Views : 15,871
Genre: Gaming
Date of upload: Oct 11, 2023 ^^
Rating : 4.895 (16/595 LTDR)
RYD date created : 2024-03-10T09:45:39.673576Z
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Top Comments of this video!! :3
I worked at Daedalic about 10 years ago, when they still made mainly point and click adventures. I was an intern there (completely unpaid) for about half a year. In that time the company was about 130 people big and 60-70% were interns (some payed a minimal amount of cash but also many completely unpaid). The owner became a multimillionaire some years later when he sold the company to Narcon. That should be everything you need to know about that company...
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Been in the industry for about 15 years now and have had a similar experience early into my career. Almost same situation where there was a lot of hype for the game, we were underfunded, feature creep, work without pay, and small young team (the higher ups were long time veterans). There was this "carrot on the stick" mentality and "sunk cost fallacy" where you "just have to get the game out and you'll get your money back", but it never happened.
I'm at a great company now and I also teach game dev part time.
What I've learned from my experiences have been:
- the games industry is an amazing place and community
- CEOs/Execs should have some programming experience OR they need to trust their tech lead when it comes to features and implementations and include them in any decision making
- CEOs/Execs should not be designers OR they need to fully understand the consequences of "feature creep" (or have a producer/tech lead to keep them in check)
- sprints, milestones, and schedules are very important, if you work at a company without them either fight to implement or find another company (hobby dev not as strict)
- if you are not paid or are forced to do long periods of crunch time, find another company, your health and safety are more important
- a good company is a mutual relationship, they treat you right and you treat them right, you are not working for them, you are working together
When I was in school, I was told all the "horror stories" of the industry. I stuck around a company far too long because I thought "this is the industry, if I leave I'm just going to run into the same problem". This is not true and as I teach, I share the stories and the highlights of my career to encourage people to have same, if not better, experiences in the industry.
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It's easy to say "coulda shoulda woulda" but I think if I were tasked with making a AAA game with a 15 million budget, I would do what Ninja Theory did with Hellblade, which was a 10 million budget: Cut the team down to the people most crucial to getting it done, cut the scope of the game to something very linear and doable, and if I can't get a bigger budget, try to negotiate on the deadline. Hellblade should be the standard with which to make a AAA game with a AA budget.
It sounds like the people in charge were so busy panicking, they didn't think how to work smarter not harder, and they took it out on the people under them.
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We need a better definition of what AAA means. Tons of start-up studios are calling their project 'AAA' with no frame of reference. To me, AAA simply means big budget, like in the millions. I asked a recruiter for a really big company what he thought AAA meant since he was asking for only AAA devs on his job listings, and he said it was about working with large teams. I'm pretty sure working on large teams can be done in the Indie space and even out-of-industry. The public seems to think it means a certain quality of game, but along with that being subjective, releases don't seem to match this expectation: Gollum case-and-point.
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@thomasbrush
6 months ago
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