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Tag: professional

Working in a team is self-discovery

Published by Paolo on 03/02/2025

Today I discovered something more about myself, thanks to the creative director of the project I am working on with a company.

I tend to not insist too much on my vision. I explain it, defend it, and usually that’s it. When I see too much resistance from the other side, if I have no real power over the decision, I desist and try to meet the boss’ vision.

This is good, but it can lead to a passive-aggressive way of communicating. “I will do like you say, but I do not agree”. At first it may seem like there’s nothing wrong with that, butthe issue is that:

  • it looks like a “ok, whatever” and can damage the relationship
  • it is vague, proposes no real solution, and can damage the project
  • It is not informative enough for the team to make choices on that

Today I have learn something more about myself. Something I want to fix. And that’s why I prefer to work within a team.

Job applications do not work

Published by Paolo on 31/01/2025

When I was 20 in Naples, it happened that I was with friends and we met unknown people. And we discover some party at a student’s house to sneak in. Sometimes it went well, others we would find ourselves with very different people. Among ourselves, sitting in a corner, sipping the same beer we had bought to join the party.

Today I don’t sneak in anywhere anymore. I like parties, but I prefer the comfort of being with people I already know. Sometimes I go to strangers’ houses, but in general I like to know a sufficient number of people.

The same goes for job hunting. I prefer having groups of friends in the industry and moving with them. I have a job right now because during the first months of my daughter’s life I played Fortnite at night and wanted to learn how to make levels. That’s how I met the person who then put me in the loop. This is the healthiest way to learn about realities and find opportunities.

Some days are just hard

Published by Paolo on 28/01/2025

The game design is a communication job and it’s hard. Communication is one of the most challenging things, because it has a lot to do with perception. Our perception is the way in which we see reality. And it changes according to many factors.

You write specifications and something important gets ignored or misunderstood. Your duty is to report that. They can blame you for not being clear enough.

Sometimes I accept it, some other times I snap. Communication is also to say to someone when they are wrong.

On setting the right expectations

Published by Paolo on 24/01/2025

Yesterday I was arguing with a LinkedIn influencer about the expectations that EA had on Dragon Age: The Veilguard. His point was that the game had 1.5M players instead than 3M expected by EA. So the game was lacking appeal for the players.

My point, instead, was that a game that reaches that impressive number (in only 2 months) is definitely an appealing game. Then the game can be good or bad. But for sure it has appeal. The expectations set up by EA execs, instead, were out of reality. The error was theirs, not developers mistake.

He told me that the budget invested in marketing was enormous (no data added) so that the game should have had more players. Plus, the fact of having players doesn’t mean that every player bought the game. That is true, but today if someone decides to invest part of their free time in your game is a miracle. Today we have lots of distractions, it’s hard to reach Elden Ring’s numbers, just to make an example.

The problem is that today we are still setting expectations too high in a landscape with serious distribution and attention challenges. I haven’t played Dragon Age. The Veilguard (I have no time), and I read many different opinions on it. The game is a good game, and it’s appealing. But it was a deception for EA, because of their expectations on it. Those are hard times for forecasters.

Grow your hirings

Published by Paolo on 23/01/2025

Every project has a level of learning and skill building for a game designer. It’s very important for a team to be able to guarantee a space for your members to learn. It’s way more optimal to grow your designer than to hire someone already expert, to me.

I say this because the history of games backes my theory. The strongest IPs in the world have been built by people who became experts while they were building.

Many veterans ex-Riot, ex-Blizzard, founded their own independent studios got funded, but they are not delivering too much. Being an expert in something specific brings lots of bias on the table too.

It’s cheaper and safer to grow your people.

Beat your limits

Published by Paolo on 22/01/2025

The majority of job offers I see out there look for people who already are in the same area. Having lateral or different experience can be beneficial in a new project, so why is that?

I don’t have the final answer, but I don’t want always the same thing. I worked a lot on mobile free-to-play and now I am working with premium PC. I am happy with that, the results will come I hope.

It’s good to be “incompetent” at something if you have the will to learn. Identify the systems, engage with the players of that kind of games, discover your own limits. And overcome them.

What to do when you don’t know what to do?

Published by Paolo on 17/01/2025

Often it happens that your team is developing what you have defined in your design documentation. It happens that you don’t know specifically what to do next.

I use these moments to play competitor games and engage with their audience. I join Discord servers, lurk subreddits, and so on. I try to keep myself in the shoes of a Player of my references.

The second thing I do is to play the last build or the last code version intensively. As a game designer you need to be aware of what game is coming out.

I also keep ordered single big documents containing everything that has been already defined and implemented in the game. It is very useful to keep track of the vision and its progress.

State of Videogames 2025

Published by Paolo on 15/01/2025

As every year, Mr. Matthew Ball dropped a set of slides containing his takes on the state of the games industry. You can read it here in multiple formats.

To me it’s interesting to read these documents mainly to understand the mentality of business people. But those charts and sentences are fundamentally biased towards the macro. The rational side of the business of making games, the statistics. They ignore most of the other part, which exists and it’s equally important. The intuitive side of games, the art. The “we make this game because we believe that we need to say these things”. That is also what makes games so great.

Also, I do not agree with his call for growth. He says that videogames overgrew the countries GDP and then he says that the industry should grow further? I don’t think so. The industry should become more realist, instead.

Mismanagement

Published by Paolo on 13/01/2025

I read an article on Bloomberg written by one of my favourite journalists, Jason Shreier. It talks about some of the things that make a videogame fail.

Mismanagement is the keyword for that article. Mr. Shreier shared the article and the reactions were critical with managers. Which makes sense, managers are responsible for the management.

The piece mentioned also an employee who declared things like: “I spent some days just watching Netflix“.

Is this still a manager responsibility?

As an Italian my ethics at work are different from one gal in Shangai or an average lad in San Francisco. So, take my words are mere opinions.

It is common to be in the situation “I don’t know what to do”. Not everyone has the drive to find always something to do even when nobody sent any task. In complex projects, and videogames are wicked ones, there is always something to do.

Part of me believes that there are no excuses for that behavior. If you are watching Netflix while the company is paying you a salary, you are behaving unprofessionally. Another part accepts that we are all different and one can be a talent, but have not enough drive in some moment.

Mismanagement is not always a fault of managers. It still is their responsibility. That’s why it’s hard to find the right managers for a project.

Design works on forms

Published by Paolo on 09/01/2025

In a perfect world with perfect projects made by perfect people, you make a game only when the vision is defined. In that perfect world, building the game means executing the vision.

We live in the normal World, though, and you see rarely a vision defined at project start. As a designer you encounter a direction that is try to understand what to do.

The best way to serve them and the rest of the team is to make concrete choices and execute them.

While directors are looking at the landscape from over the clouds, designers work on the ground. Game design is making concrete choices on a game, no matter what. From the top they say “yeah, sure, let’s try this but then let’s try that“, and it’s fine (well, it’s not fine, but it happens). What we can do is to execute (if we are allowed to). We should find the “this” to execute and go for it.

I have seen the prototyping as a tool for procrastination. To give something to do to the team while the direction can get that eureka moment. That often brings the teams to a bad track. Many potentially good games weren’t successful because of that.

Prototyping is a tool to find the form. But it can be one of the slowest and more expensive ways of finding the substance. It’s hard to build a vision through a set of prototypes.

Researching and engaging with competitors are the best way to understand the substance. Plus, a lot of patience.

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