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Gamification in outsourcing company: experience report.

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Most of us used to hear word gamification only for end user engagement into product usage. Some of us know about usage of similar approaches in product development teams to improve and tune development process. But almost nobody believes that gamification is possible in the context of outsourcing companies and teams. This talk is experience report of gamification usage on very large project with detailed reusable framework demonstration. If you want to bring some fun and really engage your team, then this talk is for you.

Published in: Software

Gamification in outsourcing company: experience report.

  1. 1. 1CONFIDENTIAL GAMIFICATION. EXPERIENCE REPORT. MIKALAI ALIMENKOU OCTOBER 7, 2016
  2. 2. 2CONFIDENTIAL ABOUT THE CUSTOMER One of the top 4 logistic companies in the world. The corporation has more than 400 000 employees in more than 220 countries and territories worldwide and generated revenue of more than € 50 billion in 2010. It is divided into business units along regions: • Europe • Asia Pacific • Americas • Europe, the Middle East and Africa
  3. 3. 3CONFIDENTIAL BIG PRODUCT – BIG PROJECT 2000+ requirements in Use Case format4 Huge and growing project team: 150+ ppl1 3 streams, 10+ cross functional teams, service teams2 4 locations3 15000+ unit tests cover code base5
  4. 4. 4CONFIDENTIAL COMPLEX PROCESSES AND COMMUNICATION AGILE / SCRUM • Daily standup and scrum-of-scrum • Grooming, pre-planning, planning • Retrospective, retro-of-retro, demo FAST CUSTOMER’S FEEDBACK • Work items • Feature demo for PO • Daily demo for SME from PO • Sprint demo SCOPE PRESENTATION • PO presents scope for team • Q & A session • Work items for SME LOREM IPSUM DOLOR AMET • Nulla nu nisi • Risus purus id fusce • Lobortis ipsum felis sed DIRECT COMMUNICATION • Own area for each team • All teams in one big same area • Plenty of meeting rooms SMART TOOLS • JIRA, RTC • Confluence • Skype for business TRANSPARENCY • Town halls with PM/DM • Town halls with customers • All hands retrospective
  5. 5. 5CONFIDENTIAL CROSS FUNCTIONAL TEAMS FE developer1 BE developer2 QA engineer3 Business analyst4 Automation QA5 Team Job Functions Team Roles Team Lead1 Second pilot2 SCRUM master3 Product Owner4 Demo mentor5
  6. 6. 6CONFIDENTIAL VERTICAL INTEGRATION OF ALL FEATURES 6 FE BE CI i18n QA PO QA team tests implemented feature and PO provides demo for SME. Testing and Demo FE developer implements layout and client-side logic on JavaScript FE Design & Construction Required configuration items are created for the feature and applied. Configured items are available for Admin. Configuration Product owner analyses requirements provided by BA team and creates JIRA User Stories for developers Requirements Management BE developer implements business logic and incorporate database entities BE Design and Construction Developer creates new key in the translation dictionary with default value, according to the rules. Internationalization
  7. 7. 7CONFIDENTIAL GENERAL TEAM ISSUES IN BIG PROJECT Hard to make team performance visible and transparent4 No common approach to achieve project goals, common process1 Team focuses only on it’s scope, integration issues2 Low focus on the whole product quality3 Low collective ownership5 Low motivation6
  8. 8. 8CONFIDENTIAL WE DECIDED TO INTRODUCE SOME GAMIFICATION MIKALAI ALIMENKOU SENIOR DELIVERY MANAGER OLEKSIY LEMESHKO AGILE COACH
  9. 9. 9CONFIDENTIAL REASON #1. ALL TEAMS ARE DIFFERENT
  10. 10. 10CONFIDENTIAL REASON #2. NO COMMON PERFORMANCE CRITERIA
  11. 11. 11CONFIDENTIAL REASON #3. INJECT SOME FUN AND INCREASE MOTIVATION
  12. 12. 12CONFIDENTIAL 1 2 3 4 OVERALL GAMIFICATION APPROACH SETUP RULES • Define how team can get or loose points • Select transparent criteria in different areas • Publish them and allow team to affect rules with common decisions SELL RULES • Explain teams how rules affect common project goals • Define and spread common values and principles • Lead by example MOTIVATE • Understand motivation of different teams • Make achievements visible and honorable • Use project budget to add more fun and introduce some material bonuses INSPECT AND ADAPT • Gather feedback continuously • Review rules and adapt them to changing reality • Introduce new rules to cover new project goals and improve overall process
  13. 13. 13CONFIDENTIAL RULES ARE FOCUSED ON DIFFERENT AREAS Product quality1 Organizational and technical maturity level2 Transparency3 Responsibility and proactivity4 Extra mile efforts5 Hand of help6
  14. 14. 14CONFIDENTIAL #1. PRODUCT QUALITY RULES Iteration is finished without additional defects (+1, 0, -1 points)1 Some defects from backlog are fixed (+1 points)2 New critical/blocker defect was introduced (-1 point)3 Critical/blocker defect was reopened (-1 point)4 Post delivery issues was found on target environment (-1 point)5
  15. 15. 15CONFIDENTIAL #2. ORGANIZATIONAL AND TECHNICAL MATURITY Delivery due dates are followed for all User Stories (+1, -1 point)1 Code changes never failed CI/CD pipeline (+1, 0, -0.5 per failure points)2 Sprint scope is done and delivered in time (+1, -1 point)3 Code review is effective (under discussion)4
  16. 16. 16CONFIDENTIAL #3. TRANSPARENCY, RESPONSIBILITY AND PROACTIVITY Time tracking in JIRA is properly performed (+1, -1 point)1 Team actively participates in incident management (+1 point)2 FE/BE capacity is planned in advance (under discussion)3 Backlog is properly managed in JIRA (+1, -1 point)4
  17. 17. 17CONFIDENTIAL #4. EXTRA MILE EFFORTS AND HAND OF HELP Quality assurance extra effort (+1 point per QA lead)1 Overall delivery extra effort (+1 point)2 Valuable help for other teams (+1 point based on likes)3 Technical debt reduction (under discussion)4
  18. 18. 18CONFIDENTIAL WHO ARE THE JUDGES? Teams themselves1 QA leads2 Delivery managers3 Tools like Gerrit or JIRA4
  19. 19. 19CONFIDENTIAL • Some criteria didn’t take into account subjective reasons like sick leaves, unstable external systems, environmental issues • Not all successes and extra efforts are covered in criteria • Human factor in results gathering • Preview results with the team before publishing • Open discussion and feedback gathering for controversial cases • Only confirmed results are published ISSUE #1. SUBJECTIVITY ROOT OF THE ISSUE STEPS TO FIX
  20. 20. 20CONFIDENTIAL • Not all teams see value in such competition and don’t want to participate • No clear common understanding of criteria by all teams • No time to improve • Work closely with the team, gather feedback, perform root cause analysis, “sell” criteria as metrics • Every team could affect criteria, propose any change to be discussed • Transparency and detailed description for all criteria ISSUE #2. MOTIVATION ROOT OF THE ISSUE STEPS TO FIX
  21. 21. 21CONFIDENTIAL • Developers live in their own nutshell • Week team spirit on cross-team level • No challenge and motivation to be involved into global issues/processes • More criteria in ‘extra mile/hand of help’ groups • Customization of JIRA and KB (active flow plan and report, agile boards, common filters, visual radiators) • PR (winner is announced on the whole team, hall of fame, visual radiators) ISSUE #3. POPULARISATION ROOT OF THE ISSUE STEPS TO FIX
  22. 22. 22CONFIDENTIAL • Some criteria brought more points for the win than others • Some criteria didn’t take all nuances into account (reason of code changes to fail CI pipeline, due dates following and time reporting in JIRA) • Continuous involvement of teams to improve criteria • Work with teams to perform root cause analysis and reflect changes in both development process and criteria ISSUE #4. CRITERIA BALANCE ROOT OF THE ISSUE STEPS TO FIX
  23. 23. 23CONFIDENTIAL WINNER TEAM GETS CUP AND APPLAUSES
  24. 24. 24CONFIDENTIAL BRANDED CUP AND VISUAL RADIATORS
  25. 25. 25CONFIDENTIAL 3 CUPS = TEAM BUILDING FROM PROJECT BUDGET
  26. 26. 26CONFIDENTIAL TABLE OF RESULTS FOR 5 MONTHS Sprint 19 Sprint 19s Sprintodrop 20 Drop 21 Drop 22 Drop 23 Drop 24 Drop 25 Drop 26 Drop 27 Drop 28 Air.Wind 9 11 9 10 15 13 11,66 13,5 13 11,5 Air.Storm 15 11 18 13 12,5 14 13 16,5 17 11 Air.Breeze 7 11 9 8 12 10 11 11 10 11 Air.Tornado 6 10 13 11 13 14 13,83 9 15 12,5 Air.Jet 12,5 8 9 10 12 9,5 Fire.Nova 9 19 17 14 13 12 8,33 13 12 12 Fire.TNT 11 14 11 7 10 12 13,5 13 13 11 Onyx 8 10 10 9 12 13 11 8 14 11 ADT.Alpha 13,5 9,33 14 11 12 ADT.Delta 9,5 10,33 14 14 9,5 Kharkiv 11 14 13 11 Rubin 9 15 12 16 12
  27. 27. 27CONFIDENTIAL PROGRESS DURING 5 MONTHS 0 2 4 6 8 10 12 14 16 18 20 Sprint 19 Sprint 19s Sprintodrop 20 Drop 21 Drop 22 Drop 23 Drop 24 Drop 25 Drop 26 Drop 27 Drop 28 Air.Wind Air.Storm Air.Breeze Air.Tornado Air.Jet Fire.Nova Fire.TNT Onyx ADT.Alpha ADT.Delta Kharkiv Rubin
  28. 28. 28CONFIDENTIAL SUMMARY OF ACHIEVEMENTS More reliable, stable and transparent development process1 Involvement of all teams at project level2 Significant improvements in product quality and CI/CD3 Objective performance metrics across all teams4 Flexible motivation driver in gamification format5
  29. 29. 29CONFIDENTIAL QUESTIONS?

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