Development Process: Planning

In this publication, we will begin to consider the development process. It is quite large, so I will divide it into several abstract parts: 1. Planning, 2. Development, 3. Testing, 4. Commissioning. Today we will talk about planning.

Planning is a fundamental stage for many business processes. The timing of the project and, as a result, reputation, expenses and other business indicators directly depend on it.

Different levels of planning depth are required at different stages of creating an IT solution. At the development stage, this level is the maximum.

To proceed to this stage, you need to have a minimum set of project documentation:

1. Terms of Reference.

2. ER diagram.

3. UML diagram. For small projects — this item can be skipped.

4. Interface design, if required by the product.

A project manager, techs can participate in the planning process. lead, developers, testers and others. The list of participants at the planning stage is not exhaustive and varies from task to task. In small projects, one team member can include multiple roles. It all depends on the financial capabilities of the company or startup.

Planning: The Process

Planning begins with the decomposition of project documentation into smaller tasks. Decomposition takes place in several iterations - tasks are divided into monthly intervals, then into weekly, daily and hourly, it all depends on the methodology of project management. The output is an exhaustive list of tasks, which is entered into the corporate task tracker. A project manager and a technical lead are involved in this process.

When an exhaustive list of tasks is formed, developers are connected to it. They estimate the implementation time for each task and put an estimate in the task tracker.

In my development teams, I have introduced a practice in which a developer puts down not only the time to implement a task, but also describes aspects of the task on which he can "stumble" and come to a dead end. For each such aspect, a time limit is set for obtaining knowledge. This approach helps to eliminate unnecessary "plugs" even before the start of development.

After the deadlines are set, those. the lead reviews all the ratings and, if necessary, corrects them. And in my case, in addition to adjusting the timing, those. the lead helps to sort out the "plugs".


I distinguish two main planning models:

1. Consistent. This is a standard case when you have time and competitors are not running out. With such a model, you first plan and then develop.

2. Parallel. This is a non-standard case when you are in the midst of a competitive struggle and everything changes literally every day. In such situations, an analyst is connected, who, together with the project manager and tech. leadom dynamically changes the plan based on the market, competitors, consumers and other important aspects. Such "swings" can occur between several IT startups that are trying to divide the market. This happens rarely, but if you get into this situation and continue consistent planning, then the competitor will bypass you.


Planning is a very important stage, which is often neglected in favor of a quick product release and saving money. Yes, this approach is possible when the implementation period of an IT solution is no more than 1 month. But when it comes to 4-5 months of development, neglecting planning is a big mistake, for which you have to pay dearly.



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