workplay: agile development as a game, and how to make it more so
Post on 08-May-2015
1.016 Views
Preview:
DESCRIPTION
TRANSCRIPT
Lean, Agile & Scrum Conference 2011
Sponsoren
Andreas Buzzi (Credit Suisse) | Erich Oswald (Ergon AG) François Bachmann (SPRiNT-iT Suisse) | Fredi Schmidli (swiss IT bridge gmbh) | Hans-Peter Korn (KORN AG) | Kai Windhausen (BSgroup Technology Innovation AG) | Mischa Ramseyer (pragmatic solutions gmbh) | Patrick Baumgartner (Swiftmind GmbH) | Peter Stevens (DasScrumTeam) | Reto Maduz (Zühlke AG) Tudor Girba
Organisationsteam
�Workplay: Agile development as a game, and how to make it more so�
Ma$ Philip 16:15
What if work life were more like a game?
About me
Pip (a.k.a. MaG Philip) Level-‐6 agile trainer-‐coach ThoughtWorks Studios guild
What this talk is about
Using games solely for training or planning
Games that teach
Experience report
Using games for actual work
Thinking about how we can gamify agile teams
How agile teams have a head start
Challenge!
Inspira?on and gra?tude
Key intersec?on
work
play
Personal and organiza?onal goals
Personal
Organizational
Why should we gamify work?
• Adapt work for incoming, younger workforce • Intrinsic rewards are renewable resource • Develop leadership in teams • More-‐sa?sfying work -‐> be$er produc?vity • Develops people by poin?ng them forward • Fosters teamwork and accountability • Key to greater innova?on (through imagina?on)
Defining traits of a game
Concepts and terms
• Play • Flow • Fiero • Shared inten?onality • Ping quo?ent (PQ) • Collabora?on radar • “Emergensight”
Csikszentmihalyi’s 9 features of flow
1. Clear goals at every step 2. Immediate feedback 3. Balance between challenge and skill 4. Merger of ac?on and awareness 5. Exclusion of distrac?ons 6. No worries about failure 7. Absence of self-‐consciousness 8. Time becomes distorted 9. The experience is an end in itself
Intrinsic rewards
• Sa?sfying work • Experience (or at least the hope) of being successful
• Social connec?on • Meaning
How agile is already like a game
How agile is already like a game: Self-‐organizing teams
How agile is already like a game: “Quest-‐like” work
How agile is already like a game: Pairing and voluntary par?cipa?on
How agile is already like a game: Visible progress and rules
How agile is already like a game: High levels of communica?on
How agile is already like a game: Collabora?ng via whole-‐team approach
How agile is already like a game: Marketplace dynamics
How to make it more so
How to make it more so: Leveling up
as self-‐improvement
How to make it more so: Something bigger than ourselves
How to make it more so: Intensify feedback
How to gamify your agile team
Reeves and Reed’s 10 ingredients for great games
1. Self-‐representa?on with avatars 2. 3D environments 3. Narra?ve context 4. Feedback 5. Reputa?on, Ranks and Levels 6. Marketplace and economics 7. Compe??on under explicit, enforced rules 8. Teams 9. Parallel, reconfigurable communica?on systems 10. Time pressure
How to gamify your agile team: Some specifics
Example: Narra?ves and quests
Example: Avatars
Example: Customer wishes
Example: Project incep?on
– Team members create their characters, iden?fy what they’ll need (special training, hardware)
– “Dungeon master” (game designer/narrator) tells the team the back story
– Customer helps map out quests, gives virtual monetary value to each
– Designer and customer determine what it means to win, rules, virtual currency and rewards
Example: Team page
Possible roles in a gamified agile team
• Game designer • DKP (“dragon-‐kill points”) manager • Guild leader
Dangers (Ach tung!)
Ac?vity: What might you do?
Ac?vity: Work-‐play mirror
gg (good game)
Ma$ Philip mphilip@thoughtworks.com
@ma$philip
top related