Gamification workshop: Playful projects


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Interative workshop led by Alexa Briggs (Enrst & Young) and Guy Giffin (Prendo Simulations) at the APM Conference 2013

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  • Start with explanation of the task sheet and sticking their stickers on! Interactive, more the take part the better! Ask questions Start by stating that there are prizes, and top 3 will win. Audience may begin to perform some tasks - but they may not!
  • With the “millennial “ generation joining the modern workplace, PMs of the future will be looking for new ways to drive project team performance. The influx of ‘Xbox generation’ project managers raises the question of whether there are new ways to engage and motivate people through technology. The modern workplace is encompassed by numerous distractions from project work, such as email, LinkedIn, and Facebook. The APM and modern day Project Managers will face the same predicament of how to engage their future followers.   Gamification is the new and exciting concept of applying game-design principles to non-game functions in order to increase engagement. Gamification is used by technologically savvy companies such as Facebook and Apple and has begun to move into the corporate world. Gamification incentivises desirable attitudes through use of technology to promote desired behaviours and make dull and repetitive project activities more enjoyable. It takes advantage of humans' psychological predisposition to complete activities; thus every task is an opportunity to increase one’s status and profile. At the most fundamental level, gamification is the use of game mechanics to drive game-like engagement and actions. The logic is dead simple. People love to play games. But in everyday life, we are often presented with activities we hate, whether it is boring chores or stressful works. Gamification is the process of introducing game mechanics into these activities to make them more game-like (i.e. fun, rewarding, desirable, etc.), so that people would want to proactively take part in these tasks. Studies have statistically demonstrated that highly engaged teams outperform competitors by 47 to 202 percent and have traits such as increased productivity, focus, involvement, commitment and loyalty. Harter, J., Schmidt, F., Killham, E., & Sangeeta, A. (2009). The Relationship Between Engagement at Work and Organizational Outcomes. Gallup . Terminology for deployment; “ Projects” vs “ideas” “innovation” “ Gamification” vs “motivation” “engagement”
  • Game mechanics and game dynamics are able to positively influence human behavior because they are designed to drive the players above the activation threshold and then trigger them into specific actions. As I mentioned last time, the temporal convergence is the key.   From Maslow’s Needs to Pink’s Drive One of the earliest and best known theories of motivation comes from the renowned psychologist, Abraham H. Maslow . The now famous Hierarchy of Needs was published in 1943. I’m sure most of you have seen the pyramid depicting the five levels of needs, in one form or another. Physiological: air, food, water, sex, sleep, excretion, etc. Safety: health, personal well being, financial and employment stability, security against accidents, etc. Belonging: love, intimacy, friendship, family, social cohesion, etc. Esteem: self-esteem, confidence, achievement, respects, etc. Self actualization   Maslow believes human behaviors are driven by their desire to satisfy physical and psychological needs. It is easy to understand the lower four levels of needs, and Maslow refers to them as deficiency-needs . But what is self-actualization? If you read Maslow’s work carefully, he referred to this highest level as being-needs or meta-needs , and it is actually a combination of many meta-motivators.   If you think Maslow is a little old school, you might appreciate Daniel Pink’s more recent book, Drive: The Surprising Truth About What Motivates Us , published in 2009. Pink hypothesizes that in the modern society where the lower levels of the Maslow’s hierarchy are more or less satisfied, people become more and more motivated by other intrinsic motivators. These intrinsic motivators are precisely the meta-motivators that Maslow is referring to in the self-actualization level, and Pink specifically focuses on three of these: Autonomy Mastery Purpose   If you hadn’t noticed, many of these needs and motivators are very similar to game mechanics and dynamics. Zynga, for example, realizes that majority of the population have the gaming personality of a socializer and need a sense of belonging. They created FarmVille to address the socializer’s need for social cohesion/acceptance. Status, achievements, ranks and reputation are some of the most commonly used game mechanics, but they are really nothing more than “esteem in disguise”. The progression dynamics and levels are simply Dan Pink’s mastery. See the parallel?  
  • What your employees yearn for is recognition : Status – through points and comparison to your peers Achievement – showing what you’ve achieved – either to yourself or to others Competition – allow people to see how others are achieving and incite excitement in your team
  • Projects and Games share some noticeable traits. Games are usually driven by coherent goals, well defined player roles and meaningful metrics to provide feedback on progression. Likewise, well-managed projects are guided by cogent objectives; team members (akin to players) have delineated roles and intelligent metrics that are employed to measure progress. The significant difference between the two lies in gaming feedback, which is transparent, instantaneous and public – imagine if your project team knew where they stood and what to do next – how motivated would they be?!
  • there we got the information? Where can it be deployed in projects?
  • Pros Increases employee productivity Increases quality of work Improves employee morale Increases employee retention Creates an exciting work environment Risks to be addressed Does it devalue work or focus? Should it be individual-based or team-based? Does it work for different roles or levels in the company? Risk of disenfranchising segments of the workforce
  • Gamification has to be tailored to the situation The game must drive the desired outcome It has to be fun! Competition can be external or internal Intrinsic rewards will give longer term effects Find out what motivates your team A bottom up approach is advised to the formulation of the Gamification mechanism Deployment Recommendations: Make it fun and keep it simple Plan - Think about what you want to achieve, and which behaviours you want to drive Make it a challenge, but attainable Provide feedback – and engage users Start small – prototype and work up Use the data to develop the concept Use technology Generate a community and the concept will drive itself
  • How to Gamify your life
  • How to find out more Our report!
  • Gamification workshop: Playful projects

    1. 1. Gamification workshop:Playful Projects
    2. 2. What to expect from this session
    3. 3. Learn about Gamification
    4. 4. Gamification The technique of using game mechanicsin non-game businesses to increase: Efficiency Customer loyalty Engagement.
    5. 5. Psychology
    6. 6. Recognition
    7. 7. Gamification of Projects
    8. 8. Interactive Session
    9. 9. Why Simulate?playing games• basic principle of learning• rapid & transparent experiences• mistakes don’t cost anything• it’s (mostly) fun“we have the technology”Armstrong & Aldrin in the lunar module simulator 10.07.1969
    10. 10. “C” Value:
    12. 12. CAE A380 FFS£37 millionserious about learning
    13. 13. Good Practice andRecommendations
    14. 14. The Pros and the Cons
    15. 15. Gamification Conclusions/GoodPractice
    16. 16. Final thought
    17. 17. Links