Young-Eun Kim
contents Summery of the Book Pixar
-Initiation-Features& Scope-Resource& Cost-Key persons-Key Components-Strategic Partners(Outsourcers)-Culture of Project Team& Project Leadership Issue
-Reasons for Cost Overrun
Toy Story-Initiation-Features& Scope-Cost-Key persons-WBS-Key Components-Project Schedule-Strategic Partners(Outsourcers)-Culture of Project Team& Project Leadership Issue
-Reasons for Cost Overrun
What I Learned.. Good things & Bad Things End
InitiationWhen Jobs was losing his footing at Apple,
he met Ed CatmullJobs was interested in the intersection of
creativity and technologyLucasfilm finding new investorJobs became a new president
Features & ScopeFirst, hardware was supposed to make a
profitsBut found specialized markets in the med-
ical industry and intelligence fields
Also, Jobs wanted to make lower cost ver-sion of Computer (around $30,000)
Hartmut Esslinger designed but failed
ResourcesHuman Resource
:From people from Hollywood to from Sili-con Valley
Computer HardwareSoftware
-Reyes (Render Everything You Ever Saw)
Costs1985~1986($10 million)
-Jobs invested Lucasfilm and became a new CEO of Pixar
1988 spring($300,000)
Mid of 1988 Jobs had poured close to $50 million
Key PersonsEd CatmullAlvy Ray Smith John Lasseter
Co-founders of Pixar
Key PersonsRoy DisneyMichael Eisner
Executives of Disney
Key ComponentsCreative ThinkingHigh-Quality of TechnologyMoney(including Investment)
Strategic PartnersDisney
Culture of Project Team &Project Leadership IssueObedient
Jobs was a Tyrant.Coercive
Reasons for cost overrunWrong Forecast(Passion was too high)Failure of Hardware& Software Product
LinesBig Competitor(NeXT)
Initiation – Tin ToyCan be said as the first version of Toy
StoryWon the 1988 Academy Award for ani-
mated short films, the first computer-gen-erated film to do so
InitiationDisney showed strong interest on Tin Toy
-1st Try: quest to get John Lasseter to come back-2nd Try: Looking for ways Disney could
join up with Pixar & have them make a film about Toy for Disney
Features & Scope“Feelings& Purpose…”
Focused on Childhood Memory
Features & Scope“Edginess..”
-Katzenberg pushed Pixar folks to have edginess to the two main characters(Woody & Buzz Lightyear)→ Making Woody’s character more jealous, mean, and belligerent toward Buzz, the new interloper in the toy box
“Toy-eat-toy world”Previous show at Burbank was terrible →Changed the story as Lasseter wanted to
makeThe Character of Woody morphed from be-
ing a tyrannical boss of Andy’s other toys to being their wise leader& His jealousy after the arrival of Buzz Lightyear was por-trayed more sympathetically
→Was approved1994.02. The film was back in production
CostsFirst production budget was $17 million
but became inadequate because of Katzenberg’s unreasonable request →Demanded more
Key PersonsEd Catmull
-Compromised between Jobs and Katzen-berg
John Lasseter-First Designed and Made Toy Story
Jeffery KatzenbergMichael Eisner
Made a deal with Pixar &Invested
Key ComponentsSatisfaction both making director and in-
vestor
WBSMaking Toy Story
ProjectManagement
DataAnimation
Movie
Facilities Security
ProcessManagement
SupportingPM Manage-
ment
TechnicalOrders
ManagementData
Creative Idea
CompanyBuilding
HighTechnology
Computer Graphic Technology
Storyboard
CAPS
Safety/Security
Voice/Sound
NetworkSystemManage-
ment
RenderMan
Hardware&Software
Project Schedule
6months6months6months6months6months6months
Storyboard
Dialogue
Finishing the Story
Concept Design
Character Design
Background Design
Outline/ Sketch
Story line
Previous Work
Making Movie
3D
Color
Background Sound
Voice
Culture of Project Team &Project Leadership IssueCreative and passionate to their workJeffery Katzenberg
-Tyrant -Intervene a lot in making process
Steve Jobs-Tyrant-Did not insert himself much into the creative process, especially on matters of taste and de-sign(respect for Lasseter and the other artists at Pixar)
Reasons for Cost Overrun& Schedule DelayKatzenberg’s request about Woody’s
Character
What I LearnedGood Things
◦Creative Think (Art+Technology)◦Passion◦Pushing forward a business with their own be-
liefs
Bad Thing◦Oppressive Business Style
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