Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Lean,	  Agile	  &	  Scrum	  	                          Conference	  2011	                                                 ...
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                        ...
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	...
Defining	  traits	  of	  a	  game	  
Concepts	  and	  terms	  •    Play	  •    Flow	  •    Fiero	  •    Shared	  inten?onality	  •    Ping	  quo?ent	  (PQ)	  •...
Csikszentmihalyi’s	  9	  features	  of	  flow	  1.    Clear	  goals	  at	  every	  step	  2.    Immediate	  feedback	  3.  ...
Intrinsic	  rewards	  •  Sa?sfying	  work	  •  Experience	  (or	  at	  least	  the	  hope)	  of	  being	     successful	  ...
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	...
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	  ...
Example:	  Team	  page	  
Possible	  roles	  in	  a	  gamified	  agile	  team	  •  Game	  designer	  •  DKP	  (“dragon-­‐kill	  points”)	  manager	  ...
Dangers	  (Ach	  tung!)	  
Ac?vity:	  What	  might	  you	  do?	  
Ac?vity:	  Work-­‐play	  mirror	  
gg	  	   (good	  game)	          Ma$	  Philip	  mphilip@thoughtworks.com	         @ma$philip	              	  
Workplay: Agile development as a game, and how to make it more so
Upcoming SlideShare
Loading in …5
×

Workplay: Agile development as a game, and how to make it more so

1,324 views

Published on

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.

Published in: Business, Technology

Workplay: Agile development as a game, and how to make it more so

  1. 1. Lean,  Agile  &  Scrum     Conference  2011   Workplay:    Sponsoren Agile  development  as  a   game,  and  how  to  make  it   more  so   Ma$  Philip     16:15  OrganisationsteamAndreas Buzzi (Credit Suisse) | Erich Oswald (Ergon AG) François Bachmann (SPRiNT-iT Suisse) | Fredi Schmidli (swiss IT bridgegmbh) | Hans-Peter Korn (KORN AG) | Kai Windhausen (BSgroup Technology Innovation AG) | Mischa Ramseyer (pragmaticsolutions gmbh) | Patrick Baumgartner (Swiftmind GmbH) | Peter Stevens (DasScrumTeam) | Reto Maduz (Zühlke AG) Tudor Girba
  2. 2. What  if  work  life  were   more  like  a  game?  
  3. 3. About  me  Pip  (a.k.a.  MaG  Philip)  Level-­‐6  agile  trainer-­‐coach  ThoughtWorks  Studios  guild    
  4. 4. What  this  talk  is  about   Using games for actual work Thinking about Experience report how we can gamify agile teamsGames that teach How agile teams have a head start Challenge! Using games solely for training or planning
  5. 5. Inspira?on  and  gra?tude  
  6. 6. Key  intersec?on   play   work  
  7. 7. Personal  and  organiza?onal  goals   Personal Organizational
  8. 8. 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)  
  9. 9. Defining  traits  of  a  game  
  10. 10. Concepts  and  terms  •  Play  •  Flow  •  Fiero  •  Shared  inten?onality  •  Ping  quo?ent  (PQ)  •  Collabora?on  radar  •  “Emergensight”  
  11. 11. 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  
  12. 12. Intrinsic  rewards  •  Sa?sfying  work  •  Experience  (or  at  least  the  hope)  of  being   successful  •  Social  connec?on  •  Meaning  
  13. 13. How  agile  is  already     like  a  game  
  14. 14. How  agile  is  already  like  a  game:     Self-­‐organizing  teams  
  15. 15. How  agile  is  already  like  a  game:     “Quest-­‐like”  work  
  16. 16. How  agile  is  already  like  a  game:  Pairing  and  voluntary  par?cipa?on  
  17. 17. How  agile  is  already  like  a  game:   Visible  progress  and  rules  
  18. 18. How  agile  is  already  like  a  game:   High  levels  of  communica?on  
  19. 19. How  agile  is  already  like  a  game:  Collabora?ng  via  whole-­‐team  approach  
  20. 20. How  agile  is  already  like  a  game:   Marketplace  dynamics  
  21. 21. How  to  make  it     more  so  
  22. 22. How  to  make  it  more  so:     Leveling  up   as  self-­‐improvement  
  23. 23.   How  to  make  it  more  so:     Something  bigger  than  ourselves  
  24. 24. How  to  make  it  more  so:     Intensify  feedback  
  25. 25. How  to  gamify  your   agile  team  
  26. 26. 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  
  27. 27. How  to  gamify  your  agile  team:   Some  specifics  
  28. 28. Example:  Narra?ves  and  quests  
  29. 29. Example:  Avatars  
  30. 30. Example:  Customer  wishes  
  31. 31. 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    
  32. 32. Example:  Team  page  
  33. 33. Possible  roles  in  a  gamified  agile  team  •  Game  designer  •  DKP  (“dragon-­‐kill  points”)  manager  •  Guild  leader  
  34. 34. Dangers  (Ach  tung!)  
  35. 35. Ac?vity:  What  might  you  do?  
  36. 36. Ac?vity:  Work-­‐play  mirror  
  37. 37. gg     (good  game)   Ma$  Philip  mphilip@thoughtworks.com   @ma$philip    

×