The Plight of Games Lost in Development Limbo

Microsoft's recent decision to cancel several projects that had been in development for nearly a decade has sent shockwaves through the gaming industry. The move has raised questions about the company's ability to manage game development, with some critics suggesting that Microsoft's studios are struggling to produce games efficiently. However, it's essential to understand that game development is a complex and often unpredictable process, and even the most experienced studios can encounter difficulties. The cancellation of projects like Everwild and Perfect Dark has led to speculation about Microsoft's management of its game development pipeline. While some studios under Microsoft's umbrella have delivered successful games, such as MachineGames' Indiana Jones and the Great Circle, Obsidian's Avowed, and id's Doom: The Dark Ages, others have faced significant challenges. One of the primary issues is the tendency for studios to become mired in an endless cycle of creating vertical slices, which are polished, production-quality chunks of a game. This approach can be costly and time-consuming, and if a studio is not careful, it can lead to a situation where years of work are scrapped due to design changes or shifts in focus. Another common problem is trend chasing, where studios attempt to pivot their game to follow the latest industry trends. This can result in a game that is disjointed and lacks a clear vision. In some cases, the final product may be salvageable, but often, it can lead to a game that is not releasable. The root of these issues often lies in having the wrong people in decision-making roles, either those who do not fully understand game development or those who are unable to resist the pressure to chase trends. Having too many stakeholders with competing interests can also lead to a game's vision being pulled in different directions, ultimately resulting in a product that lacks focus. Emotions are running high in the wake of Microsoft's layoffs, and it's challenging to separate fact from fiction. However, it's essential to recognize that these problems are not unique to Microsoft and that every publisher faces similar challenges. The key difference between game development and other fields of software development is the subjective nature of game design. In business software development, there is often a clear specification for required functionality, and the job is considered done when those boxes are ticked. In contrast, game development involves nebulous, subjective questions about whether a game is fun or if the experience 'clicks.' This fundamental difference means that managing game development requires a distinct skillset, one that Microsoft needs to master if it hopes to succeed in the gaming industry.