Is the new RSI roadmap really what's going on behind the scenes? How does the public roadmap actually reflect what's going on?

And to be clear, last year all the stuff we were sharing was really what was going on as well. We weren't like, well, let's just say this. It was like, here's what we're planning, here's what the team's trying to achieve. So last year was the same thing, but go ahead.

It's funny that we talked about the production summit before. That's where we built it. Obviously we talked to Chris and Erin, talked to a whole bunch of, everybody. Carl, Sandi, everybody. And we said, we want to put this out there. We want to figure out a way to do it. How do we make that happen? And it was funny, because it's a hard thing, because actually I've never seen a AAA, or quadruple-A almost, game do anything like that. And then we put it out, and a couple other games have followed, but theirs isn't live. What I can tell you is, when we were in the production summit in Wilmslow in the UK, we kind of were forced into having live data, because there was no other way to make that. We couldn't have done that other than saying, okay, we have to put a live schedule out. And so what we did is say, okay, what are all the features in development? And let's get them up on screen and put them into columns. And like, wow, okay, is that possible? It might be possible. And then, this is exactly it, we went feature by feature and said, okay, how many tasks are here? What does it look like? Okay, if those guys didn't work on anything else, they could get that done. If they were never blocked, they could get that done. And then we went to the next one. Okay, well, these guys had to work on that, and if they were never blocked, they could get that done. And we went piece by piece. And in some areas, we were probably pretty aggressive in what we could get done. In other areas, I'd say we were pretty conservative. We said, we want time to polish. We want time to make it right. There are things on there that definitely are really exciting. I'm not going to say they're stretch goals; I think we will hit them, or they wouldn't be on there. But essentially, the only way to make that was to say, okay, what's in progress now? What are things that we know need to come next? What are things that are dependent upon each other? And let's get it up on screen. Let's see how many tasks and stuff are remaining. Then let's call people in and say, hey, is this everything? And then, no, we added more things to it. And very quickly over that week, it only took about three or four days to build. Obviously Turbulent was great. But to actually build that into our project management to actually power that, three or four days we had it. And then we were like, can we really get this done? But looking at it, if that group of people could focus on that goal, yeah, they could do it. But it would require production making sure they could stay focused. It would require us to make sure that they didn't get blocked, that they had regular reviews from all the art directors, tech directors, Chris. But if they got all that support, they could get it done. But then it was on us to make sure that they could get that support. And that was what we needed to do at that stage of the project. And that's why we had to get into Scrums. So we had a problem and the tool fit the problem. So really it was built over three or four days. We kind of update it. We have this little checklist that goes around. We update it on Wednesdays and Thursdays, and one went live about an hour ago. And it is absolutely accurate. You guys know Jira, the Jira API. We're pulling the Jira API into a website. That's what's going on. And that little picture that you see on the website, if anyone here uses Jira in their job, that's actually an attachment on the Jira issue. It's how it works. And Benoit at Turbulent has been fantastic.

And I think to further clarify, the schedule wasn't made in three days. Like, when we started this, we didn't know what we were doing, and then three days later, we made it. This was just allowing the live data. We had the connection points that had to be created with Turbulent; they spent a lot of time on their end making sure the platforms interact with each other, and like you said, pulling from custom APIs. And then we really just added a custom field, a public field in JIRA, and there's all kinds of really cool customization that we put in place so that it would know what to pull and what not to pull. And like we communicate in the caveats, we intentionally don't have certain things on there based on where they are in production. So there's other things than just that stuff on there. But it was a good exercise to take exactly what we built on last year and take our data that we already are managing and pour it in here, and now we've got these great one-to-one connection points that we can, again, interact with. It's also been really healthy to interact in a very open way with the community on, like, that's 3.2. That's definitely still on track for 3.2. I would say this internally, but I'm on camera telling you that because we still feel confident about it, right? And it allows for a nice dialogue that I know I appreciate, especially with the most recent studio update we did. In the past, it would be like, that character update's coming. The next one, I know it is. We've talked about it. It's internal. But now I can say, that roadmap you're looking at, that's still the aim. And you'll see if it shifts up or shifts down based on whatever comes up.

And also, I think people will get this, because we've all worked on projects. We all went to college where it's like, you work on your term paper, but you don't really work on it until the last week. Like, oh, I'm working on it, I'm researching, I'm doing web surfing, whatever. But you really work on it that last week. And you really get that focus, in that zone, right? When you've got to perform, you perform. So to a degree, it's always easier to be like, well, maybe we can get it out by the end of the month, right? But I don't want that pressure, so we'll just push it off a little bit more, push it off a little bit more. So what this is doing, because we can reduce scope to get it out, I mean, that's the number one, we're time boxing it. But in a way, it's kind of like a forcing function. Not keeps us honest, but keeps us where it's like, we know we have to get this out in some form. Now, we don't have to get every bell and whistle onto here, but we've got to get something out that is real, that solves a problem, that is actually a fun experience, and then we can build on it. But to a degree, by kind of putting that stake in the ground and making it public, I think it clarifies for us, because it's out there. We're working hard on it. We're going to get it out there. And it kind of takes the decision away from us of like, well, what are we going to do? It's like, well, we're going to stick to what we said we were going to do. We're going to keep the team focused. We're not going to try to pull them off something. So I actually think the public roadmap helps us internally as well.