How to create simple, robust project plans

Ao desenhar o mapa, é importante perguntar a si mesmo:

• What is the destination?
• Como você vai saber quando o projeto acabou?
• Quem são as pessoas que seguem esse mapa?
• What milestones will they pass along the way?
• What obstacles might they encounter?

• Are there any alternate routes available?

Get a read on organizational politics, difficult personalities, and possible debate points that may arise during the project management process. Larry W. Smith, PMP, Project Manager at the Software Technology Support Center, stresses the importance of stakeholder analysis. According to Smith, everyone wants the project to succeed, but forgetting to meet the needs of just one influential stakeholder could derail even the best-laid plans.

Smith recomenda não se apressar para:

• Esclarecer quem são as partes interessadas do projeto.
• Compreender suas expectativas e nível de influência.
• Decidir como você vai incorporar o feedback de colegas e partes interessadas à medida em que o projeto se desenvolve.
• Relacionar todas as necessidades e expectativas com atividades de planejamento de risco e resposta a riscos.
• Planejar com consciência todas as estratégias de comunicação do projeto.

You can't overstate the importance of clear communication. That’s why Bernie Ferguson, Atlassian’s resident project leadership expert, starts communicating with stakeholders in the earliest stages of a project:

“We use the Project Poster technique to build a shared understanding amongst team members and stakeholders. What are we doing? What’s the value to customers and to the business? Why do we think this is the right solution? We get feedback on the answers to all these questions before anything hits the team’s roadmap.” —Bernie Ferguson, Atlassian

Project managers often make the mistake of being overly optimistic. Rather than focusing on the best possible outcome, PMs should consider problems that might arise and how they impact the project management timeline.

Performing essential due diligence, holding a “pre-mortem” workshop, or conducting one-on-one meetings with key stakeholders is a great way to identify potential roadblocks.

Consider sketching out a timeline by asking other project managers how long similar projects took to plan. Meet with teams you’ll work with to understand how long specific project tasks will take. Use project management tools and search project archives for old project schedules.

As the project manager, it’s up to you to deliver the project plan (and, ultimately, the project). But this isn’t about you going off into a cubicle and writing the thing. As you develop the project plan, you must keep all key stakeholders involved. Stay in near-constant contact. You’ll find they’re excellent resources.

By gathering your team’s thoughts and brainstorming ideas together, you can arrive at meaningful conclusions quickly. Team collaboration fosters a sense of communal support and, therefore, yields better project plans.

At Atlassian, we use templates to reduce the overhead associated with the planning process and trigger discussions essential to project-planning best practices. Project plan templates are an excellent way to get people to think about aspects of project management that they may have yet to consider.

Having a good elevator pitch for your project is one thing, but creating a robust and effective plan is an entirely different undertaking. Let’s face it: Mapping out project risks and dependencies isn’t much fun. Atlassian’s powerful templates and helpful prompts allow project managers to think methodically about project plan creation, leading to fewer oversights and enhanced productivity.

Create a problem statement that defines, in no uncertain terms, exactly what you’re trying to accomplish. Next, develop a hypothesis that states what you think should happen due to solving your problem. Then, provide a brief overview of the project’s context and any relevant data or insights that support it. Finally, establish the key metrics you will use to gauge the project’s success. These success metrics are likely to influence various aspects of your plan, shaping its direction and focus.

Ask your team members what they need, as opposed to what’s nice to have or unnecessary. Establishing a clear understanding of the project’s scope early in the planning process, including what is explicitly excluded, minimizes the risk of stakeholder miscommunication. It also aids in determining the appropriate time allocation for project contributors. This clarity makes it easier to identify and manage any changes in the project’s scope as they arise.

Nearly all project plans include details about budgets, project schedules, and scope. But a great plan also answers essential questions about your project, including:

• Resources: What types of skills does the project demand? Who’s available? What’s our budget?
• Decisions: Who will make recommendations? Who will approve or disapprove requests?
• Communications: Who will be responsible for communicating progress and roadblocks?
• Risk: What should team members watch out for? What’s the process for logging and tracking threats?
• Reviews: How are you going to gather feedback before the project ships?
• Approvals: Who else needs to sign off on this? Who is the final decision maker?

• Timing: Do team members’ work schedules fit the project timeline? How was the deadline chosen?

Seu plano não precisa abordar a fundo cada um desses itens, mas deve apresentar informações suficientes para permitir uma implementação tranquila do projeto, sem muitas surpresas.

Marca de seleçãoDica: use o método DACI para tomar decisões sólidas sobre o projeto em tempo hábil.

Most PMs choose between a waterfall or agile approach to project management. An agile approach delivers results quickly through an iterative process that continuously evaluates project plans, requirements, and results. In this method, we consider time and resources as fixed.

The waterfall approach is a linear, sequential process that moves a project forward stage by stage, team by team. Here, we consider the scope to be fixed while timing and resources remain flexible.

Depois de responder a todas as perguntas, realizar todas as discussões e muitas notas adesivas, é hora de escrever seu plano de projeto. Seja nas palavras escolhidas ou na formatação e no design, faça o simples.

Here are some helpful details that should be part of any plan:

• Nome do projeto
• Data de entrega.
• Orçamento
• Objetivos do plano.
• Marcos de destaque e o impacto mensurável esperado.
• Início e conclusão esperados para cada tarefa.
• Explicações destacando os proprietários de tarefas individuais.
• Informações e notas da tarefa, para esclarecer o que deve acontecer.

• Destaques de risco e tarefas (ou equipes) que dependem umas das outras para ajudar a evitar atrasos.

When your project plan is finished, take a moment to ask someone who has yet to be involved in the writing process to review it. Having a second pair of eyes can help spot natural human errors.

Marca de verificaçãoTip: When estimating each task’s size, resist the temptation to go deep into the weeds. Remember, these are educated guesses.

Once your project plan is finalized and thoroughly reviewed, it’s time to share it with the individuals actively involved and the stakeholders who need to stay informed. Prepare for an exciting project kick-off that sets the wheels in motion. It’s essential to be aware that changes and challenges are an integral part of any project, so being prepared to manage them is crucial.

Throughout the project lifecycle, maintain close contact with your plan. Stay focused on core project elements, the intended scope, and the agreed-upon steps. This approach ensures that you stay on track and increases the likelihood of successfully delivering your project, even in the face of unexpected developments.