This Guest paper was submitted for publication and is copyright to Mark A. Seely© 2016.
Published here March 2017

PART 2 | Editor's Note & Table of Contents
Chapter 4: Level 1 - Process Management | Level 1 Management | Performance
Chapter 5: Level 2 - Project Management | Level 2 Management | Performance
Chapter 6: Sociolytic Mindscaping  | Analysis of Analysis | Custom vs. the Standard Stereotype
Open System vs. a Closed System Stereotype | Governance versus Management
Level 2 in a Level 4 World - Much Simpler than Possible | Gaming Systems | PART 4

Gaming Systems

A gaming system is the natural occurrence where project practitioners and contractors lose faith in the project plan, such as with a mismatched solution approach.

When confronted with a simpler than possible project plan, parties are left to figure it out for themselves. They can faithfully follow the plan to failure, they can navigate at a higher level informally under an unsanctioned regime or they can move to subvert the plan to avoid accountability or liability.

Gaming systems are often accompanied by apathy, disenfranchisement, low morale, a lost project investment and a higher incidence of project failure.

To avoid gaming, it is incumbent upon the sponsor to match a DBM complexity classification with the corresponding DBM level response — ensuring things are made a simple as possible, not made simpler.

Next month In Chapters 7, 8, 9, and 10 Mark Seely will discuss Finding Levels 3 and 4; Level 3: Program Management; Level 4: Program Governance; and Level 5: Public Governance

Level 2 in a Level 4 World - Much Simpler than Possible  Level 2 in a Level 4 World - Much Simpler than Possible
PART 4  PART 4

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