1. Smoothing the International Development Process Tom Sloper Sloperama Productions Los Angeles, California, USA www.sloperama.com

2. So You Have A Development Deal With An Overseas Publisher Whether you’ve sold them a complete game or just an idea, or they’ve brought their idea to you to develop... Whether you’ve sold them a complete game or just an idea, or they’ve brought their idea to you to develop... There’s a lot of work to be done on your game. There’s a lot of work to be done on your game. From here on out, your main contact with the publisher is... the PRODUCER. From here on out, your main contact with the publisher is... the PRODUCER.

3. What Producers Want 1.A great game. 2.Finished on time. 3.On budget. - The above all make the producer look good to his superiors. 4.To come see Korea. - But his boss (and, if he’s married, his wife) don’t want that.

4. Good Producers DON’T... Bad Producers DO... Micro-manage you (you already know why this is bad), or... Micro-manage you (you already know why this is bad), or... Under-manage you (this is bad too; you don’t know what their expectations are) Under-manage you (this is bad too; you don’t know what their expectations are) Permit “feature creep” to get in the way Permit “feature creep” to get in the way Don’t manage expectations of their superiors (leading to “surprises” for you) Don’t manage expectations of their superiors (leading to “surprises” for you)

5. Establish Working Relationship In The Beginning Both parties have to make adjustments, but the client (the customer) sets the rules. (They’re the ones shelling out the bucks, so they bought the right.) Both parties have to make adjustments, but the client (the customer) sets the rules. (They’re the ones shelling out the bucks, so they bought the right.) When starting the relationship, sit down together and discuss your working styles. Figure out where adjustments will need to be made. When starting the relationship, sit down together and discuss your working styles. Figure out where adjustments will need to be made. As the project goes forward, keep an eye out for any ill effects caused by working style differences. Discuss & adjust. As the project goes forward, keep an eye out for any ill effects caused by working style differences. Discuss & adjust.

6. Make Communications Easy Speak the producer’s language – he’s not going to become fluent in Korean, and he’s not going to hire a translator. Speak the producer’s language – he’s not going to become fluent in Korean, and he’s not going to hire a translator. Keep all concerned parties fully “in the loop” Keep all concerned parties fully “in the loop” Communicate clearly and often. Communicate clearly and often.

7. Know When to Email, When to Call, When to Fly Email daily Email daily Telephone weekly – 2 weeks max. Telephone weekly – 2 weeks max. Flying – usually, the producer comes to you 2 times, maybe 3 times. Flying – usually, the producer comes to you 2 times, maybe 3 times. At beginning, to establish working relationship At beginning, to establish working relationship At 1 st Playable or Alpha, to verify direction At 1 st Playable or Alpha, to verify direction When producer has to come at Beta or later, the project is probably in trouble! When producer has to come at Beta or later, the project is probably in trouble! Or you can fly there. Or you can fly there.

8. Manage Expectations Through Clear Milestones Milestones must be concise, measurable. Milestones must be concise, measurable. When the producer receives a delivery, he checks it against the written milestone definition. When the producer receives a delivery, he checks it against the written milestone definition. Good milestone description can serve as a checklist to determine if what was delivered is everything originally promised. Good milestone description can serve as a checklist to determine if what was delivered is everything originally promised.

9. Greenlight It’s important to ensure that every important player in the project agrees that the project is on track. It’s important to ensure that every important player in the project agrees that the project is on track. Greenlight consensus needed at: Greenlight consensus needed at: –Project Beginning –1 st Playable –Alpha –Beta

10. Understand Time Zone Differences If producer is in America, you should not come in late. If producer is in America, you should not come in late. If producer is in America, he has to stay late. If producer is in America, he has to stay late. For emergencies, exchange home phone numbers. For emergencies, exchange home phone numbers. –Wife or roommate? Let everybody know about one another. Inform all parties about what to do if there’s an off-hours call.

11. Understand Publisher Mentality Marketing and Sales need information about how this game is better than other similar games – facts, figures, screen shots. Marketing and Sales need information about how this game is better than other similar games – facts, figures, screen shots. Marketing and Sales need a solid date. Marketing and Sales need a solid date. The market is always changing – players are fickle – reviewers are harsh. The market is always changing – players are fickle – reviewers are harsh. Stockholders demand profit each quarter. Stockholders demand profit each quarter.

12. Understand: Once Made, The Schedule Is Not Just A Guideline The publisher’s Marketing and Sales people have made commitments based on your commitment to deliver game by a certain date. The publisher’s Marketing and Sales people have made commitments based on your commitment to deliver game by a certain date. The producer is under the gun. When his life is hell, your life is hell. The producer is under the gun. When his life is hell, your life is hell. Christmas is in July. Christmas is in July.

13. “Christmas in July”???

14. Work It Backwards... Biggest sales weekend: end of November Biggest sales weekend: end of November Sunday newspaper supplements: week before Thanksgiving Sunday newspaper supplements: week before Thanksgiving Product must be in warehouse: Nov. 1 Product must be in warehouse: Nov. 1 Manufacturing must begin: Early-mid October Manufacturing must begin: Early-mid October Platform holder approval must begin: late August, early September (6 weeks) Platform holder approval must begin: late August, early September (6 weeks) QA must begin: July 1 (2 months) QA must begin: July 1 (2 months)

15. ...Or maybe in October If your game isn’t a packaged product, some of those built-in delays don’t apply. If your game isn’t a packaged product, some of those built-in delays don’t apply. But the principle is the same – But the principle is the same – –Your finish date is always earlier than you thought. –Lost time cannot be made up in QA. –Everything takes longer than expected, especially at the end of the project.

16. Know How to Spot Red Flags Any small problem can be a red flag: Any small problem can be a red flag: –Quality issues –Feature creep –Late delivery –Late payment –Personnel issues Every little warning sign must be investigated and attacked promptly Every little warning sign must be investigated and attacked promptly –Dependencies? –Attack from multiple directions at once

17. Attacking Red Flags Never ignore a red flag. Never ignore a red flag. If a red flag pops up, call in your generals. Discuss options, make contingency plans. If a red flag pops up, call in your generals. Discuss options, make contingency plans. Fully prepared now, discuss with the producer. Fully prepared now, discuss with the producer. “Improvise, adapt, overcome” – Lee Marvin (The Dirty Dozen) “Improvise, adapt, overcome” – Lee Marvin (The Dirty Dozen) Whack-a-Mole Whack-a-Mole

19. Change Requests = Red Flag “Feature creep” has caused a good many rough spots. “Feature creep” has caused a good many rough spots. When starting the relationship, ask for a formal change request procedure. If the producer doesn’t agree to it, but later requests changes, ask again for a formal procedure. When starting the relationship, ask for a formal change request procedure. If the producer doesn’t agree to it, but later requests changes, ask again for a formal procedure. Keep a record of every change request; respond to each request with an email documenting the change request and its impact on the project. Keep a record of every change request; respond to each request with an email documenting the change request and its impact on the project.

20. Document All Change Requests Paper trail is important. Paper trail is important. The procedure makes the publisher think twice before requesting a change, and it creates a paper trail. The procedure makes the publisher think twice before requesting a change, and it creates a paper trail. A certain amount of change requests may be reasonable. A certain amount of change requests may be reasonable. “Reasonableness” can be quantified. “Reasonableness” can be quantified.

21. To Review... Clarify and set expectations, working style, communication style Clarify and set expectations, working style, communication style Clearly written milestone definitions Clearly written milestone definitions High quality work High quality work You’re partners, but “the customer is always right”... You’re partners, but “the customer is always right”... Formalized change request process Formalized change request process

23. COMMUNICATION Learn to read between the lines – what is the producer not saying? Learn to read between the lines – what is the producer not saying? Go to the extra trouble to achieve totally clear communication... Go to the extra trouble to achieve totally clear communication... A little extra effort now will save you a big extra effort later on. A little extra effort now will save you a big extra effort later on.

24. It’s Q&A time! Tom Sloper Sloperama Productions Los Angeles, CA, USA tsloper@sloperama.com1-310-915-9945