Lean, Agile & Scrum Conference 2011 Sponsoren Workplay: Agile development as a game, and how to make it more so Ma$ Philip 16:15 Organisationsteam 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 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 for actual work Games that teach Thinking about how we can gamify agile teams Experience report How agile teams have a head start Challenge! Using games solely for training or planning Inspira?on and gra?tude Key intersec?on play work 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.  2.  3.  4.  5.  6.  7.  8.  9.  Clear goals at every step Immediate feedback Balance between challenge and skill Merger of ac?on and awareness Exclusion of distrac?ons No worries about failure Absence of self-‐consciousness Time becomes distorted 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 [email protected] @ma$philip