Build Your Business Like a Wargamer: Master Your Next Project

Authored by: Dirk Vander Noot

How Are Project Management and Wargaming Alike?

Leading a project in business and building a miniature wargaming army require the same fundamentals. At first, they might seem unrelated, but both are achieved in the same way, through effective cross-functional project management. I discovered this when I began operating a business while also diving into the world of Warhammer 40,000, a tabletop wargame.

In my COO role, I create processes and implement systems my team uses to run operations smoothly across various business functions that all work together. At the same time, I took on the challenge of building my Warhammer 40,000 army and learning the game to play in the 2022 Warhammer U.S. Open and World Championship in Chicago. This involved not only studying the rules and strategies of the game but also building and painting the dozens of models required to field an army. Fulfilling the requirements of the competitive army while adhering to both budget and time constraints became a study of effective project management.

Step 1: Defining What “Done” Looks Like

To start any project, it’s crucial to define the goal—what does "done" look like? Just as you wouldn’t board a plane without knowing the destination, you can’t achieve success without clear parameters. For my Warhammer army, success meant building a legal, competitive army list that was painted to a standard quality, within the constraints of the time I had available and budget I had set aside. The key was to set a realistic goal that matched my constraints and limitations—43 models, painted to an adequate standard, completed within a year and a half during my free time.

Constraints are as vital as the end goals. Unlimited resources might sound ideal, but they often lead to incomplete projects. The California High-Speed Rail project, for example, suffered from unclear scope and shifting goals, leading to delays and budget overruns. If this sounds familiar I recommend reading my past article “Avoiding Scope Creep” where we dive into other examples. By recognizing and embracing my own constraints—time, budget, and skill—I defined "done" in a way that was both achievable and aligned with my limitations, setting the foundation for project success.

Step 2: Creating a Process with a Prototype

Once we know our requirements, it's time to create a process. This involves writing a step-by-step plan to guide us through the project. To do this, instead of jumping in and painting the entire army, I started with one test model and researched guides online. This was an inexpensive prototype to ensure I had a process that worked, and could achieve the outcome I desired. After reviewing multiple guides, I created a process that utilized my strengths, adhered to my constraints and limitations, and would guide me to my goal. This process included buying the required models, cutting each arm and leg out of the mold, positioning and building them, painting them according to a set color scheme, adding details like shadows and lighting, and then varnishing them. By completing the prototype, I confirmed my process worked and would be scalable, saving me both time and money.

Like the processes I create in business, I further broke it down into workflows of manageable tasks.  Each task had a clear owner, a list of the required tools, and a definition of what “done” looks like for that task. This ensures that the project stays on track and each aspect of it is managed properly. 

Step 3: Taking the First Step and Managing the Phases of Battle

With your plan in place, the hardest part becomes taking the first step. This could be anything from holding a meeting with stakeholders to buying supplies. For me, it was purchasing the miniature models and tools I needed, opening the boxes, and pulling out the layers of gray plastic molds I would need to build and paint. 

As you follow your workflow, it’s important to manage each step carefully. Are you staying within your budget and time constraints? If you’re ahead, how will you use the resources you gained? If you fall behind, how will you catch up? Planning for the unexpected is just as important as the plan itself. When I got ahead I took time to learn a new technique to increase my painting quality or efficiency, and when I started falling behind I had friends that lent me a hand and assisted me with painting a couple models for my army. The best generals know that no plan survives first contact with the enemy, so it is important to be agile. 

Conclusion: Turning Constraints into Catalysts

The constraints and limitations of a project are just as important as the goals we seek to accomplish. Our constraints and limitations in fact can serve as valuable guides that steer us toward more successful projects. By acknowledging all of our requirements from the outset, we can craft a strategic process that begins with a prototype—a low-risk, high-value approach to testing and refining our ideas before fully committing resources.

This preliminary phase allows us to troubleshoot and adapt, minimizing potential risks and setting a strong foundation for success. As we begin working, we must also remember to leave space for the unexpected. Flexibility and adaptability are key to navigating the inevitable surprises that arise. With these tools you can successfully create processes to enhance your business operations or build an army of miniature warriors in time for the next competition.