Skip to main content

The Project Puzzle: The Difference Between Plans, Work, and Results

I was working with one of my peers on a new project that she was taking over - and she was really confused about the project charter, status report, and the workflows they were trying to build with the project in order to achieve its goals. So I spent some time to explain her how all these terms and concepts work together in order to ensure she focuses on the right things with the right people.
So if you’re new to project management, you might hear terms like "documentation," "processes," and "deliverables" thrown around. They can sound confusing at first, but don’t worry—they’re just different pieces of the puzzle that help make a project successful. Let’s break them down in plain language so you can see how they’re different and why they matter.

What is Project Management Documentation?

Think of project management documentation as the paperwork or files that act like a guidebook for your project. These are the written plans, notes, and records that tell everyone what’s supposed to happen, who’s doing what, and how things are going. Documentation keeps everything organized and makes sure no one forgets the important details.

Examples of documentation include:
  • The Project Plan: A big-picture outline of what the project is, its goals, and how you’ll get it done.
  • Schedule: A timeline showing when tasks need to be finished.
  • Budget: A list of how much money you have and what you’ll spend it on.
  • Meeting Notes: Records of what was discussed in meetings so everyone stays on the same page.
Why it matters: Documentation is like the map you use to navigate the project. Without it, people might get lost or confused about what they’re supposed to do.

What are Project Management Processes?

Processes are the steps or actions you take to manage the project and keep it moving forward. They’re like the recipe you follow to bake a cake—specific instructions that, when done right, help you reach your goal. Processes are the "how" of project management.

Examples of processes include:
  • Planning: Figuring out what needs to be done and making a schedule.
  • Tracking Progress: Checking in to see if tasks are on time and within budget.
  • Communicating: Holding meetings or sending updates to the team.
  • Solving Problems: Dealing with unexpected issues, like a team member being sick or a delay in supplies.
Why it matters: Processes are the actions that turn your plans into reality. They’re the work you do to keep the project running smoothly.

What are Project Deliverables?

Deliverables are the actual "things" you create or finish by the end of the project. They’re what you hand over to the client, boss, or team when the job is done—the end results of all your hard work. Think of them as the cake you bake after following the recipe.

Examples of deliverables depend on the project, but they could be:
  • A website for a client.
  • A new product, like a toy or gadget.
  • A report with research findings.
  • A built house or renovated room.
Why it matters: Deliverables are the whole point of the project. They’re what you promised to make or achieve when you started.

How Are They Different?

Here’s a simple way to see the differences:
  • Documentation is the plan—the instructions and records.
  • Processes are the actions—the steps you take to follow the plan.
  • Deliverables are the results—the finished product you give to someone.
  • Imagine you’re building a treehouse:
  • Your documentation is the blueprint and the list of materials you need.
  • Your processes are the steps you follow, like measuring wood, hammering nails, and checking your work.
  • Your deliverable is the treehouse itself once it’s built and ready to use.

Why Keeping Them Separate Matters

Mixing these up can cause confusion. For example, if you think the project plan (documentation) is the same as the final product (deliverable), you might spend all your time writing plans instead of building something. Or if you skip processes like checking progress, your team might fall behind without anyone noticing. Understanding that they’re different helps you focus on the right thing at the right time.

Putting It All Together

As a new project manager, your job is to use documentation to plan, follow processes to get the work done, and deliver the final deliverables to make everyone happy. They all work together like a team:
  • Good documentation makes processes easier to follow.
  • Smart processes help you create great deliverables.
  • Awesome deliverables show that your documentation and processes worked!
So, next time you’re on a project, remember: plan it (documentation), do it (processes), and finish it (deliverables). You’ve got this!

Comments

Popular posts from this blog

[Goal driven] A technique that has (almost) nothing to do with tomatoes

I know a lot of theory about time management, techniques, ways of organizing yourself and so. And I am sharing my knowledge with others as well. But the most rewarding part comes from actually applying these techniques myself. For example – using the Pomodoro technique has given me the joy of achieving significant progress in just a small amount of time. Imagine a bright red, glossy tomato-shaped kitchen timer sitting on a clean wooden desk. Its rounded surface gleams under soft daylight, with a small green stem on top, mimicking the look of a real pomodoro. Around its circumference, bold white numbers mark the minutes, with a simple arrow indicator showing the current countdown. The timer’s dial is currently set to 25 minutes, signifying the start of a focused work interval. Nearby, a notebook and pen suggest readiness for productivity, while the timer’s classic wind-up mechanism adds a tactile, satisfying element to the scene – a perfect embodiment of the Pomodoro technique in ...

[Management lessons] When the Best Plans Fail: Lessons from a troubled launch

A few months ago, my team was gearing up to launch a new automation tool for case assignment - a project that is key for the future, and also were we spent so much energy into. We spent weeks identifying scenarios, testing in a dev environment, and reflecting on potential issues. We wrote crystal-clear documentation and worked with a rockstar team of developers, testers, and communicators. We thought we had every base covered. But when launch day arrived, chaos ensued. The tool hit snags that never showed up in testing - edge cases we hadn’t anticipated. Worse, some team members seemed blindsided by the changes, despite our efforts to keep everyone in the loop. It was a classic “complex failure,” as Amy C. Edmondson describes in her book Right Kind of Wrong: The Science of Failing Well . Complex failures, Edmondson explains, aren’t the result of one person’s mistake or a single oversight. They happen in intricate systems where multiple factors - technology, human behavior, and unexpe...

[VUCA world] For Leaders: Empowering Teams Through Chaos

In a VUCA world—Volatile, Uncertain, Complex, and Ambiguous—leadership isn’t just about steering the ship; it’s about inspiring your crew to navigate the storm together. Rapid technological shifts, economic unpredictability, and evolving workplace expectations challenge even the most seasoned leaders. Yet, these challenges also present opportunities to innovate, connect, and grow. How can you empower your teams to thrive in this dynamic landscape? Drawing from my experience guiding people through turbulent times, I’ve outlined four strategies that blend clarity , agility , simplification , and trust with over-communication, innovative solutions, and emotional intelligence . These are the keys to transforming VUCA’s chaos into a catalyst for success. 1. Over-Communicate for Clarity in Volatility Volatility creates unease, but clear, consistent communication anchors teams . Leaders must over-communicate—repeating key messages, sharing context, and aligning actions with purpose. This isn...
I am a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.com.