The MANAGING Workflow - 3D Postproduction: Stereoscopic Workflows and Techniques - page 37

CHAPTER 2
The MANAGING Workl ow
“Not everything that can be counted counts . . . not everything that counts
can be counted.”
—Albert Einstein
2.1 Overview
The six core 3D post workl ows contribute equally to a show's technical and
creative success. No workl ow is more important than any other. The managing
workl ow generates and coordinates interactions within and between workl ows
(Figure 2.1) . The primary objective of the managing workl ow is delivering a
show as envisioned by the creative team using the resources available.
The central challenge for independent 3D i lmmakers is that knowledge
and expertise is far less readily available. It is up to the managing team
to create an environment of understanding and communication, so team
members can make informed decisions. For some shows, this may require
close attention to detail by the managing team, even more so than for a
“typical” 2D show. This situation is perfectly natural and should in no way be
considered “hand-holding” or “babysitting.” As we explored in Chapter 1 ,
if the 3D medium were already known and established it would not be as
much of a creative opportunity. Part of embracing a new creative tool is
taking responsibility for communicating its nuances to project stakeholders.
The managing team is also the most likely to have been present for all or
part of the implementation of the show, including image capture. Finally, the
managing team is likely to have a higher stake in the timely and resource-
efi cient delivery of a show.
If the managing team has show-relevant 3D knowledge then their job is to
communicate that knowledge and know-how to the rest of the team. If the
managing team lacks show-relevant 3D knowledge, then their job is to i nd