The document provides information on the leadership team for Flying Monkeys Game Studio over four weeks. It includes the names and roles of each week's leader in their respective departments. It also includes the team's combined professional goals, values, mission, and vision statements. The document outlines responsibilities, ethics, and conflict resolution policies for the team.

1. Flying Monkeys Game Studio
Wayne Work - Week 1 Leader - Production Dept - Producer
Ryan Applegate - Week 2 Leader - Design Dept - Design Director
Dylan Sprenkle - Week 3 Leader - Programming Dept - Programming Lead
Ryon Winter - Week 4 Main Co-Leader - Art Dept - Animation Lead
Christian White - Week 4 Co-Leader - Art Dept - Art Lead

2. Abstract
This project will clearly display the team work and effort put in by each member of the group on a weekly basis as well
as on the team project as a whole. We have included our professional goals as a team and individually for week one.
The week two portion contains our combined mission, values, purpose, and vision statements as well as the answers to
the team questions for that week.The week three portion contains the weekly questions and answers about the
performance of responsibilities by team members, as well as an outline of Kotter’s steps for change. The week four
portion includes the answers concerning the effects leadership had on the team as a whole and our growth, as a team
and individually, throughout the course. All weeks include an organizational chart corresponding to the department for
the respective week. We will also be including references at the end. Finally you will be able to see our studio logo in
the upper right corner of all slides.

3. Combined Professional Goal
The Flying Monkeys combined professional goal is:
The Flying Monkeys leadership team will further develop their leadership skills to foster a team-oriented, values-based
environment in the studio. We will use effective leadership strategies to improve team morale and quality of life, thus
improving the quality of product. Our products will aim to be interesting, fun, and memorable to our players. Our
leadership will aim to promote the team and the product as one unit, providing the customer with a peace of mind that
they are getting a quality product with the proper support behind it. Through actionable and realistic expectations, we
will produce games that the players will want to play, and continue to play for years to come. Through one year
development cycles, we hope to develop successful, memorable, and engaging games that our players will cling to as
their own.

4. Professional Goals
Create and foster a team of leaders. Our current team has a good base, but we must sharpen our leadership skills
to take on more team members and build the studio as a whole. Each of the current team members will likely
oversee multiple people, handle multiple deliverables or tasks, and do so within given timelines. To do this, we
will need to create structured organization timelines for all projects, detailed asset lists, detailed requirement lists,
and detailed internal HR and company documentation.
Our leaders must foster creativity and push our artists, programmers, technical staff, and others to excel by
example. Each of our leaders know or will learn the given specialty inside and out, and be able to mentor team
members. Whether this requires self-sacrifice or a more active, upfront approach, our leaders will improve upon
the team’s cohesion and efficiency.
Reactivity to coming events is essential to proper strategic planning and goal setting. Our leaders will improve upon
their current leadership skills in this area to be better able to align the team’s efforts with focus and
determination. Clear-cut expectations will be set and followed for each project or deliverable. All team members
will have knowledge of these expectations so that consistency and efficiency are improved overall. No singling
out of members will be accepted.
More content in the speaker’s notes.

5. Professional Goals
Values-based leadership is essential to our growth. Our members are a small-knit team of professionals, through
and through. As such, everyone’s voice will be heard, accepted, and weighed when considering projects or
tasks. The team should feel as though they are the ones making the decisions, and the leaders are simply
guiding their overall path and cheering them on. Without our team members, we will falter and likely fail. Taking
everyone’s viewpoint into consideration and aiding all team members when the need arises will help maintain a
steady and fruitful team environment.
Rewards-based leadership is not highly regarded in our studio. Despite this, there is still room for movement.
Though, we expect that our team members should see the fruit of their labors in the quality of the product they
are building. We will foster this self-reward method. Quality products, team cohesion and cooperation, and
quality of life in the workplace are all areas that we intend to improve upon at all points in the studio’s life.
Quality of life is especially one area that greatly improves a person’s tendency to self-reward.

6. Business Goals
The Flying Monkeys Business Goals are:
● Our product must be meaningful. Customers must want to come back over and over again to play the game.
Players must want to talk to their friends about our product, and make their friends play it too.
● Our product must have realistic expectations. Taken into context, scheduling a development lifecycle with the
expectation of one million unit sales is a horribly bad idea. Realistic expectations bring realistic business
decisions.
● We must design our products with a forward-thinking approach to payment models. If the game calls for a pay-
once model then DLC content is a must to retain current players and gain new ones. If the game calls for a free-
to-play or subscription model, then we must design content around these models and provide DLC-esque
updates consistently.
● Our players are essential to our growth, and we will make every effort to reach out to our players through social
media. We value their insights and comments on what players want in a game. We can translate these wants
into what players truly need in a game to make it enjoyable.

7. Mission
The Flying Monkeys Objective is to foster a collaborative and productive environment where members can provide
high-level, quality work while maintaining a friendly, team atmosphere. Our Studio’s focus is team cohesion, quality
product, and forward-thinking approaches within a fast-paced, Agile development environment. Through efficient,
iterative processes, team members will utilize top-quality tools to further the Flying Monkeys mission, and provide
quality games for our players.

8. At Flying Monkeys, we greatly appreciate all of the skills that each team member brings and value their continued
collaboration to create quality products. Each team member brings with them a set of skills. Some of these skills will
be foreign to other team members, and some of them will be familiar. Team members should work together to learn
new skills, both in class and out, as well as share current skills. At any time, a team member should provide insights or
bring skills to bear on the current deliverable at hand. As has been said before, bringing together the skills and abilities
of all team members can, and will, improve the quality of our work. In the spirit of collaboration, during team meetings,
we should try and discuss skills that we learn so that we may all learn from these skills and benefit the team as a whole.
Values

9. The Flying Monkeys team is a team of solid professionals with one distinct goal in mind. We are here to create games
that we love, and we aim to create these games so that our players will love them as well.
Our purpose is to create games that provide players with a new and unique experience. We strive to introduce new and
cutting edge mechanics as well as stories and aesthetics that allow players to truly experience games like never before.
Purpose

10. The Flying Monkeys vision is to see our games beloved by players. Such games as the Baldur’s Gate series, Fallout,
Call of Duty, and Minecraft come to mind when thinking of our games in the future. We want our games to become
something that players will want to go back to long after they have finished them so that players can relive the
experience that they had when they first played them.
Flying Monkeys Game Studio sees itself designing, programming, writing, and producing a AAA game within the next
four years. This goal is attainable because of the skilled team that we have assembled and the excellent leadership that
we have cultivated through numerous personal and professional trials.
Vision

11. Conflict Resolution
If a conflict arises:
The first step is to contact the team member that is causing the problem and attempt to resolve the problem
between the team members.
If this does not solve the problem, then you must contact the team leader for your department and ask them to
moderate a solution that is acceptable to both parties.
If this is unsuccessful, the next step is for the team leader to contact higher management, explaining the conflict in
detail and the steps that have been taken to resolve it.
We will ask higher management to assist in resolving the conflict only if we are unable to solve it ourselves.
Regardless of the resolution of the conflict we must notify all other teammates of the outcome of the conflict and any
changes that may result.

12. Ethics
The Flying Monkeys team abides by a high ethical standard.
Following these ethical standards will keep our team honest and its members in good standing with each other:
All members contribute to all parts of a project, as needed
Members will not be allowed a “free pass” or pass others’ work as theirs
All members will be consulted on all projects as needed
All member’s ideas will be given just weight to obtain the best “fit” for the current project
Leads of all levels will handle issues ethically and without favoritism

13. Responsibilities
Leader Responsibilities
Each team lead for each week has built upon the base setup in week one. Each leader has placed all documents in
Drive, both reference and deliverables, early in the week so that all members can view and add to them. Our members
follow a set of standards that allow us to get all deliverables complete well before the due dates.
All documents are made viewable on day one
All members add their piece to each document as early as possible so that revisions can be made
A grammar/spelling check is run before any deliverable due date
Content checks are run periodically by the current leader to review for required member’s input
All Leaders will act of the highest caliber in their position
Leaders will provide any and all documentation and products required to complete a project, as needed
Timelines and schedules will be posted and known to all members of a team - Leaders will ensure these timelines
are followed to the best of their abilities
Leaders will make constant and consistent checks on all work to ensure both quality and quantity requirements are
being met
Leaders will provide quality, early feedback on all work so that revisions can be made before a deliverable is beyond
changes
Leaders will host team and individual meetings to provide this feedback to each member of the team

14. Responsibilities Cont.
Kotter’s Steps
1. Establish a sense of urgency
1. Form a powerful guiding coalition
1. Create a vision
1. Communicate the vision
1. Empower others to act on the vision
1. Plan for and create short-term wins
1. Consolidate improvements and sustain the momentum for change
1. Institutionalize the new approaches

15. Responsibilities Cont.
Kotter’s Steps
While our team did not necessarily use any of Kotter’s steps in an attempt to make changes in Leadership in the group,
we believe these steps were used from the start to jumpstart the team’s efforts:
Establish a sense of urgency - Wayne pushed this Kotter’s step from day one. From initial email communications to
setting Drive up on day one, he pushed the team to get started on everything as soon as possible to be
successful.
Create a vision - The team, as a whole, created a singular vision of how we wanted our studio to be run, its
organizational structure, and our leadership styles from day one.
Empower others to act on the vision - The weeks were short, but rotating our members as leaders every week
allowed all of us to share, improve, and act on the vision that we created in week one.
Plan for and create short-term wins - This Kotter’s step was likely the most used step because of the short
timeframe that we had to work with in class.

16. Week Four Effects
As a whole:
The leaders for each week did a good job in getting all deliverables and references pushed out to all team members.
Each leader was integral to their week, and there were none that simply let the team do all of the work. Whether this
pro-active nature was based in habit in each leader or was learned from the week one pacing remains to be seen. In
either case, all of our leaders seemed as if they were pushing themselves to be “better” in all aspects, especially where
it concerned the Hangouts sessions. The team’s overall leadership goals were improved, and each individual’s goals
were realized as a result. We believe that, for the most part, each of our team members has grown in some way as a
leader. The short time span of our leadership cycles reduced the effectiveness of our leadership goals, but at the same
time it helped push goals faster and increased each member’s efficiency.

17. Top-level Org. Chart
President
Dax Gazaway
Art Lead
Christian White
Animation Lead
Ryon Winter
Producer
Wayne Work
Lead Programmer
Dylan Sprenkle
Technology
Director
Fred Jones
Design Director
Ryan Applegate
IT Manager
Tommy Tones
Top Tier Organizational Structure Task/Deliverable Report
Schedule/Timeline Report
Level Design
Henry Hurts

18. Production Department
Producer
Wayne Work
Associate Producer
Ryan Applegate
Associate Producer
Dylan Sprenkle
QA Manager
Christian White
Asset Maintenance
Ryon Winter
Audio Manager
Ted Guitar
Audio Engineers

19. Design Director
Ryan Applegate
World/Level
Designer
Wayne Work
Associate Level
Designer
Christian White
Senior Writer
Dylan Sprenkle
Lead Tester
Ryon Winter
Art Lead
Frankie Figs
Animation Lead
Sunny Bones
Test Team Co-writer
Design Department

20. Programming Department
Game Coding
Team
UI/UX Team
IT Technicians
Lead Programmer
Dylan Sprenkle
Game Coding Lead
Wayne Work
Graphics Lead
Christian White
UI/UX Programmer
Ryan Applegate
Networking Lead/IT
Ryon Winter

21. Art Department
Art Lead
Christian White
Animation Lead
Ryon Winter
Animator
Shifty Mover
Object/Item Artist
Dylan Sprenkle
Creature Artist
Wayne Work
Terrain Artist
Ryan Applegate

22. Full Organizational Chart
President
Art Lead
Animation
Lead
Producer
Lead
Programmer
Technology
Director
Design
Director
Associate
Producer
Associate
Producer
QA
Manager
Asset
Maintenance
Audio
Manager
Task/Deliverable Report
Schedule/Timeline Report
Level
Design
Audio
Engineers
Associate
Level Design
Senior
Writer
Lead Tester
Test
Team
Co-writer
UI/UX Team
IT Technicians
Game Code
Lead
Graphics
Lead
UI/UX
Programmer
Networking
Lead/IT
IT Manager
Game Coding Team
Terrain
Artist
Object/Item
Artist
Creature
Artist
Animator

23. References
Kotter (n.d.). 8 Steps to Accelerate Change in 2015. Retrieved from
http://www.kotterinternational.com/ebook/Kotter-8-steps-ebook.pdf
Spaulding II, S. (2009). Team Leadership in the Game Industry. Boston:
Course Technology PTR.