GDC 2012: Castle, Fryer, Fergusson On Industry's Top Production Issues
To help inspire submissions for the GDC 2012 call for papers, the event's advisory board members for the Production track spoke out on the challenges facing modern producers, and outlined what they hope to see discussed at the upcoming San Francisco-based show.
Seasoned industry professionals such as Zynga's Louis Castle, WB Games' Laura Fryer (Lord Of The Rings: War In The North), Media Molecule's Siobhan Reddy (LittleBigPlanet), and Epic's Rod Fergusson (Gears Of War) all discussed the most critical elements of contemporary game production as part of their drive to inspire submission ideas for the GDC 2012 Main Conference.
These GDC advisory board members oversee the show's Production track, and ensure that each of its sessions remain relevant and hold up the high bar of quality that GDC attendees have come to expect.
The call for papers for GDC 2012 will close on September 6, with a list of production-specific topics available on the official website. In the following interview, the advisory board members discuss key issues they'd like to see addressed at next March's show.
How does a producer's job vary between large and small development teams?
Louis Castle: Small team producers literally do anything and everything that is not being done by a team member. Bigger teams offer specialization and very big teams demand specialization. This usually manifests itself in more creative control and responsibility with small teams, but also requires extraordinary individuals to achieve world-class results.
Laura Fryer: I agree with Louis. The primary role of the producer on both is to serve and support the team. For both they need to be great communicators, but in larger teams, communication is more challenging since your bandwidth per person naturally goes down as you add people. With a small team you are probably sitting close to everyone and can talk to them multiple times a day, whereas on larger teams that's not usually possible.
Siobhan Reddy: I certainly agree with Louis and Laura. At a small studio, it's very important to know your limits and when to hire in experts for areas you aren't so great at -- especially QA, HR, finance, IT. Small implies cheaper, which means you can take advantage of being a more experimental or innovative. Being large implies a higher burn rate, so your approach to experimentation would be different.
Rod Fergusson: Everyone has made great points so to try and add another aspect to this is the idea of managing staff. Most teams I've been on have been "all of the responsibility but none of the authority" types where it's a matrix and no one directly reports to you.
Even in that structure though, as the team grows your job will change, as you need to have supporting producers and associate producers reporting to you to be able to keep up with the team. I don't think you can assume that because a person can manage a project that they can be responsible for the growth of the people that report to them.
It's another skill in the toolbox, as Laura likes to say, and it means you're not just focusing on shipping. You have to think longer term for the people that report to you so that you can plan their development beyond just this ship cycle.