How to Write a Project Proposal?

A strong project proposal is a proposal that not only answers the question of the project description but also brings about relevance and clarity. Companies, industries, and other businesses heavily rely on proposals to inform their project decisions. This is a crucial phase for both the project and the business, and they ensure it is carried out effectively.

That is why your project proposals need to be well-written and accurately reflect the project description's intent, as this matters a lot and demonstrates that you are the right person to deliver it.

Writing a good project proposal is easy, but at the same time, hard. Funny as it sounds, but hear me out. Your proposal needs to be clear, justifiable, and communicate on a deeper level with your audience. Most people do not consider this. So, ensure it stands out in your pitches and is executed well. When you know how to write a project proposal, you are sure to turn your imagination into reality.

This guide will teach you how to write a project proposal the right way, whether for executive members, clients, or a general board. We will show you how to do it. Let's dive right in.

What is a project proposal?

A project proposal is a written document that outlines key information for managers, stakeholders, and other important personnel, including the project timeline, budget, objectives, and goals. Your project proposal should summarize the details of your project and effectively persuade potential stakeholders and shareholders to get involved in the initiative.

Which type of project proposal should you write?

This is the part that confused me when I first started realizing that not all proposals are created equal. Your project proposal depends entirely on the context surrounding you. Let's break it down.

Solicited project proposal

A solicited project proposal is a written response to a formal request, typically an RFP (Request for Proposal). It's similar to a job application, where you demonstrate to the organization or business you are interested in that you understand their needs and can deliver.

Try to align your language with the RFP requirements. Create a personalized checklist based on their terms, addressing each point listed.

Unsolicited project proposal

An unsolicited project proposal takes a different approach, where you create your proposal without being asked to do so. It is similar to email marketing, where you target a particular prospect based on the problem you have identified.

In this case, you might have some competition on your hands. And most of the time, it is the best proposal that gets taken. To stand out, you need to personalise your project proposal so well that it addresses the pain points you've observed and demonstrates a genuine desire to help. You might be surprised how often so many people fail at this.

Informal project proposal

A quick note here, not all proposals you write need to look like a pamphlet. You may have a project that involves your business or a close person, requiring the use of an informal project proposal. Here, the document is strictly written to the point and has the basics answered in a few pages, like what the project is, why it matters, and what it needs.

I prefer this approach the most when writing a proposal, as it is straightforward and feels more relatable.

Renewal project proposal

The Renewal Project proposal is more like a continuation of the initial project. (as the name goes). Think of it like this. You have been working on a nice project, and then the resources are finished. You will then need to send another project proposal to your business associates or bosses, so this is where a renewal project proposal comes into play.

Here, you need to demonstrate that your actions have some validity. You need to present the progress you have made and explain why scaling up is necessary. I recall conducting keyword research for a company at some point, but I finished my tokens prematurely. Typically, I had to purchase more, but I had to send a proposal and reasoning to justify why I needed more money to buy it. Luckily, I had already done some proper research and identified areas that required more work from my end. With this proof, they easily allocated the extra budget for it.

How to write a project proposal: Step by step

Writing a project proposal is not only about filling in information you believe you know and have experience in (ensuring its viability), but it's also not sufficient. It requires a structure and personalization that addresses the pain points. Each section has its own approach, and when executed correctly, you will achieve the desired results. Let's see how to go about this:

1. Write an executive summary

 Initially, you begin with a hook. You need to capture the readers here so that they will be able to read further on. Ensure that the pain points are addressed first and align with the project description. Once you have successfully captured the reader's attention with the hook, you have a better chance of them reading through the entire proposal.

Here’s what you should do:

• Objectives: What’s the project aiming to achieve? Don’t get weighed down in details, focus on the necessary things.
• Goals: How does this tie into organizational needs or pain points?
• Value proposition: Why should they care? Spell out the benefit clearly.

For example, instead of writing, “This project will improve operations,” say something like: “This project will reduce customer response time by 40%, reduce costs by $20,000 annually, and improve client retention.” Notice how specific that is? That’s what gets decision-makers excited.

One thing that helps me is writing this section last. Sounds funny, right? However, once you’ve identified the background, solution, and resources, you will know precisely what highlights to include in the summary. It ends up being sharper, more precise, and aligned with the rest of the proposal.

Try to keep it under one page. No one wants a 3-page “summary.” Stick to 3–5 paragraphs max, with bold takeaways. I even use bullet points sometimes, just so the principal value is noticed.

2. Explain the project background

This is where you will need to provide more detailed explanations. If your executive summary is practical and captures the viewer's attention, you will then need to expand on the background. Try explaining why it matters, and dive deep to gather solid material on its significance. You need to understand that a strong project background is crucial for the project to be accepted. If the project's background is weak and lacking, the solution you put together won't be worth looking into.

Here’s what a strong background should do:

• Identify the problem or opportunity. What pain point exists right now? For example, maybe response times are too slow, or outdated systems are costing money.
• Provide context. Explain how this issue helps the organization, team, or even customers. Without that, the problem will feel too small.
• Connect to bigger goals. Demonstrate how the project aligns with organizational priorities, such as efficiency, cost reduction, or customer satisfaction. Decision-makers love alignment.

One thing to avoid is overwhelming your background with data. I used to include every stat I could find, thinking that more data would increase my credibility. Nope. What it actually did was confuse readers. Now, I stick to 2–3 powerful stats or examples that really hit the mark.

My takeaway: I personally use a tool called Plaud Note, which helps me automatically extract the main points from past meetings, allowing me to gain a better understanding and provide context for the current situation. It is really handy, like having a small personal assistant that takes note of everything, highlights issues that can help with your project proposals, and more.

3. Present a solution

Here, we outline the solutions you believe are best for addressing the problem you encountered in the background. You can say, “ Here is exactly how I believe this is going to be fixed.” Think of this part of your proposal like the central area of focus. Usually, your solution needs to be solid and well laid out; if not, it will fail to deliver.

When I was younger in my career, I used to describe ideas in points, stuff like, “We’ll improve communication across teams by introducing new processes.” Sounds nice, right? But that’s vague, and vague doesn’t win approvals. What I’ve learned is: the stronger and clearer your solution, the more confidence stakeholders have in your plan.

Here’s what a good solution section should include:

• A clear explanation of the approach. Don’t dance around it. Spell out exactly what you’ll do, step by step, if possible.
• The benefits. How does this solution improve things? Will it save time? Reduce costs? Improve customer experience? Spell it out.
• Proof or reasoning. If possible, explain why this solution is likely to be effective. It may have been tested elsewhere, you may have conducted a pilot, or industry data may support it.

One of my favorite techniques is to show options. Sometimes I’ll say, “We considered Option A, Option B, and Option C, and here’s why we chose Option B.” It shows you’ve thought things through instead of just relying on the first idea. Decision-makers love that.

And here’s where Plaud’s AI suggestion feature comes into play. I’ve had moments where I’m staring at a blank page, knowing the problem but struggling to phrase the solution. Plaud looks at what’s being said in the current recording (and the notes you capture right now) to surface concise ideas and next steps. It doesn’t directly review past transcripts; the suggestions are primarily based on the live conversation.

For example, while drafting a proposal during a customer-support meeting, Plaud suggested “FAQ automation with chat handoff” because that’s exactly what the team was discussing. If you want to incorporate older insights, paste or reference them yourself, and your follow-up can reflect that context.

4. Define project deliverables and goals

This section outlines the end goals you have in mind and the deliverables that will be achieved. As long as the solution and its background are clearly outlined in the proposal, the next step is to inform everyone about the deliverables and goals you intend to implement with the proposed solution. It makes decision makers understand what to expect from this in the end.

Here’s how I break it down:

• Deliverables: These are the concrete outputs of the project. Think reports, software modules, training programs, or a finished product. If someone asks, “What will we see at the end of this project?” Deliverables are the answer.
• Goals: These describe the broader impact those deliverables will create. Instead of saying “launch a new app,” you might say “launch a new app that reduces customer onboarding time by 50% within three months.”

Let me give you an example. I once worked on a proposal for a customer support system. Instead of just saying “deliver an upgraded support platform,” I wrote:

• Deliverable: New AI-powered support ticketing system.
• Goal: Reduce average response time from 48 hours to under 12 hours by Q3.

See how that’s way more compelling? It ties the deliverable to an outcome.

Here are some quick tips I’ve learned over time:

• Tie goals to organizational priorities: If the company’s primary focus is cost reduction, align your goals with savings. If it’s customer retention, talk about loyalty metrics.
• Use numbers whenever possible: Saying “increase efficiency” is weak. Saying “reduce manual reporting time by 30%” is a strong statement.
• Break big goals into smaller ones: The progress here can be scaled. For example: “Phase 1: Implement ticket system. Phase 2: Train staff. Phase 3: Achieve response time reduction.”

5. List what resources you need

Once the solution and the end goal have been identified, you then list the resources you need. You usually list all the resources you want to use for the project on the proposal. Decision-makers are responsible for the budget, so they will want to know not only what you plan to do but also the total cost of everything needed to make the project successful. Usually, resources can be of many kinds, but maintaining a reasonable and justifiable approach builds trust and improves the likelihood of being accepted.

Here’s what I include:

• Human resources: Spell out the roles you need, not just vague “team members.” For example: 2 software developers, one project manager, and one quality assurance lead. If existing staff will take on tasks, clarify how much time they’ll need to commit.
• Budget: Break it into categories. Don’t just say “$20,000.” Say: $10,000 for software licensing, $5,000 for contractor fees, $5,000 for training and workshops. The more detailed your breakdown, the more credible it looks.
• Tools and equipment: List any technology, software, or equipment required. Every small thing matters. For example, a design project might need access to Adobe Creative Suite, or a remote team might need upgraded video conferencing software.
• Time: People often forget this, but time is a resource too. If your project needs six months, say so, and explain why. Don’t assume decision-makers will figure it out.

Also, don’t forget to mention any resources you already have. If part of the budget is already covered or staff are already trained, please indicate this. It demonstrates efficiency and makes your request more concise.

6. State your conclusion

Now the conclusion says it all. We tie everything together in a single, cohesive outro. When stating your conclusion, take your time. It remains a crucial aspect of your project proposal, and this final impression carries a vital remark in the eyes of decision-makers. And they will read it last and decide whether to continue with you or not.

A firm conclusion should do three things: summarize the value, reinforce confidence, and push for action.

When I write conclusions now, I start with a quick recap. Something like: “This project addresses [problem], offers [solution], and will deliver [outcome].” It’s short but reminds the reader why they should care. Don’t just rehash every detail; they’ve already read the proposal. Hit the highlights and tie them back to organizational goals.

Finally, the call to action. Too many people end with, “I look forward to your feedback.” That’s passive. Instead, guide your reader on the exact next step:

• “We recommend moving forward with Phase 1 approval by [date].”
• “With your approval, we’ll begin assembling the project team within two weeks.”

Calls to action show readiness and urgency. It’s the difference between leaving the decision hanging and moving it toward a clear outcome.

My takeaway: thanking the reader. A simple, “Thank you for considering this proposal and for your continued commitment to [organization’s goal]” shows respect that goes a long way. Also, one final warning: don’t introduce new information in the conclusion.

Which document is right for your project?

Now, choosing the right type of document for your project can be tricky. You may have all the nice ideas, the proposal is spot on, and you might still miss the mark if you're using the wrong type of document. Not every project requires a 15-page formal proposal with charts and appendices. Sometimes, a short, informal one-pager will do the trick. At other times, you need the heavy-duty, data-packed version to convince a board or decision-makers.

When I first started writing proposals, I used the same long, formal template for everything. Whether I was suggesting a minor internal process update or pitching a six-figure system upgrade, I sent in the same style. My manager once said, “This feels like overkill for such a small initiative.” That’s when I realized: the document has to fit the project.

Here’s how I break it down now:

• Small, internal projects → Informal proposals. If you’re trying to get approval for a quick internal process change or a short-term initiative, a simple two-page document often works best. Keep it tight and to the point.
• Client work or funded projects → Formal proposals. When money, contracts, or external clients are involved, a structured approach, meticulous attention to detail, and a professional format are essential. These typically include an executive summary, background, solution, resources, and appendices.
• Continuations or expansions → Renewal proposals. If you have an existing project and wish to extend it, a renewal proposal is likely your best option. These focus less on “why this project?” and more on “look how well this project has worked; now let’s keep it going.”
• Unsolicited opportunities → Persuasive proposals. These are the instances where you’re introducing an idea that no one asked for. The challenge is to make it compelling enough to cut through the noise. It should feel almost like a sales pitch focused on benefits, proof, and timing.

Tips for writing an effective project proposal

Writing a compelling project proposal is not just about following a template; it’s about making it clear and persuasive in a way that cannot be ignored. Here are tips I wish I had known earlier in my journey:

Point 1: Start with templates, but make them your own.

Being consistent is vital. Using a template can help you structure your work correctly, but avoid simply copying and pasting. Decision-makers can determine whether the text is copied or not. Plaud’s templates can generate drafts based on meeting discussions. I once pulled a draft directly from a meeting transcript and then refined it. It saved me hours and kept everything aligned with what was actually said in the room.

Point 2: Focus on outcomes, not fluff

Avoid using overly formal language in your proposal, such as “game-changing.” Better be specific. Rather than saying “this project will improve productivity,” say “this project will cut processing time by 25%.” Statistics and examples will mean more than just general promises. Make sure always to remember that.

Point 3: Know your audience.

Knowing your audience makes it better for you to personalise the proposal. You need to consistently adjust your tone to suit the audience you intend to write the project proposal for. Whether it is an operation for managers or a strategic use case for executives, ensure you understand the audience and speak their language.

Conclusion

Writing the best project proposal is not just about filling pages. It is about providing a compelling reason that will prompt the required prospect to decide to agree and accept. Breaking everything down little by little, as explained here, will help your proposal get accepted.

Always remember that you don’t really need to start from scratch every time. Use templates for consistency, leverage tools like Plaud Note to extract key points from meetings, and always put your goals in SMART terms. The key is to demonstrate why this project is currently important and how it will achieve its goals and solutions.

That’s how you save time, avoid missing details, and keep your proposal straight to the point.

 FAQs

What are the key elements of an effective project proposal?

They include executive summary, project background, solution, deliverables and goals, resources, and conclusion.

How long should a project proposal be?

The length depends on the type of project. For informal proposals, the length may be 2–3 pages, while formal proposals can range from 10 to 20 pages. The focus should be on answering the problem and presenting it clearly rather than on the length.

What is the purpose of a project proposal?

Writing a compelling project proposal is not just about following a template; it’s about presenting it clearly and compellingly so that it stands out. Here are tips I wish I had known earlier in my journey:

How can a small business make its proposal stand out?

Use data, keep it concise, link it to client or organizational goals, and utilize templates to ensure that nothing important is overlooked.