We have set out our long term sight in an attempt to over all aspects of production that need covered and how they work in accordance to each other. This way, we projecting a realistic outlook at production to highlight areas that need covered, could potentially be missed or any technical/creative issues that might arise from this.
We’re very clear as a team that the story is a foundation for the film to be created – it’s a heart and soul of everything we do, so we know for a fact that we need to constantly build on the story process to get the best artistic output. This then stems into three processes that we will cover throughout the project:
Essentially our plan is to create an animatic as soon as possible and build upon it to help inform our character and environment design. The animatic will be the call of action – the means for which we can draw our logical conclusions from and use it as a “set in stone” lock in (if it’s in the animatic, it’ll be in the final film). By having the animatic in place, we are effectively progressing our production through a artistic narrative journey founded in the animatic. It’s the source of our inspriation, and by the end, we will build our final outputs on top. The animatic is a matter of management and creative clarity.
The character is crucial to the audience’s empathy with the film. They must relate to the character design and animation. But to get to the animation (a big creative and technical challenge), we need to be conscious on the model and rigging. Our idea to ensure production runs consistency is to break the modelling tasks – once the rig is complete and UVs unwrapped, the textures can be done independently of the animation and come together at the polish stage before rendering.
The same logic appeals to the less demanding but still equally important environment. Since it follows a more linear pipeline, we understand it as seemingly a one person job informed by the entire team.
We then hoped that once we’d rendered, we would have breathing space for sound and editing, which Dan offered to compose music. In the time frame below, we had a plan for delegation and week scrum management. We basically went through the pipeline and covered areas of concern and delegated responsibilities for research and development. This way, we have equal responsibilities that we can achieve independently and come together in collaboration to finalise. Really, we effectively had a management plan we viewed as realistic.
UPDATE: After our presentation I felt humiliated by the negative response my management plan got from the class. I was little taken back concerning only ourselves and another team had a plan, so I felt dismissive because they can’t justify their own plan let alone ours, but I digress. I needed to stop and think about it. The problem was that we were not leaving ourselves enough room to test or pre-vis, so we reconsidered the plan more and came to the conclusion that we needed to focus on emphasising our technical and artistic research and then apply that in practice. The feedback was harsh but necessary as we advance because we now have an idea of what we need to do next week.