Agile Game Development with Scrum. Clinton Keith. Libro.

Voy a leer este libro a tomar notas y a añadir mis comentarios.

Todas las frases en formato de cita son copiadas del libro y pertenecen al autor.

¿Vosotros habéis notado ese gap que existe entre el desarrollo de productos de software y el desarrollo de un videojuego? Yo si y que bien que hay libros que me explican como proceder porque cuando se hace tarde y la deuda de management es impagable la situación puede ser bastante compleja.

Voy a especializarme antes de que sea demasiado tarde

Si Scrum fuera la biblia este libro es la biblia para aplicar scrum a videojuegos.

Explica paso a paso cada item de Scrum y lo narra desde sus historias con los videojuegos.

And why shouldn’t game development be fun as well as profitable?

This book was written for game developers who either are using agile methodologies or are curious about what it all means. It condenses much information from a number of fields of agile product development and applies it to the game industry’s unique ecosystem. It’s based on the experiences of dozens of studios that have shipped games using agile over the past six years.

How did agile and game development meet? For me, it started in 2002 at Sammy Studios. Like many studios, our path to agile came by way of impending disaster.

It didn’t take long for many things to go wrong. Within a year we were six months behind schedule and slipping further every day. How was this happening?

  • Disciplines were working on separate plans
  • The build was always broken
  • Estimates and schedules were always too optimistic
  • Management was constantly “putting out fires” and never had time to address the larger picture.

rules of Scrum were biased toward teams of programmers creating IT projects. Some things didn’t work. This began an endless series of discoveries about what agile meant and what worked for game developers.

In 2008, after speaking with hundreds of developers at dozens of studios, I decided that I enjoyed helping game developers adopt agile enough to become a full-time independent coach. I now coach many studio teams a year and teach developers how to be ScrumMasters in public classes. My experiences working with and learning from these developers have led to this book.

Genial, vamos a aprender con ambición!!!

Part I : The problem and the solution

Chapter 1: The crisis Facing Game Development

AAA is analogous to the film industry term blockbuster.

A brief history of videogame development.

La ley de Moore aparece siempre siempre siempre. Antes una sola persona podía hacer un videojuego ahora es imposible.

Ironically, Royce’s famous paper illustrated how this process leads to project failure. In fact, he never used the term waterfall; unfortunately, the association stuck.

El “inventor” de la waterfall ni lo llamó waterfall ni en su paper hablaba bien de la metodología. Desafortunadamente se hizo viral y mayorittaria.

Resumen del paper que invento el método Waterfall diciendo que no es bueno usarlo en proyectos a gran escala. Los errores que arrastramos los seres humanos porque es lo que todo el mundo hace son asombrosos. A ver si aprendemos más rápido.

Developers often work twelve hours a day seven days a week for months at a time to hit a critical date; lawsuits concerning excessive overtime are not uncommon (for example, see http://en.wikipedia.org/wiki/Ea_Spouse).


Chapter 2: Agile Development

Why projects are hard

Learning from postmortem

I’ve been a fan of Game Developer Magazine since it started publishing in 1994. My favorite articles are the postmortems of game projects. Not only do they show how different studios work, but they also show that none of us is facing such challenges alone. Some postmortems are brutally honest about the overwhelming challenges developers face. Reading these postmortems feels like passing a car wreck; you shouldn’t look, but you do anyway.

AGILE SCRUM POSTMORTEMs aquí puedes leer una recopilación

Conclusion We are proud of our efforts to produce a good game that is worthy of the license. Although we had some challenging times at the end of the project, that’s the nature of making games. The lesson we learned is to plan a little better at the start of the project. Had we planned the destructible system a bit better, we could have delivered it in the final game on schedule.

Feature creep is the term given to features being added to a project after the original scope is defined. This is often the main problem with writing big designs up front (BDUF): The goal is to answer all questions about the game. In reality, we can’t really know everything about a game at the start. Knowledge comes only when we have the controller in hand and are playing the game at a decent frame rate on the target machine. The only way to recognize fun is to play it.

Overoptimistic Schedules Task estimation is not an exact science. Many things throw off the estimated time to complete a task: ● The difference in experience and productivity between two people who have a task assigned to them. Studies have shown that the range of productivity will vary by a factor of ten. ● How many other tasks a person is working on at a single time (multitasking). ● The stability of the build and tools used to complete the task. ● The iterative nature of a task: It’s never certain how many iterations are going to be necessary for tuning and polishing a feature to “find the fun.”

The Challenge of Production The challenges for pre-production and production are quite different. Pre-production is the exploration of what the game is. The challenge of preproduction is to find the fun of the game that drives the goals of production. Production is the stage where the team builds a dozen or so hours of content, such as characters and levels.

Why Use Agile for Game Development?

big designs up front (BDUF): Concepto que hay que saber.

Finding the fun

“Find the fun” is the mantra of any iterative and incremental game development project. Fun is only found with the controller in your hand.

Eliminating waste

Agile values Applied to game Development

Teams start taking on larger problems as they discover they can take a small amount of ownership to solve the smallest problems. They begin asking for more ownership in other areas:

  • In creating better team structures that can solve more problems by reducing external dependencies and improving focus on problem solving
  • By identifying risks early and addressing them before they become problems
  • By identifying and growing leaders among themselves

Scrum will merely show where and what the problems are. It is up to the individuals, teams, and leaders to solve those problems and thereby realize the benefits of Scrum.

Part II Scrum and Agile Planning

Chapter 3 Scrum

Tengo que decir que ya me lo sé, me lo voy a leer bien rápido para tomar nota de las features específicas para videojuegos.

A studio adopting Scrum merges its own practices into the Scrum framework to form its own methodology.

A esto me refería, se crea una propia metodología. Única para cada estudio, para cada empresa.

Scrum compels a studio to create an incremental and iterative development process with self-managing, cross-disciplined teams. The rules of Scrum are simple, but from these simple rules emerge vast improvements in how teams work together. They increase their productivity and enjoy their work more. It’s like chess; from the simple rules of chess emerge complex tactics and strategy that take a lifetime to master. Scrum is also a never-ending pursuit for continual improvement, especially in the rapidly changing game development industry.

In many ways, the role of the ScrumMaster is to coach the team to eliminate the need for a ScrumMaster.

A ScrumMaster’s role on the team is compared to a sheepdog. They guide the team toward the goal by enforcing boundaries, chasing off predators, and giving the occasional bark. The role of a ScrumMaster requires a proper attitude. An overbearing sheepdog stresses out the flock. A passive sheepdog lets the predators in among them.


Alex Frago

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