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
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Workplay: Agile development as a game, and how to make it more so
Talk given at the 2011 Lean Agile Scrum Conference, Zurich, Switzerland September 14, 2011
Abstract: Jane McGonigal provoked an interesting discussion with her book "Reality Is Broken:. Why Games Make Us Better and How They Can Change the World" Agile teams experience many of the aspects of the gameplay benefits that McGonigal talks about: flow (from feedback) autotelic reward and happiness from working with others. This session explores the ways in Which agile development delivers to the four intrinsic rewards its Practitioners - satisfying work, experience of being successful, social connection and meaning - and looks into ways in Which We can design our work to further bridge the divide between games and reality.
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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�
• 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)
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