Idle Harvest

The Goal implement new features, including a market and new worlds, to an Idle Farming Game hosted on Kongregate Games with an existing user base of 1+ million players. The features would allow the idle game to transition into a full-fledged RPG complete with spell books evil twins and cursed caverns.

The Strategy was to conduct market research, create icons and wire frames for the initial designs and work with fellow developers to implement the designs into the game.

The Outcome was a product that allowed the game’s existing fan base to be fully immersed in the new features and story lines.

UI Process | variations

Market Research several icons, currencies and UX flows needed to be developed to implement the new features. To begin I looked at RPG’s in the market place and asked myself; ” What are they doing that works ?” to provide a basis for my design strategy.

Iteration was a key step after landing on an idea. The strategy for iteration was to start broad and work down to a design that functioned and looked great in the game. 

Testing the designs in game as well as in prototyping programs such as adobe XD allowed the UX flows to be determined, improved and approved before they were implemented in the game engine. 

UX Process | Flow and the 'fun factor'

A crucial part of the game was what I can best describe as the ‘fun factor’. As the UX designer that meant eliminating pain points, providing positive re-enforcements for players that fit with the game’s goal and narrative. I asked myself how to create incentives for player’s while guiding them through the new features. Was there enough pizazz?

UX Process | Iteration

Sometimes It just doesn’t make it in the game and that’s ok; it is part of the process! I value iteration and feedback in the design process as it is so crucial and valuable to implementing a good product. Although the slides in this section did not quite make the cut they were crucial in developing screen that worked even better. As the saying goes it is equally as valuable to understand what you don’t want than understanding what you do.

For the fiscal year ended May 31, 2005, revenues increased 12 percent to $13.7 billion, compared to $12.3 billion in fiscal year 2004. Changes in currency exchange rates contributed three percentage points of this growth, while the acquisition of Converse and Starter added one point. Full year net income was up 28 percent to $1.2 billion, or $4.48 per diluted share, versus $945.6 million, or $3.51 per diluted share, in 2004.
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