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SEKE 2012 Proceedings - Knowledge Systems Institute

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Clockwork Team<br />

Project<br />

Level<br />

Project I Level 2 (6/9 sprints)<br />

Project II Level 1 (2/9 sprints)<br />

Project III Level 1 (2/12 sprints)<br />

Project IV Level 1 (1/10 sprint)<br />

<br />

<br />

<br />

<br />

<br />

<br />

<br />

TABLE II<br />

TEAM RESULTS FOR THE CLOCKWORK TEAM ACHIEVEMENT: LEVELS<br />

ACHIEVED FOR EACH PROJECT AND TOTAL NUMBER OF SPRINTS FINISHED<br />

ON TIME.<br />

<br />

<br />

<br />

Sprint Backlog Completion<br />

Project<br />

Level<br />

Project I Level 2 (3/9 sprints)<br />

Project II Level 2 (6/9 sprints)<br />

Project III Level 2 (3/12 sprints)<br />

Project IV Level 1 (2/10 sprint)<br />

TABLE III<br />

TEAM RESULTS FOR THE SPRINT BACKLOG COMPLETION: LEVELS<br />

ACHIEVED FOR EACH PROJECT AND TOTAL NUMBER OF SPRINTS FINISHED<br />

ON TIME.<br />

achievement. Only Project I did not reach the Level 2. The<br />

Project III and IV teams have started five sprints without time<br />

gaps. They are the best ones in this criteria. However they did<br />

not reach the Level 3.<br />

Sprint Latency<br />

Project<br />

Level<br />

Project I Level 1 (1/9 sprints)<br />

Project II Level 2 (3/9 sprints)<br />

Project III Level 2 (5/12 sprints)<br />

Project IV Level 2 (5/10 sprint)<br />

TABLE IV<br />

TEAM RESULTS FOR THE SPRINT LATENCY: LEVELS INDICATING THE<br />

SPRINTS WITHOUT TIME GAP AMONG THEM.<br />

Figure 3 shows a comparison among projects, considering<br />

achievements evaluated. It is possible to notice that projects<br />

are in a similar stage. Project I is the best in two achievements,<br />

buts it is not so far from the others projects. Project IV<br />

has second bigger average number of Clockwork Developer,<br />

however it has the worse grades for two team achievements.<br />

This fact reveals an abnormal behavior.<br />

Interestingly, due to this apparent inconsistency, the company<br />

decided to do further investigations to understand the<br />

reasons behind this behavior. This investigation lead to the<br />

conclusion that the use of achievements not only may help<br />

engage teams into doing their work, but can also help monitor,<br />

control and improve the development using Scrum process as a<br />

whole. Given the results obtained, all team members that we<br />

talked to became interested in further developments of this<br />

work. Gamification stimulates the team, and the achievements<br />

together with the immediate feedback help all the involved<br />

people to be aware with their work.<br />

Of course, it is possible that the inclusion of achievements<br />

<br />

<br />

Fig. 3.<br />

<br />

<br />

Comparison of project teams using the proposed achievements.<br />

could stimulate some undesirable behavior, like the high<br />

competitiveness level of the individuals, affecting the team<br />

performance. However, we will apply a long term evaluation in<br />

order to analyze this effect together with another possibilities.<br />

VI. RUPGY: A SUPPORTING TOOL FOR SCRUM<br />

GAMMIFICATION<br />

The mapping of the proposed achievements in Scrum<br />

framework makes clear for us that the idea related to Scrum<br />

gamification could be useful in order to turn the software<br />

development in a amusing task. Based on this belief we<br />

propose here a set of RPG-like features to be integrated into<br />

a scrum-task-management tool.<br />

The goal is to include the game design features as an addon,<br />

implementing as many feedback mechanisms as possible,<br />

making the developers always aware of these mechanics.<br />

Firstly, we will list the standard features required from a taskmanagement<br />

software to make it eligible to incorporate the<br />

RUPGY elements. In Subsection VI-B, we suggest how the<br />

RPG concepts and features may be implemented and added to<br />

such software.<br />

A. Standard ScrumFeatures Required<br />

In this section we present only requirements related to<br />

a project management tool commonly used in Scrum-based<br />

software houses. The main goal of this tool is normally to<br />

register planning and to acomplish the sprints. Requirements<br />

are presented as a simple list of expressions, illustrating the<br />

concepts required, followed by an explanation that details the<br />

requirement and its use.<br />

• Project, backlog, release, sprints, and task containers.<br />

A software house must keep in touch all the information<br />

about the projects in execution. A project has several requirements,<br />

represented by the backlog, to be delivered in<br />

several iterations, each one composed of several tasks. All<br />

these relationships among the project, backlog, release,<br />

sprint and tasks must be recorded, since the achievements<br />

549

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