Our organizational
structure helped the level design team function more efficiently. We did
away with things that are usually found in larger developers. Unnecessary
layers of middle management were taken away and we basically had a flat
hierarchy where decisions could be made quickly and informally. This focused
the responsibility of getting things accomplished onto individual level
designers. Level designers took on multiple roles usually not associated
or expected. When necessary, we created art content and processed those
assets. We also took responsibility for moving our designs forward and
keeping track of their progress. If something was missing, it was up to
the individual level designer to identify the problem and expedite its
immediate resolution. No one was waiting around just because they were
missing something. If someone didn't know something, he immediatey found
out and kept things moving.
Another
aspect that helped get Rogue Leader out the door on time was our
open office layout. There were no physical barriers that discouraged communication.
The benefits of this layout presented itself throughout development everytime
one of us wanted to test our level on a development kit. Because of the
limited number and high cost of development machines, there was only one
dev kit for all the level designers and artists to use. Because we were
all in the same room and able to talk to each other, we were able to know
when the lone dev kit was available by asking each other or taking a look
at the dev kit area. The fact that the office layout made it easy for
us to communicate led to fewer meetings that would otherwise have taken
us out of doing what was most important: getting the game done. The lack
of walls kept productivity at a consistently high level. The work was
either done or if it wasn't done for some reason, we would identify the
problem and try to solve it immediately.
Besides
improved communication, an open office environment allowed us to interact
with the other disciplines more frequently, reducing confusion and opening
more creative avenues. Level designers, programmers and artists all talked
to each other and learned from one another. This was critical during the
latter stages of development when things were changing every minute and
there was no time to document or meet about changes. For the most part,
we were able to keep everyone involved in the process and avoid isolating
any one person from the project.
One last
benefit to the open office was the fact that rumors had no place to hide
or fester. Gossip was kept to a minimum and if there were any unfounded
rumors about anything that concerned the project, they were promptly squashed
and so real work could be done. Being able to focus on the game and keep
distractions to a minimum helped save time that would've been wasted.
Conclusion
Level designing
Rogue Leader on such a short development schedule was a tremendous
challenge. We had to constantly think on our feet and come up with quick
yet smart solutions. Looking back, it still amazes us that we were able
to pull it all together in such a short period of time and still have
such a solid game. The game's success is a not only a testament to the
level design team's dedication and indomitable spirit but the overall
efforts of the entire Rogue Leader team. From programmers to artists to
level designers, we all went in as a team and came out of the experience
with a better appreciation for each other. We became a band of brothers,
helping each other through the darkness that was crunch time. What resulted
from our labors are not necessarily earth shatteringly new approaches
to game design, level design or team organization. However, they are,
if nothing else, rediscoveries of common sense that sometimes gets lost
during the mad scramble to complete and deliver a game. We hope that you
will be able to learn from our experiences level designing Rogue Leader
and perhaps find your own ways to make life a little easier next time
you face the death knell of the shipping clock.