{"id":21057,"date":"2026-03-31T17:22:44","date_gmt":"2026-03-31T16:22:44","guid":{"rendered":"https:\/\/bepm.academy\/?p=21057"},"modified":"2026-03-02T11:39:49","modified_gmt":"2026-03-02T10:39:49","slug":"project-plan","status":"publish","type":"post","link":"https:\/\/bepm.academy\/en\/blog\/project-plan\/","title":{"rendered":"11 Steps to Create a Project Plan"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"21057\" class=\"elementor elementor-21057 elementor-20921\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-b78930e e-con-full e-flex e-con e-parent\" data-id=\"b78930e\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div class=\"elementor-element elementor-element-330df4a3 e-con-full e-flex e-con e-child\" data-id=\"330df4a3\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-2353688d elementor-widget__width-initial elementor-widget elementor-widget-heading\" data-id=\"2353688d\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<h1 class=\"elementor-heading-title elementor-size-default\">11 Steps to Create a Project Plan<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-18569a62 elementor-widget elementor-widget-post-info\" data-id=\"18569a62\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"post-info.default\">\n\t\t\t\t\t\t\t<ul class=\"elementor-inline-items elementor-icon-list-items elementor-post-info\">\n\t\t\t\t\t\t\t\t<li class=\"elementor-icon-list-item elementor-repeater-item-5cad769 elementor-inline-item\" itemprop=\"author\">\n\t\t\t\t\t\t<a href=\"https:\/\/bepm.academy\/en\/autor\/priscilla-medina\/\">\n\t\t\t\t\t\t\t\t\t\t\t<span class=\"elementor-icon-list-icon\">\n\t\t\t\t\t\t\t\t<img decoding=\"async\" class=\"elementor-avatar\" 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e-child\" data-id=\"7f4baba3\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-36630d85 elementor-widget-mobile__width-inherit elementor-widget elementor-widget-table-of-contents\" data-id=\"36630d85\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;headings_by_tags&quot;:[&quot;h2&quot;],&quot;exclude_headings_by_selector&quot;:[],&quot;no_headings_message&quot;:&quot;No headings were found on this page.&quot;,&quot;container&quot;:&quot;.contenido-blog&quot;,&quot;marker_view&quot;:&quot;numbers&quot;,&quot;min_height&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;min_height_tablet&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;min_height_mobile&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]}}\" data-widget_type=\"table-of-contents.default\">\n\t\t\t\t\t\t\t\t\t<div class=\"elementor-toc__header\">\n\t\t\t\t\t\t<div class=\"elementor-toc__header-title\">\n\t\t\t\tTable of contents\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<div id=\"elementor-toc__36630d85\" class=\"elementor-toc__body\">\n\t\t\t<div class=\"elementor-toc__spinner-container\">\n\t\t\t\t<i class=\"elementor-toc__spinner eicon-animation-spin eicon-loading\" aria-hidden=\"true\"><\/i>\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-74321a9e elementor-widget-tablet__width-initial contenido-blog elementor-widget elementor-widget-text-editor\" data-id=\"74321a9e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span style=\"font-weight: 400;\">If there is one thing that distinguishes project managers who deliver results from those who are constantly putting out fires, it is precisely having a <\/span><b>well-built project plan<\/b><span style=\"font-weight: 400;\"> from day one. This is not an exaggeration: according to the <\/span><a href=\"https:\/\/www.pmi.org\/learning\/thought-leadership\/boosting-business-acumen\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">PMI&#8217;s Pulse of the Profession report<\/span><\/a><span style=\"font-weight: 400;\">, organizations with mature planning processes waste 28 times less money than those that lack them. That figure should give any professional pause \u2014 especially those who still improvise their way through managing initiatives.<\/span><\/p><p><span style=\"font-weight: 400;\">A <\/span><b>project plan<\/b><span style=\"font-weight: 400;\"> is not unnecessary bureaucracy. It is the compass that guides the entire team, the internal contract that aligns expectations, and the shield that protects the budget from the unexpected. I have seen multi-million-dollar technology projects fail \u2014 not due to lack of talent or tools \u2014 but simply because no one took the time to plan properly before getting started.<\/span><\/p><p><span style=\"font-weight: 400;\">In this definitive guide, I will draw on my experience working in high-complexity project management environments to explain exactly what a project plan is, what each of its components is for, and \u2014 most importantly \u2014 how to build one step by step in a way that you can apply starting tomorrow. Let&#8217;s get started!<\/span><\/p><p>\u00a0<\/p><h2>What Is a Project Plan?<\/h2><p><span style=\"font-weight: 400;\">A <\/span><b>project plan<\/b><span style=\"font-weight: 400;\"> is the formal document that establishes how a project will be executed, monitored, controlled, and closed. It is not simply a schedule with colored dates and tasks. It is a complete roadmap that answers critical questions: What are we going to do? Who will do it? When? With what resources? How will we manage risks? How will we communicate?<\/span><\/p><p><span style=\"font-weight: 400;\">The <\/span><b>project work plan<\/b><span style=\"font-weight: 400;\"> articulates every component of the project lifecycle \u2014 from scope definition to the acceptance criteria for the final deliverable. When it is well-written, it serves as a permanent reference throughout execution. When it is poorly done \u2014 or simply doesn&#8217;t exist \u2014 the project relies on the memory and individual judgment of each team member, which inevitably leads to inconsistencies, rework, and conflict.<\/span><\/p><h3>Difference Between a Plan, a Program, and a Project<\/h3><p><span style=\"font-weight: 400;\">One of the concepts that causes the most confusion when someone is new to the discipline is the hierarchy between <\/span><b>plan, program, and project<\/b><span style=\"font-weight: 400;\">. Here is a clear explanation:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Project: <\/b><span style=\"font-weight: 400;\">a temporary effort with a defined start and end, aimed at creating a unique product, service, or result. For example, developing a new mobile sales application.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Program: <\/b><span style=\"font-weight: 400;\">a group of interrelated projects managed in a coordinated way to achieve benefits that could not be obtained by managing them independently. For example, a company&#8217;s digital transformation program groups together projects for process digitalization, infrastructure modernization, and team training.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Portfolio (or Global Strategic Plan): <\/b><span style=\"font-weight: 400;\">a collection of programs, projects, and initiatives managed in a coordinated manner to achieve the organization&#8217;s strategic objectives. It is the highest level in the PMI hierarchy.<\/span><\/li><\/ul><p><span style=\"font-weight: 400;\">Understanding this hierarchy is fundamental because it defines who makes which decisions and at what level resources are allocated. A project manager manages a project; a program manager coordinates multiple projects with dependencies; a portfolio manager decides which initiatives to invest in to maximize value for the organization.<\/span><\/p><p>\u00a0<\/p><h2>Why Is a Project Plan Important?<\/h2><p><span style=\"font-weight: 400;\">The short answer: because without planning, projects fail. And they fail expensively. But let&#8217;s go into detail, because understanding the &#8220;why&#8221; is what transforms planning from a tedious task into a strategic tool.<\/span><\/p><p><span style=\"font-weight: 400;\">The main reasons why a project plan is indispensable are:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Team alignment: <\/b><span style=\"font-weight: 400;\">when all team members know the objectives, roles, and expectations from the start, misunderstandings, overlaps, and internal conflicts are drastically reduced. The plan acts as a team contract.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Thorough budget control: <\/b><span style=\"font-weight: 400;\">a well-defined plan allows costs to be estimated with greater accuracy, deviations to be identified in real time, and corrective decisions to be made before the problem becomes irreversible. Managing an investment without a plan is like driving with your eyes closed.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Early risk mitigation: <\/b><span style=\"font-weight: 400;\">planning forces you to think about what can go wrong before it does. A contingency plan developed early is worth ten times more than an improvised response to a crisis.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Improved ROI (Return on Investment): <\/b><span style=\"font-weight: 400;\">planned projects are completed on time, within budget, and with higher client satisfaction. All of that translates into better profitability and a greater likelihood of securing funding for future initiatives.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Performance baseline: <\/b><span style=\"font-weight: 400;\">the plan establishes the baseline against which actual progress is measured. Without that baseline, there is no objective way to know whether the project is on track.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Reduced team stress: <\/b><span style=\"font-weight: 400;\">teams that work with clear plans report lower burnout and higher job satisfaction. Chronic uncertainty destroys morale far more than workload does.<\/span><\/li><\/ul><p>\u00a0<\/p><h2>Step-by-Step Guide to Creating a Project Plan<\/h2><p><span style=\"font-weight: 400;\">This is the core section of this guide. I will develop each step sequentially and in an actionable way, just as I would in an advanced project management training session. Follow the order \u2014 each step is designed to build on the previous one.<\/span><\/p><h3>1. Define the Project Charter<\/h3><p><span style=\"font-weight: 400;\">Before writing a single line of the project plan, you need to have the document that authorizes it: the <\/span><b>Project Charter<\/b><span style=\"font-weight: 400;\">. A very common mistake I see in teams is mixing these two documents.<\/span><\/p><p><span style=\"font-weight: 400;\">The distinction is simple:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The <\/span><b>Project Charter<\/b><span style=\"font-weight: 400;\"> answers the &#8220;what&#8221; and &#8220;why&#8221; at a high level: what we are going to do, who sponsors the project, what the expected benefits are, and what initial resources are allocated.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">The <\/span><b>project plan<\/b><span style=\"font-weight: 400;\"> answers the &#8220;how&#8221;: how we are going to execute, control, and close everything that the charter has authorized.<\/span><\/li><\/ul><p><span style=\"font-weight: 400;\">This initial phase is also where the <\/span><b>project feasibility plan<\/b><span style=\"font-weight: 400;\"> \u2014 also known as a feasibility study \u2014 comes into play. Before committing significant resources, mature organizations analyze whether the project is technically feasible, economically viable, and strategically aligned with the company&#8217;s objectives. This feasibility analysis is the foundation of the business case that will justify the investment before steering committees.<\/span><\/p><h3>2. Identify and Meet with Stakeholders<\/h3><p><span style=\"font-weight: 400;\">The second most frequent mistake I have observed in failed projects is discovering critical stakeholders in the middle of execution. When a CFO or a regulator shows up in month four with requirements that no one had considered, the impact on the schedule and budget can be devastating.<\/span><\/p><p><span style=\"font-weight: 400;\">The correct process is to map all stakeholders before building the plan:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Identification: <\/b><span style=\"font-weight: 400;\">Who has an interest in, influence over, or is affected by the project? This includes those inside the organization as well as suppliers, clients, regulatory bodies, and affected communities.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Power\/interest analysis: <\/b><span style=\"font-weight: 400;\">a power\/interest matrix allows stakeholders to be classified and a management approach to be decided for each (manage closely, keep satisfied, keep informed, or simply monitor).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Expectation meetings: <\/b><span style=\"font-weight: 400;\">before defining the scope, meet with key stakeholders to understand what they need, what concerns them, and what their success criteria are.<\/span><\/li><\/ul><p><span style=\"font-weight: 400;\">This information is invaluable for the plan. The requirements that emerge from these meetings will directly feed into the scope definition, schedule, and communications plan.<\/span><\/p><h3>3. Define Goals, Objectives, and Success Metrics<\/h3><p><span style=\"font-weight: 400;\">A project plan without clear objectives is like a map without a destination. At this stage, you need to transform stakeholder needs and expectations into concrete, measurable, time-bound objectives.<\/span><\/p><p><span style=\"font-weight: 400;\">The two methodologies I use and recommend most are:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>SMART Objectives: <\/b><span style=\"font-weight: 400;\">Specific, Measurable, Achievable, Relevant, and Time-bound. For example, instead of &#8220;improve customer satisfaction,&#8221; a SMART objective would be &#8220;increase NPS from 32 to 50 points in the 6 months following product launch.&#8221;<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>OKRs (Objectives and Key Results): <\/b><span style=\"font-weight: 400;\">especially useful in agile environments and transformation projects. The objective is inspirational and ambitious; the Key Results are the quantitative indicators that show whether we are achieving it.<\/span><\/li><\/ul><p><span style=\"font-weight: 400;\">These objectives will serve as the team&#8217;s compass throughout execution and as the acceptance criteria that the client or sponsor will use to validate the final outcome.<\/span><\/p><h3>4. Define the Project Scope<\/h3><p><span style=\"font-weight: 400;\">The <\/span><b>project scope<\/b><span style=\"font-weight: 400;\"> is, along with the schedule and budget, one of the three vertices of the iron triangle in project management. Defining it well is, in my experience, the skill that most distinguishes senior project managers from junior ones.<\/span><\/p><p><span style=\"font-weight: 400;\">The project plan contains the overall vision of the initiative, while scope management defines precisely what will be delivered and what is explicitly outside the project. This explicit exclusion \u2014 the so-called &#8220;out of scope&#8221; \u2014 is just as important as what is included, because it prevents the notorious <\/span><i><span style=\"font-weight: 400;\">scope creep<\/span><\/i><span style=\"font-weight: 400;\"> (uncontrolled expansion of scope).<\/span><\/p><p><span style=\"font-weight: 400;\">To learn more about this critical component, I recommend reading the full article on <\/span><a href=\"https:\/\/bepm.academy\/en\/blog\/what-is-a-project-scope-in-project-management\/\"><span style=\"font-weight: 400;\">project scope<\/span><\/a><span style=\"font-weight: 400;\">, which details how to build the scope statement and how to manage it during execution.<\/span><\/p><p><img fetchpriority=\"high\" decoding=\"async\" class=\"aligncenter wp-image-21063 size-full\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/time-scope-cost.webp\" alt=\"\" width=\"707\" height=\"457\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/time-scope-cost.webp 707w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/time-scope-cost-300x194.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/time-scope-cost-77x50.webp 77w\" sizes=\"(max-width: 707px) 100vw, 707px\" \/><\/p><p>\u00a0<\/p><h3>5. Create the Work Breakdown Structure (WBS)<\/h3><p><span style=\"font-weight: 400;\">The <\/span><b>Work Breakdown Structure (WBS)<\/b><span style=\"font-weight: 400;\"> is, for me, the most valuable and underrated component of any project plan.<\/span><\/p><p><span style=\"font-weight: 400;\">The WBS decomposes the project hierarchically into increasingly smaller and more manageable work packages, down to a level where each component can be estimated, assigned, and controlled independently. It is literally the complete map of the work that needs to be done.<\/span><\/p><p><span style=\"font-weight: 400;\">The benefits of a well-built WBS are multiple:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It ensures that no significant deliverable is overlooked.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It makes it easier to estimate effort, duration, and cost with greater accuracy.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It provides the basis for assigning owners to each work package.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">It allows for much more granular progress tracking during execution.<\/span><\/li><\/ul><p><img decoding=\"async\" class=\"aligncenter wp-image-21065 size-full\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/sofware-development-example.webp\" alt=\"\" width=\"856\" height=\"375\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/sofware-development-example.webp 856w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/sofware-development-example-300x131.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/sofware-development-example-768x336.webp 768w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/03\/sofware-development-example-114x50.webp 114w\" sizes=\"(max-width: 856px) 100vw, 856px\" \/><\/p><h3>6. Build the Team and Assign Roles<\/h3><p><span style=\"font-weight: 400;\">With the WBS as a foundation, I can now determine what competencies I need and how much effort each work package requires. Now it is time to build the team and assign responsibilities explicitly.<\/span><\/p><p><span style=\"font-weight: 400;\">The tool I consistently use at this stage is the <\/span><b>RACI matrix<\/b><span style=\"font-weight: 400;\">, which defines for each task or deliverable who is:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>R \u2014 Responsible: <\/b><span style=\"font-weight: 400;\">the person who performs the work.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>A \u2014 Accountable: <\/b><span style=\"font-weight: 400;\">the person who answers to the sponsor for the result. There can be only one per task.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>C \u2014 Consulted: <\/b><span style=\"font-weight: 400;\">experts whose input is requested before the work is completed.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>I \u2014 Informed: <\/b><span style=\"font-weight: 400;\">people who must be notified of progress or results.<\/span><\/li><\/ul><p><span style=\"font-weight: 400;\">A well-defined RACI matrix eliminates one of the most common problems in projects: ambiguity about who makes the final call when there is a conflict of criteria.<\/span><\/p><h3>7. Develop the Schedule and Set Milestones<\/h3><p><span style=\"font-weight: 400;\">The schedule is probably the most visible component of the project plan. It is what the team consults daily and what the sponsor reviews at every status meeting.<\/span><\/p><p><span style=\"font-weight: 400;\">To develop it correctly, the process has several stages:<\/span><\/p><ol><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Identify activities <\/b><span style=\"font-weight: 400;\">from the WBS work packages.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Sequence activities <\/b><span style=\"font-weight: 400;\">by identifying dependencies between them (mandatory, discretionary, or external precedences).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Estimate duration <\/b><span style=\"font-weight: 400;\">for each activity using techniques such as expert judgment, analogous estimating, parametric estimating, or the PERT technique.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Develop the schedule <\/b><span style=\"font-weight: 400;\">by applying the Critical Path Method (CPM) to identify which sequence of tasks determines the minimum project duration.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Set milestones: <\/b><span style=\"font-weight: 400;\">key checkpoints that mark the completion of phases or the delivery of critical components.<\/span><\/li><\/ol><p><span style=\"font-weight: 400;\">A common mistake I see repeatedly is building schedules without time buffers. A realistic plan must incorporate contingency reserves to absorb the inevitable day-to-day incidents without compromising the final deadline.<\/span><\/p><h3>8. Define the Budget and Investment Plan<\/h3><p><span style=\"font-weight: 400;\">Managing the <\/span><b>budget<\/b><span style=\"font-weight: 400;\"> in a project is much more than adding up resource costs. A well-prepared budget plan distinguishes between different types of costs (direct and indirect, fixed and variable), establishes contingency reserves based on risk analysis, and defines the cost control process during execution.<\/span><\/p><p><span style=\"font-weight: 400;\">The key steps to building the project budget are:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Estimate the costs <\/b><span style=\"font-weight: 400;\">of each WBS work package (human resources, materials, equipment, subcontracting, licenses, travel, etc.).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Aggregate costs <\/b><span style=\"font-weight: 400;\">at the deliverable and phase level to obtain the cost baseline.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Add contingency reserves <\/b><span style=\"font-weight: 400;\">to cover the risks identified and quantified in the risk analysis.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Add management reserves <\/b><span style=\"font-weight: 400;\">for unknown risks (the famous &#8220;unknown unknowns&#8221;).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Define the change control process: <\/b><span style=\"font-weight: 400;\">how any significant deviation from the initial budget is approved.<\/span><\/li><\/ul><p><i><span style=\"font-weight: 400;\">What happens if the budget goes off track in month 3? Having a clear change control process in the plan prevents a small, correctable deviation from turning into a project governance crisis.<\/span><\/i><\/p><h3>9. Conduct a Risk Analysis and Build a Contingency Plan<\/h3><p><span style=\"font-weight: 400;\">Risks are not alarm signals \u2014 they are information. A team that identifies and quantifies its risks early is in a position to manage them proactively. A team that ignores them will discover them as problems, and by then it will be too late to respond calmly.<\/span><\/p><p><span style=\"font-weight: 400;\">The risk management process in the plan has four phases:<\/span><\/p><ol><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Identification: <\/b><span style=\"font-weight: 400;\">use techniques such as brainstorming, historical risk checklists, the Delphi technique, or Ishikawa diagrams to identify potential threats and opportunities.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Qualitative analysis: <\/b><span style=\"font-weight: 400;\">evaluate each risk by its probability of occurrence and impact to prioritize which ones deserve the most attention.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Quantitative analysis: <\/b><span style=\"font-weight: 400;\">for the highest-impact risks, quantify the impact on costs and timelines using Monte Carlo simulations or decision trees.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Response planning: <\/b><span style=\"font-weight: 400;\">define response strategies for each relevant risk (avoid, transfer, mitigate, or accept for threats; exploit, share, enhance, or accept for opportunities).<\/span><\/li><\/ol><p><span style=\"font-weight: 400;\">This analysis feeds directly into the budget contingency reserves and schedule buffers, thereby closing the planning cycle coherently.<\/span><\/p><h3>10. Create the Team Communications Plan<\/h3><p><span style=\"font-weight: 400;\">The communications plan is the component most frequently overlooked or reduced to a simple meeting calendar. This is a mistake with serious consequences, especially in projects with multiple stakeholders or geographically distributed teams.<\/span><\/p><p><span style=\"font-weight: 400;\">A good communications plan answers five fundamental questions:<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>What information? <\/b><span style=\"font-weight: 400;\">Project status, risks, approved changes, performance metrics, decisions made.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>To whom? <\/b><span style=\"font-weight: 400;\">Sponsor, project team, external stakeholders, steering committee, suppliers.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>How often? <\/b><span style=\"font-weight: 400;\">Daily (Scrum stand-ups), weekly (status report), monthly (executive review), event-driven (critical risk notifications).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Through what channel? <\/b><span style=\"font-weight: 400;\">Email, project management platform, in-person meetings, video calls, PDF reports.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>In what format? <\/b><span style=\"font-weight: 400;\">Executive dashboard, detailed status report, meeting minutes, updated risk log.<\/span><\/li><\/ul><h3>11. Establish the Baseline and Execute the Action Plan<\/h3><p><span style=\"font-weight: 400;\">Once all components of the plan have been defined, reviewed, and approved by the sponsor and key stakeholders, the project is ready to move into the execution phase. But first, there is a critical step that must not be skipped: establishing the <\/span><b>baseline<\/b><span style=\"font-weight: 400;\">.<\/span><\/p><p><span style=\"font-weight: 400;\">The baseline is the approved and frozen version of the plan across three dimensions: scope (scope baseline), schedule (schedule baseline), and costs (cost baseline). Together they form the <\/span><b>performance measurement baseline<\/b><span style=\"font-weight: 400;\">, against which actual performance will be compared throughout execution.<\/span><\/p><p><span style=\"font-weight: 400;\">With the baseline established, the <\/span><b>project action plan<\/b><span style=\"font-weight: 400;\"> can be set in motion. Every week, the team reports actual progress; the project manager compares that progress against the baseline; deviations are identified; corrective or preventive actions are taken; and if approved changes arise, the plan is updated and a new baseline is set. This is the control cycle that distinguishes professional project management from improvisation.<\/span><\/p><p>\u00a0<\/p><h2>Types of Project Plans by Approach<\/h2><p><span style=\"font-weight: 400;\">Not all project plans are the same. The approach, time horizon, and level of detail vary significantly depending on the type of initiative and the organizational context. Here are the most relevant types.<\/span><\/p><h3>Strategic Plan<\/h3><p><span style=\"font-weight: 400;\">The strategic plan operates on the broadest time horizon \u2014 typically between 3 and 5 years. Its function is to translate the organization&#8217;s vision and mission into concrete strategic objectives, priority initiatives, and projects that must be executed to achieve that vision.<\/span><\/p><p><span style=\"font-weight: 400;\">As the <\/span><a href=\"https:\/\/hbr.org\/2022\/10\/strategic-planning-should-be-a-strategic-exercise?language=es\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">Harvard Business Review notes on strategic planning<\/span><\/a><span style=\"font-weight: 400;\">, companies that rigorously align their projects and investments with strategy consistently outperform those that select projects reactively or out of historical inertia.<\/span><\/p><p><span style=\"font-weight: 400;\">In a strategic plan, individual projects are not detailed. What is defined are the expected outcomes, the overall resources to be allocated, and the indicators that will measure progress toward the vision. The level of detail increases as we move down toward operational plans and individual project plans.<\/span><\/p><h3>Operational and Annual Plan<\/h3><p><span style=\"font-weight: 400;\">The operational plan \u2014 often called the annual plan \u2014 translates long-term strategic objectives into concrete actions for the current fiscal year. It is the bridge between the strategic vision and the team&#8217;s day-to-day execution.<\/span><\/p><p><span style=\"font-weight: 400;\">At this level, projects are directly tied to the year&#8217;s <\/span><b>sales<\/b><span style=\"font-weight: 400;\">, production, operational efficiency, or customer satisfaction objectives. Resources are allocated, projects prioritized, and owners identified. The annual plan is the document the steering committee reviews quarterly to ensure the organization is on track.<\/span><\/p><h3>Traditional Project Plan vs. Agile Project<\/h3><p><span style=\"font-weight: 400;\">This is one of the most frequent questions I get in project management training sessions: when should I use a predictive methodology, and when an adaptive one?<\/span><\/p><p><span style=\"font-weight: 400;\">A <\/span><b>traditional project plan<\/b><span style=\"font-weight: 400;\"> (also called predictive or Waterfall) defines the complete scope up front, builds a detailed schedule, and sets a budget expected to be respected using the appropriate control tools. It works well when requirements are stable, the technology is known, and the cost of change is high. Construction, civil engineering, and ERP implementations in regulated environments are good examples.<\/span><\/p><p><span style=\"font-weight: 400;\">Agile planning, by contrast, is continuous and adaptive. The initial plan is intentionally high-level: the product objective (the vision) is defined and a prioritized backlog of features is built. The detail is developed sprint by sprint, in short cycles of two to four weeks. This maximizes responsiveness to changing requirements \u2014 something especially valuable in software development, digital marketing, or product innovation projects.<\/span><\/p><p><span style=\"font-weight: 400;\">In practice, most real-world projects combine elements of both approaches: a hybrid approach with predictive phases (such as architecture or integration) and agile components (such as feature development). The key is knowing how much certainty you have about your requirements and what the cost of change is in your specific context.<\/span><\/p><p>\u00a0<\/p><h2>Common Mistakes When Creating a Project Execution Plan<\/h2><p><span style=\"font-weight: 400;\">I have seen the same planning mistakes made in projects across very different industries. Knowing them does not guarantee you will avoid them, but it does put you on guard.<\/span><\/p><ul><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Failing to involve stakeholders early: <\/b><span style=\"font-weight: 400;\">gathering requirements after the fact \u2014 when something has already been built \u2014 is the fastest path to massive rework and client dissatisfaction.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Unrealistic time estimates: <\/b><span style=\"font-weight: 400;\">teams, especially when motivated, tend to be overly optimistic. Estimates without contingency buffers produce fragile schedules that break at the first unexpected event.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Failing to update the plan when changes occur (scope creep): <\/b><span style=\"font-weight: 400;\">accepting scope changes informally, without evaluating and approving them formally, is the most common cause of budget overruns and delays.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Confusing the schedule with the plan: <\/b><span style=\"font-weight: 400;\">a Gantt chart is a tool, not the plan. A plan without risk management, a communications plan, or defined quality criteria is an incomplete plan.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Not reviewing the plan during execution: <\/b><span style=\"font-weight: 400;\">a plan that is not updated becomes a useless historical document. Projects evolve; the plan must evolve with them.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Underestimating the human factor: <\/b><span style=\"font-weight: 400;\">actual resource availability is rarely 100%. Training, vacations, sick leave, unplanned meetings, and parallel projects consume capacity that the plan must account for.<\/span><\/li><\/ul><p><i><span style=\"font-weight: 400;\">How many times have you seen a team commit to a deadline they knew was impossible? What impact did that have on the credibility of the project manager and the team?<\/span><\/i><\/p><p>\u00a0<\/p><h2>Real-World Project Plan Example<\/h2><p><span style=\"font-weight: 400;\">To turn everything above from theory into something tangible, here is a real <\/span><b>project plan example<\/b><span style=\"font-weight: 400;\">: the opening of a new commercial branch for a financial services company.<\/span><\/p><p><b>Context: <\/b><span style=\"font-weight: 400;\">a wealth management advisory firm wants to open a new office in a major city within 6 months. The authorized budget is $200,000 USD. The goal is to acquire the first 50 clients in the 3 months following opening.<\/span><\/p><p><span style=\"font-weight: 400;\">Here is how the plan phases would be applied:<\/span><\/p><ol><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Project Charter &amp; Feasibility: <\/b><span style=\"font-weight: 400;\">the steering committee approves the opening based on a market study identifying an opportunity in the high-net-worth client segment in the northern part of the city. The charter authorizes the project with a $200,000 budget and appoints a responsible project manager.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Stakeholders: <\/b><span style=\"font-weight: 400;\">general management (sponsor), commercial director (internal client), operations director, office renovation contractor, law firm for lease agreements, financial regulator (for notification).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>SMART Objectives: <\/b><span style=\"font-weight: 400;\">open the office \u2014 operational and regulatory compliance achieved \u2014 before November 30th, with a maximum cost of $200,000, and with CRM and compliance systems installed and tested.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Scope: <\/b><span style=\"font-weight: 400;\">finding and leasing the office space, renovation, IT equipment, obtaining licenses, hiring 3 advisors, initial team training. Does not include the marketing campaign (a parallel project managed by the marketing team).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>WBS: <\/b><span style=\"font-weight: 400;\">four major deliverables: operational office space, IT infrastructure, hired human team, and regulatory compliance. Each broken down into specific work packages.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Schedule: <\/b><span style=\"font-weight: 400;\">24 weeks with milestones at week 4 (lease signed), week 10 (renovation complete), week 16 (IT infrastructure installed), week 20 (team hired and trained), week 24 (official opening).<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Budget: <\/b><span style=\"font-weight: 400;\">$130,000 for renovation and equipment, $40,000 for human resources (recruitment and training), $18,000 for software licenses, $12,000 contingency reserve.<\/span><\/li><li style=\"font-weight: 400;\" aria-level=\"1\"><b>Key Risks: <\/b><span style=\"font-weight: 400;\">delays in obtaining business activity permits (mitigation: start the process in week 1); increase in construction costs (mitigation: fixed-price contract with renovation company); difficulty recruiting senior profiles (mitigation: launch recruitment from week 1 in parallel).<\/span><\/li><\/ol><p><span style=\"font-weight: 400;\">With this base plan, the project manager has everything needed to launch execution with confidence, track progress weekly, and make informed decisions in the face of any deviation.<\/span><\/p><p>\u00a0<\/p><h2>Advance Your Career in Project Management<\/h2><p><span style=\"font-weight: 400;\">A well-built <\/span><b>project plan<\/b><span style=\"font-weight: 400;\"> is not a luxury for large projects or a mandatory bureaucratic exercise \u2014 it is the difference between delivering results consistently and living in a permanent state of firefighting. Planning is the most profitable activity a project manager can engage in, because every hour invested in planning is recovered many times over in time saved during execution.<\/span><\/p><p><span style=\"font-weight: 400;\">If there is one thing I have learned after years working on high-complexity projects, it is that the best project managers are not those who improvise the most \u2014 they are those who plan the most, and the best. And that skill can be developed: it is learned through methodological frameworks, refined through practice, and validated through internationally recognized credentials.<\/span><\/p><p><span style=\"font-weight: 400;\">If you want to understand in depth what obtaining the most recognized credential in the field entails, start by reading about <\/span><a href=\"https:\/\/bepm.academy\/en\/blog\/what-is-pmp-certification\/\"><span style=\"font-weight: 400;\">what the PMP certification is and what its requirements are<\/span><\/a><span style=\"font-weight: 400;\">. It is the first step toward knowing whether you are on the right path.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-2bff915a e-con-full e-flex e-con e-child\" data-id=\"2bff915a\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-25d326aa elementor-widget__width-initial elementor-widget-tablet__width-initial elementor-widget-mobile__width-initial elementor-widget elementor-widget-image\" data-id=\"25d326aa\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"image.default\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2025\/12\/priscilla-medina-project-manager.webp\" title=\"\" alt=\"\" loading=\"lazy\">\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-5dcf0ea2 e-flex e-con-boxed e-con e-child\" data-id=\"5dcf0ea2\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-599d08aa elementor-widget elementor-widget-text-editor\" data-id=\"599d08aa\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\tWritten by Priscilla Medina\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-36ab382a elementor-widget elementor-widget-text-editor\" data-id=\"36ab382a\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p>Project Manager certified by the Project Management Institute (PMI) as PMP\u00ae, ACP\u00ae, RMP\u00ae, and PBA\u00ae, Scrum Master, Agile Coach, and Agile Leader, among other agile certifications. She has more than seven years of experience leading projects in international corporate environments, applying predictive, agile, and hybrid methodologies in real high-impact projects for large accounts. 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class=\"elementor-element elementor-element-3696b356 elementor-widget elementor-widget-heading\" data-id=\"3696b356\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<p class=\"elementor-heading-title elementor-size-default\">About us<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-3e85987b elementor-widget__width-initial elementor-widget elementor-widget-text-editor\" data-id=\"3e85987b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p>We are an international academy founded in Switzerland that trains and supports professionals from around the world and at all levels in their development in Project Management.<\/p><p>Follow us on social media!<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-16e1742 e-grid-align-left elementor-widget__width-initial 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data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<p class=\"elementor-heading-title elementor-size-default\">Subscribe to the newsletter<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-4a4fe49c elementor-widget__width-initial elementor-widget elementor-widget-text-editor\" data-id=\"4a4fe49c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p>Receive practical advice, discounts for your exam, valuable information, and the latest news and key resources in Project Management.<\/p><p>Join our PM community!<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-679d2949 elementor-widget elementor-widget-hubspot-form\" data-id=\"679d2949\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"hubspot-form.default\">\n\t\t\t\t<div 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elementor-grid-tablet-2 elementor-grid-mobile-1 elementor-posts--thumbnail-top elementor-widget elementor-widget-posts\" data-id=\"33c5e7b1\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;classic_columns&quot;:&quot;4&quot;,&quot;classic_columns_tablet&quot;:&quot;2&quot;,&quot;classic_columns_mobile&quot;:&quot;1&quot;,&quot;classic_row_gap&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:35,&quot;sizes&quot;:[]},&quot;classic_row_gap_tablet&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;classic_row_gap_mobile&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]}}\" data-widget_type=\"posts.classic\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<div class=\"elementor-posts-container elementor-posts elementor-posts--skin-classic elementor-grid\" role=\"list\">\n\t\t\t\t<article class=\"elementor-post elementor-grid-item post-21057 post type-post status-publish format-standard has-post-thumbnail hentry category-blog\" role=\"listitem\">\n\t\t\t\t<a class=\"elementor-post__thumbnail__link\" href=\"https:\/\/bepm.academy\/en\/blog\/project-plan\/\" tabindex=\"-1\">\n\t\t\t<div class=\"elementor-post__thumbnail\"><img loading=\"lazy\" decoding=\"async\" width=\"1300\" height=\"897\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto.webp\" class=\"attachment-full size-full wp-image-20927\" alt=\"\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto.webp 1300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto-300x207.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto-1024x707.webp 1024w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto-768x530.webp 768w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/plan-de-proyecto-72x50.webp 72w\" sizes=\"(max-width: 1300px) 100vw, 1300px\" \/><\/div>\n\t\t<\/a>\n\t\t\t\t<div class=\"elementor-post__text\">\n\t\t\t\t<h3 class=\"elementor-post__title\">\n\t\t\t<a href=\"https:\/\/bepm.academy\/en\/blog\/project-plan\/\">\n\t\t\t\t11 Steps to Create a Project Plan\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\n\t\t<a class=\"elementor-post__read-more\" href=\"https:\/\/bepm.academy\/en\/blog\/project-plan\/\" aria-label=\"Read more about 11 Steps to Create a Project Plan\" tabindex=\"-1\">\n\t\t\tView more \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t<article class=\"elementor-post elementor-grid-item post-21049 post type-post status-publish format-standard has-post-thumbnail hentry category-blog\" role=\"listitem\">\n\t\t\t\t<a class=\"elementor-post__thumbnail__link\" href=\"https:\/\/bepm.academy\/en\/blog\/the-5-project-management-phases\/\" tabindex=\"-1\">\n\t\t\t<div class=\"elementor-post__thumbnail\"><img loading=\"lazy\" decoding=\"async\" width=\"1300\" height=\"955\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos.webp\" class=\"attachment-full size-full wp-image-20911\" alt=\"\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos.webp 1300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos-300x220.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos-1024x752.webp 1024w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos-768x564.webp 768w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/fases-proyectos-68x50.webp 68w\" sizes=\"(max-width: 1300px) 100vw, 1300px\" \/><\/div>\n\t\t<\/a>\n\t\t\t\t<div class=\"elementor-post__text\">\n\t\t\t\t<h3 class=\"elementor-post__title\">\n\t\t\t<a href=\"https:\/\/bepm.academy\/en\/blog\/the-5-project-management-phases\/\">\n\t\t\t\tThe 5 Project Management Phases\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\n\t\t<a class=\"elementor-post__read-more\" href=\"https:\/\/bepm.academy\/en\/blog\/the-5-project-management-phases\/\" aria-label=\"Read more about The 5 Project Management Phases\" tabindex=\"-1\">\n\t\t\tView more \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t<article class=\"elementor-post elementor-grid-item post-21041 post type-post status-publish format-standard has-post-thumbnail hentry category-blog\" role=\"listitem\">\n\t\t\t\t<a class=\"elementor-post__thumbnail__link\" href=\"https:\/\/bepm.academy\/en\/blog\/what-is-waterfall-methodology\/\" tabindex=\"-1\">\n\t\t\t<div class=\"elementor-post__thumbnail\"><img loading=\"lazy\" decoding=\"async\" width=\"1300\" height=\"904\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall.webp\" class=\"attachment-full size-full wp-image-20902\" alt=\"\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall.webp 1300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall-300x209.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall-1024x712.webp 1024w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall-768x534.webp 768w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/metodologia-waterfall-72x50.webp 72w\" sizes=\"(max-width: 1300px) 100vw, 1300px\" \/><\/div>\n\t\t<\/a>\n\t\t\t\t<div class=\"elementor-post__text\">\n\t\t\t\t<h3 class=\"elementor-post__title\">\n\t\t\t<a href=\"https:\/\/bepm.academy\/en\/blog\/what-is-waterfall-methodology\/\">\n\t\t\t\tWhat is the Waterfall Methodology\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\n\t\t<a class=\"elementor-post__read-more\" href=\"https:\/\/bepm.academy\/en\/blog\/what-is-waterfall-methodology\/\" aria-label=\"Read more about What is the Waterfall Methodology\" tabindex=\"-1\">\n\t\t\tView more \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t<article class=\"elementor-post elementor-grid-item post-21035 post type-post status-publish format-standard has-post-thumbnail hentry category-blog\" role=\"listitem\">\n\t\t\t\t<a class=\"elementor-post__thumbnail__link\" href=\"https:\/\/bepm.academy\/en\/blog\/leadership-styles-in-team-management\/\" tabindex=\"-1\">\n\t\t\t<div class=\"elementor-post__thumbnail\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"810\" src=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/estilos-liderazgo.webp\" class=\"attachment-full size-full wp-image-20893\" alt=\"\" title=\"\" srcset=\"https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/estilos-liderazgo.webp 1024w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/estilos-liderazgo-300x237.webp 300w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/estilos-liderazgo-768x608.webp 768w, https:\/\/bepm.academy\/wp-content\/uploads\/2026\/02\/estilos-liderazgo-63x50.webp 63w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/div>\n\t\t<\/a>\n\t\t\t\t<div class=\"elementor-post__text\">\n\t\t\t\t<h3 class=\"elementor-post__title\">\n\t\t\t<a href=\"https:\/\/bepm.academy\/en\/blog\/leadership-styles-in-team-management\/\">\n\t\t\t\t11 Leadership Styles in Team Management\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\n\t\t<a class=\"elementor-post__read-more\" href=\"https:\/\/bepm.academy\/en\/blog\/leadership-styles-in-team-management\/\" aria-label=\"Read more about 11 Leadership Styles in Team Management\" tabindex=\"-1\">\n\t\t\tView more \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Table of contents If there is one thing that distinguishes project managers who deliver results from those who are constantly<\/p>\n","protected":false},"author":8,"featured_media":20927,"comment_status":"open","ping_status":"open","sticky":false,"template":"elementor_header_footer","format":"standard","meta":{"content-type":"","site-sidebar-layout":"no-sidebar","site-content-layout":"","ast-site-content-layout":"full-width-container","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center 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