Software Development:  game with purpose
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Software Development: game with purpose

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This is a second proposal for Agile2014 intended for audiences interested in learning how to apply Agile in terms of "process"; it does so by translating them to typical boardgame mechanics.

This is a second proposal for Agile2014 intended for audiences interested in learning how to apply Agile in terms of "process"; it does so by translating them to typical boardgame mechanics.

This presentation is INCOMPLETE, but will be fleshed out. It should be enough for reviewers to know what the general feel of the session would be (including a couple of exercises). This is still several iterations away from being complete.

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Software Development:  game with purpose Software Development: game with purpose Presentation Transcript

  • Software Development Game with Purpose
  • Get to know each other… • Break into teams of 4 • In 2 min, each share: – – – – Your Superhero Name Your Actual Hometown Your Current Super Power What You Hope to Learn (the new superpower you hope to take away) • Take another 1 min to consolidate these to report out: ID your superhero team‟s name (e.g. Fantastic Four, Justice League)
  • Tell us what you learned… • 1 person from each team tell us: – Your team name – Each superhero‟s name & superpower – Which one of your superheroes comes from the farthest reaches of the planet – But MOST IMPORTANTLY, what each wants to learn
  • Shhhhh…. Software Development is a Game Don‟t tell anyone OK?
  • We could have FUN while we build something useful
  • Bah!
  • We come in a Palette of Backgrounds, Skills, Talents, & Interests (Think about what you just learned about the diversity of everyone here.)
  • Game Exercise Time
  • Instructions • Separate into 3 teams • Elect a leader • Leader gets a goal & shares w/team (visual sharing only) • 1st team to arrange all chairs to meet goal w/in 2 min wins! NO TALKING!
  • Debrief
  • Development is like exploration… The game‟s decisions are made on imperfect information
  • Developing a Product Release is like an RPG Adventure Goal to accomplish (Biz Value to realize) Party self-organizes Gain tools & experience
  • Product Development is like an RPG Campaign Priorities from distant netherworlds Based on the needs of the Imperium (Business) Experience carries from one release to the next But each release is continued learning
  • It‟s Exercise Time again Game I like traffic lights…
  • Understanding Self-Organization (Part 1) • Gather into 3 teams; take 1 minute to determine a traffic „director‟ – Traffic director needs to know how to call out to each of you; name, number, letter, et cetera • I‟ll set up some barriers you‟ll need to navigate • Traffic Director comes to one side; team members set up at start of lanes - object is to get each person to lane‟s end (I‟ll time you from start to all finish.) • Traffic director is to tell you to stop by name (or all), then which lane to move to and then when to start again • Run up against a chair? Make a crash sound! • When I announce go, start walking Team 1 is up first!
  • Understanding Self-Organization (Part 2) • We‟ll use the same barriers that you‟ll need to navigate • Traffic Director comes to one side; team members set up at start of lanes - object is still to get each person to each lane‟s end (I‟ll time you from start to all finish) • Each individual can decide when to stop (no crashes) • Traffic director is to tell you which lane to move to, you may start up again as soon you are in your new lane • When I announce go, start walking Team 2 is up!
  • Understanding Self-Organization (Part 3) • We‟ll use the same barriers you‟ll need to navigate; I‟ll put some that say ORG on them • Traffic Director comes to one side; team members set up at start of lanes - object is still to get each person to each lane‟s end (I‟ll time you from start to all finish) • Each individual can decide when to stop AND can step around any barrier that does not have ORG on it and continue; if you hit an ORG one, just stop and wait for its removal • Traffic director removes any that say ORG • You may state you have an ORG barrier in your lane • When I announce go, start walking Team 3 is up!
  • Debrief
  • Prioritizing the Backlog is similar to Deck-Building …through
  • Negotiations
  • The Agile game is defined in a set of release sessions Within the release session, perform the following: Develop a release plan • Take in (or develop) the epics • Deck-build (prioritize) the epics • Size the epics Determine the # of iteration phases the team will take & how many daily turns they will have For each iteration phase • Prioritize & split the epics • Estimate the stories & take in stories based on what you think you can accomplish • Take your daily team turns
  • Each daily turn starts with a cooperative, simultaneous action selection, worker placement event. Within the daily turn: Conduct the selection by • Reviewing what you did yesterday • Determining where to place your efforts today • Highlighting any impediments Expend action points working on the stories chosen Handle events as they arise Save the World a Day at a Time
  • Once all daily turns have been taken for the Iteration Phase, do the following: • Conduct a review of the potentially shippable software • Score the team‟s contribution (measure the story points added & completed) • Review what the team can do to play the game better (retrospect) When product owner team member states to do so, usually at the end of the Release Session, ship the product to production.
  • Let‟s look at Agile: the Game A Quick Tutorial
  • Story-telling is a key part of development activities The product owner is the bard The „developers‟ are the wizards The stories become structured so that they read as spells Scoring is based on how many stories are created that the bard can see envisioned
  • How do we mitigate the risky parts?
  • Establishing a Continuous Integration pipeline is like having your economic engine up & running
  • …and building it out islike advancing your tech tree
  • So how does „Waterfall‟ compare?
  • It‟s always sold as a happy project… …with a happy team …
  • Look! Here‟s the happy (a.k.a. critical) path… …planned in one direction…
  • What a great product… Just stick to the path!
  • And look, there are some wondrous shortcuts we can take early on…
  • What do you mean I can get stuck here? And here? And here also?
  • That‟s not the way Waterfall was promised to work! You’re right! It‟s more like…
  • It gets worse
  • A can take you from to
  • That‟s like… You Failed Your Tests “Looks like a design flaw” “Are you sure you got that requirement right?”
  • And Management‟s reaction?
  • Introducing, Integrating, & Customizing
  • Prioritize with Auctions or…
  • or…
  • Purchasing
  • We could take a flow-based approach likeKanban
  • Ding! Corner on Agility!
  • Games Referenced In This Deck… • • • • • • • • • • • • • • • • Chess Sentinels of the Multiverse Villa Paletti (Generic Meeples used in many Euros) Pandemic Chairs Sator Arepo Tenet Opera Rotas Dungeons & Dragons Traveller Mille Bornes Eminent Domain Genoa El Grande Isle of Dr Necreaux Puerto Rico Once Upon a Time • • • • • • • (Generic d6) Container Supernova Alien Frontiers Risk Niagara Candyland – • • • • • • • • • Willy Wonka & Panama Canal photos Monopoly Mouse Trap It Came from the Pit Ca$h „N‟ Gun$ Tzolk'in: The Mayan Calendar Masterpiece Bazaar Factory Fun Pit Most photos in this deck are from BoardGameGeek.