and

The ABC’s of Running a Development Project attempts to define the primary stages and steps in managing a development effort. Although many of the ideas presented here apply for Project Managers at a development company, this article is written from the perspective of a Producer at a publishing company.

If you missed Part 1, click here.

DESIGN, TECHNICAL DESIGN, AND PLAYABLE PROTOTYPE
As budgets for game development have and will likely continue to increase, it is often best to consider one or two stages of pre-production before full development. In these stages, the full design, technical design, and playable prototype on target hardware should be completed and together define and prove the fundamental game play, character animation, and underlying technology. Not only does this phase of development give you the Producer an opportunity to see if the team "gets" the vision, you will learn how the team works together: if the team can meet milestones, and if your targeted development budget and schedule are realistic. Develop monthly milestones for the prototype phase to both track development and to get a sense for how the team interprets and responds to these milestones. This will facilitate the process of drafting milestones for full development of the project.

THE DEVELOPMENT SCHEDULE AND MILESTONE DESCRIPTIONS
A full development schedule with detailed milestone descriptions should be drafted as part of the technical design in Pre-Production. The purpose of this document is to provide structure and a method by which to measure the development effort, not to be a detailed blueprint for construction. Consider a format that, for each milestone, defines: 

Descriptions of each task should be objective, though neither too detailed nor too vague.

Tool development and core engine technology should be accounted for in the milestone schedule. It is also important that the core game play features and technology (those which may not have been proven in the prototype phase) be addressed early in the milestone schedule. For example, in an action, platform game, it is important to prove early on the basic mechanics and move set parameters of the main character, such as jump distance, so that levels can be constructed accordingly. It is best to take time early in the project to determine these details, rather than backtrack later in development. Once this has been achieved, development of other levels can be completed with relative ease. The milestone schedule needs to also account for work from outside vendors, such as FMV or music production. Signing music artists often takes a considerable amount of time. Account for this.

Development of demo versions, tradeshow versions, and marketing materials, as well as vacations, and the inevitable holiday and flu seasons are often overlooked but should be accounted for when drafting the milestone schedule. These are realities.

Let’s take a look at a sample milestone schedule for Big Time Rodeo:

INTERNATIONAL APPEAL
The prototype phase is also an ideal time to give consideration to the international appeal of the game. If possible, receive input from Japanese and European counterparts and tailor the design and prototype to allow for broad appeal. This obviously is beneficial to the global success of the product and for all parties involved.

Once pre-production is complete, and the game has been green-lighted by the executive staff for full production, the fun can really begin. Though there still is a mountain to climb, an important plateau has been reached. The "framework" of your project has been built upon the original foundation, or spirit, of the project. There should be a sense, even at this early stage, that something special is in the making.

FULL PRODUCTION

TRACKING PROGRESS
Your game is now in full development. The spirit of the game is alive, the framework is in place, and it's now a matter of execution. However, as we all know, not all goes as planned. It is the role of the Producer though to be the pillar of strength through the inevitable storms.

Good and frequent communication with your team will be your greatest asset. It is important that your team knows that you are there for them and that information is articulated as objectively as possible. Over-communicating is better than not communicating enough. Remember that the world is not as it is, but as one sees it. The way you see the world will undoubtedly be different from that of the members of your team, especially given that you are dealing with both extreme left and right brained people. As the Producer, you need to always be aware and understanding of this.

Though payable milestones are generally due on a monthly basis, it is best to track progress regularly on a weekly basis. If you are working with an external development group, consider asking for weekly objectives on Monday and then reviewing progress on Friday. If the team is slipping, get to the source of the problem immediately. Encourage the team to work that extra weekend now to make up for a slip in the weekly schedule rather than to cram at the end of the month to make the milestone delivery. This will help to keep the development process consistent rather than one with peaks and valleys that ultimately contribute to fatigue and burnout. Further, this intermediate weekly communication will help the developer keep on the correct creative path and facilitate prompt approval upon submission of the completed payable monthly milestone.

As necessary, update the design and development schedule. Make it known to the developer that this is an important task and a practice that is to be maintained regularly from the beginning of the project.

During development, respond to the needs of your developer with a sense of urgency. Whether it be a piece of equipment that your developer needs, or feedback to a payable milestone, regard it as a hot potato. Your developer is awaiting your leadership and feedback, often nervously, so better to relieve this stress to your team sooner than later to keep the team motivated and happy.

KEEPING THE TEAM HAPPY THROUGH THE GOOD, THE BAD, AND THE UGLY
In running the project, you will need to keep the team, this living, breathing, organism that is realizing the vision, happy. Here are a few suggestions.

Read between the lines and be proactive in calling potential problems to the table early on. A developer may mention something in passing or in a very polite and conversational manner. If there is any thought that something is askew, pry a bit to see if there is something more irksome beneath the surface. This may be just what your developer wants you to do. I once produced a gambling game and noticed that one of the more respected programmers in the company seemed uncharacteristically less than enthused about his work and reluctant to talk about the game. I asked him if he enjoyed working on the project, and he confided that, though his work was important to him, as a Mormon, he objected to gambling. This was a conflict for him. As there wasn’t another project to which he could be assigned, we agreed to not put his name in the credits. This was sufficient, in this case, to ease his mind and he then worked much more effectively on the project.

Resolve conflict through open communication. Conflict is usually a symptom of miscommunication, or lack of communication. It could be that the lead programmer is irritated with a design decision that was made, for example, and as he is especially tired near the end of the project, he is not holding his feelings back. It is important to get to the root of the conflict quickly, without getting sucked into the conflict itself, so that matters do not escalate. You, as the Producer, need to be that pillar of strength during these times and find creative ways to resolve conflict. This often requires some psychology on your part, recognizing the human element. Get into the heads of those in conflict. It may be that you need to give the programmer a day off to get some rest and regain perspective. Or it may be best to bring the designer and programmer together to openly discuss the issue. You may need to remind the programmer of the earlier discussion (and agreement hopefully) of each person’s role on the project and ask that he trust the designer to do his job.

BRINGING IN MARKETING, PUBLIC RELATIONS, AND SALES
It is important to see Marketing, Public Relations, and the Sales force as your allies throughout the development of the project. It is best to educate them from your perspective on all aspects of the game. It is just as important to consider their input on the product. Marketing, for example, can help in defining the main character for the target market. They should also be consulted to determine when demos and marketing materials will be needed from the developer. Marketing can also assist in providing market research and gathering data through focus testing. Sales can provide valuable feedback from retailers. The more educated and familiar these parties are about the product, and the more you consider their input, the better the chance for the success of the product.

ALPHA, BETA, AND GOLD MASTER MILESTONES
Undoubtedly you will need to let go of some of those great ideas you had at the beginning of the project. Ideally, the milestones have been prioritized such that the ideas to be left on the shelf are not core elements of the game. At the Alpha stage of development, it is time to reassess the remaining work to be done, give consideration to new ideas that have germinated over the course of the project, and incorporate them into the schedule if they are viable. This may help to motivate the team through to the end.

It is especially important that you nurture the team through the final phases of development. Final testing can be an especially difficult time. The bugs seem to never end and some are seemingly impossible to fix. The programmer may have some anxiety as to the integrity of a piece of code. As the Producer, this is yet another storm to weather. Do so by facilitating in anyway possible. Consult with technical support, for example, to help solve technical problems. Send a care package to your development team, or better yet, to the families from which they have been absent of late. "Whatever it takes" should be your motto at this stage of development.

TESTING
It is important that the Producer define a method with the developer for bug reporting.

Developers often like to receive bugs as soon as they are found, versus waiting a day or more for full testing of a version. With a proper procedure in place, this can be accommodated. Consider a live database that includes Open, Fixed, and Waived bugs. Bugs might be prioritized into four categories:

Standards Platform holder or Publishers standards. Must fix

A Crash bugs and bugs that severely impair the game experience.

B Obvious, but less severe bugs. If fixed, will improve the polish and overall impression of the game.

C Minor bugs. Fix these if done so easily.

It is also important to note the tester that reported the bug and the version of the code on which it appeared.

The Producer should review the bug report and filter bugs before they are sent to the developer. The bug report should be well structured and easy to read. Descriptions of the bugs should be clear and concise. Avoid submitting redundant bugs to the developer. If there is any question as to the nature of a bug, try to recreate it yourself to understand it more fully so that you can convey it clearly to the developer. Know what bugs are important to fix and those that can be let go for the sake of time and sanity. Resist your temptation for perfection and accept excellence.

REJOICE!

And when its all over, remember to celebrate! Allow yourself and the team time to acknowledge the hard work and long hours, and appreciate the opportunity you have been given to do what you love to do.

Management Resources 
Management is an exhaustively studied topic and this article is only one example. To learn more about the "Art of Management" you should consistently read, listen to tapes, and watch videos. As you develop your management skills, you will advance in your career. Unfortunately, only a small percentage of the workforce actively takes the initiative for personal and professional growth. 

Management and Personal Growth 
From a pure management perspective, take the time to learn about management from "gurus" like Ken Blanchard and Peter Drucker. Blanchard is co-author of The One Minute Manager which covers goal-setting, motivating, training, praising and even reprimanding employees. Drucker is with The Drucker Graduate School of Management and is the well known author of such books as The Practice of Management and Management: Tasks, Responsibilities, Practices.

From a personal growth perspective, one of the most powerful programs available anywhere is a 3 -day workshop called The Landmark Forum. Contact Landmark Education Corporation, (415) 981-8850 or www.landmarkeducation.com to obtain their worldwide schedule and area availability. 

Finance & Accounting
Finance and accounting is the language of senior management. Even if your job is not primarily finance oriented, if you are leading a team it is essential to understand the basics of finance and accounting. Operating budgets and project analysis are a constant part of any supervisor or manager's day. Finance & Accounting For Non Financial Managers will help you get a basic handle on these concepts. The results will be greater power, reach and influence on your part within your company.

Project Management
Project Management is also part of every Producer or Team Lead type job. You need to learn the basics of Gantt or PERT charting and project organization. You need to know how to "think" like a manager to meet the challenges you will face when you are in charge of any size group of people. The most common situation within a game company is that you find Managers, Producers, and Team Leads working on multiple projects simultaneously. The Jugglers Guide To Managing Multiple Projects by Michael Dobson is a helpful tool for honing your skills in this area.

BIOS
Perry Rodgers has made a career of his passion for video games. He proved his skills as a player in the early 80’s earning world record scores on Galaxian, Mario Bros., and Centipede, and a spot on the U.S. National Video Game Team. He graduated from Cal Poly State University, San Luis Obispo, with a degree in Computer Science in 1985, and proceeded to work at Activision as an Associate Producer. He later went to Sculptured Software, where he produced such titles as Roger Clemens Baseball [NES] and Boxing Legends of the Ring [SNES, Genesis]. He then secured a position at Sony Computer Entertainment America where he managed the production of SCEA’s first party PlayStation titles, such as Crash Team Racing, Spyro the Dragon, and Tarzan, to name but a few. Perry is known to occasionally pull himself away from his primary obsession and enjoy the "real" world in playing tennis, running, and being with friends.

Marc Mencher is a software engineer by training and worked for game companies like Spectrum Holobyte and 3DO, before joining GameRecruiter, a game industry recruiting firm. Marc's articles have been featured in GameWEEK, GIG, and other industry publications. You can contact Marc directly at marc@GameRecruiter.com

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