conduct – Film Audio Project – SEM A

05/11/15 – Project Management – ROLE DIARY: Shoot Days 1 + 2

13421070 / January 27, 2016January 27, 2016 / Audio Production, Individual Reflection, Learning Outcomes, Process Management, Role - Supervising Sound Editor

03, 04, 05/11/15 – ‘George’ Set Dressing and Shoot Days 1 and 2 –

Production

The team has successfully completed the first two days of location audio recording for ‘George’ at an indoor location in uphill Lincoln. This has comprised roughly 16 hours of work time, with Rory Hunter taking the lead role as location supervisor and with Alice Asbury undertaking most of the boom op work. I have seconded Alice on the boom when required, and spent my time collecting secondary perspectives for action and dialogue, and wild tracks.

This has mostly been achieved with a combination of a PZM boundary microphone and a Rode NT4 stereo condenser, with the former recording into the main Sound Devices mixer and the latter managed by myself and recording into a Zoom handheld unit, as this enabled me to mix, manage and monitor my own audio without interfering with the main team. With these, I have consistently attempted to deliver a room / distance tone coloured by the set environment to specific action and dialogue for the picture, to enable us to have multiple audio perspective options for key scenes in post without having to build each one from scratch using FX or new foley work. An A/B example of our dialogue recording can be heard below, featuring the same scene from our “up close” boom mic and a second gleaned from a combination of secondary sources.

In terms of mic placement, I’ve found myself inverting a good deal of the technique used in studio work to avoid or cut out reverb or room-tone because that’s precisely what I’m after, and thus sticking a Rode NT4 into corners, out of windows, in corridors, stairwells and under beds…Having never handled a stereo mic or worked location audio before, this entire process was a trial and error learning experience for me. I spent much of the setup day prior to shooting listening to the rooms and testing mic positions relative to them as the production team organised the set, as well as capturing ‘base’ atmospheres and specific foley or SFX from the local environment.

Obligatory photos of the shoot –

The NT4 is a stereo mic (two capsules at 90 degrees over and under one another) and seems exceptional for ‘immersive’ captures and was often placed a considerable distance from the action, often in another room altogether. Whilst this did away with a couple of moments where I might have captured a ‘live’ stereo aspect to the action, it tended to create unusual and slightly unbalanced stereo atmospheres as the reflections travelled from room to room and struck the pair of mics relatively unevenly. I judged this would be more useful to the team later, as what little action takes place in ‘George’ can easily recreated if necessary, but that these various perspectives would be harder to obtain.

We used the boundary mic to take advantage of the exclusively stone and wood floors of the set-house – we located it under furniture for concealment, under the floorboards themselves at one stage, or either directly on the floor or taped to the underside of a table or bed. This really enabled a pre-synced and consistent ‘chunkiness’ to footsteps, furniture motion and prop motion, which I expect will come in handy later. The mic-heavy ‘live’ approach above was arrived at through a group decision as a method of getting us ahead of the game with some of our requirements for foley and atmospheres for the picture.

Logging the collected audio properly when using a second recorder was naturally critical as it lacked the convenience of being recorded in sync with the 663 audio, though this was somewhat complicated by the haphazard nature of the picture teams workflow. This necessitated annotating each days shooting scripts carefully with filenames etc, and rapidly editing and renaming these after each day’s recording was wrapped.

Team and communication management

Whilst our team’s audio outcomes were positive, it has been reasonably difficult to manage our interactions with the film crew.

Prior to shooting we had pushed for a ‘dry run’ style test phase in order to be able to establish some idea of the workflow on set, but this was not possible. The knock-on effect of missing the opportunity to meet, brief and dry-run together as one team was a rather optimistic shooting schedule which in turn meant that some important shots were dropped or moved to later days as they were beyond the time that was realistically available, and this despite a surprising number of ‘got-it-one’ takes. The time issue was exacerbated by a habit of shooting in ruthlessly sequential order, necessitating the technical setup for audio and video for shots in the same scene to be unnecessarily rigged and de-rigged. The audio team variously offered the director advice on these matters but were ultimately required to defer to our employer’s method of working.

The location audio team are making communication on set a key issue going forward. As well as the issues outlined above the production team appeared reticent to inform us (or indeed their actor) of schedule changes or even when they had returned to work after lunch, and maintained noticeable distance from us. This made for several rushed set-ups on our part and we’re keen to build a more cohesive team approach for the rest of the shoot.

All told, these first couple of days have gone reasonably well from the perspective of results. The dialogue and action collected is clear, and the multifaceted perspectives collected at source should help minimise the amount of foley work necessary in post production. However, I realise that I will have to revisit the set at night for further collection of atmosphere audio as traffic noise was a key issue with this location, a fact we had established during recce. The general audio atmosphere’s for the piece during these scenes are intended to be quite important and as such it’s necessary to collect some ‘noisier silence’, which simply cannot be done during daylight hours or indeed with a working crew present.

1000 words

KEY POINTS –

Technical process for ‘secondary sound’ on-location recording – Contribution + Role, Individual reflection on learning and team role, Application of skills and conduct in production.
Learning Outcome – To contribute extensively to the practicalities of creating and recording music for, and of recording location sound for the piece.

‘Artistic’ and overview decisions for secondary sound on-location recording – Process Management,
Learning Outcome – To have a good degree of creative involvement in the conception and direction of the soundtrack for the piece.

Team management and interaction issues – Process Management, Professional Practise.
Learning Outcome – To successfully manage a three person team in delivery of the entire soundtrack to a new piece of visual media efficiently + To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.

20/11/15 – Project Management – ROLE DIARY: Shoot Day 3 + 4

13421070 / January 26, 2016January 28, 2016 / Learning Outcomes, Process Management, Role - Supervising Sound Editor

11, 12/11/15 – ‘George’ Shoot Days 3 + 4

Audio for two of the final five locations was collected without problem, though the project has now fallen behind schedule as shooting was supposed to complete by the end of this week due to a spate of eleventh hour cancellations which have severely impacted the schedules of both groups.

This was concurrent with the abrupt departure of the film’s director from the working group just prior to this week’s filming.

It appeared from our perspective that the outgoing director did only the bare minimum to smooth the picking up of slack for the rest of her group which directly led to them cancelling a reasonably complex location shoot, use of the location for which had been offered on goodwill and only for a limited time. Nobody appeared to know how to contact any of the key people outside of the production team (location owners, the actor etc) in her absence, suggesting that this information wasn’t shared in an organised fashion within the group to cover such an eventuality. As such, it became necessary for me to liase with the rest of the production team, and to relay information to the rest of my group as decisions were made and the schedule changed, as well as replanning our own working schedule in response and trying to schedule in some kind of useful work on the project with no picture or storyboard available.

Unfortunately, in the longer term, the loss of most of two days shooting required a large amount of rescheduling, which in turn meant it was impossible for both groups to access equipment for at least the two following weeks. This has put the production back by at least three weeks, taken us from ahead of schedule to badly behind schedule and has required an extension to our institutional deadline which has now been granted. At this time, we’re told we’ll still have a picture-lock version of the film by December 20th, giving us a month to finalise the audio in time for the new deadline on the 27th of January. We’re attempting to fill the down-time this has created constructively by getting a head-start on the music and atmosphere work required for the picture.

A positive aspect arose from the uncertainty of the situation as, in the absence of the director during the full day’s shoot of the 12th which did go ahead as planned, the workflow, communication and creativity was much improved on set as the production team split the directorial duties between them.

The first director appeared to be no longer involved with the project after this.

— 500 words
Team management and interaction issues – Process Management, Professional Practise.

To successfully manage a three person team in delivery of the entire soundtrack to a new piece of visual media efficiently
To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.

ROLE DIARY – Reflection on Picture Lock and Delivery

13421070 / January 21, 2016January 28, 2016 / Audio Production, Individual Reflection, Learning Outcomes

Picture lock for George was originally scheduled for 4^th of December and to be completed 12 days later ready for hand-in on December 16th. We have received the final cut of the picture on the 12th of January, leaving us 8 days to complete as much of the audio as possible in time for the film groups hand-in on the 20th, and with another 7 days in hand to polish up for our own hand-in on the 27th. Whilst this is, on the face of it, a reasonably similar timeframe for completion, it is complicated by the disruption to our workflow caused by the extension and the Christmas break, the fact that our advance facilities bookings assumed the earlier completion date which means it became more difficult to access the facility we have committed to technically, and the incoming pressure of organising our impending Semester B studies. This provision of multiple versions of the picture for different deadlines at different times was then further complicated by the unexpected request for a copy of the film with most of the key audio devices included and as much of the music completed as possible on the 16th, to enable the media production group to critique the film for their paperwork.

Taking the audio for a 16 minute film from 50% complete to around 85% complete in 4 days with limited access to facilities is obviously nigh-on impossible to achieve to any reasonable standard, especially given that the length of titles and credits (requiring hefty alterations to music compositions) were not made available until the day of delivery of picture lock. Due to the client-employee relationship of this particular project there was no disincentive for the director to begin requesting mixdowns earlier and earlier as soon as the edits were complete, all of which further interrupted our workflow and took the priorities on the project out of our hands. We managed to provide what was requested largely on time, and I was prompted to consider this situation as it would pan out in the real-world and the possibility of some kind of contractual stipulation on clients for recompense or renegotiation in the case of overrun’s of this type, as the complications here have impacted our planning for Semester B work and a similarly protracted project would likely cause problems for a schedule of work. I ran the question of whether such a thing is ever formalised past Grant Bridgeman by email for the benefit of his experience…He pointed out that this situation comes to pass on ‘almost every job’, and that he deals with it on a case by case basis judged on existing relationships with the client. For me, that’s about as succinct a description of the way creative freelancing works in practice as any I’ve seen.

For Grant, the malleability of deadlines as in the case of George is inevitable and it’s all about how you deal with it, and the relationship with the client. Practically, realistic projections of the amount of work that can be accomplished in the timeframe should be furnished to the client, which brings the whole point here back to communication. I was confident in our ability to deliver the bulk of the work even for the close deadline when communicating with our client, but should perhaps have been more cautious in my appraisal of specifically what we were able to deliver by certain dates.

As per my role within the production, I’ve tried very hard throughout to keep communication with the client about their audio requirements to a maximum, and I see this as a useful and successful aspect of the project from my own perspective, given the fact that the film has effectively had two directors (from our perspective that is, the film was co-directed by all four people in the group, but I requested a single point of contact with the team from the outset to minimise potential for confusion). The second director altered a number of the first director’s artistic decisions as far as the sound and music of the film is concerned, which meant essentially rerunning the process of the earlier spotting sessions with the second director to see if requirements were to change. I could have foreseen this likelihood earlier and discussed her requirements immediately when she agreed to be point of contact for us upon the departure of the first director as it’s critical to remind the creative lead for the picture they are also the creative lead for the audio team, to my mind.

More specifically on communication, I realised it is vital when (even basic) audio tracklaying work has begun in parallel with picture editing (an imperfect situation at best, but unavoidable given the circumstances of this production), to hammer home the critical nature of good edit logging with an editor who is working on the piece – The third cut of the film we received had no accompanying information on alterations to the footage we’d begun work on, which roughly doubled the time it took us to resync our audio. We did mention to the editor previously that we needed this information but didn’t receive it, so this must be communicated with more force in the future. Again, this situation is apparently fairly standard in film work and it tallies with the view of John Purcell,

‘It’s much more common to run into postlock changes than to work on a movie whose structure is set in stone,’ (Purcell, 2008, 239)

The use of temp music tracks is also worthy of note as the receipt of them by our director represents a classic example of something we were warned about in Lol Hammond’s guest lecture. The 2nd director had had little time to think about the music for the piece, was clearly surprised at the impact even basic composition can have on the picture, and rapidly became accustomed to the temp tracks we provided despite our admonishments not to do so as these were for suggestion only. This was fortuitous in a sense as she asked for the songs to be kept simple (like the skeletal temp tracks), which saved us a certain amount of production time, but unfortunate in that we had to back away from our plans for more complex original compositions for the piece. This is something to be very wary of in the future, as it could just as easily have worked in the opposite direction and caused us further complications.

– 1000 Words

Key Points –

Reflection on post production interaction with director, and delivery requests – Process Management, Individual reflection on learning and team role.

To manage the delivery of the soundtrack at various stages of the production along with relevant paperwork, to the director and producer.
Application of skills and conduct in production

Reflection on post production interaction with editor – Process Management, Individual reflection on learning and team role.

To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.
Application of skills and conduct in production

Reflection on use of temporary music cues – Process Management, Individual reflection on learning.

To contribute extensively to the practicalities of creating and recording music for, and of recording location sound for the piece.

15/12/15 – PROJECT MANAGEMENT – ROLE DIARY – Post Begins

13421070 / January 2, 2016January 27, 2016 / Audio Production, Learning Outcomes, Process Management, Role - Supervising Sound Editor

Despite the production problems, we have still received a version of ‘George’ with all the scenes complete before Christmas, though this differs noticeably from the film as originally discussed in terms of scene and shot lengths and is not a ‘picture lock’ version as we were originally promised. We’ve already had to start the post-production process proper even though the film will still be undergoing edits and other alterations into January, as we will be unable to complete the work to a good standard if we wait for the picture lock version to begin the finer audio work, mainly due to inability to access facilities for the required amount of time now the critical period of post-production has shifted into the new year. Considering these factors myself and the team decided that some slight changes of audio direction were warranted.

Some plot devices which our original audio plan had relied upon have not made it into the picture, and the overall feel of the piece has changed to such a degree that I feel the picture now dictates the arc of our audio work much more than we had originally planned, mainly due to the differences in style of the multiple directors who’ve created it and the way these have been constructed across the film. For example, the picture is very static early on but becomes much more animated in terms of shooting style later, a result of the two different directors shooting styles, and this provides a very definite ‘arc’ to the technicality of the piece. This provides the audio the opportunity to work with this overall arc or to counterpoint it, or a combination of the two. Whatever the choice, we feel our sound design should certainly account for the fact in some way, and in doing so enhance the synergy between the audio and the visual.

Also, in referring to my original briefing and synopsis, it is noticable that several devices used in the original script for the picture to hint at the dark past of the film’s protaganist have been removed. Our original audio plans, particularly with reference to our musical score, had looked to represent this theme strongly in intending to present a reasonably ‘normal’ drama style soundscape with an undertone of dissonance. Indeed, the film overall has generally been simplified and is less rich in references to the character, which has also altered the balance of the themes the script originally portrayed.

All this meant I felt we should seek some guidance and run some new ideas for the audio past our new director as the new creative lead on the project, as well as enquire which themes within the piece were now to take primacy given the changes, and particularly to check that the mood of our music was still relevant to the vision of the piece and to their taste. As such, we touched base with the new director and the rest of the team just before the Christmas close-down of our facilities to demonstrate our work in progress and outline our plan for alterations to some of the more complex scenes. This meet was very useful with feedback on the work in progress being uniformly positive, and we used the opportunity to agree when a picture lock version of the film would be provided (8th December), and gave some advice as to what we need if further edits are to be made now we have begin the fine detail audio work, such as close foley editing. Specifically, we need the exact scene, shot, take and time information of any cuts, fades or additions to enable us to catch up with these in the context of our audio track-lay as quickly as possible.

Nominally, we have agreed to try to have the music for the piece completely recorded by the 10th of January and agreed to deliver as close to a completed film as possible by the 19th.. This leaves us a few extra days to tweak and QC our final hand-in and double check our paperwork etc.

– 670 Words

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Critical and artistic consideration of the rough cut version relative to the original audio plan – Planning & Research
Team management and interaction – Process Management, Professional Practise.

Learning Outcome –
Structure intellectually rigorous and coherent ideas to an advanced level in order to communicate ideas through the integration of form and content.

Personal Learning Outcome –

To successfully manage a three person team in delivery of the entire soundtrack to a new piece of visual media efficiently.
To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.
To manage the post-production workflow and direct the creative contributions of the audio team as efficiently as possible.