managing risk in computer game production tony oakden agdc 2004
Post on 19-Dec-2015
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• What is risk management?
• How does it work in computer game development?
• Do I need it?
• What are the benefits?
IGA and risk management
• Improve productivity
• Developing publisher/developer relationship
• Personal/professional development
Perceived benefits
• Increased productivity - efficiencies
• Improved quality of product
• Reduction in costs through increased efficiency
• Greater confidence in project viability for developer and publisher
Unexpected benefits
• Team cohesiveness
• Confidence in project viability
• Structured approach to production management
• Development of culture of risk awareness
Risk identification
• All team members encouraged to identify risks
• No risks were dismissed until they had been analysed and given a risk rating
Gib’s Law:
“Anything you need to quantify can be measured in some way that is superior to doing nothing at all”
Analysing risks
• Combination of consequence and likelihood to produce a level of risk
• Perceptions of risk vary depending on who is driving the process
• Essential to make the risk management plan flexible and adaptable to changing demands
Avoid risks
• Alter the scope of the project to remove the risk altogether
• Avoidance and transfer are typically employed during the early planning stages of the project
Eg:Risk of producing a FPS engine from scratch extreme;
treatment was to use Unreal engine
Avert/Contingency
• Maintain a reasonable contingency throughout project
• Build a model of accumulated risk
• Contingency can be found in time, budget or quality and is commonly used to handle scheduling risks
Transfer risks
• Insurance
• Contractors and third parties
• Distribution of risk to various stakeholders
Accept risks
Some risks have to be accepted despite their risk level
• Meteorite strike - high consequence but very low likelihood
• Employee illness - low consequence but high likelihood
Monitor and review
• Essential to monitor and review the implementation of treatment actions
• This highlights any areas that require closer scrutiny, deployment of resources or alteration of risk level
Communication
• Essential to ensure open lines of communication between all stakeholders throughout the life of the project
• Involve whole team – ownership of the project and it’s associated risks
T:V –examples of successful risk management
• Volumetric shadows
• Contingency planning of art assets
• Scheduling of critical technology
T:V– opportunities for improvement
• Contingency allowance when integrating technology
• Management of external resources
• Acting on identified risks
Lessons learnt
• Engagement and ownership
• Flexibility and adaptability
• Contingency
• Risk management takes time but it is worth it
Summary
Risk management takes time and resources but results in:– Reduced risk of project deviation– Increased efficiency– Increased quality– Increased cost effectiveness– Increased job satisfaction
References
• AS/NZS 4360:1999 Risk Management Standard
Standards Australia (update 2004)• Project Management (G. R. Heerkens)
ISBN: 0-07-137952-5• Project Managers Toolbox (D. Z. Milosevic)
ISBN:0-471-20822-1• Project & Program Risk Management (PMI)
ISBN: 1-880410-06-0• Peopleware (De Marco & Lister)
ISBN: 0-932633-43-9
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