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metaPlay heroes. monsters. project managers.

metaPlay heroes. monsters. project managers. UC Berkeley School of Information Masters Final Project – Spring 2011 J.J.M. Ekaterin Under Advisement of: C. Cheshire. What Are They Doing?. Not Just Addictive Fun. Immersion, engagement, imagination

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metaPlay heroes. monsters. project managers.

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  1. metaPlayheroes. monsters. project managers. UC Berkeley School of Information Masters Final Project – Spring 2011 J.J.M. Ekaterin Under Advisement of: C. Cheshire

  2. What Are They Doing?

  3. Not Just Addictive Fun... • Immersion, engagement, imagination • Enduring psychological behaviors and patterns • But not... • Entertainment computing • Gaming structure • Gaming mechanics • Specific technological implementation

  4. Games and Work This Study... Often...

  5. Collaboration at Work:Project Management • Complex, rapidly evolving environments • On-the-fly decisions and evaluating metrics from multiple sources • Extensive risk management • Schedule, prioritize, plan tasks to meet long-term goals • Highly collaborative • Extensive communications

  6. Focus of This Study • Can gaming insights enhance project management practices? • How do project participants collect, organize, and use large amount of project information? • How to align individual team member motivation with project goals?

  7. Method Interviews Research • Project managers and team members • Strongly IT project driven roles • Interviewee choice at convenience • 8 respondents, 5 follow-ups • Approx. 30 – 90 mins depending on availability • Recordings, transcriptions, hand-written notes, post-interview observations • Internal IT organizations: 5-35 team size within enterprises of a few thousand employees • Ludology • Information tracking and statistics • Individual motivation • Collaboration and virtual teams • IT Project Management • Program management and portfolio tools • Work motivation

  8. Interview Results How do project managers collect, organize, and use large amount of project information? "we don't really have any project tracker" "we describe it as the dashboard... all the projects, how they are ranked, what we're working on... put in front of the executive... tell us which things to do" "that's geared towards senior management" • Current Solutions • Dedicated resources collecting information and generating reports for management decision makers • Project managers enters information directly into report templates • Frequent meetings • Shortcomings • Manually intensive input • Difficult to ensure timeliness of information • Focused on serving management decision makers

  9. Insights From Gaming Information Management Tools - Dashboards • Games' Response to Issue • Multi-channel, multi-directional information flow • Views for leaders and individuals • Fully-integrated system • Collecting information through interactions with systems • When Applied to Projects • Information exposure and control • Portable information for individuals • Integration enabling collect-as-you-go

  10. Interview Results How do project managers align individual team member motivation with project goals? "My performance assessments do not line up with project goals per se... so my supervisor always asks 'are there anything you would like to add?'" "when I have a personal interest in the stuff I'd been working on... it could be a subject matter I'm interested in pursuing or knowing more about or a skill I'd like to practice" "just go back and rewrite the objectives when it comes time for reviews" Current Solutions • Shortcomings • Disconnect between project and individual goals • Higher chances for project failures

  11. Insights From Gaming Connecting project and individual goals • Games' Response to Issue • Reputation building tools • Statistics transparency and reliability • Widely accessible individual characteristics, accomplishments, personal histories • When Applied to Projects • Reputation management - implicit reputation-building is sufficient: • Motivated by • Sense of achievement • Tangible rewards • Learning/Polishing skills and capabilities • Selectively-accessible individual information for moderated team recruitment

  12. Additional Insights Building professional narratives • Deeply personal stories • Individual story-telling as a means for constructing professional identities ! ... "be able to give a very brief vignette of my experience to illustrate" "If you get to know somebody, they'll start to tell their stories. That's just the way they talk about themselves."

  13. SummaryKey Entry Points for Applying Principles Work Games Organization and Flow of Tasks Structural Design Personalization Narrative & Character-Building Engagement Immersion & Rewards Leadership Development, Communication Tools Virtual Teams Information Management Information & Statistics

  14. Thank You! Many Thanks to... Questions? Respondents Advisor Friends I-School comrades

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