Veiled King

Duration: 8 Weeks

Action Role-Playing Game (Light)

University Collaboration Project

Please note: I am listing this project as a PERSONAL failure, this does not represent any other members of the team during this project.

My role on this project.

I was in charge of this game as Producer. I was tasked with project managing the three core teams; Art, Tech and Design, ensuring they met their goals and targets. As producer I made all executive decisions that ultimately affected the outcome of the project.


Why am I showing off a personal failure?

I wanted to mention this project as it was a brilliant opportunity to better myself and improve my skills, this was my first time producing for a team of 30 people and I learned much from the get go and even more as the project progressed. If I had a chance to do this project over with the skills and knowledge I obtained during it, I would have made for a better leader and hopefully delivered a better final product.

What is Veiled King?

Veiled King is a ARPG-Light that focuses on the player clearing a dungeon, collecting additional abilities and using a core puzzle mechanic of a detachable hand to progress and discover additional areas.


What did I do during this project?

  • As Producer I oversaw the three core areas of development; Art, Tech and Design. 
  • I made executive decisions when agreements could not be met.
  • Kept the team on track for milestones where possible. 
  • Presented the project and acted as a knowledge base for most of the systems and goals. 


What did I learn as a PRODUCER?

  • Time Management - I often allowed too long to be spent on areas that weren't essential or overkill to the scope. 
  • Scoping - I allowed this project to balloon early on due to the sheer amount of people we had to work with, as a result expectations and deadlines weren't met and overall quality saw a massive dip.
  • Motivation - I found it incredibly important throughout this project to keep the members of my team that were engaging with the project happy and supported, I made sure to take time as often as possible to check in; make sure they had tasks, discuss if they would meet these tasks (If not what did they require to do so?) and to see how they were and try to get to know them on a more personal level to increase our joint motivation.

What would I do differently now?

  • Scale back freedom given to the project - I early on allowed designers and tech to drift with mechanics and systems, this led to; unused systems, unclear vision of the project and disagreements between disciplines.
  • Tracking tasks would be done more cohesively and frequently. I let my leads have more autonomy with this which led to relaxed deadlines as well as some general confusion about who was doing what. 
  • I would ensure I was acting as a focus point between the three disciplines. I would be able to answer who was doing what and when (with project management software and notes) as well as being clued in on new tasks that arise and allocation of team members.