Project management

Definition. Project management is the application of processes, methods, skills, knowledge and
experience to achieve specific project objectives according to the project acceptance criteria
within agreed parameters

. Define a Project Organization Structure

This is the first thing you’ll have to think about when managing a project. The project
organization structure is the framework that facilitates the planning, execution and tracking of
project activities. To set up your structure, you’ll need to create a project organization chart that
specifies the roles and hierarchy of every team member. Then, think about the procedures and
guidelines that will be followed by them.
2. Set Clear Project Goals & Objectives
Before you can start the project planning phase, you’ll need to define the main goals and
objectives of your project. The project goals define the expected benefits of the project while the
project objectives are the steps that you’ll need to take to achieve them. Defining your goals and
objectives will set the stage to plan your project scope, schedule and budget.

3. Determine the Feasibility of Projects During the Initiation Phase

The feasibility study takes place during the initiation phase of a project. It will determine if a
project is worth the effort and cost. The gathering of information and analyzing that data will
evaluate the project’s strengths and weaknesses, opportunities and threats. It defines the project,
identifies stakeholders and the project team, sets objectives, analyzes requirements, and evaluates
alternatives and much more.
4. Create a Communication Plan
While reporting to the various participants in the project is key, there must be a
primary communication plan to regulate communications between yourself and the project
sponsor. This is the only way to ensure those project decisions are properly implemented.

Without having a singular way to disseminate what the sponsor wants to the project manager,
you’re not being effective in administrating the project. Even if there are multiple sponsors, they
must speak with one voice or risk sending the project into chaos.
You have the responsibility to set this line of communication in place. This entails finding the
right person with the right skills, experience, authority and commitment in the executive team to
facilitate this important task.
5. Define Roles & Responsibilities
To move forward, a project must have well-defined roles, policies and procedures in place. That
means everyone must know what they’re responsible for and to whom they answer. There needs
a delegation of authority for any project to function.
It also means that you must know how you’re going to manage the scope of work, maintain the
quality of the project, define its schedule and cost, etc. Without these things sorted from the
jump, you’re putting the project at risk.

6. Use a Work Breakdown Structure to Define Project Scope

The work breakdown structure (WBS) defines the project scope by taking the large project and
breaking it down into smaller, more manageable tasks. The top level of a WBS shows the
project’s final deliverable and the lower levels break down the scope into more detailed
deliverables and tasks.
7. Make a Resource-Loaded Project Schedule
The resource-loaded project schedule is part of the larger project schedule, which organizes the
tasks, resources needed to execute them and the related costs. The resource-loaded schedule
helps to understand the resource availability along with project tasks, estimates and deadlines. To
make a resource-loaded project schedule, map the tasks on the project timeline and add estimates
to each.
8. Identify the Critical Path
Another part of project scheduling is identifying the critical path. The critical path is used in
project management to identify the most important project tasks, which helps keep the project on
schedule. To identify the critical path, list all tasks and dependencies, calculate the start and
finish times and then it will show the critical path is the longest sequence of tasks that must be
completed on time for a project to finish successfully.

9. Make a Budget and Monitor Project Costs throughout the Project

Making a budget requires accurately estimating the cost of all the resources needed to complete
the various tasks. This is part of the cost management aspect of project management or the
planning, budgeting and reporting to keep the project on budget. Therefore, throughout the
execution of the project costs must be monitored to ensure that the actual costs are aligned with
the budgeted costs that were initially planned when the project was approved.
10. Define Quality Standards for Project Deliverables
Quality standards are the criteria used to define the expectations and requirements for a project’s
deliverables, processes and outcomes. The reason to define quality standards for project
deliverables is to ensure that the project meets the needs of the stakeholders, customers and
users. They can also help prevent errors and defects as rework can waste time, money and
resources.
11. Create a Risk Management Plan
Risk is part of life, and it’s certainly a part of any project. Before the project even starts, figure
out the potential risks inherent in the work ahead. Identifying them is not an exact science, of
course, but you can use historical data and knowledge from your team and sponsors to uncover
where the risk lies. Using a risk register template helps you capture all of this information.
It’s not enough to know that risk might rise at certain points in a project; you also should put in
place a plan to resolve the issue before it becomes a problem. That means giving each risk a
specific team member who’s responsible for watching for it, identifying it and working towards
its resolution.
Naturally, can’t foresee every risk, but hopefully, you’ll have at least identified the big ones.
That’s why you must keep an eye out for any irregularities and train your team to keep an eye
out for risks. The sooner you identify a risk, whether expected or not, the faster you can mitigate
it and keep the project on track.
12. Set a Project Performance Baseline
As you progress through your project, you’ll need project performance metrics to measure
success. This is how you can hold your team and yourself accountable, so you should always
have ways to measure the various aspects of your project and determine if the actual figures
reported are in line with the ones you planned.
The great thing about accountability in a project is that it gives you the means to identify team
members who are top performers and reward them accordingly. Other team members may
require more training or direction to improve their performance.
13. Create a Change Management Plan
As a project manager, you’ll need to know that project plans will likely change as your team
starts the project execution phase. Delays, issues, and risks might make it necessary to make
changes to your project scope, budget or schedule.
Keeping track of these changes and establishing an approval process it’s called change
management, a critical facet to project success as it helps to avoid scope creep and other issues.
The change management process is simple. You’ll simply need to create a change management
plan, a document where you specify how changes will be handled.

This will guarantee that whenever a stakeholder or a member of the project management team
wishes to make a change to the project plan, there will be a change management process in place.
In most projects, a change request must be created, filed and approved.
14. Focus on Value Delivery
In any project, it’s always important to focus on your clients’ and stakeholders’ expectations and
meet their project requirements. As a project manager, you need to make sure that the project
goals and objectives are realistic and agreed upon by the project team and project stakeholders.
Then once you’ve reached an agreement with clients and stakeholders you can think about your
value chain, supply chain, milestones, deliverables and quality standards and evaluate whether
you’re delivering the expected value. During the project life cycle, you’ll be constantly making
decisions that could either increase or hinder the value you deliver with your project.
Some examples of decisions that increase value can be creating a quality management plan or
choosing a methodology that allows constant customer feedback and communication for value
delivery such as agile or scrum.

THE IMPORTANCE OF PLANNING,

Planning is an essential part of project management because it helps ensure a project is
completed successfully:
1. Plans minimize stress
Imagine building IKEA cabinets with only a picture of the finished kitchen to go by. You’d start
out completely overwhelmed, and every wrong move you make would only amp up your stress
and frustration. And anyone else you rope into the build will feel it too.
You’d never bring that kind of pain on yourself, so why do that to your team and projects?
Think of a project plan as the instruction manual that guides everyone seamlessly through the
steps to success—no wild guesses needed. This kind of clarity sends confusion packing and
makes way for project peace to settle in.
2. Plans inspire confidence
Good project planning doesn’t just neutralize negative project vibes. It provides a positive boost
of confidence to everyone involved in the project.
You don’t have to wonder if progress is keeping pace with the deadline. Your team doesn’t have
to guess what they should tackle next. And leaders and clients don’t have to worry about whether
you’ve got a strategy for delivering what they need on time and budget.
It’s all right there in your plan!
3. Plans drive communication
Everyone knows communication is important in project management. And a plan is one of the
most effective communication tools you can use to keep everyone informed about your project.
That’s because it documents every important detail about your project—even when things
change.
With TeamGantt, you don’t have to act as the sole go-between pushing projects forward.
Everyone has access to the plan and can check up on progress and collaborate on work in real
time.
Having all your project communication streamlined around a centralized plan leads to better
efficiency and fewer mistakes. That’s something everyone can get behind.
4. Plans unite and focus teams
Agile workflows tend to skip the plan in favor of getting down to the tasks at hand. But a plan
doesn’t have to get in the way of project work.
In fact, a plan rallies your team around a single project vision so they can power through tasks
faster. Priorities are clear, expectations are aligned, and everyone knows exactly what needs to
happen to cross the finish line on time.
With a plan, your team can easily see how their work affects others and impacts the final
deadline. This provides an extra boost of motivation to stay on track and keeps confusion from
bogging your project down.
5. Plans create accountability
I don’t know about you, but I’ve got a lot of plans I never write down or share with anyone.
Funny enough, these “plans” never seem to go anywhere.
It’s not a coincidence. Plans that aren't documented don’t hold anyone accountable.
When your team and stakeholders can be called out on tasks in a plan everyone has access to, it
raises the stakes. Clearly outlining roles and responsibilities in your plan will push people to get
things done on time and up to standard. It really is that simple.

6. Plans keep deadlines on track

Agile may not run on deadlines, but stakeholders do. If you want to earn goodwill and trust, you
need to deliver projects on time.
Here’s the thing: Having one big date to shoot for isn’t enough. You’ve got to ensure you’re
making the right progress along the way.
That’s where a plan comes in.
A plan breaks the project timeline down into measurable steps so you can track progress against
the final deadline. If things start running behind, you can intervene early and determine what
needs to shift to right the ship.
Bonus: When you assign people to a task or milestone in TeamGantt, they’ll get notified when
it’s coming due so you don’t have to send constant reminders to keep them on task.
7. Plans prevent team overload
In the ideal world, your team would only work on one project at a time, making it easy to keep
workloads balanced. But that kind of project focus is a luxury at most organizations.
Project planning enables you to map out a schedule that takes your team’s entire workload into
account. That way you don’t load anyone up with too many tasks or assign deadlines they can’t
possibly make.
In TeamGantt, you can check team availability across projects right from your gantt chart.
This makes it easy to figure out who has time to do the work when you need it so your project
has a better chance of delivering on time without burning people out.
8. Plans take fear out of change
You can’t avoid project change, so you might as well embrace it. Despite common
misconceptions, planning gives you the flexibility to adapt to change more easily so you have a
better chance of hitting your project goals.
That’s because a plan holds all the important project details in one place. When something
unexpected pops up, you can weigh the potential impact on project scope, timing, and workloads
and adjust your plan to forge a new path forward.
When these updates are documented in your plan, it’s easy to bring your team and stakeholders
up to speed on the changes so you can all move forward successfully together.

9. Plans mitigate risk

Just like change, risk is an inherent part of project work. While you can’t control every possible
risk, you can manage it with a project plan.
Think of your plan as a living document that lets you keep a thumb on the pulse of your project
as it progresses. You can look ahead in your project and address issues before they become a
major problem.
For example, a plan lets you monitor the pace of work to ensure you’re not blowing through your
budgeted hours faster than expected. That way you can have important scope or budget
discussions early and avoid unwelcome surprises (and unhappy stakeholders) down the road.
10. Plans increase profitability
A lot of factors can drain the profit out of projects. Any of these sound familiar?
 Scope changes that sneak in under the radar and draw out your deadline
 Stakeholders who ghost you when progress depends on their approval
  Team members who spend more time figuring out what they’re supposed to do than
actually doing it
With a plan, you’re more likely to hit your project goals on time and budget. And less time and
money wasted means more room for your business to actually grow

 Helps avoid problems

A good plan helps identify potential issues and risks early on, and helps keep the project on
track.

 Keeps projects on time and within budget

A well-planned project is more likely to be completed on time and within budget.

 Improves communication
Planning facilitates communication between team members and stakeholders, and helps ensure
everyone understands the project's goals.

 Creates accountability
A plan clarifies roles and responsibilities, and helps maintain accountability throughout the
project.

 Helps with decision making

A plan helps you make decisions when unexpected things happen.

 Keeps team morale up

A plan helps keep team members and stakeholders confident by helping the project stay on
track.

 Shows stakeholders the resources are available

A detailed plan can help ensure continued support and funding for the project.
  Helps prevent scope creep
A plan can help prevent budget overruns and scope creep.

 Helps generate feedback

A plan can generate feedback that can be useful for the next project planning phase.
PROJECT PLANNING,
After the project has been defined and the project team has been appointed, you are ready to
enter the second phase in the project management life cycle: the detailed project planning phase.
Project planning is at the heart of the project life cycle, and tells everyone involved where you’re
going and how you’re going to get there. The planning phase is when the project plans are
documented, the project deliverables and requirements are defined, and the project schedule is
created. It involves creating a set of plans to help guide your team through the implementation
and closure phases of the project. The plans created during this phase will help you manage time,
cost, quality, changes, risk, and related issues. They will also help you control staff and external
suppliers to ensure that you deliver the project on time, within budget, and within schedule.
The project planning phase is often the most challenging phase for a project manager, as you
need to make an educated guess about the staff, resources, and equipment needed to complete
your project. You may also need to plan your communications and procurement activities, as
well as contract any third-party suppliers.
The purpose of the project planning phase is to:
 Establish business requirements
 Establish cost, schedule, list of deliverables, and delivery dates
 Establish resources plans
 Obtain management approval and proceed to the next phase
The basic processes of project planning are:
 Scope planning – specifying the in-scope requirements for the project to facilitate
creating the work breakdown structure
 Preparation of the work breakdown structure – spelling out the breakdown of the project
into tasks and sub-tasks
 Project schedule development – listing the entire schedule of the activities and detailing
their sequence of implementation
 Resource planning – indicating who will do what work, at which time, and if any special
skills are needed to accomplish the project tasks
  Budget planning – specifying the budgeted cost to be incurred at the completion of the
project
 Procurement planning – focusing on vendors outside your company and subcontracting
 Risk management – planning for possible risks and considering optional contingency
plans and mitigation strategies
 Quality planning – assessing quality criteria to be used for the project
 Communication planning – designing the communication strategy with all project
stakeholders
The planning phase refines the project’s objectives, which were gathered during the initiation
phase. It includes planning the steps necessary to meet those objectives by further identifying the
specific activities and resources required to complete the project. Now that these objectives have
been recognized, they must be clearly articulated, detailing an in-depth scrutiny of each
recognized objective. With such scrutiny, our understanding of the objective may change. Often
the very act of trying to describe something precisely gives us a better understanding of what we
are looking at. This articulation serves as the basis for the development of requirements. What
this means is that after an objective has been clearly articulated, we can describe it in concrete
(measurable) terms and identify what we have to do to achieve it. Obviously, if we do a poor job
of articulating the objective, our requirements will be misdirected and the resulting project will
not represent the true need.
Users will often begin describing their objectives in qualitative language. The project manager
must work with the user to provide quantifiable definitions to those qualitative terms. These
quantifiable criteria include schedule, cost, and quality measures. In the case of project
objectives, these elements are used as measurements to determine project satisfaction and
successful completion. Subjective evaluations are replaced by actual numeric attributes.
Example 1
A web user may ask for a fast system. The quantitative requirement should be all screens must
load in under three seconds. Describing the time limit during which the screen must load is
specific and tangible. For that reason, you’ll know that the requirement has been successfully
completed when the objective has been met.
Example 2
Let’s say that your company is going to produce a holiday batch of eggnog. Your objective
statement might be stated this way: Christmas Cheer, Inc. will produce two million cases of
holiday eggnog, to be shipped to our distributors by October 30, at a total cost of $1.5 million or
less. The objective criteria in this statement are clearly stated and successful fulfillment can
easily be measured. Stakeholders will know that the objectives are met when the two million
cases are produced and shipped by the due date within the budget stated.
When articulating the project objectives you should follow the SMART rule:
  Specific – get into the details. Objectives should be specific and written in clear, concise,
and understandable terms.
 Measurable – use quantitative language. You need to know when you have successfully
completed the task.
 Acceptable – agreed with the stakeholders.
 Realistic – in terms of achievement. Objectives that are impossible to accomplish are not
realistic and not attainable. Objectives must be centred in reality.
 Time based – deadlines not durations. Objectives should have a time frame with an end
date assigned to them.

Project planning also It involves:

 Defining the project scope: Documenting the project's goals, tasks, deadlines, costs, and
deliverables

 Creating a timeline: Plotting the project's phases, milestones, resources, and workflow
on a timeline

 Assigning tasks: Delegating tasks to team members

 Assessing risks: Identifying, cataloging, and analyzing risks before they happen

 Establishing a budget: Setting a budget for the project

 Communicating with stakeholders: Engaging with stakeholders to ensure coordinated

efforts and successful outcomes

Some other things to consider when planning a project include:

 Project goals: Answering the question, "Why are you launching the project?"
  Deliverables: Determining what the deliverables will be and how they will be delivered

 Methodology: Deciding on the methodology to use to complete the project

 Clients and stakeholders: Identifying who the clients and stakeholders are

PROPOSAL WRITING
Proposal writing is the process of creating a written pitch to persuade readers to take action. It's a
creative process that involves understanding your audience, and using the right language and
materials to appeal to them. The goal of a proposal is to convince readers to do something, such
as purchase a product or service, fund a project, or implement a program
Here are some tips for writing a proposal:
 Consider your audience
Consider the level of knowledge your audience has, and whether they are part of your technical
community. You can use an executive summary written in non-technical language, or include a
glossary of technical terms.

 Plan your structure

A proposal typically includes an introduction, background, solution, deliverables, resources, and
conclusion.

 Be creative
A proposal should be more than just filling in a form. It's an opportunity to make your idea
compelling and inspiring.

 Include key points

Establish the key points you want to make under each section heading.

 Include a plan for monitoring and evaluation

Have a plan for monitoring the project's progress and evaluating its success.
The type of proposal you write will depend on the subject, but here are some examples:
 Research proposal
Describes what you will investigate, why it's important, and how you will conduct your
research.

 Financial proposal
Presents and suggests changes to handle an organization's budget or financial problem.

6 STEPS FOR WRITING A PERSUASIVE PROJECT PROPOSAL

Summary
A project proposal is a written document outlining everything stakeholders should know about a
project, including the timeline, budget, objectives, and goals. Your project proposal should
summarize your project details and sell your idea so stakeholders buy in to the initiative. In this
guide, we’ll teach you how to write a project proposal so you can win approval and succeed at
work.
All projects have creation stories, but they don’t start with someone declaring, “Let there be
resources!” To move forward with a project, teams must submit a proposal to decision-makers
within their organization or to external stakeholders.
A project proposal is like a written elevator pitch—its purpose is to present your project in a
condensed but efficient manner. In this guide, we’ll teach you how to write a project proposal so
you can win approval and succeed at work.
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What is a project proposal?

A project proposal is a written document outlining everything stakeholders should know about a
project, including the timeline, budget, objectives, and goals. Your project proposal should
summarize your project details and sell your idea so stakeholders feel inclined to get involved in
the initiative.
The goal of your project proposal is to:
 Secure external funding
 Allocate company resources to your project
 Gain stakeholder buy-in
 Build momentum and excitement
Project proposals vs. project charters vs. business cases
Project proposals and project charters serve different purposes in the project creation process,
and it’s important to understand the difference between the two. While a project proposal takes
place in the initiation phase of the project, the project charter takes place in the planning phase.
As mentioned above, a project proposal is a persuasive document meant to convince stakeholders
why the project should be carried out. A project charter is a reference document that defines
project objectives, and it can’t be created until the project proposal is approved.
People also confuse the business case with the project proposal, but the business case also comes
after the proposal. Once the project is approved through a proposal, a business case may be used
to secure additional funding for the project.
Types of project proposals
There are six types of proposals you may encounter as a project manager, and understanding the
different formats can be useful as you write yours. Each type has a different goal.

 Solicited: You’ll send solicited proposals in response to a Request for Proposal (RFP).
An RFP announces a project in detail and asks for bids from qualified teams. Because
you’re competing against other companies for this type of proposal, you must do
thorough research and write persuasively.
 Unsolicited: You’ll send unsolicited proposals without an RFP, meaning no one asked for
your proposal. In this case, you won’t be up against other companies or teams, but you’ll
still need to be persuasive because you have no knowledge of whether the stakeholder
you’re pitching to needs you.
  Informal: You may have a client send you an informal request for a project proposal, in
which case you can respond with your project pitch. Because this isn’t an official RFP,
the rules are less concrete.
 Renewal: You’ll send renewals to existing clients in hopes that they’ll extend their
services with your organization. In this type of project proposal, the goal is to emphasize
past results your team has produced for the client and persuade them you can produce
future results.
 Continuation: You’ll send continuations as a reminder to a stakeholder letting them know
the project is beginning. In this project proposal, you’ll simply provide information about
the project instead of persuading the stakeholder.
 Supplemental: Similar to a continuation proposal, you’ll send a supplemental proposal to
a stakeholder already involved in your project. In this type of proposal, you’re letting the
stakeholder know the project is beginning, while also asking for additional resources.
You should persuade the stakeholder to contribute more to the project in this proposal.
The tone of voice and content of your project proposal will differ based on the type of proposal
you’re sending. When you know your project goals, you can write your proposal accordingly.
How to write a project proposal
These step-by-step instructions apply to most project proposals, regardless of type. You’ll need
to customize your proposal for the intended audience, but this project proposal outline can serve
as a reference to ensure you’re including the key components in your document.

1. Write an executive summary

The executive summary serves as the introduction to your project proposal. Similar to a report
abstract or an essay introduction, this section should summarize what’s coming and persuade the
stakeholder to continue reading. Depending on the complexity of your project, your executive
summary may be one paragraph or a few paragraphs.
Your executive summary should include:
 The problem your project plans to solve
 The solution your project provides for that problem
 The impact your project will have
You should only address these items briefly in your executive summary because you’ll discuss
these topics in more detail later in your proposal.
2. Explain the project background
In this section, you’ll go into the background of the project. Use references and statistics to
convince your reader that the problem you’re addressing is worthwhile.
Some questions to include are:
 What is the problem your project addresses?
 What is already known about this problem?
 Who has addressed this problem before/what research is there?
 Why is past research insufficient at addressing this problem?
You can also use this section to explain how the problem you hope to solve directly relates to
your organization.
3. Present a solution
You just presented a problem in the project background section, so the next logical step in
proposal writing is to present a solution. This section is your opportunity to outline your project
approach in greater detail.
Some items to include are:
 Your vision statement for the project
 Your project schedule, including important milestones
 Project team roles and responsibilities
 A risk register showing how you’ll mitigate risk
 The project deliverables
 Reporting tools you’ll use throughout the project
You may not have all these items in your proposal format, but you can decide what to include
based on the project scope. This section will likely be the longest and most detailed section of
your proposal, as you’ll discuss everything involved in achieving your proposed solution.
4. Define project deliverables and goals
Defining your project deliverables is a crucial step in writing your project proposal. Stakeholders
want to know what you’re going to produce at the end of your project, whether that’s a product, a
program, an upgrade in technology, or something else. As the stakeholder reads through your
vision, this will be the section where they say, “Aha, this is what they’ll use my resources for.”
When defining your deliverables, you should include:
 The end product or final objective of your project
 A project timeline for when deliverables will be ready
  SMART goals that align with the deliverables you’re producing
While it’s important to show the problem and solution to your project, it’s often easier for
stakeholders to visualize the project when you can define the deliverables.
5. List what resources you need
Now that you’ve outlined your problem, approach, solution, and deliverables, you can go into
detail about what resources you need to accomplish your initiative.
In this section, you’ll include:
 Project budget: The project budget involves everything from the supplies you’ll need to
create a product to ad pricing and team salaries. You should include any budget items you
need to deliver the project here.
 Breakdown of costs: This section should include research on why you need specific
resources for your project; that way, stakeholders can understand what their buy-in is
being used for. This breakdown can also help you mitigate unexpected costs.
 Resource allocation plan: You should include an overview of your resource allocation
plan outlining where you plan to use the specific resources you need. For example, if you
determine you need $50,000 to complete the project, do you plan to allocate this money
to salaries, technology, materials, etc.
Hopefully, by this point in the proposal, you’ve convinced the stakeholders to get on board with
your proposed project, which is why saving the required resources for the end of the document is
a smart strategic move.
6. State your conclusion
Finally, wrap up your project proposal with a persuasive and confident conclusion. Like the
executive summary, the conclusion should briefly summarize the problem your project addresses
and your solution for solving that problem. You can emphasize the impact of your project in the
conclusion but keep this section relevant, just like you would in a traditional essay.
Tips for writing an effective project proposal
Following the steps listed above will ensure your project proposal has all the right elements. But
if you want to impress your readers and win their approval, your writing must shine. In addition
to the above, a project proposal includes:
Know your audience
As you write your proposal, keep your audience (i.e. the stakeholders) in mind at all times.
Remember that the goal of the proposal is to win your audience over, not just to present your
project details. For example, if you’re creating a new editing tool for a children’s publishing
house, can you determine whether your stakeholders are parents and appeal to their emotional
side when persuading them to buy in to your product?
Be persuasive
Persuasion is important in a project proposal because you’re hoping your audience will read your
proposal and do something for you in return. If your reader isn’t intrigued by your project, they
won’t feel inclined to help you. If you describe your editing tool but don’t mention the many
features it will offer, how it will benefit clients, and its positive impact in the industry, your
audience will wonder, “Why should I care about this project?”
Keep it simple
While you should go into detail on your problem, approach, and solution, you shouldn’t make
your project proposal overly complex. This means you can discuss the project plan for your
proposed editing tool without discussing what codes the engineers will use to make each feature
work.
Do your research
A successful project proposal includes thorough research. Be prepared to back up your problem
—and solution—with reputable sources, case studies, statistics, or charts so you don’t leave your
audience with questions. When writing your proposal, put yourself in the reader’s shoes and ask:
 Why is this a problem?
 How is this a solution to the problem?
 Has anyone addressed this problem before?
 What are the project costs?
If you can answer these questions, then you’ve likely done enough research to support your
proposed initiative.
Use project management tools to strengthen your project proposal
Good project proposals require team collaboration. With the right management tools, your team
can communicate, share information, and work together on one shared document.
When you store all your project information in one place, it’s easy to access that data when you
need it. Project proposals stem from well-organized and properly planned projects, which is why
project management software is a key resource to effectively write a project proposal.
PROJECT PLANS
Project planning covers defining the various stages based on the methodology used, allocating
budget and resources, and assessing key performance metrics.
Without proper project planning, tracking and hitting objectives become more difficult, resulting
in bottlenecks or roadblocks that hinder project success. On the flip side, if you have a
comprehensive project plan, you can easily follow a more streamlined timeline and process.
Learn what goes into a project plan and the different types of planning you should consider as
you read on
STRATEGIC PLANNING
Developing a strategic project management plan involves the identification of project goals and
operational priorities, assessing resource availability, and the creation of a viable action plan
depending on these variables. This type of plan sets the overall direction and objectives of the
project as it contains critical aspects like the project objectives, timeline, and budget.
In strategic planning, use various project management tools – starting with SWOT analysis.
Identifying SWOT, which stands for strengths, weaknesses, opportunities, and threats, helps you
make well-informed decisions and design the project’s direction.
On top of that, use other processes, such as PESTLE analysis and stakeholder management.
Evaluating PESTLE (political, economic, sociocultural, technological, legal, and environmental
factors) provides a clearer picture of external aspects to consider when planning the project.
Meanwhile, stakeholder management strategies ensure you establish good relationships with the
stakeholder. This plays an essential role in the project development and completion.
SCOPE PLANNING
Scope planning is another crucial aspect of project management planning which defines and
documents the boundaries and project deliverables. By identifying the extent of the project in
terms of the expected output and how it compares to other variables, you’ll have a clear picture
of the necessary steps to attain the project goals.
To document the project deliverables, you first need to develop the scope statement, also known
as the terms of reference. Your scope statement will be an essential part of your team’s roadmap
when identifying the necessary steps to complete the deliverables within the agreed timeline and
allotted budget. That said, it’s a key metric in measuring the project’s success.
Your scope management plan contains the scope statement. Keep in mind that despite the name,
this is a comprehensive document not limited to a brief statement. Instead, you will have to cover
important requirements to develop a clear project scope statement. In doing so, make sure to
follow these steps:
 Discuss the creation of a scope statement with the stakeholders so they can also
contribute to the brainstorming process
 Define the project requirements, such as your business and project goals, critical business
processes involved, project assumptions and constraints, exclusions, success factors, and
proposed deliverables statement.
Once you’ve completed the document, you’ll have to present the scope statement to the
stakeholders. It’s not unlikely for it to change depending on how your discussion goes. To
manage these changes, make sure to align the proposed alterations to the project’s budget and
timeline.
SCHEDULE PLANNING
Much like scope planning, you will need a viable schedule plan to take off with your project
implementation. Schedule planning involves creating a timetable that includes milestone
projections, task start dates, and due dates, and resources. These details are organised in such a
way that ensures project completion within the declared timeline.
You can use several techniques to ensure you’re following the right process in schedule
planning. For example, consider the Work Breakdown Structure (WBS) if you’re working on a
complex project requiring multiple steps.
WBS is deliverable-oriented and follows a hierarchy of work to complete a parent task. Each
level is a smaller component of a task, which contains its own details. The WBS methodology
makes use of visual tools like flowcharts, Gantt charts, and other diagrams.
On the other hand, you can also use the Critical Path Method (CPM) when developing your
schedule plan. This strategy focuses on finding the duration of tasks and identifying how critical
they are in project completion. It also involves analysis of which project is dependent on the
other. That way, it provides a gated process that allows you to better decide on creating a
favourable schedule for your team.
While the scheduling techniques mentioned above work best for traditional projects, you may
have to consider another option if you’re using the Agile methodology. This is because Agile is
sprint-based, with iteration and more flexibility. An ideal schedule management approach for
Agile begins with identifying the tasks based on priority, then grouping them under sprints. Also,
categorise them based on status: not yet started, in progress, and completed.
Scheduling the critical components of the project becomes easier when using project
management software. This is because they come with built-in scheduling tools, along with other
essential features, for collaboration, notifications, and more.
BUDGET PLANNING
Regardless of how new you are in project management, you’re probably aware of how important
budget planning is to move your project to the next steps. With so much at stake, budget
planning has to be done with accuracy, proper analysis, and foresight,
Budget planning involves estimating, allocating, and controlling project costs. To create a project
budget, you must first develop the project goals and scope statement and identify the
deliverables. Next, you should create a list of resources you’ll need and assign estimated
amounts. Make sure to cover all possible expenses to avoid going over budget. Then create a
contingency fund. Make sure to document all these elements to create a budget plan.
In the event that you’re working on a no-budget project, don’t skip this planning step. At the
very least, identify the necessary resources and indicate how you plan to obtain them.
Before you present your budget proposal to the stakeholders, include your plan for tracking and
controlling project expenses throughout the project cycle, as well as any approach to reduce
project costs. This improves the likelihood of your budget plan getting approval and
prevents spending beyond the budget.
RESOURCE PLANNING
Planning your resources go hand-in-hand with developing a budget plan. A resource plan helps
with your cost allocation, allows you to minimise delays and other roadblocks, ensures alignment
between the resources and deliverables, and optimises the use of available options.
To ensure proper resource planning, you must identify the necessary resources and check their
availability in the business. For example, if your project involves promotional campaigns, assess
if the business already has a marketing team so you don’t need to form one. This makes up
resource optimization.
Other techniques you can employ include:
 Resource estimation: This involves identifying the type of resource and how many of
each is required to complete the project.
 Resource leveling: This is a technique referring to adjusting the timetable to match it
with the available resources, ensuring project completion.
 Resource smoothing: Unlike resource leveling, you opt not to change the project
completion date. Instead, you optimise your resources by hiring new people, adding
equipment, or other resource extensions that help you deliver the project on time.
RISK PLANNING
Managing risks allow for minimal roadblocks or a better way to manage them accordingly during
project implementation. Risk planning is crucial to identify possible causes of bottlenecks and
opportunities throughout the project.
The first step in planning a risk management strategy is risk identification. To do this, you’ll
need to follow a streamlined process, which includes these steps:
 Template specification: This involves identifying risks based on various aspects like
effects, causes, impacts, areas of risk, and events.
 Basic identification: It’s as simple as asking how likely or unlikely you’ll experience a
particular risk (why or why not us) and where we have seen this before. The likelihood of
a risk, in particular, can be covered by the SWOT analysis.
 Detailed identification: This technique can be time-consuming only because it includes
thorough steps to analyse the risk, such as interviewing, assumptions analysis, document
reviews, Delphi technique, and brainstorming.
Risk identification alone will be insufficient if you wish to reduce the impact of potential threats
or maximise the visibility of opportunities. Supplementing this step is risk assessment, where
you analyse the consequence of each risk and which aspects of the project phase or iteration can
be highly affected.
By evaluating each risk, you can now create a response plan. It should contain strategies to
mitigate the negative risks, as well as highlight and reach positive risks.
COMMUNICATION PLANNING
Coming up with a communication plan allows you to establish the right channels to exchange
updates, requests, and reminders. You also get to monitor the types of information your team
members and stakeholders will have access to.
A communication plan outlines the method of communication, the tools you’ll be using,
notification responses, and the frequency of update reports. It also contains the goal of the
communication plan, the individual roles of the team members and stakeholders, and more.
In creating a communication plan, ensure that you outline which aspects of the project require
communication and how often you should connect with specific people. It’s also ideal for
identifying channels of communication and the level of engagement required from stakeholders
as part of your efforts for stakeholder management.
Your communication plan will also likely influence the type of project management software
you’d want. For example, if you plan on using tools like Slack to collaborate with your team
members, it’s best to consider a PM platform that integrates with this app.
QUALITY PLANNING
Quality planning ensures that you meet the expected output within the time frame and allocation
you’ve identified. On top of that, this type of planning also guarantees that the outcomes meet
the set quality standard during the planning and initiation phase.
A key component of quality planning is setting your key performance indicators or quality
metrics. These could be influenced by customer satisfaction, stakeholders’ expectations, and
process quality standards.
To ensure proper quality planning, define the quality standards first. This will vary depending on
the project goal. For example, if you’re aiming to develop a specific product, your quality
standards will most likely include functionalities of specifications and particular attributes. These
will also cover your quality objectives.
Once you’re set the quality standards and objectives, it’s time to plan for the quality assurance
and control activities. These include testing and assessment in between iterations.
PROCUREMENT PLANNING
As an extension of resource planning, you should also ensure procurement planning when
developing your project proposal document. Procurement planning involves identifying and
acquiring the services, tools, equipment, and crucial needs to complete the project.
By having a procurement plan, you guarantee transparency and accountability in managing
resource expenses. Plus, it allows you to monitor your acquisitions based on your budget and
resource allocation.
In preparing your document, you should define and outline the procurement process. The crucial
steps to consider include developing criteria for vendor selection, providing details on the
bidding process, contract management, and supplier relationship management

In summery Here are some types of plans in project management:

 Project plan
Also called a project management plan, this is a detailed timetable that combines all the
individual plans needed to execute a project. It's created at the beginning of the project.

 Project schedule
A planning tool that establishes a timeline for the project, outlines tasks, and assigns them to
team members.

 Scope management plan

Part of the project management plan, this document describes how the project team will define,
monitor, control, and validate the project's scope.

 Risk management plan

Part of the project management plan, this plan details the activities needed to meet project
objectives.

 Communication plan
Part of the project management plan, this plan identifies how communication should be
processed and managed.

 Stakeholder engagement plan

Part of the project management plan, this plan describes how to promote stakeholder
involvement in decision making and project execution.

Project planning covers defining the various stages based on the methodology used, allocating
budget and resources, and assessing key performance metrics.
Without proper project planning, tracking and hitting objectives become more difficult, resulting
in bottlenecks or roadblocks that hinder project success. On the flip side, if you have a
comprehensive project plan, you can easily follow a more streamlined timeline and process.
Learn what goes into a project plan and the different types of planning you should consider as
you read on.

What is an annual operating plan (AOP)?

An annual operating plan (AOP), also known as an annual business plan, is a detailed document
that outlines a business’s yearly objectives, action plans, and resource allocation for a specific
fiscal year. A successful AOP:
 Sets the company’s financial targets and budgets;
 Assigns resources and responsibilities; and
 Establishes risk mitigation strategies.
With an operating plan in place, you will get a general picture of how things work (or are
supposed to work). This will allow you to identify potential bottlenecks, optimize resource
utilization, and make informed decisions to realize goals. Typically, the key players that
contribute to what goes into the plan are the executives and heads of the finance, sales,
marketing, and operations departments. But overall, the CEO is responsible for aligning all these
strategies and goals into one cohesive annual operating plan.
Annual Operating Plan vs. Budget Plan
Although an operating plan and a budget plan may be closely related as they both address
financial structure, they are two different things. As previously explained, operating plans are the
roadmaps that guide the company to success. Budget plans, on the other hand, are the financial
allocations that help execute that roadmap. Essentially, the AOP defines what to accomplish,
and the budget determines how to fund it realistically.
Key Components of an Annual Operating Plan
While there’s no one-size-fits-all operating plan template, here are the fundamental components
when creating one:
 Executive Summary: This is generally a concise overview of the entire annual operating
plan, including key objectives and expected outcomes.
  Company Overview: A brief description of the company, its mission, vision, and core
values.
 SWOT Analysis: Implied by the term, SWOT analysis means assessing the company’s
internal strengths, weaknesses, external opportunities, and threats and using the findings
to develop strategies that help advance its objectives.
 Goals and Objectives: When establishing goals, whether short-term or long-term, that
are aligned with the company’s overall strategy, keep in mind the SMART approach.
Goals in your AOP must be specific, measurable, achievable, relevant, and time-bound.
 Key Performance Indicators (KPIs): These are quantifiable metrics used to track
progress, measure results, and adjust goals as needed.
 Action Plans: Detailed outlines of the steps required to achieve each goal, including
responsible parties, timelines, and resources.
 Projected Budget: A financial plan that outlines the company’s revenue projections,
expenses, and cash flow.
 Resource Allocation: This lays out the human, financial, and technological resources
required to execute the AOP.
Why Your Business Needs an Annual Operating Plan
By constructing a clear path for the year ahead, businesses can enhance their day-to-day
operations and drive growth. More importantly, a well-crafted AOP offers several key benefits,
such as:
Aligns everyone on the team
An operating plan ensures everyone in your organization works towards one shared goal. Clearly
defining the plan of action and who is responsible for making each step happen gives everyone a
sense of purpose and direction and prevents duplication of efforts.
Enhances decision-making
What you can measure, you can improve. Specific KPIs from the operation measure progress and
evaluate the effectiveness of all business decisions. Thus providing helpful insights for course
correction and optimization.
Mitigates risks
Through a comprehensive assessment of potential challenges that the business might encounter
throughout the year, an AOP helps identify the risks and develop strategies to mitigate them.
This proactive approach can protect your business from unforeseen setbacks.
Improves performance measurement
By setting clear KPIs, businesses can accurately measure performance and identify areas for
improvement. Regularly reviewing the AOP ensures the company is on track to achieve its goals.
How to Write an Operational Plan: Step-by-step Guide
First, ask yourself, how do you see your organization a year from now? Once the vision is clear,
plan your operations around it. To accomplish this, follow these steps:

1. Review past year’s performance

Begin by comparing your current situation to last year’s performance. Review how closely
aligned the results are with your vision. What worked and what didn’t? Are there actions or
programs that didn’t yield the outcomes you wanted? For example, a marketing campaign might
not have generated the expected return on investment, or a product launch might not have
boosted the company’s revenue. Take the learnings from the previous year, the good and bad,
and use them to guide your planning for the upcoming year.
2. Assess the market condition
Pursuing a plan that is not aligned with the current market trend is pointless. Why? Because there
is almost a one-hundred percent chance of its failure. Before building a plan, you must
consistently monitor industry trends and competitor activities to identify potential opportunities
and threats. Knowing this will inform your strategic direction and help you set realistic,
achievable goals. Make sure to collaborate with the upper management to develop adaptable
strategies to navigate market fluctuations.
A thorough SWOT analysis will provide valuable insights into your organization’s position
relative to competitors.
3. Define goals and formulate a strategy
Determine what you want to achieve in parallel with market conditions and internal capabilities.
Then, formulate a strategy to help you achieve it. Identify the resources needed, set realistic
timelines, and establish clear metrics for tracking progress. Most importantly, ensure your
strategy is flexible enough to adapt to changes and challenges that may arise during the year.
Here are some examples of what goals should look like:
 Sales Department: Increase sales revenue by 20%, expand market share by 15%, and
launch three new products within the next two years.
 Marketing Department: Improve brand awareness by 45%, increase website traffic by
50%, and generate 3,000 new leads in 12 to 18 months.
 Operations Department: Within 6 to 12 months, reduce production costs by 20%,
improve on-time delivery to 95%, and implement a new quality management system.
While some goals may take more than a year to achieve, it is important to set realistic and
achievable plans that one financial year can cover in your AOP.
4. Develop the operating plan
Based on the information you have gathered, build a detailed operating plan. Allocate necessary
resources efficiently and assign specific responsibilities to team members to ensure everyone
contributes to the end goal.
Do not forget your finances. Integrate your budget to ensure financial viability, aligning it with
your goals and resource allocation. Once you have a framework, communicate the plan clearly to
all stakeholders and adjust according to their insights.
5. Leverage technology
The digital era has revolutionized how businesses plan and manage their operations by providing
tools that automate tasks and enhance accuracy. For example, project management software
allows teams to collaborate seamlessly and ensure that tasks are completed on schedule. Data
analytics tools help businesses gather and analyze vast amounts of data to make informed
decisions and predict future trends in seconds.
As such, you need to find solutions that maximize your team’s skills and talents. These could
include artificial intelligence and machine learning programs, which automate routine tasks so
employees can focus more on strategic activities.
Another investment you can make is board meeting software. This helps simplify meeting
management and increase productivity by streamlining the scheduling, agenda-setting, and
documentation processes. This digital board portal allows everyone to meet and discuss
important matters without geographical barriers.

6. Execute the plan

Implement the operating plan at the start of the new fiscal year. Make sure that everyone is well-
informed about these goals by utilizing internal communication channels, such as emails and
group chats. You may also organize a town hall to address any questions or concerns from the
team. This step is critical to guarantee that all are aware of their roles, responsibilities, and
commitments. Now is also the time to lay down individual and team KPIs to track performance
and progress. Regularly review these KPIs through scheduled check-ins and progress meetings to
ensure continued alignment with the plan.
7. Create backup plans
No matter how intricate your plan is, the possibility of failing due to unforeseen circumstances
such as unexpected market shifts, supply chain disruptions, regulatory changes, or technological
failures is never zero. During these times, you must ensure that operations will continue
smoothly by having robust contingency plans in place. Pinpoint areas critical to maintaining
business continuity and conduct risk assessments to identify potential threats and their impact.
Once risks are identified, develop your contingency plan, which can include these two important
things:
 Alternative Resources: Find backup suppliers, resources, or technologies that can be
activated quickly if primary options fail, with minimal disruption. For example, if a
supplier cannot deliver essential materials, having alternative suppliers ready can prevent
production delays.
 Emergency Response Plans: Prepare specific action plans for crises, such as natural
disasters or cyberattacks. These plans should include clear steps to mitigate damage,
communication protocols to keep all stakeholders informed, and defined roles and
responsibilities for team members to ensure coordinated response.
In addition, you must ensure that your backup plan is flexible and adaptable to whatever comes
your way.
Examples of Annual Operating Plans
Every business is unique, but having a good foundation in standard annual operating plans might
be helpful when crafting a plan tailored to your needs. Here are sample AOPs of two different
types of organizations so you know what to expect and include in yours:
1. Retail Business Annual Operating Plan Example

2. Non-Profit Organization Annual Operating Plan Example

Please note that these are only rough samples of common AOPs. Depending on your
organization’s specifics, they can be more detailed and comprehensive. To gain insights, check
out these examples of operating plans from different industries.
Put Your Operating Plans into Action with Convene
Rolling out your operational plans requires countless meetings to ensure everyone is informed
and aligned. Convene offers a suite of features designed to enhance collaboration and streamline
execution.
The leading board management software, Convene, provides live video conferencing capabilities
that enable real-time discussions and decision-making — keeping the members connected and
engaged regardless of location. Its secure online document library offers easy access to essential
files and resources. At the same time, annotation tools allow for collaborative review and
feedback directly on documents using their gadget of choice at the members’ convenience.
Another helpful feature is the board meeting software’s built-in e-signature function, which can
facilitate an end-to-end sign-off workflow without leaving the app. This allows for a seamless
and efficient approval process, ensuring all necessary documents for your operating plan are
signed and finalized promptly.
In project management, departmental and individual plans are part of the overall project plan,
which should include a variety of elements to ensure the project's success:
A project planning tool or template can help ensure that all aspects of the project are covered. A
Gantt chart is a visual representation of a project timeline that can help with project planning,
scheduling, task management, and resource management.
Below are some of the importance of departmental and individual plans
 Goals and objectives: SMART goals are specific, measurable, achievable, relevant, and
time-related.

 Stakeholders and roles: Define the roles and responsibilities of each stakeholder.

 Schedule: Create a timeline that considers the resources needed for each task.

 Risks: Identify potential risks and strategies to manage them.

 Communication: Decide on how and how often to communicate with stakeholders and
the team.

 Milestones: Identify milestones and review points.

 Resources: Outline the available and required resources.

 Dependencies: Identify any dependencies, or tasks that need to be completed before

others can begin.

 Deliverables: Identify the deliverables, or tangible outcomes, of the project.

 Budget: Include a budget allocation and financial management plans.

PROJECT PLANNING PROCESS,
1. Determine the project goals and objectives
The first step in the project planning phase is to define the goals and objectives of your project.
Project goals and objectives help you decide if the project should be prioritized (or even
undertaken—essentially you need to use a proof of concept). They also assist you in deciding
what to deliver to the client and in identifying problems early on, e.g. a short deadline.
Your project goals provide a broad idea of what you’re trying to accomplish and help dictate the
direction of your project.
Your project objectives are similar to your goals, but they define the project in more specific
terms like cost, time, and quality. Once you have your project objectives, it's easy to determine
the deliverables.
To set your project goals and objectives, refer to the information gathered in the project initiation
stage. For example, the project brief or project proposal state that the client needs an e-commerce
store to handle the volume of orders on their social media pages. Their goal, in that case, is to
launch an e-commerce website. Their objectives might be to launch a fast and user-friendly e-
commerce website by the end of Q4 at a cost of $20,000.
If you're wondering where to start, take a look at our project planning templates or the more
specific project charter templates that will help you save time and effort.
2. Determine the project scope
Stakeholders often request extra tasks or significant changes in direction (sometimes several of
them) during a project that could derail it.
Your project scope protects you from unrealistic expectations, conflicting interests, and
unattainable demands as the project progresses.
To determine your scope, look at your project goals and objectives. What do you need to do to
achieve them? What isn’t necessary? For example, the scope of a new housing project may be
limited to erecting and finishing the building but might not include landscaping or the
construction of an outdoor pool. And it certainly does not include switching the design to a
skyscraper!
It’s normal to feel uncertain about all the details. Stephen Whitworth, co-founder of
incident.io, recommends being flexible in your approach. “You can scope with different levels of
detail in your scope. It’s helpful to start vague, get early feedback, and then go precise.”
Using a scope document or a scope statement ensures you can refer back to it if the need arises
(this can be achieved in several ways).
3. Build your work breakdown structure (WBS)
At this stage, start determining which tasks, subtasks, and deliverables must be carried out to
complete the project. You can do this by referring to your scope and creating a work breakdown
structure—a structured decomposition of tasks needed to complete a project. A WBS is often
accompanied by a resource breakdown structure (RBS), where both represent what activities the
project team needs to complete and what resources are necessary for each work package.
In his book Project Management for Humans, Brett Harned emphasizes the importance of work
breakdown structure: "Creating a work breakdown structure for any plan or set of tasks helps
you get granular about the work that needs to be done on any given project."
You can create a written work breakdown structure by:
 Breaking down your project using a Kanban board like Trello
 Mapping out tasks and timelines using Gantt charts in a project management tool
like Asana
Start by taking the project itself and breaking it down into large chunks or work streams. For
example, your initial work streams for an e-commerce website would be setting up the site
infrastructure and authentication, creating the cart system, and connecting the payment gateway.
You can go further by breaking your work streams into smaller project deliverables (don’t forget
to add managerial tasks at each level!). For the e-commerce website, tasks like buying a domain
name, instituting website hosting, and load balancing all fall under setting up the site
infrastructure.
Pro tip
If you’re using a project management tool like Asana or Trello to create your WBS, integrate it
with a resource management tool like Float (that's us! 👋) to easily allocate tasks based on your
team’s skills, availability, and capacity.

4. Set timelines
Now that you have individual tasks created, you can set timelines for each activity.
Project timelines help you estimate the completion date and keep things on track. Timelines are
usually plotted on a Gantt chart or in a resource management tool like Float.

A clear, color-coded view of projects in Float's Project plan page supports the project planning
process
You can set timelines by comparing the duration of tasks in similar projects or asking your team
how long specific tasks take them.
Remember to add a buffer period for unplanned events like switching hosting providers or delays
in getting approval from building control inspectors. "If there's a project I can get done in a
week, I'll estimate two and half weeks for it. In case of unforeseen circumstances, I'd like to
overestimate so I'll have more time
Here are some other things to keep in mind when creating timelines:
 Set milestones for each phase of the project: an example of a milestone could be that 2
months from the start date, the engineers will have completed their work on the backend
of the e-commerce site
 Be conscious of time constraints: your timeline might have to fit the deadline given by
clients. In this case, you may need to follow the critical path
5. Determine and plan resources
For a project to succeed, you need the right people and resources.
The resource planning process in project management involves a lot of project assumptions and
making estimates. But from the past steps—especially your WBS, scope, and goals—you should
have a rough idea of what resources you need.
For example, if you’re building an e-commerce website, you’ll need a developer, a designer, and
a copywriter. You’ll also need to purchase hosting and a domain name for the website. If they
are a co-located team, you should provide a meeting room for collaboration.
For a new house construction project, you’ll need masons, plumbers, electricians, HVAC
technicians, and materials like sand, rocks, wood, pipes, and wires.
When planning your resources, ensure you:
 Determine the skills/criteria you need
 Confirm future availability of resources
 Identify costs of resources, e.g., hourly rates
 Find out about special requirements, e.g., do you need to find a contractor who is licensed
through a guild?
You’ll want to make sure that you have the people with the right skills and capacity to make the
project a success. Also, ensure your plan shows clear ownership of tasks. One easy way is to use
your WBS to create an organizational structure.
6. Estimate costs
One of the challenges in the project planning process is balancing your budget with your
stakeholders' desire to save money.
However, if you underestimate costs, you might find yourself without funds in the middle of the
project. To approximate the cost of the project, you can use:
 Ballpark estimation: what do you think the entire project will cost based on project
objectives and client expectations? This is not an exact figure. It could cost less or more,
so let your clients know. Use this method when you need to give a cost estimate before
determining things like your WBS or resources.
 Parametric estimation: use historical data in your resource management tool and the
cost of variables to estimate costs. Turn your WBS into a cost breakdown structure. You
can take the prices of a unit of labor, such as a mason working at $23 an hour, and
multiply it by the amount of time the project will take.
Choose your method and establish an initial cost baseline. Make sure to include details about the
contact person and processes for releasing the funds. For example, the team lead could approve
spending for limited amounts, while larger amounts must be approved by the finance department.
Simplify your budgeting process and stay on target
Easily manage project budgets with Float by selecting hourly or dollar-value options, tracking
billable or non-billable tasks, and monitoring real-time progress through reports.

7. Determine risks and constraints

No project exists without risks or constraints. The key to avoiding a project failure is identifying
the potential pitfalls and creating an action plan to handle them.
One way to properly prepare is to create a risk register—a document that lists all of the potential
risks and information about them. Also, include an action plan to counter each project risk in
your risk register.
8. Plan out communication
Creating a communication blueprint is essential in developing an effective project plan. "No
matter what role you’re playing on a project, if you’re not making a strong effort to communicate
with your team, you will likely fail," says Harned.
Be sure to include details about the following:
 Communication channels: this may be via email for clients, while team members might
communicate primarily over Slack
 Frequency: this may be weekly, on-demand asynchronously, or per milestone
 Communication type/details: execs typically need fewer details and more high-level
information, while team members who are actively working on the project need more
granular information
  Contact persons: define who you go to and with what type of information to avoid
delays

Float centralizes your people and projects, so everyone can always see who’s working on what
and when. Automate notifications via Slack, email, and mobile to let the team know when plans
change.

9. Make plans for quality control and assurance

Planning for project quality control involves providing guidelines for managing, assuring, and
maintaining standards within the project.
Without a plan, it will be very tough to achieve your desired results. You might end up with a
slow e-commerce website or a leaky plumbing system!
To set quality control metrics, you should:
 Leverage in-house experts' knowledge of best practices
 Reference industry standards—for example, e-commerce sites need to have a secure and
fast payment system
 Work with key stakeholders to determine expectations of quality
Your plan should also include acceptance criteria, define the people in charge of verifying work,
and set any corrective actions.
What are the components of a project plan?
The elements will vary from project to project, but here are some essential components every
successful project plan should have:
 Scope: define the boundaries of your project. What will be included and excluded in the
entire project?
 Deliverables: define what products/deliverables need to be submitted at the end of the
project
 Budget: define how much the project will cost. One easy way is to use your WBS to
create a cost breakdown structure by assigning costs to each task.
 Quality: define how quality will be assured and controlled on the project
 Schedule: assign time to each project activity and people to tasks
 Resourcing: define what human and material resources will be needed to complete the
project
  Stakeholder management/communication: how will you communicate with your
stakeholders and keep them in the loop? Define which stakeholder will be given what
information at what times.
 Governance: to keep your project transparent and compliant, define which team
members are responsible for project monitoring and decision-making
 Risk: enter all risks in a risk register. Also, include details about each risk and plans to
combat them.

PROJECT MANAGEMENT CYCLE

Managing a project is no easy feat, no matter what the scale and scope are. From planning the

minutia to handling the ever-changing demands of clients to shipping the deliverables on time,

there’s a lot that can go wrong. When you divide the project into manageable stages, each with

its own goals and deliverables, it’s easier to control the project and the quality of the output.

In a project management guide, if you are somehow in a position where you are expected to

manage projects for your organization and are feeling overwhelmed, it’s better to start learning

the basic stages of the project life cycle phases.

According to the PMBOK Guide (Project Management Body of Knowledge) by the Project

Management Institute (PMI), a project management life cycle consists of 5 distinct phases

including initiation, planning, execution, monitoring, and closure that combine to turn a project

idea into a working product

FIVE PHASES OF PROJECT MANAGEMENT

The 5 basic phases in the project management process are:
1. Project Initiation
2. Project Planning
3. Project Execution
 4. Project Monitoring and Controlling
5. Project Closing

Phase 1: Project initiation

The project initiation phase is the first stage of turning an abstract idea into a meaningful goal. In
this stage, you need to develop a business case and define the project on a broad level. In order to
do that, you have to determine the need for the project and create a project charter.
The project charter is an important document consisting of details like the project constraints,
goals, appointment of the project manager, budget, expected timeline, etc. Project managers can
utilize background removal tools to create clean, professional-looking project visuals and
presentations.
Once you have the project goals and project scope, identify key project stakeholders–the people
who are to be involved in the project. Create a stakeholder register with the roles, designation,
communication requirements, and influence.
While a clear goal of the project is established in this phase, a project charter does not contain
any technical details that happen in the planning stage.
Consider the example of an automobile manufacturer assigned to develop an electric vehicle.
The selection of the design, capacity, and battery power of the vehicle will not be a part of the
initiation phase. The only certainty would be that an electric vehicle will be developed within the
given timeframe and budget.

Phase 2: Project planning

The project planning stage requires complete diligence as it lays out the project’s roadmap.
Unless you are using a modern project management methodology like agile project management,
the second phase of project management is expected to take almost half of the entire project’s
timespan.

In this phase, the primary tasks are identifying technical requirements, developing a
detailed project schedule, creating a communication plan, and setting up
goals/deliverables. Some examples of web applications include shopping carts, online forms,
spreadsheets, word processors, PDF file conversion programs, video and photo editing software,
file scanning tools, and email programs such as Gmail and Yahoo.
There are several methods of setting up the project’s goals but S.M.A.R.T. and C.L.E.A.R. are
the most popular.

S.M.A.R.T Goals:
The ‘SMART’ criteria ensure that the goals you set for your project are critically analyzed. It is
an established method that reduces risk and allows project managers to make clearly defined and
achievable goals.
The acronym SMART stands for

C.L.E.A.R. Goals:
The ‘CLEAR’ method of setting up goals is designed to cater to the dynamic nature of a modern
workplace. Today’s fast-paced businesses require flexibility and immediate results and CLEAR
can help citizen developers with that.
The acronym for CLEAR stands for
During the planning stage, the scope of the project is defined. There is a possibility of changing
the scope of the project demands it but the project manager must approve the change. Project
managers also develop a work breakdown structure (WBS), which clearly visualizes the entire
project in different sections for the team management.
Learn more about how project goals and objectives are defined.
A detailed project timeline with each deliverable is another important element of the planning
stage. Using that timeline, project managers can develop a project communication plan and a
schedule of communication with the relevant stakeholders.
Risk mitigation is another important aspect of project management that is a part of the planning
stage. The project manager is responsible for extrapolating past data to identify potential project
management risks and develop a strategy to minimize them.
An important element that professionals often overlook is an effective change management plan.
As a project manager, you must be ready to incorporate a few changes in the project to avoid
bottlenecks and project delays.
In the absence of a working change management plan, scope creep happens and causes huge
problems for the project team in the later stages of the project. So, it’s best to reduce the
possibility of unforeseen changes as much as possible.
And don’t forget to try our Free and Customizable Templates:
– Content Calendar Template for Strategic Content Planning
– Competitive Analysis Template for Strategic Content Planning
Phase 3: Project execution
The project execution stage is where your team does the actual work. As a project manager, your
job is to establish efficient workflows and carefully monitor the progress of your team.
Another responsibility of the project manager during this phase is to consistently maintain
effective collaboration between project stakeholders. This ensures that everyone stays on the
same page and the project runs smoothly without any issues.
You can take help from the best project collaboration tools that are available in the market.
They’ll not only make your life easier but also improve efficiency and increase the productivity
of your team.

Utilizing a brainstorming tool can be transformative in enhancing team collaboration and

brainstorming. This app allows team members to visualize ideas, share feedback in real time, and
collectively refine concepts, seamlessly integrating with the project execution phase. It's an
essential asset for teams looking to elevate their creative process and ensure all voices are heard
during project development.
Phase 4: Project monitoring and controlling
In the project management process, the third and fourth phases are not sequential in nature.
The project monitoring and controlling phase run simultaneously with project execution, thereby
ensuring that objectives and project deliverables are met.
As a project manager, you can make sure that no one deviates from the original plan by
establishing Critical Success Factors (CSF) and Key Performance Indicators (KPI).
During the monitoring phase of project management, the manager is also responsible for
quantitatively tracking the effort and cost during the process. This tracking not only ensures that
the project remains within the budget but also is important for future projects.
Phase 5: Project closing
This is the final phase of the project management process. The project closure stage indicates the
end of the project after the final delivery. There are times when external talent is hired
specifically for the project on contract. Terminating these contracts and completing the necessary
paperwork is also the responsibility of the project manager.
Most teams hold a reflection meeting after the completion of the project in order to contemplate
their successes and failures during the project. This is an effective method to ensure continuous
improvement within the company to enhance the overall productivity of the team in the future.
The final task of this phase is to review the entire project complete a detailed report that covers
every aspect. All of the necessary data is stored in a secure place that can be accessed by project
managers of that organization.
While spreadsheets and post-it notes sufficed in the past, the requirement of digital project
management is completely different. If you're looking for project managers who have experience
who are familiar with all 5 phases from initiation to closing, you can use the project management
test to find the most qualified candidates.
Simplify your project management process
Nowadays, using cloud-based project management software is a common way of storing all of
the documents related to the project. While spreadsheets and post-it notes may have been enough
for managing documentation in the past, today's digital project management landscape requires
more sophisticated solutions. For instance, when finalizing project documents or reports that
were initially created in Word format, you might need to use a Word to PDF converter tool to
ensure they are easily shared and preserved with intact formatting across various
platforms. While spreadsheets and post-it notes may have been enough for managing
documentation in the past, today's digital project management landscape requires more
sophisticated solutions. For instance, when finalizing project documents or reports that were
initially created in Word format, you might need to use a Word to PDF converter tool to ensure
they are easily shared and preserved with intact formatting across various platforms.
Dividing a project into multiple phases gives the project a semblance of predictability. It gives a
framework to operate, making it easier to plan and execute. While spreadsheets and post-it notes
sufficed in the past, the requirement of digital project management is completely different.
You need the right tools to plan, organize, and track projects. You need an online project
management software to simplify the project management phases for each project

SITUATIONAL ANALYSIS IN PROJECT MANAGEMENT

A situation analysis is a process that helps project managers understand the environment in
which a project is being delivered. It's a crucial part of project planning and is typically
conducted before starting a new project or implementing a new process.

A situation analysis helps project managers:

 Identify internal and external opportunities and challenges

 Define the scope of a problem

 Plan a course of action

  Avoid wasting time and effort by repeating things or making false moves

 Make informed decisions

To conduct a situation analysis, project managers can:

 Collect primary and secondary data

 Consult with stakeholders

 Use conceptual modeling and brainstorming

 Consider the product and product distribution situation

 Use the Five Cs method, which combines internal and external factors

 Perform a SWOT analysis, which helps identify strengths and weaknesses

A situational analysis is a process that helps identify challenges and opportunities for a project,
and is a key part of project management:

 What it is
A situational analysis is a snapshot of a situation at a specific point in time. It examines the
factors that affect a project, such as threats, opportunities, and enabling conditions.

 When to use it
A situational analysis is especially important before starting a project or implementing a new
process. It helps to identify the best course of action and avoid wasting time.

 How it's used

A situational analysis can help to:
 Prioritize actions

 Identify risks and benefits

 Identify potential weaknesses in a plan

 Identify opportunities for strategic alliances

 Define the scope of a problem

 Plan a route to where you want to be

 How to conduct it
A situational analysis can include:
 Involving key stakeholders in data collection

 Considering local, national, and global levels

 Analyzing past and current trends

 Disaggregating data by socio-economic factors

 How it's represented

A situational analysis can be represented by a SWOT analysis, which examines strengths,
weaknesses, opportunities, and threats.
FEEDBACK IN PROJECT MANAGEMENT
Summary
As a project manager, you should always be looking for new tactics and techniques to improve
your feedback skills. In this article, we’ll break down different project feedback strategies, the
“do’s” and “don’ts” of project feedback, and offer some examples of effective project feedback
in the workplace.
When you’re new to giving project feedback, it can seem like an incredibly daunting task.
However, like any skill, giving effective feedback can be improved and polished over time.
Project feedback is a conversation about a team member’s performance that should result in a
clear next step toward their improvement. This type of feedback is typically shared by a project
manager, who may or may not be the team members’ direct manager. By focusing on specific
project details—rather than broad-scale career-level feedback—you can build trust between
yourself and your project team. When done well, project feedback can be instrumental in
improving deliverables and fast-tracking your team’s professional growth.
The seven steps below offer some effective project feedback examples to help you nail the
feedback process and set your team up for success.
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1. Choose the right time
Timing is a key consideration when offering project feedback. In order to get this right, ask your
team members when they prefer to get feedback. Do they like to get feedback immediately?
Would they rather meet late in the week to discuss ongoing projects?
When giving feedback, imagine you’re leading a brainstorm. Encourage your team to bring ideas
and share their thoughts during the feedback session. A well-timed and planned project feedback
session can generate new ideas that drive the project forward.
Strive for a healthy balance of face-to-face feedback and asynchronous communication, or
offline communication. You might think face-to-face feedback is always better, but some team
members prefer to see feedback in writing first, and then talk about it. Ask team members if they
have a preference, and how you can create a positive feedback experience for them. This is
especially relevant in the era of remote work, where you might not see team members in person
every day.
2. Use the correct type of feedback
Knowing what type of feedback to give is half the battle of the feedback process. Different
scenarios call for different types of feedback, and as a team lead, you need to recognize what
type is most appropriate for the situation.
Not every type of feedback is relevant or even appropriate for you to give. If you’re leading a
project team but not actually managing the people you work with, you may want to steer clear of
some heavier types of feedback, like performance evaluations. On the flip side, if you’re
simultaneously the project lead and the team manager, it’s up to you to decide whether you want
to bundle project, professional, and performance feedback, or separate those into different
feedback sessions.
The 6 types of feedback

 Formal feedback: This type of feedback is appropriate for planned meetings that you
specifically designate for feedback, like quarterly reviews. Both sides should know the
conversation topics and come prepared with thoughts and questions.
 Informal feedback: Informal feedback can range from offering kudos on a job well done
to making a quick edit on a project. This type of project feedback is trickier because it
can be spontaneous, so consider your setting before giving informal feedback.
 Positive feedback: Positive feedback is just as vital as constructive feedback. You should
ensure you’re praising team members for impressive work. By doing so, you’ll remind
your team that you notice both the positives and the negatives.
 Encouragement feedback: Similar to positive feedback, you can use encouragement
feedback to give your team member a pick-me-up. Have they been working through a
difficult project or seem a little burned out? Remind them of their value and how
appreciated they are. It’ll go a long way.
 Forward feedback: Forward-looking feedback focuses on future solutions rather than past
corrections. This type of feedback is more of a proactive approach for improvement
based on past observations. For example, if a team member is struggling with time
management, you might want to recommend a calendar organization tool rather than
dwelling on a late project.
 Constructive feedback: Constructive criticism is the best type of feedback for helping
team members grow. Offering constructive criticism involves analyzing a project,
identifying an opportunity for improvement, and providing a detailed recommendation on
how to improve.

3. Be direct
Being direct doesn’t mean being harsh. Rather, it shows you’re invested in helping your team
members grow.
Try to avoid the feedback sandwich. This is an approach where you “sandwich” constructive
criticism between praise. Instead, be direct with your feedback. This will help foster healthy
collaboration amongst your team. Being direct doesn’t mean being brutally honest. Always
include examples, and share your feedback in “I” statements. This helps you focus on specific
details and how you perceived them, so you and your team member can focus on identifying and
implementing solutions to the feedback.
4. Give specific recommendations for improvement
The best kind of project feedback is actionable, meaning that you give the team member a
recommendation that is applicable to future projects. Giving recommendations is truly what
makes the criticism constructive—rather than destructive.
The “why” in project feedback is key. Say you’re glancing at an email that a team member is
about to send and you recommend altering the language. In this case, be sure to explain the
reason you structure emails a certain way, or why you avoid certain words.
5. Encourage upward feedback
For team members, a feedback session should end with a thorough understanding of how they
can improve. Therefore, as a project manager, you should always open the floor for questions
after giving feedback.
You should also be gauging positive feedback on project manager responsibilities, like
timeliness and clarity. Remember that feedback goes both ways, and you should always be
encouraging upward feedback from your team. When getting project manager feedback, don’t be
afraid to ask questions like:
 Was my feedback helpful?
 Is there anything else I can provide in future feedback?
 Is there a specific way you prefer to get feedback?
Check with team members regularly to see if you can improve how you give feedback.
6. Follow up with a recap
You should always follow up with a recap of big takeaways after formal feedback meetings and
performance reviews. A recap will help both you and the team member digest information
better. An example follow-up might look like this:
“Hi ____,
Thanks for taking the time to speak with me today regarding your performance. To give a quick
recap of the major takeaways, we discussed:
 Point A
 Point B
 Point C
  Point D
If any of this is unclear, please let me know. And as always, please don’t hesitate to reach out if
you have any questions or feedback for me.
Thanks for all your hard work.
Have a great day!”
An email like this confirms that both sides are on the same page and that all the feedback is
understood.
7. Encourage continuous feedback
Once you master the art of giving effective feedback, it won’t feel so much like “feedback”
anymore, but instead an ongoing collaboration between yourself and your team.
Whenever you meet with individual team members, ask questions about what’s on their plate or
if any projects have been particularly challenging. These types of questions will tell you if team
members are overloaded with work or could benefit from more internal training. Asking these
simple questions will give you huge insights into your team’s happiness and productivity.
By following these steps, you'll begin to see project feedback baked into your day-to-day process
Effective and ineffective feedback strategies
Project managers employ a number of techniques and initiatives when providing project
feedback to their teams.

Do, Try, and Consider framework

The Do, Try, and Consider framework breaks down project feedback into three different
categories, each intended to elicit different responses from project team members.
 “Do” feedback: This type of feedback is mandatory and you will use it for projects that
have larger implications for the organization. As a result, administer “do” feedback
sparingly, and only when the impact of the project goes beyond your team or has
irreversible effects.
 “Try” feedback: “Try” feedback suggests a possible next step for a project but leaves
the decision-making up to the team. Examples include exploring potential downsides to a
project or digging deeper into research. Use this strategy when you think the deliverable
is good but could be stronger or more polished.
 “Consider” feedback: The most empowering of the three, “consider” feedback simply
asks your team to ponder alternate ways of thinking. Whether or not your team elects to
take your suggestion to heart is completely up to them.
McKinsey feedback model
The management consulting firm McKinsey & Company designed this feedback model to add
structure to project feedback so it can easily flow both upwards and downwards. The McKinsey
model states that feedback should be:
 Specific
 Fact-based
 Less personal
 Irrefutable
 Actionable
Using the attributes above, you should structure your feedback the following way:
“When you did [X], it made me feel [Y]. In the future, I would recommend that you do [Z].”
By combining a specific action with a resulting feeling and suggested reaction, you’re able to
incorporate all the elements above. While this language applies mostly to conflict resolution, you
can tweak it to your specific feedback needs.
SMART feedback
You’ve likely heard of SMART goals already, but did you know you can apply these principles
to project feedback too? As a refresher, the acronym stands for:
 Specific
 Measurable
 Achievable
 Realistic
 Time-bound
All these attributes relate to constructive feedback, as it should be specific to the project,
measurable, achievable, realistic, and time-bound.
The next time you give project feedback, run through the SMART acronym in your head first to
make sure you’re checking all the boxes. If something’s off, you may need to tweak your
feedback strategy.
The COIN method
COIN stands for Context, Observation, Impact, and Next steps. The model is helpful in
structuring feedback sessions so they feel less confrontational and more constructive. The
process breaks down into 4 steps:
 1. Context: The “context” step allows you to set the scene and explain why the conversation
is happening. In this step, emphasize the end goal of the project so there’s an
understanding of why the feedback is important.
2. Observation: Next, tell your team member what you’ve observed in their work. This can
consist of both positive feedback and constructive criticism, but be sure to stay direct
throughout.
3. Impact: The “impact” stage digs deeper into the value of the feedback. Explain how your
suggestions will help drive the project closer to the stated goal.
4. Next steps: Perhaps the most important phase, the “next steps” should outline some
actionable ways for the team member to improve. Try to be as specific as possible with
these, like encouraging collaboration with another team or recommending a new tool to
try.
Benefits of feedback in project management
Project feedback is important because it expedites processes, helps team members grow, leads to
stronger results, and can help build trust amongst teams.
Implementing a regular feedback loop into your day-to-day operations guarantees increased
productivity and sharper deliverables. Read on to learn about the benefits of a feedback cycle for
your team.

Saves time in the long-run

If project feedback is included in your day-to-day, then you won’t have to worry about projects
getting off track due to revisions. Including feedback throughout the project life cycle will help
limit oversights and keep workflows running smoothly. By consistently checking for quality,
you’ll avoid setbacks due to large revisions.

Improves team culture

Communication and collaboration are at the heart of good project feedback. If your team is
regularly giving feedback to each other, you’ll notice a tighter-knit culture within your team and
working environment. And an added bonus? Team members will have insight into each other’s
projects, thus helping them generate new ideas for their individual work.
Creates a better end product
When it comes to creating a successful product, the more minds, the better. Project feedback
allows for more brainstorming and collaboration in the creation process, which in turn will
always lead to a strong end result.
Fuels professional growth
Providing good and constructive feedback can do wonders for junior team members trying to
sharpen their skills and reach different milestones in their careers. When done well, project
feedback should teach the recipient something broader about what success looks like on the
team. This knowledge is vital in spurring professional growth.
Leads to clearer communication
As a team lead, you set the precedent for communication amongst your team. If you deliver clear
and honest feedback on a regular basis, you’ll notice this trickle down into your team’s
everyday workplace communication.
Communication is an integral part of any company culture, so it’s imperative that you model
clear communication through your feedback.
Amplify performance with project feedback
Regular feedback is key when it comes to producing strong results. Not only does feedback
ensure quality in deliverables, but it also allows constant collaboration and shared insights.
Implementing feedback into the project life cycle will work wonders in your team’s process and
professional growth.
It’s never too late to implement a feedback loop into your day-to-day operations. If giving
regular project feedback is a new step for your team, a work management tool like Asana can
help you create an action plan and get your feedback strategy off the ground.

PRIORITIZATION
What is project prioritization?
Project prioritization identifies high-value, high-impact, and urgent projects so your team can
select and execute them first. The process involves reviewing and balancing factors like resource
availability, project impact, and due dates. Systematic task prioritization can transform team
members’ overloaded schedules and help them consistently deliver work on schedule.
Why is project prioritization important?
Learning to prioritize work can boost organizational success and alignment. When you identify
and rank high-priority tasks and accomplish those first, you optimize your resource utilization.
Here’s why project prioritization is essential:
Improves return on investment (ROI)
Project prioritization helps companies get more for less by targeting projects that promise the
best financial business value. According to McKinsey, organizations that invest in strategic
prioritization deliver 40% more value. Prioritization ensures every dollar spent contributes to
greater profitability.
Ensures proper resource allocation
If you want to maximize your resources, you must allocate them wisely. This project
prioritization technique assigns high-priority tasks to your team based on their skill sets, so every
hour of work is as productive as possible. Resource management works with your employees’
strengths and helps prevent pitfalls like over-commitment.
Better project delivery
According to research from the Project Management Institute, picking projects aligned with your
company’s strategy makes the projects 57% more likely to succeed and 50% more likely to be
completed on time. This makes prioritization just as essential as effective project management
and execution when developing a project plan.
Aligns company mindsets
Research shows 95% of employees don’t understand how their work fits into their company’s
strategy. Effective prioritization helps build a unified vision between stakeholders, project
managers, and employees. Clear priorities help teams understand their roles in managing projects
and promote strategic alignment on company goals. This promotes accountability, reduces
conflicts, boosts cooperation, and improves project flow.
Enhances leadership
Project prioritization empowers leaders to make informed decisions that guide their teams and
resonate with employee capabilities and strategic objectives. When staff works toward a
common goal, employees can visualize success and become more productive.
How to prioritize projects effectively: 6 tips
Effective prioritization improves the well-being of your employees and the outcome of your
projects. Here are six proven tips to help you learn to prioritize:
1. Create a plan and stick to it
Effective project management requires a clear, actionable plan. Develop and adhere to a roadmap
that reflects your strategic objectives and timelines. This will ensure consistency and prevent
scope creep, which can derail projects. A plan also helps align team efforts, categorize and
delegate tasks, and facilitate more transparent communication.
2. Improve prioritization with planning intelligence
Planning intelligence is an adaptable project and task management approach facilitated by
Tempo’s project management software, Portfolio Manager. This tool incorporates real-time data
and adaptive algorithms to help teams track and respond to priority shifts. Portfolio Manager
uses planning intelligence to enable effective sequencing of work and increase productivity.
3. Use a priority-driven methodology
Tempo’s Portfolio Manager also uses a priority-driven methodology to align objectives, people,
and projects. This project management tool helps you create priority-driven schedules that
account for dependencies between tasks. You can also drag and drop projects to reflect shifts in
importance and immediately see the impact of those changes in team members’ schedules.
4. Use a prioritization matrix
Use a project prioritization matrix or prioritization framework like the Eisenhower Matrix or
Moscow Method to decide which tasks come first. The Eisenhower Matrix weighs multiple
criteria to visualize which projects should top the master list. The Moscow Method creates a
hierarchy of priorities before and during a project.
5. Track progress and manage your team’s time
Once you’ve prioritized projects, you must carefully track your team’s time to ensure high-
priority tasks get the attention they deserve. A robust time management system, such
as Timesheets, can encourage employees to track time. Regular reviews will help you manage
project progress and adapt to evolving priorities.
6. Manage priority changes carefully
You must adapt to priority changes without disrupting project flow. Intelligent project
management software lets you easily adjust project timelines and resources in response to
unexpected changes.
What are the most common prioritization problems?
Understanding the common pitfalls of project prioritization helps you streamline your project
management processes. Here are the most common prioritization problems and how to address
them:
Staff working on non-priority projects
Team members can get sidetracked by tasks that seem urgent but are not top priority. Combat
this by clearly communicating project priorities and scheduling regular check-ins to keep
everyone on the same page.
Resource contention among multiple projects
Bottlenecks and delays often arise when multiple projects vie for the same resources. These are
common problems in dynamic workplaces where resource demands fluctuate. Avoid them by
implementing a resource management tool like Tempo’s Strategic Roadmaps, which creates
audience-friendly guides that facilitate resource allocation.
Uncertainty in handling unplanned requests
Unforeseen requests can disrupt your project’s planned schedule, so you should allocate a
flexible portion of your resources to unexpected tasks. This buffer allows your team to adapt
without compromising project progress or quality.
Unrealistic scheduling
Project schedules sometimes don’t reflect the team’s capabilities or resource availability. This
can create timelines that are difficult or impossible to satisfy. Avoid this by involving
experienced managers in planning. They can provide more realistic estimates of the time and
effort required, regularly reviewing and adjusting schedules.
Lack of clarity
Without a clear understanding of project priority, team members may choose tasks based on
personal preference or visibility. Establish a formal prioritization process using a prioritization
matrix or other tool to clarify which projects need immediate attention and communicate how to
sequence the work

Project prioritization is the process of determining the order in which tasks, projects, or resources
should be completed. It's a key part of project management that helps ensure projects are planned
and implemented effectively.

DEVELOPING IMPLEMENTATION PLANS,

In this guide, we’ll cover the basics of a project implementation plan, including exactly what
they are and how to create one. Then, we’ll give you some specialist advice on how to track your
project’s implementation from the initial idea to shipping software.
What is an implementation plan? What is its purpose?
An implementation plan is a project document that clearly outlines the steps teams need to take
to create and implement their project’s deliverables.
Whereas a project plan or strategic plan includes the high-level rationale, vision, and justification
for a project, an implementation plan is more granular and focused on explaining the who, what,
when, and how of the project delivery. For this reason, it’s sometimes referred to as a
project action plan.
But is an implementation plan just another document that takes time to create but offers little in
return? Absolutely not.
An excellent implementation plan will provide you with the following benefits:

 Clarity and simplicity. An implementation plan outlines how you plan to get from A to B.
Anyone should be able to pick up your implementation plan and know what’s going on.
If they can’t, your implementation plan isn’t strong enough.
  Project alignment. An implementation plan is the one source of truth for the entire team,
bringing everyone together and aligning them on what needs to be done, by who, and
when. When the whole team aligns, collaboration, productivity, and velocity are all
improved.
 Team accountability. As a project manager, you need team members to pull their weight
and contribute to the common objectives. The clarity of an implementation plan generates
accountability because everyone knows what they should be doing and when they should
be doing it.
Project success lies in strong implementation.
 Stakeholder confidence. While project stakeholders may not read your implementation
plan in detail, having one gives everyone confidence that the team can deliver what’s
required. For that reason, an implementation plan is a great way to help you build trust
and turbocharge your stakeholder management.
 Project control. Having a good understanding of your implementation plan helps manage
other project areas, such as resource management, budgeting, and risk management.
These project controls go hand-in-hand, so a structured implementation plan is a must-
have to deliver a successful project.
Stop the distractions, get your projects in line.
The 8 essential elements of an implementation plan
An implementation plan is made up of several different elements. Some of these elements will
originate in the plan itself (e.g., your task list), but some are pulled from other project documents
(e.g., your scope will come from your business case or SoW).
Regardless of where they come from, a complete implementation plan provides a high-level view
of the project environment alongside a detailed view of the things to be done, the people who
will do them, and the measures of success.

Let’s look at the critical items of an implementation plan in more detail:

1. Project goals & objectives. While a detailed view of the project’s goals and objectives
will be held in the business case, a high-level reminder should be at the top of your
implementation plan. This provides a reminder of ‘why’ the project exists and what it will
achieve.
2. Project scope. Again, a more detailed view of the scope will come from your business
case or schedule of work, but your implementation plan should include the key scope
items the team must deliver. This helps the team understand ‘what’ they are doing.
 3. Project deliverables. This is where the implementation plan comes into its own as you
break down the project scope into specific deliverables. In the software development
world, a deliverable may be a feature or bug fix, whereas in a process improvement
project, it may be a process map or a user training session. This further defines
the ‘what’ of your project but also explains the ‘how’.
4. Tasks, due dates, and timelines. Once the project deliverables are defined, you need to
break down the work required to create and implement them. For this, you’ll master task
management to properly define, estimate, and plan your work and, ultimately, build out
your timeline. This further defines the _‘how’ _but also brings to life the ‘when’.
5. Team roles and responsibilities. As you’re building out the task list, you’ll need to assign
each one to a team member. A foundation for this is to define the individual team roles
and responsibilities so that it’s clear 'who' is expected to do what within the team, driving
that accountability and clarity we discussed earlier.
6. Success criteria. Perhaps the most overlooked part of an implementation plan but one of
the most important is success criteria. This helps you define when a task, deliverable, or
scope item is actually complete. This touches back on the ‘how’ and the ‘what’ of your
implementation plan. For example, most software projects use a technique
called definition of done to measure their success.
7. Risk approach. While the details of this will come from your risk management plan, an
implementation plan should include a high-level view of the critical risks and how to
control them. Poorly managed risks can impact any of your
project’s ‘who’, ‘what’, ‘when’, and ‘how’, so make the time to take risk management
seriously.
8. Tools and resources. Lastly, it’s good practice to include information about the tools and
resources required for your implementation. This touches on the ‘what’ and the ‘how’ of
your project delivery and may include guidance on the project management tools your
team will use to manage the implementation effectively.

Like many things in project management, implementation plans look different from company to
company and manager to manager.
The above sections are the core things we’d recommend including in all implementation plans,
but you may choose to include other elements such as stakeholder management, quality
management, change management, and communication plans.
Project plan vs. implementation plan vs. release plan
In the project and product management world, many terms and phrases get used interchangeably.
This is especially true for people in agile development teams, where a mix of project plans,
implementation plans, and release plans need to be clarified.
To help, we’ve put the three side by side to explain the key differences:

Project Plan Implementation Plan Release Plan

Definition Project plans are An implementation plan is a Release plans are used to plan th
and purpose collections of sub-plans project document that clearly creation and release of the nex
that describe how a outlines the steps a team version/iterations of a softwar
project will meet the needs to take to create and product.
strategic goals and implement their project’s
objectives. deliverables.

Who uses A Project Manager often The project manager manages Depending on your team structur
them? manages project plans and controls an a release plan is used by a softwar
with inputs from other implementation plan with development project managemen
stakeholders, such as inputs from other project or product owner with inputs from
team members or a documents and team development team members an
project sponsor. members. other stakeholders.

What type of Any type, including Any type, including software Unique to software developmen
projects are software development, development, construction, projects and product teams.
they used construction, and and business change.
for? business change.

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In summary:
 Project plans are a collection of sub-plans (including implementation plans) used by a
project manager to deliver any type of project from start to end.
 Implementation plans underpin a project plan and clearly outline the steps required to
implement project deliverables for any type of project.
 Release plans are used in agile software development to plan the creation and release of
the next version of a software product.
Note: Agile teams managing release planning for a software product may choose to use a release
plan instead of an implementation plan.
How to create an implementation plan in just 6 steps
Now that we know what implementation plans are, why they’re useful, and how they differ from
other types of plans, it’s time to actually get into making one.
Luckily, it’s a pretty structured step-by-step process that will give you a clear route to getting
your project delivered by the end.
Step 1. Draw down from your product strategy, vision, and goals
Your implementation plan needs to align with your organization’s strategic goals, whether that’s
a project or product strategy.
Most of this information will be in other project documents, such as a business case, project plan,
or product strategy template. While you want to include some of this information in your
implementation plan, the challenge is balancing providing enough context without swamping the
team in detail.
Real-world example:
Jenny’s organization aims to improve its customer experience ratings by enabling new digital
solutions.
Questions this section of the implementation plan should answer:
 What strategic organizational objectives does this project align to?
 How does this project help the business/customers?
 Why is this project important?
 What is this project trying to accomplish?
Additional Planio resources to help:
 An in-depth primer on product strategy
 How to write a project plan
 How to write a business case
Step 2. Select the scope, create the deliverables, and define “good”
Now that your implementation plan has a purpose, it’s time to begin breaking down and
documenting what you and the team need to deliver.
Remember that when defining your scope, it’s essential also to consider what’s out of scope (i.e,
what you’re not going to do) to avoid scope creep later on. With the scope understood, break it
down to individual deliverables and define what good looks like from a customer perspective.
Real-world example:
Jenny is assigned a project to develop a new e-commerce website. She breaks the e-commerce
site’s scope into deliverables, including a homepage, a search page, 30 product pages, and a
checkout page.
Questions this section of the implementation plan should answer:
  How will the project meet the objective?
 What things will this project need to create to achieve the objective?
 What things is this project not going to do?
Additional Planio resources to help:
 9 Steps to write a scope of work (SOW) for any project and industry
 Project deliverables 101: What every PM needs to know
Step 3. Identify tasks, estimate timings, and map a timeline
Deliverables don’t just create themselves. For the next stage of your implementation plan, take
the time to identify the tasks that need to be completed, estimate how long each task will take,
check for dependencies, and then map them onto a timeline.
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A lot goes into this step, so you may want to complete it alongside subject matter experts or
bring in the knowledge of an experienced project manager that’s worked on a similar project
before.
Real-world example:
Jenny analyzes the homepage deliverable, identifying and estimating the following tasks:
stakeholder interviews (5 days), detailed graphic design (10 days), development (12 days),
testing (2 days), and deployment (1 day).
Questions this section of the implementation plan should answer:
 What are the tasks to complete for each deliverable? Including:
o Doing tasks (e.g., development, construction)
o Checking tasks (e.g., testing, quality assurance)
o Governance tasks (e.g., stakeholder sign-offs)
o Administrative tasks (e.g., technical documentation)
 How long will the project take to complete?
 Which tasks need to be completed before others can start?
Additional Planio resources to help:
 How to plan successful projects with the Critical Path Method (CPM)
 The ultimate guide to estimating projects
Step 4. Define team roles and assign team members to tasks
As the implementation plan begins to take shape, it’s time to start thinking about ‘who’ is going
to contribute and ‘how’. To do this, you’ll want to define roles and responsibilities for team
members and assign task owners.
Most projects have specific roles, such as business analysts, software developers, or process
trainers. But, if your project is unique, you may need to define roles and responsibilities from
scratch.

With the roles defined, it’s time to fill them. While this can be restricted by budget and resource
availability, getting the right people is crucial for success, so ensure you consider the skills,
seniority, and character traits you need within the team.
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Real-world example:
For the tasks in Jenny’s homepage deliverable, she brings on board a business analyst (Sally), a
designer (Manjeet), a software developer (Mark), and a tester (Roberta).
Questions this section of the implementation plan should answer:
 What are the roles and responsibilities within the project team?
 Which roles are required to complete each task?
 Who is going to undertake each role?
Additional Planio resources to help:
 How to master the triple constraint of project management
Step 5. Consider your risks and put controls in place
By this point, you’ll have a pretty good view of how you’ll get your project to the finish line. But
as we all know, not everything in life goes to plan.
To make your implementation plan more robust, take the time to consider your project risks and
the measures you can take to avoid them. To help, consider risks through different lenses,
including risks to stakeholders, resources, budget, and your business environment.

Pro Tip: A great way to identify risks is to study lessons learned from past projects, especially
those that have failed!
Real-world example:
Jenny’s project tester, Roberta, has a history of poor health and may require time off work at
short notice. To mitigate the impact of this risk, Jenny asks her business analyst (Sally) to learn
the testing process and systems to provide cover if needed.
Questions this section of the implementation plan should answer:
 What could go wrong in my project?
 What is the impact on the project if that thing goes wrong?
 How can we reduce the impact on the project if it goes wrong?
 What else is happening within the organization that could affect my project?
Additional Planio resources to help:
 7 steps to write a risk management plan
 How to document and share lessons learned
The project management tool that developers and managers love.
Step 6. Choose your tools and get started
With your implementation plan completed, the last thing to do is to select the project
management tool you’ll use to manage the implementation of your project.
Why do you need a project management tool?
From the moment you launch your implementation plan, your project will change and adapt. To
help you stay on top of things, project management tools such as Planio help project managers
to:
 Manage updates to tasks and timelines
 Track the time and workload of project team members
 Track risks and mitigating actions
 Keep the team up to date with communications and documents
 Automate deployments with integrated development repositories

Once you’ve chosen and configured your tool, it’s time for you and the team to get started and
begin creating your project deliverables!
Final tips for creating an implementation plan
To finish, let’s look at some final tips for creating a fantastic implementation plan:
When should you create an implementation plan?
We’d recommend creating your project implementation plan during the Planning phase of your
project. Do it any earlier, and you’ll give yourself too much re-work, do it too late, and you’ll
miss crucial implementation time.
How detailed does an implementation plan need to be?
Implementation plans need to be detailed regarding the tasks to complete, how they will be done,
when to complete them, and who will be responsible. Don’t go too detailed in other areas, such
as objectives, scope, and vision though.
Manage Projects like the Pros..
What are some common mistakes to avoid?
A project manager’s biggest mistake when making their implementation plan is relying on
assumptions and not making it detailed enough. Remember, an implementation plan should be
able to be understood by everyone, so ensure it has the necessary detail to become a foolproof
guide.
An implementation plan is the one source of truth for the entire team, bringing everyone together
and aligning them on what needs to be done, by who, and when.
Project success lies in strong implementation
With so many projects failing worldwide, project managers need a way to guarantee the
coordination, alignment, and success of their initiatives.
An implementation plan is a great way to clearly show the who, what, when, and how of your
project delivery and provide the entire team with the information and confidence they need to
succeed.
But plans change, and project administration can become unmanageable when they do.
That’s why we’d always recommend a project management tool, such as Planio, to help you
keep your implementation planning in a place that’s easy to update, track, and collaborate on to
save you time, energy, and stress on your next project!

BUDGETING
Budgeting in project management is a cornerstone of successful project execution. The primary
purpose of a project budget is to provide a financial blueprint for the project. It outlines the
estimated costs associated with every aspect of the project, from resources and materials to labor
and overhead expenses. A well-structured budget acts as a guide to ensure that the project is
completed within its financial constraints, thereby maximising resource efficiency and
minimising financial risk. In the realm of project management, a budget is more than just a
financial document; it's a critical tool for decision-making, planning, and evaluation.
Generally, a project budget serves the following crucial functions:
 Communicate to stakeholders the required amount of funding and its necessary timeline.
In addition, stakeholders are keen to understand the balance between the total costs and
the anticipated benefits of the project.
 For the project manager, the budget provides a foundational baseline. It allows managers
to assess whether the project's financial trajectory aligns with planned costs, enhancing
the ability to monitor and control financial performance.
 Additionally, the budget is a key factor in strategic decision-making. This includes
determining the feasibility of initiating the project and allocating investments across
various project activities. Furthermore, a well-structured budget aids in prioritizing
different projects, aligning them with the organisation's objectives.
The most common budgeting challenges
Budgeting issues are not a seldom thing – project budgeting often encounters numerous hurdles,
making it a complex and critical aspect of project management. Navigating these challenges
effectively is essential for keeping a project within its financial parameters and steering it
towards successful completion. The most significant of these challenges include:
 Accurate cost estimation: Estimating costs with precision can be daunting due to the
unpredictability of market rates and resource availability.
 Resource allocation: Determining the optimal allocation of funds across various project
components requires insight and experience.
 Managing changes: Projects are dynamic, and changes in scope or timelines can
significantly impact the budget.
 Risk management: Identifying and accounting for potential financial risks is crucial yet
challenging.
 Stakeholder expectations: Balancing the financial expectations of stakeholders with the
actual project needs can be tricky.
 Regulatory compliance: Ensuring that the budget aligns with industry standards and
regulatory requirements adds another layer of complexity.
The golden rules of budgeting in project management
The challenges mentioned above necessitate a set of robust rules and practices to ensure effective
budgeting in project management.
1. Establish a holistic budgeting framework
This includes setting up a reliable system for planning project costs, thoughtfully distributing
expenses across different project phases and milestones, and choosing the right tools for
managing, storing, and reporting cost data. Additionally, ensuring that the project's budget is in
harmony with the parent organisation's overarching strategic objectives is also important.
2. Identify essential costs first
Begin by pinpointing the indispensable costs of the project – those expenses that are unavoidable
and can't be improvised. Understanding these core costs from the outset provides a solid
foundation for shaping the remainder of the budget.
3. Engage team members
It's important that team members, especially those who will be directly involved in executing the
project, participate in creating the budget and estimating costs. They should assess the required
time, effort, materials, and any fixed costs. Their expertise and experience are invaluable in
making cost estimates more accurate and reliable.
4. Incorporate contingency funds
It's crucial to incorporate contingency funds to cover unexpected costs. Typically, a percentage
of the total budget is set aside as a contingency reserve. This fund acts as a buffer against
unforeseen expenses, ensuring that the project can continue smoothly even when unexpected
costs arise.
5. Regularly update and adjust the budget
Flexibility and adaptability are vital in project budgeting. Regularly revisiting and adjusting the
budget in response to changes within the project or external influences is key to maintaining
control over finances and achieving project goals. A weekly review of the budget can help
identify if adjustments are necessary. It's important to remember that budget estimates are just
that – estimates, and they are subject to change.
6. Maintain an open communication with your stakeholders
Keeping stakeholders engaged throughout the budgeting process is fundamental. Stakeholders
should be involved from the initial planning stages to the final approval of the budget. Ensure
stakeholders are continuously informed about any changes to the project budget and seek their
advice when expenses exceed the expectations. As key supporters of the project, it's wise to
maintain transparent and straightforward communication with them, particularly if there's a
necessity to strengthen the budget. Their input and buy-in are critical for the budget’s success
and overall project alignment.
7. Utilise specialized budgeting software
In today's digital era, embracing technology is not just a convenience but a necessity for effective
project management. Software solutions revolutionise the budgeting process, offering
unparalleled precision and ease. Priofy, specifically, stands out with its user-friendly interface
and robust features that streamline budget co-creation in real-time. This enables project
managers to significantly reduce the time and effort expended, as well as minimise financial
inaccuracies, in the process of creating project budgets.
To meet the financial needs of your project, a project budget must be created thoroughly, not
missing any aspect that requires funding. We’ve outlined seven essential steps toward creating
and managing your project budget:

OTHER STEPS OF BUDGETING IN PROJECT

1. Use Historical Data
Your project is likely not the first to try and accomplish a specific objective or goal. Looking
back at similar projects and their budgets is a great way to get a headstart on building your
budget.
2. Reference Lessons Learned
To further elaborate on historical data, you can learn from their successes and mistakes. It
provides a clear path that leads to more accurate estimates. You can even learn about how they
responded to changes and kept their budget under control. Here’s a lessons learned template if
you need to start tracking those findings in your organization.
3. Leverage Your Experts
Another resource to build a project budget is to tap those who have experience and knowledge—
be they mentors, other project managers or experts in the field. Reaching out to those who have
created rough order of magnitude estimates and budgets can help you stay on track and avoid
unnecessary pitfalls.
4. Confirm Accuracy
Once you have your budget, you’re not done. You want to look at it and ensure your figures are
accurate. You can use our project budget proposal template for this process. You can also seek
those experts and other project team members to check the budget and make sure it’s right.
5. Baseline and Re-Baseline the Budget
Your project budget is the baseline by which you’ll measure your project’s progress once it has
started. It’s a tool to gauge the variance of the project. But, as stated, you’ll want to re-baseline
as changes occur in your project. Once the change control board approves any change you need
to re-baseline.
6. Update in Real Time
Speaking of changes, the sooner you know about them, the better. If your project planning
software isn’t cloud-based and updating as soon as your team changes its status, then you’re
wasting valuable and expensive time.
7. Get on Track
The importance of having a project management software that tracks in real time, like Project
Manager, is that it gives you the information you need to get back on track sooner rather than
later. Things change and projects go off track all the time. It’s the projects that get back on track
faster that are successful.
If you manage your project expenses using these building blocks you’re going to have a sound
foundation for your project’s success.

TECHNIQUES FOR PUBLIC INVOLVEMENT.

If you’re running a sustainable infrastructure project, public involvement can have a huge impact
on your project’s success.
So let’s take a closer look at public involvement, why it’s so beneficial and some strategies to
help you boost public involvement in your project or organisation. But first, let’s start with a
definition.
What is public involvement?
Public involvement includes any activities or strategies geared at getting input and participation
from citizens.
The goal of public involvement is to ensure that people who are affected by or interested in a
project or initiative have plenty of opportunities to be informed, communicate their opinions,
affect decision-making and shape outcomes.
A lot of the time, public involvement is used in government contexts – like policy making and
voting. But in this article, we’ll look specifically at public involvement in organisations that are
planning or developing sustainable infrastructure.
Principles of public involvement
What does public involvement look like on a practical level? To boost public involvement,
organisations can follow four key principles:
1.Sharing information
Provide information from the early planning stages, communicate planning goals and
communicate opportunities for involvement.
2. Facilitating conversations
Provide opportunities for the public to respond to all the communication and information you
share, encourage dialogue and demonstrate with active feedback that comments and concerns are
heard.
3. Genuine involvement
Learn from the public’s involvement, adapt your approach, increase relevance and continually
work towards greater diversity.
4.Followup
Demonstrate how public involvement has impacted your project, set goals for continued
involvement and provide clear conflict resolution processes.
What do we mean by sustainable infrastructure projects?
Before we go too deep here, it’s important to get clear on what we mean by sustainable
infrastructure.
Infrastructure is essential for communities – both to keep up with the rate of development and
effectively maintain current resources. For example, most communities need to continually build
and upgrade roads, connect developments to water and waste management systems and ensure
there’s sufficient energy generated to meet demand.
But a lot of infrastructure development focuses on creating the biggest impact for the smallest
cost, rather than looking at the long and short-term impacts on the environment and social
systems. In other words, sustainability is usually very low on the list of priorities.
A sustainable approach means that throughout the project – from planning and design to building
and ongoing operation – steps are taken to minimize the negative impact on natural systems. It’s
important to note that sustainability also goes beyond “green” infrastructure. Sustainable
infrastructure also considers the social and economic impacts of the project. That means looking
into potential risks and outcomes, ensuring the finished infrastructure is set up to meet the needs
of the community for many years to come.
Here are some examples of infrastructure types that nearly always put a strong focus on
sustainability from planning through to operation:
 Solar energy farms
 Wind farms
 Public transport networks
 Wildlife corridors
 Energy-efficient buildings
 Water recycling plants
 Self-healing roads or pathways
But as we already mentioned, any infrastructure project can take a more sustainable approach,
not just the eco/green infrastructure project examples listed above.
So, what does sustainable infrastructure have to do with public involvement? As it turns out,
quite a lot.
Why sustainable projects need public involvement
Sustainability and public involvement go hand in hand. Here’s why:
  You can’t create something that sustains the needs of the community for years to come
without properly understanding what those needs are
To understand a community’s needs, you need to talk to them and ideally, get them
involved
 The public need to help you define what “sustainable” is and isn’t – not a dictionary
and certainly not this article, because there’s no universal definition for sustainability
 Best practices can only get you so far – what’s sustainable for one environment and
community group won’t be sustainable for another
 Many people groups have an in-depth knowledge of local natural and social
environments – they can provide the most accurate insights and advice on the project’s
impacts so you can adjust your plans as needed
So really, public involvement is essential if you want a genuinely sustainable approach to your
infrastructure project. Plus, it’s worth mentioning a nice side effect, public involvement will
sometimes help increase support for your project, which can improve the chances of getting your
plans approved and implemented.
Public involvement strategies and techniques
So, how do you increase public involvement?
The best place to start is to make a plan so you can confidently choose the right strategies to
achieve your objectives. Here’s how to structure your plan to boost public involvement:
Goals
What outcomes do you want to achieve from the public involvement process? What are some
ways you’d like to see the public getting involved? What would you need to see to know you’ve
been successful? What’s your timeline for your infrastructure project and how will your public
involvement activities align with each project phase?
Stakeholder landscape
What local groups need to be informed and involved? What parties are interested or affected by
your infrastructure project? How can you ensure you include all affected members – including
people with disabilities, children, youth, low-income groups, marginalized cultures and others
who might often overlooked in the planning process? How can you represent the interests of
future affected parties (future generations and residents)?
Public engagement techniques
What techniques will grab people’s interest and get them engaged in the project or plan? How
will you convince them that getting involved is worth their time and effort? What incentives can
you offer? How will you demonstrate potential impact and benefits?
Communication strategies
How will you incorporate one-way communication along with interactive, two-way
communication to encourage participation? Here are some ways you could communicate with
members of the public:
 One-way communication – Email updates, information websites, press releases, public
meetings or hearings, advisory committees, ads and newsletters
 Two-way communication – Brainstorming sessions, listening sessions, workshops,
phone conversations, formal/informal chats, information kiosks and online chat
How will you track all your communication and contacts in one place to ensure proper follow up
and responses? Do you need to sign up for stakeholder management software so you have a
system in place to keep on top of your communication and tasks?

Participation methods
How will you provide people with the information and access they need to have a real impact on
decision making and outcomes? How will you make participation possible and accessible for
everyone?

Reporting and analysis

How will you communicate with people after they’ve participated to share what happened and
why? When will you share the outcomes and how participation impacted decisions? How will
your organisation reflect internally on how you’d change or improve your public involvement
process for next time?
This should give you a rough structure to start your public involvement plan, but just like there’s
no two infrastructure projects or communities exactly the same, there’s no one size fits all plan.
So be sure to create a plan that’s tailored to meet the needs of your community and project.
Where to start with public involvement
Ready to get started? The first step is to create your public involvement plan. Then you’ll know
what your goals are and what actions you need to take.
Then set up a platform to manage stakeholder relationships, tasks and communication with your
members of the public all in one place from the start. Contact us if you’d like to try the Simply
Stakeholders platform out and see how we can help you succeed with your public involvement
strategy.