Thai Dinh Chinh CV
All work
Project Management · Product

Gametamin — Lifecycle management for games with 500K–1M downloads

Running the lifecycle of live mobile games with 500K–1M downloads — product direction with the CEO and marketing, market analysis, and 10+ sprints of disciplined delivery.

Gametamin — Lifecycle management for games with 500K–1M downloads
Role
Project Manager
Timeline
11/2025 – 03/2026
Team
15 members
Company
Gametamin · Funtap Games
Scale
Live games with 500K–1M downloads
Context

Live games, not launches

Gametamin, a studio under Funtap Games, operates live mobile games — titles with 500K–1M downloads that need continuous improvement: updates, features and live-ops coordinated across Product, Design, Development and Marketing. I managed the lifecycle of these games and the delivery cadence behind it.

Problem

Improve what's live, plan what's next, keep it all visible

  • Improving games that already have hundreds of thousands of players means every change is a trade-off between retention, monetisation and stability.
  • Product direction needed grounding in market analysis, agreed between the CEO, marketing and the delivery team.
  • Requirements reached Development with open questions; hand-offs between Product, Design and Development slowed delivery.
  • Progress, quality and outcomes across long-running projects were hard to see — planning and management reporting suffered.
My role

Lifecycle owner and delivery lead

  • Lifecycle management: owned the improvement roadmap of live games with 500K–1M downloads — what ships, when, and why.
  • Product direction & market analysis: worked with the CEO and marketing on positioning and priorities, backed by market analysis.
  • Agile delivery: managed 10+ sprints — planning, task allocation and backlog tracking; clarified requirements and resolved blockers across Product, Design and Development.
  • Visibility: tracked KPIs and milestones; built KPI & OKR frameworks; supported 6-month and 1-year planning with structured reporting and data analysis for CEO decision-making.
  • Pipeline optimisation: redesigned the project pipeline and hand-offs, reducing delivery time by 15%.
Process

Analyse, direct, deliver, measure

STEP 01

Analyse the market

Competitors, trends and player feedback distilled into opportunities for each live title.

STEP 02

Set direction

Priorities agreed with the CEO and marketing; roadmap and release plan per game.

STEP 03

Plan releases

Releases sized into sprints with explicit owners, dependencies and entry/exit criteria per stage.

STEP 04

Run sprints

Sprint planning, task allocation, daily unblocking and requirement clarification before work enters a sprint.

STEP 05

Measure

KPI / OKR tracking of progress, quality and outcomes per game.

STEP 06

Report & plan

Milestone and KPI reporting for management; inputs to 6-month and 1-year plans.

Artifacts

Working documents

Market analysisCompetitor and trend analysis feeding product direction.
Roadmap & release planImprovement roadmap per live game, sized into releases.
Project pipeline mapStages, hand-offs and entry/exit criteria across Product, Design, Development and Marketing.
Sprint plans & backlogTask allocation, ownership and dependency tracking for 10+ sprints.
KPI / OKR dashboardProgress, quality and outcome metrics per project.
Planning reports6-month and 1-year planning inputs with data analysis for leadership.
Outcome

Faster, more predictable delivery on live titles

500K–1M
downloads per game managed
10+
sprints delivered on cadence
15%
reduction in delivery time after pipeline optimisation
KPI/OKR
framework adopted for management reporting
Learnings

Takeaways

  • On a live game, the roadmap is a negotiation between players, marketing and engineering — market analysis is what keeps that negotiation honest.
  • Most delays hide in hand-offs, not in the work itself — mapping the pipeline exposed them quickly.
  • A small set of KPIs that management actually reads beats a large dashboard nobody opens.