Gamification became a main stream approach for marketing as well internal operation of the enterprise. In this post I will talk on one aspect which is understanding the users and categorizing them for Agile implementation.
There have been so many discussions about Agile transformation and how it is eaten by the culture. My argument is that there is only one action we should do toward a company’s culture, which is Respect. Rather than changing the culture, we should focus on more intuitive light weight approach for Agile implementation which is above all should be Fun for the users!
The Agile mind-set changes the roles of traditional project management to become self-organized and team empowerment. For me this is the toughest change and normally takes time. What about if we treated the users (team members, Scrum Master, Business Analysts, UX, Admins and others) as players?
Bartle Test of Gamer Psychology provides perspective for categorizing players in a gamified system which could be applied to users in Agile adoption.
Gamifiying Agile adoption means creating well designed activities to encourage desired behavior from implementing Agile. The activities should be intriguing to the users so that they are motivated to show the required behavior through implementing those activities.
How a project manager changes so that he can give-up autocratic approach to support empowering a team to sign-off for its own tasks?
The focus should be shifted into designing activities which are rewarding and enabler to the desired behavior. Driven by Bartle’s we could have project managers as:
- Socializers: Those who primarily want to network with peers in the organization to enhance their Agile understanding and implementation. The human-interaction focus of Agile is particularly appealing to socializers.
- Explorers: Those who want to explore independently every activity of Agile and to define their role related to each.
- Achievers: Those who, regardless of rewards, want to prove that they master as many as Agile activity as possible and demonstrate exceptional quality in Agile project management. They want recognition as to be praised by socializers.
- Killers: Those want objective evidence (e.g. metrics) to prove they beat their peers in implementing Agile.
Gamification activities should be designed bearing the above categories in mind.
At the heart of gamification is the player-centered design which requires careful understanding of Bartle’s categories as it makes sense in the context of Agile adoption.
Let’s respect the culture and center Agile implementation around our players for motivating the desired behavior through having fun!
A fundamental question here is do we need culture change to:
- Be able to implement Agile, or
- To produce real value from Agile implementation
Point-2 is where we should aim. We can have point-1 addressed in the form of implementation of a certain Agile framework with its accompanied ceremonies but yet everyone wonders how we improved.
After reading the Cutter’s blog post here by Christopher Avery I had my own reflections in the next concept map.
- As change you should stop asking management to change but instead you be the change yourself.
- Sharpen your management skills and avoid getting distracted in technical practices.
- Play the role of Agile manager starting with observation without introducing changes.
- Maintain Improvement Backlog and watch for improvement opportunity.
- Introduce change carefully and succeed.
- Collaborate with the rest of managers in the organization to enrich and strengthen Agile management movement. Work with them to effect change at the department level.
- The ultimate success happens when executives adopt iterative management framework instead of linear management.
- Establish relationship with executives at highest possible level. They will support your Agile change initiative and therefore help the organization brings the highest possible value from becoming Agile.
The 4DX is structured approach for execution to achieve organization’s strategic goals. This post describes synergy of 4DX with Agile product management.
The dilemma is that organizations are not short of ideas and strategy but they lack the capability of execution to achieve them. The 4DX uses the analogy whirlwind to describe the urgency and daily job which distract the organization from achieving its goals. Read more…
According to Brene Brown, Vulnerability is the birth place of Creativity, Innovation and Change. The rest of this blog is my own view on the implementation of Vulnerability in Agile teams.
Creativity is the ability of the team to create customer valued products.
Innovation is the ability of the team and product manager to come up with features which address the real pains of the customer and provide him gains which he hasn’t thought about. Read more…
The more I watch movies or read stories, the more I get impressed by the author’s perspectives and rich imagination. Such stories make me wonder about how strange life is. When I face my own life events, I can’t apply what I have learned from those stories. They can enrich my experience but I should find my own way out. Read more…
This post based on my reading of Henrik Kniberg’s book Lean from the Trenches. I am not going to write a detailed review on the book but rather I provide my own interpretations.
Maturity in using the tool
Either Scrum, Kanban or XP we should avoid getting obsessed by any one. Instead use them according to the situation. They can be helpful in providing guidelines but they can be tweaked wisely to the environment. Our approach for managing development or project should be composite rather biased to specific method or technique. Read more…
Once you visualize the work, you can improve it! I have heard this in many occasions and from prominent experts. When you visualize the work, you actually arrive at shared visible understanding which allow actions to be logical consequence. Actions are stemmed from understanding the principles of flow, bottlenecks and the five focusing principles.
Resistance means the effect of change has started. It resembles our body resistance to the medicines which indicates our bodies are actual responding. Read more…
For large projects, the size can be 50+ people working for 1.5 to 3 years, which is more than 100,000 man-hours/year. If the project is about to sink, new skills will be required which are not available in the project team.
It can be surprising how such entity which can have wealth of skills and resources are not capable to save the project. In fact the ship captain and crews will step aside (either voluntarily or forced) and leave the helm for rescue consultants till the ship becomes ready for normal operation. Read more…
Five years ago I prepared report for a Lean transformation for a certain client department. The PCE was less than 1%! PCE is defined as the ratio between the time we actually spent working on a feature to the Lead Time. PCE is an average metric.
The purpose of this blog is to explore if there were only one metric to choose, should it be the PCE and why. Read more…
PoC is a widely used metric in traditional organizations to monitor their projects. Normally such projects can have 40+ people with multiple vendors involved. The project is structured into teams some implement Agile others are not. Sometimes the program management wants to become Agile but they are not sure how to structure their team for meeting compliance and regulation expectations, as well as inherited organization’s practices. Read more…