Why task status is not enough
Agencies combine parallel client projects, creative work and short-notice feedback. “In progress” can mean design work, missing materials or internal coordination. Reliable planning needs to distinguish these causes.
Start with a clear brief: what will be delivered, what is explicitly excluded and who decides on the client side? Build work packages from this. Each should be small enough to define an outcome and owner, but large enough to avoid treating every small action as a separate project problem.
Track work state and blockers separately
| Phase | What happens here | Additional information |
|---|---|---|
| Planning | Clarify the brief and identify dependencies | Missing inputs and the person responsible |
| Implementation | Work on the agreed outcome | Current version and expected next step |
| Review | Assess the outcome internally or with the client | Who reviews what, by when? |
| Completion | Hand over the outcome and document the work | What was delivered and what remains open? |
Example: three projects, one shared designer
A designer works on a relaunch, campaign artwork and a presentation. All three are marked “high priority”, which establishes no order. The project lead instead considers fixed dates, the impact of delay and which task is actually ready to start.
If approved copy is missing for the relaunch, the team does not silently keep producing placeholder layouts. Assign an owner and deadline to the missing input. Campaign artwork can proceed if the brief and formats are ready. Plan the presentation around the actual decision date.
A weekly planning session checks only the next work packages ready to start, supported by a short daily blocker update. The board does not replace communication; it clarifies which communication is needed.
Four rules for fewer unplanned loops
Define readiness
Before starting, the goal, inputs and responsible team must be known. Missing material becomes a visible dependency, not a silent problem for production.
Consolidate client feedback
A responsible client contact collects feedback. Resolve contradictions before different people implement conflicting versions.
Assess changes
Describe how a change request affects scope, timing and fees. Whether it is commissioned is a separate decision.
Make completion visible
A completed work package needs an outcome. Record where the handover is and which open points are explicitly not complete.
Which metrics help the conversation
Count ready and blocked tasks, not just all open tickets. Observe how long a particular approval waits and why it returns to work. Metrics need shared definitions; a high completion rate does not necessarily mean good client delivery.
One pilot project is enough to begin. Changing every team to a new phase system at once makes it hard to see whether the rules help or merely change the labels.
Frequently asked questions
Kanban or a traditional project plan?
A plan helps with dates and dependencies; a board helps with ongoing work. Both can work together. The key is not to schedule a client decision as freely available team capacity.
Should every task be visible to clients?
No. Client visibility should improve collaboration. Internal calculations, discussions and unresolved options can stay with the team; provide the client with the relevant state for their decision.
From the guide to the sample project.
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