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Dont talk show, the analyst and game playing
- 1. Don’t talk, Show The Analyst and Game Playing BA World – Melbourne 2012 Jacky Jacob Jacky.jacob@objectconsulting.com.au JuneMarch 2012 23 2012 Copyright 2012 | Commercial in confidence
- 3. 3 Learning and sharing ideas Adapted from: http://www.youtube.com/watch?v=4zD9-Kq89M4&feature=fvwrel
- 4. 4 Why do adults stop playing? Somewhere between childhood and adulthood, many of us stop playing. We exchange play for work and responsibilities
- 5. 5 BA’s Sphere of work Stakeholders Team Customers
- 7. The traditional way 7 “They better be getting all this down” “Blah, Blah. When can I get out of here?”
- 8. 8 How to kill a workshop / meeting Death by PowerPoint No agenda Talking too people rather than engaging them Not using appropriate processes and tools Not energising the group Do People learn anything from these sessions?
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- 10. 10 How do we learn? Participate in Activity 100% Ki ear r? Simulate the Activity ne nin L 90% be st he g Teach the Activity em ti c 70% em Watch a Demonstration 50% er Watch Moving Pictures w Vi rnin Le 40% su g do a View Pictures al ch 30% mu Hear Words 20% Ve rnin Le w Read rb g a Ho al 10% http://elta.pk/index.php?option=com_content&view=article&id=104&Itemid=219
- 11. 11 “You can discover more about a person in an hour of play than in a year of conversation.” ― Plato
- 12. 12 Game (definition) 1.an amusement or pastime: children's games. 2.the material or equipment used in playing certain games: a store selling toys and games. 3.a competitive activity involving skill, chance, or endurance on the part of two or more persons who play according to a set of rules, usually for their own amusement or for that of spectators. 4.a single occasion of such an activity, or a definite portion of one: the final game of the season; a rubber of three games at bridge. 5.the number of points required to win a game www.dictionary.com
- 13. 13 The future of work is more about engaging workers than commanding them. Build projects around motivated individuals Give them the environment and support they need and trust them to get the job done
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- 16. 16 Manifesto for Agile Software Agile Game Design & Play Development Individuals and interactions over •Keep it simple: make sure the game is simple to processes and tools play, and don’t get caught up in the game mechanics or use complicated, expensive game pieces. •Provide ample time for players to interact and learn together. Working software over comprehensive •Provide simple player directions — concise, clear, documentation and (ideally) not in writing. Customer collaboration over contract •Require teamwork to reach the objective. negotiation •Include chances for the players to reflect and debrief. Responding to change over following a •Permit adaptations and iterations to the game. plan •Include time to play the game again so that players can apply their adaptations. •Encourage teams to consider how they can adapt their learning to their work. http://ebgconsulting.com/blog/being-agile-when-designing-and-playing-agile-games/
- 17. 17 Principles of Agile Software Agile Game Design & Play Our highest priority is to satisfy the customer •Be sure your game answers the question, through early and continuous delivery of “Why would I want to spend time playing it?” valuable software •Include kinesthetic activities (grouping, sorting, drawing, cutting) that use tactile elements (game pieces, boards, cards, balloons) Deliver working software frequently, from a •Initially deliver a lightweight version of the couple of weeks to a couple of months, with game. Get player feedback, and improve the a preference to the shorter timescale. game as needed. •Keep your game materials simple and cheap. Simplicity – the art of maximizing the amount •Incorporate a few low-fidelity, inexpensive, of work not done – is essential. readily available game components. •Use a simple metaphor or symbol to help players see the problem or need.
- 18. 18 Traits of a game al Ru o le G s y ar ion Fe ys nt at ed tem u ol cip S ba V rt i ck pa
- 19. 19 Consider this…. http://agilitrix.com/tag/games-and-simulations/
- 20. 20 GAMES YOU CAN PLAY http://wa.lifebeinit.org/standard.php?id=214
- 21. 21 Continuous Improvement Game: Marshmallow Game Goal: Learn the value of value of early prototyping and incremental delivery Activity: Build the tallest freestanding structure that will support a marshmallow
- 22. 22 The team kit 20 sticks of spaghetti One metre of tape One metre of string Marshmallow 18 minutes
- 23. 23 Using games to understand requirement gathering Game: 99 test balloons Goal: Shows the importance of defining acceptance criteria prior to build Activity: Teams need to build as many balloons as possible that meet your acceptance criteria. So what happens?
- 24. 24 Using games to solve problems Game: Buy a Feature Goal: Prioritise features Activity: Create a list of potential features and provide each with a price. Price can vary based on development costs, customer value or something else
- 26. 26 Game to help create a Product Roadmap Game: Prune the product tree Goal: Create a product roadmap Activity: Draw a large tree with roots and branches. Build out features. Decide between core (root) features and growth features. Is the tree balanced? http://msdn.microsoft.com/en-us/library/hh765981(v=vs.110).aspx
- 27. 27 Game to help understand a solution or product Game: Product Box Goal: Understand the features and then sell it to others Activity: Using a box, teams use pictures, labels and text to highlight their products features. They then need to sell it to the other teams. http://www.youtube.com/watch?v=GlhppKqerOY http://www.youtube.com/watch?v=R2Hp1j0OJHw
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- 29. 29 Games are a serious business Agile Games Conferences Lego Serious Play LinkedIn Groups Google groups for games and activities Books: Innovation Games
- 30. 30 Places to find games The XP Game (http://www.xpgame.be) http://www.agilecoach.net/ The ball game http://borisgloger.com/en/2008/03/15/the-scrum-ball-point-game/ (used a lot in the CSM classes) Innovation Games http://innovationgames.com/ Lego serious play http://www.seriousplay.com/ The Perfection game www.liveingreatness.com/the-core-protocols/perfection-game.html The leadership game http://www.hanoulle.be/2010/06/leadership-game-v-4-01/ Agile games http://agilefun.com/2008/10/18/agile-games-and-techniques-time-to- share-some/ Tasty CupCakes http://blog.tastycupcakes.com/
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Notas del editor
- How do we usually feel when we fail at something. We mope around, hang our heads low, look at our feet, etc. We tend to pull into ourselves as much as possible, as if we can hide from the failure and from the people around us. The failure bow is very different. There are two rules. The first is that instead of hiding from that failure, we call it out publicly and celebrate. Tobias taught everyone to stand up and hold their hands up high in the air, as if you were on a roller coaster ride. Then put as stupid a grin on your face as possible, and say something like this: “I failed! This is a learning opportunity!” You should say it proudly, and say what you failed at. The second rule is that everyone else in the room should applaud and cheer you when you make this public display of willingness to learn.
- http://www.youtube.com/watch?v=FJ5dbUCu2Ug
- People learn in different ways
- Games generally involve mental or physical stimulation, and often both. Many games help develop practical skills, serve as a form of exercise, or otherwise perform an educational, simulational, or psychological role
- Within Agile teams it is much more acceptable to play games in order to learn about concepts, take part in creative thinking or as a means for collaboration.
- The game should include a few compelling, narrowly defined objectives that make players eager to play or curious about participating. Investing in high-fidelity game materials will slow you down initially and discourage changes based on player feedback. For example, Speed Boat [7] helps customers elicit product problems by having them identify impediments (anchors) that hold back or slow down the boat (product).
- Goal: Provides sense of purpose Rules: limit ways to achieve goal > Unleash creativity and foster strategic thinking Feedback system: Tells players how close they are to achieving goal (points, score, levels, progress bar); game is over when… Voluntary: all participants knowingly and willingly accepts goal, rules, feedback. Establishes common ground. So if you don’t want to play today, you can observe – no problem. Bernard Suits: “Playing a game is the voluntary attempt to overcome unnecessary obstacles.” Tom Grant, Forrester Research: Structured: Rules but often no winners Purposeful: Definite outcome Time-bound: By definition, a time-boxed exercise Participatory: Success depends on everyone participating Egalitarian: Everyone has an equal opportunity to participate
- Play is a profoundly powerful tool for achieving business results. I think of three main ways to accomplish this: Using explicit play to do work, using play for learning, and building people’s play muscles. Sebastian Deterding -
- The Marshmallow Challenge is a game for learning about innovation, creativity, teams, collaboration, as well as the value of early prototyping and incremental delivery. Part of the real power of the game is in helping people to identify the hidden assumptions that every project has, and to recognize the value in diversity of team membership. For each team, you need 20 sticks of spaghetti 1 meter of tape 1 meter of string 1 marshmallow 1 large envelope (optional)
- Learning Points: Defining acceptance criteria is not the same as writing tests, only to be applied after something is produced. They can be used as requirements, as tests, and as a target for developers. Automating acceptance tests (or executable requirements) can be very useful, as demonstrated by the test harnesses produced during the game. The investment in creating and automating acceptance tests is worthwhile and has a high return. As you reject their work (waste), ask the teams if they’ve ever had a similar experience in software development. Before the second round, give the teams 2 minutes to discuss how they can improve for the next iteration. They should start asking more questions about the acceptance criteria, which you will happily offer. When round 2 starts, the teams will now apply the acceptance criteria to their work and some will even start building ‘test harnesses’ (e.g. paper templates for face, quick ways to measure balloon width, etc.) . The results should be better in round 2. Discuss how they changed the way they worked and what improvements they would make the next time. If needed, play one more round. This time, every team should be using a test harness and should therefore be producing balloons with much more efficiency and quality.
- Played budget games with 100 community leaders over 2 sessions 18 budget proposals were put forward which could be purchased (each had a fixed price) The cost of the proposals was $14mil Each player was given $200,000 A second list of budget cuts was created where leaders, through unanimous agreement could get more money The proposals ranged from - Staffing to manage anti graffiti - branch library hours - childrens health initiative - christmas in the park - traffic safety services - community based organisations - holiday parade - funding park rangers - Pavement maintenance Reduction proposals - Reduce police field patrol - eliminate the police helicopter program - reduce fire engine services - delay the community centre opening - delay new libraries
- Gardeners prune trees to control their growth. Sometimes the pruning is artistic, and we end up with shrubs shaped like animals or interesting abstract shapes. Much of the time the pruning is designed to build a balanced tree that yields high quality fruit. The process isn’t about “cutting” – it is about “shaping.” Use this metaphor to help create the product your customers desire. Start by drawing a large tree on a whiteboard or butcher paper or printing a graphic image of tree as a large format poster. Thick limbs represent major areas of functionality within your system. The edge of the tree—its outermost branches—represent the features available in the current release. Write potential new features on several index cards, ideally shaped as leaves. Ask your customers to place desired features around the tree, defining the next phase of its growth. Do they structure a tree that is growing in a balanced manner? Does one branch, perhaps a core feature of the product, get the bulk of the growth? Does an underutilized aspect of the tree become stronger? We know that the roots of a tree (your support and customer care infrastructure) need to extend at least as far as your canopy. Do yours? The Prune the Product Tree game provides your customers with a way to provide input into the decision making process by looking at the set of features that comprise the product in a holistic manner.
- Introduction The Vision Box is a well-known technique for developing a marketing message that can drive the product development effort for a project. The technique was suggested by Jim Highsmith and is a simple and easy to implement process that can be adopted by agile or traditional project teams. Imagine that your new product is marketed in a box in the supermarket, how would you design the box? What product features, benefits, and attributes would be highlighted on the box to attract shoppers and make them buy your product? Deliverables A box prototype or poster illustrating the box. Main view to use N/A Method description N/A