Serious Games Help Teams Solve Tough Problems, Engage Customers Differently

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Forrester teleconference on serious games.

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  • Serious Games Help Teams Solve Tough Problems, Engage Customers Differently

    1. 1. TeleconferenceSerious Games Help Teams Solve Tough Problems, Engage Customers Differently<br />Tom Grant, Ph. D., Senior Analyst<br />June 29, 2011. Call in at 12:55 a.m. Eastern time<br />
    2. 2. Agenda<br />
    3. 3. Agenda<br />
    4. 4. Welcome to Flatland<br />
    5. 5. Voice of the customer? Really?<br />Unfortunately, the customerdoesn’t always share thatopinion.<br />Dev teams often think theyunderstand the customer . . .<br />
    6. 6. Are we surprised that we don’t understand customers?<br />
    7. 7. But we won’t reason our way out of our problems<br />These arguments make sense, but theydidn’t make requirements the top priority.<br />
    8. 8. “Team dynamics” may become an oxymoron<br />Compartmentalization<br />Overbearingpersonalities<br />Poor morale<br />
    9. 9. TIME TOCHANGETHERULES<br />
    10. 10. What is a serious game?<br />Structured<br />Rules, but often no winners<br />Purposeful<br />Definite outcome<br />Time-bound<br />By definition, a time-boxed exercise<br />Participatory<br />Success depends on everyone participating.<br />Egalitarian<br />Everyone has an equal opportunity to participate.<br />
    11. 11. Example: Buy a feature<br />COST<br />FEATURE<br />SPENT<br />-<br />Android app for activity management<br />$5,000<br />$500<br />Custom pipeline stages<br />$2,000<br />-<br />More complex lead-scoring options<br />$3,500<br />$300<br />More canned reports<br />$1,500<br />$2,000<br />Define and manage teams<br />$4,750<br />$2,500<br />Easy clean-up of bad or duplicate data<br />$2,500<br />-<br />Activity entry via email<br />$3,250<br />-<br />Associate teams with prospects<br />$1,250<br />
    12. 12. Prune the product tree<br />Sales MGR<br />Teams<br />Sales Rep<br />Report API<br />Emailactivity<br />Android<br />Pipelinemgt<br />Opportunitystates<br />
    13. 13. Teams often use serious gaming regularly for:<br />Ideation.<br />Requirements collection.<br />Requirements validation.<br />Rapid decision-making.<br />Strategic-level decisions (portfolio, road map, etc.). <br />Retrospection.<br />
    14. 14. Why do serious games work?<br />IF figure out puzzle THEN release pleasure- creating chemicals (opioids)<br />Our brains are wired for intrinsic motivation.<br />
    15. 15. Why do serious games work?<br />? ? ?Mysteriousother stakeholders<br />? ? ?<br />BUSINESS:We need this from you.<br />IT: I’ll get back to you.<br />TRADITIONAL CONVERSATIONabout projects, requirements, design, road map<br />
    16. 16. I think it is, but for different reasons than she does.<br />Why? Is it really more important than the other thing?<br />We have to make a decision. Who’s for funding this thing?<br />We really need this thing.<br />RICHERCONVERSATION<br />[Quietly taking notes]<br />Why do serious games work?<br />
    17. 17. Why do serious games work?<br />NEW RULES<br /><ul><li>Who’s playing?
    18. 18. How do we participate?
    19. 19. What’s the objective?
    20. 20. How long do we play?</li></li></ul><li>Executives sponsor serious games<br />
    21. 21. We already use games (well, some of us)<br />Planning Poker<br />Used Buy A Feature to decide future projects<br />
    22. 22. Serious games are not…<br />Goal = provide ongoing motivation<br />Gamification<br />Too unstructured<br />Brainstorming<br />Goal = prediction<br />Simulation<br />Only goal = training<br />eLearning<br />Close, but lots more prep needed<br />Role-playing<br />
    23. 23. Agenda<br />
    24. 24. We might go back to the drawing board when . . .<br />We don’t know what we don’t know.<br />We wish that we could make better decisions.<br />We could work better as a team.<br />
    25. 25.
    26. 26. We don’t know what we don’t know<br />Looking for fresh ideas for support projects<br />Have to overcome geographic and organizational boundaries to find them<br />Ran “Buy A Feature” online <br />Allowed broad participation<br />Recorded conversations<br />Had high engagement, including after work<br />Gave workers outside HQ a sense of real participation<br />
    27. 27.
    28. 28. We wish that we could make better decisions<br />Rewriting a decade-old system from scratch<br />Needed to economize on features included in the first version<br />Used a Product Box game to ask stakeholders what was most important<br />Some surprises in the results<br />Communicated the results throughout the company<br />OUR PRODUCT<br />Now with more stuff!<br />
    29. 29.
    30. 30. We could work better as a team<br /> Mayor<br /> City officials<br /> Community<br />
    31. 31. Agenda<br />
    32. 32. Serious games change how<br />Agile and Lean change<br />we make decisions<br />how we work<br />
    33. 33. Your next move with serious games<br />START WITH THE IMMEDIATE<br />Pick the game that addresses your issue.<br />Prepare, prepare, prepare.<br />Make sure you have enough resources for the exercise.<br />Record the exercise.<br />Socialize the results.<br />Plan for the next game.<br />THEN MAKE SERIOUS GAMES AN ONGOING ACTIVITY<br />Requirements<br />Planning<br />Retrospection<br />Ad hoc decision-making<br />
    34. 34. Different needs, different games<br />Source: April 29, 2011, “App Dev Teams: Consider Playing Around With Serious Games” Forrester report<br />
    35. 35. Build serious game into regular processes<br />
    36. 36. Thank you<br />Tom Grant<br />+1.650.581.3846<br />tgrant@forrester.com<br />http://blogs.forrester.com/tom_grant<br />@TomGrantForr<br />www.forrester.com<br />

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