Project Management Presentations: How to Present a Project Plan

Project Management Presentations: How to Present a Project Plan


Hi, this is Jason
with TeamGantt. Presenting your project
plan to a client can seem like a daunting
thing, but it doesn’t have to. There are some
simple things you can do to make the process nice
and smooth for everyone. [MUSIC PLAYING] When you’re working on a project
with a client or product owner, it’s critical to
be 100% sure they understand all the details
of your team has discussed. Your clients may not be
familiar with your processes or deliverables, so this is
your chance to enlighten them. Explain your overall process
and how you as a team arrived at the
approach you lined out. Feel free to explain how it
has worked on previous projects or how you’re trying
something new this time. No matter what,
though, you should stand behind the
approach you decided on and be confident about
its potential for success. Review the deliverables and all
the details that will help you produce the project on time. It’s important to
explain what work must be done to
complete a deliverable and why it will take the amount
of time you have allotted. If you explain
these details now, your clients will push for
any unrealistic deadlines, because they’ll understand just
how much work is being done. You should also set expectations
for your deliverable review process. You have probably
made some estimates based on the amount
of time your clients will need to review your work
as a team and provide feedback. If you had conversations
with your clients early in the process, you know
how much time they’ll need. This is your chance to point
back to that conversation and tell them the timing is
based on that discussion. But if that is no
longer the case, now is the time to
make adjustments. Don’t forget to point
out dependencies. If your client misses
their deadline, what will that do
to the project? Where can you be flexible,
and what makes you nervous? Put it all on the table now and
document it in meeting notes so everyone is aware of
the potential issues you’re spotting early on. The more you can educate your
clients early in the process, the easier time your team
will have a winning them over when presenting your work. After all, a client
who is invested in and truly understands your
work is not just a client. They’re s partner. It’s never just about the work. It’s about the people
doing the work. Be sure to communicate the
fact that the team has reviewed the plan and mentioned some
of the items you discuss and how you arrived
at those decisions. There’s a lot of value
in showing your clients the human side of your
process and your team, because it’s often
easy for them to think of you is just a shop who
just gets the work done. They don’t know all the details,
and maybe they don’t want to. But if you share some details
about who’s doing what and things they’re
working on, it will help them to relate
a little bit more. And it wouldn’t
be a terrible idea to set the expectation that a
one day delay on your client side may not equate to a
one day delay on your side. Letting your clients know
that their plan is crafted around other plans
and projects can help them understand the
importance of sticking to the dates and
processes you’ve outlined. Did you know
TeamGantt offers some of the most robust
resourcing options of any web-based
project management tool? See for yourself
with a 30-day trial. Visit teamgantt.com/signup up
to start your free trial today. You’ve put a lot of work
into creating this plan. So talking through the
details to make sure that everyone is
comfortable with it should be pretty
important to you. If this means giving your
client and team some extra time to think things through
on their own, that’s fine. Of course, you never
want this process to take so much
time that it delays any of the actual project work. You can create the plan while
work is underway, but don’t let it go unconfirmed for too long. You want to be sure that
you have an agreement, because the details in your
plan will dictate so much, including your
immediate next steps. You’ve confirmed your plan, so
now you’re done with it, right? Wrong. You’ll find your plan is
a living, breathing thing. At a minimum you should update
the percent complete column on your project on a
daily or weekly basis. The chance that you’ll have
to make adjustments here or there pretty significant. It’s really uncommon for every
project to stick to its planned 100%. Life happens. Ideas change. Deadlines are missed,
and plans change. That may mean the
deadline has to shift, or maybe your process will
work for this project anymore. As long as your
flexible and can adapt to the revolving
door of changes, so can your project plan. Be sure to provide updates
to your team and your clients as plans change
or stay on track. And keep your plan
in accessible place. You’ll always come out on top if
you’ve communicated or resolved an issue early on or even
just paid a compliment on a job well done. This was just a brief excerpt
from TeamGantt’s Guide to Project Planning, written
by Digital Project Management Consultant Writer and
Speaker, Brett Harned. Brett focusing on
solving issues that are important to
organizations who want to produce quality
digital projects in harmony. Click the link in
the description to download the
full guide for free so you can plan your projects
more efficiently than ever before. And if you like this video
and want to see more, don’t forget to
click the Like button and subscribe to our channel. Thanks. See you next time. [MUSIC PLAYING]

7 thoughts on “Project Management Presentations: How to Present a Project Plan

  • With all due respect, I disagree with the entire premise of this video. Your clients don't need to understand the details of your plan and don't care. That's why they hired you — because they believed you were a competent project manager. As soon as you begin explaining the minute details of what you're going to do, you've not only bored them to tears, but you've also just undermined your own credibility and given your client a reason to mistrust your expertise. It comes off like you need their validation to do the thing they already trusted you to do. Otherwise, they wouldn't have hired you. Also, explaining how hard the work is going to be and how long it's going to take you is not going to convince your client to be patient, it's going to make them question your competence and whether you're wasting their money through inefficiency. When work is well-done, it doesn't look hard, it looks easy. The worst feedback you could ever get from a client is "wow, it looks like you've really been working hard."

    The key to presenting literally ANYTHING to a client is to sell them on the benefit of what you're about to do for them. You include only the minimum details necessary to help them understand that benefit, and then you help them envision the end state and how great that will be. Once they're convinced and they've "bought what you're selling," you are free to discuss details such as timing, logistics, etc. At this point, the client is already on-board, and you've reinforced the trust they put in you in the first place.

    Ask yourself this, which of these surgeons would you trust more?

    Surgeon 1: "Well, this surgery is going to be very difficult and might take me all day. I just want you to know this so you don't have the misguided notion that it will be easy for me. But don't worry, you can trust me to do the job right. Now, let me explain in minute detail how I plan to do it…"

    Surgeon 2: "First off, I want you to know that I've done this very surgery many times before, and I'm fully confident it is going to make you feel much better. Once we're done, I could see you out on the golf course again in no time. I have a great team that will be working with me every step of the way, and we're going to take really good care of you. Now, do you have any questions I can answer?"

    I guarantee you'd rather have the second surgeon. Now just change the role from surgeon to project manager, and you have a recipe for success in pitching your plan.

  • The presenter is obviously reading texts made ready for him. At least try to present when you are talking about presentation. Soulless. Couldn't understand a word he is was saying because of the distraction made by his moving eyes.

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