Quote:
Originally Posted by BagginsKQ
Actually Roberta from the start intended to brand it as a mainline KQ sequel (according to interviews all the way back to 1994). She only changed her mind, when the Davidsons tried to butt in and censor the game (mid-1996 to early 1997), and limited her control of development.
Remember back in 1994 up to about February 1996 before Sierra sold itself to CUC (the only suits involved with Sierra's day to affairs were basically Ken Williams and Roberta Williams, they made all decisions). During that period Roberta had essentially full control of what the game was going to be. She was always calling it KQ8 back then, or KQ:MOE. It was always already a 3D game with Action during that period.
CUC steps in and buys the company, a few months later in September, Bob Davidson took over as CEO of the whole company. Due to his opinions of Phantasmagoria, he sent his managers to basicallhy ignore Roberta and Ken, and push KQ the way Bob and Jan Davidson wanted it (stripped of violence and anything offending to their conservative beliefs). Remember the video we see in Roberta William's Anthology came out during the Davidsons involvement period Holiday 1996.
Davidsons leave Cendant in January 1997, and Roberta regained her control (mostly, though she started having technical issues with Dynamix).
When Ken complains about the suits stepping in and trying to control the direction of the game, out of Roberta's control, he was referring to the Davidon's period.
Hell even Wikipedia categorizes those games under "Puzzle Adventures" and/or "Visual Novels/Interactive Novel"! It might be 'arbitrary' but the industry works that way (so do Wikipedia editors)!
http://en.wikipedia.org/wiki/Nelson_...:_Puzzle_Agent
http://en.wikipedia.org/wiki/Professor_Layton
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Just one note of correction: Sierra wasn't sold until July '96. July 24th.
And you figure Roberta was talking about KQ8 as early as '94 as you said, and she mentions it basically going into pre-production (or at least a basic "ideas" stage) while Phantas was in production (1994-July 1995). I remember reading in a 1995 issue of InterAction that Roberta was already at work on KQ8--It was on her to "to do" list right after Phantasmagoria was finished.
Phantasmagoria came out in the end of July 1995...That gives Roberta a year's worth of time to start up on KQ8.
I think the main things which delayed KQ8 were 6 factors:
1) Davidson factor (September 1996-January 1997)
2) Ken leaving Sierra (Sometime between late 1996 and mid 1997)
3) The Dynamix factor (sometime in 1997. Compare the 1996 and 1997 screenshots of KQ8 to the shoots in 1998 InterAction Magazines).
4) David Grenewetzki coming aboard as CEO of Sierra in June 1998. Remember, this is the guy who not long after KQ8 came out fired all of Sierra's adventure game division and shut down Oakhurst.
5) The Cendant stock scandal, which really harmed Sierra's profitability and caused chaos in the company
6) The turmoil of the sale to Havas (Just as KQ8 was being finished, Sierra was in the midst of being sold yet again. KQ8 came out one month after Havas bought Cendant Software)
Also, in the booklet, Scott Lynch (a Sierra project manager and later executive who was made head of Bellevue--where Roberta was working--in October 1997) is blamed for the delays in a subtle way.
From the time it was announced (around the Fall of 1996), the target date for KQ8 was Christmas 1997. Even as late as the July 1997 KQ Collection's release, it seemed on target to meet that deadline.
Also, after Ken left, it is possible that certain people--like Mark Seibert and other team members--might've tried infusing THEIR vision into the game, attempting to override Roberta.
This is from Ken back in 2003:
"
KQ8 is a wild story.
KQ8 was in development at the same time that the company was sold. Basically, Sierra went through changes during the development of the game, and those changes are reflected in the game. During the first half of the game, I was the CEO - during the last half of the game my status shifted to "reasonably nice guy who used to work here". My way of doing things was different than the new way of doing things.
My #1 issue was always to maintain the "clarity of vision" of the game designer. A Sierra project, like KQ8, has nearly a hundred highly creative people on it. Many of these people were working at Sierra because they wanted their shot to be a game designer. It was not uncommon for everyone on a project to seek opportunities to "put their mark" on the game. This is a delicate issue. I recruited people who could be designers, and I was a huge supporter of creativity. Roberta wanted ideas from the team, but at some point, if you accept too many ideas, the product can become a muddy mess. There were dozens of people on KQ8 who could have been the designer, any of which would have made a great designer. But, unfortunately, if this tendency, on the part of developers, to add their creativity to a product, isn't carefully controlled, the product starts to veer into "design by committee". Roberta had her vision for the product, as did almost every person on the project.
When I lost control of Sierra, Roberta's ability to maintain her control over KQ8 was also eroded. The product that shipped is very different than what would have shipped had the company not been sold.
There was another issue at work on KQ8. Roberta is a perfectionist (I'm guilty of the same sin). Whenever she would play the game, she would turn in lists of hundreds of "bugs". Perfectionist can be a pseudonym for nit-picker. When a development team gets a long list, the natural tendency can be to look at some bugs as nit-picky. I always supported my designers. I wouldn't let a game go until the designer was happy (with a couple of exceptions that I regretted later), even when it seemed like we were spending lots of money to fix stuff no one cared about. It was critical to me that the game our customers played represented the game our designer wanted produced. When I left Sierra, Roberta's ability to get bugs fixed diminished.
Ultimately, the last year of KQ8 development was a tough one for Roberta. For a long time, she refused to let the game ship and there was threatened litigation floating around.
This is not to say that the game that shipped isn't a good game. Roberta was reasonably happy with it at the end - but, it reflected a much wider product vision, than Robertas alone. People other than Roberta influenced its development, in a greater capacity than in her previous products. There will be some gamers who see the change as positive, and some who wanted a Roberta product more consistent with her prior products.
There is an example I used to use on this point. One of my favorite authors is: Steven King. I also like Peter Straub. Each alone is a bestselling (mega-selling in Kings case) author. They cowrote a book; the Talisman, which bombed. Either alone could have sold plenty of copies, but together, the whole becomes less than the parts. KQ8 had wonderful people on it. This message should not be construed as being derogatory to anyone (other than that I am definitely critical of the management changes that took place.) My belief is that if the new owners had taken a couple of days to ask about "what made Sierra special" in the days after acquiring it (they could have asked me, or better yet, its customers) before dramatically changing things, things would have gone a lot smoother in the transition.
-Ken W"