Gamification, serious game

Gamification, serious game

Gamification is the application of game-design elements and game principles in non-game contexts.

We believe in the power of games and we use it in real situations, to increase effectivity in business processes. When we were children we learnt life lessons through games, but unfortunately when we became adults we forgot how to play in order to learn.

The 1st Floor challenge is our first course that teaches through gamification, but one of our goals for the next three years is to add gamification to other courses, so that people are more involved in the learning process.

Take a look to gamification through The 1st Floor Challenge

The 1st Floor Challenge (T1FC) consists of a real Project Management situation in which each team builds a Drone, with the objective of applying Project Management, Sustainability and Design Thinking methodologies in an integrated way. This is considered an excellent team building activity.

We are very happy with the results, until now we were present in 5 cities (Aveiro, Porto, Lisboa, Lyon, Panamá), for a total of 207 participants, and have done a total of 36 projects.

One of our strengths is that we don’t use a computing game for learning, we use a real project for that.

Gamification, is not only an excellent technique for the learning process, but also for changing people’s habits. For this reason, it’s been interesting to see the increasing use of Gamification for engaging with staff and external stakeholders over the past few years, with astounding results.

If used correctly, it’s a powerful tool. It could even change the world. Any idea how?

Congratulations To All Who Have Participated In The T1FC at IUT Lumière Lyon 2!

IUT Lumière Lyon 2 - 2016

This is the second time we bring the T1FC at IUT Lumière Lyon 2. It was attended by 55 students of the courses: Coordinateur de Projet en Systèmes d’Information, Coordinateur de Projet en Gestion des Risques, Coordinateur de Projets en Gestion de la Sous-Traitance – Chargé d’affaires.

During the day they learned and practiced innovation, project management and sustainability while doing a real project. They had to negotiate and make decisions in initiating, planning and execution phases, while continuously monitoring the work.

Congratulations to all who have participated! Your presence together with your active contributions, good performance, feedback and enthusiasm are greatly appreciated. We appreciate your positive feedback, and we will certanly take all your ideas on board to improve.

A big thank you. We will be there the next year!

Desarrollo Sostenible y el Gerente de Proyectos

Desarrollo Sostenible y el Gerente de Proyectos

La sostenibilidad es un concepto interesante. Se ha utilizado en el sentido del medio ambiente de nuestro planeta, pero el 20 de marzo de 1987, la Comisión Berundtland de las Naciones Unidas ha utilizado un concepto diferente de la sostenibilidad como parte del concepto de desarrollo sostenible “el desarrollo que busca satisfacer las necesidades de la generación presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades ”

Es curioso ver cómo todavía tenemos un concepto para recordarnos cómo podemos ser mejores personas, para lograr una sociedad mejor. “Sentido común no es acción común,” dice Shawn Achor.

Las personas que participan en los proyectos deben pensar de manera responsable, tomando decisiones que beneficien no sólo a la empresa, sino también a la sociedad y el medio ambiente. Como profesionales de la gestión de proyectos tenemos que mantener el equilibrio entre los tres pilares de la sostenibilidad: Económico, Social y Ambiental en los proyectos.

En este punto y con esta responsabilidad nos vienen muchas preguntas a la mente: ¿Cómo podemos integrar las mejores prácticas de Gestión de Proyectos, Responsabilidad Social, Energía, Medio Ambiente, Calidad, Partes Interesadas, Finanzas, Compras, etc?. Suena confuso. Es una gran cantidad de información y, al final, no es fácil de implementar. Por suerte tenemos a disposición un framework que integra todos estos conceptos es un framework que nos guía hacia la integración de la sostenibilidad en los proyectos.

Como dice Joel Carboni “La sostenibilidad comienza con la Gestión de Proyectos!”

The GPM® Reference Guide to Sustainability in Project Management.

“Con más de 65 años de experiencia combinada en gestión de proyectos, los autores Joel Carboni, Mónica González, y Jeff Hodgkinson crearon un guía de referencia para la gestión de proyectos con las mejores prácticas para la integración de la sostenibilidad con base en la metodología PRiSM.

La creencia de que la Gestión de Proyectos puede conducir – en la práctica, no sólo en teoría – un planeta y una economía sostenible, este libro de 157 páginas, cubre los principales aspectos de la sostenibilidad relacionando las normas internacionales, la nueva norma ISO 21500 sobre Gestión e Orientación de Proyectos, así como la forma de construir un plan de manejo sostenible utilizando el Método GPM® P5 ™ ”

Existe la versión en español. Puedes dar un vistazo a este ebook en:

Y usted? Integra la sostenibilidad en sus proyectos?

Sustainability Starts With Project Management! Expert Interview With Joel Carboni

Joel Carboni

JOEL CARBONI advocate for Sustainability in Project Management

Why you should listen to him:

Joel Carboni GPM® IPMA-B® MPM® is the President of GPM Global, a project management professional development organization dedicated to the advancement of project management practices that decouple socio-environmental degradation and economic growth.

He is the author of the PRiSM project method and has over 15 years’ in project and program management, working in both the private and public sectors for organizations in Banking/Finance, Energy, Legal, Technology, as well as local government. Joel currently serves as the director of standards for the asapm (IPMA-USA).


Mirla Ferreira: I think project management is more important now than before, one of the reasons is the responsibility that project manager has about sustainability. What is your perception about sustainability in projects? Why sustainability in projects is so important?

Joel Carboni: In the past two years, the number of Fortune 500 companies that are producing sustainabilty reports, joining the UN Global Compact and or the Global Reporting Initiative has increased dramatically. A study by KPMG in 2012 reported that 62 percent of companies polled have a strategy for corporate sustainability and between 2001 and 2010, an equity portfolio of sustainability leaders outperformed a portfolio of sustainability laggards by more than 30 percent. A similar study by Accenture stated that Sustainability is increasingly being seen as a source—even a primary source—of revenue and business growth for companies intent on becoming high-performance businesses.

I point this out because as indicated in PMI’s Pulse of the Profession, between 2010 and 2020, an estimated 15.7 Million new project management jobs will be added globally, reaching an economic impact of over $18 trillion accross seven project-intensive industries. In the same report it indicates that one of the top three steps to minimize risk is to ensure the alignment of organizational strategy with projects. If corporations are including sustainability as a part of their strategy project management needs to account for it also.

From a more altruistic perspective, our natural resources are diminishing and our population is increasing. Unless as a profession we start to take responsibility in addressing these issues through improved project practices, future generations will not be able to meet their own needs.

Mirla Ferreira: Where to start? How can we integrate sustainability and project management?

Joel Carboni: I think the key is to understand that sustainability [as a practice] is important to projects. When a product or service is conceived and translated into requirements there are social, fiscal, and environment impacts that should be measured and accounted for in terms of development, life-span, servicing, maturity of process, efficiency etc. We call this P5 or People, Planet, Profit, Process and Product.

When a PM looks at how the project and resulting product/service will impact society, the ecological environment, and the fiscal impact [both internal and external], they can more effectively plan risk and develop sustainability objectives. It is also important to understand the organization’s corporate social responsibility policies and ensure that the project aligns with them.

Mirla Ferreira: What is your vision about the future?

Joel Carboni: Sustainability in projects has, up until now, been categorized primarily under personal ethics. In the latest release of the PMI PMBOK(r) Guide, sustainability makes an entrance and the IPMA ICB 3.0 has a competency that includes sustainability elements, however I forsee that in order for sustainability to become common practice, PMs will have to look beyond the constraints of project scope and look at the bigger picture. We see signs that this is occurring more and more. As an organization, we have grown by leaps and bounds and requests for PRiSM (our methodology) have increased among some of the larger companies. From a vision standpoint, I as much as anyone who is an advocate for project management want to see a world with increased project success but with the inclusion of sustainable methods being a key factor.

To Joel Carboni “Sustainability starts with Project Management!”. I agree with him. Projects and products/services have an impact on society and environment.
What do you think? Do you integrate sustainability and project management in your organization? Share your experience.