WEEKLY NARRATIVE
The good news is that I was able to get a ton of playtesters at my work this week, but the bad news is that they were playing with a pretty broken game. One of the disadvantages of the "hands-off" delegation-style management I've been enjoying is that I didn't see our Beta Build until I was presenting it to my friends, and...ouch. As soon as I brought up the problems to the team, they were quickly fixed, but this was still a build we made and put on our website, not to mention submitted for grading...uh oh. The plan to avoid these problems in the future is to institute a production freeze a day or so ahead of the deadline, and allow that time for dedicated QA. Good in theory, but it also means that all the planned work for the week needs to be done that much earlier, and that's a new challenge itself.
I keep popping into Rewired to make quick changes to things. Doors were only responding to a hardcoded keyboard keypress, so I hooked it into the manager instead and made sure to verbally haze the coder who originally did that. The rest of my time this week was spent on updating the sell presentation, both in terms of content and overall message. It was easy enough to make gifs from the video capture we'd already made for the trailer this week, but more important was reorganizing how we're talking about our game. We have just as many ideas about where to go with it as we do content already in, so it was important to balance both in the presentation. And of course, the most important part was to keep circling back to what truly makes our game unique, because that does the most work towards truly "selling" it.
CONTENT WITH HOURS
- Meetings (2 hours)
- Rewired doors (0.5 hours)
- Sell presentation (8 hours)
- Scrum (2.5 hours)
WORKFLOW EXAMPLES
POSITIVE OUTCOMES
- The Sell presentation turned out great!
- The game trailer is pretty fantastic too!
NEGATIVE OUTCOMES
- The build issues mentioned above
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