This one's going to be obvious to most people, but I have read a book that says to do the opposite, so:
A lot of the scrum / agile guys advise against splitting your schedule up by resource: don't have a bunch of "QA" tasks that are estimated separately from your "Designer" tasks that are estimated separately from your "Coder" tasks, and are all tracked independently, because that creates an us-against-them mindset. "We desinger types are done with our responsibilities, it's you coder types that are holding us back." It should be one-for-all, all-for-one: if you're falling behind, your designers and QA guys and whatnot should find ways to help in whatever way they can, even if it's just getting coffee for and giving back massages to those poor coders. *Agile Estimating And Planning* is one book that recommends this practice.
"Man, that's beautiful," I thought, when I read this. And that's how I scheduled Schizoid, lumping the art tasks and the code tasks and the music tasks into one big pile. Of course, in reality, there's no way James Chao, once he was done making his beautiful art, was going to help me fix network play bugs. Even if he did want to roll up his sleeves and start programming. (Or get me coffee and give me back massages.)
So, for games anyway, don't do that! Typically what we do - Schizoid being the exception - is schedule in a matrix that looks something like this:
Code Art Design
Main Menu 2 5 0
Eyeball Enemy 5 8 3
We're still using a lot of techniques from *Agile Estimating* - such planning poker, fibonacci-size numbers, estimation in generic work-units instead of days, and a serious aversion to Gantt charts. But the result we end up with gives us a better idea of how many coders vs. artists we need, and let's us track velocity separately.
But is tracking velocity separately a good thing? Some would say it divides the team. (And there's often a rift between coders and artists to begin with.) But it's probably worth knowing whether art or code is behind and by how much, so you can adjust staff and cut features accordingly! At least you're not singling out individuals.
Interestingly, Clinton Keith told me recently that he now works specialization into his agile consulting and training. I wonder how his approach works?
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