Project Management

Please login or join to subscribe to this thread

Are you a plotter or a pantser?

linkedin twitter facebook   Lessons Learned  
avatar
Aaron Porter
Community Champion
IT Director| Blade HQ Payson, UT, United States

In the writing community, at least in my local community, people sometimes refer to themselves as plotters or pantsers, as a reflection of how they write - planning out the details of their current objective in advance, or writing by the seat of their pants. The reality is that many writers fall in between, sometimes leaning more toward one than the other.

This time of year is a time of reflection for many people. Posts about new year's resolutions abound, including whether or not they'll be kept. I'm not worried about your new year's resolutions so much as curious about how you approach it. Let's put it into terms that are more relevant for project managers.

- (Pantser) Are you reactive, with no new year's resolutions?

- (Plotter) Are you proactive, faithfully setting new year's resolutions and/or other short-term goals (and maybe keeping them)?

- (New Category - Architect) Or, do you architect your future - someone who may or may not see value in new year's resolutions, instead emphasizing long-term vision and outcomes, then creating and maintaining a roadmap to achieve them while adapting to obstacles and new information along the way?

If I'm being honest, I'm probably a little bit of each. I have a long-term vision I'm working toward, but it's not all inclusive, which leaves room for side-goals and occasionally flying by the seat of my pants, as long is it doesn't get in the way of the outcomes I'm working toward. I'm a firm believer that not everything is a goal, just like not everything is a project, and that if you try to view everything through one of these lenses you risk missing out on some powerful experiences.

How about you?

Sort By:
avatar
Kiron Bondale Retired | Mentor| Retired Welland, Ontario, Canada
Aaron -

While I have adopted all three stances as the situation demands, for the most part I do to be an Architect. My retirement in December 2024 is a good example of that. For over 15 years I had embraced the Freedom 55 mantra, so I made decisions over that time period which enabled me to retire at that age.

Kiron
avatar
Akin Fadare
Community Champion
Ontario, Canada
I would categorize myself as an Architect who has a long road map that I am following while optimizing it as I check each boxes every year. The process with this approach is that result might not be visible in the short term while others are celebrating their wins. It takes courage, resilience and trust in the porocess for one to remain dedicated to the objectives.
avatar
Md. Golam Rob Talukdar
Community Champion
Project Manager| AWR Development (BD) Ltd. Cox's Bazer , Bangladesh
Great framing, Aaron.

I’m probably a mix as well—clear on long-term direction, but flexible on the path. I like having a plan to anchor decisions, while leaving room to adapt when reality changes. For me, the balance between structure and responsiveness is where the real progress happens

Golam
avatar
Ashwin Kumar H M
Community Champion
Consultant| Canarys Automation Ltd Bangalore, Karnataka, India
This is a great analogy, and I relate strongly to the “Architect” framing.
Earlier in my career, I leaned more toward being a plotter—clear plans, milestones, and near-term goals gave me confidence and momentum. Over time, especially after moving into leadership and consulting roles, I’ve realized that long-term direction matters more than rigid short-term resolutions.
Today, I’d say I architect my future:
  • I anchor myself around a clear long-term vision and values (career, impact, learning).
  • I maintain a lightweight roadmap rather than fixed resolutions.
  • I stay flexible—adjusting tactics as new information, opportunities, or constraints emerge.
That said, there are moments when being a pantser is healthy too—especially when exploring new ideas or responding to change. Like projects, careers aren’t fully predictable. The balance for me is intentional direction without over-engineering the path.
Not everything needs to be a goal or a project—but having a guiding architecture helps ensure the meaningful things don’t get lost in the noise.
avatar
Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal
I really like this metaphor because it surfaces a real tension in the practice of project management.

For me, the risk is not in being a plotter or a pantser, but in confusing behavior with intention.
A manager may appear reactive in the short term and still be deeply anchored in a long-term vision.
Conversely, someone can be extremely diligent in planning and still be optimizing in the wrong direction.

The “architect” category makes sense precisely because it shifts the focus from isolated goals to coherence over time.
Vision, decision criteria, explicit trade-offs, and continuous learning.
The plan stops being an end in itself and becomes a living instrument.

In practice, I see this as three distinct layers:

• Intent and desired impact,
• Decision and prioritization architecture,
• Adaptive execution in the field.

When these layers are clear, there is room for both disciplined planning and conscious improvisation.
And I fully agree with the closing point: not everything needs to be a goal, just as not everything should be treated as a project.
Forcing that lens impoverishes the experience and, ironically, reduces the impact we are trying to maximize.

A great question to start the year with, less about resolutions and more about how we think and decide throughout it.

Please login or join to reply

Content ID:
ADVERTISEMENTS

The truth is more important than the facts.

- Frank Lloyd Wright

ADVERTISEMENT

Sponsors