Gamification in Software Development Projects

Abstract

Gamification is one of the many ways to motivate employees and introduce more fun in daily activities. The aim of the paper is to analyse the impact of gamification method on the software development projects. The paper contains results of a literature review about application areas of gamification, methods, positive and negative effects on projects. The paper also presents an overview of the gamification tools used in software development projects and attempts to answer the question about benefits of gamification usage: whether gamification in the project leads to the desired results and increases the employee productivity and motivation.

Full text

Information Technology and Management Science
58
ISSN 2255-9094 (online)
ISSN 2255-9086 (print)
December 2017, vol. 20, pp. 58–63
doi: 10.1515/itms-2017-0010
https://www.degruyter.com/view/j/itms
©2017 Valērija Platonova, Solvita Bērziša.
This is an open access article licensed under the Creative Commons Attribution License
(http://creativecommons.org/licenses/by/4.0), in the manner agreed with De Gruyter Open.
Gamification in Software Development Projects
Valērija Platonova1, Solvita Bērziša2
1, 2 Riga Technical University, Latvia
Abstract – Gamification is one of the many ways to motivate
employees and introduce more fun in daily activities. The aim of
the paper is to analyse the impact of gamification method on the
software development projects. The paper contains results of a
literature review about application areas of gamification, methods,
positive and negative effects on projects. The paper also presents
an overview of the gamification tools used in software development
projects and attempts to answer the question about benefits of
gamification usage: whether gamification in the project leads to
the desired results and increases the employee productivity and
motivation.
Keywords – Gamification, gamification at work, gamification in
software development, gamification tools, software development
projects.
I. I
NTRODUCTION
One of the tasks of project management (PM) is to create a
calm and comfortable atmosphere where participants are
involved and interested in working on the project [1]. To engage
and motivate employees in the project, the recent trend has
appeared to use a technique of play – gamification, which
encourages employees to work through the components of the
game and mechanics.
In software development (SD) projects, the required task
must be completed as quickly and efficiently as possible.
Developers accomplish similar tasks on a day-to-day basis and
spend a lot of time in the workplace on procrastination. New
tasks in the work process over time also increase the experience
of developers. The more experienced the employees, the more
skills they have, so doing their tasks becomes a routine. Routine
reduces employee motivation, so the project manager needs to
find mechanisms to motivate project team members [2], [3], [4].
To increase employee motivation and productivity, there are
a lot of methods, such as the emphasis on the promotion of
personal development, rewards, preserving work-life balance,
participation in conferences, team consolidation measures and
others [5]–[7]. One of the innovative ways to increase
productivity and motivation for employees is to bring
gamification into the project [8], [9]. In practice, companies that
use this method achieve increased productivity, greater
involvement of employees in the project and, in some cases,
better team integrity [5], [8].
The aim of the paper is to analyse the impact of gamification
method on the SD projects. Based on principles of systematic
literature review, sources have been identified and explored that
describe the use of gamification in practice and provide
conclusions about its advantages and disadvantages in the SD
processes.
The rest of the paper is structured as follows: Section 2
describes the purpose of gamification and provides the
definition of gamification and its use; Section 3 presents the
literature review process and how it was held. Section 4 shows
the results of literature review and answers the questions about
gamification use and SD process. The open questions are shown
in Section 5; this is the field that can be researched in future.
Conclusions and limitations are discussed at the end of the
paper.
II. G
AMIFICATION
Gamification is the use of game mechanics and elements in
a different context [10]. Various game mechanics are used in
the work environment, training, healthcare, sales, politics and
technology design, which promote improvements in these areas
[8]. At present, the most successful and widespread use of
gamification is training. Gamification allows people to learn
new material and gain practical knowledge by performing
certain activities. There are a large number of studies on how
gamification affects training outcomes [11].
Gamification in the learning area motivates, helps one learn
the material more easily, motivates persons to learn on a regular
basis [12]–[14]. In the workplace, it is used directly to teach
employees how to use the new software or modified work
process [8], [15].
The gamification includes the game dynamics (e.g., storyline,
emotions, relationships), game mechanics (e.g., challenges,
competitions, winning/losing status, resource sharing), and
components of the game (e.g., roles, points, achievements,
unblocking content, level, leaderboards, etc.) [1].
The most common components of the gamification are points
that are convenient for realisation and understandable for the
players. For each executed action, the user receives a point [3].
In some cases, more points are given for complex activities and
Fig. 1. Gamification concept.
Emotions
Constraints,
Narrative,
Progression,
Relationships, ...
Dynamics
Big-picture aspects;
“glammar'
Mechanics
Processes that drive
action forward;
“verbs”
Components
Specific instantiations of
mechanics and dynamics;
“nouns”
Challenges, Chance,
Competition, Cooperation,
Feedback, Resource Acquisition,
Rewards, Transactions, Tums,
Win States, . . .
Achievements, Avatars, Badges, Boss Fights,
Collections, Combat, Content Unlocking,
Gifting (Charity), Leaderboards, Levels,
Points,
Quests, Social Graph, Teams, Virtual
Goods, . . .
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fewer points – for the easiest tasks [16]. This technique also has
one disadvantage: competing users are more likely to perform
less challenging tasks to get more points, so the most difficult
tasks will not be done.
Often the points are used together with leaderboards that
bring the mechanics of the competition [6], [17]. The
leaderboards show the number of points collected by each user
in the specified period. There are some variations such as open
and closed leaderboards. In the open leaderboards, users see
other names and surnames and places in ranking; the closed user
sees only their place and in some cases the number of points of
their closest opponents [18].
Badges and achievements have a similar mechanism. For
specified actions, users are rewarded with badges or marked a
certain achievement [17], [19]. A user can also see what actions
should be executed to receive a badge or achievement record.
This mechanism has shown itself to be not very motivating,
because its achievement requires patience, and for every
activity, the user does not immediately receive the necessary
feedback from the progress.
The use of feedback is also of major importance. The
experiment participants considered feedback to be a quick
feedback link [20] and the historical data of work achievements,
which motivates and helps one see productivity over time,
which assists in providing a better self-assessment from the user
for their work.
Using components such as levels, roles, and challenges
makes gamification even more exciting for the team.
III. LITERATURE REVIEW PROCESS
The aims of the literature review are to provide an insight
into the use of gamification in the SD process and to determine
the advantages of this method. The description shows
gamification techniques and software tools that are used to
implement gamification in the SD process.
A. Research Issues
Gamification in SD has recently been used by development
companies and teams that simulate SD projects for research
purposes. Gamification is also used by SD teams to achieve
different goals, where the main purpose is to use it to improve
team motivation. The tasks of the present study are to find out
whether gamification helps one make the development process
better, to identify the stages that are improved by means of
gamification, to determine problems and benefits gained
through real projects, and to reveal methods and tools used in
the gamification.
B. Research Questions
The primary aim of the literature review is to answer basic
questions about the use of gamification in SD projects and its
impact on the development team.
The following research questions have been formulated for
the literature review:
1. At which SD phases is the gamification used?
2. What kind of gaming techniques are used in SD
projects?
3. What are the benefits of using gamification in SD
projects?
4. What problems are encountered when gamification is
implemented?
5. What applications/software tools are used for the
implementation of gamification principles?
C. Literature Search Strategy
To identify the related literature sources, the systematic
literature review principles have been used, which include a
definition of a search query for searching in scientific databases
and selecting sources that correspond to certain rules.
The search query has been defined using the main keywords
“gamification” and “software development”, and their
synonyms:
(“gamification” OR “gamifying” OR “game elements” OR
“game methodology”) AND (“software development” OR
“software engineering” OR “project management” OR
“testing” OR “requirement management” OR “software
integration” OR “software management” OR “scrum agile”
OR “waterfall”).
According to this search query, the literature sources have
been searched in SpringerLink, IEEE Xplore Digital Library,
Web of Science, ScienceDirect and EBSCOhost electronic
databases.
The following rules have been applied to filter search results:
Literature source is an article published in conference
proceedings, books, journals, or another scientific
publication or a professional forum. Websites with
news about technological innovations or collective
blogs have not been used.
The search is related to a field of computer science.
The article has been published in the period from 2008
to 2016 (inclusive).
The article describes a real project or a test project used
for simulation and evaluation.
IV. LITERATURE ANALYSIS
In the initial search, 136 articles have been selected from
electronic databases by searching according to the above-
defined search query. After the annotation study, articles that
do not relate to the SD process have been removed. The articles
that contain only general information on the application of the
gamification method have also been removed. Thus, the
number of articles has been reduced to 51 articles.
Only 17 articles have been chosen for a detailed analysis,
which include the introduction of gamification in a real project
or a test project, or which analyse the impact of gamification
method on productivity and the response of participants to the
application of the method. Only open-access articles have been
studied.
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Fig. 2. Abstract classification by year.
The use of gamification in SD has recently been studied. The
first articles on this topic appeared only in 2011. The
classification of articles by year is demonstrated in Fig. 2. The
number of studies in the field of gamification increases each
year, and the gamification topic becomes interesting for more
and more researchers in the SD field.
This section further provides and discusses answers to the
five questions mentioned above concerning the use of
gamification.
A. Software Development Phases at which Gamification Is Used
Several project phases are defined in the SD, such as
definition of requirements, requirement analysis, design, coding
and testing [21].
Defining requirements includes the collection of
requirements from the client, requirement analysis, requirement
reviewing and, in the event of uncertainty, requirement
clarification and supplementation. The requirements are
documented for further transfer to the development [10], [22].
Gamification is used in requirement definition stage that helps
one find out more requirements and improve their quality.
Fig. 3. Gamification at the project development phases.
The design involves designing a software project and
defining the system’s intrinsic properties. Coding is the direct
development of software that builds on the predefined
requirements and software design results. Gamification
motivates coders to make tasks, allows comparing results with
another team [23].
Testing is the software validation and verification, according
to certain criteria defined at the time of claim retrieval and
documented. Testing takes place after documentation, taking
into account system functional and non-functional
requirements. In the event of errors, the functionality is
redirected to the development in order to correct errors.
Gamification helps one test at a better quality and motivates
testers [19], [24].
In the identified articles, in 55 % of cases gamification has
been used at the development phase [5], [6], [11], [16], [25],
[26]. The testing phase takes the second place where the
majority concerns directly the automatic testing and testing
traceability improvement [11], [19], [24]. One article depicted
the use of gamification in the PM [10]. Classification of the
articles by the SD phase at which gamification is used is
illustrated in Fig. 3.
B. Gaming Techniques Used in Software Development Projects
The game mechanics and game components are used to
gamify the process, so every use of gamification in real life is
different, and its impact on the process is also different.
The articles identified eight types with the use of game
components in gamification such as:
Levels [12], [18];
Leaderboards [12], [17], [20];
Badges [17], [18];
Achievements [11], [18], [27];
Challenges [13];
Feedback [6], [17], [20];
Points [9], [11], [28];
Roles [18], [16].
The popularity of game components is shown in Fig. 4.
Fig. 4. Use of game components.
Developers made a gamification tool in one case using
gamification mechanics that is a game world called DEV.rpg
[1], [11] which gives a real look and mechanics of the game to
a tool.
0
1
2
3
4
5
6
7
8
2010 2011 2012 2013 2014 2015 2016
Development
55%
Testing
27%
Project
Management
4%
Requirement
definition
14%
0 5 1015
Roles
Points
Feedback
Challenges
Achievemens
Badges
Leaderboards
Levels
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C. Benefits of Methodology Use in Software Development
Projects
The use of the gamification technique contributes to the
improvement of productivity in working conditions, employee
motivation and interest in the work. In the articles [13], [18],
employee motivation was mentioned as a key to the benefits of
gamification.
At the stage of defining the requirements, there are
improvements such as an increase in the number of ideas, an
increase in motivation, an improvement in the quality of claims,
and an increase in creativity, which contribute to the
improvement of this process [22].
During the development phase, code quality improvements,
the number of processed applications, the smallest number of
errors, and the increase in the rate of error prevention have been
observed [23], [23]. Participants note the increase in motivation
by seeing the feedback about the work done, which in turn
allows evaluating productivity [17]. Playing also allows
learning from others by using some methodology that involves
evaluating other people’s work and transferring their work to
ratings [14].
At the testing phase, improvement in product quality, code
quality (automatic testing) and learning from others
(introducing story reviewing sessions) have been identified [8].
All participants of research described in [6], [9], [18], [22],
and [24] mentioned the best motivation to work, the opportunity
to track work progress, better communication among team
members, the consolidation of the team and the ability to view
their and colleagues’ achievements through the use of certain
game components, for example, leaderboards, badges or point
tables.
In general, the use of gamification positively influenced the
results of the work group in the development process as well as
the test group that imitated the development process.
D. Problems Encountered during the Implementation
of Gamification
The use of gamification in most cases does not cause
problems to users and does not make the process complicated,
in contrast to the standard process. Research [18] summarises
disadvantages of gamification – the existence of increased
stress and tension in the work process where gamification is
used. While working together, the working group felt tension
and stress, which in the long term could badly affect the
productivity of the whole team.
One of these problems is the implementation of gamification
in the project [18]. It is a very time-consuming process that
involves employee engagement, the ability to choose the right
tool and the ability to implement it during the process. Often,
standard tools are not selected, but specific solutions for a
particular process are difficult in terms of development and
implementation. Gamification before implementation requires
specific analysis, awareness of employees’ ability to
participate, proper tool selection, and time to adjust the
development process [1].
Research [12] describes that the team faced the impossibility
of introducing the tool into a real project, but could only
investigate the effects of gamification on the test group in the
short term (up to 5 months) by simulating the SD process and
usually working with 2 work groups. One of the groups worked
using the playing elements and the other worked without
gamification techniques, then the productivity, motivation and
other parameters of the two groups were compared [28].
Consequently, it can be stated that there is little research that
provides information on actual use of gamification.
E. Applications/Software Tools Used for the Implementation
of Gamification Principles
Papers [13]–[28] describe how various tools were developed
or studies[5], [24]–[26] provide an insight into the prototypes.
Each tool was designed to perform specific tasks: scoring,
displaying leaderboards, etc. Some of the tools or their
prototypes were not used in the development projects, but they
were studied using the test team – students or other volunteers
who mimicked [6], [8], [9] and [29] the development process.
In this way, the impact of gamification on the team was
explored through experiments.
The use of standard tools, such as Jiraffe [30] plugin for Jira
or Get Badges [31] gamification application, was not found.
F. Summary of the Analysis
On the basis of the above-mentioned considerations, one can
conclude that gamification is currently used mainly at the
development phase of the project, i.e., coding and testing
phases. The most common gamification mechanisms are points,
achievements, winning tables and feedback links. Special
software is developed for every work process, where the most
difficult process is the introduction of the game tool into the
project and the willingness of the working group to change the
work process by adapting it to this tool. With the introduction
of the gamification into the working group, it increases the
employee motivation, improves productivity, shows the
progress of the participant’s work and the amount of work
compared to other members of the team.
V. OPEN QUESTIONS
The analysis has been performed on the use of gamification
in small work groups at some time during the period, with the
aim of retrieving feedback from the participants about the
impact of gamification on the work process. Specially
developed tools have been used, which in some cases have been
adapted to the characteristics of the participants. This has led to
a number of uncertainties that have not been discovered in the
literature review:
1. Long-term effects of gamification: In the reviewed
literature, gamification was used for a short working process of
up to 5 months. No examples have been found of the use of
gamification in the long term, and no research examined the
long-term effect of gamification on employees. It is assumed
that, in the long term, the use of gamification will lose
momentum and cease to have a positive impact on the
development process.
2. Gamification effects using standard tools. Several
standard tools have already been developed for the SD process.
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Standard tools can be modified for the required work process
and applied to the work team. Since no examples of standard
deployment have been found in the research, the issue of the
use of standardisation in SD projects remains open.
VI. CONCLUSION
The use of gamification in development projects is becoming
more and more popular, and many researchers have been
devoting special attention to the issue. The articles reviewed
within the framework of the research describe different
attempts to use gamification in SD projects, and the results
show that gamification helps motivate employees and improve
the quality and productivity of work.
Most often, gamification is used at the development phase,
which helps encourage developers and testers to do their work
better. The use of gamification not only facilitates work, but
also assists in learning, provides feedback on work done, and
helps compare work productivity over time.
The most common game components used in SD projects are
the points along with leaderboards that are comfortable to
import and produce successful results in the implementation of
the methodology. Existing components such as roles, tokens,
achievements, etc. also yield positive results in terms of
employee productivity but are difficult to use in the SD project
context.
When introducing the methodology of gamification in the
project, specially designed tools for specific purposes are used.
No research article brought the standard gamification tool to the
work group. The use of gamification in the SD project in the
short term (up to 5 months) produces successful results,
promotes employees, gives them the opportunity to learn and
make work achievements more transparent. The project teams
that used this methodology were satisfied with the results
achieved and would use this method or its modifications in the
future.
As mentioned in Section 5, some open questions are still left.
The future study could assess the gamification effects on the
working group in the long term, and reveal the tools that could
improve work process with gamification.
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Valērija Platonova obtained a Bachelor of Science degree in Computer
Science and Information Technology from Riga Technical University in 2015.
She works as a System Analyst at Latvias Valsts Mezi. Research interests
include project management, system analysis, user experience.
Address: 1 Sētas Str., Riga, LV-1048, Latvia
E-mail: platoshka@inbox.lv
Solvita Bērziša holds a Doctoral Degree and is an Assistant Professor at the
Institute of Information Technology of Riga Technical University (Latvia). She
obtained her Dr. sc. ing. (2012), BSc (2005) and MSc (2007) degrees in
Computer Science and Information Technology from Riga Technical
University. Her main research fields are IT project management,
implementation and application of project management information systems, as
well as project data analytics, big data and data science. She also works as a
Team Lead at Accenture Latvia. She holds a PMP and CBAP certificates and
was awarded the IPMA Outstanding Research Contribution of a Young
Researcher 2013. She is a Member of PMI and Latvian National Project
Management Association.
Address: 1 Sētas Str., Riga, LV-1048, Latvia
E-mail: Solvita.Berzisa@rtu.lv
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