Category Archives: Game Production
Prior to doing their final Game Production projects, students at the Los Angeles Film School take a course called Concepting and Preprodution. The first half of this course involves each student creating a PowerPoint presentation for pitching a game concept of his or her choice. The students then all pitch their concepts to a Greenlight Committee consisting of faculty and other members of the school staff, who afterwards deliberate in private and select one or more projects for the students to develop as their Final Project.
Once informed of the Greenlight Committee’s decision, the students then break into development teams and spend the last half of the course creating a game design document, technical design document, asset document, and schedule for the development work to be done in their following courses, Game Production 1 & 2.
After serving on several Greenlight Committees, I found that many students did not provide the members with the information necessary to truly understand the game being propose, while others spent far too much time on story or other details that really did not impact the Committee’s decision. So I decided to create the following template for the students to use, and it seems to have worked out well.
The first slide presents the game’s title and key art, as well as the student’s name. While this slide is displayed, students introduce themselves and the game they are pitching. This gives the students an opportunity to grab the Committe’s attention before launching into the details of their game.
Students say their elevator pitches while displaying an overview of the game’s essential aspects: it’s genre, theme (setting), play value (what makes it fun to play), a well-known game that’s similar, what features will make the student’s game different from the competition, and what game engine will be used to develop the game. This overview provides the Committee with a high-level understanding of the game, providing context for when the student begins discussing the details.
Students describe the game’s goals, core mechanics the player uses to achieve those goals, and the obstacles that determine the difficulty of performing the mechanics’ actions successfully. Students are also encouraged to include a diagram that illustrates how the mechanics work in relation to the game objects.
Students describe the resources used to “fuel” the mechanics, along with any other ways those resources are produced and consumed. Finally, the students explain the different ways the game concludes through a win, loss and/or a draw so that the Greenlight Committee understands the player’s goals.
Students explain the control scheme for the player’s use of keyboard, controller, mouse or other input device; the camera perspective used; and where game state information is displayed on the screen. Their PowerPoint should include a wireframe or other mock-up of the game screen and highlight the elements being discussed.
If the game has any semblance of a story, students give a short synopsis of its narrative in terms of its protagonist, antagonists, backstory, complication, and resolution, as well as the number of levels in the game. Because some students create overly-elaborate stories for their games, we limit the overall presentation to 8 minutes and begin to give warnings about going over the time limit at about this time in the presentation.
Students have the option to play samples of their choice of music for the game, including its main theme, low-key music (such as for an exploration mode), and intense music (such as during a combat mode). The music is embedded into the slide and played by clicking on a Speaker icon.
Students name who they would like to have on their team and the roles to which each would be assigned. Our rules are is that the Project Manager, Lead Audio, and Marketing person must have at least one other role, and that the Lead Programmer cannot have any other role. This prevents students from being assigned too much responsibility or too little.
Finally, students are required to explain at least three risks that might cause their project to be unsuccessful and what steps they can take to mitigate those risks. The one risk they are not permitted to list is “No enough time”, since they are required to pitch concepts of an appropriate scope to be done in the two months they have to produce the game.
This final slide informs the Committee that the presentation is done and invites them to ask the students follow-up questions.
As I wrote above, this template seems to have worked well for our student’s Greenlight Presentations, and perhaps it would work well for you when you need to pitch a small-scale game project.
People who don’t work in game development might be surprised by how much time game developers spend in meetings. At most game companies I’ve worked at, I spend about half my time at my workstation and the other half in meetings on a typical day. Both are work, but if the meetings aren’t run well, people’s time are not used as productively as it could be.
Most development teams begin their day with a meeting to update everyone with the team’s progress on the previous day. Many of these teams have adopted the daily stand-up approach for these morning meetings. As conceived by the Scrum agile development methodology, these Daily Stand-ups are governed by the following rules to keep the meetings short and productive:
- The meeting takes place at the same time and place very day.
- The meeting starts precisely on the time even if some development team members are missing.
- The length of the meeting is limited to 15 minutes, regardless of the number of team members participating.
Anyone is welcome to sit in on the meeting, but only team members may participate, and their participation is limited to answering these three questions:
- What did I complete yesterday that contributed to the team meeting our immediate goal?
- What do I plan to complete today to contribute to the team meeting our immediate goal?
- Do I see any impediment that could prevent me or the team from meeting our immediate goal?
Nothing else (e.g., the upcoming company picnic, the movie you saw last night, the morning news) is to be discussed at the meeting, and any discussion of any impediments raised by team members should be held at a separate meeting of the affected individuals. The daily stand-up should only be used to keep everyone apprised of the team’s current progress, plans and problems so that everyone can start the day’s work as soon as possible, but with the necessary information to be productive.
As for other meetings held throughout the day, the person running the meeting should have a clear idea of what the actual purpose of the meeting is. Effective teams usually hold meetings to achieve one of the following purposes:
- Kickoff Meeting: The meeting organizer gets a new project started on the right foot by sharing the vision for the project’s goals with the participants and hopefully get them excited about working on the project.
- Brainstorming Sessions: Meeting participants generate ideas for proposing new projects, creating content within existing projects, or solutions for problems.
- Information Distribution: The meeting organizer shares information and news with the participants. This could be information about things like upcoming changes to the project, company news, or industry trends.
- Planning: The participants must create a strategy for achieving a goal raised by the meeting organizer.
- Decision Making: The participants must reach a decision on a matter raised by the meeting organizer.
- Problem-Solving: The participants must find a solution for an issue raised by the meeting organizer.
- Feedforward: This is a more lengthy meeting than the daily stand-up, where participants provide more detailed information on progress, challenges, and next steps.
- Feedback: The participants provide reactions or assessments to a matter raised by the meeting organizer. That matter could be some idea that’s under consideration, a recent project deliverable, how well the team is working together, or the state of the project itself.
- Team-Building: Building and maintaining team harmony by allowing both the meeting organizer and participants to discuss news, important or not, in a more formal setting. Many companies hold such meetings at the end of the work week before everyone leave on the weekend.
- Combination: Meetings to achieve two or more of the above purposes can be effective but only if well-managed by the meeting organizer.
After determining the purpose of a meeting, the organizer next choose who should be invited (or required) to participate in the meeting, how long the meeting should run, and when and where the meeting should take place. Once all that is determined, the organizer writes a meeting agenda and distributes it to all participants prior to the meeting so that they will come prepared.
The organizer should begin the meeting with a short summary of the meeting’s purpose so that all participants understand what is expected from them, and during the meeting the organizer or another designated participant should keep notes on who attended the meeting, what was discussed, and what was decided.
However, even with meetings where the organizer is the one distributing information to the participants, the organizer should allow everyone to express their opinions about what was discussed so that they are not preoccupied with unvoiced concerns or opinions after the meeting is over.
In fact, the meeting organizer should try to read the expressions and body language of the people in the room to look for signs of someone who has something to say but doesn’t speak up in the meeting. The organizer can then ask the participant to contribute during the meeting or in a more private follow-up meeting afterwards, depending on the situation.
Regardless, it is imperative that the organizer minimize any irrelevant or otherwise non-productive conversation, and keep the meeting to its predetermined time limit.
The meeting concludes with the organizer summarizing any decisions, solutions, proposals or any other action items that were determined as the result of the meeting, as well as who is responsible for carrying out those action items. After the meeting is over, the organizer should send out any promised follow-up information or other resources to the participants, and follow up on how the action items and other next steps are progressing. The organizer should also contact participants who didn’t get heard at the meeting or seemed dissatisfied with the meeting’s outcome.