Download e-book Co-creating Videogames

Video games created using artificial intelligence

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Details Collect From N Copy: N hbk Main Reading Room. Order a copy Copyright or permission restrictions may apply. We will contact you if necessary. To learn more about Copies Direct watch this short online video. Drawing on a decade of research within the industry, the book gives us valuable insight into the continually changing and growing world of video games. A Co-evolutionary approach with Jason Potts Conclusion: His account of co-creative digital production shows how creativity, uncertainty, and value combine in the new economies in the broad sense that videogames have ushered onto the cultural landscape.

A crucial contribution is his willingness to recognize the top-down elements of contrivance and design that inevitably shape the seemingly 'bottom-up' dynamics of digital cultural production. This book belongs on the bookshelf of anyone interested or invested in cultural production in the digital age.

Based on original ethnographic research, Banks convincingly shows how video production these days is the outcome of an evolutionary process between economic and cultural, commercial and non-commercial factors. A far cry from the bifurcated theories in the early years of Web 2. The researcher collected screenshots of dialogues between players consumers and representatives of the company.

Create Value "for" and "from" Consumers

We also interviewed one of the owners of the company responsible for business management, with knowledge Chief Executive Officer and interface with the development areas. This interview took place in two meetings. This meeting lasted about an hour and a half.

Here the data collection took place through a semi-structured interview script focused on the issues that emerged from the literature studied. In addition, other two owners were interviewed, the Chief Technology Officer and the Art Director using the same semi-structured script applied to the CEO. These interviews were recorded and later transcribed to facilitate future analyses.

Finally, users who participated as testers at some post-launch time were contacted or had their activities in the game chats stored for review. The collection of chats were transcribed for the analysis phase, in total the conversations of 20 different users were analyzed. The interviews occurred with five users via Skype and followed a semi-structured interview script based on the literature studied. The choice of these five users was due to the type of interactions observed in the chat analysis. We sought users who were highly involved in the beta test phase of game improvements, in-game event creation and acting as helpers to other players during their in-game performance.

The analysis of the results tried to cross the information of the several sources to validate or even to oppose the vision of the organization, with its practical implementation. On the other hand, understanding how consumers participated in the various stages of value creation in product development. Students of the institution formed the group and it was never formalized. During the early years, Calibre focused its efforts on providing services rather than creating its own Intellectual Properties.

In THIS way, the company was able to pay the bills providing services to several corporations including in Europe and the United States. The money accumulated with the provision of service, however, was insufficient to make the leap and allow Oktagon, a company created for its own projects, to develop its Intellectual Properties IP. In , with an investor input, the owners resolved to give full focus on the development of their products.

While Calibre worked with about 25 employees, Oktagon had a much leaner and more mature structure with 13 people. Thus, they focused on the mobile platforms where the company saw more opportunities in the market working with a more experienced team and producing high-quality games. Even though it is a lean company, it operates in two offices in Londrina and Rio de Janeiro. The investment in Rio de Janeiro happened because of the investor who was based in that city. The advantage of the proximity with the investor, however, did not compensate, due to the high costs of the city that hindered the maintenance of the employees.

About Co-creating Videogames

At the moment, the Rio team that had seven people was reduced, and the most substantial investment is now in the city of Londrina. Concerning the products, the company had two current titles: Oktagon uses in its development strategy the Co-production where there is no contract to carry out the work but rather a partnership with other companies. Co-production also occurs at the moment where the partner allows a reduction in production time even though the work of both parties overlaps. Often companies seek these partnerships to allocate teams that are idle within the development team.

This allows innovative new projects to emerge while the day-to-day business is not affected. However, the point that most characterizes the partnership as co-production is that both companies share the risk of the new product. In this case, although the activity is not included in the concept of co-creation presented, it seems evident that in the case of co-production, both companies help create value.

This creation of value, however, occurs only in the supply of the products, that is, it does not reach the level of involvement with the consumer. In its relationship with the consumer, Oktagon uses the concept of Consumer Development [13] adapted since it is focused on software. This concept assumes that companies should no longer develop their products and only present them to their customers in the test phase. The goal is to fail as soon as possible [14].

Thus, the company launches a Minimum Viable Product, and this was adjusted from the flaws arising from the use made by consumers. In this way, organizations can better understand the market, since the adjustments cause the product to be developed with the direct involvement of consumers.

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Oktagon started copying models of companies that already used the concept adapting the same to games. The idea is to test the game before making the game. Thus, using the end user to develop the product that best fits the expectations of these. At this stage, the company seeks to test the prototype before starting production effectively. These prototypes can be quite simple without color or without the depth of design. When the tested prototype already has images, and is closer to the final product the company does beta tests where players participate by testing the gameplay, bugs, and product features.

Finally, users from countries where they are not expected to have a large demand participate in the soft launch. Often the products stay for four to five months at this stage, receiving feedback on game balancing and thoroughly testing until the release. These were the steps pointed out by the company with greater participation of the consumers. From , when the company received investments, all the strategic planning of the company started to be done based on the updated business plan.

The company has a board of directors that reviews the business plan every six months.

In these reviews, the strategies relating to products may be changed. As the market is very dynamic, the organization needs these periodic reviews for business alignment. At these meetings attended by the director of the company, a representative of the investment fund and invited expert advisors.

music genre: video game

The minutes of these meetings are formalized and kept for consultation and sent to investors. Co-creation was not mentioned in the planning because the company did not use the term. However, it was perceived as seen in the previous topic that in the most tactical context Consumer Development is used, whose principles are tangent to that of Co-creation. Interviewee 2 Chief Technology Officer stated that information and communication technology tools play an important role supporting the co-creation process. In order to enable the co-creation process, the interviewees reported the usage of various ICT tools used by the company in various processes.

For content creation, the company employs tools such as Wiki, Mentis software, and data mining tools such as Tableau and PowerBI. To manage and control content, the company uses tools such as Gliff, Github, Basecamp and Trello. As the main communication and collaboration technologies, the company uses Skype, Hangout and Slack, as well as routine messaging tools such as Gmail and corporate social networks and intranets. In addition, the company also employs specific technologies for employee training, and computational intelligence tools, such as expert systems and decision-making.

During the interviews, it was verified that some of the tools cited by the interviewees were categorized in more than one application.

Co-creating Videogames

An example of this is the Wiki tool and Mantis. Consumers generally participated in improvements tests with the game already launched and in the suggestion of new features. The testers played earlier versions of the product for bug checking and also for balancing the product. This usage was shown to be planned by the company.

No consumers interviewed had participated in the prototype phase. We also found players who helped other user that had in-game doubts and organized events within the game. In both cases, the consumers are at the bottom of the pyramid. The technology testers are those that the company uses in the vertical slice, giving basic support to the technical development of the product, while beta testers participate in a phase closer to launch or post-launch.

In the latter case, the game is already an evolved version or even a future update of the product. There is an emphasis on the use of technology testers at the beginning of the development process, the beta testers during the final development process, in the soft launch and also in the first year of the product, while the creative tester appears in the post-release and during the life of the product. Consumers considered open players actively participate in the discussion forums, helping to question other players and encouraging other players to participate in battles.

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These players are usually the most active and become references to the rest. The company took advantage of his experience in China with another game, Dugeon Battle as an incentive to bring this innovation. In the Chinese market, there is the role of the tutor player. The role of this player is to help answer questions and assist new players. This figure in the game environment is seen in China as more reliable than one of the developers.