantt works nicely for a lot of happy customers). Any good online project planning tool will help you to formalize your thoughts and lay them out in a consistent, readable way.
There is no doubt that reading a project plan can be...boring. So, in order to stop your dear readers from skimming your work of art, use some formatting skills to make sure tasks, durations, milestones, and dates are crystal clear. Try to make a simple project plan—the more straightforward and easier to read it is, the better. No matter what tool you’re using, you should include these features:
Within TeamGantt's resource management software, you can assign who's responsible to each task so there is no confusion about who is responsible for what.
In addition to all of this, you should be as flexible as possible when it comes to how your project plan is presented. There is no absolute when it comes to how you represent your plan as long as you and your team understand what goes into one. Remember, people absorb information differently; while some people prefer a list-view, others might prefer to see a calendar, or even a gantt chart. You can make all of those variations work if you’ve taken the steps to create a solid plan. If your team currently prefers the traditional Excel gantt chart, and isn’t quite ready to use TeamGantt yet, try our free Excel template.
You should be as flexible as possible when it comes to how your plan is presented.
TeamGantt, an online project planning tool, gives you the ability to quickly and easily build a project plan using most of the tips listed above, and makes it even easier to adjust using a simple drag and drop feature. Creating a gantt chart based on the steps you’ve outlined for your team is easy and kind of fun. Plus, once you have created your project, you can have peace of mind knowing that you thought ahead and have a plan to guide you along as you go. Try it out, and create a gantt chart for completely free!
You’re almost finished! You’ve done your research, sketched your approach, discussed it with your team, and built your formal project plan. Do yourself one quick favor and ask someone on your team to review it before you hand it over to your clients. There’s nothing more embarrassing than being a project manager and delivering a plan with an error—like an incorrect date. It’ll take someone 10 minutes, and you’ll have peace of mind.
After you’ve put all of that work into creating this important document, you want to make sure that it has actually been reviewed. When you’re delivering your project plan, make sure you provide a summary of it in prose format. A brief message that covers the overall methodology, resources, assumptions, deadlines, and related review times will help you to convey what the project plan means to the project and to everyone involved.
Don’t be bashful about it: explain the thought that has gone into the process of building the project plan, and open it up for discussion. It can be good to set up a call to review the plan line by line with a client. This ensures that your client will understand the process, and what each step in the plan means. Sure, you might have to explain it a few more times, but at least you’re making the effort to help establish good project planning standards across the board and educate your clients on how your team works. And again, it shows that you care.
Sometimes projects are smooth and alarmingly easy to manage, and sometimes they are a complete nightmare that wakes you up at 3 a.m. every other night (it happens). Regardless, plans will change. With a good team and a clear scope of work, you’re on your way to making a solid plan that is manageable and well-thought-out. In the end, having a solid plan is your best defense against project chaos.
If you’re an easygoing project manager who can adapt your approach and your plan to go with the flow while calling out the appropriate risks, you’ll find yourself happy. Otherwise, the daily changes will cloud your vision, and you’ll focus on things that won’t help your team, your client, or the project. And remember: project managers can have fun too! So pick up your project scope, dig into your own research, and start writing your next masterpiece.
Learn how easy project planning can be with TeamGantt. Create your first gantt chart for free!