Lesson 10 of 10
Star Wars 1313 & Epilogue
Star Wars 1313
- Based on what you know, do you think 1313 would be a success?
- What key themes did you observe?
- In previous games we’ve seen egalitarian projects with no definable leader, in 1313 the project lead changed multiple times.
- Have you ever been on a project that changed leaders midway through? How was that experience?
- “To get anything done, the studio’s management would need to go up the ladder to their bosses at Lucasfilm, who for the most part, were old-school filmmakers with little interest in video games.”
- How would this hamper creativity?
- How could it help?
- In what ways was George Lucas a help or a hindrance to LucasArts?
- “Here’s an incredibly talented group of people with a lot of great ideas and a lot of skill but not a lot of focus.”
- Why does this keep coming up in studio after studio, project after project?
- What is the answer? How does a team get focus?
- How can your team gain laser like focus?
- “Markus believed the best way to make a video game was to spend as much time as possible in preproduction…”
- What is great about this approach?
- What are the pitfalls?
- LucasArts thought they had enough time to get 1313 done, or at the least it would be picked up by someone else at a fire sale. Neither happened and the game never was. What big assumptions or presumptions do you have about your project?
- “Will there ever be a reliable formula for making games that allows for more predictable schedules?”
- What about you? What are your big takeaways from studying these 10 case studies?