Gamifying Agile projects to Drive Employee Engagement and Increase Performance


By Chandan Lal Patary


Employee engagement has become a top business priority for every organization. In this rapid cycle economy, business leaders know that having a high-performing workforce is essential for growth and survival. They recognize that a highly engaged workforce can increase innovation, productivity, and bottom-line performance while reducing costs related to hiring and retention in highly competitive talent markets.

Team engagement is key to excellent project execution especially in agile project. After all, stakeholder disengagement is a major reason for productivity loss across function and industries. No wonder, enterprises are willing to know more about some practice which can helpful in better engagement, sharing and collaboration and also how it could add to high-value interactions with customers, employees and partners.

Gamification helps to increase the engagement in fun way. Gartner predicts that more than 70% of the world’s largest 2,000 companies are expected to have deployed at least one gamified application by year-end 2014.

This cases study will share the approach team has taken and the improvement team has realized through Gamification. Some of the information have been changed and the original name and figured has been modified. This paper will answer below questions

How can we the get the buy – in from team members?

How can we create more participation?

How can we increase engagement through mechanism like gamification?

How can we achieve targeted business goal with full participation from all members?

1.   Introduction

Self-organizing team does not need any game to maintain the passion level; team has reached certain stage where they are self-driven with acceleration. They are empowered and motivated. Every team would like to reach this state. It needs dedicated effort by all team members, consciously to drive the action and get this high level of enlightenment state.

The best architectures, requirements, and designs emerge from self-organizing teams but in team that is already dysfunctional and following agile process to get speed and efficiency will not work.

A self‐organized team is empowered by management to make decisions on their own without waiting for management’s approval. These teams are usually cross‐functional and the roles of individuals are not defined. When the team is given a task, it becomes the responsibility of the whole team, collectively, to finish it, not a specific person on the team. 


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About the Author

chandan-lal-pataryChandan Lal Pataryflag-india

Bangalore, India

Mr. Chandan Lal Patary is currently working as an agile coach and Global Program manager at ABB. He has deep experience in developing Software products across various domains and has successfully executed many Projects. Chandan has worked on domain like Healthcare, Aerospace, Building automation, Power automation, Industrial Automaton under real time mission critical product development to large scale application development. Chandan has 16+ years of industry experience. He is certified PMP from 2008, Green Belt certified holder from 2005. Chandan is an agile practioner and Certified Scrum Master from 2011. Chandan holds a Bachelor’s from National Institute of Technology (National Institute of Technology –Agartala, Tripura) in Electrical Engineering-1998. He has completed one year Executive General Management program from Indian Institute of Management-Bangalore, Karnataka in 2007. He has published several management papers. He can be reachable through email/LinkedIn: [email protected]