INTERSTELLAR RACING LEAGUE
TEAM SIZE: 56 PLATFORM: PC ENGINE: UNREAL DEV TIME: THREE MONTHS
Interstellar Racing League is a local multiplayer, futuristic arcade racing game.
During this project, I worked in two different roles. As the Producer of the seventeen-person environment team, I collaborated with artists and level designers to ensure a vibrant, populated world surrounded each of our tracks. My day-to-day duties included facilitating scrums, clearing impediments, and bridging communication between sub-teams. In addition, I managed JIRA tasks and coached individuals on agile fundamentals.
Identified and resolved dependencies across eight sub-teams and lead team
Anticipated and mitigated risks in conjunction with leads
Refined and broadcast product backlog and roadmap
Collaborated with team to design and iterate environment art and level design pipelines
Managed, categorized, and assigned JIRA tasks
RISK ASSESSMENT AND MANAGEMENT
ASSESSMENT: LACK OF AGILE EXPERIENCE
MANAGEMENT: IDENTIFY KEY ERRORS, COACH ON METHODOLOGY
METHOD: JIRA DOCUMENTATION, COACH INDIVIDUALS
As students, many developers struggled with agile fundamentals. Because many other teams relied on them, I worked with the track team to help them understand agile. To determine key misunderstandings, I documented the track team’s Alpha sprint in JIRA. The following sprint, I shared my findings and proposed solutions with the team’s leadership. The rest of the project went more smoothly for that team, and the track team hit all its sprint goals in Beta.
ASSESSMENT: MISCOMMUNICATIONS BETWEEN TRACK AND ENVIRONMENT TEAMS
MANAGEMENT: RECOGNIZE DEPENDENCIES EARLIER
METHOD: OBSERVE TRACK TEAM SCRUMS, MONITOR TRACK TEAM TASKS IN JIRA
To improve track and environment communication, I observed track team scrums and entered their tasks into a JIRA database. These actions enabled me to recognize dependencies early. Ultimately, this helped facilitate a stronger dialogue between the two teams.
ASSESSMENT: MICROMANAGEMENT LOWERING TEAM MORALE
MANAGEMENT: ALLOW TEAM TO DETERMINE PROCESSES
METHOD: DELEGATE LEADERSHIP TASKS TO LEADS, EMPHASIZE BLOCKERS
Midway through the project, I realized I was monitoring my leads too closely. To empower them, I gave each the role of being a scrum master for our level design and art creation daily scrums. I also pivoted my mindset to focus on solving team blockers. These changes helped our team come together and deliver a higher-quality product.
ASSESSMENT: STICKY NOTE SCRUM BOARDS INEFFECTIVE FOR DATA TRACKING
MANAGEMENT: IDENTIFY DIGITAL SCRUM MANAGEMENT TASKS
METHOD: RESEARCH AND TEST JIRA AND HANSOFT, IMPLEMENT IN CAPSTONE
While sticky notes were easy for our team to use, it was very difficult to make a burndown without digitized tasks. Additionally, sticky notes occasionally fell off the boards, further complicating sprint management. To find a solution for future projects, I researched JIRA and Hansoft. Ultimately, I chose Hansoft for its ease of use and simple product backlog organization.