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Earl and Kim respond to the question: How do you manage the business imperatives versus the creative imperatives when developing a game? The decision makers at EA are people who really understand the creative side and have generally worked on t
Kim talks about how there is a large range in the projects at EA. Team sizes range from 30 people to 200. Development times take 10 months to 2-3 years. Some projects are original licensed intellectual property, like Lord of the Rings; other
Kim talks about lessons learned in game development. The first lesson is to focus. You can't build a game unless you know what it is, she says. The second lesson is that with an enormous team, team culture is an issue. EA solved this by dividin
There were a number of creative imperatives that were addressed in the development of James Bond, says Turner, primarily, retaining authenticity to the Bond character. Bond has an aura of always being in control of his environment, and this had
Turner explains that while console teams can be upwards of 100 people, GameBoy games can be built with 10-15 people. This core group of people is divided up into engineering, art, animation, game design, and production. The product cycle was
According to Arcadia Kim, Chief Operating Officer for Electronic Arts Los Angeles, an entrepreneur is someone who sees an opportunity that other people cannot see, tries to understand the competitive landscape around this opportunity, assumes t
Kim explains that the Two Towers development was done with a team of 40 at EA and the help of a third party developer in order to get it finished in time. The EA team injected their values, processes, management style and work ethic into the o
Turner talks about lessons learned in game development. The first lesson, she says, is that the product is only as good as the people that build it. The second lesson is to be a customer. In order to create a good product, she notes, the team
Earl talks about how the majority of the products at EA are sequels that are released every year. The main decision for EA on these projects is budgeting how many people to work on each every year, he says. Occasionally, there is a new produc
Nick Earl, General Manager of Electronic Arts Redwood Shores Studio, talks about how the General Manager's job is to run one of EA's six studios, which are the places where they actually build the product. The GM administers and manages the por
The PC market has not been growing as much as was hoped, says Earl. Creating games that can be played against other players from a TV set is an important goal, but the commercial side about how to make money is still under development.
Earl and Kim respond to the question: How has the competition from Grand Theft Auto influenced EA? Vice City is brilliant in its open world design, says Earl, you can go in any direction and interact with the environment. Grand Theft Auto was a
Kim talks about how in November 2001, the value proposition for Lord of the Rings was mixed. There was no movie yet and movie producer Peter Jackson had a questionable record. There was a lot of uncertainty over the successful prospect of the
Earl talks about how EA is good at figuring out early on if a game is not going to be successful and starting over before it is too late. EA brings a compliment of distribution, marketing, resources, larger teams, better technology, and high c
Kim describes her own path into game development at EA. She majored in film making as an undergraduate, started working in management consulting, and then decided to start a web-design company. Afterward she acquired an MBA and joined a startup
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