Academic literature on the topic 'Game design; team leader; game project management'

Several authors have questioned the effectiveness of using lecture-based teaching to provide students with enough confidence to apply project risk management. Gaming was proposed as a solution. However, despite widespread use of games in teaching project management, it is still not clear what conditions provide optimal learning through games. Another shortcoming with the existing games is oversimplification. This paper addresses these shortcomings and proposes a game design that captures real-life challenges associated with applying the project risk management process; a design that prompts an appreciation for project complexity as well as providing students with the opportunity to experience the consequences of ignoring or following the risk management process. The paper also identifies and elaborates on the requirements for optimum learning, and distinguishes between two types of requirements: 1) learning requirements, and 2) qualitative requirements. Learning requirements identify the learning outcomes of the game. These requirements were identified through structured and semi-structured interviews with senior project managers from several management-consulting firms. The challenges and the corresponding tactics that are adopted in practice in order to manage project risks were thus identified and ranked. These results are also presented in light of supporting literature. The challenges and associated tactics were mapped into a set of eight requirements representing the learning outcomes of the game. These requirements were then mapped to the design using four instructional methods: a briefing lecture, a team-based assignment, an online computer simulation, and a debriefing lecture. All these methods were linked by a real-life project case and executed in a gaming context to improve engagement. Qualitative requirements represent important conditions that must be present for optimal learning. These were identified through structured interviews with continuing education students taking a master's degree in project management. This empirical study resulted in four qualitative requirements that must be considered in the game design: 1) ownership, 2) relevance, 3) feedback, and 4) adaptation. The paper also presents the evaluation results of the game design. The purpose of the evaluation was to examine the game's ability to capture the two sets of requirements identified above.

In a three-year, practice-based, creative research project, the team designed a video game for undergraduate biology students that aimed to find the right balance between educational content and entertainment. The project involved 7 faculty members and 14 undergraduate students from biological science, design, computer science, and music. This nontraditional approach to research was attractive to students. Working on an interdisciplinary practice-based research project required strategies related to timeline, recruitment, funding, team management, and mentoring. Although this project was time-consuming and full of challenges, it created meaningful learning experiences not only for students but also for faculty members.

Purpose – The purpose of this paper is to look at human interdependence and its significance in project management. Design/methodology/approach – The paper focuses solely on human interaction in the context of a short-term project consisting of preparing a small “international” fair in Gatineau, Québec (Canada). For this purpose, an established questionnaire was used which aimed to evaluate the predator-prey dynamic between team members (as described by Mesly in a recent paper). Findings – Human interdependence indeed plays a key role in the functioning of short-lived projects (and, this paper assumes, of long-term projects as well). Originality/value – The paper places emphasis on considering the human power-game factor (predator-prey) more strongly in future project endeavors.

Nowadays, it is quite common to find violent acts in grassroot sports, such as football. Almost every week, it is possible to find news about team supporters fighting against each other, or football players arguing aggressively to the referee. And the worst part in this story is that most of these acts are watched by children. In order to alleviate this situation and create awareness of the necessity to create educational programs to prevent violence in sports, the European Union has funded several projects focused on this area. One of this project is called SAVEit project, and its goal is to create and develop innovative educational tools to promote values in grassroot sports. This paper presents the software architecture designed in SAVEit project to achieve this goal. This architecture is mainly composed of a Learning Management System, where coaches will learn about the values; a Team Management Site, where coaches can evaluate the values acquired by the children of the teams; and finally, a Video Game that using gamification techniques will keep the motivation of children during the learning process.

Abstract The inability of older persons with heart failure (HF) to self-manage has contributed to poor health outcomes. Our team from nursing, digital game design, and mobile computing developed an innovative sensor-controlled digital game (SCDG) called ‘Heart Mountain’ to offer a portable, and enjoyable tool to facilitate engagement in HF self-management. We installed the SCDG application, which featured older adult game avatars on the participants’ smartphones. The SCDG utilized data from an activity tracker and weight scale to trigger game rewards, knowledge content and messages based on participants’ real-time behaviors. In this study we assessed the usability of a SCDG prototype with 10 HF older adults in Central Texas. Observations on the usability of the SCDG app by older adults were noted on a usability heuristics checklist. Acceptance and satisfaction were collected by an open-ended survey guided by Intrinsic Motivation Inventory after a week of playing the game. Participants (60% males, 60% white, ages 63-84) were able to play the game and use the devices after a training session that lasted for 15 minutes. We will present results on participants’ ease of use of the SCDG app, satisfaction with the knowledge content, quizzes and rewards features of the SCDG, and perceptions on acceptance and satisfaction with the SCDG for heart failure self-management. Our project will generate insights on designing digital gaming solutions that are acceptable to older adults and can be applied to improve self-management of chronic diseases like heart failure.

In the digital era of rapid development of computer software technology, the collaboration of science and arts becomes trend of development in terms of digital media content design and innovation. Breakthrough to the traditional working model, such as individual or independent small scale research and develop-ment team, establish a research and development team that consisting of artists and software engineers in art school, and do col-laborative research and development project is a necessary requirement for the progress of the digital age. This paper focuses on China Academy of Art Online Gallery project that integrates the transdisciplinary resources. By using art, technology, software engineering practice and quality management methods together, this project attempt to explore a set of basic methods of combining art and science to improve the standard of creation, research and design for China's Internet 3D technology platform. It is important to break with the traditional narrow way of thinking boldly and explore the general methods of multi-team collaboration for innovative projects. It has far-reaching strategic and practical significance for digital technological innovation research in art and design, online game and animation industry.

Purpose – Traditional construction planning relies upon the critical path method and bar charts. Both of these methods suffer from visualization and timing issues that could be addressed by 4D technology specifically geared to meet the needs of the construction industry. The purpose of this paper is to propose a new construction planning approach based on simulation by using a game engine. Design/methodology/approach – A 4D automatic simulation tool was developed and a case study was carried out. The proposed tool was used to simulate and optimize the plans for the installation of a temporary platform for piling in a civil construction project in Hong Kong. The tool simulated the result of the construction process with three variables: equipment, site layout and schedule. Through this, the construction team was able to repeatedly simulate a range of options. Findings – The results indicate that the proposed approach can provide a user-friendly 4D simulation platform for the construction industry. The simulation can also identify the solution being sought by the construction team. The paper also identifies directions for further development of the 4D technology as an aid in construction planning and decision making. Research limitations/implications – The tests on the tool are limited to a single case study and further research is needed to test the use of game engines for construction planning in different construction projects to verify its effectiveness. Future research could also explore the use of alternative game engines and compare their performance and results. Originality/value – The authors proposed the use of game engine to simulate the construction process based on resources, working space and construction schedule. The developed tool can be used by end-users without simulation experience.

PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper OTC 30838, “Shell Appomattox Model-Based Operations From Design to Production: A Game Changer in Gulf of Mexico Deepwater Operation,” by Robert Tulalian, Shell, and Evan Keever and Ankur Rastogi, Kongsberg, prepared for the 2020 Offshore Technology Conference, originally scheduled to be held in Houston, 4–7 May. The paper has not been peer reviewed. Copyright 2020 Offshore Technology Conference. Reproduced by permission. The complete paper discusses how large operations such as Appomattox in the Gulf of Mexico’s deepwater Norphlet formation can use an integrated dynamic simulation-based solution throughout the project life cycle to aid in design verification, operator training, startup support, and real-time surveillance. The authors write that their recommendations and findings can be applied to similar project implementation efforts elsewhere in the industry. Introduction The Appomattox development spans Mississippi Canyon Blocks 348, 391, 392, and 393. Peak production rates are estimated to be approximately 175,000 BOE/D, with water injection planned for the future to support reservoir pressures. Appomattox includes a combined cycle steam system, using process waste heat to generate steam. This steam can be used to drive a generator, providing extra power for the facility. The Appomattox facility can be seen in Fig. 1. A multipurpose dynamic simulator (MPDS) was developed to address the inherent complexities of the Appomattox system, providing a high-fidelity integrated model that simulates both top-sides and subsea process conditions. This model was integrated with the Appomattox control system and deployed in a setup to mimic the offshore control room, creating a realistic training environment for operators. The MPDS was completed over 1 year before first oil, providing ample time for operator training and other use cases such as distributed-control-system (DCS) checkout and engineering studies. Because of the success of the MPDS, the operator applied the existing Appomattox model to the operation phase through the creation of a real-time surveillance system (RTS). Connecting the process model to the facility’s historian by open-platform communications (OPC) enables the RTS to serve as a virtual copy of the live facility, mimicking process conditions in real time. This enables the RTS to serve as a platform for useful surveillance applications such as virtual flow metering, blockage detection, and equipment-performance monitoring. Process Model Development Once the decision to build an MPDS was made, the project team determined which systems would be included in the scope of the model as well as what data would be used for input and validation. Because the MPDS would be used for both engineering and operations use, most systems were included in the scope and modeled at high fidelity to maximize potential benefits.

Abstract Background In Canada, 26.3% of people reporting having mental disorders have indicated that they did not receive adequate care for their mental illness. However, early and evidence-based treatment can significantly reduce the severity of mental illnesses. Early Intervention Services (EIS) for psychosis are an example of such an intervention. EIS are widely recognized as a more effective treatment than routine care for early psychosis. Most Canadian EIS for psychosis follow recommendations on clinical components of care (i.e., easy and rapid access, a case management team approach); however, evidence-based interventions (e.g., measurement-based care or integrated psychosocial interventions) are not always available. Overall, various barriers limit the provision of quality care in the mental health sector, including EIS for psychosis treatment. These barriers include insufficient funding at a time of increasing demand; lack of services; lack of evidence- and measurement-based treatments; and insufficient training for staff and resources for patients. Innovative solutions are required. This presentation describes how e-mental health (eMH) technologies can mitigate these barriers, thus increasing access to evidence-based treatments. Methods Using a learning healthcare system approach, this 2.0 mental health services model aims to (a) identify, describe, and explain the factors affecting the routine incorporation and sustainability of eMH technologies in EIS for psychosis, and (b) optimize the methods associated with the development, adaptation, and evaluation of eMH technologies in real clinical settings. These aims are achieved by implementing three e-MH projects and unpacking the co-design/adaptation process and test the implementation, evaluation, and sustainability of eMH interventions and their effects on patient outcomes. Results The learning healthcare system is considered a new research paradigm able to promote quality, safety, and value in health care. Three project are at the core of this learning healthcare system for psychosis: (1) e-Mental Health Assessment and Monitoring (Project A: DIALOG+/e-Pathways to care): (a) To promote evidence- and measurement-based care in EIS for psychosis and (b) to use such technologies (such as electronic data capture platforms and data visualization) to support shared decision-making during treatment; (2) e-Treatment (Project B: CBT/pathways to care game-based interviews): (a) To facilitate the access and use of e-cognitive behavioral therapy (e-CBT) interventions in EIS for psychosis and (b) to support the treatment of secondary illnesses/comorbidities (depression and anxiety); (3) Web-based Training (Project C e-Training): (a) To co-produce web-based training and evaluate its effects on building capacity for the use of eMH technologies in EIS for psychosis and (b) to deliver psycho-educational interventions and continuing education training through interactive case-based learning. Discussion This work is timely. The innovative use of the rapid learning system approach in EIS for psychosis will offer a unique opportunity for integrating technologies and data into clinical practice, and should bring meaningful benefits to patients and promote Quebec’s open science research.

We live in a time of expansion and popularization of the processes of acquisition, retention, and sharing of knowledge in virtual media. Platforms geared towards digital learning now play a fundamental role in mediating knowledge processes. Many of them already use gamification with the use of game elements to increase engagement and stimulate the participants’ immersion and flow status. But in addition to the development of dynamic platforms that enhance learning, it is essential that they are accessible to disabled people, allowing gamification resources and interactions between participants to be used by any audience, including people with visual and hearing disabilities. From this premise, this research problematizes the need to think from the initial project on the accessibility tools of an LMS following the recommendations prepared by groups such as the World Wide Web Consortium (W3C) and Global Learning Consortium (GLC), including Web Accessibility Initiative - World Wide Web Consortium (WAI-W3C), IMS GLC - Accessibility Guidelines (IMS GLC-ACC) and Web Accessibility Initiative - Accessible Rich Internet Applications (WAI-ARIA). In addition to studies for the development of accessible LMS, this research also presents the use of gamification strategies and design thinking in the development process, also using the method called Design Science Research to define the steps, thus seeking to promote engagement and immersion of the team, stimulating practical experiences with the gamification process. For the result, the proposal for the development of accessible LMS based on gamification and design thinking strategies is presented, with explicit use in the phases of empathy, definition, and ideation.

In the mid-1980s, the impact of three decades of uranium processing near rural Fernald, Ohio, 18 miles northwest of Cincinnati, became the centre of national public controversy. When a series of incidents at the uranium foundry brought to light the years of contamination to the environment and surrounding farmland communities, local citizens’ groups united and demanded a role in determining the plans for cleaning up the site. One citizens’ group, Fernald Residents for Environmental Safety and Health (FRESH), formed in 1984 following reports that nearly 300 pounds of enriched uranium oxide had been released from a dust-collector system, and three off-property wells south of the site were contaminated with uranium. For 22 years, FRESH monitored activities at Fernald and participated in the decision-making process with management and regulators. The job of FRESH ended on 19 January this year when the U.S. Secretary of Energy Samuel Bodman and U.S. Environmental Protection Agency Administrator Stephen Johnson — flanked by local, state, and national elected officials, and citizen-led environmental watchdog groups including FRESH — officially declared the Fernald Site clean of all nuclear contamination and open to public access. It marked the end of a remarkable turnaround in public confidence and trust that had attracted critical reports from around the world: the Cincinnati Enquirer; U.S. national news programs 60 Minutes, 20/20, Nightline, and 48 Hours; worldwide media outlets from the British Broadcasting Company and Canadian Broadcasting Company; Japanese newspapers; and German reporters. When personnel from Fluor arrived in 1992, the management team thought it understood the issues and concerns of each stakeholder group, and was determined to implement the decommissioning scope of work aggressively, confident that stakeholders would agree with its plans. This approach resulted in strained relationships with opinion leaders during the early months of Fluor’s contract. To forge better relationships, the U.S. Department of Energy (DOE) who owns the site, and Fluor embarked on three new strategies based on engaging citizens and interested stakeholder groups in the decision-making process. The first strategy was opening communication channels with site leadership, technical staff, and regulators. This strategy combined a strong public-information program with two-way communications between management and the community, soliciting and encouraging stakeholder participation early in the decision-making process. Fluor’s public-participation strategy exceeded the “check-the-box” approach common within the nuclear-weapons complex, and set a national standard that stands alone today. The second stakeholder-engagement strategy sprang from mending fences with the regulators and the community. The approach for dispositioning low-level waste was a 25-year plan to ship it off the site. Working with stakeholders, DOE and Fluor were able to convince the community to accept a plan to safely store waste permanently on site, which would save 15 years of cleanup and millions of dollars in cost. The third strategy addressed the potentially long delays in finalizing remedial action plans due to formal public comment periods and State and Federal regulatory approvals. Working closely with the U.S. and Ohio Environmental Protection Agencies (EPA) and other stakeholders, DOE and Fluor were able to secure approvals of five Records of Decision on time – a first for the DOE complex. Developing open and honest relationships with union leaders, the workforce, regulators and community groups played a major role in DOE and Fluor cleaning up and closing the site. Using lessons learned at Fernald, DOE was able to resolve challenges at other sites, including worker transition, labour disputes, and damaged relationships with regulators and the community. It took significant time early in the project to convince the workforce that their future lay in cleanup, not in holding out hope for production to resume. It took more time to repair relationships with Ohio regulators and the local community. Developing these relationships over the years required constant, open communications between site decision makers and stakeholders to identify issues and to overcome potential barriers. Fluor’s open public-participation strategy resulted in stakeholder consensus of five remedial-action plans that directed Fernald cleanup. This strategy included establishing a public-participation program that emphasized a shared-decision making process and abandoned the government’s traditional, non-participatory “Decide, Announce, Defend” approach. Fernald’s program became a model within the DOE complex for effective public participation. Fluor led the formation of the first DOE site-specific advisory board dedicated to remediation and closure. The board was successful at building consensus on critical issues affecting long-term site remediation, such as cleanup levels, waste disposal and final land use. Fluor created innovative public outreach tools, such as “Cleanopoly,” based on the Monopoly game, to help illustrate complex concepts, including risk levels, remediation techniques, and associated costs. These innovative tools helped DOE and Fluor gain stakeholder consensus on all cleanup plans. To commemorate the outstanding commitment of Fernald stakeholders to this massive environmental-restoration project, Fluor donated $20,000 to build the Weapons to Wetlands Grove overlooking the former 136-acre production area. The grove contains 24 trees, each dedicated to “[a] leader(s) behind the Fernald cleanup.” Over the years, Fluor, through the Fluor Foundation, also invested in educational and humanitarian projects, contributing nearly $2 million to communities in southwestern Ohio, Kentucky and Indiana. Further, to help offset the economic impact of the site’s closing to the community, DOE and Fluor promoted economic development in the region by donating excess equipment and property to local schools and townships. This paper discusses the details of the public-involvement program — from inception through maturity — and presents some lessons learned that can be applied to other similar projects.