I once watched a debate on TV about why we’re no longer a country of innovation—why we can’t compete with the U.S. The answer is simple: it’s our German-ness.
One of the most defining traits of Germans is their obsession with planning. Everything must be predictable, everything must be systematic, and the system must function flawlessly. That’s why you see signs everywhere. If you ever get the chance, try this little experiment:
At a hotel with a breakfast buffet, remove all the signs above the open buffet. Then watch how people bump into each other without any guidance. Notice their nationalities. Chances are, most of them will be German.
Another example: the pandemic. When faced with something unpredictable like COVID-19, widespread panic erupted.
We see the same pattern in project management. Before even starting a project, there’s a long debate on how not to do it. Only after everyone is exhausted and frustrated does the actual planning begin.
On the other hand, people from developing countries tend to start with “we’ll figure it out”—and end up figuring out almost nothing properly. The ideal lies somewhere in between.
How to Plan a Project (Or Anything Else in Life)
Once the requirements are clearly understood, the next step is to break the project into consistent, logical work packages. I usually do this with the team, because they are the ones who will actually execute the project. When it’s a top-down directive, you often face opposition later. Each work package should have a clearly defined outcome. Otherwise, you might end up with something entirely unexpected—or even a disaster.
After defining the work packages and linking them to the expected outcomes, you need to evaluate the interactions between packages. For instance, you can’t build a roof before laying the foundation. But at the same time, you don’t need to wait for the walls to be painted before you build the roof. One person could be laying tiles while another paints the exterior.
Another key point is realistic budgeting and scheduling. Engineers—myself included—are often overly confident. We believe everything is learnable and doable. But reality cares less about possibility and more about doability within time and budget. These limits should be evaluated early and reflected in the project plan. People often ignore the time it takes to understand and adapt to a project. They overlook gaps in experience, forget about supplier delays, and fail to account for idle time.
Waterfall or Agile? Depends.
There’s also the age-old question: waterfall or agile? The answer really depends on the project. You shouldn’t blindly commit to one or the other. You need to evaluate the nature of the project, your available resources, and your working style.
If the project is well-defined and there’s a clear hierarchy between teams, waterfall can work. But if there’s uncertainty, agile might be a better choice. While agile is most commonly associated with software, I believe it can be applied to any type of project.
We’ve said before that “the caravan is built on the road” when it comes to agile—but we also added that the road should still be known. You should know your starting point (A), your destination (B), and the general path. What’s unknown is how you’ll get through it: what obstacles you’ll face, what detours you’ll need to take, whether you’ll need more fuel, and so on.
Think Ahead: Risks, Communication, and Real Life
During planning, consider potential risks and develop action plans. Communication should also be addressed: how often, with whom, and through what methods. In high-risk projects, check in more frequently and keep meetings short. In lower-risk or clearer projects, less frequent communication may suffice—or even a shared “Open Issues List” might do the trick.
To me, communication is one of the most important aspects. Setting clear expectations upfront—how often, how, and with whom—makes everything easier later on.
I usually divide people into two types: the “invisible employees” and everyone else. The invisible ones love meetings and endless discussions. The others prefer to get the job done with minimal chatter. It’s important not to ignore them either. At the very least, send up some smoke signals once in a while—otherwise it might be too late.
Planning Applies to Daily Life Too
This kind of planning mindset is incredibly useful in everyday life. Let’s say you want to change careers but can’t find the time. Start by defining your goal and setting a deadline. Identify what you need to learn and do. Think about how much time you can realistically dedicate each day. Set your priorities. Decide what comes first, what can wait, and then try to stick to your plan.
In the end, nothing will go exactly as planned. Random things will happen. You’ll drink more coffee and feel more stressed—but that’s okay. A little planning is still better than diving into the unknown headfirst.
Life throws a lot at you—housework, cleaning, cooking, friends, hobbies. If you treat these like work packages, in time blocks, you’ll feel less overwhelmed. For instance: read for 20 minutes a day, spend an hour learning a new skill. If a friend calls, just move that 1.5-hour block to a different time. That way you don’t break your plan or isolate yourself.
And if your plan isn’t clear yet, just track yourself for a while. See what you’re able to do, and what you’re not.
Final Thoughts
No plan survives reality unscathed. But having a plan gives you a map—and that’s far better than wandering aimlessly through the unknown.
bahadirhancicek 
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