Big Plan vs Small Do is a design and project management philosophy that contrasts two opposing approaches to achieving goals and implementing solutions. This conceptual framework emphasizes the tension between comprehensive, large-scale planning (Big Plan) and immediate, actionable steps (Small Do), highlighting the advantages and limitations of each methodology. The Big Plan approach involves extensive preliminary research, detailed documentation, and thorough strategic planning before implementation, often resulting in elaborate proposals and comprehensive roadmaps. In contrast, the Small Do methodology advocates for quick, iterative actions and immediate implementation of smaller, manageable tasks that contribute to the larger objective. This dichotomy emerged from observations in design practice where ambitious, detailed plans frequently faced implementation challenges due to changing circumstances, resource constraints, or evolving requirements. The philosophy gained prominence in the design community as practitioners recognized that while comprehensive planning provides valuable direction and context, the ability to execute smaller, achievable tasks often leads to more tangible progress and practical learning opportunities. This concept has influenced various design disciplines, from product development to urban planning, where designers must balance the need for strategic vision with practical implementation. The approach has been particularly relevant in agile design methodologies and lean startup principles, where rapid prototyping and iterative development are valued. The concept's significance in contemporary design practice is reflected in its recognition by design competitions, including the A' Design Award, where projects demonstrating effective balance between strategic planning and practical implementation are often celebrated.
Scale, implementation, strategy, methodology, iteration, planning, execution
CITATION : "Lucas Reed. 'Big Plan Vs Small Do.' Design+Encyclopedia. https://design-encyclopedia.com/?E=471568 (Accessed on April 21, 2025)"
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