Difference #5 of Project Planning versus Game Planning
Do project scopes expand or shrink?
In circumstances of statics, simplicity, ease, knowledgeable practice…
… it becomes easy to believe you can have a bigger challenge.
So have a bigger challenge!
In circumstances of dynamics, complexity, difficulty, new practice…
… it becomes easy to believe you want a smaller challenge
So have a smaller challenge!
What if you cannot balance?
What if you want less and can handle more?
What if you want more and can handle less?
There is an obscure line to pass, both ways.
And project planning is all about scope. Set scope. Manage scope. Avoid scope creep! Do not expand on your scope by adding extras!
Scope or reach out?
What is the case with game planning?
Game Planning works best in circumstances of dynamics, complexity, even ignorance about the domain you focus on. There is no scope creep. Simply, because with game planning there is no scope.
No scope, you might say? No scope, means no management, no control. That’s dangerous!
Doesn’t have to when you have reach.
Just, reach out!
What reach of influence can you have from a small action you do?
Viral messages on the internet are an example. They reach out far beyond expectations.
When your business boosts, is another example.
Can you plan for them? Not really. There remains an apparent element of surprise.
But can you set the circumstances so you improve changes for these surprises to come about?
Not with Project Planning. Project planning does not like surprises. Forecasting is all what counts. Exclude for all disturbances is the adagio. Scope them out. Assume them out. Manage them out.
You can with Game Planning. Game Planning is about inclusion. Expand your reach. Get influence even beyond imagination.
Foster disruptions that may lead to success. Oppose disruptions that may lead to failures. Then let surprise do its work.
Just understand the discipline of Polarism. Polarism let you understand the undercurrents of creation. For example in your business or enterprise. Game Planning uses Enterprise Polarism as value and proof system.
But what about risk? You might state. When intervening in my enterprise, I want to have risk managed. Scoping is an instrument for that.
Scope creep happens when there is a weak project manager or weak sponsorship, when there is poor communication between parties, poor requirements set up front, in short when there is poor planning and control.
Sure, risk must be mitigated. But you do not have to do that by scoping your outcomes. You can do that by scoping the steps that lead towards outcomes. But then we go into another difference between Project planning and Enterprise Game Planning. That’s for later.
This insight between scope and reach is one of the differences between Project Planning and Game Planning. For an overview of the differences addressed so far, click here.
Proceed in good fortune