by Marcella Midega, Planning Producer at Kokku
In the world of game development, where creativity meets technology, the success of a project relies on more than just good ideas or technical skill. Whether you’re working with a team of five or five hundred, building a game is always a multifaceted effort that demands alignment, clarity, and vision. In this context, producers and project managers are not just coordinators of deliverables – they are custodians of the entire development ecosystem. Their role is central in aligning vision, timelines, people, and process in a way that makes sustainable delivery possible.
A game is not just a technical delivery. It’s a creative product that must connect with players, evoke emotions, and speak to a specific community. That level of quality cannot be improvised – it’s orchestrated. And this orchestration is the core of the producer’s role: turning creative chaos into structured momentum.
As producers, we are not only tracking schedules and resources, we are designing the project’s architecture. Planning is our primary tool for setting expectations and protecting both the product and the team. Like baking a cake, even with the finest ingredients (skilled professionals), without the right sequence and method (planning), the outcome can fall apart. Knowing when and how to bring components together – be it code, art, animation, or QA – is what determines the success of each milestone.
Equally important as planning is standardizing information. In complex projects with multiple disciplines involved, it’s essential that everyone speaks the same language. For instance, what one team sees as a “medium” risk might be considered “high” by another, unless clear definitions are in place. Standardization minimizes miscommunication, supports prioritization, and keeps the team aligned around shared expectations.
But project sustainability isn’t only about scope, budget, or timeline – it’s also about people. Producers are also responsible for the human side of the equation. There’s little value in meeting every deadline if the team reaches the finish line burned out. A project that sacrifices health and well-being for speed is not sustainable. Leadership must be attentive to this balance, fostering an environment that values both delivery and the humans behind it.
Objective tools like metrics and performance indicators support this effort. Understanding a team’s pace, identifying performance changes, and exploring their causes are essential practices in responsible management. Metrics here aren’t just for accountability – they’re tools for understanding. How much can the team deliver? Are they moving faster than usual – and why? Slower than expected – what changed? These insights help fine-tune expectations and processes.
Sustainability in game development is a commitment to both the product and the people. Planning and standardization are not bureaucratic hurdles – they’re tools for care, clarity, and direction. To lead creative projects effectively, leaders must tune into team rhythms, address needs, and steer efforts toward a shared goal- without burnout, without chaos, and with purpose. We are not just delivery drivers. We are environment builders. We create the structures where creativity can thrive, teams can grow, and games can ship with pride.
Finally, leadership for a producer is about alignment. Aligning expectations, aligning pace, aligning vision with execution. It’s seeing the gaps before they become blockers, and bridging them through proactive planning, open communication, and thoughtful decision-making.
