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5 best Project Planning and Management Tools for Download

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5 best Project Planning and Management Tools for Download

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Writing and selling a masterful Project Plan

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Writing and selling a masterful Project Plan

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guide to project management * Chapter 5

TeamGantt Tip: We could write a whole book on this chapter alone... so we did! Download our Guide to Project Planning for more guidance on this topic

Every project tells a story about its goals, team, timing, and deliverables-and it requires detailed project planning and management to get the story right. Some of those stories are short and to the point while others are epic novels rife with twists and turns. No matter the length or level of drama, every story is based on a story arc or an outline-or as we call it in the project management world, a project plan.

What is project planning?

Project planning is the process of establishing the scope and defining the objectives and steps to attain them. It is one of the most important of the processes that make up project management. The output of the project planning process is a project management plan.

What is a project plan?

A project plan, also known as a project management plan, is a document that contains a project scope and objective. It is most commonly represented in the form of a gantt chart to make it easy to communicate to stakeholders.

Learning how to develop a project plan doesn't need to be complicated. Keep reading to learn what project planning approach to follow to create a project plan that your team will love.

How to write a project plan:

In a major time crunch? Watch our video: How to Plan a Project.

1. Understand the scope and value of your project

At its core, a project plan defines your approach and the process your team will use to manage the project according to scope. A project plan communicates vital information to all project stakeholders. If you approach it as something more than a dry document and communicate that aspect of it differently to everyone involved, it can and will be seen as integral to your project's success. The fact is, a plan is more than dates. It's the story of your project, and you don't want it to be a tall tale! Like any well-written story, there are components that make it good. In fact, any solid plan should answer these questions:

What are the major deliverables?

How will we get to those deliverables and the deadline?

Who is on the project team, and what role will they play in those deliverables?

When will the team meet milestones, and when will other members of the team play a role in contributing to or providing feedback on those deliverables?

If your plan answers those questions and educates your team and clients on the project logistics, you're creating a viable, strategic game plan for your project. Feel like you've written a work of fiction? Use those questions as a gut check after you've created your plan, and keep reading. There are a few steps you can take to ensure that your project plan goes down in history for being well-written and on target.

At its core, a project plan defines your approach and the process your team will use to manage the project to scope.

2. Conduct extensive research

Before you start creating a project plan, make sure you know all of the facts. Dive into the documents and communications relevant to the project. Go over the scope of work and related documents (maybe an RFP or notes from sales calls or meetings with your client team). Be thorough. Understand the details and ask thoughtful questions before you commit to anything. A good project manager is well-informed and methodical in the way he or she decides to write a project plan. At a minimum, you'll be responsible for possessing a thorough understanding of:

The goals of the project

Your client's needs and expectations

The makeup of your client team and their decision-making process (i.e., how they'll review and approve your team's work), which might answer:

Who is the project sponsor, and how available is he or she?

Who is the PM, and will he or she be in constant contact with you? (They need to be).

Who are the additional stakeholders your team should be aware of?

Set time aside with your client to ask some tough questions about process, organizational politics, and risks.

3. Ask the tough questions

In addition to all of your questions about your client team and their expectations, set some time aside with your main client contact and ask them some tough questions about process, organizational politics, and general risks before creating a project plan. Doing so will convey that your team has the experience to handle any type of difficult personalities or situation and that you care about the success of the project from the start.

Questions that may impact a project plan:

Has your team discussed how you will gather feedback?

Who is the final sign-off? Or, who owns the project?

Is there a stakeholder we need to consider who is not on your list? (A president, dean, the boss's spouse?)

What is the project deadline? What are the factors or events that are calling for that date? (a meeting, an ad campaign, an event?)

Are there any dates when you will be closed or not available?

Will there be any meetings or points in the project where you'll want us to present on the current project status to a larger group (i.e., a board meeting)?

Has your team been through a project like this in the past?

How did it go?

Is there anything that would prevent the project from being successful?

Is there a preferred mode of communication and online project planning tools?

Are there any points in the process that some stakeholders might not understand that we can explain?

4. Create your project plan outline

After getting the answers you need, take some time to think about the responses in light of the project goals and how your team might approach a similar project. If you're at a loss for where to start, take a look at the questions at the beginning of this chapter to outline the who, what, when, and how of the project. Think about the tasks that are outlined in the scope of work and try to come up with a project planning and management approach by creating a high-level outline. All you need is a calendar to check dates.

A first outline can be very rough and might look something like a work breakdown structure, as noted in Chapter 4. Make sure your outline includes:

Deliverables and the tasks taken to create them

Your client's approval process

Timeframes associated with tasks/deliverables

Ideas on resources needed for tasks/deliverables

A list of the assumptions you're making in the plan

A list of absolutes as they relate to the project budget and/or deadlines

Side Note: There will always be multiple ways to execute the work you're planning, and it's easy to focus on what the end product will look like. Don't go there. Instead, focus on the mechanics of how it will happen. Getting tied up in the execution will only confuse you and likely make you feel unimpressed by the final product because it's not what you envisioned. Remind yourself: You're there to plan and guide the project, not create it.

A project outline will help you to organize your thoughts, formulate what might work for the project, and then transform everything into a discussion. Take this time to build a simple project plan outline-it doesn't have to have all the details just yet. Doing so lays the foundations for a solid, sustainable project plan.

5. Talk with your team

If you've read Chapters 1 and 2, you know that project managers need to be in constant communication with their teams. Starting a project must begin with clear communication of the project goals and the effort required to meet them. This comes with understanding the fact that a project manager can't be the only one writing a project plan. Sure, you could try-but if you're interested in team buy-in, you won't. The reason you won't is because you don't want to put yourself or your team in an awkward position by not coming to a consensus on the approach before presenting it to your client. Doing that would be like stabbing every single one of your coworkers in the back. Not so good for the old reputation.

It's also great to utilize the super-smart folks surrounding you to get their input on how the team can complete the tasks at hand without killing the budget and the team's morale. As a project manager, you can decide on waterfall or agile approaches, but when it comes down to it, you need to know that the team can realistically execute the plan.

You can also use your project plan review time to question your own thinking and push the team to take a new approach to the work. For instance, if you're working on a website design, can designers start creating visual concepts while the wireframes are being developed? Will it make sense for this project and for the team? Can you have two resources working on the same task at once?

Running ideas by the team and having an open dialogue about the approach cannot only help you with building a project plan, it's also a big help in getting everyone to think about the project in the same terms. This type of buy-in and communication builds trust on a team and gets people excited about working together to solve a goal. It can work wonders for the greater good of your team and your project.

6. Write and schedule your full project plan

When you've got all the info you need and you've spoken to all parties, you should feel more than comfortable enough to put together a rock solid project schedule using whatever tool works for you. (Ahem, TeamGantt works nicely for a lot of happy customers). Any good online project planning tool will help you formalize your thoughts and lay them out in a consistent, readable way.

Make it readable

To make your project plan readable, ensure tasks, durations, milestones, and dates are crystal-clear. Try to make a simple project plan-the more straightforward and easier to read it is, the better. No matter what tool you're using, you should include these features:

Include all pertinent project info:

Client Name, Project Name

Version Number, Delivery Date

Break out milestones and deliverables in sections by creating headers and indenting subsequent tasks. (Reading one long list of tasks is really monotonous and can be mind-numbing even to the best of us.)

Call out which team is responsible for each task. (e.g., "CLIENT: Provide feedback")

Add resources responsible to each task so there is no confusion about who is responsible for what.

Be sure to show durations of tasks clearly. Each task should have a start and end date.

Add notes to tasks that might seem confusing or need explanation. It never hurts to add detail!

Call out project dependencies. These are important when you're planning for the risk of delays.

Include your company's logo and your client's logo if you're feeling fancy.

Use your company's branded fonts if you're feeling really fancy.

Within TeamGantt's resource management software, you can assign who's responsible to each task so there is no confusion about who is responsible for what.

In addition to all of this, you should be as flexible as possible when it comes to how your project plan is presented. There is no absolute when it comes to how you represent your plan as long as you and your team understand what goes into one. Remember, people absorb information differently; while some people prefer a list-view, others might prefer to see a calendar, or even a gantt chart. You can make all of those variations work if you've taken the steps to create a solid plan. If your team currently prefers the traditional Excel gantt chart, and isn't quite ready to use TeamGantt yet, try our free Excel template.

You should be as flexible as possible when it comes to how your plan is presented.

7. Execute your plan in TeamGantt

TeamGantt, an online project planning tool, gives you the ability to quickly and easily build a project plan using most of the tips listed above, and makes it even easier to adjust using a simple drag and drop feature. Creating a gantt chart based on the steps you've outlined for your team is easy and kind of fun. Plus, once you have created your project, you can have peace of mind knowing that you thought ahead and have a plan to guide you along as you go. Try it out, and create a gantt chart for completely free!

8. Publish your plan

You're almost finished! You've done your research, outlined your approach, discussed it with your team, and built your formal project plan. Do yourself one quick favor and ask someone on your team to review it before you hand it over to your clients. There's nothing more embarrassing than being a project manager and delivering a plan with an error-like an incorrect date. It'll take someone 10 minutes, and you'll have peace of mind.

9. Share your plan with the team and make sure they read it!

After you've put all of that work into creating this important document, you want to make sure that it has actually been reviewed. When you're delivering your project plan, make sure you provide a summary of it in prose format. A short message that covers the overall methodology, resources, assumptions, deadlines, and related review times will help you to convey what the project plan means to the project and to everyone involved.

Don't be bashful about it: explain the thought that has gone into the process of building the project plan, and open it up for discussion. It can be good to set up a call to review the plan line by line with a client. This ensures that your client will understand the process, and what each step in the plan means. Sure, you might have to explain it a few more times, but at least you're making the effort to help establish good project planning standards across the board and educate your clients on how your team works. And again, it shows that you care.

10. Prepare to keep planning

Some projects are smooth and easy to manage, and others are a complete nightmare that wakes you up at 3 a.m. every other night (it happens). Regardless, plans will change. With a good team and a clear scope of work, you're on your way to making a solid plan that is manageable and well-thought-out. Having a solid project plan is your best defense against project chaos.

If you're an easygoing project manager who can adapt your approach and your plan to go with the flow while calling out the appropriate risks, you'll find yourself happy. Otherwise, the daily changes will cloud your vision, and you'll focus on things that won't help your team, your client, or the project. And remember: project managers can have fun too! So pick up your project scope, dig into your own research, and start writing your next masterpiece.

Plan your project in minutes

Learn how easy project planning can be with TeamGantt. Create your first gantt chart for free!

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How to Write a Good Project Plan | Project Management Guide

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TeamGantt Tip: We could write a whole book on this chapter alone... so we did! Download our Guide to Project Planning for more guidance on this topic Every project tells a story about its goals, team, timing, and deliverables-and it requires detailed project planning and management to get the story right.

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Project Planning Terms

Before we dive into how to create a project plan, it helps to be familiar with some of the terms that you'll run across. Here is a list of general terms you'll encounter in this guide.

Deliverable: The results of a project, such as a product, service, report, etc.

Stakeholder: Anyone with a vested interest in the project-project manager, project sponsor, team members, customers, etc.

Tasks: Small jobs that lead to the final deliverable.

Milestone: The end of one project phase, and the beginning of the next.

Resources: Anything you need to complete the project, such as personnel, supplies, materials, tools, people and more.

Budget: Estimate of total cost related to completing a project.

Tracking & Monitoring: Collecting project data, and making sure it reflects the results you planned for.

Project Planning Steps

The project planning process is critical for the success of your project, and as a project manager, you have to think about all the elements that make up your project management plan such as work, time, resources and risks.

Now, we're going to take you through the main project planning steps:

1. Outline the business case

2. Meet with key stakeholders

3. Define project scope

4. Assemble a project team

5. Determine a project budget

6. Set project goals & objectives

7. Outline project deliverables

8. Create a project schedule

9. Assign tasks to your team members

10. Do a risk analysis

11. Create your project plan

12. Report your progress

By following these project planning steps, you'll clarify what you need to achieve, work out the processes you need to get there and develop an action plan for how you are going to take this project plan outline forward.

1. Outline the Business Case

If you have a project, there's a reason for it-that's your business case. The business case outlines reasons why the project is being initiated, its benefits and the return on investment. If there's a problem that is being solved, then that problem is outlined here. The business case will be presented to those who make decisions at your organization, explaining what has to be done, and how, along with a feasibility study to assess the practicality of the project. If approved, you have a project.

2. Meet with Key Stakeholders

Every project has stakeholders, those who have a vested interest in the project. From the ones who profit from it, to the project team members who are responsible for its success. Therefore, any project manager must identify who these key stakeholders are during the project planning process, from customers to regulators. Meeting with them is crucial to get a better picture of what the project management plan should include and what is expected from the final deliverable.

3. Define Project Scope

It refers to the work required to accomplish the project objectives and generate the required deliverables. The project scope should be defined and organized by a work breakdown structure (WBS). Therefore, the project scope includes what you must do in the project (deliverables, sub deliverables, work packages, action items), but also what is nonessential. The latter is important for the project plan, because knowing what isn't high priority helps to avoid scope creep; that is, using valuable resources for something that isn't key to your project's success.

4. Assemble a Project Team

You'll need a capable project team to help you create your project plan and execute it successfully. It's advisable to gather a diverse group of experienced professionals to build a multi-disciplinary team that sees your project management plan from different perspectives.

5. Determine a Project Budget

Once you define your project scope, you'll have a task list that must be completed to deliver your project successfully. To do so, you'll need resources such as equipment, materials, human capital, and of course, money. Your project budget will pay for all this. The first step to create a project budget is to estimate the costs associated with each task. Once you have those estimated costs, you can establish a cost baseline, which is the base for your project budget.

6. Set Project Goals & Objectives

Goals and objectives are different things when it comes to planning a project. Goals are the results you want to achieve, and are usually broad. Objectives, on the other hand, are more specific; measurable actions that must be taken to reach your goal. When creating a project plan, the goals and objectives naturally spring from the business case, but in this stage, you go into further detail. In a sense, you're fine-tuning the goals set forth in the business case and creating tasks that are clearly defined. These goals and objectives are collected in a project charter, which you'll use throughout the project life cycle.

7. Outline Project Deliverables

A project can have numerous deliverables. A deliverable can be a good, service or result that is needed to complete a task, process, phase, subproject or project. For example, the final deliverable is the reason for the project, and once this deliverable is produced, the project is completed. As defined in the project scope, a project consists of subprojects, phases, work packages, activities and tasks, and each of these components can have a deliverable. The first thing to do is determine what the final deliverable is, and how you will know that the quality meets your stakeholder's expectations. As for the other deliverables in the project, they must also be identified and someone on the team must be accountable for their successful completion.

8. Create a Project Schedule

The project schedule is what everything hangs on. From your tasks to your budget, it's all defined by time. Schedules are made up by collecting all the tasks needed to reach your final deliverable, and setting them on a project timeline that ends at your deadline. This can make for an unruly job ahead, which is why schedules are broken into phases, indicated by milestones, which mark the end of one project phase and the beginning of the next.

9. Assign Tasks to Your Team Members

The plan is set, but it still exists in the abstract until you take the tasks on your schedule and begin assigning them out to your team members. Their roles and responsibilities must be clearly defined, so they know what to do. Then, when you assign them tasks from your plan, they should be clear, with directions and any related documentation they will need to execute the tasks.

10. Do a Risk Analysis

Every project has some level of risk. There are several types of risk such as scope risk, technical risks and schedule risk, among others. Even if your project plan is thorough, internal and external factors can impact your project's time, cost and scope (triple constraint). Therefore, you need to regard your planning as flexible. There are many ways to prepare for risk, such as developing a change management plan, but for now, the most important thing to do is to track your progress throughout the execution phase by using project status reports and/or project planning software to monitor risk.

11. Create your Project Plan

As discussed above, a project management plan is a document that's made of several elements. Before we get into a detailed explanation of each of them, it's important to understand that you should include them all to have a solid project plan. The components that you'll need might vary depending on your project, but in general terms, you'll need these main documents to create your project management plan:

12. Report Your Progress

Your ultimate goal is to ensure a successful project for your stakeholders. They're invested, and will not be satisfied twiddling their thumbs without looking at project status reports to track progress. By constructing a work breakdown structure (WBS) during the project planning phase you can break down the project for them so that they understand how your project plan will be executed. Keeping stakeholders informed is important to manage their expectations and ensure that they're satisfied. Having regular planning meetings where you present progress reports are a great way to show them that everything is moving forward as planned and to field any questions or concerns they might have. Your stakeholder management plan will specify how you'll engage stakeholders in the project.

How to Create a Project Plan with ProjectManager

Project planning software is a tool that helps to plan, organize and manage the schedule and resources needed to complete a project. ProjectManager is an award-winning project management software that organizes projects from planning to completion. Sign up for a free 30-day trial and follow along to build a thorough project plan that covers every detail.

1. List Your Tasks for the Plan

Tasks are the building blocks of any project and the start of any plan is identifying all the tasks that lead to your final deliverable.

Open the tool to add your tasks on the Gantt chart or one of the other multiple project views. You can import a task list from any spreadsheet or use one of our templates to get started.

2. Add Duration and Costs to Tasks

Every task has an estimated duration, which is the time it will take to complete it. They will also require a certain amount of funding, which needs to be collected to formulate your plan.

Add the start and end dates for each task in the Gantt and they populate a project timeline, so you can see the whole project laid out in one place. There's also a column for task costs.

3. Link Dependent Tasks

Tasks are not always separate from one another. Often one cannot start or stop until another has started or stopped. That's called a task dependency and needs to be noted in your plan.

Link dependent tasks by dragging one to the other. A dotted line indicates that they're linked, so you stay aware of the fact and can avoid bottlenecks later in the project.

4. Set Milestones & Baseline

A milestone indicates the end of one phase and the beginning of another, which helps with tracking and morale. The baseline sets your plan so you can compare it to actual progress.

There is a filter on the Gantt that automatically sets the baseline, so you can use it to track your actual progress against the plan. The baseline can also be locked with a click.

5. Onboard Team & Assign

Getting the team and the tool together is how a project plan becomes actualized. The easier and seamless this transition, the faster you'll get to work on the project.

Invite your team from the software and it generates an email with a link. Once they follow that link, they're in and have access to the tools they need to manage their tasks.

6. Monitor Progress & Report to Stakeholders

Keeping track of your progress and then updating stakeholders is both how you stay on track and manage your stakeholders' expectations.

See progress as it happens on our real-time dashboard, which calculates data and displays it over six project metrics. Reports can be filtered and shared for a deep dive into those numbers.

7. Adjust Plan As Needed

No plan remains the same throughout a project. Things happen and changes are demanded. Therefore, being able to edit your plan easily is key to the project planning process.

Edit your plan on the Gantt by a simple drag and drop. Move the old date to the new date and not only is that task fixed, but any impacted tasks are also updated automatically.

ProjectManager is an award-winning software that helps managers plan and helps teams get organized. Gantt charts control all aspects of your project plan from scheduling to assigning tasks and even monitoring progress. Multiple project views provide transparency into workflow and give everyone the tools they need to be at their best.
Ready to make your plan? Try ProjectManager today with this free 30-day trial.
The project manager is responsible for producing the project plan, and while you can't make up all the content yourself, you'll be the one banging the keys to type it all out. Use templates where you can to save time. Download our free project plan template and write your plan in double-quick time!

What Is the Purpose of a Project Management Plan?

The purpose of a project management plan is to serve as a guide for the execution and control phases. The project plan provides all the information necessary for the execution phase such as the project's goals, objectives, scope of work, milestones, risks and resources. Then, this information helps project managers monitor and control the progress of the project.

We plan at the beginning to save time later. A good project plan means that you don't have to worry about whether the project participants are going to be available on the right dates-because you've planned for them to be. You don't have to worry about how to pay those invoices-you've planned your financial process. You don't have to worry about whether everyone agrees on what a quality outcome looks like-you've already planned what quality measures you are going to use.

A good project plan sets out the processes that everyone is expected to follow, so it avoids a lot of headaches later. For example, if you specify that estimates are going to be worked out by subject matter experts based on their judgement, and that's approved, later no one can complain that they wanted you to use a different estimating technique. They've known the deal since the start.

Project plans are also really helpful for monitoring progress. You can go back to them and check what you said you were going to do and how, comparing it to what you are actually doing. This gives you a good reality check and enables you to change course if you need to, bringing the project back on track.

Tools like dashboards can help you make sure that your project is proceeding according to plan. ProjectManager has a real-time dashboard that updates automatically whenever tasks are updated.

The Elements of A Project Plan

The project planning process already discussed only scratches the surface of what is a deep well of practices created to control your project. They start with dialogue - speaking to stakeholders, teams, et al.

The deliverable for your planning phase is a document called the project plan. A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fifth Edition says that the project plan is made up of lots of subsidiary plans. These include:

A project scope statement to define all the tasks and deliverables that are needed to complete the project

A risk management plan for dealing with project risk including the processes for logging and tracking risks

A change management plan to manage any changes that will be made to the project plan

A cost management plan for managing costs and the budgeting elements of the project including any procurements or supplier engagements you might have

A resource management plan for managing the material resources such as equipment and the human resources on the team both in terms of availability and skills

A stakeholder management plan setting out who is going to receive messages about the project, when and in what format

A quality plan that specifies the quality targets for the project

That's a lot of documentation.

In reality, it's rare that you'll produce these as individual documents. What you need is a project plan that talks about the important elements of each of these. There's no point creating a big document that sets out exactly how your business works anyway. If you already have a structured risk management process, then don't waste time writing it all down again in your project plan.

Your project management plan needs to include enough information to make sure that you know exactly what processes and procedures need to be followed and who needs to be involved. Get your project plan approved by your stakeholders, your project sponsor and your team so there are no surprises later. As explained above, project planning charts and techniques such as Gantt charts, CPM, WBS or PERT can help you create your project plan.

How Long Does the Project Planning Phase Take?

This is hard to answer. It's going to take longer to plan the moon landing than a new dating app.

The best way to estimate how long your project planning phase will take is to look at similar projects that have happened before, and see how long it took them to plan. Talk to the project manager as well, if you can, because they'll have a view on whether that length of time was enough or not!

It's easy to see how long other projects took if you have a project management tool that archives your old project schedules and makes the data available to everyone who needs it. You can then search for similar projects and study their schedules in detail.

Techniques for the Project Planning Process

A project plan is all about working out what to do and how to do it, so you need to get a lot of people involved. There are several good tools and project planning techniques for getting information from other people including:

Workshops

One-to-one meetings or interviews

Surveys or customer focus groups to gather and validate requirements.

You should also arm yourself with a task management tool, like a list or a kanban board. They are incredibly useful for noting down important things that should be in your project plan. Kanban board software can help structure your plan by writing down the key headings and then moving them around as required until you have a flow that looks right.

Finally, you'll need an online project management system to store your project management plan in. Make sure that everyone in the team can access the latest version of the project plan.

How To Manage Your Project Plan

Your project plan is not a document written in stone. You should be referring back to it and making changes to it as often as you need to. Parts of it, like your project schedule, will change almost daily. Other parts, like your procurement plans and cost management processes, won't change at all during the life of your project.

The important thing to remember is that if your project management plan isn't working for you, think about what you can do to change it. It's there to guide your project management, not restrict you from doing the right thing. If you need to review how you manage work and project resources, then go back and review it. Make the changes you need, get the plan approved again and share it with the team.

How To Make a Project Plan When You Don't Have All the Answers

Yes, this happens-most of the time! It's rare to have all the information at the beginning of a project. Most managers want you to dive in and get started, but you might not have the luxury of knowing all the details.

That's OK; we have techniques to help deal with uncertainty.

First is the project assumption. You use these to put caveats on your plan and to document the things that you assume to be true at this point in time. For example:

We assume that the resources will be available.

We assume that the required funding is available.

We assume that the colors requested will be in line with the company brand and that Marketing sign off is not required.

You get the picture. Then, if the design team comes back and says that they want the product to be a totally new palette of colors and that Marketing has to approve that, you are justified in saying that you'll have to change the timescales on the schedule to make that possible.

You planned based on an assumption (that everyone agreed to, because you got the document approved) and that assumption turned out not to be true.

Next Steps for Project Planning

The most important thing to remember is that you shouldn't rush the project planning process. Done properly, project planning takes time. And it's worth doing it properly because if you don't, we guarantee that you will hit problems later on as people won't understand what they are supposed to do and why.

Great planning sets you up for success. It gives you the confidence of knowing that you've got all your processes, tools and systems in place to deliver the perfect result.

Now that you've learned all about project planning, it's time to take action. Sign up for a free 30-day trial of ProjectManager and start planning your project today!
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This project plan guide covers everything you need to make a great project plan step by step! Learn about planning software tools, best practices and more.