CS J ANUARY 28, 2016 P ART 3.1 T EAMS AND P ROCESSES S OFTWARE E NGINEERING M ETHODS S OFTWARE E NGINEERING M ETHODS P RODUCTION T EAM M EMBERS P RODUCTION T EAM M EMBERS

T EAMS AND P ROCESSES P AGE 70 S EVERAL SOFTWARE ENGINEERING METHODS ARE COMMONLY USED TO CREATE VIDEO GAMES. M ETHOD 1: E XTREME G AME P ROGRAMMING ( AKA : “C ODE L IKE H ELL, F IX L IKE H ELL ”) D ESIGN C ODE T EST D ELIVER A RGUMENTS F OR … C ODING WITH TOO MUCH PLANNING CAN BE AS BAD AS CODING WITH NO PLANNING AT ALLC ODING WITH TOO MUCH PLANNING CAN BE AS BAD AS CODING WITH NO PLANNING AT ALL T ENDS TO MAKE PROGRAMMERS TACKLE THE BIG PROBLEMS EARLIER RATHER THAN COMING UP WITH ( POSSIBLY FAULTY ) SOLUTIONS TO THE SMALLER PROBLEMS THAT ARE DISCARDED LATERT ENDS TO MAKE PROGRAMMERS TACKLE THE BIG PROBLEMS EARLIER RATHER THAN COMING UP WITH ( POSSIBLY FAULTY ) SOLUTIONS TO THE SMALLER PROBLEMS THAT ARE DISCARDED LATER A RGUMENTS A GAINST … T HE FRANTIC PACE OF THE PROCESS IS TOO STRESSFUL FOR MOST DEVELOPERST HE FRANTIC PACE OF THE PROCESS IS TOO STRESSFUL FOR MOST DEVELOPERS E RRORS ARE NOT SYSTEMATICALLY ELIMINATED AND SOMETIMES ARE NOT DETECTED AT ALLE RRORS ARE NOT SYSTEMATICALLY ELIMINATED AND SOMETIMES ARE NOT DETECTED AT ALL O NLY SUITED FOR SMALL PROJECTS WITH SIMPLE REQUIREMENTS ( I. E., NOT GAMES )O NLY SUITED FOR SMALL PROJECTS WITH SIMPLE REQUIREMENTS ( I. E., NOT GAMES ) S OFTWARE E NGINEERING M ETHODS

T EAMS AND P ROCESSES P AGE 71 M ETHOD 2: C LEANROOM S OFTWARE E NGINEERING ( AKA : “I NCREMENT - TO -C OMPLETION ”) A RGUMENTS F OR … P ROMOTES PARALLEL DEVELOPMENT OF INDEPENDENT FEATURESP ROMOTES PARALLEL DEVELOPMENT OF INDEPENDENT FEATURES R ELIES HEAVILY ON SYSTEM INTEGRATION, SO A PLAYABLE VERSION OF THE GAME IS AVAILABLE EARLY IN THE PROCESSR ELIES HEAVILY ON SYSTEM INTEGRATION, SO A PLAYABLE VERSION OF THE GAME IS AVAILABLE EARLY IN THE PROCESS A RGUMENTS A GAINST … P ARALLEL EFFORTS REQUIRE HIGH DEGREE OF COORDINATION TO BE SUCCESSFULP ARALLEL EFFORTS REQUIRE HIGH DEGREE OF COORDINATION TO BE SUCCESSFUL L OWER LEVEL DESIGN IS ALWAYS IN FLUX, WITH SPECIFICATIONS THAT ARE HARD TO DOCUMENT UNTIL AFTER FULL IMPLEMENTATIONL OWER LEVEL DESIGN IS ALWAYS IN FLUX, WITH SPECIFICATIONS THAT ARE HARD TO DOCUMENT UNTIL AFTER FULL IMPLEMENTATION G AME D ESIGN – H IGH L EVEL R EQUIREMENTS T EST I NTEGRATE WITH F ULL G AME I NITIAL L OWER L EVEL D ESIGNS K EY S YSTEM D ESIGN A ( E. G., R ENDERING ) K EY S YSTEM D ESIGN B ( E. G., G AME L OGIC ) C ODE P RE -I NTEGRATION S YSTEM T EST T EST I NTEGRATE WITH F ULL G AME C ODE P RE -I NTEGRATION S YSTEM T EST

T EAMS AND P ROCESSES P AGE 72 M ETHOD 3: C ASCADE D EVELOPMENT ( AKA : “T HE W ATERFALL M ETHOD ”) A RGUMENTS F OR … E LIMINATES COMMON UNCERTAINTIES BY REQUIRING EXTENSIVE UP - FRONT PLANNINGE LIMINATES COMMON UNCERTAINTIES BY REQUIRING EXTENSIVE UP - FRONT PLANNING Y IELDS ACCURATE SCHEDULE AND COMPLETION ESTIMATIONY IELDS ACCURATE SCHEDULE AND COMPLETION ESTIMATION A RGUMENTS A GAINST … R ELIES HEAVILY ON CORRECT DECISIONS AT THE BEGINNING OF THE DEVELOPMENT PROCESSR ELIES HEAVILY ON CORRECT DECISIONS AT THE BEGINNING OF THE DEVELOPMENT PROCESS D OES NOT ACCOMMODATE SIGNIFICANT ALTERATIONS TO GAME FEATURESD OES NOT ACCOMMODATE SIGNIFICANT ALTERATIONS TO GAME FEATURES H IGH L EVEL G AME D ESIGN L OWER L EVEL F EATURES D ESIGN C ODING & M ODULE T ESTING I NTEGRATION & S YSTEM T ESTING D ELIVERY & M AINTENANCE

T EAMS AND P ROCESSES P AGE 73 M ETHOD 4: I TERATIVE D EVELOPMENT ( AKA : “T HE S PIRAL M ETHOD ”) A RGUMENTS F OR … F LEXIBLY ALLOWS THE DEFINITION, DESIGN, AND DEVELOPMENT TO BE ADJUSTED THROUGHOUT THE ENTIRE PROCESSF LEXIBLY ALLOWS THE DEFINITION, DESIGN, AND DEVELOPMENT TO BE ADJUSTED THROUGHOUT THE ENTIRE PROCESS P ERMITS DYNAMIC REACTION TO COMPETITIVE MARKET DEMANDSP ERMITS DYNAMIC REACTION TO COMPETITIVE MARKET DEMANDS A RGUMENTS A GAINST … F REQUENTLY RESULTS IN “ FEATURE CREEP ”, WITH CONSTANT CHANGES TO BOTH BUDGET AND TIMELINEF REQUENTLY RESULTS IN “ FEATURE CREEP ”, WITH CONSTANT CHANGES TO BOTH BUDGET AND TIMELINE T EMPTS DEVELOPERS TO SHORT - CHANGE HIGH - LEVEL DESIGN IN FAVOR OF AD HOC ADJUSTMENTST EMPTS DEVELOPERS TO SHORT - CHANGE HIGH - LEVEL DESIGN IN FAVOR OF AD HOC ADJUSTMENTS

T EAMS AND P ROCESSES P AGE 74 M ETHOD 5: A GILE P ROJECT M ANAGEMENT ( AKA : “A DAPTIVE S OFTWARE D EVELOPMENT ”) A RGUMENTS F OR … S IMPLIFIES THE DEVELOPMENT PROCESS TO A MINIMAL SET OF PRACTICES THAT MAY BE ADAPTED FOR EACH PROJECT AND EACH DEVELOPMENT ENVIRONMENTS IMPLIFIES THE DEVELOPMENT PROCESS TO A MINIMAL SET OF PRACTICES THAT MAY BE ADAPTED FOR EACH PROJECT AND EACH DEVELOPMENT ENVIRONMENT W ELL SUITED TO PROJECT MOBILITY AND SPEEDW ELL SUITED TO PROJECT MOBILITY AND SPEED A RGUMENTS A GAINST … D OES NOT PRESCRIBE SPECIFIC PRACTICES, SO GETTING STARTED CAN SEEM PROBLEMATICD OES NOT PRESCRIBE SPECIFIC PRACTICES, SO GETTING STARTED CAN SEEM PROBLEMATIC G AME PUBLISHERS MAY HAVE DIFFICULTY ACCEPTING THIS APPROACH UNLESS THEY VIEW THEMSELVES AS CUSTOMERS WHO CONTROL THE LIST OF PRIORITIESG AME PUBLISHERS MAY HAVE DIFFICULTY ACCEPTING THIS APPROACH UNLESS THEY VIEW THEMSELVES AS CUSTOMERS WHO CONTROL THE LIST OF PRIORITIES

T EAMS AND P ROCESSES P AGE 75 P RODUCER D AY - TO DAY SUPERVISION OF DIRECT REPORTSD AY - TO DAY SUPERVISION OF DIRECT REPORTS R EVIEW OF WEEKLY TASK LISTSR EVIEW OF WEEKLY TASK LISTS E VALUATION OF RESOURCE ALLOCATIONE VALUATION OF RESOURCE ALLOCATION A SSIGNMENT OF PERSONNEL TO SPECIFIC GAME FEATURESA SSIGNMENT OF PERSONNEL TO SPECIFIC GAME FEATURES M AINTAINING COHESIVE AND CONSISTENT TEAM VISIONM AINTAINING COHESIVE AND CONSISTENT TEAM VISION M ANAGEMENT OF OUTSIDE CONTRACTORSM ANAGEMENT OF OUTSIDE CONTRACTORS F ACILITATING COMMUNICATION AND DECISION - MAKINGF ACILITATING COMMUNICATION AND DECISION - MAKING P ROACTIVE IDENTIFICATION OF POTENTIAL PROBLEMSP ROACTIVE IDENTIFICATION OF POTENTIAL PROBLEMS E NSURING THAT THE TEAM IS FULLY STAFFED AND SUPPLIEDE NSURING THAT THE TEAM IS FULLY STAFFED AND SUPPLIED P ROVIDING FEEDBACK AND PERFORMANCE REVIEWS FOR TEAMP ROVIDING FEEDBACK AND PERFORMANCE REVIEWS FOR TEAM P RODUCTION T EAM M EMBERS

T EAMS AND P ROCESSES P AGE 76 A SSISTANT P RODUCER P ROJECT MANAGEMENT AND GAME DESIGN EVALUATIONP ROJECT MANAGEMENT AND GAME DESIGN EVALUATION I NTERFACING WITH AND SUPPORTING DEVELOPERS, LICENSORS, AND MARKETINGI NTERFACING WITH AND SUPPORTING DEVELOPERS, LICENSORS, AND MARKETING D ESIGN DOCUMENTATION REVIEWD ESIGN DOCUMENTATION REVIEW T RACKING TEAM MEMBERS ’ PROGRESS ACCORDING TO SCHEDULET RACKING TEAM MEMBERS ’ PROGRESS ACCORDING TO SCHEDULE I NTERACTING WITH Q UALITY A SSURANCE TEAMI NTERACTING WITH Q UALITY A SSURANCE TEAM C OORDINATING INFORMATION RELEASED TO GAME FANSC OORDINATING INFORMATION RELEASED TO GAME FANS A SSISTING IN THE FULFILLMENT OF THE PRODUCER ’ S RESPONSIBILITIESA SSISTING IN THE FULFILLMENT OF THE PRODUCER ’ S RESPONSIBILITIES

T EAMS AND P ROCESSES P AGE 77 E XECUTIVE P RODUCER O FFERING CREATIVE INPUT AND DIRECTION TO GUIDE THE BRAND TO A SUCCESSFUL PLACE WITHIN THE MARKETO FFERING CREATIVE INPUT AND DIRECTION TO GUIDE THE BRAND TO A SUCCESSFUL PLACE WITHIN THE MARKET L EADING THE GLOBAL BUSINESS EFFORT AND VISION FOR A BRANDL EADING THE GLOBAL BUSINESS EFFORT AND VISION FOR A BRAND C LARIFYING THE VISION FOR THE BRAND, CONVEYING IT TO OTHER DEPARTMENT EXECUTIVES AND INTERNAL LEADERSC LARIFYING THE VISION FOR THE BRAND, CONVEYING IT TO OTHER DEPARTMENT EXECUTIVES AND INTERNAL LEADERS R ECEIVING REPORTS FROM PRODUCERS AND ASSISTANT PRODUCERS, AS WELL AS VARIOUS TEAM LEADS ( LEAD PROGRAMMER, LEAD DESIGNER, LEAD ARTIST, ETC.)R ECEIVING REPORTS FROM PRODUCERS AND ASSISTANT PRODUCERS, AS WELL AS VARIOUS TEAM LEADS ( LEAD PROGRAMMER, LEAD DESIGNER, LEAD ARTIST, ETC.)

T EAMS AND P ROCESSES P AGE 78 P RODUCT P LANNER D EVELOPING AND DEFINING THE FUTURE OF A GAME, A FRANCHISE, OR EVEN A PRODUCT PERIPHERALD EVELOPING AND DEFINING THE FUTURE OF A GAME, A FRANCHISE, OR EVEN A PRODUCT PERIPHERAL P LANNING FOR NEW CONSOLES, CONTROLLERS, HEADSETS, NETWORKING CAPABILITIES, ETC.P LANNING FOR NEW CONSOLES, CONTROLLERS, HEADSETS, NETWORKING CAPABILITIES, ETC. P ROGRAM M ANAGER C OMMUNICATING AS THE VOICE OF THE GAME TEAM TO OTHER DEPARTMENTS, INCLUDING MARKETINGC OMMUNICATING AS THE VOICE OF THE GAME TEAM TO OTHER DEPARTMENTS, INCLUDING MARKETING C ONTRIBUTING TO SPECIFICATION WRITING AND MANAGING DEPENDENCIES BETWEEN SOFTWARE GROUPSC ONTRIBUTING TO SPECIFICATION WRITING AND MANAGING DEPENDENCIES BETWEEN SOFTWARE GROUPS D EVELOPMENT D IRECTOR M ENTORING, TRAINING, AND COACHING DEVELOPERSM ENTORING, TRAINING, AND COACHING DEVELOPERS D EFINING INITIAL PROJECT SCOPES AND DELIVERY SCHEDULESD EFINING INITIAL PROJECT SCOPES AND DELIVERY SCHEDULES I DENTIFYING RISKS AND PRIORITIZING OBJECTIVESI DENTIFYING RISKS AND PRIORITIZING OBJECTIVES

T EAMS AND P ROCESSES P AGE 79 P RODUCTION A SSISTANTS I NTERNING AT THE GROUND LEVEL, DOING MUNDANE TASKS IN ADMINISTRATIVE WORK, SOFTWARE TESTING, MEETING PREPARATION, NOTE TAKING, ETC.I NTERNING AT THE GROUND LEVEL, DOING MUNDANE TASKS IN ADMINISTRATIVE WORK, SOFTWARE TESTING, MEETING PREPARATION, NOTE TAKING, ETC. L EARNING THE ROPES TO GAIN THE EXPERIENCE NEEDED TO BECOME ASSISTANT PRODUCER, PRODUCER, ETC.L EARNING THE ROPES TO GAIN THE EXPERIENCE NEEDED TO BECOME ASSISTANT PRODUCER, PRODUCER, ETC.